Strategic planning of social and economic development of the territory. Strategic planning for the development of the region. the concept and essence of strategic planning. Origins and theory of territorial strategic planning

The development of the territory can only be realized through systematic activities that are focused on achieving specific advantages of the territory in the market compared to competitors. An important tool for territory management is strategic marketing planning, which has recently begun to be used in the concept of spatial development.

Strategic marketing planning for territorial development is defined as a systematic and clear decision-making process that sets priorities and allows making the right choice in the allocation of limited resources (i.e. time, money, skills) to achieve agreed goals that reflect local social values. It is also the process of finding and creating consistency between the goals of the territories, market opportunities and the available resources of the territory, with a focus on long-term goals.

Strategic marketing planning of the territory is based on the assumption that the future of the territory is very uncertain, but the territory should be a flexible system that can accept potential changes in the environment and quickly and efficiently adapt to them. This means that the territory must create systems that are able to control changes in the environment and use its capabilities constructively. They include planning, implementation, control systems, and an information system.

Target strategic marketing planning of the territory is to meet the commercial and non-commercial needs and expectations of the stakeholders of the territory through the restoration and (or) optimal use of its potential. At the same time, it is necessary to take into account changes in the market, in the external and competitive environment, opportunities for promotion in the national and international space and the interests of the population of the territory.

To accomplish this task, it is necessary to analyze the current situation of territorial development, the strengths and weaknesses of the territory, competition and global trends, the market, target segments and their needs, as well as to determine the correspondence of territorial production and exports to the needs of the market.

All this is a prerequisite for creating an optimal strategy for the development of the territory.

The main principles strategic marketing planning in the context of territory management and development are as follows:

complexity territorial and territorial-spatial development, implying the coverage of the economic, social, cultural and environmental aspects of the territory;
purposefulness, allowing to determine the strategic and political goals of the territory for an optimal response to current needs and problems;
focus on needs and problems residents, businesses, tourists and investors as stakeholders of the territory;
creation of a single platform for various forms of partnership of stakeholders and groups in the territory.

There are various approaches to highlighting stages process of strategic marketing planning. At the same time, they all boil down to the fact that strategic marketing planning of the territory includes five stages: conceptual stage, stages of analysis, strategy development, implementation, control and evaluation.

The stages are interrelated, and each of them is subject to assessment and control (Table 4.2).

Table 4.2

Strategic planning process for territory marketing

In the process of strategic marketing planning of territorial development, the prerequisites for creating various options for spatial development in the future are determined, as well as methods and tools that are effective in specific conditions.

Conceptual stage. Contemporary territorial development indicates that if the territorial planning process does not begin with the formulation of vision, mission and goals, then it is not possible to make an effective analysis and then create a quality strategy. This reduces the chances of a beneficial influence on the development of the territory and creates confusion for all interested parties.

At the conceptual phase, the values and higher goals of territorial development, taking into account long-term consequences, are determined taking into account the following factors of the territory:

current policy;
visions;
missions;
the main goal of territorial development;
the marketing goal of spatial development.

Politics covers core views, beliefs and values that influence long-term thinking and action key players territory. The principles of the chosen policy affect the way of creating a spatial development strategy, the nature of the vision, the development of the territory, the quality of territorial products, prices, marketing communications, personnel policy, public relations, relations with employees, etc. From the point of view of public administration, this implies a state policy based on territorial self-government or regional policy.

Vision is an idea of the future of the territory over the long term. The most general vision of a territory might be to achieve prosperity. It can be implemented directly or indirectly. An indirect way of achieving this goal is to increase the attractiveness of the environment, which not only has its own significance, but also is a factor influencing the decision on the location of companies in a given territory. Attractive conditions can represent one of the sources of a territory's competitive advantage.

To formulate a vision for the development of a territory means to create concise but objective assumptions about how the territory should look in the future from the point of view of its consumers and their real priorities.

The iron ore industry occupies a special place in the economy of the Central Black Earth Region of the Kursk Magnetic Anomaly (KMA). Thus, the volume of iron ore reserves in this region is about 60% of all discovered iron ore reserves in Russia. At the same time, a significant share of the discovered iron ore reserves is located in the Belgorod region.

The vision for the development of this region is focused on the development of the mining cluster that has developed in the Belgorod region. At the same time, it unites enterprises engaged in the extraction and primary processing of minerals (iron ore and by-products of stripping works), metallurgical production.

A direct way to increase territorial prosperity is to increase the attractiveness of the area as a location suitable for modern companies.

Mission contains the purpose of the development of the territory, a clear general purpose of activity, which expresses what a particular territory exists for, who are its main consumers, what is its main philosophy, what are the main territorial values and norms, what are the basic principles of the functioning and development of the territory, management her. The mission of the territory takes into account the strategic options for its development and the status of the territory within the macroenvironment.

Mission-forming concepts need to be expressed in writing so that new ideas can be drawn from them and revisited in the event of sudden changes.

The mission of the territory is translated into spatial development goals that measure the success of the mission.

Under aim territorial development is understood as the desired position, the achievement of which is planned in the future. Goals must be "smart" (from the English SMART):

S - specific- specific;

M - measurable- quantitatively measurable;

BUT - achievable / acceptable- achievable / acceptable;

R - realistic / relevant- realistic / appropriate (resources);

T - time-specific / trackable- limited in time.

The best goals that reflect vision and mission can be formulated as broad, qualitative goals without an emphasis on quantification.

For London in Canada:

vision: a leader in trade, culture and innovation - connecting the region with the world;
mission: partnership of respected public services, building a better city for all;
goals: personal responsibility, collective responsibility, collaboration, innovation.

Consumer demand analysis. The analysis of consumer demand involves the study of factors of spatial development, namely the analysis of:

marketing environment;
demand in one or more markets;
competitors;
quality of territorial administration.

Each of these types of analysis, except for the analysis of the quality of territorial administration, is a separate part of this stage. The analysis of the quality of territorial administration can be a separate part, but most often it is a component of the analysis of the internal environment.

The source of information for analysis and subsequently for the development strategy, implementation and control are marketing information systems - internal Information system, reporting system and marketing research.

Analysis of the marketing environment... The analysis of the marketing environment covers the internal and external environment of the territory.

Analysis of the internal environment is intended to describe and characterize the current state of affairs, to discuss the features, benefits and challenges associated with current and future trends. It is based on knowledge of the territorial significance and assessment of its position.

Location analysis evaluates the position of a territory in relation to:

territory development;
the size of the space (macro-, meso- and micro-space);
transport accessibility;
the nature of socio-economic changes in the territory.

The analysis of the current state of affairs is an analysis of the size of the territory (area, population), material and non-material elements of the environment.

In qualitative terms, the image of the territory, its attractiveness, charm and aesthetic values are assessed. The general view of the territory is defined as its visual and mental perception. The charm, attractiveness and aesthetic value of the territory are understood as recognition of the quality of the natural and built environment. These characteristics are difficult to define or measure. They consist of a set of qualities that can be part of a territorial space or reflected in physical characteristics, symbols or associations associated with the territory. These parameters are also active factors in the success or failure of a territory in the market and determine its competitive advantage.

The term "external environment" includes the surroundings of the study area. Analysis of the external environment reflects positive or negative information influencing from the outside on a given territory and reflecting possible changes in the external environment.

Such information combines the impact of a combination of the following factors:

economic;
social;
demographic;
political;
legislative;
technological;
ecological;
global trends.

The development of the external environment must be analyzed not only in the past and present tense, but also in perspective. Thus, it is necessary to monitor the most important trends in the world in various areas of life that can affect the study area. This is especially important when looking for options for potential areas for the development of a territory, its competitive advantages, potential markets and promising innovations.

In this regard, among the leading world trends, it is necessary to highlight the following:

a long-term trend of growing environmental awareness (residents, businesses, tourists do not show interest in places where pollution levels have been exceeded. On the contrary, there is a growing interest in less polluted natural environment, which can be a place for housing, recreation, etc.) ;
changes in the composition of the family (there is a change in the typical family model, the number of households of one person is growing, the birth rate is decreasing, the age structure of the population is changing);
changes in lifestyle (prevailing tendencies "to escape from daily stress", "voluntary self-restraint", growing desire to learn, independent decision-making, increased opportunities for communication, etc.).

These facts have a significant impact on changing the needs of the stakeholders of the territory, which have an impact on the formation of competitive offers of the territory, using its existing or potential advantages.

Market analysis. Market analysis is an important part of consumer demand analysis. It is clear from the marketing philosophy that the key to market success is to understand the needs of current and potential clients(customer, buyer and consumer). Since the territory as a product satisfies various groups customers, it is necessary to consider the customer markets at the point of sale.

In its most general form, the market is divided into the market of consumers and the market of organizations. Consumer market consists of all persons who use the product to meet their needs or the needs of their households. Market of organizations consists of all persons within an organization who purchase or use a product that meets their needs.

Area marketing theory identifies four target market: visitors; residents and employees of companies; entrepreneurs and investors; export markets.

In a market analysis in area marketing, target markets can be represented by one or more customers. So, there are:

residents' market;
market of visitors (tourists);
employment market (highly skilled labor force, skilled labor force or labor force without special skills);
the market of entrepreneurs and investors (manufacturers of goods, service providers, agricultural producers, industrial companies, mining companies, enterprises and organizations with high technologies, investors, representatives of large corporations, trading companies);
market of organizations (self-government bodies, public administration, public and private commercial or non-profit organizations);
export markets (capable of producing goods and services of interest to other territories in the domestic and international markets).

Each of these markets has its own structure. Residents 'markets, visitors' markets, consumer markets and industrial markets, export markets are the markets of organizations.

Success in competing with other territories depends on the ability to analyze the behavior and changing needs of current and potential customers in the market, as well as on the ability to meet their needs and expectations better than competitors.

Territory clients include current or potential clients who live in the territory, visit it or satisfy their needs through various activities. In order to determine the customers whose needs and requirements for the territory can be best met, it is necessary to analyze the market using market research. They can be implemented by collecting primary and secondary data. Given that market needs are constantly changing and evolving, it is most effective to carry out primary market research.

Most of the various studies evaluating the development of the territory divide all consumers into the following groups: demographic, social, functional, not reflecting consumer behavior.

The current consumption model, which depends on the process of globalization, increased flexibility, mobility, individualism, competition, substitution products and market saturation, requires a flexible approach to consumer and organizational markets. Current or potential customers of the territory have more than one motive for consumption, use more than one function of the territory, equipment, services, etc., and their consumer behavior is determined by the attitude towards the products used in the territory.

To determine a high-quality marketing strategy, it is necessary to adjust the offer of the territory, taking into account the needs, requirements, motivation of customers, based on a detailed knowledge of their socio-economic, demographic, geographic, psychological and behavioral characteristics. For marketing decisions, ego means the need to form a demographic profile of the territory's customers, including their social status, needs, interests, motives, ways of obtaining information about the territory, etc.

