Methodical bases of strategic development of territorial planning. Territorial and strategic planning: main problems and trends in the development of legislation The strategic plan for the socio-economic development of the territory is

Strategic plan for the development of the region is a management document that contains an interconnected description of the various aspects of development activities in the region. The preparation of such a document includes:
. setting goals for the development of the region;
. determination of ways to achieve the set goals;
. analysis of potential opportunities, the implementation of which will achieve success;
. development of methods for organizing traffic in selected areas;
. substantiation of rational ways of using resources.

The strategic plan for the socio-economic development of the region is an indicative document that allows the administration of the region and the regional community to act together. This is a document not only of the administration, but to a greater extent of all subjects of the regional development process, including economic agents and participants in the political process. This is not a directive from above, directed from the regional administration to entrepreneurs and residents of the region, but a guideline developed with the participation of all agents of economic activity.
Such a plan provides for balanced and coordinated actions of all subjects to solve existing problems. It is a tool for building partnerships, a mechanism for determining and implementing effective strategic actions in all spheres of life in the region.

The main characteristics of the strategic plan for the socio-economic development of the region include:
. highlighting the strengths and weaknesses of the regional economy, the desire to strengthen, develop, form the competitive advantages of the region with a focus primarily on creating better living conditions for people;
. concise ideas and principles that guide producers of goods and services, investors, the administration and the population, helping them to make decisions based on a vision of the future development;
. partnership interaction of all regional forces.

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

Stages of developing a strategic plan socio-economic development of the region include:
1) an assessment of the achieved level and features of the socio-economic development of the region, which also involves an analysis of the regional resource base of this development;
2) development of a concept for the development of the regional economy, elaboration of scenarios for the modernization of the regional economy in order to
adaptation of the latter to a new system of interregional ties and interdependencies;
3) selection and justification of the directions of the region's prospective development.

These areas are classified depending on the possible scenarios of long-term development determined on the basis of a preliminary analysis, based on calculations of various options for specializing the regional economic complex.
The starting point for the development of the concept should be the definition of the goals of the region's development, as well as its sectoral priorities (the "poles" of the region's development). The main goal of the region's development is seen as solving the problem of the region's self-sufficiency, i.e. the ability to independently perform the full range of functions determined by his status.

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

To implement this installation, the following standards:
. currently achieved standards for the consumption of goods and services;
. actual level of consumption in developed countries;
. rational standards.

In a roughly generalized form, alternatives for regional development can be defined as follows:
1) growth strategy, which is carried out by a significant annual excess of the level of short-term and long-term target parameters over the level of indicators of the previous year (it is used, as a rule, in dynamically developing regions with significant potential);
2) a strategy of limited growth, which is characterized by setting goals from the achieved level, adjusted for inflation (this strategy is chosen mainly by regions with a stable economic situation, which do not want to take big risks in choosing development options);
3) reduction strategy (this alternative is chosen in case of inevitable stagnation of production in the region in order to mitigate negative consequences and is called the strategy of last resort, since the level of goals set is lower than that achieved in the past).

There may be several options in this strategy: reorganization or complete elimination of inefficient industries; cutting off the excess, i.e. curtailment of those industries, the economic inefficiency of which causes a drop in results for the region as a whole; reduction and reorientation: the liquidation of part of the production with the direction of the released funds to the re-profiled and modernized enterprises of the region.

Determining the "poles" of regional development is the most important task in developing a regional development strategy. The main direction of reforming the economy of most regions at the present stage is the gradual movement towards the formation of a new social structure of the post-industrial type based on the use of new technological methods of production in a multi-structural socially oriented economic system with modern characteristics of the quality of life of the population and with an active role government agencies in the regulation of the economy.

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

The implementation of this provision means:
. expanding possible sources of financing for social sectors, attracting funds from the population and enterprises for this on mutually beneficial terms, up to the creation of enterprises with mixed capital in budgetary sectors of the social sphere;
. reducing the cost of the social sphere due to the regime of saving resources, carrying out targeted social measures, structural adjustment and expansion of self-sustaining activities, in connection with which institutions and enterprises of the social sphere should enjoy the regime of tax benefits and the most favored nation;
. pursuing a policy of developing competition in the market of social services with the obligatory control of the regional authorities over the quality of services; stimulating the creation of a competitive environment in the monopoly markets of social services; holding competitions and tenders for the right to provide social services; formation of a municipal order for social services in all major types of the social sphere.

Another direction of the region's modernization is to provide conditions for economic growth based on the expansion of the production of competitive goods, support for innovative industries and new technologies.
The region should be more actively involved in the formation of priority areas for the development of enterprises of all forms of ownership and levels of subordination. The basis should be the priority development of industries working to serve the population. In this regard, the restructuring of industry, especially large enterprises, should provide support for those enterprises that, as a result of market research, have a real effective demand for products. It is also necessary to support the innovative type of development and the establishment of competitive industries in other markets.

To solve the problem of industrial restructuring at the first stages, priority sectors of the economy and leading enterprises are envisaged to ensure a balanced growth of production in all sectors. The support of leading enterprises will create the necessary financial stability of the region's economy, become a source of increasing employment, provide enterprises in related industries with cooperative ties, and concentrate financial resources on breakthrough areas of the economy without dispersing them. Such support implies closer ties between enterprises both in the same industry and within the framework of intersectoral cooperation with the aim of gradually including all enterprises in the region in the development process.
Industrial restructuring involves increasing the flexibility and adaptability of enterprises, supporting small and medium-sized businesses.

Mass and large-scale production in most industries in a crisis is not profitable enough. Therefore, it is necessary to support a policy of reducing the scale of production with a simultaneous increase in the number of small enterprises in various fields of activity.
The implementation of the policy of diversification will make it possible, on the basis of large industrial enterprises, to form several medium and small ones that use the same production capacities more efficiently. However, this is possible only if a certain mechanism for implementing the procedure for disaggregating enterprises and separating property is created. One of the options for such a mechanism is the creation on the basis of large enterprises of an industrial group with a management company responsible for solving joint problems and intervening in the affairs of each of the enterprises only within the framework of its powers.

