Free library - textbooks, cheat sheets, candidate minimum. Strategic planning for regional development

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

The strategic program for socio-economic development can be considered not only as an element of a strategic multi-project plan, but also as the main instrument of strategic planning of a program-target nature, and characteristic specifically for the sphere of public administration. In this case, the program and the programming method itself, as strategic planning tools, provide a balance of goals, objectives, and resources. This tool allows for multi-level budget financing, as well as attracting outside budget funds participants interested in implementing program activities. The effectiveness and efficiency of the program is assessed on the basis of a system of indicators and indicators, which makes it possible to monitor and evaluate the progress (achievement) of planned goals and objectives by comparing stage-by-stage results with the base (starting) value of the established indicators/indicators.

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

In some cases, to build the structure of the concept of socio-economic development of a large city, it is useful to use methods of system decomposition V.M. Chistyakov. Forecasting and analytical studies and scenario design when developing the concept of socio-economic development of a large city / Methodological materials. URL: http://www.citystrategy.leontief.ru (date of access: 03/03/2011).. In their totality, perhaps, the approach to decomposition of the “big city” system, based on the use of the proposed by L.G., has the highest constructive power . Shatikhin method of structural matrices Shatikhin L. G. Structural matrices and their application for the study of systems. M.: Mechanical Engineering, 1991. 256 pp..

This approach was actively used in the early 90s by the author of this method and his students when forming the concept of development of the city of Kyiv. Traditional in the system decomposition of problems for the long-term development of 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 development of the “big city” system and the choice of principles for identifying subgoals. The general goal of urban development strategy, both in Russia and abroad, is most often taken to be the orientation of the community towards improving the quality of life of the urban population. As a rule, these are general “frontal” 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, increasing the average salary of city residents in n years to the level of m thousand rubles. In a number of cities, the general goal in forming the development concept was defined as overcoming immigration of residents and population growth due to 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 use 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 based ideas about the directions of socio-economic development. The scenario method is a method of decomposing the forecasting problem, which involves identifying a set of individual options for the development of events (i.e., scenarios), collectively covering all possible development options. Moreover, each individual scenario must allow for the possibility of fairly accurate forecasting, and the total number of scenarios must be foreseeable. Scenarios based on three possible future development options are most often used: optimistic, realistic and inertial.

The possibility of such a decomposition is not obvious. The forecasting stages 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 human sciences. One of the reasons is that the desire for excessive formalization and mathematization leads to the artificial introduction of certainty where there is none in essence, or to the use of a cumbersome mathematical apparatus Orlov A.I. Scenarios of socio-economic development of Russia for the period up to 2007 and in the 21st century. URL: http://www.thewalls.ru (access date: 05/18/2011). .

Increasingly, analytical systems that use computer modeling of the socio-economic development of territories are used to set 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 socio-economic development of regions, including financial and economic, at a territorial level, conduct a comprehensive analysis of market equilibrium, analysis and forecast of the level and quality of life of the population of the region;
• * carry out multivariate scenario calculations based on simulation models, taking into account the parameters of tax, investment, budgetary, structural and monetary policies, social and tariff policies,
• * analyze scenarios and socio-economic consequences of reform in areas such as housing, healthcare, education, pensions,
• * plan municipal borrowing under various strategies for managing municipal external and internal debt Lychkina N.N. Management decision support systems and tools for scenario planning of socio-economic development of territories. URL: http://www.mbiprogram.ru (access date: 05/18/2011)..

Strategic plans for the socio-economic development of cities (in those cases where they are developed at all) are sometimes considered as some once adopted static documents, on which constant work is not carried out to update, supplement, clarify and adjust 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 updating and adjustment. This means that a well-developed tool for diagnosing the implementation of plans is needed. It is he who will make it possible to understand changes in the external and internal situation, identify errors and ultimately carry out “updates and adjustments.” It seems to us necessary, when studying and comprehending the possibilities of implementing strategies, to pay attention to the fact that the most important tool of 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 the process of continuous monitoring of the implementation of planned activities and analysis of the reasons for their failure to implement them Granberg A.G., Lvov D.S., Obozov S.A. Strategic management: Region, city, enterprise: Textbook. M.: Economics, 2004. P. 337.. The purpose of monitoring is to solve problems on the basis of organized control over the implementation of the plan under given time and resource limitations.

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

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

A tool for assessing the quality of strategic planning in a particular territory and indicating areas in which it can be improved are various methods for assessing the implementation of strategic plans. To do this, a certain set of characteristics (indicators) is specified that must be satisfied by the strategic planning process and the strategic plan, and criteria are formulated to assess the degree of expression of these characteristics.

This study assessed the quality of strategic planning in the city of Yekaterinburg using the methodology prepared in 2001 by the ICSER ​​“Leontief Center” Zhikharevich B.S., Yanovsky A.E. How to assess the quality of strategic planning: A practical guide: Territorial strategic planning. T 2. St. Petersburg: ICSER ​​“Leontief Center”, 2002. 43 p..

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

• - strategic planning process and strategic partnership system;
• - direct result of strategic planning - strategic plan (content and form);
• - the final results of strategic planning - improvements in the economy and quality of life of the city population that occur as a result of the implementation of the strategic plan.

Assessing the quality of strategic planning is a set of procedures, the implementation of which allows one to obtain a formal assessment - in the form of a set of points and an informal assessment - the conclusion of the expert who conducted 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 lives of the population of the territories.

The use of methods for assessing the effectiveness of strategic planning can allow cities to solve their local problems related to the organization of strategic planning.

In some areas, the assessment allows:

• * identify areas for improving the strategic planning process (for cities continuing to work on the plan);
• * determine the need and directions for finalizing the strategic plan in the current or next strategic planning cycle (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;

design and promotion of a strategic plan;

results of the strategic planning process and 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 municipality, in the next chapter we will assess this process in the municipality of Yekaterinburg.

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

urban municipalities…..………………………7

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

urban municipalities……………………….….9

Chapter 2. Methodological basics territorial strategic

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

2.1 Basic principles for developing a strategic plan…………..16

2.2 Analysis of conditions and resources for socio-economic development

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

methodological support for 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, 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 Russian Federation. According to the Constitution of the Russian Federation, the system of local self-government is designed to “ensure independent decision population on issues of local importance,” which, in accordance with the Federal Law “On the General Principles of the Organization of Local Self-Government in the Russian Federation,” also includes 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 unable to effectively solve the problems it faced in a market economy and lost its relevance. It was to be replaced by a new system of views on the planning process, based on observing the principle of balancing interests and establishing a system of partnership between government, business and the local community. At the same time, the process of restructuring inter-budgetary relations, the 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 external environment. The search for 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 was territorial strategic planning, which has become widespread in developed countries since the eighties of the 20th century.

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 changed political and economic conditions. At the same time, the very concept of “development” in relation to municipalities still causes a lot of debate.

Degree of topic development. Problems of managing and planning the socio-economic development of cities and settlements are of considerable interest in society and are widely discussed in foreign and Russian economic literature. The theory and experience of strategic planning and the development of local self-government in foreign countries are of undoubted scientific and practical interest, and are discussed in detail in the works of R. Ackoff, J. Bryson, D. Wolfson, G. Gordon, L. Goodstein, R. Kemp, G. Mintzberg, A. Miller. However, due to significant differences in the operating conditions of municipal authorities in foreign countries and in the Russian Federation, the possibilities of using scientific results obtained by foreign researchers are sometimes limited. Additional difficulties are introduced by the unique nature of the transition period currently going through in the Russian Federation, with the often unpredictably changing “rules of the game” in the sphere of redistribution of powers between levels of government.

Russian scientists from the beginning of the century made a great contribution to the development of the theory of local self-government: 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, public utilities and city finance, as well as practical approaches to their development. Many theoretical principles developed by Russian scientists at the beginning of the century have not lost their relevance today.

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

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

Achieving this goal determined the need to solve the following tasks:

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

Determine the reasons why strategic planning today has become widespread 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 requirements for its organization;

Explore practical experience in 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 characteristic problems and shortcomings;

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

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

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

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

I used general scientific methods of understanding socio-economic processes, a combination of deductive and inductive analysis, and abstraction methods. Using the method of content analysis, strategic plans and concepts of socio-economic development of cities were studied. Statistical materials and regulations at the federal and local levels related to the subject of the study were analyzed. When making generalizations, the systematic method was widely used.

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

1.1. Basic concepts and definitions

Modern Russian science of municipal management, although it has deep historical roots, is currently experiencing a period of rapid development in 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 careful attitude to the terminology used. New content may be hidden behind old terms, and new terms have not yet found their way into explanatory dictionaries. Essentially, 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, specialists in the field of municipal self-government and municipal economics, point out the existence of a persistent misconception about the fact that the municipal economy is often identified with the municipal entity itself, i.e. Many people believe that the municipal economy is a city or other municipal entity. However, the concept of a city (municipal entity), as rightly noted in the works of L.A. Velikhov is much more complex and, if the municipality is considered as an integral socio-economic system, then the municipal economy is part of this complex system.

The development of a 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 local development is defined as a systematic and clear decision-making process that shapes priorities and allows for appropriate choices to be made regarding the allocation of limited resources (i.e. time, money, skills) to achieve agreed goals that reflect local social values. It is also a process of finding and creating coherence between the territories' goals, market opportunities and the territory's available resources, with a focus on long-term goals.

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

Target Strategic marketing planning of a territory is to meet the commercial and non-commercial needs and expectations of the territory's stakeholders through 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, strengths and weaknesses territory, competition and global trends, market, target segments and their needs, as well as determine the compliance of territorial production and exports with market needs.

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

Basic principles strategic marketing planning in the context of territory management and development is as follows:

• complexity territorial and spatial development, which implies coverage of economic, social, cultural and environmental aspects of the territory;
• focus, allowing the strategic and political goals of the territory to be determined for optimal response to current needs and problems;
• orientation to needs and problems residents, businesses, tourists and investors as stakeholders of the territory;
• creation of a single platform for various forms of partnership between stakeholders and groups in the territory.

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

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

Table 4.2

Territory marketing strategic planning process

In the process of strategic marketing planning for 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. Modern 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 beneficial influence on the development of the territory and creates confusion for all interested parties.

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

• the policies being pursued;
• visions;
• missions;
• the main goal of territorial development;
• marketing goal of spatial development.