Territory as a multifunctional product satisfies the different needs of diverse customers, which increases the need for proper market segmentation. For each territory, it is important to identify the customer groups whose needs and expectations can be best met. The strategic success of the territory depends on the segmentation of the market, the orientation and placement of the territorial offer in certain parts of the market.

Currently, the most preferred approach for performing market analysis is known as targeted marketing where the key steps are:

1) market segmentation;
2) selection of the target segment and segments of responsibility;
3) determination of the market position.
1. Market segmentation. At the first stage, the market is divided into segments, then the profiles of the latter are developed. Market segmentation is the process of allocating heterogeneous markets to different homogeneous groups, each of which can be described as a target market / segment. A specific marketing mix is developed for each group separately.

Territory segmentation is effective if criteria are applied that allow it to be quantified and measured.

In area marketing, there are two effective ways to identify and quantify market segments:

segmentation based on the relationship of the market to the product,
segmentation based on customer characteristics.

In the analysis of territorial marketing, you can use both methods at the same time or one of them.

The first method of segmentation with an emphasis on product helps to identify consumers who prefer a specific territory or specific products of a territory.

Cheese, watches, Swiss chocolate are the country's brands by which Switzerland is recognized all over the world. The presence of many fakes only confirms the high demand for chocolate of Swiss origin. After all, it was only thanks to the ingenuity of this nation that Swiss chocolate, the names of brands of which are heard by many, acquired its unique taste. The Swiss have made discoveries not only in the field of chocolate recipes. Many patented ideas were born in this land - for example, a mixer for mixing dry cocoa powder and sugar.

Segmentation, based on market-to-product relationship, consists of two stages:

1) definition of the investigated product;
2) analysis of the aspects that distinguish consumers of territorial products from those consumers who do not consume them. This approach can be used as the basis for the study of how consumers perceive the various offers of territories and what arguments are of particular importance to them. Analysis of the existing proposals of the territorial market allows us to determine the competitive position of the territory, and the proposed proposals can become a potential competitive advantage of the territory.

Segmentation, consumer-based is carried out as follows.

First of all, in order to identify and quantify market segments, the territorial market is divided into segments according to certain criteria. In the context of using a wide range of criteria, we can talk about multidimensional segmentation.

All criteria for assessing the territorial market can be subdivided into two main segment types: the consumer market or the manufacturer's market (Table 4.3).

Table 43

Characteristics of consumers

Consumer market	Market of manufacturers
Demographic(age, gender, marital status, youth, pensioners, childless, etc.)	Structural(industry, services, Agriculture, tourism, etc.)
Geographical(consumer region - country, location, size of territory - megalopolis, city, village; climate, population density, etc.)	Geographical(local, regional, national, foreign)
Psychological and parapsychological(lifestyle, ambitious authoritarian personalities, the ability to adapt to the situation, personal characteristics)	To size(number of employees) and by infrastructure level(high, medium, low)
Socio-economic(income, profession, education / specialization, job, social group)	Type(commercial - non-commercial, public - private, cooperative, individual, limited liability company, Joint-Stock Company etc.)
Behavioral(in terms of knowledge, use, perception of the benefits and advantages of the product, satisfaction with the product, opportunities for purchases, customer status, intensity of use / visit / consumption, degree of loyalty to the territory, attitude, preparation of the purchase stage)	Behavioral(safety impact, benefits from decision making)

At points of sale geographic segmentation is of particular importance. In terms of the function of the territory (trade, housing, work, recreation, etc.), it can be divided into five main segments of existing and potential consumers:

local consumers;
consumers from the surrounding area;
consumers from more remote areas / regions;
national / domestic consumers;
foreign consumers.

In order to form the profile of a typical consumer of a territory, it is important to combine geographic characteristics with other characteristics. Clients' needs and preferences are significantly influenced by demographic characteristics (age, marital status, education, etc.). Thus, another commonly used criterion is demographic a criterion whose characteristics are easily measurable and determinable.

Psychological criteria quite often make it possible to determine the reasons for the preferences of a particular territory. Lifestyle is an important factor in this.

Due to its small population, Iceland is one of the least polluted countries in the world. But clean air is not the only reason for the health of Icelanders. They also excel at gymnastics. Because of the chilly weather for much of the year, people in Iceland engage in physical activity, including in order to get the better of the winter blues. The country has one of the highest life expectancies (72 years for men and 74 for women). It also has one of the lowest infant mortality rates (2 deaths per 1000 children). Journal Forbes rated Iceland as the healthiest country in the world.

Behavioral the criterion is used to segment in detail the consumers who use the offer in the territory and those who do not use it, for example, general customers, products, potential customers who do not show interest in the given territory. This makes it possible not only to identify loyal customers and create a special offer for them, but also to find out why some customers do not return to the territory. Such results can be a source of suggestions and ideas that are the starting point for creating a competitive advantage for a territory, which can help attract customers from other territories.

By consumption intensity consumers are divided into those who have repeatedly shown interest in the territory, and those who have expressed interest in the territory once, as well as territories that are quickly or slowly adapting to new proposals.

Behavioral analysis also includes a customer satisfaction analysis that can identify dominant factors in the decision-making process for the preference of a particular territory. It focuses on such parameters as reasons, duration of stay in the territory, frequency of its visit.

The trend of population migration from cities to nearby settlements contributed to the formation a certain group customers with higher quality of life requirements. A typical example is the construction of rural settlements in the suburban area.

This group is characterized by higher needs for utilities, the environment, etc. The increased demands of the “new” citizens of the territory create significant problems associated with financing these needs and the lack of funds necessary for this.

Some localities are trying to meet the needs of displaced people by creating new opportunities for social and cultural life. In particular, by opening new stores and forming a variety of services.

The purposes of arriving at the territory can be: business, investment, work, trade, housing, free time, recreation, education, etc.

For each segment, which is allocated based on the selected criteria, it is necessary to develop a consumer profile.

2. Selection of the target segment and segments of responsibility. The second step of targeted marketing is the selection of a target segment or private target segments. For an effective segmentation process, the selected segments must be judged in terms of the attractiveness and nature of the products.

In scientific literatureterritory attractiveness criteria include:

quantity (segment size);
profitability (the ability of a territory to generate profits for economic growth);
operational capacity (the ability to carry out effective marketing for the target segment);
stability (the ability to resist changes in the external environment, proposals of competitors);
feasibility study (ability to bear acceptable costs);
profitability (the ability to offer a specific marketing mix for the selected segment, unique offers, competitive advantage);
purchasing power (the ability of the selected segment to consume the proposed product at the present time and in the future);
timeliness (the ability to meet the needs of the segment at the present time).

Each segment should be well-defined, large enough, accessible and measurable. Territorial leaders must decide how many and which segments are targeted towards a particular territorial proposal.

There are three approaches to the formation of a territorial strategy in the market: undifferentiated strategy, differentiated and market concentration strategy.

Undifferentiated strategy applies if the selected market is more or less homogeneous. In an increasingly competitive environment, this approach is not suitable because it ignores differences in customer needs and expectations.

The opposite of an undifferentiated strategy is concentration strategy. In conditions of limited opportunities for creating a territorial proposal, it is necessary to focus on one segment. A concentrated strategy is usually based on a single marketing mix that meets the needs and expectations of customers in the target segment. It is suitable for areas with poor targeted marketing.

Differentiated strategy used when competition focuses on all market segments. In such a situation, the territorial benefit from a specific proposal based on one or more competitive advantages will be targeted at several segments. The selection of these target segments should be considered with caution, as such a decision will have long-term consequences for the development of the area. Typically, the costs of differentiated strategies exceed the costs of undifferentiated ones.

In an environment where a territory offers a variety of products to suit different segments, territory marketing uses all of the market reach strategies.

3. Determination of the market position. The third step of targeted marketing is to determine the market position of the territory (its positioning).

The starting point for deciding on the positioning of the territory in the market is the choice of the target segment or segments. Determination of the current market position of the territory on the market and the creation of a new position based on the SWOT analysis of the territory are based on the identification of the main criteria by which the target segments are evaluated and the choice of the territory.

Market position often occupies one of the main places in the minds of consumers, which is an important criterion for distinguishing a specific territory from competitors' proposals; it reflects the perception of the territorial supply of the target market. Building a market position is a very important step for long-term success. Segmentation is a prerequisite for determining the current market position and helps to form a position in a new market by creating an offer that meets expectations and increases the satisfaction of the target market or target consumers.

Market positions are based on specific features of the area such as its uniqueness; the goals for which the proposal is oriented; expansion of consumer groups and direct comparison of the territorial offer with competitors.

Determining a real or creating a new market position can be based on direct comparison of a given territory with competing territories or without this comparison.

The existence of alternative competing territories on the market creates the need for understanding the decision-making process by various actors (residents, investors, tourists, etc.), identifying the trend of converting the interest of these subjects into their activity (ability to act) in relation to territorial consumption. This activity is usually expressed in the following decisions:

from an investor - to invest in territories;
for a resident - to live on the territory;
a tourist - to visit the territory, etc.

Clients compare different alternatives and selection criteria to select the most suitable area.

Among the criteria for making decisions, there are such parameters as:

attractiveness of the territory (natural, cultural and historical opportunities, attractiveness of the suburb, general view of the territory, climate, etc.);
impressions of the territory (noise or silence, crowded streets, cleanliness, modern architecture, etc.);
psychological and sociological aspects (a sense of personal security, family, friends, colleagues, crime, etc.);
time aspect (time to travel to or from the territory, motorways and other transport systems; time required to resolve issues with the administration, to obtain information, etc.);
the cost of living (the cost of housing, services, transport, the possibility of receiving various financial benefits; reduction of taxes or fees; return on investment, etc.);
work, education, health care, culture, recreational opportunities, etc.

Competitor analysis. Successful spatial development strategies can be created by looking for unique opportunities that create a strong competitive advantage. Therefore, part marketing analysis territory is an analysis of competitors, which is based on the comparison of a given territory with other territories. Analysis of competitive territories allows you to use strengths and specific advantages of the territory and eliminate potential threats.

In the past, marketing planning focused primarily on customer needs. The focus on competition appeared only in the 1980s. One of the reasons for the interest in competitors was the transition from the peaceful coexistence of territories to aggressive competition.

Competition stimulates the growth of innovation, increases the efficiency and effectiveness of methods.

Territorial marketing uses techniques and tools that can lead to significantly more effective interactions, especially in the context of non-price competition.

For a systematic analysis of competition, it is appropriate to identify current and potential competitors, define their missions, goals and strategies, their positions and attractiveness in the market, strengths and weaknesses, and much more.

The sequence of steps in the analysis of competition is as follows.

