Strategic planning of territorial development. Course work: Strategic planning of the development of the municipal territory. Literature and information sources

STRATEGIC PLANNING OF REGIONAL DEVELOPMENT. CONCEPT AND ESSENCE OF STRATEGIC PLANNING

Ruzavina Alina Olegovna,

Rostov State Economic University (RINH)

economics student

rostov-on-Don, Russia

ANNOTATION.

This article discusses the concept and essence of strategic planning of the region. Strategic planning for the development of a region is a management process and can be presented as a chain of consistent, targeted actions of the authorities and management. Dividing the process into stages allows you to maintain a hierarchy of goals and objectives, as well as clearly identify the participants in the process at each of its phases.

Keywords: strategic planning; strategic plan; economic development; economic growth.

At the present stage of the socio-economic development of the Russian Federation, regional problems are becoming more and more urgent. Russia consists of 88 subjects, each of which, in turn, includes many municipalities - cities and towns, rural administrative regions, hundreds of settlements. Each of them is characterized by a unique structure of the economy, specific reproduction cycles, and its own social sphere. To achieve the goals of sustainable economic growth in the Russian Federation, it is necessary to ensure the cumulative development of each of the municipalities.

The Russian Federation has achieved some success in suppressing inflation, making payments of a social nature, and transitioning to a growing trajectory of economic development. However, these positive tendencies are manifested far from uniformly throughout the country. Many subjects continue their difficult "struggle for survival", which allows us to put forward the thesis of growing regional asymmetry. In addition, the strengthening of regional differentiation has extremely negative consequences for the socio-economic development of the state as a whole.

The development of a regional development strategy is the most important task both in regional science and in practical activities... The content of the city development strategy is determined by a specific socio-economic situation, and its development is impossible without taking into account and assessing the development prospects of leading enterprises located in the city.

The leading enterprises are the city-forming ones, which determine the profile or specialization of the city. Strategic choice of profile is the key to future success in developing competitiveness factors and attracting or retaining consumers. It is achieved through strategic planning of urban development using tools for the development and implementation of decisions on a long-term vision of the future. In general, strategic planning is a special type of planned work, consisting in the development of strategic decisions in the form of forecasts, projects and programs that provide for the advancement of development goals and strategies, the implementation of which will ensure their effective and sustainable functioning in the long term.

Strategic planning is the process of formulating the mission and goals of an organization, choosing specific strategies to identify and obtaining the necessary resources and allocating them to ensure the effective operation of the organization in the future. Strategic planning can also be presented as a specific set of actions, decisions taken by management to develop specific strategies that help the organization achieve its goals.

Figure: 1. Sections of strategic planning

Strategic planning at the level of the municipality can be defined as “a systematic process by which local communities (with the participation of all stakeholders) create a picture of their future, based on local resources, external and internal conditions, and determine the stages and activities to achieve the intended goals ...

The strategic development plan can be viewed as a reflection of the desired future state of the economic and social structure of the region (goals) presented in the documents and a way of using available and realistically possible resources to achieve this ”.

The implementation of strategic planning occurs through:

resource allocation;
adaptation to the external environment;
internal coordination;
organizational strategic foresight.

According to the Ural economist V.S. Bochko, the positive aspects of strategic plans are:

systemic resolution of objective contradictions;
complex use of resources available on the territory;
purposeful implementation of structural restructuring in the territory in the direction of diversification of the economy and services;
moving away from the “raw material” orientation of the local economy development;
subordination of investment activities to the creation of comfortable production and cultural conditions for the population of the territories;
gradual approximation of the economies of municipalities to the standards of the world level of development.

V.S. Bochko writes: “Since the economy of Russia, and therefore of the regions, has a catching-up character, it is impossible to get out of this state by gravity, without special organizational efforts. We need creative and coordinated actions of the authorities, all structures and social groups. Such an opportunity is the development and implementation of plans for the strategic development of territories, i.e. comprehensively developing and decisive social issues not only on the residual principle, but on the basis of purposeful program development. In such conditions, the main results of the implementation of strategic plans will be:

increasing the competitiveness of the territory;
development of a new way of thinking about the forms and methods of territory development;
the formation of structures on the territory - the locomotives of economic development;
synthesis of state municipal regulation and market self-regulation;
the formation on the territory of a new, corporate type of relationship between the government, business, the public and other structures.

Strategic planning for the regional economy is a relatively new phenomenon. The objective need for it appeared as a result of the fact that in the conditions of an unstable external environment, cyclical planning turned out to be unacceptable, and in order to cope with “strategic surprises” in the form of unexpected threats and opportunities, strategic decisions must be made quickly enough. In a market economy, strategic regional planning allows:

use the competitive advantages of the region;
identify “growth points”, the development of which will bring the greatest effect;
to concentrate investment resources in priority areas;
to create a basis for the reasonable development of a rational scheme of territorial planning;
demonstrate the desire of the regional authorities to use modern management methods.

The existing management system in many regions of Russia has not undergone any significant changes compared to the one that was formed during the period of the centralized economy. Regional power structures turned out to be more capable of reproducing the old command-administrative system than of innovative methods and forms of management. Today, at the regional level, there are practically no new management mechanisms; at best, their lack is made up for by copying Western models and mechanically transferring them to Russian practice in the form of various kinds of reforms. In the management of the region, a limited set of instruments is mainly used, which boils down to budget transfers and federal targeted programs.

Currently, the management of the region is undergoing a complex transformation due to:

strengthening the economic independence of regions and shifting economic reforms to the regional level, which implies the need to take into account the specifics of each region;
the predominance of private capital in the most important manufacturing sectors, forcing the search for new indirect methods of state regulation of the regional economy;
the transition to the construction of a social state in Russia, which provides for the creation of conditions that ensure a decent life and the free development of the individual. This process is quite lengthy and complex and requires active influence from the regional authorities;
lag in the development of the theory of regional management from the practice of reforming the regional economy. Thus, attempts to update the regional management system are carried out without the necessary theoretical study; many of the measures taken are of a spontaneous and opportunistic nature. There are growing signs of command, authoritarian management, subjectivity and a simplified approach to complex socio-economic processes taking place in the region.

The end result of the strategic development of the territory is the achievement of a social effect from the activities carried out, which consists in increasing the well-being of the population living in this territory. "

Thus, regional strategic planning is currently a necessary condition for increasing efficiency government controlled region. Despite the elaboration of a number of issues related to the theory and practice of strategic regional management, there are still many problems outside the scope of scientific consideration, the solution of which will contribute to the sustainable development of the region, as well as to increase the level and quality of life of the population.

LIST OF REFERENCES:

Belkina T.D. Strategic plans for urban development and tools for their implementation // Problems of forecasting. 2010. No. 3.P. 14.
Bochko V.S. Theoretical and methodological foundations of integrative strategic development of territories. Abstract of dissertation for the degree of Doctor of Economics. Ekaterinburg, 2010.26 p.
Voronin A.G. Strategic planning and management of territory development. M., 2010.
Granberg A.G., Lvov D.S., Obozov S.A. Strategic management: Region, city, enterprise: Textbook. M .: Economics, 2010.S. 337.
Zhikharevich B.S., Yanovsky A.E. How to assess the quality of strategic planning: Practical guide: Territorial strategic planning. T 2. SPb .: ICSEI Leontief Center, 2010. 43 p.
Strategic planning as a factor of regional development [Electronic resource] / access mode: http://vestnik.osu.ru/2010_1/13.pdf

Regional development strategic planis a management document that contains an interrelated description of various aspects of regional development activities. The preparation of such a document provides for:

setting goals for the development of the region;

determination of ways to achieve the set goals;

analysis of potential opportunities, the implementation of which will allow you to achieve success;

development of methods for organizing traffic in selected directions;

substantiation of rational ways of using resources.

The strategic plan for the socio-economic development of the region is an indicative document that allows the administration of the region and the regional community to act together. This is not only a document of the administration, but to a greater extent of all subjects of the regional development process, including economic agents and participants in the political process. This is not a directive from above, directed from the regional administration to entrepreneurs and residents of the region, but a guideline developed with the participation of all agents of economic activity.

Such a plan provides for balanced and coordinated actions of all actors to solve existing problems. It is a tool for building partnerships, a mechanism for identifying and implementing effective strategic actions in all spheres of life in the region.

TO key features of the strategic plansocio-economic development of the region include:

highlighting the strengths and weaknesses of the regional economy, striving to strengthen, develop, form the competitive advantages of the region with a focus, first of all, on creating better living conditions for people;

concise ideas and principles that guide producers of goods and services, investors, the administration and the population, helping them to implement decisions based on a vision for future development;

Partnership interaction of all regional forces.

A component of the strategic development plan for the region should be the administration's action plan attached to it for the implementation of the planned activities.

Strategic plan development stagessocio-economic development of the region include:

assessment of the achieved level and features of the socio-economic development of the region, which also involves an analysis of the regional resource base of this development;

development of a concept for the development of the regional economy, development of scenarios for the modernization of the regional economy in order to

adaptation of the latter to the new system of interregional ties and interdependencies;

3) selection and substantiation of directions for the future development of the region.