Policy covers the underlying attitudes, beliefs and values ​​that influence the long-term thinking and actions of the territory's key players. The principles of the chosen policy influence 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 policies, public relations, relations with employees, etc. From the point of view of public administration, this means state policy based on territorial self-government or regional policy.

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

Formulating a vision for the development of a territory means creating brief 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 identified iron ore reserves in Russia. At the same time, a significant share of the identified iron ore reserves is located in the Belgorod region.

The development vision for 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 related products of stripping operations), and metallurgical production.

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

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

The concepts that form the mission should be expressed in writing - this allows you to extract new ideas from them and revise them in case of sudden changes.

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

Under purpose Territorial development is understood as a desired position, the achievement of which is planned in the future. Goals should be “smart” (from English SMART):

S- specific- specific;

M - measurable- quantitatively measurable;

A - achievable/acceptable- achievable/acceptable;

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

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

The best goals that reflect the vision and mission can be formulated as general qualitative goals without an emphasis on quantitative assessment.

For London in Canada:

• vision: 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 responsibilities, cooperation, innovation.

Analysis of consumer demand. 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 management.

Each of these types of analysis, except for the analysis of the quality of territorial management, is a separate part of this stage. Analysis of the quality of territorial management 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 development strategy, implementation and control are marketing information systems - an internal information system, a reporting and marketing research system.

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

Internal environment analysis is intended to describe and characterize the current state of affairs, to discuss the features, benefits and problems associated with current and future trends. It is based on knowledge of territorial significance and assessment of one’s position.

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

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

Analysis of the current state of affairs is an analysis of the size of the territory (area, population), tangible and intangible elements of the environment.

The image of the territory, its attractiveness, charm and aesthetic values ​​are assessed qualitatively. The general appearance 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 may be part of the territorial space or reflected in the 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. External environment analysis reflects positive or negative information influencing the given territory from the outside and reflecting possible changes in the external environment.

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

• economic;
• social;
• demographic;
• political;
• legislative;
• technological;
• environmental;
• global trends.

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

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

• long-term trend of increasing environmental awareness (residents, businesses, tourists show no interest in places where pollution levels have been exceeded. On the contrary, there is a growing interest in less polluted natural environments, which can be places for housing, recreation, etc.) ;
• changes in family composition (there is a change in the typical family model, the number of one-person households 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 territory's stakeholders, which influence the formation of the territory's competitive offers, using its existing or potential advantages.

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

In its most general form, the market is divided into the consumer market and the organizational market. Consumer market consists of all persons who use the product to satisfy their own or household needs. Market of organizations consists of all individuals within an organization who purchase or use a product that meets their needs.

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

In market analysis in area marketing, target markets may be represented by one or more customers. So, they distinguish:

• residents market;
• visitor (tourist) market;
• employment market (highly skilled labor force, skilled labor force or labor force without special skills);
• market of entrepreneurs and investors (manufacturers of goods, service providers, agricultural producers, industrial companies, mining companies, high-tech enterprises and organizations, 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 domestic and international markets).

Each of these markets has its own structure. Markets of residents, visitors, consumer markets and industrial markets, export markets are markets of organizations.

Success in competition 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 the ability to meet their needs and expectations better than competitors.

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

Most of the various studies assessing the development of a territory divide consumers into the following groups: demographic, social, functional, which do not reflect consumer behavior.

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

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

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

Currently, the most preferred approach for carrying out 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 market position.
• 1. Market segmentation. At the first stage, the market is divided into segments, then profiles of the latter are developed. Market segmentation is the process of allocating heterogeneous markets to various homogeneous groups, each of which can be described as a target market/segment. A specific marketing mix is ​​developed for each individual group.

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

In territorial 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 consumer characteristics.

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

The first type of product-focused segmentation helps identify consumers who prefer a particular territory or certain products of a territory.

Cheese, watches, Swiss chocolate - these are the country's brands by which Switzerland is recognized throughout the world. The presence of many counterfeits only confirms the high demand for chocolate of Swiss origin. After all, only thanks to the ingenuity of this nation, Swiss chocolate, whose brand names are well-known to many, acquired its unique taste. The Swiss made discoveries not only in the field of chocolate recipes. Many patented ideas were born on this soil - for example, a mixer for mixing dry cocoa powder and sugar.

Segmentation, based on the market's relationship to the product, consists of two stages:

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

Segmentation, based on consumer characteristics, is carried out as follows.

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

All criteria for assessing the territorial market can be divided into two main segment types: consumer market or producer market (Table 4.3).

Table 43

Characteristics of consumers

Consumer market	Manufacturers market
Demographic(age, gender, marital status, youth, pensioners, childless, etc.)	Structural(industry, services, Agriculture, tourism, etc.)
Geographical(consumer region - country, location, size of territory - metropolis, city, village; climate, population density, etc.)	Geographical(local, regional, national, overseas)
Psychological And parapsychological(life style, ambitious authoritarian personalities, 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-profit, public - private, cooperative, individual, limited liability company, joint stock company, etc.)
Behavioral(by knowledge, use, perception of the benefits and advantages of the product, satisfaction with the product, shopping opportunities, customer status, intensity of use / visit / consumption, degree of loyalty to the territory, attitude, preparation of the purchase stage)	Behavioral(security impact, decision benefits)

At points of sale geographical segmentation is of particular importance. In terms of the function of the territory (trade, housing, work, leisure, 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 a profile of a typical consumer of a territory, it is important to combine geographical characteristics with other characteristics. Customer 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 measured and defined.

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

Thanks to its small population, Iceland is one of the least polluted countries in the world. But clean air is not the only reason Icelanders are healthy. They also excel at gymnastics. Due to the cool weather for much of the year, Icelanders exercise, partly to beat 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 child mortality rates (2 deaths per 1,000 children). Magazine 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, prospects who do not show interest in the 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, which are the starting point in creating a territory's competitive advantages, which can help attract customers from other territories.

By intensity of consumption consumers are divided into those who have repeatedly expressed interest in the territory, and those who have expressed interest in the territory once, as well as those who quickly or slowly adapt to new offers of the territory.

Behavioral analysis also includes customer satisfaction analysis, which can determine the dominant factors in the decision-making process for site preference. It focuses on parameters such as reasons, length of stay in the territory, and frequency of visits.

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

This group is characterized by higher needs for public services, the natural 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 communities are trying to meet the needs of displaced people by creating new social and cultural opportunities. In particular, by opening new stores and creating a variety of services.

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

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

2. Selecting the target segment and responsibility segments. The second step of target marketing is to select a target segment or specific target segments. For an effective segmentation process, the selected segments must be evaluated in terms of attractiveness and the nature of the products.

In scientific literatureterritory attractiveness criteria include:

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

Each segment must be clearly defined, large enough, accessible and measurable. Territorial leaders must decide how many and which segments are targeted for a specific territorial proposal.

Three approaches to the formation of a territorial strategy in the market can be distinguished: undifferentiated strategy, differentiated strategy and market concentration strategy.

Undifferentiated strategy applies if the selected market is more or less homogeneous. In an increasingly competitive environment, this approach is unsuitable 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 offer, 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 weak targeted marketing.

Differentiated strategy used in cases where competition is focused on all market segments. In such a situation, the territorial benefits of a particular proposal, based on one or more competitive advantages, will be targeted at several segments. The choice of these target segments should be treated with caution, since such a decision will have long-term consequences for the development of the territory. Typically, the costs of differentiated strategies exceed the costs of undifferentiated ones.

In an environment where a territory offers a variety of products satisfying different segments, area marketing uses all market coverage strategies.

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

The starting point for deciding on the positioning of a territory in the market is the choice of the target segment or segments. Determining the current market position of a territory in the market and creating a new position based on a SWOT analysis of the territory are based on identifying the main criteria by which target segments are assessed and selecting the territory.

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

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

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

The existence of alternative competing territories on the market creates a need to understand the decision-making process of various subjects (residents, investors, tourists, etc.), to identify the tendency to transform 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:

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

Clients compare various alternatives and selection criteria to select the most suitable territory.

Among the criteria for decision-making, the following parameters stand out:

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

Competitor analysis. Successful spatial development strategies can be created by searching for unique opportunities that create a strong competitive advantage. Therefore, part of the marketing analysis of a territory is an analysis of competitors, which is based on a comparison of a given territory with other territories. Analysis of competitive territories allows you to use the 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 only emerged in the 1980s. One of the reasons for the interest in competitors was the transition from peaceful coexistence of territories to aggressive competition.

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

Territory marketing uses methods and tools that can facilitate significantly more effective methods of interaction, especially in the context of non-price competition.

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

The sequence of steps in competition analysis is as follows.

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

Stage of developing a marketing strategy for the 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 spend. The creation of a marketing strategy should be based on market needs and environmental influences.

In place marketing, the marketing strategy determines what should be done if the future of the territory is unclear and it is difficult to assess future events. If a 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 activities that will provide solutions to issues related to services, production, and activities.

A spatial development marketing strategy presents directions for future development, tools and methods for achieving them. It is a plan for a longer period and therefore consists of several intermediate stages.

The overall goals set out in the conceptual stage are achieved according to the established time frames. Marketing objectives must be set for various areas that affect the prosperity and development of the territory. They determine mainly market position, the need for innovation, material and financial resources, increasing the level of productivity and qualifications of workers, public 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 consider various options to fight 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, decline, mixed strategy. Growth strategy is a progressive type of strategy aimed at increasing market share or entering new markets. Purpose stabilization strategies is to maintain the achieved positions in the market and make changes only when necessary. Decline strategy takes the form of consolidation or reduction if the current focus of development in an area has been unsuccessful in the chosen area. Combined strategy is a combination of two or three 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 - expansion in a new market, gaining or maintaining its position in the market, etc. From various options of strategies, those that are best feasible at a particular time are selected.

Territorial development and creation of a competitive position through 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;
• strategy for supporting and developing existing business;
• strategy for developing exports and attracting foreign investors;
• strategy for increasing population size and changing population composition.

There is no universal strategy for a specific market situation. There are also no clearly defined laws that will help you build the best marketing mix. This fact was confirmed by research from Harvard Business School in 1929. Scientific methods help in analyzing the market, selecting target segments, measuring achievements, but marketing is still based on experience and intuition. Thus, marketing is often described as an art.