1. Identification of competitors. At the beginning of the analysis phase, it is necessary to determine whether this is a competitor analysis based on product or market availability. Subsequently, a decision should be made on the type of competition, which will be further analyzed in terms of time and geography.
2. Analysis of the objectives of the competition. Knowing the goals of competitors helps to find out if the competitor is satisfied with the achieved results and what his plans for the future are. Competitors' goals are determined by many factors, for example, the size of the territory, history, current management, economy.
3. Analysis of the strategy. Analysis of competitors' past and present strategies has a great impact on future development. In addition to the basic strategy, a comparative assessment of competitors through strategies of marketing tools is necessary, such as comparing the offer of a territory with a competitor in terms of territorial potential, price, cost, financial background, availability, popularity of the territory, and the relationship of competitors with other competitors. In the study of attitude in competition, the behavior of each individual competitor must be analyzed separately.
4. Competition SWOT analysis. Based on the previous steps, the strengths and weaknesses of competitors are identified and complemented. The information concerns, in particular, the share of competitors in the market, the size of their budgets, debts, funds received from foreign sources, new investments and the use of production facilities... Competitor information can be obtained from secondary sources, personal experience, rumors.
5. Assessment of the likely behavior of competitors and their response to changes in the market. It is important to consider how quickly and how intensively competitors will react to other competitors' strategies and how likely new competitors will enter the market.

Development stage marketing strategy territory. The strategy sets out the goals, as well as the means and resources to achieve them.

A territory marketing strategy is an orderly marketing procedure that is expected to achieve marketing objectives. It includes specific strategies for target markets, marketing mix and level of marketing costs. The creation of a marketing strategy should be based on market needs and environmental influences.

In area marketing, the marketing strategy determines what should be done if the future of the area is unclear and future events are difficult to assess. If the territory wants to effectively cope with various changes and quickly adapt to new opportunities, then it is necessary to create a plan of procedures and measures, which will provide solutions for issues related to services, production, activities.

The spatial development marketing strategy presents directions for future development, tools and methods to achieve them. This is a longer term plan and therefore has several milestones.

The overall objectives outlined in the concept phase are being met according to the established timeline. Marketing goals should be set for various areas that affect the prosperity and development of the territory. They mainly determine the position in the market, the need for innovation, material and financial resources, increasing the level of productivity and skills of workers, social responsibility and municipal profit.

In the marketing strategy for spatial development, we take into account the fact that each territory has its own character and potential. Creating a marketing strategy for a territory requires a multidisciplinary team approach.

Each spatial development strategy answers the questions: how the territory will develop, how to gain a competitive advantage, what strengths and opportunities should be used and whether there are resources necessary for the successful implementation of the strategy.

One of the important principles in territorial marketing is the analysis of several options for a marketing strategy. They must take into account various options for the struggle for the development of the territory. Alternative marketing strategies must be supported by theory and conditions for implementation in practice.

There are four main types of marketing strategy for territorial development: growth, stabilization, recession, mixed strategy. Growth strategy is a progressive type of strategy aimed at increasing market share or entering new markets. The purpose stabilization strategies is to maintain the achieved positions in the market and make changes only when necessary. Recession strategy takes the form of amalgamation or reduction, if the current focus of development in the territory was unsuccessful in the selected area. Combined strategy is a combination of two or three of the previous types of strategies. It is of particular importance because it solves problems in the long term and ensures adaptation to the current situation.

Based on the assumption that the formation of a marketing strategy for territorial development is based on the target segment, on using the strengths of the territory and eliminating risks, the creation of alternative options should be based on SWOT analysis (for more details on SWOT analysis, see Chapter 11).

Marketing strategies for territorial development are based on the current status of the territory in the market and differ depending on the purpose of the territory - expanding in a new market, gaining or maintaining its position in the market, etc. From various options, strategies are selected those that are best practicable at a particular time.

Territory development and the creation of a competitive position through a competitive advantage in the market can be achieved through five strategies for target markets:

a strategy aimed at attracting tourists, businessmen and entrepreneurs in the tourism sector;
strategy for attracting enterprises;
a strategy for supporting and developing an existing business;
export development strategy and attraction of foreign investors;
population growth strategy and changes in population composition.

There is no one-size-fits-all strategy for a specific market situation. There are no clearly defined laws that will help build the best marketing mix. This fact was confirmed by research from Harvard Business School in 1929. Scientific Methods assist in market analysis, selection of target segments, measurement of achievements, but still marketing is based on experience and intuition. Thus, marketing is often described as an art.

Marketing tools are very important for creating territorial offerings and competitive advantages of a territory. Marketing integration ensures consistency in your marketing strategy as a whole. Marketing allows you to determine which territorial offering, as opposed to competitors' offers, is best suited to target segments.

The meaning and use of various marketing tools varies depending on the specific situation; they are effective only when they are mutually optimal. The creation of an effective combination of various marketing tools is a prerequisite for a successful proposal in the market and its implementation.

Implementation stage. Implementation of the territorial strategy means its application. At this stage, plans and strategies for implementation in the territories are prepared.

Action plans for implementation are required at all levels of territory management. A detailed budget and timeline can then be set for all areas of marketing, including those outside the institution (eg, public-private partnerships, advertising agencies, etc.). We have so far emphasized the need for a detailed and thorough action plan, but it is important to note that this plan is action-oriented and contains programs designed to provide clear guidelines for the implementation, continuous assessment of the marketing activities of the territory and control over it.

The stage of control and feedback of the territorial strategy. The final stage of the planning process is the creation of an effective system for obtaining feedback and monitoring the territorial development plan. The system of feedback and control should be considered as an integral part of the entire planning process, since they play an important role not only in the implementation, but also in changing the conditions of marketing plans.

The marketing plan is the main marketing management tool, and its flexibility - the ability to quickly respond to a specific market situation - is one of the main principles. Certain natural disasters, natural disasters, changes in exchange rates, prices or changes in consumer demand can both increase and decrease the attractiveness of the territory. When this happens, you need to react quickly and make changes to the plan. A feedback system is used to monitor changes.

Exist three elements of the control process.

setting standards. Standards must be understandable, achievable and consistent with the provisions in each territory;
measuring performance against standards:
- - obtaining measurements,
- - providing quick feedback,
- - the use of various territorial methods, including reports, meetings and special measurements of individual parts of the marketing program, for example, cost-benefit analysis to customers, marketing revisions, etc.,
- - comparative analysis that allows comparison with competitors;
correcting deviations from plan: Perhaps the most difficult decisions to make to determine when performance has deviated enough from plan to require corrective action.

Shulgina N.Ya., Ermolaev D.V. Prospects for the development of the mining cluster of the Belgorod region based on the ore reserves of the Kursk magnetic anomaly // Contemporary problems science and education. 2015. No. 1-1. URL: https://www.science-education.ru/ru/article/view?id=l 7661
Swiss Chocolate Brands // AllChoco. URL: http://allchoco.com/interesnoe-o-shokolade/brendy-shvejcarskogo-shokolada.html
Biktimirova N. 7 countries where the healthiest people live // Facepla.net. 08/09/2011.URL: http://www.facepla.net/the-news/nature-news-mnu/1529-healthy-countries.html

As a result of studying this chapter, the student must:

know the main institutions and instruments for the regulation of territorial development; genesis, reasons for appearance, goals and features of territorial strategic planning; spatial planning systems for territories of various levels (national, regional, local); inter-budgetary relations as a tool for leveling the budgetary provision of territories and implementing regional policy;
be able to analyze and compare systems and methods of territorial strategic planning, spatial planning and inter-budgetary relations in various unitary and federal states; analyze Russian experience and cases in individual regions of Russia in the areas of territorial strategic planning, spatial planning and inter-budgetary relations, taking into account international experience and examples of best practice; analyze and critically evaluate territorial planning documents, plans and programs of regional economic development;
own skills (gain experience) in applying the main approaches and methods of territorial strategic planning, spatial planning and intergovernmental relations in the development of regional planning program documents; search, processing and analysis of documents for strategic and spatial planning of regional development; assessing the systems of interbudgetary relations as a tool for realizing the goals of the state's regional policy in Russian and foreign scientific literature.

Basic concepts: SWOΤ-analysis; budgetary system; budgetary security; budgetary federalism; vertical alignment; general surveying; master / comprehensive plan; horizontal alignment; town planning plan land plot; subsidies; territory zoning; zones with special conditions for the use of territories; communicative planning; the concept of socio-economic development; red lines; inter-budgetary relations; interbudgetary transfers; land surveying of the territory; mission of the city (region); tax transfer; public participation in planning; plans and programs for complex socio-economic development; land use and development rules (zonal regulations); natural (ecological) frame; land surveying project; territory planning project; spatial (territorial) planning; public hearings; segregation; situational plan; rolling planning; socio-economic planning; stakeholder; strategic analysis; strategic plan; subventions; subsidies; territorial planning schemes; territorial planning; territorial strategic planning; sustainable development; flagship strategic projects.

Territorial strategic planning

Origins and theory of territorial strategic planning

Planning: basic concepts

For successful development any territorial community needs certainty and the presence of consolidating ideas about the future. These are important needs of business and society, which are met through the mechanism of territorial socio-economic planning, first of all - strategic planning... The presence of a city (region) strategy and, more importantly, reproducible procedures for public dialogue about the future contributes to the strengthening of trust and the emergence of benchmarks, serves as one of the institutional prerequisites for development and economic growth.

The development of any territorial unit - city, settlement, region - is a consequence of huge amount factors. Some of these factors do not depend on the will of people, for example, the climate, the availability of natural resources. Some of the factors are subjective, i.e. related to the interests of people and their actions. At the same time, there may be innovations that were not initially considered as actions for the development of a particular territory. For example, the invention of the internal combustion engine changed the fate of countries and regions depending on the presence or absence of oil reserves, but this was by no means the inventor's goal. But there are also actions of groups of people that aim to influence the development of a particular city or region. Often, groups of people, most often the authorities, try to formulate certain goals and determine the sources of funds to achieve them in relation to a particular territory, i.e. are engaged territorial development planning... If this group of people is outside the territory, then we can talk about external planning. Thus, the central authorities may decide that a certain part of the country needs to be developed faster, and that some types of settlements should be gradually eliminated, resettling people to other parts of the country. The opinions and interests of the subjects directly related to the planned territory, living on it, can be taken into account, or they can be ignored (various schemes of colonization).

A fundamentally different type of planning - participatory planning, or communication planning- it implies real participation in planning of the main stakeholders and groups (the so-called stakeholders).

Planning- the type of management activity aimed at choosing the optimal alternative for the development of the control object, calculated for a certain time period; it is immanent in conscious human activity, and to one degree or another is present in all spheres. Most developed business planning- planning of results and business processes within firms, enterprises, corporations.

The subject of planning it can be either an individual person or a group of people in a certain relationship. Business planning is carried out in the interests of the business owners, and the subject making the final decision on the choice of a particular plan is the owner. However, experts in the planned area and planners can be (and usually will) be involved in preparing the plan options. Planning, as a rule, is aimed at finding the best use of resources (financial, human, material, organizational, etc.) to obtain the maximum possible result.

If the need for planning within the company is not in doubt, then fierce disputes about the feasibility and possibility of planning socio-economic processes across the country, region or city do not subside. First of all, the question arises about the subject and object of such planning. Comprehensive plan for the socio-economic development of the territory covering all spheres and industries in market conditions is possible only as a plan-consensus, a plan is a contract of public consent. When drawing up such a plan, the interests and intentions of both governing bodies of different levels (center - region - municipality) and business and society are coordinated.

