The strategy for the socio-economic development of a region is a system of agreed upon strategic goals and objectives developed and implemented within the framework of a specific body of the management mechanism, based on the pace, proportions, scale and individual characteristics of a particular region and oriented towards achieving sustainable regional development. The concept is based on the development of alternative strategies, their assessment, identification of priority directions for the development of the region, and analysis of the resources for this development.

Analysis and assessment of existing approaches, provisions and developments on issues of socio-economic development of regions allow us to identify the following generalized structural algorithm for developing the concept according to the main blocks:

1. Strategic analysis of internal initial economic and social conditions and external factors influencing the development of the region.

2. Determination of the strategic target orientation of the socio-economic development of the region.

3. Study of the strengths and weaknesses, opportunities and threats of the regional socio-economic system in order to identify limitations in achieving goals.

4. Forecasting social and economic indicators of regional development.

5. Formulation of goals, their structuring and final coordination and adjustment within the framework of the main directions of development; determination of means and methods of achieving goals.

6. Development of a strategic plan for the development of the region.

7. Selecting a mechanism for implementing the concept.

8. Determination of criteria for assessing achieved results.

9. Control over the process of concept implementation.

The object of the strategy for sustainable development of the region is the administrative-territorial unit of the country, all sectors and areas of its activity, as well as the economic and social processes occurring within its borders, and the subject of strategic planning of the region is local government authorities.

Regional strategic planning has its own characteristics compared to other types of planning. It is indicative. The indicative plan is not prescriptive in nature. It contains a limited number of mandatory tasks and is largely advisory in nature.

The basic diagram of the strategic market planning process includes several stages: diagnostics (audit) of the territory, during which its comparative state (with its own past and with other territories) is determined; defining a development concept that characterizes the future state of the territory; development of the strategy itself as a set of scenarios for the possible development of the territorial situation; drawing up a plan of priority activities, including specific actions to implement the strategy. During the implementation of the planned activities, as the achievement of goals is monitored and based on the evaluation of results, adjustments are made to the strategy.

The outlined sequence of actions fits well into the usual logical scheme for planning problem solving. But there are a number of features that distinguish the strategic from the normative planning method. Thus, in strategic planning, forecast guidelines are determined not by the individual decision of the subject, but on the basis of the interaction of many existing territorial subjects, driven by their own interests, directly involved in planning and having the ability to control reality.

Strategic planning is difficult to organize into strict methodological procedures. Much here is determined by non-formalized factors: experience, intuition, outlook, creative courage and other similar qualities of key participants in the planning process. This is more of an art than a routine process. We especially note that the goal of diagnosing the territorial situation should be not only to identify the key (most strongly constraining the development of the territory) problems (this is how the task of analyzing the situation is usually understood), but also to identify the prerequisites (which is much more difficult than describing the problems) for the development of the territory. The strategic plan should include both measures to address the key problems of the territory and justification; priority directions for its development (not necessarily related to overcoming existing problematic situations) in a broad national and even global context. During the diagnostics, each territory must, in addition, assess the resource capabilities of competing territories in order to subsequently find ways to position itself in such a way as to stand out favorably against their background.

To establish a strategic goal for the development of the region and determine the strategic direction for achieving the performance benchmark, a comprehensive analysis of the region’s competitiveness is required. When considering the strengths and weaknesses of the region’s functioning, assessing its advantages and disadvantages in comparison with potential competitors, one should rely on certain key criteria:

Geographical location of the region, its natural and labor resources;

Availability of transport infrastructure;

Level of development of social infrastructure.

The development potential of the region is largely determined by the geographical location of the region and its natural resources. The presence of mineral resources often determines the economic specialization of a region. An undoubted advantage is the attractive natural environment, which creates opportunities for effectively functioning agriculture, tourism, etc. The determining factor can be border territories, which provide chances for the development of international relations and participation in the international division of labor.

Goals and objectives of regional policy in the Russian Federation and foreign countries.

The goal of regional policy is balance, i.e. the desire to minimize existing regional inequalities, creating the basis for the emergence of socio-political conflicts that hinder the socio-economic development of the country as a whole and its individual territories.

Regional policy of Russia covers a complex of legislative, administrative, socio-economic and other activities that must be carried out by federal and regional government authorities. The main goals of regional policy can be divided into “national” and “pragmatic”; Let us note that the “national” goals of regional policy are to a large extent connected with the foreign policy of the state, and the “pragmatic” ones - with the internal policy of the state.