These areas are classified depending on the possible scenarios of future development, determined on the basis of a preliminary analysis, based on calculations of various options for specialization of the regional economic complex.

The starting point for developing the concept should be the definition of the development goals of the region, as well as its sectoral priorities ("poles" of the region's development). Main development goalregionis seen in solving the problem of self-sufficiency of the region, i.e. the ability to independently perform the full set of functions determined by its status.

The main target of the strategic plandevelopment of the region is to increase the level and quality of life of the population of the region. To improve the living standards of the population, it is proposed to form and fulfill a "social order". The concept of "social order" includes a set of services necessary to ensure the normal life of the population.

To implement this installation, the following standards are being developed:

currently achieved standards of consumption of goods and services;

actual consumption in developed countries;

rational standards.

In a roughly generalized form, the alternatives to regional development can be defined as follows:

a growth strategy, which is implemented by a significant annual excess of the level of short-term and long-term target parameters over the level of the previous year (it is used, as a rule, in dynamically developing regions with significant potential);

a strategy of limited growth, which is characterized by the setting of goals from the achieved level, adjusted for inflation (this strategy is chosen mainly by regions with a stable economic situation, which do not want to take much risk in choosing development options);

reduction strategy (this alternative is chosen in the case of an inevitable stagnation of production in the region in order to mitigate the negative consequences and is called the last-average strategy

state, since the level of the goals set is lower than that achieved in the past).

This strategy may have several options: reorganization or complete elimination of ineffective production; cutting off unnecessary, i.e. the curtailment of those industries, the economic inefficiency of which causes a drop in results for the region as a whole; downsizing and reorientation: liquidation of a part of production facilities with the allocation of the released funds to repurposed and modernized enterprises in the region.

Definition "Poles" of regional developmentis the most important task in the development of a regional development strategy. The main direction of reforming the economy of most regions at the present stage is a gradual movement towards the formation of a new social order of the post-industrial type based on the use of new technological methods of production in a multi-structured socially oriented economic system with modern characteristics of the quality of life of the population and with an active role of state bodies in regulating the economy.

An important principle for the development of social sectors will be to reduce the pressure of these sectors on the regional budget with a simultaneous increase in funding for these sectors in the budget.

The implementation of this provision means:

expanding possible sources of financing for social sectors, attracting funds from the population and enterprises for this on mutually beneficial terms, up to the creation of enterprises with mixed capital in budgetary sectors of the social sphere;

reducing the cost of the social sphere due to the regime of saving resources, conducting targeted social events, restructuring and expanding self-sustaining activities, in connection with which institutions and enterprises of the social sphere should enjoy the regime of tax benefits and most favored nation;

pursuing a policy of developing competition in the social services market with mandatory control of the regional government over the quality of services; stimulating the creation competitive environment in monopoly markets for social services; holding tenders and bidding for the right

performance of social services; formation of a municipal order for social services in all main types of social sphere.

Another area of \u200b\u200bmodernization of the region is to provide conditions for economic growth based on the expansion of production competitive goods,support of innovative industries and new technologies.

The region should be more actively involved in the formation of priority areas for the development of enterprises of all forms of ownership and levels of subordination. The foundation should be based on the priority development of industries working to serve the population. In this regard, the restructuring of industry, especially large enterprises, should provide for the support of those enterprises that, as a result of market research, have a real effective demand for products. It is also necessary to support the innovative type of development and the establishment of industries that are competitive in other markets.

To solve the problem of industrial restructuring at the first stages, the allocation of priority sectorslei economyand leading enterprises,allowing to ensure balanced growth of production in all sectors. Support for leading enterprises will create the necessary financial stability of the region's economy, become a source of increasing employment, provide work for enterprises in related industries for cooperation, and concentrate financial resources on breakthrough areas of the economy without scattering them. Such support presupposes closer ties between enterprises of the same industry and within the framework of inter-industry cooperation with the aim of gradually including all enterprises in the region in the development process.

Industrial restructuring implies an increase in the flexibility and adaptability of enterprises, support for small and mediumhim entrepreneurship.

Production of mass and large-scale nature in most industries in crisis conditions is not profitable enough. Therefore, it is necessary to support the policy of reducing the scale of production with a simultaneous increase in the number of small enterprises in various fields of activity.

Carrying out a diversification policy will make it possible, on the basis of large industrial enterprises, to form several

them and small ones that use the same production facilities more efficiently. However, this is only possible if a certain mechanism is created to implement the procedure for unbundling enterprises and division of ownership. One of the options for such a mechanism is the creation of an industrial group on the basis of large enterprises with a management company responsible for solving joint problems and interfering in the affairs of each of the enterprises only within the framework of its powers.

Support for small and medium-sized businesses is necessary for the region to pursue a policy of creating jobs without reducing production efficiency and labor productivity. Small business, especially in the production and service sectors, has large reserves for providing employment to the population.

One of the goals of economic restructuring is the saturation of the commodity market, the achievement of which is impossible without support of local producersand industries operating in conditions closed on the regional market.

Support for local producers is focused on ensuring the stability of the economy, its strategic independence from foreign markets, the concentration of financial flows in the region and, as a result, ensuring the stability of its budget. A change in the direction of support towards domestic production and consumption does not mean an orientation towards a closed market, which is practically unrealistic in the context of the globalization of economic ties. We are talking about adjusting economic ties, eliminating imbalances between the import and export of products in terms of their public utility and impact on the region's economy.

The creation of cooperative structures in the form of the most closed technological chains of product manufacturers within the region will ensure a more complete utilization of production capacities, reduce costs, and save on taxes.

The restructuring of the country's economy at the present stage is impossible without support resource-saving and energy-savingproductions,conducting resource conservation policy. High material consumption and low efficiency of resource use are one of the main obstacles to the growth of production in the context of focusing on effective demand, therefore resource saving can be considered as the main criterion for assessing

the feasibility of measures to restructure and develop this production. For this purpose, it is proposed to create a mechanism for comparing resource costs for all development projects. Enterprises should justify the cost of resources in the calculations and disclose alternative possibilities for their use, especially in the case of obtaining investment loans.

They require a solution to the problem of inter-budgetary relations, the distribution of grants and transfers across the regions of the country. To implement this direction, a policy of strict control over the region's revenues and expenditures is needed, and the efficiency of property management in the region must be increased.

Improving the efficiency of the regional economy is also possible through increasing productivity, utilization and efficiency of using production capacities, which can be achieved through the introduction of intensive technologies and, as a result, reducing costs.

A long-term promising direction for the implementation of these measures is to achieve financial stability of the regional budget, change its structure, and find additional sources of funding.

The main components of the strategysocio-economic development should be:

pursuing a targeted structural, scientific, technical and investment policy;

solving social problems while reforming the economy;

stimulation of business activity in the real sector of the economy.

The main direction of economic policy is the creation of a middle class of owners.

The restructuring of the domestic industry is possible on the basis of the organizational and economic reorganization of the scientific and technical complex, the formation of an effective system of research and development, the activation of science on this basis and the implementation of its achievements in life.

The solution of social problems is the most important criterion for the effectiveness of the reforms carried out in the country.

Depending on the time horizonone or another target setting can be set and measures are planned to solve social problems:

In the long term, the global target for social policy is

the approximation of the standard of living of Russians to the standards of a post-industrial society;

within the medium-term period, the task is to achieve the pre-crisis standard of living of the population of Russia;

as an operational goal, one can set the task of ensuring conditions for the physical survival of people, preventing a social explosion in society.

In the field of stimulating business activity in the real sector of the economy, the most important measures are:

setting by law the minimum amount of guaranteed wages, which reflects the price of unskilled labor and should be focused on the cost of living in the country; bringing the parameters of the Unified Tariff Schedule in line with the size of the subsistence minimum;

guaranteeing the timely payment of wages by the employer;

legislative definition of the method and procedure for indexing the income of the population in order to preserve the real purchasing power of monetary wages in the context of inflation;

reduction of property stratification of the population, overcoming unreasonably high differences in income levels of the subsistence part and the poor.

Shobukhova Evgeniya Olegovna, student
Bashkir State Agrarian University

STRATEGIC PLANNING
PLANNING
REGION
ECONOMY
DEVELOPMENT

The article substantiates the necessity and determines the importance of strategic planning for the development of the region. Russian developments of regional strategic programs are generalized.

The role of consumer lending in ensuring effective economic development
Consumer lending management in a commercial bank
Consumer lending as the most demanded banking operation

The relevance of this topic is due to the fact that each region, with its own individual characteristics associated with geographical location and socio-economic characteristics, faces serious competition from other territories. In these conditions, the theoretical and methodological foundations of strategic planning of regions are being actively worked out.