In this context, it is important to distinguish planning subject(who develops the plan) and subject of implementation(who is executing the plan). The best results are achieved when these subjects are combined and the plan is implemented by the one who developed it. Externally imposed plans are more difficult to implement. Therefore, in modern technologies planning focuses on the process, not just the outcome of the planning. A well-organized planning process allows the majority of stakeholders and wider society to be involved in the development of the plan.

In accordance with the object and the subject of planning, there are socio-economic, spatial and financial planning(Table 11.1).

Table 11.1

Planning types

Planning types	Tasks and planning
Socio-economic planning	Determines the main socio-economic parameters - GDP, inflation rate, government investment, employment level, population size, economic structure, degree of development of infrastructure and social sectors, income and employment of the population, etc.
Spatial (territorial or physical) planning	Sets the projection of the socio-economic plan on the territory, showing exactly where and in what way the infrastructure will develop, how it will be distributed over the territory of the place of residence, work, recreation, etc.
Financial planning	Deals with the issues of forecasting budget revenues and determining the directions of spending public funds

These types of planning are intertwined in practice and closely interact.

Among the documents of socio-economic planning, the following can be indicated:

- concept;
- strategy;
- a comprehensive program;
– target program;
- plan;
- project.

The listed documents differ in the degree of detail and validity. Concept usually contains the most general ideas, the main idea of development. Sometimes these types of documents are called doctrines or concepts of strategy... IN strategy the goals and main directions of their achievement are considered, in the programs - tasks and actions (measures) necessary to achieve the set goals are prescribed in more detail and for a shorter period. Plans that are now often called action plans, contain a list of specific actions with deadlines, responsible and allocated resources. In modern plans, goals (targets), resources and actions are the subject of planning. The planned solution, respectively, contains at least two groups of characteristics: characteristics of the desired states of the control object at reference time points (result indicators) and characteristics of ways to achieve these states (indicators of the resources used, actions and regulators). At the same time, the emphasis in different documents is on different components.

So, within the framework of the concept and strategy, it is important to find the answer to the question "why?". It is in the strategies that attention is paid to finding the wording " missions"- the main purpose, a kind of" national idea "of the scale of a country, region, or city. The programs answer more prosaic questions, for example, where and at what speed to move, and the plans are already talking about specific means of movement and ways to implement the set tasks.

In accordance with the considered hierarchy "strategy - program - plan" concepts have come into use strategizing – programming – planning", although, strictly speaking, all these processes should be called planning.

In terms of validity periods, planning documents are divided into long-term(over 10 years), mid-term(three to six years) and short-term, or current (up to two years). Effective in modern conditions of high variability of the external environment can only be rolling planning, when medium-term planning documents annually, and long-term - once every two to three years, are revised and extended for an appropriate period in advance.

History of origin and basic principles of strategic planning

Ideas and methods of strategic planning were initially developed and implemented in relation to large international corporations that determine competitive strategies in conquering new markets, and then transferred to the level of public organizations and governing bodies of cities and regions. Since the early 1980s. these ideas began to be modernized and implemented in the management of social systems (territories) and began to be used primarily as a new tool for urban development. San Francisco and Barcelona are commonly cited among the pioneers.

A fruitful analogy that allows us to consider a region (city, district) as a kind of enterprise serving clients - the population, business, visitors - and competing for these clients with other territories, became the starting point for the translation of many management technologies from business to the public sector.

The territories compete with each other: for attracting investment funds in the development of engineering and communal infrastructures and enterprises located in the territories; the opportunity to present your infrastructure to international and interregional users; entering new markets for the products of local enterprises; attraction of educated and skilled labor force, etc. At the same time, cities and territories find themselves in a fundamentally new, dynamic political, cultural, social and economic situation, the features of which are determined by world global processes, changes at the level of countries and regions. All this requires a serious modernization of management, moreover, the modernization of both the approach to managing the development of territories and new technologies and organizational formats of such management. With the development of markets and globalization, new factors began to play an important role, setting the competitive advantages of cities (territories) as places to live, do business, and temporary stay: the availability of efficient production facilities and the possibility of employment; multifunctionality; advantageous geographical location (transport corridors, mineral deposits); favorable natural conditions; commensurate cost and high quality of life; the development of urban life support infrastructures; investment climate, etc. Strategic planning becomes a necessary element of management as a reaction to the ever-increasing speed of changes occurring in the economy and society and tougher competition in all spheres. Traditional planning is unable to cope with these modern challenges.

To distinguish between strategic planning at the level of the firm, corporation, line ministry and strategic planning at the level of socio-territorial units, the concept was introduced "territorial strategic planning".

The basic idea of strategic planning is that responsibility for the future of a territory - a region, a municipality (city or district) - lies with the community living in this territory. Subject of regional strategic planning- a regional community (the population of a region) delegating management rights to regional authorities and directly participating in strategic decision-making using civil society institutions, as well as representatives of federal authorities and management and business structures with strategic interests in the region. In other words, the regional community is the final subject of strategic planning, the regional authorities are the direct one.

The main aspect of "strategic" associated with the need to identify strategic priorities, to concentrate the efforts of a "strategic entity" who is aware of responsibility for its future and has the resources to implement the plans. An important, but not decisive, aspect of "strategic" is the long-term plans. For such complex systems as cities and regions, long-term planning and concentration of efforts mean coordinating the goals (images of the future) of the key subjects of the territory - stakeholders. Concept " stakeholder"- a person or organization, whose interests are significantly related to a given region (city) and whose resources can significantly influence its development, - is fundamental for strategic planning.

Only by achieving interested participation and a general agreement between the stakeholders can we hope for the implementation of the strategy.

The object of regional strategic planning is the sustainable socio-economic development of the regional system in the unity of its human, natural resource and production potential and institutional environment. In terms of content, strategic planning is, first of all, the choice of goals and benchmarks, drawing the desired future of the territory, defining the strategy and development directions that ensure the competitiveness of the territory as a whole as a place for life, economic activity and temporary stay, as well as the competitiveness of certain sectors of the territorial economy and social sphere. ... Ideally, a strategic plan should include a well thought out, specific mission, clear goals, a relatively small set of objectives and flagship strategic projects. A strategic plan, in contrast to a comprehensive plan, should touch only the most important for the sustainable development of a city (region) in a competitive market environment.

The specificity of strategic planning as a process is determined by the fact that one of its main tasks is to reduce the uncertainty of the future. And this is achieved, in particular, through discussion, clarification, coordination of actions of interested participants in local development. This means that a strategic plan can only be developed in multilateral and constructive dialogue between business, government and society. An attempt to abandon this dialogue or to imitate it makes strategic planning meaningless.

Strategic planning- This independent determination by the territorial community of the goals and main directions of sustainable socio-economic development in a dynamic competitive environment. In an operational sense, it means the organization of activities to formalize and harmonize the interests of stakeholders in relation to the future of the region (municipality), the creation of programs and projects that concretize the image of the future.

Distinctive characteristics of strategic planning:

- a look from the future to the present;
- a description of the vision of the desired future;
- mission statement;
- allocation of a small number of priorities;
- analysis of competitiveness;
- analysis of external driving forces of development;
- analysis of development subjects, taking into account their interests;
- participation of stakeholders, negotiations;
- the presence of the subject of implementation;
- monitoring.

Methodological questions

The strategic plan is prepared through extensive consultations with both various committees within the administration and with external organizations. The government departments involved in the development and implementation of the strategic plan, scientific and public organizations should work in a coordinated manner, periodically reviewing the strategy, analyzing the degree of achievement of the set goals and objectives based on a system of measures and indicators. For this to be created organizational structures: commissions, working groups, seminars and discussions should be held to implement the principle of ownership.

A region's strategy usually includes several sections:

- preamble (formulation of incentives for the development of a strategic plan, definition of goals: for whom and for what purpose the strategic plan is being developed);
- strategic analysis (analysis of the internal and external environment, competitive analysis, comparison with analogues, etc.);
- development scenarios and the choice of the most preferable one;
- vision of the future, mission and development goals;
- strategic directions, including the activities necessary to achieve the set goals;
- a mechanism for managing the implementation of the strategic plan and its projects, a system for monitoring and adjusting the plan;
- an action plan for the implementation of the strategy for the near future (one to two years).

Strategic planning as a special process requires professional management based on ideology project approach. In a generalized form, the strategic planning process is organized in three stages (Figure 11.1).

Rice. 11.1.

At each of the stages, four lines of activity can be distinguished, which are equally necessary for the success of strategic planning. The strategic planning technology linking these lines of activity was developed by the Leontief Center and received the name "KREP".

Coordination... Activities to manage the strategic planning process, including organizational and funding functions.

Development of... The strategic plan is developed by stakeholders with the support of experts. This requires special efforts to organize the creative process of putting forward ideas, discussing and working out agreed decisions by the stakeholders themselves. For this, thematic commissions are created, uniting stakeholders, in which the development of a strategic plan takes place.

Expertise... The task of the expertise is to provide conditions for the productive activities of stakeholders, provide the necessary initial factual and statistical material, record and process the results of discussions, assess the proposed projects, formalize the procedures for choosing from the available alternatives, and prepare draft final texts of the sections of the strategic plan.

Promotion... Work on informing and involving stakeholders and the public in the process of developing and implementing the strategic plan, as well as marketing and presenting the strategic plan and strategic projects.

In the course of strategic planning, the current state is analyzed, the perspective (desired) appearance of the region is determined, and a strategy for the transition from the current state to the desired one is formed. The strategic plan defines the system of actions to achieve the desired state. At the same time, a constantly reproducible mechanism of strategic planning should be formed, based on partnership between the authorities, business and society.

An integral part of strategic planning is strategic analysis, one of whose tools is SWOT analysis(abbreviation of English words strong- power, weakness- weakness, opportunities- possibilities, threats - threats). Using this method, it is necessary to identify, on the one hand, one's own strengths and weaknesses (internal environment), and on the other, to determine the opportunities and threats contained in the external environment. The next step is to classify strengths and weaknesses into those that can be best implemented, taking into account the available external opportunities, and those that need to be strengthened or cease to be strong, taking into account external threats. The main task of strategic analysis is find those strengths that ensure the uniqueness of competitive advantages, taking into account the favorable opportunities of the external environment.

A strategic plan, in addition to broad and not always specific statements of goals, includes formulations of objectives, which, as a rule, have quantitative and temporal certainty and are designed to be implemented within one to two years.

Specific- specific;

Measurable- measurable;

Accurate- accurate;

Relevant - relevant;

Time bound - with a definite decision period.

Goals and objectives set strategic directions within which programs, plans, projects, action plans are developed.