Marketing tools are very important for creating territorial offers and competitive advantages of the territory. Marketing integration ensures that the overall marketing strategy is coherent. Marketing allows you to determine which territorial offer, in contrast to competitors' offers, is best suited for target segments.

The meaning and use of various marketing tools varies depending on the specific situation; they are effective only when combined optimally. Creating an effective combination of different marketing tools is a prerequisite for creating a successful offer on the market and its implementation.

Implementation stage. Implementation of a 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. Detailed budgets and timelines 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 guidance for the implementation, ongoing assessment and control of territory marketing activities.

Stage of control and feedback of the territorial strategy. The final stage of the planning process is the creation of an effective system for receiving feedback and monitoring the territorial development plan. The feedback and control system 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. Some natural disasters, changes in exchange rates, prices or changes in consumer demand can either increase or decrease the attractiveness of an area. When this happens, you need to react quickly and make changes to the plan. A feedback system is used to monitor changes.

Exists three elements of the control process.

• setting standards. Standards must be clear, achievable and consistent with regulations 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 for customers, marketing audits, etc.,
  • - comparative analysis, which allows comparison with competitors;
• Correcting deviations from plan: Perhaps the most difficult decisions that must be made are determining when performance has deviated sufficiently 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 ore reserves of the Kursk magnetic anomaly // Contemporary issues 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

MINISTRY OF AGRICULTURE OF THE RUSSIAN FEDERATION
FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
"RUSSIAN STATE AGRICULTURAL UNIVERSITY -
Moscow Agricultural Academy named after K.A. Timiryazev"
(FSBEI HPE RGAU - Moscow Agricultural Academy named after K.A. Timiryazev)

Faculty of Humanities and Pedagogy
Department of State and Municipal Administration

COURSE PROJECT
Discipline "Sustainable development of territories"

Topic: Strategic planning of territory development (using the example of N. Novgorod)

Completed by: 4th year student, group 404
Faculty of Humanities and Pedagogy

Head: senior teacher

Defended Score
"___"___________ 20_g. ___________________

Moscow 2014

Table of contents
Chapter I. Strategic planning for territory development 5
1.1 Concept and essence 5
1.2 Territorial planning 8
Chapter II. Analysis of the Nizhny Novgorod region as an object of strategic planning for the development of the territory 10
2.1 general characteristics Nizhny Novgorod region 10
2.2 Characteristics of the main development risks of the Nizhny Novgorod region 12
2.3 Assessment of the implementation of municipal target programs of the Nizhny Novgorod region 19
Chapter III. Long-term development planning for the Nizhny Novgorod region 23
3.1 Strategic priorities of the Government of the Nizhny Novgorod region 23
3.2 Target structure of the economy and forecasts 34
3.3 Key areas of government activity 35
Conclusion 46
Bibliography 48

Introduction

The relevance of research. At the present stage of socio-economic development of the Russian Federation, regional problems are becoming increasingly relevant. Russia consists of 88 subjects, each of which, in turn, includes many municipalities - large and small cities, rural administrative districts, hundreds of settlements. Each of them is characterized by a unique economic structure, specific reproduction cycles, and its own social sphere. To achieve the goals of sustainable economic growth of the Russian Federation, it is necessary to ensure the overall development of each of the municipalities.
The Russian Federation has achieved some success in suppressing inflation, making social payments, and transitioning to a growing trajectory of economic development. However, these positive trends are not manifested evenly across the country. Many subjects continue the difficult “struggle for survival,” which allows us to put forward the thesis of growing regional asymmetry. In addition, increased regional differentiation has extremely negative consequences for the socio-economic development of the state as a whole.
Developing a development strategy for the Nizhny Novgorod region is the most important task both in regional science and in practical activities. The content of the city development strategy is determined by the specific socio-economic situation, and its development is impossible without taking into account and assessing the development prospects of leading enterprises located in the city.
Leading enterprises are city-forming enterprises that determine the profile or specialization of the city. Strategic choice of profile is the key to future success in developing competitiveness factors and attracting or retaining consumers.
It is achieved through strategic urban development planning using tools for developing and implementing decisions on a long-term vision of the future. In general, strategic planning is a special type of planning work, consisting in the development of strategic decisions in the form of forecasts, projects and programs that involve setting goals and development strategies, the implementation of which will ensure their effective and sustainable functioning in the long term.
The object of the study is a set of social relations that develop in the process of strategic planning for the development of a territory using the example of the Nizhny Novgorod region.
The subject of the research is strategic planning for the development of the Nizhny Novgorod region.
The purpose of this work is to characterize the essence and specific features of strategic planning for the development of the territory using the example of the Nizhny Novgorod region.
Achieving this goal seems possible with the help of the following tasks: 1) give a general description of the Nizhny Novgorod region; 2) study the problems of development of the Nizhny Novgorod region; 3) consider municipal and target programs of the Nizhny Novgorod region; 4) characterize the strategic priorities of the Government of the Nizhny Novgorod region; 5) analyze the key areas of activity of the Government of the Nizhny Novgorod region.
The structure of the work consists of an introduction, two chapters, a conclusion and a list of references.

Chapter I. Strategic planning of territory development
1.1 Concept and essence

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 stages and activities to achieve intended goals .
The strategic development plan can be considered as a reflection, presented in documents, of the desired future state of the economic and social structure of the region (goal) and the way to use available and realistically possible resources to achieve this.”
The initial principles of strategic planning for territorial development 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 and determine the main directions of its development.
2. Taking into account historical and spatial-geographical features and patterns of development of the territory. The natural economic and sociocultural course of events must not be disrupted, but it is necessary to creatively continue them.
3. Taking into account global development trends, as well as scientific, technical and socio-economic processes.
4. Search for allies. Territories alone, and especially individual municipalities, cannot cope not only with the implementation of their plans, but also with current problems. Allies should be sought in all instances and spheres: among higher authorities, in the business environment, the media, and science. One cannot do without positive public opinion.
5. Elimination of imitation. You 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 to the establishment by society of a certain order and the unquestioning implementation of activities strictly in accordance with pre-determined tasks, i.e. is not built on the basis of command orders. Secondly, with strategic planning, achieving 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 developing the territory. Thirdly, strategic planning is not a self-regulating system that acts under the influence of external conditions and adapts 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 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.
Agricultural economists A.V. Merzlov, A.L. Novoselov and N.V. Chepurnykh note: “Attention should be paid to the fact that the strategic plan is not a law or a decree that must be observed by the administration, entrepreneurs and citizens. It is mandatory to the extent that the administration considers it the basis of its economic policy. A well-developed strategic plan is the basis for implementing more detailed plans for every year. 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 areas of development. It is always based on information that was known when it was developed.”
According to the Ural economist V.S. Bochko, the positive aspects of strategic plans are:
systematic resolution of objective contradictions;
integrated use of resources available on the territory;
purposeful implementation of structural restructuring in the territory in the direction of diversification of the economy and services;
moving away from the “raw materials” focus of local economic development;
subordination of investment activities to the creation of comfortable production, cultural and living conditions for the population of the territories;
gradual approach of municipal economies to world-class development standards.
V.S. Bochko writes: “Since the economy of Russia, and therefore 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 by the authorities, all structures and social groups. This opportunity is represented by the development and implementation of strategic development plans for territories, i.e. developing comprehensively and solving social issues not only on a residual basis, but on the basis of targeted programmatic development. In such conditions, the main results of the implementation of strategic plans will be:
increasing the competitiveness of the territory;
developing a new way of thinking about the forms and methods of territory development;
the formation of structures on the territory - locomotives of economic development;
synthesis of state municipal regulation and market self-regulation;
the formation in 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 consists in increasing the well-being of the population living in this territory.”
1.2 Territorial planning
Until recently, there were no regulatory documents obliging regional and municipal authorities 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, authorities state power 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 in territorial planning documents the purpose of territories, based on a combination of social, economic, environmental and other factors in order to ensure sustainable development of territories (our italics - Author), 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 mandatory for state authorities and local governments when they make decisions and implement such decisions.”
According to Part 4 of Article 9, “It is not permitted for state authorities or local government bodies to make decisions on the reservation of lands, on the seizure, including through redemption, of land plots for state or municipal needs, on the transfer of land from one category to another in the absence of territorial documents planning, except for cases provided for by federal laws.”
According to Article 30 of Chapter 4 of the Town Planning Code, to “create conditions for the sustainable development of municipal territories, preserve the environment and cultural heritage sites”, “create conditions for attracting investment, including by providing the opportunity to choose the most effective types of permitted use of land plots and capital construction projects" zoning is carried out.
Legislation on zoning of territories in our country is in its infancy. Legislative acts directly related to zoning of territories have yet to be adopted.
At the moment, zoning of territories is carried out in accordance with the norms contained in the Land, Forest, Town Planning Codes, federal laws “On Specially Protected Natural Areas”, “On Railway Transport in the Russian Federation”, “On Communications”, etc.
Chapter II. Analysis of the Nizhny Novgorod region as an object of strategic planning for the development of the territory

2.1 General characteristics of the Nizhny Novgorod region

The Nizhny Novgorod region is a subject of the Russian Federation in the center of the European part of Russia. Part of the Volga region federal district. The administrative center is Nizhny Novgorod.
One of the largest regions of Central Russia. Area - 76,900 km², length from southwest to northeast - more than 400 km.
Population - 3,297.047 thousand people (2012). Population density: 43.44 people/km² (2011), share of the urban population: 78.9% (2011).
Borders: in the northwest with the Kostroma region, in the northeast - with the Kirov region, in the east - with the republics of Mari El and Chuvashia, in the south - with the Republic of Mordovia, in the southwest - with the Ryazan region, in the west - with the Vladimir and Ivanovo regions.
Rivers - Volga, Oka, Sura, Vetluga.
The Nizhny Novgorod region today is:
territory - 74.8 thousand square meters. km (0.4% of Russian territory),
population - 3524 thousand people (2.4% of the Russian population),
GRP - 222.4 billion rubles. (2012) (1.9% of Russia's GDP) .
In terms of revenue in the region, the leaders are the automotive industry (share of the sector in total revenue in the economy = 13.8%), transport and logistics (8.5%), food industry (7.4%), ferrous metallurgy (6.8%), At the same time, telecommunications (4.6%) and electricity (3.9%) are leading among the supporting sectors.
The largest employment of the population is provided by the automotive industry (93 thousand people), agriculture (73 thousand people), transport and logistics (64 thousand people), as well as the scientific and educational complex (55 thousand people). Among the supporting sectors, the leading sectors in terms of the number of employees are the housing and communal services sector and construction (62 and 34 thousand people, respectively).
Highest wages in the sector information technologies(more than 21 thousand rubles per month), fuel (14.33), chemical and pharmaceutical (11.4) and glass (10.28) industries, while these sectors of the economy employ a small part of the working population. The highest level of wages among supporting sectors of the economy is in the financial, telecommunications and electricity sectors - from 8 to 11 thousand rubles. per month.
The highest level of labor productivity (output per employee) in 2011 was achieved in the glass, fuel, food industries, ferrous metallurgy and information technology sectors. In recent years, significant productivity growth has been achieved in the shipbuilding, glass, iron and steel and fuel industries - based on price indices in 2012-2013. growth rate of more than 10% (CAGR). The electricity and telecommunications sectors lead the performance of supporting sectors.
In terms of the volume of contributions to the consolidated budget of the Russian Federation in the Nizhny Novgorod region, the leaders are the automotive industry, transport and logistics, the food industry and construction.