What is a strategic plan? A strategic plan for the development of a region is a management document that contains an interrelated description of various acts of activity for the development of a region. This is a document that allows the administration of the region and the regional community to act together, lays a certain foundation for the development of a strategic plan for the socio-economic development of the region. This document belongs not only to the administration, but to all subjects of the regional development process, including both economic agents and participants in the political process.

In the scientific literature, it is noted that in understanding strategic planning, it is necessary to avoid two extremes: on the one hand, understanding the strategic plan as an ordinary urgent plan, all the features of which are associated exclusively with a long time period, and on the other hand, the reduction of the strategic plan to a set is unclear, only qualitatively characterized directions of socio-economic development without specifying any specific measures to ensure the achievement of the set goals.

In a market economy, strategic regional planning allows:

use the competitive advantages of the region;
identify “growth points”, the development of which will bring the greatest effect;
to concentrate investment resources in priority areas;
to create a basis for the reasonable development of a rational scheme of territorial planning;
demonstrate the desire of the regional authorities to use modern management methods.

The transition to strategic planning at the regional level is an important moment in public policy, as it puts regional authorities in a new, more powerful position.

Russian regions have accumulated a certain amount of experience in strategic planning; over 60 constituent entities of the Russian Federation have today a strategy of socio-economic development. As practice shows, often regional strategic plans for the development of a region, on the development of which a lot of resources were spent, turn out to be a kind of following fashion and one of the necessary attributes of governing bodies, the main purpose of which is to receive funds from federal budget... One of the main elements of a strategic plan is the development of a system of goals. The importance of this element lies in the fact that strategies are determined based on the developed goals. It should be noted that strategic goals are present in the plans of all areas, however, a limited number of goals (from 3 to 6) are formulated, their formulation is extremely imperfect, in many documents the goals do not reflect strategic guidelines and in most cases are of a general nature. So, the most common formulation of the goal sounds like raising the standard of living of the population. Table 1 shows several examples for individual regions of Russia.

Table 1. The main goals of the development of individual regions of the Russian Federation

The analyzed document	Defining the main goal
Strategy of social and economic development of the Republic of Bashkortostan until 2020	Ensuring sustainable functioning and development of the economic complex of the Republic of Bashkortostan
Strategy of social and economic development of the Republic of Tatarstan until 2020	Providing a globally competitive sustainable region
Strategy of social and economic development of the Orenburg region until 2030	Improving the quality of life of the population
Strategy of social and economic development of the Arkhangelsk region until 2030	Ensuring a high level of well-being of the population and standards of quality of life
Strategy of social and economic development of the Murmansk region until 2025	Growth of human potential and quality of life of the population

In the process of strategic planning of the socio-economic development of regions, the following problems arise. One of the most important problems is uncertainty in the methodological approach to the socio-economic development of the region , since this approach forms the basis of the strategic planning process as a whole. Before the start of strategic planning, it is necessary to determine the approach that will become fundamental in the further socio-economic development of the region, to identify and consolidate the "points of growth", to identify the disadvantages and advantages of the approaches. The difficulties associated with the development and coordination of the regional strategy can be easily eliminated at the level of regional legislation.

The second, no less important problem is the lack of organizational support for the strategic planning process . The current process should not be left to itself, it needs constant improvement and control. It is stupid to provide the development of strategic planning to advanced consultants and wait for high results, it is necessary to take into account the opinion of the own qualified specialists of this or that organization, also to build strong relationships between the divisions of regional authorities and local governments, to involve well-known public corporations. An important step is the structuring and implementation of methodological project management, this will benefit not only an individual organization, but also the entire system of managing the region's economy.

The third problem arises from the lack of strategic ideas in relation to the future state and development of the region .

It should be noted that the developed strategy turns out to be unclaimed, since its leading, driving force is lost due to the non-use of strategic thinking in the planning process, which ultimately leads to the fact that strategic planning loses focus.

On this basis, it is not possible to formulate further prospects for the future and the corresponding strategic initiatives. It is difficult for specialists to navigate the huge flow of information, their conclusions from the analysis are unclear, endowed with an abstract nature, and sometimes they simply do not fit the chosen strategy.

The fourth problem - the separation of the legislative and executive branches of government, causes great difficulty in developing a strategy . This problem objectively comes from the peculiarities of the system of state and municipal government in Russia. Arises conflict situation: the executive branch is responsible for developing the strategy, while the legislative branch evaluates and approves it. One side cannot agree with the actions of the other side in any way, but understands and realizes their importance, and the development strategy is a set of compromises between the interests of the stakeholders.

The fifth problem is the desire to get results as soon as possible. , it is very difficult to develop an effective strategy for the development of the region in 3-6 months, even for a competent specialist, since you need to pay great attention to the preparatory stage. In a short time, it is impossible to work out each item with high quality, therefore, due to numerous contradictions, the resulting strategy is incorrect, ineffective.

Attention to macroeconomic forecasting in the process of developing a regional development strategy is limited to the use of data from the Federal Agency for State Statistics - this is not enough, which, therefore, forms the sixth problem. It is necessary to pay special attention to technological forecasting, which will allow to determine the socio - economic aspects of the development of the region, to set priorities in financing industrial support programs and research projects.

A creative environment makes it possible to organize the work of subject specialists and experts, explore complex problems, find innovative solutions, and then develop a mechanism for their implementation, and the lack of a creative approach forms the seventh problem. It is the creative imagination that can seriously help in creating a picture of the future, understanding the key factors of the socio - economic development of the region, the state and the world economy as a whole.

At the stage of planning the socio - economic development of the region, it is important to identify the target audience, then determine the desired response and the choice of appeal, which allows you to solve three problems: content, structure and form of appeal. The desired response is a compelling motive or theme. To implement this idea, three decisions are made:

First, it is necessary to draw a clear conclusion in the appeal, which will be clear to the entire audience, and in the future will become a powerful control lever.

The second is to prescribe the argumentation, to designate all the arguments as “for” and “against”.

The third is the use of effective arguments, taking into account their application at the beginning of the appeal or at the end.

Summing up the above, it should be noted that the most important final stage is the solution of the problems of strategic planning of the socio-economic development of the region and the identification of an assessment of the effectiveness of the strategy. Today, in the management process, there are several scientific approaches used to assess the implementation of the strategy in terms of the level and quality of life of the population of the entire region, and the human development index. In addition to scientific theories implemented in scientific approaches, a set of methods for assessing the implementation of a strategy that has developed in the course of the practice of regional management is used. The key element is strategic planning, that is, the process of developing a strategic plan by setting goals, identifying management criteria, monitoring problems and studying the development environment, followed by the development of strategic ideas. In the process of strategic planning, a forecast of socio - economic development is drawn up, complex target programs are developed to calculate the quality of life of the entire population in order to ensure the functioning of a particular region as efficiently as possible.

Thus, the study showed that regional strategic planning is currently a necessary condition for increasing the efficiency of public administration in the region. Despite the elaboration of a number of issues related to the theory and practice of strategic regional management, there are still many problems outside the scope of scientific consideration, the solution of which will contribute to the sustainable development of the region, as well as to increase the level and quality of life of the population.

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Strategic planning for sustainable socio-economic development of territories is a new, but already widely demanded, management practice. This is the process of forming, adjusting and implementing a strategy, which is a certain goal and a mechanism for achieving this goal. Each territory - region or city, will seek its own direction for the implementation of strategic planning, based on a specific economic, social, cultural and management situation. The assimilation and dissemination of strategic planning methods involves the modernization of the existing forms and mechanisms of interaction between regions and municipalities. At the same time, not only their business activity is increasing, but also there is a gradual transition from directive to indicative methods of territorial management. In this regard, the role of strategic planning for regions and cities, as "points of growth", will increase, since its application allows the most optimal use of resource flows in priority areas for the development of the territory. The article defines the place of territorial planning in the system of strategic management, identifies modern development trends and approaches to the typology of cities, proposes a methodology for strategic planning of the development of large cities.

strategic management

strategic planning methodology

sustainable territorial development

big cities.

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STRATEGIC PLANNING OF SUSTAINABLE TERRITORIAL DEVELOPMENT

Guschina E.G. one

1 Volgograd State Technical University

Abstract:

Strategic planning of sustainable socio-economic development of territories is a new but popular practice of managerial activities. It is a process of formation, correction, and realization of strategy that is a certain goal and mechanism for its achievement. Each territory - region or city - will look for its direction of realization of strategic planning, based on specific economic, social, cultural, and managerial situation. Acquisition and distribution of methods of strategic planning supposes modernization of existing forms and mechanisms of cooperation between regions and municipal entities. At that, not only their business activities increase but there is a gradual transition from directive to indicative methods of territorial management. Therefore, the role of strategic planning for regions and cities, as “growth points”, will grow, as its application allows using resources flows in top-priority spheres in the most optimal way. The article determines the place of territorial planning in the system of strategic management, determines modern tendencies of development and approaches to cities classification, and offers methodology of strategic planning of development of large cities.