Keywords

SPATIAL DEVELOPMENT STRATEGY / TERRITORIAL PLANNING / STRATEGIC PLANNING / GENERAL DISTRIBUTION SCHEME / URBAN AGGLOMERATIONS / GENERAL PLAN / STRATEGY OF SPATIAL DEVELOPMENT/ TERRITORIAL PLANNING / STRATEGIC PLANNING / GENERAL SCHEME OF SETTLEMENT / URBAN AGGLOMERATIONS / GENERAL PLAN

annotation scientific article on social and economic geography, the author of the scientific work - Lebedinskaya Galina Aleksandrovna

The article substantiates the thesis of belonging to the system; the evidence is the presence of a plan, the three-dimensionality of space, methods of describing and structuring it (transport, natural frames, etc.). Spatial development strategy it is essentially an integral, conceptual part territorial planning, the sequence and direction of the development of space, the choice of priority directions for the development of territorial-economic systems, the establishment of the ratio of urbanized and natural areas, ensuring their sustainable development. Wherein spatial development strategy as part of the system territorial planning Russian Federation it is not formalized and is considered as the missing link in the system of its documents; its missing levels, for which it is necessary to give the concept of spatial development strategies, are the levels of the country as a whole, the macroregion and urban agglomerations. Spatial development strategy it is proposed to define as the main and general plan for the development of a territorial object (settlement system, a subject of the Russian Federation, a municipal district, a city, an agglomeration), drawn up in the form of a document strategic planning defining the priorities, goals, focus, scale and limitations of spatial development in the long term. For urban agglomerations this is the minimum required document preceding territorial planning at the level of cities, urban districts and municipal districts, the basis for developing a program of measures for the strategy of socio-economic development and a program for its implementation, for joint planning of urban and rural settlements; the obligatory nature of their planning must be determined in the Urban Planning Code of the Russian Federation and in the law “On strategic planning».

About the Place of Strategy of Spatial Development in the System of Territorial Planning of the Russian Federation

The article substantiates the thesis about the belonging of the spatial development strategy to the system of territorial planning; proofs are the existence of a plan, three-dimensionality of space, methods of its description and structuring (transport, natural frameworks, etc.). The spatial development strategy is essentially an integral, conceptual part of the territorial planning, the consistency and direction of the development of space, the choice of priority directions for the development of territorial and economic systems, the establishment of the ratio of urbanized and natural territories that ensure their sustainable development. At the same time, the spatial development strategy as a part of the territorial planning system of the Russian Federation is not formalized and is considered as a missing link in the system of its documents; the missing levels for which in the Town Planning Code of the Russian Federation it is necessary to give the concept of a spatial development strategy are the levels of the country as a whole, the macroregion and urban agglomerations. The spatial development strategy is proposed to be defined as the main and general plan for the development of the territorial object (the system of resettlement; the subject of the Russian Federation in a municipal district, city, agglomeration), designed as a strategic planning document that defines the priorities, goals, direction, scope and limitations of spatial development in the long term. For urban agglomerations, this is the minimum necessary document that precedes territorial planning at the level of cities, urban districts and municipal districts, the basis for the development of a program of measures for the socio-economic development strategy and its implementation program, for joint planning of urban and rural settlements; the obligatory nature of their planning is to be determined in the Town Planning Code of the Russian Federation and in the Law "On Strategic Planning".

The text of the scientific work on the topic "On the place of the spatial development strategy in the territorial planning system of the Russian Federation"

DOI: 10.22337 / 2077-9038-2018-1-59-66

On the place of the spatial development strategy in the territorial planning system of the Russian Federation

G.A. Lebedinskaya, Central Research Institute of Construction of the Ministry of Construction of Russia

The article substantiates the thesis that the spatial development strategy belongs to the territorial planning system; the evidence is the presence of a plan, the three-dimensionality of space, methods of describing and structuring it (transport, natural frames, etc.). The spatial development strategy is essentially an integral, conceptual part of territorial planning, the sequence and direction of the development of space, the choice of priority directions for the development of territorial economic systems, the establishment of the ratio of urbanized and natural areas, ensuring their sustainable development. At the same time, the spatial development strategy as part of the territorial planning system of the Russian Federation is not formalized and is considered as a missing link in the system of its documents; its missing levels, for which it is necessary to give the concept of a spatial development strategy in the Urban Planning Code of the Russian Federation, are the levels of the country as a whole, the macroregion and urban agglomerations. The spatial development strategy is proposed to be defined as the main and general plan for the development of a territorial object (settlement system, a subject of the Russian Federation, a municipal district, a city, an agglomeration), drawn up in the form of a strategic planning document, defining the priorities, goals, focus, scale and limitations of spatial development in the long term ... For urban agglomerations, this is the minimum required document that precedes territorial planning at the level of cities, urban districts and municipal districts, the basis for developing a program of measures for a socio-economic development strategy and a program for its implementation, for joint planning of urban and rural settlements; the obligatory nature of their planning must be determined in the Urban Planning Code of the Russian Federation and in the law "On Strategic Planning".

Key words: Spatial development strategy, territorial planning, strategic planning, General scheme of settlement, urban agglomerations, General plan.

Regarding the Role of the Spatial Development Strategy in the Territorial Planning System of the Russian Federation.

G.A. Lebedinskaya, Central Institute for Research and Design of the Ministry of Construction and Housing and Communal Services of the Russian Federation The article substantiates the thesis about the belonging of the spatial development strategy to the system of territorial

planning; proofs are the existence of a plan, three-dimensionality of space, methods of its description and structuring (transport, natural frameworks, etc.). The spatial development strategy is essentially an integral, conceptual part of the territorial planning, the consistency and direction of the development of space, the choice of priority directions for the development of territorial and economic systems, the establishment of the ratio of urbanized and natural territories that ensure their sustainable development. At the same time, the spatial development strategy as a part of the territorial planning system of the Russian Federation is not formalized and is considered as a missinglink in the system of its documents; the missinglevels for which in the Town Planning Code of the Russian Federation it is necessary to give the concept of a spatial development strategy are thelevels of the country as a whole, the macroregion and urban agglomerations. The spatial development strategy is proposed to be defined as the main and general plan for the development of the territorial object (the system of resettlement, the subject of the Russian Federation in a municipal district, city, agglomeration), designed as a strategic planning document that defines the priorities, goals, direction, scope andlimitations of spatial development in thelong term. For urban agglomerations, this is the minimum necessary document that precedes territorial planning at the level of cities, urban districts and municipal districts, the basis for the development of a program of measures for the socio-economic development strategy and its implementation program, for joint planning of urban and rural settlements; the obligatory nature of their planning is to be determined in the Town Planning Code of the Russian Federation and in the Law "On Strategic Planning".

Keywords: Strategy of spatial development, territorial planning, strategic planning, general scheme of settlement, urban agglomerations, general plan.

The question of the belonging of the concept "strategy of spatial development", introduced into the legal field by the law "On strategic planning in the Russian Federation" dated June 28, 2014 No. 172-FZ, to the territorial planning system was raised due to the fact that territorial planning with the adoption of the specified the law is inscribed in the general planning system in the country, but at the same time its content has not been supplemented, and it has not yet been determined what place the spatial development strategy should occupy in it. With regard to the territory of Russia (article 1, paragraph 20): the spatial development strategy is a document of strategic

planning, defining the priorities, goals and objectives of the regional development of the Russian Federation and aimed at maintaining the stability of the settlement system on the territory of the Russian Federation.

The definition of the concept of spatial strategy given in the law is given in relation to the system of documents, in which this document occupies a certain place, and not to its specific content, and does not carry an exhaustive semantic load; because the keyword in the definition is document, and the formal purpose of the document is defined. The content of the strategy is not deciphered in the law, it is determined by a separate decree of the Government of the Russian Federation. The interpretation of the content of the concept of spatial development strategy, in our opinion, is an open question and requires professional discussion.

The main question that deserves attention in this context: is the spatial development strategy a missing link in the territorial planning system in the Russian Federation or an existing but not formalized part of territorial planning documents?

The special significance of territorial planning in the Russian Federation is predetermined by the peculiarities of its space, first of all - the size of the territory, the variety of natural conditions, large regional differences, the contrast of settlement and socio-economic development, which in the absence of a unified strategy

the organization of space leads to an even greater polarization of settlement, to the hypertrophied growth of the largest cities, agglomerations, and an increase in its contrast.

The tasks of improving settlement, regulating processes leading to deepening imbalances in spatial development on a national scale, predetermined the formulation of a spatial development strategy in the number of documents developed within the framework of goal-setting according to the sectoral and territorial principle (Article 11, Clause 2); in accordance with Art. 20 of the law on strategic planning, the spatial development strategy defines the priorities, goals and objectives of the regional development of the Russian Federation and measures to achieve and solve them.

How these tasks are solved and how they are interpreted is clearly illustrated by the electronic resources of the federal department, which is responsible for the implementation of this law (Fig. 1). The following thesis is given on the website of the Ministry of Economic Development: “ Federal law of June 28, 2014 No. 172-FZ "On Strategic Planning in the Russian Federation" provides for the preparation of a fundamentally new type of document for Russia, combining the approaches of strategic and territorial planning - the Spatial Development Strategy of the Russian Federation (hereinafter - the Strategy), designed to become "Projection" of socio-economic development priorities on the territory, to assess the existing settlement system

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Spatial development strategy of Russia

The state policy of regional development of the Russian Federation is aimed at ensuring sustainable socio-economic development of the constituent entities of the Russian Federation. including through the removal of infrastructural restrictions and the fullest use of the potential of regions and cities.

Federal Law No. 172-FZ of June 28, 2014 "On Strategic Planning in the Russian Federation" provides for the preparation of a fundamentally new type of document for Russia that combines the approaches of strategic and territorial planning - the Strategy for the Spatial Development of the Russian Federation (hereinafter referred to as the Strategy), designed to become a "projection" of socio-economic development priorities on the territory, to assess the existing settlement system in the Russian Federation, to give proposals for its harmonization.

The strategy should define the priorities, goals and objectives of the regional development of the Russian Federation, as well as measures to achieve and solve them. As part of the Strategy, proposals are being developed to improve the settlement system on the territory of the Russian Federation and to prioritize the distribution of productive forces.

In accordance with the Decree of the Government of the Russian Federation of August 20, 2015 No. 870 "On the content, composition, procedure for the development and approval of a spatial development strategy, as well as on the procedure for monitoring and controlling its implementation" The strategy is being developed for the entire territory of the Russian Federation in detail its provisions in the context

in the Russian Federation, to give proposals for its harmonization ”.

In this regard, it should be noted that certain theses raise questions on the merits of the above provisions:

1) on the combination of approaches of strategic and territorial planning: is it correct to combine the approaches of the system as a whole and its parts, and why should it be emphasized if in the law itself territorial planning is spelled out as part of strategic planning and they constitute a single system.

2) that the strategy is a fundamentally new document: how new is it, if it is widely known about the documents of goal setting at the state level that existed in the 80s of the last century in the general system of state planning (General Scheme of Settlement on the Territory of the USSR, General Scheme of Development and placement of productive forces, Concept scientific and technological progress), only the name is new and only in relation to the document of the state level: the idea of goal-setting in the sphere of spatial development underlies all activities in territorial planning (in new terminology), and the concept of "territorial strategy" at the regional level was applied in the district planning as early as 80 -ies and 90s.