Support for small and medium-sized businesses is necessary for the region to pursue a policy to create jobs without reducing the efficiency of production and labor productivity. Small business, especially in the field of production and services, has large reserves for employment.
One of the goals of economic restructuring is the saturation of the commodity market, which cannot be achieved without the support of local producers and industries operating in conditions that are closed in the regional market.
Support for local producers is focused on ensuring the stability of the economy, its strategic independence from foreign markets, the concentration financial flows in the region and, as a result, ensuring the stability of its budget. A change in the direction of support towards domestic production and consumption does not mean an orientation towards market isolation, which is practically unrealistic in the context of the globalization of economic ties. We are talking about the adjustment of economic ties, the elimination of disproportions between the import and export of products in terms of its social utility and impact on the region's economy.

The creation of cooperative structures in the form of technological chains of producers of products that are maximally closed within the region will ensure a more complete load production capacity, reduce costs, get tax savings.
The restructuring of the country's economy at the present stage is impossible without the support of resource-saving and energy-saving industries, and the implementation of a resource-saving policy. High material intensity and low efficiency of resource use are one of the main obstacles to the growth of production in terms of focusing on effective demand, so resource saving can be considered as the main criterion for evaluating
the feasibility of restructuring and development measures this production. To this end, it is proposed to create a mechanism for comparing resource costs for all development projects. Enterprises must justify the cost of resources in the calculations and disclose alternative possibilities for their use, especially in the case of obtaining investment loans.

They require a solution to the problem of interbudgetary relations, the distribution of subsidies and transfers across the regions of the country. To implement this direction, a policy of strict control over the income and expenses of the region is necessary, and the efficiency of the management of the region's property must be increased.
Improving the efficiency of the regional economy is also possible through an increase in productivity, utilization and efficiency of the use of production capacities, which can be achieved through the introduction of intensive technologies and, as a result, cost reduction.

A long-term promising direction for the implementation of these activities is achievement of financial stability of the regional budget, changing its structure, finding additional sources of funding.
Main components socio-economic development strategies should become:

Pursuing a targeted structural, scientific, technical and investment policy;
. solution of social problems in the process of reforming the economy;
. stimulation of business activity of the real sector of the economy.

The main direction of economic policy is the creation of a middle class of owners.
Structural restructuring of the domestic industry is possible on the basis of the organizational and economic reorganization of the scientific and technical complex, the establishment of an effective system of research and development, the activation of science on this basis and the implementation of its achievements in life.
The solution of social problems is the most important criterion for the effectiveness of the reforms being carried out in the country.

Depending on the time horizon, certain targets can be set and measures can be taken to solve social problems:

Within the framework of the long-term perspective, the global target setting in the conduct of social policy is
bringing the standard of living of Russians closer to the standards of a post-industrial society;
. within the framework of the medium term, the task is to achieve the pre-crisis standard of living of the population of Russia;
. as an operational goal, one can set the task of providing conditions for the physical survival of people, preventing a social explosion in society.

In the field of stimulating business activity in the real sector of the economy, the most important measures are:
. the establishment by law of minimum guaranteed wages, which reflect the price of unskilled labor and should be focused on the subsistence level in the country; bringing the parameters of the Unified Tariff Scale in line with the subsistence minimum;
. guaranteeing the timely payment of wages by the employer;
. legislative definition of the method and procedure for indexing the income of the population in order to preserve the real purchasing power of money wages in the face of inflation;
. reducing the property stratification of the population, overcoming unreasonably high differences in the income levels of the prosperous part and the poor strata of the population.

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Ministry of Education and Science of the Russian Federation

All-Russian Correspondence Institute of Finance and Economics

Test

Discipline "Forecasting and planning in market conditions"

Territorial development planning

Performed

5th year student day

Specialty GMU

Lecturer Assoc. Grachev A.B.

Bryansk 2010

Introduction

1. Factors and trends of territorial development. Regional economic differentiation in the Russian Federation

2. Organization of forecasting and strategic planning in the regions and municipalities of the Russian Federation

3. Programs of socio-economic development at the federal, regional and municipal levels of government in the Russian Federation

Conclusion

List of used literature

Introduction

The relevance of the work is due to the fact that the transition to a market system of socio-economic development of the country is accompanied by an increase in the role and importance of territorial regulation. This is manifested in the provision of fairly broad rights and opportunities for independent development to the regions, in increasing the responsibility of the territories for solving their own problems and issues. But further advancement of reforms and the final transition to a basic market model in the country is impossible without the active involvement of local factors and resources in this process, without the development of territorial self-government and self-financing.

A more complete account of territorial economic factors is extremely important for our country, which has a vast territory, which is characterized by deep regional and local differences. They are manifested in natural-climatic and national-historical features, in the achieved level of socio-economic development, in the profile and specialization of the territory, etc. Without a scientifically substantiated account of these differences, without the formation of scientific and methodological foundations of territorial self-government, without an active regional and local socio-economic policy, significant progress towards promoting reforms and creating an effective economic system under the project is impossible.

In this control work, it is necessary to disclose the topic "Forecasting and planning the territorial development of the Russian Federation." To do this, we will consider in detail the following issues Factors and trends of territorial development, regional economic differentiation in the Russian Federation, organization of forecasting and strategic planning in the regions and municipalities of the Russian Federation, programs of socio-economic development at the federal, regional and municipal levels of government in the Russian Federation.

1. Factors and trends of territorial development. Regional economic differentiation in the Russian Federation

The main indicators for measuring regional differences on the territory of the Russian Federation are the following factors:

economic and geographical position;

natural and climatic conditions;

· natural resource potential;

· demographic potential;

the structure of the population;

the structure and specialization of the economy;

financial security;

· ecological potential;

technological resources.

At all times there were both favorable and unfavorable factors of regional development. The current socio-economic situation in the regions is developing differently. It depends on the level of development and location of production, transportation, income level of the population, etc. There is also such a problem as the irrational use of the region's resources. There are several types of regions in terms of socio-economic development: poor regions, regions of low and high wealth, regions of relative prosperity.

The historical heterogeneity of Russia's economic space has a great influence on the structure and efficiency of the economy, the strategy of socio-economic policy, etc. Therefore, the issue of regional differentiation is of great importance.

With the beginning of market reforms, the differentiation of regions began to increase rapidly. This was due to the following reasons:

1. The action of market competition.

2. Unequal adaptation of regions to the market.

3. Weakening of the regulatory role of the state (reduction of state financial support).

4. The actual inequality of the regions of the Federation in economic relations with the center.

One of the indicators of growing differentiation is the value of GDP per capita. This is happening against the background of a decrease in the overall level of production in the country. The economic situation is deteriorating in most regions, and the backward regions are falling further behind.