2.2 Characteristics of the main development risks of the Nizhny Novgorod region

External factors can be both a source of benefits, opening up new opportunities for growth, and a source of problems. The government of the Nizhny Novgorod region takes into account the following challenges:
Proximity to economically developed industrial centers
More attractive payment conditions and opportunities in the labor market, developed infrastructure and living conditions outside the Nizhny Novgorod region stimulate the outflow of the most promising and talented, especially young specialists, to other regions of Russia and abroad.
Industrial centers such as Moscow and St. Petersburg are today leaders in attracting investment. Including the headquarters of the largest financial and industrial groups are located in these cities.
By creating a developed transport and logistics center on its territory, the Nizhny Novgorod region is forced to compete with such historically established hubs as Moscow and St. Petersburg, through which the bulk of goods are distributed today in the central part of Russia. Due to Moscow's preferences in the field of customs clearance, a significant part of cargo flows passes through the capital. On the other hand, unique geographical position The Nizhny Novgorod region is a good prerequisite for the creation of a competitive transport and logistics infrastructure in the region.
At the same time, the population of nearby large industrial centers provides the highest level of consumption of consumer goods in Russia, and industrial enterprises in these regions are consumers of raw materials, equipment and other industrial goods. All this opens up significant additional opportunities for enterprises in the Nizhny Novgorod region.
Federal center policy
Long-term strategic priorities for the country's development are defined in the Concept of long-term socio-economic development of the Russian Federation for the period until 2020, approved by Order of the Government of the Russian Federation dated November 17, 2008 N 1662-r (hereinafter referred to as the Concept of Development of the Russian Federation).
The strategic goal of Russia's development is to achieve the level of economic and social development, corresponding to Russia’s status as a leading world power of the 21st century, occupying a leading position in global economic competition and reliably ensuring national security and the implementation of the constitutional rights of citizens.
The implementation of the Development Concept of the Russian Federation involves the formation of effective incentives and mechanisms for economic development at the regional level.
Globalization
Russia's accession to the WTO will lead to increased competition in a number of sectors associated with the arrival of foreign companies in Russian market. At the same time, competitive enterprises of the Nizhny Novgorod region will be able to take advantage of the benefits of joining the WTO, including new opportunities for access to international markets.4
In the context of the globalization of the world economy, the role of internationalization of enterprises in the region will increase: involvement in international labor cooperation, exchange of people, knowledge, technologies, know-how.
Strengthening globalization processes allows companies to take full advantage of outsourcing part of their production processes in order to concentrate in those parts of the industry value chain in which Nizhny Novgorod enterprises are most competitive.
The tendency to strengthen the “economic power” of large international and Russian corporations that are already operating or planning to invest in business development in the region will continue. Decision-making centers are shifting beyond the region and often the state.
Knowledge Economy
Over the past 30 years, the share of intangible assets in the asset structure of leading companies has increased to 70%.
The most dynamic growth over the next 20 years is predicted in high-tech industries such as information technology, biotechnology, nanotechnology, and health products and services.
The most competitive in the future will be regions and countries that are able to form, develop and retain qualified human resources, as well as those that have a developed research and production complex with high innovative potential.
The role of China and India
The economies of China and India are and will remain in the coming years the main competitors of Russian regions for attracting foreign investment.
Nizhny Novgorod producers of goods with low added value will not be able to compete on price with producers from China and India due to the low cost of labor and significant domestic demand, which ensures a large scale of production.
At the same time, the economies of India and China are opening up new opportunities. Firstly, these are new dynamically developing markets with high demand potential, in which efficient Nizhny Novgorod enterprises can successfully compete. Secondly, the developing industrial potential of these countries provides Nizhny Novgorod enterprises with the opportunity to gain a cost advantage by concentrating only on those elements of the value chain that create maximum added value, transferring operations with low added value to the territory of these countries.
Safety, environment and health
The increasing threat of terrorism in Russia and throughout the world will lead to a significant increase in countries' spending on national defense and security (over the past 5 years, the national defense budget of Russia and the United States has been growing steadily at an average annual rate of 7%). The Nizhny Novgorod region, with a powerful military-industrial complex and advanced scientific developments in this area, can qualify not only for a state order, but also for part of the international financing of security costs.
Strengthening security measures is associated with the threat of reducing the intensity of the exchange of people, knowledge, technology and information, which may limit the ability of Nizhny Novgorod enterprises to successfully compete in international markets. Security risks also have a negative impact on tourism development.
Strengthening environmental standards and requirements will lead to the need for significant additional investments in the modernization of environmentally problematic industries, including chemical, petrochemical, metallurgical, pharmaceutical, agro-industrial and other enterprises.
The threat of global epidemics, including bird flu, is a significant risk factor not only for the population, but also for certain sectors of the economy.
Changing consumer preferences towards increased demand for environmentally friendly products, growth and large-scale investments in R&D and the production of health products.
Energy prices
Despite the fact that the economy of the Nizhny Novgorod region does not directly depend on energy prices, changes in the price environment could lead to a deterioration in the economic situation in Russia as a whole. This circumstance will primarily affect those sectors of the regional economy, the potential of which will be primarily related to the level of consumption within the country.
Let's consider the key problems of the Nizhny Novgorod region.
Low level of labor productivity. Most sectors of the economy of the Nizhny Novgorod region demonstrate a relatively low level of labor productivity. Even in sectors that have seen rapid productivity growth in recent years due to the introduction of new production technologies, large gaps remain (in the glass industry, productivity levels are 25% of current US levels). On average, for the basic sectors of the economy of the Nizhny Novgorod region, the level of productivity today is about 6% of the current level of productivity in the United States. This situation causes the inability of companies to pay high wages and determines the ineffective structure of employment of the population.
Lack of modern logistics centers and an international-level terminal complex, including efficient customs and warehouse facilities.
Underdevelopment of transport and logistics infrastructure
Despite the relatively high density of automobile and railways, the presence of an integrated transport hub, the region has a number of problems in the field of transport and logistics infrastructure, which limits the possibility of realizing the potential determined by its favorable geographical location, including:
Limited access to the northern regions of the Nizhny Novgorod region and the northern regions of the Russian Federation from the center due to the “disconnection” of the region along the river (the only road-railway bridge on a 300-kilometer section of the Volga River is capable of providing no more than 50% of peak loads).
The road transport system of Nizhny Novgorod is overloaded with transit transport due to the lack of a convenient bypass route, which leads to forced transport downtime and deterioration of the environmental situation.
Undeveloped infrastructure for cargo and passenger transportation at Nizhny Novgorod airport.
Insufficient cargo terminal capacity, lack of conditions for international operators, lack of regular routes, need to reconstruct the runway.
Limited permeability of the Volga riverbed in the area due to the low level of the Cheboksary reservoir (5 meters below the design level).
Energy System Limitations
In the Nizhny Novgorod region, there are restrictions on ensuring sustainable energy supply, especially for newly created or expanding production facilities.
One of the main problems of the region's energy complex is the underdevelopment of transmission and distribution networks.
High degree of wear and tear of generating capacities.
The shortage of energy capacity is felt in Nizhny Novgorod and Dzerzhinsk; the problem is especially acute in the area of ​​the left bank of the Nizhny Novgorod region. For example, in the Bor region there is a shortage of energy capacity of at least 100 MW.
Further development of the gas supply infrastructure is necessary; the degree of gasification in the northern regions of the region is insufficient.
Most developing enterprises in the region face difficulties and delays in connecting to the power grid. Obtaining technical conditions for the allocation of energy capacity is associated with significant difficulties and unreasonably high costs.
Relatively low quality of living conditions
The quality of living conditions in the region is one of the significant factors investment attractiveness region, and is also often a critical factor in the struggle for talented and qualified specialists. The concept of “living conditions” combines a set of parameters: the quality of living conditions, safety, environmental conditions in the region, the presence and level of development of infrastructure for culture and recreation in the region, the quality of the healthcare system.
Relatively low life expectancy and high infant mortality rates are indicators of the low quality of the health care system in the region.
The quality of housing conditions in the region is at the Russian average.
The environmental situation in the region requires significant improvement; today the level of pollution of natural objects in the Nizhny Novgorod region is higher than the Russian average.
Limited opportunities to provide affordable housing hinder the retention of Nizhny Novgorod university graduates in the region.
The region's relatively high crime rate also reduces the region's attractiveness as a place to live and vacation.
Low degree of internationalization (international cooperation)
Despite its high place in the ranking of investment attractiveness (4th place in the Expert RA ranking, 20011) among Russian regions, the Nizhny Novgorod region is characterized by a low level of international cooperation and integration into international system division of labor, which is a significant obstacle to the development of the economy of the Nizhny Novgorod region. The closedness of the regional economy prevents the exchange of people, technologies, knowledge and limits the possibilities for productivity growth of enterprises in the region.
According to such an indicator as the share of foreign investments in the total volume of investments, the Nizhny Novgorod region ranks 29th among Russian regions and 44th in terms of foreign trade turnover per capita (for 2011).
Only a few Nizhny Novgorod enterprises are active participants in international professional communities, and also make full use of best practices and international expertise to increase their competitiveness.