"National" goals reflect the natural desire for every state to ensure its external security and territorial integrity. In the context of a multinational state, such as Russia, ensuring territorial integrity is especially important, since the growth of regional separatism here aggravates tension in relations between regions and between the center and the regions, creating a threat to the territorial integrity of the state.

"Pragmatic" goals imply the use of regional policy within the state as a means of regulating relationships between various political blocs (political forces, parties). For “pragmatic” purposes, the desire of the ruling elite to identify national interests and rank them in accordance with the expectations (demands) of society. The significance of the latter aspect especially increases as elections approach.

Spatial differences in the provision of resources, the level of economic development and quality of life of the population, infrastructure, the ecological state of the environment, the severity of national and social conflicts are inherent in practically all countries regardless of their position in the world table of ranks. (Even in highly developed countries, regional per capita income sometimes varies by 30-50% among states, provinces, etc.). These contrasts are constantly and everywhere produced due to the discrepancy between economic and social, strategic and tactical development goals. Problems often arise with the development (pre-development) of territories, especially in such vast countries as Canada, the USA, Australia, China, not to mention Russia.

It is quite obvious that goals and objectives of regional policy(as well as its forms and methods) of different states cannot coincide and vary within very wide limits. At the same time, there are common, generalized goals inherent in the regional policy of almost all countries without exception that implement it. This is first of all:

1) creation and strengthening of a single economic space and ensuring the economic, social, legal and organizational foundations of statehood (federalism in multi-ethnic, federal states);

2) relative equalization of conditions for socio-economic development of regions;

3) priority development of regions that are of particular strategic importance for the state;

4) maximum use of natural, including resource, features of the regions;

5) prevention of environmental pollution, greening of regional environmental management, comprehensive environmental protection of regions, etc.

It should be noted that regional policies in developed countries differ significantly from regional policies in developing countries.

The characteristic features of the regional policies of developed countries are:

Development of underdeveloped (“problem”) regions, as well as reconstruction of “depressed” regions;

Decentralization of agglomerations and areas of overconcentration of population and industrial production;

The formation of new industrial hubs outside urban settlements, not connected with existing centers of industrial production.

When determining the main directions of regional policy, Western “regionalists” first of all pay attention to the composition and causes of territorial (regional) inequality. These most often include the following questions:

1. The scale, quality and direction of use of natural resource potential, which influence the definition of “productivity”; the influence is varied.

2. The peripheral position of the region, its remoteness from the main centers of production and consumption, which affects the amount of transport costs, the scale of intraregional and interregional connections.

3. Imperfection of the production structure associated with technological and organizational backwardness, delay in innovative “infusions”.

4. Agglomeration advantages (we are talking about a large intersection of intersectoral connections in the region) and agglomeration disadvantages (overpopulation of regions).

5. Political factors, forms of general and regional policies.

6. Socio-cultural factors (the level of education of the region’s population, the presence of scientific, educational and cultural centers, etc.).

7. Stages of economic and technological development.

8. Physical factors of location (availability of transport systems, airports, telecommunications, etc.).

The regional policy of developed foreign countries arose on the basis of objective requirements for the development of productive forces at the present stage. The entire volume of regional policy measures abroad is aimed at creating conditions that make it possible to better and more effectively adapt to the tightening of competition in the world for markets for raw materials and sales, and the sphere of investment of capital.

The development of regional policy was significantly influenced by structural changes in economic sectors caused by scientific and technological progress.

The fundamentals of the concept of regional policy abroad are:

a) decentralization of power and economy, granting significant independence to the regions;

b) development of joint strategies for the economic development of the country and regions, taking into account the possibility of using their own natural resource potential and exchanges with neighboring regions;

c) equalizing the levels of economic development of territories;

d) coordination of long-term regional programs, strategic goals, regional policies.

Another thing - developing countries. Here, the most important task of state regional policy is to accelerate the process of socio-economic development and eliminate the consequences of colonial dependence on the former metropolis in the economy. Therefore, the main directions of regional policy in the developing world are:

Involvement of new territories and resources in economic circulation,

Integration of all regions of the country into a single national market, formation of a single market space;

Mitigation of contradictions between city and countryside;

Regulating the urbanization process;

More complete development of national natural and labor resources is possible;

Rational placement of new industrial facilities.