Differentiation also occurs in terms of average per capita income. Prior to the start of market reforms, the difference in per capita incomes of the population was smoothed out. Since the beginning of the 90s. sectoral, professional, and other differentiation in terms of monetary income is intensifying (the sphere of services and the sphere of production). Another indicator is the ratio of monetary income to the subsistence level of life, i.e. cost of living. Here the differences are not very large and they somewhat smooth out the regional differentiation of income per capita.

The rapid transition from an administrative-planned to a market economy in any of the countries that have chosen this path has always led to socio-economic upheavals of varying duration. In Russia, this transitional process is becoming more complicated and lengthening due to the heterogeneity of its economic space, strong differences between regions in terms of their ability to adapt to market conditions. For this reason, three groups of regions turned out to be especially vulnerable.

The first group includes regions with a high concentration of industries that became unprofitable during the transition from planned to market prices or suddenly lost consumer demand for their products (such are cities saturated with military-industrial complex enterprises that have lost state orders, industrial areas with enterprises producing consumer goods that have become uncompetitive in the free market).

The second group is formed by part of the peripheral regions. Their position worsened due to the outstripping growth of transport tariffs compared to prices for manufactured products, as a result of which many transport and economic ties with the country's interior regions became inefficient.

The third group includes regions that previously received significant funds from the federal budget for investment and subsidies for production and lost these sources of financial existence (for example, many northern regions). A number of regions are simultaneously included in two or three of these groups. Their common property is objectively limited possibilities for self-regulation and self-development in a market environment.

The advantages of the transition to new economic conditions were mainly used by the regions that concentrated trade, intermediary and financial activity(first of all, Moscow and St. Petersburg), as well as regions of export orientation.

Many regional tensions in the transition economy are a manifestation of the contradiction between the inertia of the distribution of material elements of national wealth (natural resources, fixed production and non-production assets) and the increased dynamism of the economic conditions of production, labor, and life support. For this reason, there are disproportions between supply and demand in the regional and interregional markets for goods, services, production factors; between producers and consumers. The acuteness of regional problems is also aggravated by the imbalance of market reforms in various areas. For example, market self-regulation of employment in the regions is hampered by the lack of a harmonious housing market (which promotes labor mobility) and the slow development of small and medium-sized businesses that absorb the released labor force from stagnant or reconstructed large enterprises.

As a result of the overlapping of historical disproportions and factors of the transition period, most of the territories of Russia at present are problem regions. The main types of problem regions are underdeveloped, depressed, ecologically dangerous, border regions.

The underdeveloped (traditionally backward) regions include regions that, for a number of reasons, chronically lag behind the average Russian level. This category includes more than half of all republics (North Caucasian, Mari El, Altai, Tuva), a number of regions of the European part. Up to 80% or more of the population of these subjects of the Federation is below the official poverty line.

Depressed regions are characterized by the deepest decline in industrial production (most often these are regions with a high concentration of the military-industrial complex and mechanical engineering, which have lost state orders and investment demand). Here, as a rule, the highest unemployment. Their group includes many industrially developed regions of the North-Western, Central, Volga, Ural, West Siberian, East Siberian regions.

Ecologically hazardous regions include regions experiencing various disasters (Murmansk region, the Volga region, the Urals, Kuzbass), the coast of the rising Caspian Sea.

In a separate group, taking into account the geopolitical situation, it is advisable to single out a number of border regions, since here, in addition to attempts to boost the economy, it is necessary to deploy a fundamentally new border and customs infrastructure for them, which will lead to fundamental changes even in the way of life.

2. Organization of forecasting and strategic planning in the regions and municipalities of the Russian Federation

The relevance of introducing a forecasting and strategic planning system in the regions and municipalities of Russia is due to the following reasons:

strategic planning is an element recognized in world practice in the system of urban management and regulation, it allows you to create conditions for long-term development, helps to make current decisions taking into account strategic goals;

in the conditions of fundamental socio-economic transformations, involving the adaptation of the city to the requirements of a market economy and an open international competitive market, strategic planning is the most adequate tool that can consolidate the efforts of the administration and society in solving the problems of transforming employment, technology and urban space;

the process of strategic planning helps to strengthen the relationship between the administration and the public, improve the image of the city, creates a single vector of efforts of all the active forces of the city.

The following principles are observed in the process of strategic planning:

strategic plan - a short document aimed at increasing the competitiveness of the city. The strategic plan contains ideas that provide guidance for businesses, potential investors, authorities and the city's population in making operational decisions, taking into account the vision of the future. The strategic plan does not cancel or replace other types of plans; it defines development only in the most important, priority areas for the city;

the strategic plan is developed and implemented publicly, on the basis of public-private partnership. The strategic plan is a set of actions agreed upon by stakeholders, it is an agreement on specific measures of strategic importance for the city that must be taken in the interests of the economy and the population;

The strategic plan combines a long-term vision with the specifics of immediate action. It is long-term in terms of the depth of the forecast and the duration of the consequences of the planned actions, but medium-term in terms of the nature of the measures included in it;

strategic planning is a continuous process: the stages of developing and implementing a strategic plan are combined in a continuous cycle through a monitoring and adjustment system based on a strategic partnership mechanism.

City authorities, the largest and most influential organizations, enterprises, associations, the public and the population are involved in the development and implementation of forecasts and strategic plans.

Enterprises and organizations involved in the process of developing and implementing forecasts and strategic plans get the opportunity to argue the priority of the areas they represent and, accordingly, count on joint actions with the City Administration. In addition, the development and implementation of a strategic plan for enterprises also becomes a means of dialogue with their closest business partners and competitors operating in the city and region.

The city administration, through the strategic plan, receives a mechanism for regular open interaction with business and the public, a mechanism feedback, allowing to orient the actions of the authorities in the interests of socially recognized goals and directions.

The population and the public get the opportunity to directly participate in the development of a strategic plan within the framework of a system of professional and public discussion, which allows them both to influence the choice of development priorities and directions, and to realize their creative and civic potential.

Stages of developing a strategic plan:

In accordance with the procedure, in the year of the development of the strategic plan, the following approximate work schedule is valid:

January-February - analytical stage,

March-April - the stage of choosing goals and strategic directions of development;

April - a citywide conference and a meeting of the Strategic Planning Council to approve the results of the analysis, the formulation of the main goal, the main strategic directions and goals, as well as the structure and composition of thematic planning commissions,

May-July - planning stage,

July - meeting of the Executive Committee to consider the first edition of the strategic plan and decide on the start of an extended professional and public discussion of the plan as a whole,

August-November - publication of the first edition of the strategic plan, collection of comments and additions, holding sectional meetings of the Citywide Conference in the form of open meetings of thematic commissions to discuss the amendments received and approve fragments of the second edition of the text of the strategic plan,

December - layout of the second edition of the strategic plan, its distribution for consideration by the members of the Council; adoption of the strategic plan at the meeting of the Council.