2.3 Assessment of the implementation of municipal target programs in the Nizhny Novgorod region

Currently, in the Nizhny Novgorod region, programs are being developed, both comprehensive, covering all areas of the territorial economy, and sectoral, dedicated to any one industry. In addition, there are programs devoted to the problems of a group of industries (for example, sectors of social infrastructure), as well as programs aimed at solving problems within regional settlements.
Important factors determining the need for programmatic development of the problem at the regional level are:
strategic significance of the problem for the development of the region,
the impossibility of solving the problem without concentrating resources of various affiliations and targeted support from the Regional Administration,
the need to coordinate intersectoral connections to solve the problem,
high efficiency of technical, organizational and other measures proposed for implementation and ensuring structural changes in the economy,
Significant social, economic, environmental effect. The process of development and implementation of regional target programs involves: the initiator of the program development of the problem at the regional level, the state customer of the regional target program, the implementer of the regional target program. The initiator of the programmatic development of a problem at the regional level is any individual or legal entity who comes up with a proposal and justification for the programmatic development of a problem at the regional level; state customer of the regional target program - Administration of the Nizhny Novgorod Region; implementer of the regional target program - a committee, management, administration department, other organization that is responsible for the timely preparation and implementation of the target program, ensuring the effective use of funds allocated for the implementation of the program, the function of coordinating the actions of participants in the implementation of the approved program.
Currently, numerous development programs for various industries have been developed and are being successfully implemented in the Nizhny Novgorod region. Let us list, as an example, some programs that are currently operating in the Nizhny Novgorod region.
Regional target program "Creation of family kindergartens in the Nizhny Novgorod region in 2011-2020"
Regional target program "Energy saving and increasing energy efficiency of the Nizhny Novgorod region for 2010 - 2014 and for the future until 2020
Regional target program “Stimulating the development of housing construction in the Nizhny Novgorod region for 2011-2015”
Regional target program "Providing housing for young teachers of general education institutions in the Nizhny Novgorod region using a mortgage loan for 2012 - 2014"
Regional target program "On additional measures aimed at reducing tension in the labor market of the Nizhny Novgorod region in 2013."
Comprehensive target program for the development of small and medium-sized businesses in the Nizhny Novgorod region for 2011-2015
Regional target program "Development of social and engineering infrastructure as the basis for improving the quality of life of the population of the Nizhny Novgorod region for 2011-2014"
Regional target program "Youth of the Nizhny Novgorod region" for 2009 - 2011"
Regional target program "Development of social and engineering infrastructure as the basis for improving the quality of life of the population of the Nizhny Novgorod region for 2012 - 2014"
Regional target program “Development of domestic and inbound tourism in the Nizhny Novgorod region in 2012-2016”
Regional target program "Development of education in the Nizhny Novgorod region for 2011-2014."
Regional target program "Preservation, revival and development of folk artistic crafts of the Nizhny Novgorod region in 2012-2014"
Industry development program for the Nizhny Novgorod region for 2009-2014
Program "Providing housing for young families in the Nizhny Novgorod region" for the period 2011 - 2014
Program for modernizing the healthcare system of the Nizhny Novgorod region.
The “Buy Nizhny Novgorod” program for 2009–2014 is aimed at creating favorable conditions for the effective activities of local producers, stimulating the promotion of their products in the regional and Russian markets, and reducing consumer inflation in the Nizhny Novgorod region.
These and many other programs make it possible to more effectively organize the development of various sectors of social economic sphere Nizhny Novgorod region.

Chapter III. Long-term development planning for the Nizhny Novgorod region

3.1 Strategic priorities of the Government of the Nizhny Novgorod region

The Nizhny Novgorod region is rightfully the business and political capital of the Volga region, occupying one of the leading positions in terms of development among Russian regions. The regional Government's focus on the modernization of existing enterprises and the active construction of new enterprises in the region in strategically priority sectors of the economy ensured a multiple increase in labor productivity in the region to 35% of the average level in the United States. The region's population is predominantly employed in sectors of the economy with relatively high wages. Real disposable income of the population is about 20,000 rubles per month, which corresponds to a growth rate of 8% per year.
GRP per capita is about 10 thousand US dollars, which corresponds to the level of Hungary and the Czech Republic in 2012.
Being a leader in the automotive industry, the region occupies at least 25% of the Russian market. Several leading international automakers have located their assembly plants in the region, followed by dozens of auto component manufacturers. As a result of restructuring, Russian enterprises have been transformed into assembly plants of mainly commercial vehicles, as well as modernized production of automotive components, which they successfully supply both to local consumers and for export.
Due to its unique geographic location, which provides access to the largest and most attractive consumer market in Russia, a large-scale center for the production and distribution of consumer goods (FMCG) has formed in the region. The established modern logistics centers ensure efficient transportation of raw materials and finished products.
The scientific and educational complex is not only a sector that provides a significant contribution to the economy of the region, but also one of the key factors in the competitiveness of the region, providing it with qualified labor resources and maintaining a high level of innovative activity in industry. The achieved level of development of science and technology has made it possible to significantly strengthen the competitive positions of such sectors of the economy as: information technology, radio electronics and instrument making, defense complex, aircraft and shipbuilding, medical and pharmaceutical industries. At the same time, effective mechanisms for the commercialization of scientific research have been created in the region; as a result, dozens of new enterprises with high growth potential that are attractive to venture investors are created annually on the basis of the scientific and educational complex. Modern educational programs that meet the needs of the economy and developed infrastructure have made it possible to significantly increase the export potential of Nizhny Novgorod higher educational institutions. By providing university graduates with opportunities for career growth and affordable housing, the Government of the Nizhny Novgorod Region has significantly reduced demographic risks.
Taking into account the heterogeneity of the region's territory in the northern regions, priority development, along with the food industry, was given to the timber industry and tourism. The growing need for raw materials for food producers was a catalyst for the development of the region's agro-industrial complex. At the same time, agricultural production was predominantly concentrated in areas located in the southwest and southeast of the region.
The region is an active participant in international economic relations. A high degree of internationalization, intensive exchange of knowledge, people, products and capital ensures a high level of competitiveness of Nizhny Novgorod enterprises in international markets and the attractiveness of the region for external and internal investors.
The Nizhny Novgorod region is one of the most attractive places in Russia for work, recreation and raising children, providing its residents with extensive opportunities for self-realization and unleashing creative potential, including the best career opportunities for the most gifted, educated and ambitious people. The region has created high standards and favorable living conditions, including environmental quality, level of social security, quality education and medical care, safety, as well as developed housing and communal infrastructure.
The main goal of the Government is that the level of well-being of the population and high standards of quality of life can be achieved in the presence of an effective and balanced economy, favorable living conditions, as well as an effective executive power.
In the process of strategic analysis, an assessment was made of the current state of key sectors of the regional economy and their development potential. At the same time, all sectors of the economy were divided into two groups: basic and supporting. The priority sectors of the economy, on the development of which the regional government should focus its efforts and resources, were determined on the basis of two groups of criteria: the attractiveness of the sector, as well as the presence in the region of prerequisites and necessary conditions for the successful development of the sector.
Criteria for determining industry priorities
As a result, the following industry priorities were identified:
1st priority group:
automotive industry, scientific and educational complex and new economy, information technology, food industry, radio-electronic industry and instrument making, chemical and pharmaceutical industry
2nd group of priorities:
ferrous metallurgy, fuel industry, aircraft manufacturing, chemical and petrochemical industry, glass industry, tourism
3rd group of priorities:
building materials industry, medical industry, timber industry and pulp and paper industry, light industry, shipbuilding, agriculture
The territory of the Nizhny Novgorod region is heterogeneous in terms of conditions for the development of certain sectors of the economy, therefore sectoral priorities were clarified taking into account the specific characteristics of individual municipalities. 4 main zones were identified, uniting areas with a similar current economic structure and characterized by favorable conditions for the development of certain sectors:
1. Forestry zone.
2. Industrial and scientific-educational zone.
3. Innovation zone.
4. Agro-industrial zone.
For areas classified as the Timber Industrial Zone, the following industry priorities have been identified:
food industry, timber industry, recreational and cultural-historical tourism, shipbuilding, agriculture, small business.
For the areas classified as the Industrial and Scientific-Educational Zone, the following sectoral priorities have been identified:
1st priority group:
automotive industry, scientific and educational complex and new economy, information technology, radio-electronic industry and instrument making, chemical and pharmaceutical industry.
2nd group of priorities:
ferrous metallurgy, fuel industry, aircraft manufacturing, chemical and petrochemical industry, glass industry, tourism.
In the Diveyevo, Arzamas and Pervomaisky districts, classified as the Innovation Zone, the following sectoral priorities have been identified:
1st priority group:
information technology, scientific and educational complex and new economy, chemical and pharmaceutical industry, radio-electronic industry and instrument making. Automotive industry, small business.
2nd group of priorities:
business and cultural and historical tourism.
In the agro-industrial zone, the focus of the Government of the Nizhny Novgorod Region will be on the development of the following industries:
food industry, agriculture, chemical and pharmaceutical industry, radio-electronic industry, recreational tourism, small business.
Taking into account the areas that form the main contribution to the sustainable development of the region, determining the main directions of development (specialization), 5 zones of priority economic development of the Nizhny Novgorod region (growth points) have been identified:
1. Large urban agglomeration. The zone specializes in the automotive industry, glass industry, information technology and telecommunications, chemical and petrochemical industries, pulp and paper industry, military-industrial complex, business and recreational sectors.
2. Metallurgy and metalworking zone. Specialization - metallurgical production and production of finished metal products.
3. Innovation zone. Specialization - information technology, energy saving and ecology, medical equipment.
4. Forestry zone. Specialization - timber industry complex.
5. Agro-industrial zone. Specialization - growing grain, production of milk, eggs, meat of all types of livestock and poultry, as well as their processed products.
Zones of rapid economic development of the Nizhny Novgorod region are of national importance
Taking into account industry priorities, as well as the key advantages and problems of the region, the following “directions of the main attack” of the Government were identified:
1. Providing leadership in the automotive industry.
2. Creation of Russia's largest center for the production and distribution of consumer goods (FMCG).
3. Realization of the potential of the scientific and educational complex and innovation. strategic planning municipal Nizhny Novgorod
The possibility of ensuring leadership in the automotive industry is due to the following prerequisites:
- steadily growing demand for sector products (motor vehicles and components) in the Russian and international markets;
- the high degree of development of the sector in the region today and the willingness of RUSPROMAVTO shareholders to invest in the modernization of their assets;
- the presence in the region of many machine-building, defense and instrument-making enterprises, many of which can become qualified suppliers of components for the automotive industry;
- the presence in the region of historically established technological traditions and a system for training qualified personnel;
- a high degree of influence of the sector on other sectors of the economy. Numerous examples from international experience confirm the sector’s ability to act as the main catalyst for economic growth in a territory;
- the unique geographical position of the Nizhny Novgorod region in relation to key automotive manufacturing centers in Russia;
- significant potential for growth in labor productivity in the sector, both through intensive modernization of existing automobile manufacturing enterprises and through the organization of assembly plants in the region by leading international automobile manufacturers (OEMs) and new manufacturers of automotive components;
- high export potential reduces risks and increases the stability of the regional economy, while the geography and export capabilities of manufacturers of automotive components are much wider than the export capabilities of car assemblers;
- the high strategic potential of the sector provides the opportunity to maintain and develop competencies in the field of mechanical engineering, materials science and electronics (up to 50% of innovations in the automotive industry today account for IT and electronics);
The regional Government’s focus on the production and distribution of consumer goods is due to the following factors:
- The market for the production of consumer goods is characterized by stability, sharp downturns and deep crises are unlikely: 70% of the FMCG market is occupied by food products, which are essential items, therefore such sectors of the economy as the food and chemical-pharmaceutical industries will serve as a kind of shock absorber for the risks associated with the market situation world markets or changes in government policy.
- Steadily growing and stable demand for food, medicines, household chemicals and other high-quality consumer goods.
- Related FMCG products can be various household goods, which will stimulate the development of the light, glass and petrochemical industries.
- Low investment and entry barriers, relatively fast return on investment and high growth potential make the sector attractive to investors.
- The unique geographical location of the Nizhny Novgorod region in terms of access to large-scale consumer markets.
- High degree of development of retail chains of modern formats in settlements located in the zone of transport accessibility for enterprises of the Nizhny Novgorod region.
- Significant export potential reduces the economy’s dependence on domestic market conditions.
- Currently, in the Nizhny Novgorod region there are developed industries specializing in the production of consumer goods, including food, chemical-pharmaceutical and light industry.
- Already today we have experience of successful placement foreign companies- manufacturers of consumer goods factories in the Nizhny Novgorod region: Coca-cola, Gallina Blanca, Heineken, Wella.
- In some areas of the Nizhny Novgorod region with limited conditions for the effective location of enterprises in priority sectors of the economy, the food industry can become the main catalyst for growth.
- Relatively low requirements for production personnel, which makes it possible to provide the sector with the necessary resources and redistribute here released personnel from other sectors of the economy, including agriculture.
- The region has the opportunity to produce the raw material base necessary for the development of the sector.
- The development of the production of consumer goods will stimulate the growth of other sectors of the economy. For example, increasing demands on the quality of raw materials for the food industry will lead to increased efficiency of agricultural producers, and the need for packaging materials will stimulate the growth of the petrochemical, pulp and paper and glass industries.
In the era of the knowledge economy, science, education and innovation become the main driving force of the economy and a key factor in competitiveness. At the same time, the contribution of the scientific and educational complex to the regional economy should be assessed from the point of view of four components:
- As a promising sector of the economy, providing employment to the region’s population in enterprises with a high level of productivity and added value.
- As a source of innovation, enhancing the competitiveness of regional enterprises.
- As a growth factor that stimulates the emergence of new economy enterprises, formed on the basis of the scientific and educational complex and with high growth potential.
- As a factor of competitiveness, providing the regional economy with high-quality labor resources.
- On the territory of the Nizhny Novgorod region there are all the necessary conditions for the effective development of the scientific and educational complex, innovation activities and enterprises of the new economy:
- The Nizhny Novgorod region is historically one of the most developed scientific, industrial and educational centers of Russia, which during the period of reforms managed to largely maintain its potential.
- A developed defense complex, mechanical engineering (including aircraft and shipbuilding), radio electronics and instrument making, nuclear physics and energy, medicine, materials science and other areas of knowledge form the basis of the technological foundation formed in the scientific and educational complex of the region.
- Spending on science in both the private and public sectors is growing steadily.
- The high potential for the development of enterprises in the innovation belt, due to the improvement of the system of commercialization of the results of research and development work, will stimulate the development of sectors such as radio electronics and instrument making, information technology, innovative medicine and pharmaceuticals.
- Internationalization and international cooperation in the innovation cluster will provide access to best practices, which will contribute to the growth of labor productivity in the regional economy.
- The sector is export-oriented, which significantly reduces risks and increases the stability of the regional economy.
- Leading universities in the Nizhny Novgorod region are among the top ten universities. Russia in its category, including Nizhny Novgorod State University, Nizhny Novgorod State Medical Academy, Nizhny Novgorod Linguistic University, and the number of researchers per 10,000 population in the Nizhny Novgorod region exceeds the Russian average by 4 times.
- Historically established scientific schools, a high level of development of military science, which corresponds to modern world trends.
In 2012, Russia was recognized as one of the most attractive countries for investment in R&D and is ahead of countries such as France, Germany and Canada.
There is significant potential for export growth educational services outside the region, which will not only bring additional income, but will also help solve the demographic problem by retaining university graduates in the region. However, the export potential of Nizhny Novgorod universities today is constrained primarily by the insufficient number of places in dormitories.