Keywords:

strategic management

methodology of strategic planning

sustainable territorial development

Introduction

Modern trends in economic development - globalization, decentralization, liberalization, increased competition, innovation orientation, changes in social needs in the direction of improving the standard and quality of life, determine the macroeconomic dynamics of economic activity, which is fully typical for the socio-economic space of Russia. The main challenges that the Russian economy will face in the long term are associated with the expected new wave of technological changes and their active use; the exhaustion of the potential of the raw material export model of economic development; the growing role of human capital as the main factor of economic development.

Sustainable innovative development of the country is determined by the effective functioning of its economic entities - regions and large cities, providing an inflow of investments into the territorial budget; high employment rate, social stability; decent quality of life. The innovative orientation of state policy requires methodological support for the development of long-term territorial plans and strategies, the development of strategic provisions of documents that ensure territorial administration in this aspect. The achievement of effective changes in the national economy as a whole depends on the degree of perfection of the methods used for strategic management of territories.

The existing quantitative and qualitative parameters of the socio-economic space of the city characterize the main directions of the use of the territory, which serves as a living environment for people with their social, cultural, national, spiritual interests, with their own needs and preferences. The evolution of urban space, determined by constant adaptation to changes in the parameters of the external environment, presupposes the transformation of the functions and forms of the social, economic and spatial organization of Russian cities, methods of management and self-government. In this regard, the issues of the formation, transformation and strategic planning of the sustainable development of large cities in accordance with the needs of the population and the search for ways to maximize the approach to the designated priorities are now becoming very relevant.

The existing quantitative and qualitative parameters of the socio-economic space of regions and cities characterize the main directions of using the territory, which serves as a living environment for people with their social, cultural, national, spiritual interests, with their own needs and preferences. The evolution of the socio-economic space, determined by constant adaptation to changes in the parameters of the external environment, presupposes the transformation of the functions and forms of the social, economic and spatial organization of Russian regions and cities, methods of management and self-government. In this regard, the issues of the formation, transformation and strategic planning of sustainable development of territories, especially large cities as historically established centers of concentration of economic activity, people and material objects, in accordance with the needs of the population and the search for ways to get as close as possible to the indicated priorities are now becoming very relevant.

Conceptual framework for the strategic development of large cities

Modern large cities are the centers in which the main production, financial, intellectual, cultural potential of modern civilizations is concentrated. As forms and methods of a territorially organized socio-economic space, large cities are a complex set of mechanisms for coordinating the multidirectional interests of citizens, government and business, which provide, on the one hand, the spatial conditions for the existence of socio-production systems, and on the other hand, methods and forms their interaction (production, social sphere, political and cultural institutions, etc.).

The formation of a model for sustainable development of Russian cities necessitates the development of a territorial planning mechanism that allows predicting and planning the development of large cities as open economic systems capable of preserving identity, on the one hand, and quick adaptation to changes in environmental parameters, on the other. This will allow to acquire new competitive advantages and achieve a qualitative improvement in the parameters of socio-economic development at the municipal level in the long term.

In this regard, the current goal of regional economic science is the development and constant operational revision of strategies, plans and programs for the territorial development of a large city, algorithms and mechanisms for their implementation, the creation of new, universal indicators aimed at overcoming the dependence on the trajectory of previous development, which determines the effectiveness and the effectiveness of the management decisions taken. At the same time, the analysis of the existing territorial strategies of various regions of the country confirms the fact that they have developed strategies for socio-economic development that do not adequately meet the modern requirements and conditions for the development of territories and are aimed, rather, to increase the level of economic development of the region as a whole. The lack of detailed plans as part of development strategies indicates the need to develop a mechanism for implementing sustainable development strategies for a particular territory, paying special attention to the dynamism and flexibility of the developed strategic plans, based on the updated universal toolkit, which can be effectively transformed as external and internal conditions change, and constant monitoring and control of the main indicators of the plan and its subsequent adjustment become the most important stages in the structure of the developed strategies for territorial development.

The factors of institutionalizing the strategic management of large cities are: strengthening the role of specialized structures that implement the function of developing targeted programs for the development of local communities; development of strategic plans for the development of local communities as a necessary component of municipal governance; development of an integrated approach in the formation of programs and assessment of their effectiveness; application of a new approach to the organization of territorial planning, which is based on technology that ensures the integration of strategies that are developed at each level (municipality, region, federation); setting new tasks and priorities in the strategic development of the resource potential of the territory; updating and adjusting the composition of indicators used in planning and monitoring; lengthening the planning horizon; updating the invariant aspect in the content of territorial development strategies and drafting legislation on urban development planning; development strategies based on the full implementation of local governance.

Large cities of the world have a communicative and multifunctional nature of complex, open dynamic systems, the regulation of which implies the choice of the optimal management solution from a variety of possible ones, and their structure is a highly diversified system of intersecting business clusters or territorial production complexes. Million-plus cities can also be viewed as holding companies or quasi-corporations that independently compete in the market, producing economic goods and public goods, the consumers of which are the population, local and non-territorial businesses, foreign investors, tourists and potential new residents that form markets for the “territorial goods ".

The most important characteristics of the economic development of a city, in addition to its continuity, include the direction of development (a development vector that shows the nature of changes taking place in the city's economy - progressive or regressive, innovative or traditional, etc.) and the rate of development (the rate of development gives an idea on the speed of the onset of a new state of the city's economy).

The fastest growing cities were held in the mid-20th - early 21st centuries. zoning, aimed at four categories of consumers of services: citizens, investors, entrepreneurs, tourists. In some cases, growth occurred at the intersection of four environments with different target groups and functions: “city for citizens”, “city for investors”, “city for entrepreneurs”, “city for tourists”, in others, growth occurred in one of the priority sectors, less often - in two, even less often - in three and four. The above spheres can exist both in parallel (as a result of zoning), and interpenetrating (overlapping). It is they who determine the choice, quantitative and qualitative assessment indicators of sustainable development of the city.

The lack of a unified methodological and methodological framework for strategic planning of large cities forces researchers to turn to the neoclassical, institutional and evolutionary paradigms of modern economic theory, however, the heterogeneity of the elements of the strategic process makes it difficult to describe the components of strategic planning within any of the above theoretical models, which creates the preconditions for turning to the system paradigm. economic theory as a basis for building a unified theory of the strategic process. The evolution of the systems approach, which determined the transition from an endogenous to an exogenous interpretation of the system, made it possible to form a unified view of the strategic process as a system of strategic planning for the development of a large city.

Solving the problems of strategic development of regional systems and large cities with any conceptual approaches should ensure the stability and balance of territorial changes, a reduction in the level of interregional differentiation, an increase in the level and quality of life, the independence of the regions and the city in the choice of a strategic mechanism based on an objective assessment of their resource potential and its rational use

The main problems of the development of large cities are that the managerial impact on the problem situation is often ineffective, since all changes or deviations in their social and economic parameters, external purposeful or random influences that can lead the system to a position of instability are not taken into account. To make effective management decisions on sustainable territorial development, local governments should conduct an objective assessment of the existing situation in the city, determine the relationship between the internal state, external influence and the influence of natural factors, as well as at what stage of the life cycle the city is in a given moment. Analysis of methodological approaches to assessing the level of competitiveness of a city, as one of the most important indicators of sustainable development of an urban area, made it possible to put forward grounds for classifying criteria and factors of a city's competitiveness.

Special scientific interest in million-plus cities (global cities and large administrative centers) is due to their potential in terms of further active economic development and the ability to become locomotives for increasing the socio-economic level and quality of life in the regions and in the country as a whole. At the same time, large cities are in need of support not only from federal and regional authorities, but also from public organizations and business communities, and also objectively need to be awarded special powers and special status, since they represent a complex social economic system, the development of which should be carried out in the interconnection of all spheres of life of the territory.

In this regard, the paradigm of sustainable development is being actualized, as a new ideological model that unites the ecological, social and economic dimensions of the living environment in a global perspective. In the process of co-evolution of economic, ecological and social systems, the development of relationships between them plays a decisive role, and in order to ensure sustainability, ties should be equally beneficial for each of them. Such a model is focused not on the consumer needs of individual individuals, but on the common good of present and future generations, and the main task of society is to reduce the consumption of resources and change the consumption structure to improve the quality of life of people.

To identify the potential and most full assessment sustainable development, various methods and techniques for assessing the state of territories (region, city) are widely used according to various categorical criteria: level of development, competitive state, attractiveness of the living environment, etc., including sustainability), which can be applied to any territorial education in the process of analyzing the current situation within the considered territory in relation to other regions or cities. Summarizing their shortcomings, one should note the problem of the lack of reliable statistics, the subjectivity of expert assessments, and the incorrect comparison of territories (for example, large and medium-sized cities). In addition, the variety of factors influencing the functioning and development of territories does not allow giving them universal recommendations for achieving sustainable development. Among such factors, first of all, one should highlight: geographic location, industry specialization, historical and cultural characteristics, institutional environment, administrative status, etc.