In the process of developing a strategic plan, the following substantive steps are carried out:

analysis (diagnosis of the state of the city, the study of external and internal factors determining development, SWOT-analysis),

goal setting (determination and approval of the main goal, main strategic directions, goals),

planning (formation of private strategies for achieving goals in each direction and selection of measures, distribution of responsibility for the implementation of the plan).

The analysis becomes the basis for the subsequent selection of a small number of priority areas and projects, so it is very important. The basis for strategic analysis are: traditional statistical analysis, comparative analysis, expert surveys, sociological surveys. These methods are used at the preliminary stage for the accumulation and systematization of primary information.

The essence of strategic analysis is the analysis of the competitiveness of the city in terms of individual factors in comparison with analogues, neighbors.

The necessary elements of the analysis are:

Analysis of the external environment in which the development of the city takes place (economic and social trends regional, Russian and world level),

Analysis of the economic and geographical position,

Analysis of interbudgetary relations and the possibilities of influencing their change,

Analysis of resources, including organizational,

Analysis of social potential, psychological readiness to change

Analysis of the interests of the main actors - industry groupings, individual groups of the population, clans, elites; it is necessary to understand who specifically is able to support the strategic plan, whose interests may be affected by the implementation of certain areas and projects of the plan.

The tool of strategic analysis is SWOT-analysis. The essence of this method is reflected in its name. The abbreviation SWOT is formed by the initial letters of English words meaning - strength, weakness, opportunities, dangers.

A SWOT analysis can be seen as a means of presenting, aggregating the results of detailed surveys and justifications that result in clear judgments about a city's comparative advantages or disadvantages. The ideology of SWOT-analysis allows not to lose sight of the ultimate goal of all calculations and justifications - to answer questions about promising areas of development that make it possible to activate natural advantages, eliminate disadvantages, use all emerging opportunities and avoid potential dangers.

As part of the analysis, special attention should be paid to the assessment of the economic climate, since the policy of creating a favorable economic climate is an indispensable part of the economic strategy. Each city has its own set of factors that favor or hinder certain industries. The full set of these factors that determine the attractiveness of the city as a place for doing business is quite large and can be detailed and grouped in various ways (tax legislation and its application; registration and licensing rules; environmental restrictions on production; development and quality of general business services (banks, information); accessibility financial resources, including benefits and subsidies from the authorities; availability of business support programs; criminalization of business, including corruption of the authorities; openness of the local business community, existence of clubs, associations of entrepreneurs, code business ethics; accessibility of local authorities, the mentality of the population, its attitude to work).

As part of the analysis phase, it is useful to use a scenario approach.

Two types of scenarios are possible:

· Scenarios for the development of external conditions. They are built on the basis of hypotheses about the polar development of a number of external factors that are beyond the control of the city. For example, a fall in coal prices, the laying of an oil pipeline or a federal road, a change in relations with a border country, and so on.

These scripts allow you to:

a) more productively form an idea of ​​the field of opportunities and threats for the development of the city;

b) to check in the future put forward projects and priorities for sustainability, and riskiness under various options for the development of external conditions.

· Scenarios for the development of the city with the predominance of a particular function or industry. Such scenarios allow a better understanding of the socio-economic consequences of the implementation of projects aimed at the development of certain types of activities.

For each scenario, advantages, disadvantages, risks should be indicated.

The end result of the analysis stage:

formulation of hypotheses regarding possible directions for the development of the city, allowing maximum use strengths, defining the desired future of the city;

Identification of the most acute problems hindering development;

· advancing several formulations of the strategic development goal for the nearest period.

The choice of the goal of the strategic plan of the city should be based on the results of the analysis. Thus, the main goal or perspective appears.

The main goal (perspective) should include the following four elements:

1. Time dimension;

2. Original "sales" offer (promotion of a brand made in the city);

3. "Driving forces";

4. Flagship projects.

A vision is a clear general goal or a picture of the desired future, which is understood, supported and implemented by the entire urban community.

The choice of development priorities is based on the results of the analysis, taking into account the maximum impact on the achievement of the formulated main goal at minimal cost. As a rule, strategic directions should contribute to the realization of the competitive advantages of the city. The recommended number of directions is 3-6, goals - 10-15, projects - 20-40. The following directions are usually formed:

Improvement of general conditions for business,

Development of certain groups of industries and industries,

infrastructure development,

Reforming urban public services (municipal services in the social sphere).

The more specific the strategic directions for a given city, the better. The strategic plan should be tied to the place and time as much as possible. A short and specific strategic plan, including a small number of areas and projects that really give a strong impetus to the development of the city, is better than a long and amorphous plan.

When developing a strategic plan, it is advisable to move from directions to projects, but if you cannot quickly decide on the identification and approval of directions, you can focus on initiating and selecting projects, which are then grouped by directions.

Evaluation and subsequent selection of investment projects for financing from the city budget and borrowed funds are based on three groups of indicators that reflect:

social efficiency of spending;

budgetary efficiency of expenditure of funds;

efficient use of urban resources and attracting private investment in the process of project implementation.

One of the tools for discussion and selection of final decisions can be a citywide conference, during which participants are given the opportunity to discuss, vote, and fill out evaluation sheets. The organization of such a conference allows the participants, divided into small groups, to get acquainted with the proposed projects in detail and rank them, which provides objective grounds for the experts to form the final texts.

The main purpose of monitoring is to ensure the implementation and constant maintenance of the relevance of the strategic plan.

During the monitoring of the strategic plan, the following tasks are solved:

stimulate the implementation of the plan as a whole and individual programs and projects,

assess the degree of achievement of the main goal and goals of the Strategic Plan, provide information for making decisions on the allocation of resources to achieve the goals or on adjusting the goals,

assess the degree of implementation of measures, provide information for clarification and adjustment of measures,

maintain strategic planning structures in place.

Monitoring of the Strategic Plan includes three components:

Monitoring of the external environment of the city development. It is based on research work to study the situation in industries and regions that are of strategic importance for the city.