3) the thesis "strategy as a projection of socio-economic priorities onto the territory" raises the question: isn't it too easy to put regional development depending on socio-economic priorities, shouldn't the priorities somehow pass through the space as a volume, but can simply be projected onto the territory, as on a plane, as if it were a sheet of paper? Socio-economic priorities are thus “projected” onto a territory that is already inhabited and which, being a complex object, has its own laws of development; since the historically established settlement, forms of economic development, etc. are largely determined by natural conditions and differences, and such a projection is one of the possible, but not the only approach to the formation of a state document, in which the provisions of the Constitution of the Russian Federation on the integrity of the territory of the state and the unity of economic space (Articles 4, 8, 67 of the Basic Law). It is also logical to assume that the priorities should be strategic, and references to the Constitution of the Russian Federation should be the main ones.

Without studying the space, without knowing what is happening on the territory, it is difficult to "project" something - you can get into the reservoir, on railroad, a heavy structure or a landfill, into a swamp, into the very center of a forest, or, guided by a map, walk through the taiga within the city limits of the urban district of Komsomolsk-on-Amur and meet a bear or get stuck in the swamps of the Shatura urban district (and this is a whole former district of the Moscow region), and there are dozens of such examples. Leads to such curiosities

in a number of cases, insufficient consideration of the natural "background" when establishing the boundaries of urban districts.

The main thesis, which in this article is submitted for defense, is the statement that the spatial development strategy belongs to the territorial planning system. In order to substantiate this statement, to answer the question: why the spatial development strategy should relate to the territorial planning system, one should again turn to the regional planning methodology, or, in modern terminology, territorial planning (abstracting from its limited definition in the legal field), earth sciences.

Turning to the methodology of theoretical geography, let us recall that the main difference between space is its three-dimensionality. “Emphasizing the need for a three-dimensional approach to geographic objects, we cannot forget for a moment that when studying vast areas of the earth, when distances are measured in tens and hundreds of kilometers, the vertical and any of the horizontal directions are rarely equal. Every now and then they are distracted from the vertical, remembering it as something additional, secondary, and they represent the landscapes as flat ”, BB points out. Rodoman.

The three-dimensionality of geographic space is also associated with the use of the third dimension to record temporal changes. “Having discarded the vertical direction, we release one dimension and can again go to a three-dimensional model, in which the vertical component no longer reflects the real relief of the earth's surface, but characterizes the territory in some way; this third dimension can be used to characterize the intensity of the phenomenon, its dynamism ... in this sense, the third dimension is the main field of activity of cartography. " Geographic space is a philosophical conceptual category - an objective, universal and knowable form of existence of material geographic formations and objects. E.B. Alaev defined geographic space as a set of relationships between geographic objects located in a specific territory and developing over time.

The basic, profile method for working with spatial data is the cartographic method, which occupies a special place in economic-geographical and regional studies. By figurative expression V. Kagansky, landscapes and carpets are similar - they look at them and walk on them with feet, but the difference is also great. The carpet of landscapes is large, boundless, indiscriminate, vague and continuous. Its knots are not only elements of the pattern, but also places of life, communities, different and conflicting territorial entities... The concept of a polarized landscape by B.B. Rodomana assumes the harmonious coexistence of natural zones and human activities, but they are considered by the author as equally important and opposite (polar) parts of the environment. Opposite and contradictory

The severity of spatial development, the phenomena generated, including the effects of over-concentration in cities, give rise to doubts: is uniformity needed if contrast and polarity are the law of spatial development? The concept of a polarized landscape, the associated concept of a natural frame, interrelated settlement, ideas of organizing space can serve as a methodological basis for the formation spatial structure resettlement.

In regional planning (and regional planning as a whole) in relation to space, the strategy meant the sequence and direction of its development, the choice of priority directions for the development of territorial economic systems, the establishment of a ratio between urbanized and natural areas, ensuring their sustainable development and not violating the ecological balance.

In the regional planning, in the general plan, the allocation of the frame has always served as a necessary method for determining the structure of a territorial object; the transport frame, the planning structure were highlighted and a natural frame scheme was built as a counterweight. An architect, geographer, planner thinks in space, structures it, operates with structure; at the same time, the schematic diagram of the planning structure, the transport frame precede all other constructions.

The corresponding definitions are given in the designer's handbook "Regional planning" (1986): planning organization of the territory - rational placement of various functional elements, providing for the optimal mode of their interaction; planning structure - a schematized model of the territory, reflecting the peculiarities of the mutual placement of the most important elements of the natural environment and the main national economic objects. In the normative and methodological materials, definitions of the ecological and natural framework were also given in relation to the tasks of district planning and urban planning, taking into account research in related fields of knowledge: ecological framework is a system of natural territories that ensure the preservation and reproduction of natural resources and gene pool, regulation and compensation of various violations in the structure of ecosystems, maintaining ecological balance; the following components are distinguished: resource protection and environmental protection; natural frame - a set of the most active and environmentally interconnected spatial elements (rivers and river valleys, forests, etc.), on which the viability of the natural environment depends.

Vital role in the system of definitions it occupies the category of urban space as part of the subject of the science of urban processes. The spatial development of society is a fundamental category that covers in

including the sphere of public self-awareness, awareness by society of the environment, the spatial environment in which the community is located. Space as a fundamental category of social development has a significant difference from the geographical approach. At the same time, the essential connection of urban space with economic and legal spaces is expressed in the categories of social development, the centers of which are cities.

There is no generally accepted definition of spatial development, but, in our opinion, the term “spatial development” should be understood as a qualitative change in the properties of space (including the space of a city, settlement system, region) as a result of human transformative activities, under the influence of urbanization, urban, social economic, cultural, demographic, natural, man-made processes. The strategies for the development and transformation of space, laid down in the work on regional planning back in the 20s of the last century, were aimed at achieving economic, and with the development of regional planning as an area of state activity - social and environmental goals.

From these positions, the adoption of the law on strategic planning is an attempt to return the former meaning to concepts, a simple formalization of the logic of handling an object developed over decades, using new terminology. The corresponding principles for this (unity and integrity, continuity and continuity, system balance, program-target principle) are laid down in the law.

The restoration of the status of the basic concepts and achievements of the national urban planning school in modern conditions after significant changes in the management and management system, starting from the 1990s, indicates the applicability of planning approaches at a new qualitative level.

Territory organization, or spatial planning, is the only professional area that synthesizes all possible knowledge about the territory as an object of management. Therefore, it is advisable, along with socio-economic processes and settlement, to consider the entire system of natural, ecological conditions and processes, the projection of which into the territory determines its changes.

A change in the existing trends is possible on the basis of the impact on the processes that led to the above consequences in the field of settlement and organization of space - these are urban, socio-economic, demographic, natural, man-made processes, urbanization, which implies their study, identification of trends, forecasting and choice of options for spatial development.

It should be noted that the composition of the strategy of socio-economic development of any territorial

The draft, as well as the territorial planning documents, includes some of the above issues, and similar procedures were adopted for its development. We have already mentioned the duplication of some of the documents of socio-economic and territorial planning at the strategic forum in 2013. In addition, it was noted that it was necessary to prescribe some kind of regulation for the interaction of departments for their development, however, the subsequent inclusion of documents of both types - both socio-economic and territorial planning - in the competence of the Ministry of Economic Development of Russia put this task among internal departmental issues, since the responsibility for implementation both the specified law as a whole, and for the development of documents of socio-economic and territorial planning, is entrusted to one department - the Ministry of Economic Development.

At the same time, a controversial issue remains whether settlement is the basis and an indirect influence on it is supposed to be made a mechanism of consistent patient qualitative improvements, or settlement becomes a means of economic development, subordinate to current management tasks, in other words, the question of the primacy of social or economic goals, and in practical terms - on the relationship between the approaches of socio-economic and territorial planning. The difference in the approaches of various schools (urban planning and economic-geographical) is in relation to the subject of strategizing: for urban planning, the spatial development strategy implies the organization of space, while economists interpret it as the organization of productive forces. The reason for this is the law itself, in which initially (in the draft) it was envisaged that as part of the Spatial Development Strategy, two documents could be developed - the General Scheme for Settlement and the General Scheme for the Development and Distribution of Productive Forces, and in the adopted law, the Strategy includes proposals on the improvement of the settlement system on the territory of the Russian Federation and the priority directions of the allocation of productive forces (Article 20, item 5), that is, the content of two previously separately executed documents is combined into one.

This thesis on the correlation of approaches is well illustrated by the draft concept of the Spatial Development Strategy (SPD) prepared by the Ministry of Economic Development, which practically repeats the structure characteristic of the strategy of socio-economic development. Due to the streamlined formulation of the law, the possibility of free interpretation by the developers, the content of the concept of the spatial development strategy in it is emasculated almost to the level of the strategy of socio-economic development. At the same time, the specialized part of the content, derived from the name itself - space, has almost been lost.

So, what new does the concept of "spatial development strategy" bring, uniting both documents?

(general schemes - resettlement and distribution of productive forces), and what is it for? Probably in order to freely vary concepts and resolve contradictions within the document.

The concept of a strategy at the country level, prepared by the Ministry of Economic Development, is in fact a strategy for the development and distribution of productive forces, does not bring anything new on the problems of spatial development, but replaces (by its name) a document that is really necessary - the general scheme of resettlement at the country level. It is impossible not to recall again the General Scheme of Settlement on the Territory of the USSR in 1981, which was a scientifically based program for improving settlement. Earlier in the legislation, the general scheme of settlement on the territory of the Russian Federation was provided (in the previous edition of the City Planning Code of the Russian Federation of 1998); in the current edition of 2004, it is not, the sectoral schemes of territorial planning of the Russian Federation are spelled out; and a comprehensive document at the federal level is not required, its development is envisaged by a separate decision (Article 10 of the Civil Code of the Russian Federation), the system of territorial planning at the federal level is thus not completed.

In this regard, it should be emphasized once again that the strategy of spatial development differs from the scheme of socio-economic development - the subject reflected in the name, therefore, its main content, in our opinion, is the linking of all ideas of development, all control actions to the space of Russia, which should begin with a comprehensive consideration of all differences in the territory for a number of conditions: climatic conditions, orography, resources, their availability, transport framework, prevailing settlement, etc. If the concept of "strategy" is introduced by federal law, it must be deciphered and spelled out in that system, to which it belongs not on formal, but on substantive grounds, and therefore also in the system of territorial planning.

In these conditions, it seems important to determine the subject and content of the spatial development strategy, to decipher the concept introduced by the specified law in relation to territorial planning as part of strategic planning, - after all, territorial planning documents are defined by law as an integral part of the system of strategic planning documents, with the exception of the municipal level - master plans of cities, urban districts.