The goals of Russian regional policy are outlined in the Decree of the President of the Russian Federation “On the main provisions of regional policy in the Russian Federation,” issued in the summer of 1996.

The Decree recommends that federal government bodies and government bodies of constituent entities of the Russian Federation use the “fundamental provisions” when solving the problems of socio-economic development of the regions of the Russian Federation, increasing the effectiveness of economic reforms, ensuring growth in the well-being of the population, as well as the development of federalism and local self-government.

The Decree defines the main provisions of regional policy in the economic, social and national-ethnic spheres, as well as the regulatory legal framework for this policy.

home goal of regional economic policy consists of stabilizing production, resuming economic growth in each of the regions of Russia, increasing the standard of living of the population on this basis, and creating scientific and technical prerequisites for strengthening the position of the Russian Federation in the world. In this regard, the efforts of state authorities of the Russian Federation and state authorities of the constituent entities of the Russian Federation should be concentrated on solving the following tasks: a) strengthening the economic foundations of the territorial integrity and stability of the state; b) promoting the development and deepening of economic reform, the formation of a multi-structured economy in all regions, the establishment of regional and all-Russian markets for goods, labor and capital, institutional and market infrastructure; c) reducing excessively deep differences in the level of socio-economic development of regions, gradually creating conditions for strengthening their own economic base to improve the well-being of the population, rationalizing settlement systems; d) achieving an economically and socially justified level of complexity and rationalization of the regional economic structure, increasing its viability in market conditions; e) development of interregional infrastructure systems (transport, communications, computer science and others); f) stimulating the development of regions and cities that have large scientific and technical potential and can become “locomotives” and “points of growth” for the economy of the constituent entities of the Russian Federation; g) providing state support to areas of environmental disaster, regions with high unemployment, demographic and migration problems; h) development and implementation of scientifically based policies in relation to regions with difficult economic conditions that require special regulatory methods (regions of the Arctic and the Far North, the Far East, border regions and others); i) improving the economic zoning of the country.

At the same time, the territorial division of labor and production specialization of the economy of the regions of the Russian Federation should be ensured by the following methods: a) modernization of the economic structure of industrially developed regions on the principles of a post-industrial type economy; b) promoting the development of economically justified and technologically driven production relations between enterprises in the border regions of Russia and neighboring countries included in unified production and technological systems; c) providing conditions for attracting resources from Russian and foreign investors to the creation and operation of enterprises in underdeveloped areas, as well as to the development of industries in whose products the Russian economy is interested; d) attracting investments from regions of Russia and foreign countries interested in the development of all-Russian infrastructure and its inclusion in the system of world communications; e) ensuring state regulation of prices for products of natural monopolies, primarily in the field of transport and energy, leveling the conditions for economic activity in various regions of the country; f) support for foreign economic activities of Russian regions, promoting their economic development and improving the living conditions of the population; g) providing assistance in training qualified personnel for the regions in various areas of international and foreign economic relations.

Main goal of regional social policy consists in forming a system of government regulation measures aimed at creating equal conditions for the social development of the population of all regions of the Russian Federation and preventing the emergence of hotbeds of social tension. The decree notes that most issues of the development of education, health care and culture, housing and utilities, social services for the population and a number of others should be resolved at the level of state authorities of the constituent entities of the Russian Federation and local governments. Solving large-scale and acute social problems requires the participation of federal government bodies, including in pursuing an active state policy aimed at: a) countering the trend of worsening demographic situation and acute manifestations of depopulation; b) preventing impoverishment of the population and minimizing the negative consequences of unemployment, especially in underdeveloped regions; c) curbing the process of property stratification in the “poorest” and “richest” regions; d) regulation of the placement of refugees and forced migrants in areas that have the necessary conditions for this, in accordance with federal and regional migration programs; e) promoting the development and improvement of the education system at the regional level in interaction with the federal system of higher and postgraduate education; f) providing assistance to the population of regions caught in a crisis situation as a result of natural disasters, environmental and man-made disasters, military operations, and acute ethnic conflicts.

A special place in regional social policy is occupied by demographic problems . Their solution should include: a) regulation of migration processes, taking into account the strategic objectives of the development of regions and their geopolitical position; b) curbing the outflow of population from the northern and eastern regions of the country; c) regulation of the flows of forced migrants and refugees, creating conditions for their rational placement on the territory of the Russian Federation; d) implementation of economic and social measures aimed at increasing life expectancy and natural population growth in the regions of Russia.