Monitoring the overall results of the implementation of the Strategic Plan, the degree of progress in the selected strategic areas towards the main goal. Based on the analysis of statistics and a limited number of selected integral indicators. It is divided into three sub-blocks - monitoring the achievement of the main goal, monitoring progress in strategic areas, monitoring the achievement of goals. Monitoring is carried out by a group of analysts. The results of monitoring are summed up twice a year in analytical reports of a fixed structure, with conclusions on the degree of achievement of goals and the need to adjust the Strategic Plan.

Monitoring the process of project implementation (monitoring of efforts and partial results).

Responsible executors for the main activities of the comprehensive program of socio-economic development of the city of Bryansk for 2008-2022 are the management bodies of the administration of the city of Bryansk, institutions and organizations of the city district.

The Economics Committee of the Bryansk City Administration acts as the coordinator of the implementation of the program activities. The functions of the coordinator include:

Monitoring the implementation of the program;

Preparation of reports on the implementation of the program;

Formation of an annual plan for socio-economic development for the next financial year on the basis of budget requests submitted by the governing bodies of the administration of the city of Bryansk, responsible for the implementation of the main directions of the program;

Coordination of work on the preparation of changes and additions to the Program.

The implementation of long-term and medium-term plans for the socio-economic development of the city of Bryansk involves the implementation of measures aimed at achieving the goals and objectives set in them, through the implementation of the annual plan.

The annual plan for the socio-economic development of the city of Bryansk is formed by the coordinator on the basis of budget requests submitted for each area of ​​the socio-economic development of the urban district by the executors of the Program responsible for the implementation of its main directions. The deadlines for submission and the form of budget applications are approved by the administration of the city district. The annual plan for the socio-economic development of the city of Bryansk is considered at a meeting of the Collegium of the Administration of the city of Bryansk and approved by the Duma of the city of Bryansk simultaneously with the budget of the city of Bryansk for the next financial year.

Financing of medium-term plan activities from the budget of the city of Bryansk is carried out through its responsible executors, who are budget recipients.

The activities and indicators of the Program can be adjusted annually, taking into account the results of achieving the goals and objectives set and the funds allocated for its implementation. During the period of implementation of the Program, changes and additions may be made to it, a decision may be made to terminate the implementation ahead of schedule. Responsible executors of program activities provide the documents necessary for submission to the Duma in the prescribed manner to the Program coordinator for approval.

General control over the implementation of the Program is carried out by the Duma of the city of Bryansk, the Chamber of Control and Accounts of the city of Bryansk in the manner prescribed by the regulatory legal acts of the city of Bryansk. Current control over the implementation of the Program is carried out by its coordinator.

Financial control over the targeted use of funds during the implementation of the Program is carried out by the Finance Committee of the Administration of the city of Bryansk.

The report on the implementation of the Program is developed and submitted to the Duma of the city of Bryansk in the manner prescribed by the Regulations “On the Comprehensive Program for the Socio-Economic Development of the City of Bryansk.

3. Programs of socio-economic development at the federal, regional and municipal levels of government in the Russian Federation

Solving the problems of improving the welfare of the population and reducing poverty based on sustainable economic growth must be carried out using the advantages of the federal structure of the state, its decentralized structure, and also taking into account the restrictions imposed on economic policy by the peculiarities of the territorial structure of Russia.

When developing a system of measures within the framework of regional policy, it is necessary to take into account that decentralized system decision-making in the state, the presence of several levels of power and management responsible to their own voters for the policy pursued within the legally defined areas of competence is an advantage, the effective use of which will create incentives to ensure the well-being of the population throughout the country.

The process of delimitation of powers between the levels of government, the reform of local self-government should lead to the strengthening of this advantage by clearly defining, if possible, non-overlapping areas of responsibility of each level of government, increasing the independence of regional and local authorities in decision-making, as well as establishing stable and formalized rules for the relationship between levels of government and management.

In the medium term, it is necessary to focus on the following main areas of federal policy in the field of creating incentives for solving national problems at the regional and local levels:

1. The development of human capital, which involves monitoring and studying the main trends in migration processes within the country, promoting the free movement of labor and the effective deployment of labor resources as a response to the challenges of new economic conditions, creating a system educational projects aimed both at training human resources responsible for the effective implementation of reforms at the regional and local levels, and at staffing economic growth (investment projects).

2. Ensuring the unity of the country's economic space while maintaining the independence of regional and local authorities in making decisions within their competence - removing barriers to the free movement of labor, goods and services, capital, opening regional markets, removing obstacles to the implementation of investment projects, small business development at the regional and local level.

3. Promoting the implementation of socio-economic reforms at the regional and local levels - creating incentives for the introduction of strategic planning tools, program-targeted budgeting and performance-based budgeting, new mechanisms for administrative regulation and management, relationships with local governments, development of mechanisms for private public partnerships at the regional and local levels.

Achievement of the goals set within the framework of the regional policy in the medium term is ensured by solving the following tasks:

1. Effective implementation of legislative decisions on the delimitation of powers between the levels of state power and local self-government.

2. Creation of a system of federal monitoring of regional socio-economic indicators, identification and dissemination of best practices 3. Promotion of socio-economic development of regions and municipalities

4. Promoting the development of independent elected local governments as the level of government closest to the population and directly responsible to the voters for providing key public goods.

5. Promoting inter-regional coordination of decisions in the field of economic policy.

6. Pursuing a policy to identify and develop economic clusters at the territorial level.

Ensuring sustainable economic growth based on increasing the competitiveness of the country's economy on a national scale is associated with a set of restrictions of a territorial and geopolitical nature that will require adoption. special measures federal regulation, taking into account the characteristics of individual territories.

The goals of improving the welfare of the population, reducing poverty, and ensuring sustainable economic growth based on the growth of the competitiveness of the Russian economy must be achieved with the active use of the benefits of economic and financial decentralization. It is at the regional and local levels of government that the key levers of influence on the effectiveness of measures proposed for implementation within the framework of the medium-term program are often concentrated. At the same time, the desire to solve national problems throughout the country should not be replaced by the centralization of all power and financial powers at the federal level. A reasonable balance of rights and duties, powers and responsibilities of the levels of government and management is essential condition successful implementation of reforms in a state with a high degree of inter-territorial differences and a large territory, such as the Russian Federation.

One of the conditions for increasing the level of competitiveness of the Russian economy is the development of human capital. The solution of this problem in the medium term must be carried out taking into account its territorial aspects.

Sustainable economic growth, increasing the competitiveness of the Russian economy, and the development of human capital are possible only if the unity of the country's economic space is ensured. Anti-constitutional barriers to the inter-territorial movement of labor resources, capital, goods and services still exist.