The concept of calculating the index of sustainable development of a large city makes it possible to more realistically characterize the dynamics of its socio-economic development, to assess key changes in its various indicators during the studied period of time, including the potential of competitiveness, to carry out comparative analysis not only with the past period, but also with another territory (city), as well as with norms, plans and forecasts, etc. The use of such an indicator as the index of sustainable development of a large city is advisable to study the role of external and internal factors that have a significant impact on the change in a particular phenomenon in the urban environment. Method expert assessments allows to conduct a comprehensive analysis of the territory according to the leading socio-economic indicators, to identify the conditions in which they are located, to determine competitive directions in the development of the city, which will make it possible to correctly draw up a strategic development plan.

So, the sustainable development of a large city is a complex concept that includes the most complete provision of the needs of its population; development of the industrial "locomotive" of the city in order to improve the level and quality of life of its population; coordination of the way of life of the townspeople with the ecological possibilities of the territory; certain restrictions on the use of natural resources; minimization of the negative impact of economic and other activities on the urban system.

The core of the conceptual model of sustainable development of a large city is the main branch (s) of the city's economy, which contributes to the development of other branches and spheres of the city's socio-economic system; The "locomotive" is the development of labor and intellectual capital, and the coordinating body is the administrative complex of city administration and enterprises of core industries; priority directions and factors that determine the vector of the formation of the nucleus: favorable environment; social cohesion, level and quality of life of the population; economic efficiency and industrial potential; conditions for sustainable development: creation of a legislative framework at the federal, regional and municipal levels, information support, the formation of civil society, the greening of all areas of human activity and all needs; “Anchor points” for sustainable urban development can be several basic directions in which the city has natural competitive advantages (for example, one or more industries, tourism, logistics center, etc.).

Organizational and economic forms and methods of ensuring sustainable territorial development of large cities are proposed to include: legislative definition of sustainable development of the territory as the main goal of the functioning of cities in general and million-plus cities in particular; development and approval for federal level a unified methodology for determining the degree (index) of the sustainability of large cities; formation of associations and funds for sustainable development of large cities; development of municipal-private partnerships, etc. The introduction of such organizational and economic forms and methods of ensuring sustainable territorial development of large cities will increase the level of socio-economic development of the considered group of cities and form them into “growth zones” of the national economy.

Indicative planning for sustainable development, as an evolutionary approach, is an effective means of developing interaction between federal, regional and municipal authorities in the interests of improving the economic system as a whole and its individual elements in accordance with the strategy of sustainable development of territories. The existing differences in scientific and methodological approaches to the development, methods of organization and forms of implementation of the indicative planning model determine its special, unique nature, which acts as a limiting factor in the dissemination of positive management experience, ensuring the consistency of plans for the socio-economic development of individual territories at different levels, since in these conditions in each territorial entity requires an individual approach to the development of indicative plans for territorial socio-economic development, its own indicative management model.

The universal indicative management model qualitatively differs from the established approaches by the system of indicators used, the main characteristics of which are completeness, flexibility, simplicity, representativeness of the situation, as well as the ability to “measure” positive and negative changes in the urban environment and take into account the existing complex and sectoral systems of statistics. Changing the system of indicators is a certain strategy, since it takes into account all previous experience and, on the basis of the system of the three most informative and interrelated blocks of indicators (economic, social and environmental), it allows to assess trends and propose mechanisms of state regulation of socio-economic development, ensuring the achievement of target values \u200b\u200bof indicators.

To meet the information needs of different categories of users, it is possible to use an organizational and economic algorithm for monitoring territorial indicative planning of sustainable development of a large city. The composition of users of the results of monitoring the development of a large city can be determined by five dominant groups with an individual set of information needs - civil society, government agencies, the business community, investors and tourists. For the effective functioning of these groups within the urban socio-economic system, each individual subject must make an optimal decision from a variety of alternative ones. At the initial stage of making strategic decisions, the designated groups of users will use a different set of elements of the information base, both qualitatively and quantitatively, which necessitates the differentiation of methodological approaches and the development of an organizational and economic algorithm for monitoring territorial indicative planning of sustainable development of a large city.

The concept of territorial planning in the strategic management system

From the late 20th - early 21st centuries. in Russia there is an increased interest in strategic territorial planning. This concept is found in the regulatory framework, scientific literature, as well as in political programs and development strategies. Currently, there is an active process of developing strategies and strategic plans for the socio-economic development of cities and regions, the formation of a complex of urban planning documentation at various territorial levels and other strategic planning documents.

The modern stage of social development is characterized by the growing role of research on the evolution of space and territory. Therefore, before proceeding to the analysis of the concept of territorial planning in the system of strategic management, let us consider the interrelated categories “territory” and “space”.

The general scientific interpretation of the concept of "space" is close to the philosophical one, within the framework of which it is understood as a universal form of being of matter, inseparable from another form - time. However, the understanding of space existing today is much broader than the philosophical approach, and many sciences actively use this general scientific concept in their research. In this regard, today economic, geopolitical, social and other approaches to the interpretation of space appear and are used in research.

So, the economic space is a territory saturated with mutually located and interconnected elements (objects). The existing quantitative and qualitative parameters of economic space - density, location, connectivity, capacity, territorial gaps, characterize the main directions of use of the territory.

Space is made up of different territories (geographic areas, zones), functioning in a single national organism, which have different spatial activity and degree of accessibility. The territory, as a geographic object, is a special type of spatial grouping of material and material resources and, unlike natural resources that can be replaced or compensated for their loss, is irreplaceable.

However, at present the concept of "territory" no longer only has a narrow geographical meaning, but can be presented as a socio-economic category. As it develops, the space (territory) is gradually filled with various objects - settlements, industrial enterprises, transport and engineering infrastructure, connections between them are strengthening. The saturation of space (territory) with mutually located objects of various kinds and the deepening of their interaction is due to objective factors - natural, technological, economic, social, political, among which the economic one is decisive. The territory is the arena of life for people with their social, cultural, national, spiritual interests, with their needs and attachments. Thus, at a certain stage of the formation of such a space (territory), the prerequisites and possibilities for its management appear.

In this regard, the works of V.E. Rokhchin are indicative. and Limonova L.E. , which consider the territory, first of all, as an important economic category. So, Limonov L.E. in his works, he emphasizes the need to stimulate the development of urban areas, which he understands as “parts of the urban space” that need to be turned into a financial asset. In this regard, the author proposes a set of measures aimed at creating attractive conditions for investment in urban areas. At the same time, the investment strategy, which should include both measures that create general attractive conditions for the development of real estate, and measures of a special nature for especially complex and important in urban planning areas, according to L.E. Limonov, will make it possible to attract a sufficient amount of off-budget including private investments.

V.E. Rokhchin in his research focuses on the division of the Russian Federation into subjects, considering each of them as a separate territory with individual characteristics, advantages and disadvantages, which are advisable to use when developing the strategic management of a certain territory. Despite the fact that in his works the author has a negative attitude to the existing system of dividing the country into subjects, speaking of the need for its significant improvement, V.E. Rokhchin. recognizes that this is a long process, and the need to develop each separate territory and all economic entities together does not allow wasting time.

We propose to consider the concept of "territory" as a complex category that includes geographic, economic, socio-cultural and political interpretations (table 1).

Based on this, it is possible to derive a general, comprehensive definition of the concept of "territory". The territory is a part of the geographic land area, which has a resource potential and a certain set of anthropogenic properties and qualities; the economic activity of the company is conducted, which includes a set of relations that develop in the system of production, distribution, exchange and consumption; the most complete development, self-affirmation and self-realization of society is provided; there is a power-political organization of society, which has a certain administrative and control apparatus that establishes a special legal order.

Table 1

Components of the concept of "territory"

Territory
Geographic	Economic
A part of the geographic land area, which has its own geographic mandate, resource potential and a certain set of anthropogenic properties and qualities	The economic activity of a society, as well as a set of relations that develop in the system of production, distribution, exchange and consumption within one zone	The zone of providing the most complete development, self-affirmation and self-realization of society, within its limits	The power-political organization of society, which has a certain apparatus of control and coercion, establishing a special legal order within its limits

Proceeding further to the analysis of ideas about territorial planning in the system of strategic management, it should be noted that a detailed analysis of the documents currently being developed in the Russian Federation leads to the conclusion that some concepts have been substituted. The term "strategic territorial planning" in most cases hides a socio-economic plan for the development of a territory of a certain level - a municipality or a constituent entity of the Federation, without taking into account the territorial component. However, there is a fundamental difference between strategic territorial planning and the socio-economic strategy of territory development and urban planning. Strategic territorial planning is a set of strategies and concepts for the socio-economic development of an object, directly implemented in a specific territory, based on strategic goals, in a competitive environment, in order to achieve the best results in certain period time. On the basis of the territorial planning strategy, urban planning documentation should be developed in the future. In other words, territorial planning is the direct implementation of measures of socio-economic policy in a specific territory.

In approaches to strategic planning, there are two opposing views on understanding strategy. In the first case, a strategy is viewed as a specific long-term plan to achieve a certain goal, while developing a strategy is the process of finding a goal and drawing up a long-term plan. This approach determines the predictability of changes, and the processes occurring in the environment are deterministic and amenable to complete control and management.