The most important tasks of regional social policy are: a) stabilizing the standard of living of the population, creating a solid basis for its improvement in all regions of the Russian Federation; b) state support for the poor in areas that do not have the ability to accomplish this task on their own; c) a gradual increase in the level of minimum state guarantees (minimum wages, minimum pensions and benefits, their regular indexation in accordance with rising consumer prices); d) ensuring the most favorable economic, legal and organizational conditions for the growth of wages, pensions, benefits and other monetary incomes of Russian citizens;

Subjects of the Russian Federation that do not have sufficient funds to ensure a guaranteed minimum income for their population must additionally allocate state resources, the amount of which should be determined taking into account regional differences in minimum social standards.

In order to minimize the negative consequences of the stratification of society, regional policy should be focused on: a) improving the tax system by gradually eliminating taxes on funds allocated by organizations for consumption, while simultaneously increasing the tax burden on individual, especially high-income, income and property of individuals; b) expanding the rights of the constituent entities of the Russian Federation in regulating wage issues on the basis of regional agreements between trade union associations, employers and executive authorities of the constituent entities of the Russian Federation; c) introduction at the regional level of a wage insurance system in case of employers’ inability to fulfill their payment obligations.

The most important condition for improving the standard of living of Russian citizens is maintaining relative stability in the employment sector. For the coming period, the main objectives of regional employment policy are: a) transfer of laid-off workers to enterprises in developing industries, organization of professional training for new progressive industries; b) protection of the labor rights of employees of insolvent enterprises, effective support for citizens who have lost their jobs, and their professional reorientation. In the long term, the main direction of regional employment policy is the creation of new jobs in developing industries, in the consumer sector, as well as in market infrastructure organizations.

The main burden in implementing measures to increase employment falls on the state authorities of the constituent entities of the Russian Federation. Regional policy in this area is to regulate the process of job release in those regions where, due to the structural features of the economic complex or changes in state economic policy, a particularly acute employment situation is developing, for which local forces and capabilities are insufficient to change.

Federal government bodies must actively participate in the implementation of measures in the field of employment in areas of concentration of government organizations related to sectors of natural monopolies and the military-industrial complex.

In regions with a high level of social tension, it is necessary to control the process of bankruptcy of unprofitable organizations, resorting, if necessary, to their targeted support by issuing preferential loans for the development of production, subsidies for the payment of the minimum wage. Particular attention should be paid to organizations that are the basis of the life of the population of small and medium-sized cities.

In underdeveloped areas, where the situation is complicated by the presence of excess labor resources, it is necessary to support the development of small-scale production in both urban and rural areas, to stimulate small entrepreneurship in the service sector and in the agro-industrial complex.

Main the goal of regional policy in the field of national-ethnic relations consists in the renewal and further evolutionary development of the national life of all the peoples of Russia within the framework of a federal state, as well as in the creation of equal relations between the peoples of the country, the formation of democratic mechanisms for resolving national and interethnic problems.

Regional national policy in the state legal sphere should ensure: a) the formation of a federal structure model that meets modern socio-economic and political realities and the historical experience of Russia and is aimed at preserving the territorial integrity of the state; b) creation of a legal and regulatory framework for the regulation of national relations; c) creation at the level of federal government bodies and government bodies of the constituent entities of the Russian Federation of mechanisms for preventing interethnic conflicts; d) creation of legal, organizational and material foundations for taking into account and satisfying the national and cultural interests of peoples; e) uniting the efforts of all levels of the state system and civil society, political and religious figures to achieve interethnic harmony and a decisive fight against manifestations of aggressive nationalism.