The obstacles created to the implementation of entrepreneurial and investment activities in various regions and municipalities lead to a decrease in economic growth rates, a decline in the well-being of large groups of the population.

The policy of the federal authorities in the medium term will be not so much to equalize the socio-economic development and welfare of the regions, but to ensure the unity of the economic space and create conditions for fair competition between regions and municipalities for attracting resources.

Successful implementation of the program of socio-economic development of the Russian Federation in the medium term in a number of areas is impossible without taking measures to intensively implement reforms at the sub-federal level. In particular, we are talking on the implementation of budgetary and administrative reform - the introduction of strategic planning tools, program-targeted budgeting and result-oriented budgeting, new mechanisms of administrative regulation. In addition, regional and local authorities play a key role in building a new system for the provision of housing and communal services, providing the population with transport and social infrastructure, education, and healthcare.

In the medium term, the goal of federal policy will be to actively promote the effective implementation of the most important reforms at the level of authorities of the constituent entities of the Russian Federation and local governments. The implementation of such a policy will not be reduced to the centralization of powers at the federal level and the use of tools to coerce lower authorities into making certain decisions. On the contrary, the priority of the Government of the Russian Federation in the medium term is to create a system of incentives for sub-federal authorities to implement priority social and economic reforms.

Among the main mechanisms aimed at creating such a system of incentives, it is necessary to highlight the following:

Implementation of existing mechanisms for financial incentives for regions and municipalities, focused on the implementation of priority reforms;

Co-financing the efforts of regional and local authorities in the field of socio-economic reforms from the federal budget;

Identification and dissemination of the best regional and municipal practices in the field of socio-economic reforms;

Adoption of other measures within the framework of their own competence by the federal authorities aimed at creating incentives for the authorities of the regional and local levels to carry out priority socio-economic reforms.

One of the goals of the country's socio-economic development policy will be the establishment of long-term priorities for territorial development. The solution of this problem should be aimed at a more complete consideration of the territorial aspects and problems of socio-economic development for the Government of the Russian Federation to make decisions in the field of economic policy.

The next few years will be characterized by a large-scale reform in the field of delimitation of powers between levels of state power, reform of federal relations, local self-government, regional and municipal finance, and interbudgetary relations. The legislative formalization of this reform has been completed in general terms, and the necessary by-laws are to be adopted in the near future, as well as to ensure the practical implementation of the provisions of the reform. As a result, there should be a rejection of the excessive interference of the federal authorities in resolving issues of regional and local importance, a decrease in the degree of federal regulation at the territorial level, and a new system of municipal authorities has been built. The scale of the reforms in this area and their importance for the implementation of measures envisaged for implementation in the medium term determines the special attention of the Government of the Russian Federation to this problem in the near future.

4. A task

Determine the forecast of demand for product "A" in the regional market with a price elasticity of demand of 2.12. The number of buyers in the region may reach 600 thousand people. The current level of sale of goods is 5.5 kg per person for the period. It is planned to reduce the price of goods by 6%.

1. Determine the growth in demand for product "A" with a decrease in its price by 6%:

Q = 2.12 * 6% = 12.72%.

2. Determine the level of sales of product "A" by one buyer after a price reduction:

5.5 * 1.1272 = 6.1996 (kg).

3. Determine the total sales volume for product "A":

6.1996 * 600000 = 3719760 (kg).

When the price of good A falls, the demand for that good will increase.

5. Tests

1. Distribute the following factors of economic growth into two groups:

2. The development of the agro-industrial complex is currently constrained by the following reasons (name the two main ones listed):

1. The unresolved problem of land ownership

2. Insecurity of the domestic market from foreign food suppliers

3. Weakness of the material and technical base of production

4. Inefficiency of state regulation of the agro-industrial complex

Answer: 3, 4.

3. The document of program-targeted planning is:

1. Planned task

2. Forecast

3. Target integrated program

4. Inclusion in regional programs and projects of individual events of federal programs:

1. Allowed

2. Not allowed

5. State order:

1. Capable of creating a multiplicative demand

2. Serves as a form of support for domestic producers

3. Restricts the economic freedom of the supplier

Conclusion

The Russian Federation is a state with significant inter-territorial differences in the level of economic development, provision with social infrastructure facilities, and investment opportunities for the public and private sectors. In this regard, the basis of the federal policy in the field of socio-economic development of the territories should be the equalization of conditions for ensuring economic growth throughout the country while reducing inter-territorial differences in the level of well-being of the population.

The efforts of the federal authorities to create conditions for the fullest use of the opportunities for increasing the welfare of the population and economic growth based on the growth of competitiveness in the regions should be based on the implementation of partnership mechanisms between levels of government and are focused on the following areas:

Assistance in the process of developing socio-economic development programs at the level of the subjects of the Federation (development of a new standard layout of programs, guidelines according to their compilation), contributing, among other things, to solving the problems of the federal program of socio-economic development;

Assistance in the implementation in the regions of a system of program-targeted budgeting and performance-oriented budgeting, embedding the regions in the system for achieving the goals of the executive branch (Government);

Development, with the participation of the federal authorities, of model laws and regulations for regions and municipalities aimed at creating a favorable business climate in the regions and municipalities;

Study and dissemination of the best regional practice to stimulate economic growth at the regional and municipal levels;

Development and introduction of additional measures to support investment in certain regions through the creation of technology and innovation zones with federal participation.

Russia will have to improve the system of federal policy measures in relation to certain regions and territories - the North Caucasus, the Kaliningrad region, Far East. In the near future, federal target programs for regional development will focus exclusively on supporting the listed territories with a simultaneous radical revision of the mechanisms for federal support for the development of territories, even in the presence of special geopolitical conditions. In addition to providing federal support in these territories, it is necessary to apply special measures in the field of migration policy, international and foreign economic relations, etc.

List of used literature

management forecasting strategic planning

1. Vikhansky O.S. Strategic management. - M.: Garderika, 2009.

2. Vladimirova L.P. Forecasting and planning in market conditions: Proc. allowance. - 3rd ed., revised. and additional - M.: "Dashkov and K", 2004.

3. Forecasting and planning in the market: Proc. manual for universities / Ed. T.G. Morozova, A.V. Pikulkin. - M.: UNITI-DANA, 1999.