3.2 Target structure of the economy and forecasts

As a result of the modeling, forecasts of key indicators of the economy of the Nizhny Novgorod region in the period until 2020 were obtained.
The average per capita income of the population of the Nizhny Novgorod region, while maintaining the 47% share of the disabled population, will increase from 5.6 thousand rubles. ($195) per person in 2013 to 18.5 thousand rubles. ($650) per person in 2020 under the most likely scenario.
The average salary of those employed in basic sectors of the economy will increase almost 5 times from the current level of 6.8 thousand rubles. per month (USD 240) in 2013 to 26.8 thousand rubles. per month ($940) in 2020.
The total revenue volume in the economy of the Nizhny Novgorod region will grow at an average annual rate of 6.1% over the next 15 years and will amount to about 2 trillion. rub. in the most likely scenario.
At the same time, the region will reach a GRP per capita level of about 10 thousand US dollars in 2012 prices.
By 2020, the largest number of the working population of the Nizhny Novgorod region will be employed in the following sectors: automotive industry, scientific and educational complex and new economy, agriculture and food industry. The number of people employed in the information technology sector will increase significantly.
In the most likely scenario, in 2020 the following basic sectors will take the leading position in terms of annual income of employed people: the scientific and educational complex and the new economy, as well as the automotive industry.
The largest share in the total revenue in the economy of the Nizhny Novgorod region among the basic sectors will be occupied by the automotive industry, the fuel industry, ferrous metallurgy, the scientific and educational complex and the new economy, as well as the food industry.
Among the supporting sectors in terms of the number of employees, transport, logistics and housing and communal services will lead; in terms of annual income of employees - transport and logistics, housing and communal services and the financial sector. The largest share in the total revenue in the economy of the Nizhny Novgorod region among the supporting sectors will be occupied by: construction, transport and logistics, as well as retail trade.