Regional national policy in the spiritual sphere must ensure: a) respect for the rights and freedoms of man and citizen, regardless of his nationality, social status and territory of residence; b) equal rights of peoples in any form of self-determination; c) prevention and peaceful resolution of interethnic conflicts; d) state support for the preservation of the original culture of small peoples, conditions for the preservation of their language, traditions and habitat; e) development of national languages ​​and cultures in all spheres, primarily in the field of education; f) real opportunities for the functioning of the Russian language as a national language and as a means of interethnic communication; g) strengthening the national general education and higher schools as the most important condition for the preservation and development of the ethnic uniqueness of cultures, promoting the formation of a national identity in each new generation, open to the perception of the values ​​of other peoples; h) dissemination of objective information about the life and problems of the peoples inhabiting the Russian Federation, ideas of spiritual unity, interethnic peace and harmony, cooperation for the sake of the prosperity of Russia; i) preservation of the historical heritage of Russian culture, creation in society of an atmosphere of respect for its achievements, further development of centuries-old traditions of cultural interaction, in particular inter-Slavic ties, as well as ties of Slavic, Turkic, Caucasian, Finno-Ugric, Mongolian and other cultures, within the framework of a common Eurasian ethnocultural space; j) taking into account the religious and confessional characteristics of different peoples, maintaining the equal status of religions, recognizing the important role of traditional religion in fostering a sense of respect and trust between peoples, religious tolerance; support for the peacekeeping activities of the clergy of all faiths, their efforts aimed at strengthening interethnic harmony and preserving the integrity of the Russian state.

Important tasks of federal government bodies and government bodies of constituent entities of the Russian Federation in the field of nationality policy are the support and development of national-cultural autonomy.

The Decree will define the goals and priorities for the formation of the regulatory legal framework for regional policy. It is noted that the legislative process in the field of regional policy should be aimed at harmonizing relations between the federal center and the constituent entities of the Russian Federation. The Constitution of the Russian Federation creates the necessary prerequisites for this, being the basis for the development of a mechanism for regulating federal relations. Priority in this area should be given to the legislative delimitation of powers between federal government bodies and government bodies of the constituent entities of the Russian Federation, since the solution of such issues as the delimitation of state ownership of natural resources, land use, budget structure and tax regulation, ensuring the socio-economic rights of citizens , should not be carried out on an individual basis, as well as ensuring compliance of the constitutions (charters), legislative and other regulatory legal acts of the constituent entities of the Russian Federation with the Constitution of the Russian Federation, federal constitutional and federal laws. The general rules established by federal laws can be specified in relation to the economic, national and other characteristics of regions by various agreements and treaties between federal government bodies and government bodies of the constituent entities of the Russian Federation.

The Decree also emphasizes the special importance of ensuring compliance of the norms of constitutions (charters), laws and other regulatory legal acts of the constituent entities of the Russian Federation with the Constitution of the Russian Federation and federal laws. The mechanism for bringing existing and newly adopted acts into compliance with the Constitution of the Russian Federation and federal laws should be a functioning independent judiciary, capable of promptly and impartially considering disputes between federal government bodies and government bodies of the constituent entities of the Russian Federation. A special role here belongs to the Constitutional Court of the Russian Federation, in order to increase the efficiency of its work, the procedure for implementing its decisions should be legally determined.

Strategies – a systematic presentation of the goals and main problems of territorial development, determination of directions for their solution and a set of pre-program justifications for specific solutions to priority problems and directions for the comprehensive socio-economic development of the Russian Federation and/or constituent entities of the Russian Federation for the long term.

Strategies should include:

the results of the analysis of regional situations and problems with an assessment of their national (regional) significance, priority and priority for solutions;

justification of the need to develop long-term and medium-term programs, solutions to selected problems of territorial development, indicating their content, the main characteristics of the problems being solved before and after the implementation of the programs, as well as the required resources.

Regional strategy- this is a comprehensive (and not just socio-economic), long-term policy and integrated into the general state strategy for the social development of Russia. Its main difference from the past is defined by the authors as complexity, targeting all aspects of social development, and not just economic; long-term, calculated for long-term action and for a slow, but profound effect; connection with the “global” state strategy of social development and its other components (economic policy, national, defense, etc.), and not the sum of regional policies of individual regions of the country.

Fig. 1 Structure of the regional development strategy

Mission of the region– this is the essence of the regional development strategy, reflecting the role, functions and purpose of the region.

Basic functions regions reflected in the mission include:

- institutional (they determine, on the one hand, economic independence, on the other, the political and economic unity of the country; they guarantee the constitutional rights of the population to live freely, freely express their will, ensure law and order);

- economic (aimed at ensuring the economic security of the country and creating conditions and opportunities for the free implementation of economic activity);

- social (guarantee the rights and opportunities for social development of the population, ensured by the economic potential of the region);

- environmental (provide a complete living environment for the population, carry out environmental protection and other measures to improve the environment);

- ethno-psychological (contribute to the implementation of the ethno-cultural needs of the population).