4. Forecasting and planning of the economy / Ed. IN AND. Borisevich. - Minsk: Ecoperspective, 2011.

5. Rokhchin V.E. Strategic planning for the development of Russian regions. - S-P, 2010.

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2.1 Basic principles for the development of a strategic plan for the development of the territory

The strategic plan, based on many projects, should be created taking into account the socio-economic and political situation in a particular city and ensure the efficient use of the resources that the city has or can actually attract to achieve its development goal. Therefore, the preparation of the plan should be preceded by a serious analytical stage, during which it is necessary to consider the development of the city. An analytical report with an assessment of the conditions and resources for development, as well as proposals for development directions should be a mandatory annex to the economic development plan.

Work on the plan should proceed from the requirement to increase the available processes for managing the city's economy. Work on the plan should be carried out taking into account the positions of all representatives of the urban community (local authorities, business, public representatives, scientific and educational institutions, etc.), using their intellectual and organizational potential. City government structures that act on behalf of the city community should involve competent representatives of the city community in the development process and interact with higher-level administrative structures (regional and federal).

The plan should be a forward-looking document, corresponding to the current economic reality, and should be designed for the medium-long term. It should include a city development concept and a summary of target programs planned for development and implementation. When developing programs, it is necessary to take into account their impact on all components of the development of the city: economic, socio-cultural, urban planning, environmental and others.

The most important feature of an economic development plan should be flexibility. The implementation process of the plan involves its periodic review of more stringent annual plans. In addition, as necessary, the strategic plan itself should be changed and refined in accordance with changes in the socio-economic situation and the views of the urban community on the development of the city.

The most important condition for the qualitative development of the plan is the leadership of the city leader, and the key to its successful implementation is the support of the entire city community, for which the plan must go through the procedures of public discussion and adoption by the city representative authority.

At present, in most Russian cities, the work of planning economic development is usually carried out by the city administration itself, most often by the committee on economics or the department of socio-economic development. Planning the development of the city by the city administration has a number of disadvantages associated with a large amount of ongoing operational work. As a rule, the work of these departments has little to do with the development of a city development plan in its modern sense. The preparation of today's plans for socio-economic development usually consists in the mechanical combination of various, little interconnected programs prepared by the sectoral departments of the administration. This work is carried out "from the bottom up", without a developed concept for the development of the city, without substantiated priorities for the implementation and financing of individual programs.

For decades, stereotypes of work that have evolved most often do not allow taking into account the realities of new processes, in particular, the formation of a new active group of subjects of urban socio-economic life.

The tasks of organizing modern planning of economic development, which are being solved in the context of the transition to market relations, the almost complete absence of administrative directives from higher levels of government and the need to make independent, economically sound decisions, require the fulfillment of a number of conditions.

First, the process of working on an urban development plan must be initiated by the mayor. First of all, the city leader must convince the city community of the need to adopt and implement an urban development plan. Subsequently, the functions of the practical organizer of the planning work can be transferred to another person, for example, an employee of the city administration, who has received an appropriate official assignment. However, in any case, it is necessary to maintain the full and constant support of the head of the city, who has real power.

Secondly, it is necessary to involve the city community in the process of developing a concept for the development of the city and preparing an economic development plan. Planning work should involve city organizations or individual citizens who:

• a) are themselves subjects of urban socio-economic life and, accordingly, have their own goals, which must be taken into account in the course of developing a city development plan;
• b) can professionally formulate their proposals on ways to develop the urban economy;
• c) have intellectual, human, organizational, material and financial potential that can be used in the course of planning work.

In order to fulfill these conditions and ensure a balance of interests of different representatives of the city, it is necessary to find appropriate schemes for their involvement in planning. Schemes can vary and depend on many factors, including the size of the city, the economic situation in it, the goals of economic development, the degree of interest of the private and public sectors in economic development, the financial and human resources of the city.

Planning for the economic development of the city is similar to strategic planning in business and includes several classical stages. There are different options for designating the stages for creating an urban economic development plan, but their differences are not of a fundamental nature. These steps can be labeled as follows.

• - Analysis of the conditions and resources for the economic development of the city /
• - Development of the concept of economic development of the city.
• - Development of targeted programs.
• - Consolidation of targeted programs into a plan, orientation towards execution.
• 2.2 Analysis of the conditions and resources for the socio-economic development of the city

This work is carried out by experts who are members of the working group, or representing an independent developer organization, in accordance with the planning organization scheme chosen by the city. Practically everywhere, specialists from city administration departments take part in such work, preparing the relevant sections, consulting, and providing the necessary information resources. External experts from various organizations may be involved in the work as necessary and as the payment is possible. It is advisable to involve students of local higher educational institutions in the procedure for collecting materials and processing them.

The first task of the stage is to analyze the environment in which the city will develop.

The city is an open system, and it will directly respond to political, economic, social, natural-geographical and other factors that manifest themselves at all external levels - international, national, regional.

The main purpose of the analysis should be to find the competitive advantages of the city, as well as to determine external dangers and threats - how the region in which the city is located looks like in comparison with others, especially with neighboring regions; how the city looks compared to other cities.

The second task of the stage is to evaluate and take into account the resources that the city has or can actually attract for the purposes of its development: material, intellectual, and others. Significant qualitative changes have taken place in the structure of resources for the economic development of Russian cities, which are by no means always captured by statistics. Economic entities, primarily privatized ones, practically fell out of the sphere of direct control of the city administration. industrial enterprises, service and trade enterprises, etc. At the same time, the role of those species that were previously used extremely inefficiently, such as urban real estate and land, has grown dramatically. New opportunities are opening up in the use of financial, labor, cultural and recreational resources, urban infrastructure. Information is turning into a new powerful resource.

In the current conditions, all types of resources must be considered from the point of view of creating a favorable economic climate in the city. In this regard, it is very important to improve the local legal, tax and organizational environment for doing business, create clear and stable conditions for investors, as well as for the development of small and medium-sized businesses.

It should be taken into account that active marketing of the city is carried out through the creation of its favorable image, through ensuring the transparency of the budget, as well as through the adoption of an economic development plan, the very existence of which already tells the investor about the city's focus on stable and constructive relations with the city.

The result of this stage should be a report with an analysis of the state and prospects of the conditions for the economic development of the city, with a detailed description of the resources. In addition, the report should formulate proposals for development goals that will be included in the future plan, and a thorough justification of these goals. The most developed version of the report should contain proposals tied to several scenarios of the development of events and indicating the most probable one.

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

The strategic development plan can be seen as a documented reflection of the desired future state of the economic and social structure of the region (goals) and a way to use available and realistically possible resources to achieve this.