3.3 Key areas of government activity

An efficient, dynamically growing and balanced economy. In accordance with the selected strategic priorities, the Government will act in three main areas: creating favorable conditions for the development of priority sectors of the economy, modernizing existing enterprises, and attracting investment to create new enterprises.
Creation of favorable conditions in the Nizhny Novgorod region for the development of priority sectors of the economy
Taking into account industry priorities, the regional government should first of all concentrate its resources on solving the most important problems hampering the successful development of priority sectors of the economy. At the same time, the Government will influence the following specific factors, thus creating favorable conditions for doing business in priority sectors:
Labor resources. Due to changes in the structure of the regional economy, the need for labor resources will change. Based on an analysis of the employment structure in developed countries and a long-term forecast of the structure of the regional economy, the structure of labor resources corresponding to the needs of the economy in 2010 and 2020 was predicted.
The government of the Nizhny Novgorod region, together with vocational education institutions, will develop and ensure the implementation of modern programs for training, retraining and advanced training of personnel.
Share of extra-budgetary sources in education expenditures, incl. student funds will increase. This will require expanding the practice of providing educational loans. The role of government funding (including the regional budget) will remain high, including in financing the construction of infrastructure, for example, training centers and dormitories.
Ensuring increased accessibility higher education for residents of rural areas and small towns will require the development of modern (for example, distance learning) forms of education.
The implementation of educational services outside the region has high potential. This task will require the construction of dormitories and the marketing of the region's educational services to markets in Russia and abroad.
Internationalization. Internationalization will have the greatest impact on the development of the automotive industry, aircraft manufacturing, instrument making and electronics, the food industry, as well as the scientific and educational complex and enterprises of the new economy. The penetration of foreign players into the Russian market and the opening up of opportunities in foreign markets requires enterprises to bring their products and methods of doing business to international standards.
Access to consumers in Russian and international markets. Access to consumers in the Russian and international markets is a determining factor for the development of a number of priority industries. Large companies in the automotive, food, chemical and pharmaceutical industries can solve this problem on their own. Small IT companies and high-tech enterprises of the new economy should receive assistance from the Government of the Nizhny Novgorod region in organizing national and global marketing of their products. Such assistance may include:
Organization of a unified information space, presentation of materials on the Internet.
Organizations educational programs for business representatives to promote their products in international markets.
Providing support for the participation of the most promising enterprises in specialized exhibitions and conferences.
Buildings and structures, land plots. Conducting an assessment of the efficiency of use of exploited land plots and buildings, as well as an inventory of sites potentially suitable for attracting investors.
Improving the processes of interaction with investors, including the procedure for submitting information and procedures for obtaining permits.
Creation of a unified database on plots of land that are offered to potential investors, which will include comprehensive information about the possibilities and restrictions on the use of land plots and property complexes, as well as legal, production, technological, financial and other information important for investors.
Attracting independent developers to the territory who are interested in investing in industrial, logistics and office real estate.
Transport and logistics infrastructure. Attracting investors to the creation of modern logistics centers, construction of a modern terminal complex of an international level, including a railway junction, road infrastructure, and an efficient customs and warehouse complex.
Construction of a bridge across the river. Volga.. Construction of a low-pressure dam and a two-line sluice and a road crossing.
Construction of a bypass road in Nizhny Novgorod to relieve the city of transit traffic.
Providing conditions for customs clearance of goods comparable to those in Moscow.
Energy infrastructure. Construction of the main line LP-500 kV Kostroma State District Power Plant - Nizhegorodskaya substation, line LP-220 kV substation Nizhegorodskaya - Borskaya substation, which will allow efficient receipt of electricity from neighboring regions at the most favorable tariffs, and will also reduce the risk of blackout of more than 2/3 of the region in case of damage 500 kV lines.
Carrying out technical re-equipment of existing thermal power plants and replacing outdated low-power equipment will increase electricity generation within the region, which will require increasing the capacity of the gas infrastructure and gas limits.
Construction of new generating capacities is a longer and more labor-intensive process. The most significant projects here will be the construction of the Nizhny Novgorod Nuclear Power Plant, a combined cycle combined heat and power plant and a low-pressure dam built into the body in the area of ​​the working village of Bolshoye Kozino hydroelectric power station, which will ensure the future needs for electrical power zones of advanced economic development.
Access to finance. Preparing enterprises for effective interaction with investors and financial institutions.
Assistance in financing by subsidizing loan rates for enterprises in priority sectors of the economy.
Stimulating the development of financial institutions in the region.
Assistance in attracting risk capital for high-tech enterprises and enterprises with high growth potential.
Creation of an information system that allows regional enterprises to obtain an adequate understanding of available financing opportunities.
Development of entrepreneurship and small business. Entrepreneurial activity of the population and willingness to take risks are important conditions for the emergence and development of high-tech enterprises in the innovation belt, as well as such sectors as tourism, light industry, construction, agriculture, trade and other services for the population. The development of small businesses will provide employment for redundant workers of modernized enterprises and conditions for employment of the population in areas with limited opportunities for attracting investment.
The regional government will create conditions for the development of small businesses through:
Removing administrative barriers.
Development of financing mechanisms for enterprises at an early stage of development.
Consulting support and training for entrepreneurs.
Active involvement of the population in business activities, including the formation of a favorable image of the entrepreneur.
Modernization of existing enterprises. The speed of modernization of existing enterprises is the most critical factor determining the growth potential of the region's economy. Not only the competitiveness of regional enterprises, but also the investment attractiveness of the region depends on the results of modernization. It should also be taken into account that the speed of modernization of existing enterprises is a critical factor compensating for the impact of demographic risks, as it stimulates the reduction of excess personnel and their redistribution to new jobs. By promoting the modernization of enterprises operating in the region, the Government will solve the following tasks:
Stimulating strategic planning at enterprises in the region, including initiating regular presentations to the Government of the region of development strategies by key enterprises of the region's economy and identifying measures of state support for them.
Carrying out activities aimed at increasing the productivity and management efficiency of enterprises in the Nizhny Novgorod region.
Creation of an operational database and monitoring of the financial and economic condition of large city-forming enterprises in the private sector, as well as enterprises with state ownership, and enterprises in the agricultural sector.
Development and formation of proposals for anti-crisis management of large “problem” enterprises, enterprises with a state share of ownership, enterprises in the agricultural sector, or initiation of bankruptcy procedures for ineffective enterprises.
Promotion of advanced training for enterprise managers. Development and implementation of mechanisms for retraining and employment of personnel of restructured or liquidated enterprises in accordance with the requirements of the labor market.
Attracting investments to create new enterprises. Ensuring the required economic growth and the pace of its modernization is possible only if new enterprises are created in the region in priority sectors of the economy. To ensure the declared rates of economic growth in the Nizhny Novgorod region, it is necessary to increase the volume of investment in fixed capital from the current 15% of GRP to 20-25%, typical for countries with rapidly growing economies.
In the region, it is necessary to improve factor conditions that are sources of sustainable competitive advantages to attract strategic investors. At the same time, it is also necessary to stimulate the activity of portfolio investors, which today is limited due to the lack of objects in the Nizhny Novgorod region that are attractive for investment - enterprises with ambitious growth plans and owners ready to cooperate with investors. The regional government will carry out targeted and systematic work to improve the investment climate, actively attract investors and prepare regional enterprises for effective interaction with investors. To increase investment activity, the regional government will focus on solving the following tasks:
Determining investment needs and priorities in accordance with the approved Development Strategy of the region, as well as assistance in the development of objects attractive for investment in the region.
Formation of the image of the Nizhny Novgorod region as a territory attractive for investment.
Preparing regional enterprises to attract investment.
Attracting strategic investors.
Attracting direct financial investors.
Development of investment infrastructure.
Involvement of financial resources of region residents in investment circulation.
Increasing the efficiency of government interaction with investors.
Implementation of measures to reduce investors' risks (administrative, legal, financial and political).
Quality human capital
The most important asset ensuring the competitiveness of the Nizhny Novgorod region in the long term is human capital. At the same time, the expected demographic decline is a serious problem, without which the region will not be able to compete successfully in the future. The government of the Nizhny Novgorod region will devote Special attention development of existing human resources, education of the younger generation of residents of the region, attraction of new qualified personnel to the territory and creation of conditions for retaining the most talented and enterprising graduates of Nizhny Novgorod universities in the region. The priority objectives of the Government in the field of human capital management are:
Formation of personality and creation of conditions for creative self-realization of residents of the region.
Carrying out an effective demographic policy, including stimulating the birth rate, reducing mortality and ensuring the influx of qualified personnel into the region.
Monitoring the labor market and future personnel needs; training and retraining of personnel in demand by the new structure of the economy, by the educational complex of the Nizhny Novgorod region.
Creating conditions for retaining the most talented and enterprising graduates of Nizhny Novgorod universities in the region, including providing affordable housing and creating conditions for career growth.
Creating favorable conditions for living, working, relaxing and raising children
Providing comfortable living conditions for the population in the region is the absolute goal of the activities of the Government of the Nizhny Novgorod Region. At the same time, favorable living conditions increase the competitiveness of the region, making it more attractive for qualified personnel. Taking into account the limitations of the regional budget, the regional government will look for solutions that, as a result of their implementation, will achieve better results in the social sphere with comparable or lower budget expenditures. At the same time, the Government will focus on solving the following tasks:
Providing the population with comfortable and affordable housing, as well as high-quality housing and communal services.
Development of infrastructure and ensuring high standards in the social sphere (education, healthcare, culture and sports).
Formation of a single cultural space and ensuring equal access to cultural values ​​and benefits.
Improving the quality of the environment and creating the image of an environmentally friendly area.
Ensuring the safety of the population.
Development of service sectors for the population.
Formation, on the principles of social partnership, of mechanisms for interaction and social responsibility of government bodies, business and society for the preparation and implementation of social investment programs that ensure high standards of living standards for the population of the Nizhny Novgorod region.
Effective executive power of the region
The effectiveness of the executive branch is one of the most significant factors determining the competitiveness of the region. The most important goal of the Government is to transform the executive authorities of the region and municipalities into effective, strategically focused organizations focused on achieving their goals. To achieve this goal, the Government will focus on solving the following tasks:
Creation of a performance management system for executive authorities:
- Development and implementation of a unified planning system (strategic vision and priorities, medium-term strategic plan, operational plans of the Government of the Nizhny Novgorod region, departments, municipalities).
- Development and implementation of a system of benchmark indicators for all levels of executive power, reflecting progress in achieving set goals, satisfaction of target consumer groups, budgetary efficiency of the Regional Government.
- Development and implementation of a results-based budgeting process.
Improvement of key management processes and organizational structures in regional and municipal executive authorities:
- Planning and implementation of organizational changes.
Introduction of information technologies in regional and municipal executive authorities:
- Analysis of needs for information technology provision.
- Introduction of information technologies.
Formation and development of human resources potential of the executive authorities of the region and municipalities:
- Formation of a personnel reserve, development and implementation of a career planning system for employees of executive authorities.
- Development and implementation of criteria for assessing the performance of employees of executive authorities.
- Development and implementation of a motivation system for employees of executive authorities.
- Development and implementation of a program for advanced training of employees of executive authorities.

Conclusion

The Nizhny Novgorod region is one of the key regions for European Russia. It has great economic potential and is advantageously located at the intersection of major trade and transport routes. And the administrative center of the region - Nizhny Novgorod - is also the center of the Volga Federal District.
A regional development strategy is needed in order to look into the future with more confidence, have firm guidelines, clearly define the paths for the progressive development of the region, and ultimately, radically change the life of the entire region.
The main goal of the work of the Government of the Nizhny Novgorod Region is to improve the well-being of the region's residents. Solving the task of transforming the Nizhny Novgorod region into a prosperous region with a high level and quality of life for the population primarily depends on the ability of the authorities to build an effective economy that will provide people with the opportunity to receive a decent salary, and the budget with taxes sufficient to finance urgent social programs.
The greatness of Russia will grow by region. As a result of globalization, regions are becoming full participants in international economic relations. At the same time, they fiercely compete with each other for sales markets, investments, talents, budgetary and administrative resources.
Unlike other regions of Russia, the Nizhny Novgorod region does not have mineral deposits that could form the basis for economic prosperity. All the region can count on is its unique geographical location and human resources: talented, skilled, enterprising and well-educated residents of the region.
Today, the regional Government is forced to act in conditions of limited capabilities and resources, which means it is necessary to set priorities and concentrate on the most important. A large-scale study of the state of key sectors of the regional economy and the prospects for their development is necessary. An analysis of the collected facts will allow us to assess the current level of competitiveness of the region, opportunities for growth of its economy, and determine strategic priorities in the activities of the Government.

Bibliography

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By definition, a methodology is a set of methods, but is it only a set? After all, if we are talking about the rules for applying methods, that is, rather about technology, then the definition of “methodology” should be interpreted as a system of methods. Such a system must meet a number of requirements:

Provide performance of the function for which it is created;

Do not be redundant in composition and structure;

Ensure that the function is performed with the required or maximum efficiency;

Be understandable to appropriately qualified specialists;

Describe the chronological distribution of subfunctions that ensure the functionality of the methodology (that is, stages and relationships between stages);

Describe methods and technologies for their application for each subfunction;

Unambiguously characterize the subjects that ensure the implementation of subfunctions and describe the requirements for them (describe the subject composition necessary to perform the function).