In the second case, a strategy is understood as a long-term, qualitatively defined direction of development of an object, concerning the sphere, means and form of its activity, the system of relations inside and outside it, as well as its position in the environment. With this understanding, the strategy can be characterized as a chosen direction of activity in a changing environment, the functioning within which should lead the object to achieve its goals. The second approach to strategy definition seems to be the most accurate.

There are also many definitions of the concept of "development strategy". In particular, the strategy can be defined as the choice of the main long-term goals, which reduces this concept to the method and process of choice, respectively, the existing goal after the choice becomes strategic. The strategy also includes the need for an evaluative approach to effectively choosing a goal and directions of movement to achieve it.

The category "development" can be viewed as an irreversible and natural process aimed at changing material and spiritual objects in order to change them, the formation of new features and improvement, the formation of new structural characteristics of the system, its growth and expansion. The development of a territory is a process of diversification, increasing economic and social activity, through the mobilization and coordination of its material and non-material resources of the territory. It involves both the improvement of economic activity, the use of organized production systems and centralized institutions, and the manifestation of the initiative of the local population.

Territorial development must include not only the enhancement of economic well-being, but also environmental, social, cultural and psychological. It also implies research, discovery and innovation in all systems: social, economic, political, ecological, etc. It is the process of creating and strengthening human values. Development is an opportunity to see everything from a new point of view, as well as to predict changes. Territorial development is a change, improvement and viability of a territory, an increase in the number of local residents involved in solving its problems, an increase in the number of business structures operating in a given territory, etc.

A rather capacious and at the same time multifaceted category, respectively, is the "development strategy". It is proposed to understand the development strategy as a dynamic set of interrelated management processes affecting various aspects of the life of the whole society, its individual subsystems and structural elements, within which goal-setting takes place, the choice of priorities and strategies, the determination of the optimal ways to achieve it, ensuring the effective use of all the resources required for this ...

In order to implement the development strategy, successfully manage the national economy, the constituent entities of the Federation, local governments, regulate various processes and phenomena occurring in society, all subjects of the management process need to accurately and correctly outline the goals they pursue, determine the mission, prepare scientifically based measures, ensuring their achievement, assess and monitor their implementation. When implementing strategic management, the main focus is on the planning stage. Let us define planning, which is one of the management functions, as a specific form of practical activity of people, consisting in the phased implementation of the preparation of management decisions in the form of forecasts, draft programs and plans, substantiating the optimality of their resource provision, assessing the implementation potential and checking their implementation.

It should be noted that the strategic plan does not always ensure the successful implementation of the set goals, therefore the most important component of strategic management is the implementation of the strategic plan itself. At the same time, the process of its implementation has an active opposite effect on planning, which noticeably increases the importance of fulfilling the plan.

Since the dynamism of the surrounding world is constantly increasing, it can be assumed that the strategy as a document revealing the company's actions in the long term may lose its relevance. Moreover, some authors believe that today, in the conditions of a very unstable external environment, the development of a strategic plan is generally inappropriate. It seems that this is a misconception that a strategic plan is necessary, and its implementation can be provided by a combination of factors and a sequence of steps. We can definitely say that the strategy itself largely depends on the methodological approach on the basis of which it was formed. In the scientific literature, the following stages of development of theoretical and methodological approaches to planning are identified: functional; rational complex; gradual (step by step); strategic; planning based on social communication and collaboration; postmodern modernism planning.

So, strategic management is such a management of an economic entity that relies on human (intellectual) potential as a basis, orients its production activities to the needs of consumers, responds flexibly and makes timely changes that meet the challenge from the external environment and allow to achieve competitive advantages. All this together makes it possible to function effectively in the long term, while achieving the set goals. We believe that the purpose of strategic territorial planning as a process of managing territorial development is to develop a development strategy, expressed in a certain documentary form (for example, a strategic plan), which includes a set of specific management decisions, coordinated spatially, economically and organizationally.

The object of strategic territorial planning is an administrative-territorial unit of a country of one rank or another (a region is a constituent entity of the Russian Federation, a group of regions, a municipality, etc.). And the subject of strategic territorial planning is largely determined by the specifics of its object and has a multi-level nature: in relation to the city, the basis of the subject of strategic planning for its development is the municipal government. In some cases, the state component may include representatives of regional and federal government bodies, as well as representatives of other subjects of management and business with strategic interests in the development of the city.

When identifying the basic principles and concepts of territorial strategic planning, it is of great importance to take into account its main differences from strategic planning at the level of enterprises and corporations. These differences are manifested in the following:

The autonomous position of regions and cities as objects of strategic planning and management is limited, both in economic and legal aspects. A firm, company, or organization is autonomous in nature;

Firms and companies are clearly structured organizations, designed according to the principle of "one-man management", where the influence of "interest groups" is minimized. The region as a complex socio-production system is represented by all sorts of “interest groups” that are fighting for power by legal means or informal methods;

The ultimate goal of the firm and the company is to maximize profits, and regional system - increasing its well-being, quality and standard of living of its population. This determines the specifics of goal-setting in territorial or corporate strategic planning;

Territorial systems are more inertial than firms, companies, corporations. This influences the use of strategy models in them: predictive models are more popular in territorial strategic planning than in strategic planning of firms.

However, the transformation of economic conditions in Russia has determined a new status role for the region as an independent economic entity, a carrier of special interests, different from the interests of other territories and the country as a whole, designed to ensure its competitiveness, innovative development and investment attractiveness. The change in the role of regions in the economic practice of the Russian market space has determined a new situation for it of independent competitive-oriented economic development and entrepreneurship.

In this regard, the objective consequence of the rational behavior of an economic entity is the search for a preferred type economic activity, or a business that forms its competitive position in the market space. However, the developed system of positions regarding such management is presented in the economic literature only in relation to the level of the enterprise. So, J. Sapir points out that "the theory of preferences, at first glance, is an area that seems to be very narrow, often limited by microeconomics." At the same time, as a result of market transformations, a new institutionally formed, independent business entity was formed, represented by the meso-level - the level of the region.

If earlier the region was not considered as a subject of economic relations and acted as a spatially limited area of \u200b\u200bconcentration of natural resources, population, production and sale of goods, service sector, then the new role of the region defines a whole system of logically interrelated theoretical and practical tasks of ensuring effective management of this specific entity.

According to the legal framework, as an economic (economic) entity, a region is a body that conducts an economy, carrying out certain economic (business) operations on its own behalf. A competitive regional position is understood as a set of competitive advantages determined by factors that create a favorable position for the region in the corresponding competitive field (the market for goods and services, investments, capital).

Carrying out market activities, the region as an economic entity is faced with the problem of limited resources and unlimited needs that determine rational behavior this entity... At the same time, being a standard situation for a firm or corporation, the effective management of which is consistent with the methodology of economic theory, for the region such a methodology is still poorly developed.

In this regard, it seems that some of those indicated by V.E. Seliverstov. distinctive features of strategic planning at the regional level from strategic planning at the level of firms and corporations are common and the region can be considered as an economically sovereign entity that independently forms the criteria for choosing a sound business development strategy, interacting with national and transnational corporationsworking on its territory, possessing the ability for self-development and ensuring its competitiveness in the market space.

In recent years, the role of cities has been constantly increasing in the development of regions and the country as a whole. One cannot but agree with the general position that large conglomerations with geographical centers - cities - should become new points of sustainable development of the country. Cities should be “retranslators” of a new culture, based not on social consumption, but on the development of the “city dweller's” thinking, an increase in the level of business and social activity of people and, as a consequence, an improvement in their quality of life. Taking into account the dynamism of the urban environment and external conditions, we believe that ensuring the integrated sustainable development of the city, further improving the mechanism of urban management is impossible without the use of effective strategic planning tools that determine the level of institutionalization of territories. To substantiate the directions and solve the problems of the development of territorial planning in the system of strategic management of cities, it is advisable to fix a number of fundamentally important trends, including those that have appeared in recent years.

Modern development trends and approaches to typology of large cities

A city is a complex mechanism capable of providing spatial conditions for the existence of elements of production and social systems, as well as aggregates of these systems, i.e. ways and forms of their interaction. In this regard, it seems that any large city should be considered not only as a set of functions, but also as a set of relations arising in the process of interaction between production, social sphere, cultural, political institutions, etc.

The structural nature of a big city as a system consists in the ability to describe this system by establishing its composition, that is, the connections and relationships of the system's elements; the conditionality of the characteristics of the behavior of the system by the action of its elements and the properties of its structure. So, for example, D. Zaripova proposed the structure of the city as a management system, which includes the interconnection of such elements as local society, ecosystem, city infrastructure and economy. The interdependence of these elements is a cycle, where each structural unit influences all the others. However, such a structuring of the city in an enlarged form does not make it possible to identify all the elements of its subsystems, their internal and external connections, relationships and dependencies. The importance of such a decomposition of the urban socio-economic space is determined by the need to model the city and its subsystems. This will allow to form not only a certain idea of \u200b\u200bthe city, but will also contribute to the rational organization of its sustainable development.