Regional Development Concept - This is a set of views on:

1. ways to solve regional problems,

2. achieving the goals and objectives of the region’s development in the future.

Strategic goals and objectives of regional development – these are long-term development goals included in the overall concept of the functioning and development of the region.

Strategic directions of regional development - these are ways to achieve regional development goals.

Patterns of regional development– these are objectively determined principles of regional development.

Financial mechanisms– a system of practical measures to organize the budget process in the region and attract investment resources to effectively solve the problems of regional development.

Conditions and environmental factors of the regional development strategy: include external and internal environmental factors.

Environmental factors are divided into:

1. Macroenvironmental factors:

· Legal regulation and management,

· state of the economy;

· Political processes,

· Natural environment and resources,

· Social and cultural components of society,

· Scientific, technical and technological development of society,

· Infrastructure.

2. Factors in the immediate environment:

· Allies and competitors,

· Labor market,

· Market of regional ideas.

Internal environment includes:

· Personnel of the region, their potential, qualifications, interests.

· Organization of regional management,

· Organizational and managerial culture in the region,

· Financial, scientific, technical, operational, organizational resources of the region.

Management and evaluation of the implementation of the regional development strategy- This is logically the last process carried out in regional management. The assessment provides stable feedback between how the process of achieving strategic goals is progressing and the actual concept of regional development.

Stages of forming a regional development strategy:

1. Definition of the region’s mission (its purpose).

2. Determination of the main goals and objectives of the RR.

3. Development of the main strategic directions of the RR.

Introduction

Theoretical and methodological foundations for developing a regional development strategy

1 Essence, content, specificity of the region’s development strategy

2 Characteristics of the process of developing a regional development strategy: main stages - formation, assessment and selection

3 Methodology for developing a strategic development plan for the region

Development of a strategy for the socio-economic development of Tula (for 2011-2015 and for the future until 2025)

Conclusion

List of used literature

Introduction

The world is experiencing a strategic boom. Strategies are talked about everywhere, just as medicine and education used to be talked about. They suddenly turned out to be necessary for everyone who realizes themselves as a subject of development. Small companies and large corporations, TNCs, states and cities, and border areas have taken up strategizing. And in each case, the prospect is seen not so much as it can be (and, most likely, will be), but as such as the designer is able to see it or voters want to see it - which is also important.

The reason for such a specific “infectious disease” is generally clear: global processes, associated primarily with the growth of information dynamics, are rapidly accelerating: the most stable state today is constant instability. What seemed unshakable and indisputable yesterday may no longer be so today. The landmarks chosen the day before yesterday and designed for long-term use are left somewhere behind, and there are no new ones yet.

The search for these very strategic guidelines, i.e. those that are tightly (or at least firmly enough) “nailed” to the horizon and do not allow you to go astray, becomes not just an important task, but a priority. In other words, without solving this problem, there is no point in taking on others: they are not focused on anything. And, therefore, useless. And without strategies, guidelines will not appear.

Subjects of the Russian Federation were forced to develop their own strategies, on the one hand, due to the condition set by the Federal Government, and on the other hand, due to the need to position themselves as subjects pursuing independent competitive socio-economic policies, which rely on their own personnel, resources and technologies . This policy should not only ensure the competitiveness of the economy and social stability, but also help maintain at a certain level many benchmark indicators regulated by the Decree of the President of the Russian Federation.

Determining a development strategy is a necessary condition for achieving mutual understanding and social harmony between different segments of the population that live in a particular region and are consolidated in the name of achieving a common goal. Created with the participation of all constructive forces representing various parties, associations and groups, the development strategy stabilizes the political situation in the region, is the basis for economic creation, determining the directions for transforming the regional socio-economic system in order to improve the quality of life of the population and provide favorable operating conditions for business entities and development.

At the same time, despite the fact that the research of many scientists is devoted to various aspects of the problem of the formation and implementation of a regional development strategy and there are a large number of scientific works, this problem requires additional study and new scientific understanding in connection with the changes taking place in the economy, fundamentally new tasks facing before the governing bodies of modern Russia.

The purpose of this work is to study the stages of developing a regional development strategy.

The objectives of this work are: determining the main stages of developing a regional strategy, methods for developing a strategic plan. The work also discusses the development of development strategies for our city of Tula.