The spatial component of any strategy historically, when applied in the conduct of wars and the development of space, meant binding to the terrain. For the strategy of spatial development, this value should remain decisive. The complexity and unevenness of space initially determined the differences in its development, in the pattern of settlement, and these differences should be shown, as well as the subsequent dynamics of settlement.

The existing settlement is an objective reality, a system with colossal inertia; the population and the main production potential are concentrated in cities. Consequently, it is an objective necessity to study settlement, proceed from its properties on the basis of data on the dynamics of settlement over a long retrospective period, and apply the methods and approaches of system analysis and forecasting when forming a strategy.

Unlike a concept, scheme or strategy for socio-economic development, a spatial development strategy should contain a plan. In the district planning and general plan, such a plan was necessarily present, and this is the main content of the activity and document. The corresponding definitions are given above. This circumstance (the presence of a plan - a fundamental one, showing the mutual arrangement of parts) is the main proof that the spatial development strategy belongs to territorial planning. Methods for structuring and describing space include, based on cartographic and graphoanalytical methods, identifying the fundamental structure of a territorial object - a planning structure, a transport frame, a natural frame.

The spatial strategy of any territorial object - a country, a region, a constituent entity of the Russian Federation, an urbanized area, an urban agglomeration - is essentially its future model, the principle of structure, how it fits into a specific space, and what mandatory decisions are dictated by this spatial (natural, anthropogenic) situation, the prevailing system of settlement, the location of settlement centers, cities, and how this established system needs to be transformed in order to preserve the quality of the environment for future generations.

Therefore, we proposed to define the spatial development strategy as the main and general plan for the development of a territorial object (settlement system, a constituent entity of the Russian Federation, a municipal district, a city, an agglomeration), drawn up in the form of a strategic planning document, defining the priorities, goals, focus, scale and limitations of spatial development on long term perspective; the basis for the development of a program of measures for the strategy of socio-economic development and a program for its implementation, for joint planning of urban and rural settlements.

Which strategic planning document should contain this plan? It would be logical for such a plan, a conceptual diagram, to precede any strategic planning document - both socio-economic development and territorial planning. The organization of the territory should be the result and at the same time the starting point of comprehensive strategic planning for each territorial unit in which strategic plans acquire a specific spatial (geographic) reference.

Spatial development strategy is essentially a conceptual part of spatial planning. The strategy presupposes a general plan, not a program, which is fully developed in territorial planning documents. In fact, the documents of territorial planning in the conceptual part already contain the specified issues, just formally, the legislation does not fix such concepts as planning structure, transport frame, cores, axes, natural frame, etc. These concepts were widely used as an integral part of the regional methodology. layouts (given above).

For the level of the region (macroregion, constituent entity of the Russian Federation), the spatial development strategy should include a planning structure, nuclei (urban centers, agglomerations, if any - urbanized areas), axes, zones, territorial zoning, the most important restrictions. These issues are present in the STP of each constituent entity of the Russian Federation, but are not spelled out as a requirement in the law, but are fulfilled because they are part of the methodology, without which specialized organizations traditionally do not work. For a municipality, the spatial development strategy is similar in content to the strategy of a constituent entity of the Russian Federation. For the city, the spatial development strategy is the general plan itself in its substantiating part, it is necessary component, or the feasibility study of the master plan (in the practice of the Soviet planning system), which previously preceded the master plan, but in modern practice they were replaced by master plans. At the same time, the general plan, contrary to expectations, is not reflected in the system of strategic planning documents (Article 39 of the Law "On Strategic Planning").

Thus, the introduction of the concept of "strategy" in relation to spatial development from the point of view of the actual content the existing system territorial planning can be considered superfluous, since it is a conceptual and already existing (de facto) part of it, but since this concept was introduced by law, it is a reason for formalization in it, a legal basis for decoding. This concept should be disclosed and spelled out in the system to which it belongs not on formal, but on substantive grounds (principles of development of a territorial object, its parameters and the most general restrictions), and therefore in the system of territorial planning.

It is necessary to name the links that are absent in the territorial planning system. The Urban Planning Code of the Russian Federation does not spell out the levels of the country as a whole, the macroregion and urban agglomerations; in our opinion, they should become an object for highlighting their own subject of spatial development strategy as a strategic planning document.

The system of territorial planning of the country cannot be considered complete in conditions when there are no complex STP at the federal level in the legal field (they can develop

by the decision of the Government of the Russian Federation, but this rule is not mandatory). For the country level, an integrating document of federal significance is needed, which sets the strategy and parameters of the interrelated development of cities and other settlements of the country in the long term. Therefore, it is necessary in the Urban Planning Code of the Russian Federation to bring the concept of a strategy for the spatial development of the Russian Federation and decipher its content - the space of Russia, its integrity and differences in terms of a set of conditions, resettlement (dynamics and forecast, regulation options), organization of the territory.

Urban agglomerations should be defined in the Urban Planning Code of the Russian Federation and in the law on strategic planning as objects of regulation and territorial planning; the subject of regulation of the legislation is proposed. For urban agglomerations, a spatial development strategy is the minimum required document that precedes territorial planning at the level of cities, urban districts and municipal districts, the joint planning of which is not mandatory according to urban planning legislation (Article 27 of the Civil Code of the Russian Federation). The strategy for the spatial development of an agglomeration can be a non-staged document (staged work - STP for the territory at the level of the constituent entity of the Russian Federation is provided in full), but mandatory for joint planning and implementation in subsequent documents of territorial planning with high population density and development of the territory of urban agglomerations, for which an appropriate norm in the law is required.

1. The strategy of spatial development is essentially an integral, but not formalized part of the territorial planning system of the Russian Federation and at the same time the missing link in the system of its documents in relation to individual levels of planning.

2. The missing links of the territorial planning system, for which it is necessary to give more precise definitions of the concept and content of the spatial development strategy in the Urban Planning Code of the Russian Federation, are the levels of the country as a whole, the macroregion and urban agglomerations.

3. For urban agglomerations, the spatial development strategy is the minimum required territorial planning document, preceding territorial planning at the level of cities, urban districts and municipal districts; the obligatory nature of their planning must be determined in the Urban Planning Code of the Russian Federation and in the law "On Strategic Planning".

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The toolkit for strategic planning of socio-economic development of territories is quite extensive, given that it is increasingly replenished through the introduction of private practices of commercial management into the public administration system. Modernization of the principles of municipal governance, the competent use of strategic planning tools in public administration can not only significantly increase the effectiveness of the use of Money, but also to make the very subjects of strategic planning more effective.

The strategic program of socio-economic development can be considered not only as an element of a strategic multi-project plan, but also as the main tool for strategic planning of a program-targeted nature, moreover, typical for the sphere of public administration. In this case, the program and the actual programming method as strategic planning tools provide a balance of goals, objectives, resources. This tool allows for multi-level budget financing, as well as the attraction of extra-budgetary funds interested in the implementation of the activities of the program of the participants. The effectiveness and efficiency of the program is assessed on the basis of a system of indicators and indicators, which allows monitoring and evaluating the approach (achievement) of the planned goals and objectives by comparing the step-by-step results with the base (starting) value of the established indicators / indicators.

Socio-economic development programs are based on activities that are mutually linked in terms of goals, objectives, resources, timing and implementers; they all must contain a mechanism effective management results and a specially developed system of indicators (indicators) measuring the achievement of planned goals Padilla Sarosa L.Yu. Planning the economic development of municipalities: Statement of the problem in modern conditions // Management of the development of the territory. 2008. No. 1. P. 25 ..

In some cases, to construct the structure of the concept of social and economic development of a large city, it is useful to apply the methods of system decomposition Chistyakov V.M. Predictive and analytical research and design of scenarios in the development of the concept of socio-economic development of a large city / Methodical materials... URL: http://www.citystrategy.leontief.ru (date of access: 03.03.2011) .. In their aggregate, perhaps the highest constructive power is possessed by the approach to the decomposition of the “big city” system, based on the use of the proposed by L.G. ... Shatikhin of the method of structural matrices Shatikhin LG Structural matrices and their application for the study of systems. M .: Mashinostroenie, 1991.256 p.

In the early 90s, this approach was actively used by the author of this method and his students in the formation of the concept of the development of the city of Kiev. Traditional in systemic task decomposition perspective development cities, used in conceptual design to develop strategic directions and assess their priority, is the method of constructing a "tree of goals". The application of this method, first of all, requires a clear definition of the general goal of the development of the "big city" system and the choice of principles for identifying subgoals. As the general goal of the urban development strategy, both in Russia and abroad, the community's orientation towards improving the quality of life of the urban population is most often taken. As a rule, these are general "head-on" formulations such as "Stable improvement in the quality of life of all segments of the city's population", but sometimes the goal is set very narrowly, for example, to increase average salary citizens for n years to the level of m thousand rubles. In a number of cities, the general goal in the formation of the concept of development was defined as overcoming immigration of residents and population growth at the expense of migrants (for example, in the 70s in Baltimore, USA), structural restructuring of the economy (80s, Dortmund, Germany), attracting capital (80-90s, Munich, Germany), reconstruction of the central part of the city (70s, Minneapolis, USA), etc.

The application of the method of constructing scenarios in the process of forecasting the socio-economic development of a territory is another frequently used tool. Forecasting is a system of scientifically grounded ideas about the directions of socio-economic development. The scenario method is a method for decomposing the forecasting problem, which provides for the selection of a set of individual scenarios for the development of events (i.e., scenarios), in the aggregate, covering all possible development scenarios. Moreover, each individual scenario should allow for the possibility of sufficiently accurate forecasting, and the total number of scenarios should be visible. Scenarios for three possible options future development: optimistic, realistic and inertial.

The possibility of such a decomposition is not obvious. The stages of forecasting are only partially formalized. A significant part of the reasoning is carried out at a qualitative level, as is customary in the socio-economic and humanitarian sciences. One of the reasons is that the desire for excessive formalization and mathematization leads to the artificial introduction of certainty where it is essentially absent, or to the use of the cumbersome mathematical apparatus Orlov A.I. Scenarios of the socio-economic development of Russia for the period up to 2007 and in the XXI century. URL: http://www.thewalls.ru (date of access: 18.05.2011). ...

Analytical systems that use computer modeling of socio-economic development of territories are increasingly used to formulate scenarios. Such systems include complexes of simulation models developed on the basis of system dynamics methods and high-tech solutions in the field of computer modeling and allow:

* predict the main indicators of the socio-economic development of the regions, including financial and economic, in the territorial context, carry out a comprehensive analysis of market equilibrium, analysis and forecast of the level and quality of life of the population of the region;
* make multivariate scenario calculations based on simulation models, taking into account the parameters of tax, investment, budget, structural and monetary policy, social and tariff policy,
* analyze scenarios and socio-economic consequences of reforms in such areas as housing, health care, education, pensions,
* to plan municipal borrowing with various strategies for managing municipal external and internal debt Lychkina N.N. Acceptance support systems management decisions and tools for scenario planning of socio-economic development of territories. URL: http://www.mbiprogram.ru (date of access: 18.05.2011) ..