Socio-economic systems develop under the influence of exogenous, in relation to the system under consideration, and endogenous factors. City being open system, can exist only under the condition of interaction with the external environment, and since there is an interdependence of the system and the environment, the system forms and manifests its properties precisely in the process of interaction with the environment.

The leading and most active element of interaction is the system, that is, the city. If we consider the Russian territorial structure as a system, then a system of a higher order consists of municipalities - a constituent entity of the Federation and the Russian Federation as a whole, while cities are the most active components, centers of these systems.

It is advisable to single out a number of subsystems that demonstrate the hierarchy of the city as a system:

1) the local community, differentiated by belonging to social groups (workers, employees, entrepreneurs, etc.); ethnic (nations, nationalities, ethnic groups, etc.), professional (representatives of certain professions), gender-demographic (men, women, children, youth, mature people, old people); territorial (residents of districts and city districts); religious (representatives of various confessions), etc. Although some of the groups are not clearly expressed, their presence and composition also determine the potential and determine the organizational measures for the sustainable development of the city;

2) city infrastructure, which includes life support systems, residential and non-residential buildings, commercial and non-commercial buildings, industrial and social complexes, roads, bridge crossings, overpasses, park areas, recreation areas for citizens and other objects;

3) urban ecosystem, including habitat (atmosphere, hydrosphere, lithosphere), subsystems of living organisms (humans, animals, fish, birds, other fauna and microorganisms) and plants (trees, shrubs, grasses and other flora);

4) the system of city government (bodies of direct, indirect government and local government);

5) economic system a city in which subsystems of economic entities can be distinguished according to a number of characteristics:

a) homogeneity of production across industries and sub-sectors;

b) the form of ownership of the enterprise (state, municipal, private, mixed, etc.);

c) spheres of activity (production, financial and credit, service sector, etc.);

d) location in the city;

e) size of enterprises (large, medium and small);

f) organizational and legal form of enterprises (commercial and non-commercial organizations, joint stock companies, etc.);

g) market structure (labor market, commodity market, capital market, etc.).

Of course, this is only one of the possible approaches to characterizing the properties of the urban economy and their rational consideration in the process of further development of the city. Depending on the goals and objectives of the city's development, its economy, like other subsystems, can be considered according to other system-forming features.

The most common bases for typologization of cities in modern geo-urban studies are division according to any one criterion. Today it is, for example, the size of the territory, population, economic and geographical position, the period of origin, national economic functions, etc. Let's consider some existing classifications.

To date, in the geography of cities and urban planning, the following classification of cities by size has been adopted, depending on the number of inhabitants:

Small towns - up to 50,000 inhabitants (Kurilsk, Ples, Vysotsk, etc.);

Medium cities - from 50,000 to 100,000 inhabitants (Belovo, Vorkuta, Magadan, etc.);

Large cities - from 100,000 to 250,000 inhabitants (Ramenskoye, Zhukovsky, Pyatigorsk, Yuzhno-Sakhalinsk, etc.);

Large cities - from 250,000 to 500,000 inhabitants (Sochi, Belgorod, Bryansk, Cheboksary, etc.);

The largest - from 500,000 to 1,000,000 inhabitants (Saratov, Togliatti, Ulyanovsk, etc.);

Million-plus cities - over 1,000,000 inhabitants (Moscow, St. Petersburg, Novosibirsk, Yekaterinburg, Nizhny Novgorod, Kazan, Samara, Omsk, Chelyabinsk, Rostov-on-Don, Ufa, Volgograd, Krasnodar, Perm, Voronezh).

It should be noted that in accordance with the Constitution of the Russian Federation (Article 65) and taking into account the amendments introduced by the Laws of the Russian Federation on amendments to the Constitution of the Russian Federation dated 30.12.2008 No. 6-FKZ, dated 30.12.2008 No. 7-FKZ, dated 05.02.2014 No. 2-FKZ, dated July 21, 2014 No. 11-FKZ, three Russian cities are independent subjects of the Russian Federation: Moscow, St. Petersburg and Sevastopol.

Note also that in the framework of this study, the concepts of “million-plus city” and “large city” are used as identical.

It is necessary to note the typology of cities according to such a criterion as economic and geographical location (EGP). This typology seems to be the most complex and least developed. A number of characteristic types of EGP can be identified:

Cities located directly at the deposits of fossil raw materials and fuels, in large mining areas, and also connected with the whole country by the railway network (Moscow, Norilsk, Surgut, Solikamsk, Yegoryevsk, Novokuznetsk, Prokopyevsk, Tomsk, etc.);

Cities located in areas with a developed manufacturing industry (Yaroslavl, Ivanovo, Serpukhov);

Port cities of several subtypes (Azov, Novorossiysk, Vyborg, Vladivostok, Tver, Yaroslavl, Kazan);

Industrial and transport cities located in railway junctions and other junctions of transport routes, which determines their functional structure (Moscow, Nizhny Novgorod, Novosibirsk, Krasnoyarsk Volgograd, Rostov-on-Don, Yekaterinburg), etc.

Cities located in areas of intensive agriculture (Krasnodar, Stavropol).

The national economic functions performed by cities include:

a) economic, including industrial, trade and distribution, transport and logistics, etc. functions;

b) non-economic, including military, administrative, recreational, cultural, etc. functions.

Cities are primarily concerned with one or more functions that take into account the size of the population in a given industry. In the presence of several performed functions, cities are defined as multifunctional. In Russia, the functions of administrative centers are performed by the largest industrial cities.

Single-industry towns that perform mainly one function, for example, industrial, but possess a diverse sectoral structure, have favorable development prospects. This development depends on the ratio of economic sectors: new, promising and obsolete. And, of course, not least about the ability of municipal administrations to effectively manage and implement strategic planning.

Consider another classification of cities, based on their specialization, which determines the structure of employment and production activities of city-forming enterprises. This classification basis was first used by Charles Harris in 1943. He developed classifications for American cities and, as a result, 377 cities were classified according to his method.

Based on his developments, 9 categories can be noted. They are represented by industrial cities, cities with little industrial functions, cities mining industry, retail and wholesale trade, communication cities, university cities, resort and multifunctional cities.

In Russia, the following functional characteristics can be distinguished:

Administrative centers of territories (Novosibirsk, Vladivostok, Khabarovsk, Omsk, Perm, Ufa, Chelyabinsk, Volgograd, etc.);

Industrial cities (Togliatti, Novokuznetsk, Lipetsk);

Resource-producing cities (Norilsk, Magnitogorsk, Yakutsk, Yuzhno-Sakhalinsk);

Agro-industrial cities (Stavropol, Altai Territory, Arkhangelsk Region, Bashkortostan, Belgorod Region);

Transport hubs and ports (Tuapse, Nakhodka, Kazan, Samara, Volgograd, Azov, Yeisk, Temryuk);

Resort cities (Sochi, Anapa, Gelendzhik, Pyatigorsk);

Science cities (Biysk, Obninsk, Dubna, Zhukovsky, Korolev, Reutov, Troitsk, Pushchino, Michurinsk);

Closed administrative-territorial units (ZATO) (Zheleznogorsk, Zarechny, Zelenogorsk, Novouralsk, Ozersk, Seversk, Snezhinsk).

You can also highlight such a classification basis as a professional feature. In this case, we can talk about military camps (Noginsk-9, Anadyr-1, Gorodok-17, Rzhev-3, Warehouse-40), garrisons (Steppe, Domna, Kropotkin, Drovyanaya, Chernigovka, Kyakhta, Vozzhaevka), shift camps and etc. These are small urban settlements.

The genetic classification of cities includes a group of such traits as, for example, the genesis of functions, the territorial organization of the city - the layout of the appearance, geographical location, etc. The need for this classification is primarily due to the needs of urban planning, as well as the prospects for planning the development of entire networks of urban settlements. Using this classification basis, we can talk about cities that emerged as the center of a principality, a factory center, a trade center, a transport hub, etc. One can note the difference in the planning of cities that arose in different eras. Their territorial organization was a fortress city, comfortable suburbs, centers of settlement for the poor, etc.

It is possible to single out such a classification basis as a place in the territorial division of labor. Cities can participate primarily in the following types of division of labor:

a) local ties, administrative, economic and cultural centers of rural areas;

b) intra-regional division of labor - by economic regions;

c) interdistrict division of labor;

d) international division of labor.

This typology was proposed by Yu.G. Saushkin in 1960. It complements the most common functional typology. All differences indicate the scale of the city-forming functions that the city performs.

It seems that the geographical classification of cities, in addition to size, functions, place in the division of labor, should include economic and geographical location. This is a specific resource for the development of the city, indicating both its implementation and the still unused opportunities for the city's development.

There are also other classifications of cities. For example, such a classification basis as the life cycle of a city. In accordance with this classification, the following cycles can be distinguished: initial phase; phase of stable development; decay phase.