Thus, a methodology is a system of methods that serves as information support for the process of performing the required function, describing the stages (including the results for each stage) and the technology for applying methods that ensure the logical completion of each stage and the function as a whole.

The stages of development of management decisions are directly related to the stages of strategy development in regional strategic planning (Table)

The relationship between the stages of developing a management decision and the strategic development plan for the region

SD development stage	Strategy development stage	Stage result/form of presentation
Stage I. Information support for the process of developing a strategic development plan for the region
1. Updating the problem	1. Updating the need for strategy development	Resolution of the head of the administration on the development of a strategic development plan for the region
2. Stage of collecting information and building a model of the problem situation	2. Definition and detailing of regional goals and a system of regional development indicators	Philosophy of regional development (vision, mission), goals of the region. Detailed model of a system of goals and a system of regional development indicators
3. Determination of the current state of the region.	Strengths (core competencies) and weaknesses (problems)
4. Determination of the state of the region’s external environment	Opportunities, threats, trends in the development of the external environment
5. Definition of evaluation criteria and limitations	System of criteria and restrictions
Stage II. Development of a strategic development plan for the region
3. Stage of formation of multiple models of change	1. Formation of a collection of reference alternatives	Multiple reference strategies and alternatives for solving high-priority operational problems
2. Development of original alternatives	A variety of original strategies and alternatives for solving high-priority operational problems
4. Filtering and selection stage	3. Selection of a strategy for the development of the region and priority measures to solve the main operational problems	The concept of the regional development strategy (including the philosophy of regional development) and the list of priority measures to solve the main operational problems
5. Adjustment of the change model and development of a system of indicators	4. Formation of a strategic plan for the development of the region (including: adjustment of policies, programs, projects and activities for their implementation, as well as the philosophy of development of the region)	Strategic plan for the development of the region, including: the concept of strategic development of the region; priority measures; policies, programs and projects detailed down to the activities for their implementation; system of regional development indicators (strategic development maps)
5. Adjustment and detailing of the system of regional development indicators

Below are the first six stages of developing a strategic development plan, the implementation of which allows you to collect the information required for decision-making about the state of the region and its environment, form a strategic system of goals, a system of criteria and restrictions, as well as a system of regional development indicators.

Stage 1. Actualization of the need for strategy development.

The actualization of the need to develop a strategic plan for the development of a region can be either proactive (intraregional, as an initiative of the administration or other regional goal-setting entities) or directive (established for execution by regulatory acts of the supersystem).

In both cases, the result of the stage should be a decision of the head of the administration, ensuring the formation of the subject composition of the development process, the competence of the subjects, and also defining the goals of the upcoming process, detailed down to the tasks. The goal of the process is a detailed plan for the development of the region, while the tasks represent the stages of the plan development process.

Stage 2. Definition of regional goals, their detailing and development of a system of regional development indicators.

Defining the vision of the region as an object of strategic planning. Figure 1 presents a vision of the region in four aspects.

Rice. 1. Four aspects of the region's vision

All four aspects of the vision must be interconnected. For example, the “ECOVISION” of the region as the focus of tourism services and the global regional tourism complex also presupposes “HOMOVISION” as the vision of a diverse, but necessarily historically and culturally educated person - a subject of social activity. This does not mean that a sales worker must be fluent in foreign languages, but knowledge of spoken English will not hurt when communicating with foreign clients.

The same applies to “TECHNOVISION” - it must necessarily include a vision of the education system as specializing in providing the tourism sector with the required personnel, scientific and technical developments improving this service sector.

“SOCIAL VISION” should provide acceptable conditions for the existence of a person as an element of the system of production of tourism services, as a demosphere. The demosphere is the population of the region, the spiritual potential of its development, by analogy with the personnel of the organization, possessing the core competencies that determine the competitive advantage of the region. region. This may also be a vision of the region as a socially oriented system, where a person and his well-being are understood not as a goal, but rather as necessary condition development of the region.

The vision of the region in the listed aspects presupposes the construction of a model of the future region as a hierarchically connected system, at the lower level of which the person himself is constructed - the main determinant of regional development. The intersection of all four aspects gives the strategy developers a “GENERAL VISION” of the region as an image of the future of the given territory.

The spread of the influence of the vision to further stages of planning allows us to speak of the constructed model as a four-aspect concept of a regional vision.

Defining a region's mission is a logical continuation of developing a vision. This is no longer so much an image of the region in various aspects, but rather an “ambitious statement of intent.” The mission does not have to be ambitious, but more often than not, a slightly overstated mission statement is an additional incentive to achieve the goals. A situation is created when the implementation of the mission is a victory over limited capabilities, a kind of “jump over your head,” representing a super task, the solution of which is associated with general success. Simplified, the mission of a region is determined by the answer to two questions:

“What does the region, as part of the world community, intend to offer to the environment (including the state as a supersystem), what is its purpose in the global economic system?”

“In what direction does the region intend to develop, what are its obligations to the entities that are part of it and form it (to enterprises, municipalities, to society in general and each resident in particular)?”

The answer to the first question allows us to formulate a mission directed to the external environment, an “outward mission.” The answer to the second question determines the purpose of the region for itself, to formulate a “mission inward.”

“Mission outward” and “mission inward” are interconnected vectors of regional development, providing the most important method of stimulation when each subject of regional economic activity contributes to the implementation of the “mission outward”, realizing the need for its implementation to ensure the “mission inward” in exchange for guarantees of implementation claims to new opportunities arising from the development of the region.

So, for example, the external mission for the vision of the region as a global tourism complex may sound like this: “To provide every tourist entering the region with a cultural, differentiated vacation of a quality level that meets world standards.” The inward mission may vary depending on the ambition, but in most cases its focus is the same: the development of the region in all four aspects of the management vision discussed above in Russia and abroad. 2007. No. 3. S. 70..

This division is very arbitrary, since in general the mission represents a vector directed towards the vision, that is, achieving a state associated with goal-setting subjects with success, with the fulfillment of the mission. The mission is the purpose of the region in the structure of the world socio-economic system, the duality of the direction of its development and social function.

The goals of the region represent a model of the state of the region, detailed to the extent described by qualitative indicators, that corresponds to its vision. If the vision is an image, the mission is the purpose, then the goal is the ideal state of the region that does not exist at the moment, but is required for the implementation of the mission.

For example, if the vision of the region is defined as the focus of tourism services and a global regional tourism complex with a high level of social security and development of the average individual, then the goals should describe all three designated aspects of the region’s development in qualitative indicators that clearly characterize its condition (the occupied segment of tourism services, income per capita, population structure by level of development). Indicators should be calculated not from the current state of the region, but from the development indicators of the subjects of the Federation. We should, for example, talk not about market growth by 25%, but about 10% of the occupied segment of tourism services.

Executing the strategy requires attracting resources to areas of strategic development. This means that resources will need to be diverted from those areas whose development is a consequence of the movement of spheres - “locomotives”. Graphically, this may look like the one shown in Figure 2.

Rice. 2. Strategic orientation of the region

It is easy to see that ensuring intensive economic development and development of the education system requires the diversion of resources from the areas of social security and ensuring equal opportunities in obtaining education. In conditions of limited resources, ensuring intensive development at the same time as maintaining social security is possible only if development programs are supported from the external environment (for example, from the state budget).

The development of the economy and the educational system will strengthen the potential of the region and thereby provide resources for strengthening social patronage, as well as increasing the level of education, which is a guarantee of the balanced development of the region in all its aspects. Thus, the strategic system of goals determines development priorities, and they make it possible to implement the mission in other aspects of Management in Russia and abroad. 2005. No. 6. pp. 44-45..

The system of regional development indicators is a comprehensive quantitative model that characterizes the state of the region and allows one to judge the relative level of its development. Therefore, such a model must either be built on the basis general indicators, used to characterize the level of development of a region or state, or allow the transition to such indicators. The model can be described as a configurator of the state of the region according to four aspects of vision.

The presence of connections between regional development indicators and the possibility of determining the strategic significance of each indicator allow us to speak about the balance of such a system, and this, in turn, speaks about the applicability of the concept of strategic maps in the process of modeling a system of indicators for the strategic development of a region.

In accordance with the four aspects of regional development, four strategic maps can be developed, which can be detailed to the required level and adjusted at the last stage of strategy development.

Rice. 3. Model of strategic maps for regional development

Stage 3. Determining the current state of the region.

When determining the current state of a region, it is necessary to consider its strengths (properties of the region that determine core competencies) and weaknesses (properties of the region that determine the main contradictions in its development).

Determining the current state of the region requires an analysis of three objects (the state of society; the state of material systems and subsystems; the current strategy of the region) in four aspects of its activity: scientific and technical, social aspect of the development of society, economic development and ecology.

The analysis of each object for each aspect should be carried out from the position of identifying strengths and weaknesses. Thus, the same property of an object under different conditions can determine both its strength and its weakness.

Stage 4. Determination of the state of the region’s external environment.

The state of the region’s external environment represents many factors, conditionally divided into opportunities and threats, including the state of the governing supersystem (the state normatively regulates the activities of the region), as well as the system governed by the will of the population. In this regard, we can talk about mutually regulated categories. The region indirectly takes part in the management of the state as a whole and is able to some extent influence the political and economic situation, while the state, for its part, normatively determines the priorities of this influence or, in other words, the strategy of state development. That is why the political position of the region plays a significant role in resolving issues of a national scale, and the level of its claims to the sovereignty of choosing the directions of its development. Therefore, the aspects of the analysis include both existing trends in the development of the environment and those preferable for the implementation of the strategic development plan for the region.

Stage 5. Determination of evaluation criteria and limitations.

If an indicator is a quantitative model of a state, then a criterion is not necessarily a quantitative category. For example, this is a selection rule according to which the decision must provide the required efficiency of the operation. In other words, a criterion is an evaluative model for comparing alternatives, allowing a choice to be made.

The system of criteria can be based on a system of regional development indicators. When comparing alternatives, experts make judgments on the basis of which the final decision is made.