Strategic plans for the socio-economic development of cities (in those cases when they are generally developed) are sometimes considered as some once adopted static documents that are not permanent job to update, supplement, clarify and correct them. It is important to regulate not only the processes of development, adoption and implementation of the concept and plans for the strategic integrated socio-economic development of the city, but also the procedure for their renewal and adjustment. This means that a well-developed diagnostic tool for the implementation of plans is needed. It is he who will allow us to understand changes in the external and internal situation, to identify errors and, ultimately, to carry out "updates and adjustments." It seems to us necessary, while studying and comprehending the possibilities of implementing strategies, to draw attention to the fact that the most important tool for strategic planning should be considered monitoring the implementation of strategic plans, which will give a real idea of the implementation or progress towards the implementation of the goals and objectives of the plan.

Monitoring is a process of continuous monitoring of the implementation of planned measures and analysis of the reasons for their failure. Granberg A.G., Lvov D.S., Obozov S.A. Strategic management: Region, city, enterprise: Textbook. M .: Ekonomika, 2004. P. 337 .. The purpose of monitoring is to solve problems based on organized control over the implementation of the plan in conditions of specified time and resource constraints.

Monitoring is based on a balanced scorecard (hereinafter referred to as BSC), which includes both financial and non-financial indicators: relations with consumers, internal business processes, training and development (skills and knowledge). Essentially, the BSC is a tool for translating a territory strategy into a comprehensive set of indicators. This set represents the basis of the strategic management system for the development of an organization. Strategy performance indicators are the most important feedback mechanism necessary for its dynamic adjustment and improvement. To concretize the indicators, scientists have developed a so-called strategy map. It is a visual representation of an organization's strategy and the processes and systems required to implement it. The strategy map is used to develop the MTP, which is, strictly speaking, a tool for monitoring the implementation of the strategic plan.

The European experience in the development of territories using program methods has shown that one of the important actions in the process of strategic planning is the assessment of the quality of this process. It allows you to determine what was done well and efficiently, and in what area is required extra work... Evaluation, in addition, allows for analysis, comparing the effect of the implementation of the strategic plan with the goals and objectives that were planned to be achieved.

A tool that allows you to assess the quality of strategic planning in a specific area and indicate the directions in which it can be improved are various methods for assessing the implementation of strategic plans. For this, a certain set of features (indicators) is set that must be satisfied by the strategic planning process and the strategic plan, and criteria are formulated to assess the severity of these features.

This study assesses the quality of strategic planning in the city of Yekaterinburg using the methodology prepared in 2001 by ICSER Leontief Center BS Zhikharevich, AE Yanovskiy. How to assess the quality of strategic planning: A practical guide: Territorial strategic planning. T 2. SPb .: ICSEI "Leontief Center", 2002.43 p ..

This methodology for assessing the quality of strategic planning allows you to assess:

- the process of strategic planning and the system of strategic partnership;
- the direct result of strategic planning - a strategic plan (content and form);
- the final results of strategic planning - improvements in the economy and the quality of life of the city's population, resulting from the implementation of the strategic plan.

Assessment of the quality of strategic planning is a set of procedures, the implementation of which allows you to obtain a formalized assessment - in the form of a set of points and an informal assessment - the conclusion of the expert who carried out the assessment.

The global goal of the assessment is to promote the dissemination of effective strategic planning at the municipal level as a means of achieving significant positive changes in the life of the population of the territories.

The application of the methodology for assessing the effectiveness of strategic planning can allow cities to solve their local problems associated with the organization of strategic planning.

In some territories, the assessment allows:

* determine the directions for improving the strategic planning process (for cities that continue to work on the plan);
* determine the need for and directions for finalizing the strategic plan in the current or next cycle of strategic planning (for cities that have prepared the text of the strategic plan);
* evaluate the progress of implementation and draw conclusions about the need to adjust the plan or strengthen the implementation mechanism (for cities where the strategic plan is being implemented).

In the methodology used in this study, the assessment of the effectiveness of strategic planning is defined as a vector of four assessments of the following components:

strategic planning process and strategic partnership system;

registration and promotion of the strategic plan;

the results of the strategic planning process and the implementation of the strategic plan.

Thus, on the basis of the developed methodology and the studied regulatory framework for strategic planning of the socio-economic development of the municipal formation, in the next chapter we will assess this process in the municipal formation of the city of Yekaterinburg.

Introduction ……………………………………………………………… ... 3

municipalities of urban type… .. ……………………… 7

1.1 Basic concepts and definitions …………………………………… 7

municipalities of urban type ……………………….… .9

Chapter 2. Methodological foundations of territorial strategic

planning …………………… .. ……………… .. …………………… ..16

2.1 Basic principles for the development of a strategic plan ………… ..16

2.2 Analysis of conditions and resources of socio-economic development

cities ……………………………………………… ... ………………. …… 21

methodological support of territorial strategic

planning …………………………………………………………… ... 24

3.1 Improving strategic development planning

municipalities …………………………………. ………… 24

Conclusion ……………………………………………………………………… .30

Sources and literature …………………………………………………… ... 32

INTRODUCTION

The transition to a new system of social relations, the economic and political structure of the country and the transformations associated with this process became the basis for the formation of local self-government in the Russian Federation. According to the Constitution of the Russian Federation, the system of local self-government is designed to “ensure the independent solution by the population of issues of local importance”, which, in accordance with the Federal Law “On General Principles of Organization of Local Self-Government in the Russian Federation”, include issues of socio-economic development of cities and settlements. The relevance of the study is due to the fact that the previously operating system of centralized administrative planning turned out to be incapable of effectively solving the problems that faced it in a market economy and lost its relevance. She should have been replaced by new system views on the planning process, based on the observance of the principle of balance of interests and the establishment of a system of partnership between government, business and the local community. At the same time, the process of restructuring interbudgetary relations, economic and financial crises have increased the need for local authorities to manage the process of municipal development based on more efficient use of existing potential and adaptation to changes in the external environment. The search for a new quality and content in planning the socio-economic development of municipalities has led to the emergence of new forms and methods of this activity. One of these forms is territorial strategic planning, which has become widespread in developed countries since the 1980s.

The relevance of the topic of this work is also due to the fact that modern Russian science of municipal management, although it has deep historical roots, is currently experiencing a period of rapid development in the changed political and economic conditions. At the same time, the very concept of "development" in relation to municipalities still causes a lot of discussion.

The degree of elaboration of the topic... The problems of management and planning of the socio-economic development of cities and settlements arouse considerable interest in society and are widely considered in foreign and Russian economic literature. Theory and experience of strategic planning, development of local self-government in foreign countries, are of undoubted scientific and practical interest, are discussed in detail in the works of R. Ackoff, J. Bryson, D. Wolfson, G. Gordon, L. Goodstine, R. Kemp, G. Mintzberg, A. Miller. However, due to significant differences in the conditions of functioning of municipal authorities in foreign countries and in the Russian Federation, the possibilities of using the scientific results obtained by foreign researchers are sometimes limited. Additional difficulties are introduced by the unique nature of the transitional period currently undergoing in the Russian Federation, the often unpredictable changing “rules of the game” in the sphere of the redistribution of powers between the levels of government.

A great contribution to the development of the theory of local self-government was made by Russian scientists at the beginning of the century: H.H. Avinov, L.A. Velikhov, M.A. Sirinov, V.N. Tverdokhlebov, M.I. Friedman. The works of these authors contain both a detailed analysis of the foundations of the emergence of zemstvo and city self-government, communal services and city finance, and practical approaches to their development. Many theoretical propositions developed by Russian scientists at the beginning of the century have not lost their relevance at the present time.

Among modern Russian studies in the field of local self-government and socio-economic development of territorial-administrative formations, the works of A.E. Balobanova, I.N. Brodsky, G.I. Voblenko, V.A. Vorotylova, B.M. Grinchel, M.A. Rusakova, B.S. Zhikharevich, M.I. Knysha, A.E. Koguta, O.P. Litovki, A.N. Petrova, V.E. Rokhchina, A.A. Rumyantsev, I.I. Sigova, A.M. Khodachek, V.M. Khodachek and others. The studies of these authors are focused on various aspects of the socio-economic development of territories, strategic planning, municipal management, etc. At the same time, as the researchers themselves often note, it is still premature to talk about the formation of a unified methodological and organizational support for the development and implementation of strategic development plans in municipalities.

Research goals and objectives... The main goal of this work is to develop recommendations for improving the process of territorial strategic planning based on the generalization and analysis of existing scientific and practical experience, identifying problems and shortcomings in the organizational and methodological support of this process.

Achievement of this goal determined the need to solve the following tasks:

Determine the place and purpose of territorial strategic planning in the management system of the municipality;

To determine the reasons why strategic planning has become widespread today in the practice of managing the development of municipalities in the Russian Federation;

Formulate and summarize the organizational and methodological foundations of territorial strategic planning;

Determine the stages of the territorial strategic planning process and the requirements for its organization;

Explore the practical experience of developing strategic plans for the development of municipalities at the present stage in Russia, conduct a critical analysis of this experience in order to identify the most typical problems and shortcomings;

To develop and offer municipal officials and specialists involved in strategic planning a tool for conducting self-assessment and monitoring the compliance of the documents being developed with the requirements for the strategic plan.

Object and subject of research... The object of the research is urban-type municipalities.

The subject of the research is the strategic planning of the socio-economic development of urban-type municipalities, the organizational and methodological support of this process and the practical experience of its application.

The theoretical and methodological basis of the study was the works of domestic and foreign researchers in the field of the theory of local government, city and municipal economy, strategic planning.

I used general scientific methods of cognition of socio-economic processes, a combination of deductive and inductive analysis, methods of abstraction. Using the method of content analysis, strategic plans, concepts of socio-economic development of cities were studied. Analyzed the statistical materials and regulatory legal acts of the federal and local levels related to the subject of the study. In generalizations, the systemic method was widely used.

CHAPTER 1. CONTENT AND CONTEXT OF SOCIO-ECONOMIC DEVELOPMENT OF URBAN TYPE MUNICIPAL FORMATIONS

1.1. Basic concepts and definitions

The modern Russian science of municipal management, although it has deep historical roots, is currently experiencing a period of rapid development in the changed political and economic conditions. And like any science that is experiencing a period of rapid accumulation of new knowledge and rethinking of the achievements of the past period, it requires a more attentive attitude to the terminology used. Old terms may be hiding new content, and new terms have not yet made it into explanatory dictionaries. In essence, this section is introductory, since it focuses on the interpretation of several key concepts, without which, however, a correct understanding of the further logic of the presentation of the material is not possible.

Some authors, experts in the field of municipal self-government and municipal economics, point to the existence of a persistent misconception that the municipal economy is often equated with the municipality itself, i.e. many believe that the municipal economy is a city or other municipality... However, the concept of a city (municipality), as rightly noted in the works of L.A. Velikhova is much more complex and, if the municipal formation is considered as an integral socio-economic system, then the municipal economy is a part of this complex system.