The classification according to the general vector of socio-economic dynamics includes the following categories:

- "dying";

- "shrinking";

Cities with stable development prospects that require improved operational efficiency;

Cities with potential for new strategic development.

According to the type of property, state and market cities are distinguished.

G. Alexandersen developed a classification based on the choice of a certain criterion, designating it as the share of average employment in the country among all employees in any sector of the economy at a certain date. This criterion can be used to measure the significance of a particular city function.

M. Borshchevsky identifies three main approaches to the classification of cities: economic and geographical; regional economic; sociological. B. Khorev presented the point of view according to which the following classifications are most important for solving the problems of cities: functional; dynamic; hierarchical. Using the economic-functional approach, B. Khorev identifies the following types of cities: single-profile; with the predominant importance of industrial centers; with the predominant importance of transport centers; transitional cities; industrial cities without a pronounced functional dominant; industrial cities-new buildings; cities with a predominant value of health centers; other cities.

Economically and functionally small towns can be divided into three groups:

Cities with a relatively large and developed economic base - industrial, transport, highly specialized;

Cities with a relatively small economic base are local centers;

The rest are newly built cities, scientific centers, recreational centers.

Since the peculiarities of the functioning of small cities are mainly determined by the degree of adaptation to the market, the following types of cities can be conditionally distinguished:

Cities adaptable to market conditions: with export-oriented enterprises with products competitive on foreign and domestic markets; with enterprises producing competitive products in the domestic market, including those with foreign participation; cities of tourism and recreation; border towns; cities located in the zones of influence of the largest agglomerations.

Cities that are difficult to adapt to the market: cities that require radical conversion; cities that need state support and create conditions for the functioning of city-forming enterprises.

Cities that degrade and stagnate due to various reasons: cities that are destroyed as a result of environmental factors, man-made impacts; due to geopolitical reasons; without potential for economic development.

Today, there is the concept of “global city (world city)”, that is, one that has a direct and tangible impact on global processes, using economic, social, cultural and political means. The main characteristics of such cities are: international renown; active influence or participation in international events and world affairs; millionaire city; the presence of a large international airport; developed transport and infrastructure systems; availability of international financial institutions; lively cultural life; globally influential media with an international audience; strong sports community. In our opinion, these characteristics must be expanded by the presence of a metro (high-speed tram), a crematorium, a waste recycling plant, and a 5-star hotel.

Among Russian cities, Moscow and St. Petersburg can be classified as “global (world) city”. The world cities with a full range of services include Milan, Chicago, San Francisco.

Speaking of large Russian cities, the centers of the Federal Districts, the so-called interregional capitals, should be noted. Examples of such capitals are: St. Petersburg in the north, Yekaterinburg in the Urals, Novosibirsk in Siberia, etc.

It should also be noted the informal centers, which gained their fame due to urban specialization, historical past, special geography, as well as other reasons by which the city can be easily identified. Such centers are well known - these names are often used in informal communication. The most famous informal name of the center is the cultural capital of Russia - the city of St. Petersburg. There are less well-known, but, nevertheless, used names, for example, Belgorod is considered a sugar capital, Astrakhan is a fish capital, Vladivostok is a seaside capital, Yekaterinburg is a machine-building capital, etc.

Administrative centers (regional capitals) can also be divided into large (with a population of more than 1 million people, for example, Volgograd, Kazan, Yekaterinburg); medium (with a population of 500,000 to 1 million, for example, Astrakhan, Ryazan, Yaroslavl) and small (with less than 500,000 people, for example, Belgorod, Magas, Elista).

In addition, it is proposed to classify all cities in Russia not only by population size, but also by their importance in the process of increasing the socio-economic level and quality of life in the country as a whole. This approach makes it possible to assess the zone of influence of Russian cities in the world community. Figure 1 shows the proposed hierarchy of Russian cities.

There are also other classifications. Based on a specific indicator, cities can be classified in different ways. Classification or typology makes it possible to find in each of the cities the most significant, created by general laws. Table 2 presents some approaches to the typology of cities.

Figure: 1. The hierarchy of Russian cities (by the author)

table 2

Basic approaches to typology of cities

Classification (sign, criterion, indicator)	City type, according to classification
By the nature of the functions performed by cities	administrative centers of territories; industrial; resource extracting; agro-industrial; transport hubs and ports; resort; science cities; closed administrative-territorial units (ZATO).	C. Harris, USA, 1943
By place in the territorial division of labor	cities with local ties, such as administrative, economic and cultural centers in rural areas; cities with intraregional division of labor, according to economic regions; cities with interdistrict division of labor; cities with an international division of labor.	Saushkin Yu.G. USSR, 1960
Economic and functional approach (city-forming industries)	centers for the extraction of raw materials, gas, energy; intermediate production centers; final industrial production centers; transport centers; non-producing cities.	USSR, 1961
By professional type	military camps, garrisons, shift camps	A.G. Granberg USSR, 1968
By the general vector of socio-economic dynamics	"Dying" cities; "Shrinking" cities; cities with stable development prospects that require improved functioning efficiency; cities with potential for new strategic development	A.G. Granberg USSR, 1968
By national economic functions	economic cities, including industrial, trade and distribution, transport and logistics, etc. functions; non-economic cities, including military, administrative, recreational, cultural, etc. function	Lappo G.M. USSR, 1969
Genetic classification of cities	emerged in the X-XII centuries. fortress cities (trade and craft centers); in the 12-15th centuries. cities-military-defensive fortresses; in the 17th century. - new county centers; in the late 19th - early 20th century. cities - railway junctions; second half of XX century centers of administrative districts (most modern urban-type settlements)	Lappo G.M. USSR, 1969
By type of property	state and market	Yu.S. Pivovarov
By the life cycle of the city	the initial phase of the city's development; phase of stable development of the city; fading phase of city development	Yu.S. Pivovarov RF, 1998
By the functional type of economic development	cities with a relatively developed and large economic base; cities with a relatively small economic base	Tokunova G.F. RF, 2004
By the degree of development of the resource base	raw material cities; cities - market centers; port cities	Tokunova G.F. RF, 2004
By the nature of the dynamics of socio-economic development	rapidly developing; moderately developing; poorly developing; stagnant; dying	Tokunova G.F. RF, 2004
By economic and geographical location	cities, near deposits of fossil raw materials; cities; industrial and transport cities; cities at the nodes of transport routes; cities in large mining areas; cities that are located in areas with a developed manufacturing industry; cities that are located in areas of intensive agriculture	Alyukov, S.V. RF, 2005
By size (number of inhabitants) and importance in improving living standards	Global (world) cities Interregional capitals (centers of Federal Districts) Administrative centers (small cities, medium-sized cities; large cities - million-plus cities) Dependent cities (satellite cities)

Historically, Russia is a country with a large territory and rich natural resources. But along with these advantages, the country has an extremely low level of development of territories, certain types industry, infrastructure and cities. We believe that in order to solve these problems, it is necessary to accurately develop socio-economic and functional strategies, due to the implementation of which the level of development of the territories will increase.

In the process of preparing a plan for a strategy for the development of a territory, competent specialists develop a program for the socio-economic development of a specific territorial area. The program is a system of the most important problems of social and economic development of the territory and effective ways and means of solving these problems.

It should be noted that when developing programs and strategies for the development of territories, one should carry out marketing research... It is very important to prepare an analysis of the market for territorial resources, goods and services that are produced in a given territory. Taking into account the indicator "potential of the territory", it is possible to create both economically justified plans for the development of territories, and to assess the prospects for the development of markets and the possibility of presenting a qualitatively new product on them.

Thus, the territory development strategy includes:

retrospective analysis and assessment of the socio-economic, innovative and technical development of the territory;
creation of a territory development plan;
the formulation of goals, objectives and priorities of the socio-economic and investment policy implemented in the territory by LSG bodies;
planning and implementation of measures to improve the level of development of the territory;
development of a forecast for the development of the territory;
development strategy for industry activities;
transport, logistics and service strategy;
hR strategy.

The results of managing the territory development strategy are:

a qualitative increase in the level of infrastructure of the territory;
optimization construction processes taking into account the cultural, geographic and ecological characteristics of the area;
optimization of the processes of maintaining urban planning documentation;
increasing the level of well-being by providing LSG bodies with regular monitoring data on normative and planned indicators of the socio-economic development of the territory;
increasing the level of safety by taking into account and analyzing high-risk areas emergencies when making all urban planning decisions;
creating conditions for the investment attractiveness of the territory due to open and accessible information about the plots intended for construction and related development processes;
reducing the level of corruption due to public adoption of urban planning decisions and creating conditions for open management of the development of the territory.

The Russian Union of Engineers sees its mission for the development of territories not only in socio-economic and marketing optimization, but also in the processes of effective construction of residential and industrial facilities, creation and development of infrastructure.

Strategic planning of territorial development. Course work: Strategic planning of the development of the municipal territory. Literature and information sources

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