The initial principles of strategic planning for the development of territories are:

1. Reliance on available resources. An objective accounting of material, financial, labor and scientific resources will make it possible to correctly assess the competitive advantages and capabilities of the territory, to determine the main directions of its development.

2. Accounting for historical and spatial-geographical features and patterns of development of the territory. The natural economic and socio-cultural course of events must not be disturbed, but it is necessary to continue them creatively.

3. Taking into account global development trends, as well as scientific, technical and socio-economic processes.

4. Search for allies. Alone, the territories, and even more so individual municipalities, cannot cope not only with the implementation of the plans, but also with the current problems. Allies should be sought in all instances and spheres: among the higher authorities, in the business environment, the media, and science. You can't do without a positive public opinion.

5. Exclusion of imitation. One should not strive to become a shadow of another territory.

To understand the problems that hinder the spread of strategic planning, it should be borne in mind that, firstly, it is not adequate for the establishment of a certain order by society and the unquestioning implementation of measures strictly in accordance with predetermined tasks, i.e. is not built on the basis of commands-orders. Secondly, in strategic planning, the achievement of the future is not implemented as a rigid line of behavior, but acts as a vector of movement that can constantly adjust its direction under the influence of newly emerging conditions and factors. The main thing here is the implementation of the mission of the development of the territory. Thirdly, strategic planning is not a self-regulating system, acting under the influence of external conditions and adapting to them.

When forming a strategic planning mechanism, one should proceed from the need to respect the interests of all participants in the development of the territory: government, business, and the public. But the driving force is always the government: it not only realizes its own interest, but also creates conditions for the effective functioning of enterprises, improves the investment climate of the territory, and provides equal competitive opportunities for all partners.

Agrarian economists A.V. Merzlov, A.L. Novoselov and N.V. Chepurnykh note: “It should be noted that the strategic plan is not a law or a decree binding on the administration, entrepreneurs and citizens. It is mandatory insofar as the administration considers it the basis of its economic policy. A well-designed strategic plan is the basis for implementing more detailed plans for every year. At the same time, it should be borne in mind that the strategic plan does not represent a certain guarantee of the implementation of the envisaged development strategies, but is only an important tool that helps in the implementation of the chosen development directions. It is always based on the information that was known during its development.

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

Systematic resolution of objective contradictions;

complex use of resources available on the territory;

· targeted restructuring in the territory in the direction of diversification of the economy and services;

· departure from the "raw material" orientation of the development of the local economy;

Subordination of investment activity to the creation of comfortable industrial and cultural conditions for the population of the territories;

· Gradual approximation of the economies of municipalities to the standards of the world level of development.

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

increasing the competitiveness of the territory;

development of a new way of thinking about the forms and methods of territory development;

· formation on the territory of structures - locomotives of economic development;

· synthesis of state municipal regulation and market self-regulation;

· formation on the territory of a new, corporate type of relationship between government, business, the public and other structures.

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

Until recently, there were no regulatory documents obliging the authorities of regions and municipalities to use strategic planning when choosing prospects for the development of a territory. With the entry into force of the Town Planning Code of the Russian Federation, state authorities and local governments are required to carry out territorial planning. According to Part 1 of Article 9 of the Town Planning Code, “Territorial planning is aimed at determining the designation of territories in territorial planning documents based on a combination of social, economic, environmental and other factors in order to ensure sustainable development of territories(our italics. - Auth.), development of engineering, transport and social infrastructures, ensuring that the interests of citizens and their associations, the Russian Federation, constituent entities of the Russian Federation, and municipalities are taken into account.

Part 3 of Article 9 determines that "territorial planning documents are binding on public authorities, local governments when they make decisions and implement such decisions."

According to part 4 of article 9, “It is not allowed to make decisions by state authorities, local governments on reserving land, on withdrawal, including by redemption, of land plots for state or municipal needs, on transferring land from one category to another in the absence of documents of a territorial planning, with the exception of cases provided for by federal laws.

According to Article 30 of Chapter 4 of the Town Planning Code, in order to “create conditions for the sustainable development of the territories of municipalities, preserve environment and objects of cultural heritage", "creating conditions for attracting investments, including by providing an opportunity to choose the most effective types of permitted use of land plots and objects capital construction» zoning is carried out.

The legislation on zoning of territories in our country is in its infancy. Legislative acts directly devoted to the zoning of territories have yet to be adopted.

Since the beginning of 2003, the Russian government has been preparing a draft federal law on the zoning of territories. This bill is supposed to solve the problems of zoning territories, taking into account the experience legal regulation relevant relations in foreign countries.

At the moment, zoning of territories is carried out in accordance with the norms contained in the Land, Forest, Urban Planning Codes, federal laws"On Specially Protected natural areas”, “On Railway Transport in the Russian Federation”, “On Communications”, etc.

• Shobukhova Evgenia Olegovna, student
• Bashkir State Agrarian University

• STRATEGIC PLANNING
• PLANNING
• REGION
• ECONOMY
• DEVELOPMENT

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

• The role of consumer lending in ensuring the effective development of the economy
• Management of consumer credit in a commercial bank
• Consumer lending as the most demanded banking operation

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

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

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

In a market economy, strategic regional planning allows:

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

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

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

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

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

The second, no less important problem is the lack of organizational support for the strategic planning process. . The current process should not be left to itself, it needs constant improvement and control. It is foolish to leave the development of strategic planning to advanced consultants and expect high results, you need to take into account the opinion of your own qualified specialists this or that organization, as well as build strong relationships between subdivisions of regional authorities and local governments, involve well-known public corporations. An important step is the structuring and implementation of methodological project management, which will benefit not only a single organization, but the entire economic management system of the region.

The third problem is born due to the lack of strategic ideas in relation to the future state and development of the region. .

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

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

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

The fifth problem is the desire to get results in the shortest possible time. , it is very difficult even for a competent specialist to develop an effective strategy for the development of the region in 3-6 months, since much attention must be paid to the preparatory stage. In a short time it is impossible to work out each item qualitatively, therefore, due to numerous contradictions, the resulting strategy is incorrect and ineffective.

Attention to macroeconomic forecasting in the process of developing a strategy for the development of the region is limited to using data from the Federal Agency for State Statistics - this is not enough, which, therefore, forms the sixth problem. Special attention should be paid to technological forecasting, which will make it possible to determine the socio-economic aspects of the development of the region, to set priorities in financing industrial support programs and research projects.

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

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

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

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

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

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

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

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