1. Theoretical and methodological foundations for developing a regional development strategy

.1 Essence, content, specificity of the regional development strategy

There are many definitions of the category “development strategy”. For example, according to P. Drucker, strategy is a way of implementing business theory in practical activities, the purpose of which is to provide the organization with the opportunity to achieve the desired results; strategy allows the system to purposefully seek out and take advantage of favorable opportunities. Strategy is sometimes defined as the selection of major long-term goals, which reduces the concept of strategy to the method and process of choice. By definition, an existing goal, after a choice has been made, becomes strategic. The strategy also includes the need for an evaluative approach to choosing a goal and directions of movement towards its achievement.

Development is movement forward, the formation of new features, the formation of new structural characteristics of the system, as well as its growth and expansion.

Development strategy is a fairly capacious and multifaceted category that can be classified according to various criteria. I. Ansoff, E. Bowman, A. Gradov, P. Drucker, M. Kruglov, G. Mintzberg, M. Porter, G. Hamel and other foreign and domestic scientists devoted their works to this issue. Each of them developed a classification of development strategies within the subject area of ​​research that interested him.

It is advisable to group regional development strategies according to the following criteria:

type of buyers, highlighting strategies intended for the population (differentiated by social groups, categories, associations, place of residence); legal entities (differentiated by enterprises, organizations, their types) and territorial management bodies;

types (consumer, marketing, entrepreneurial, labor and organizational strategies);

areas of activity (production, services, infrastructure, management, social sphere, etc.);

industries (industry, agriculture, education, transport, communications, construction, etc.);

areas (investment, innovation, financial, institutional, development of import-substituting industries, etc.);

strategic priorities, highlighting strategies for stability of functioning (they are fundamental for the development of the region, ensuring the stability of its functioning and existence); key strategies (which have a dominant impact on the competitiveness of the region, distinguishing it from many other territories); innovative strategies (which shape the region's potential for future success).

Not only those who focus on it in their activities benefit from the region having a clear development strategy, but also representatives of other regions who are not directly involved in the implementation of the strategy. Since they can have both a positive and negative impact on the progress of strategy implementation, their socio-economic interests must be taken into account in the processes of strategy formation and implementation.

The socio-economic development strategy allows us to coordinate the activities of government bodies, the business community, public and political organizations that influence the development of the region, to set a single vector of development. This vector is formed taking into account territorial characteristics, including natural and labor resources, existing production and service specialization, economic, geographical, competitive and other advantages. It should be noted that a long-term regional strategy is not a “frozen and untouchable” document. On the contrary, the strategy involves making the necessary adjustments to it, taking into account the analysis of its intermediate results, as well as the development of the country as a whole, neighboring regions, changes in the domestic and foreign markets.

Having a development strategy makes it possible to create a favorable business climate in the region in terms of attracting investment. It is known that competition in the investment market is becoming tougher and more international. To win this competition, investors should present convincing long-term strategic development plans, create better conditions and guarantees, and compete for investors in other, similar regions. This is especially true for a significant number of Russian regions that do not have oil and gas fields, and often in the eyes of investors are almost indistinguishable from each other.

The socio-economic development strategy makes it possible to concentrate investment resources on priority areas. Identify “growth points” whose development will bring the greatest effect. In turn, growth points will make it possible to create entire clusters in the region - groups of interconnected, territorially concentrated organizations (manufacturers, suppliers of components, services, research institutions and other organizations that complement each other and enhance each other’s competitive advantages). The development of key elements of the cluster makes it possible to stimulate the development of interconnected sectors of the economy, effectively concentrate the limited resources of the regional budget, sources of the federal center and private investors in key areas.

A long-term strategy is the basis for the well-founded development of a rational territorial planning scheme, i.e. functional zones, zones of planned placement of capital construction projects for public needs, zones with special conditions for the use of the territory, etc. The territorial planning scheme serves as the basis for the rational use of the territory and its sustainable and balanced socio-economic development.

The presence of a socio-economic development strategy makes it easier for regional leaders to receive subsidies from a variety of sources, since it allows them to convincingly justify the targeted expenditure of funds. The strategy is a weighty basis for requests from regional authorities to receive funding for individual events and facilities from the federal budget, for example, for the implementation of targeted programs, targeted investment projects, and programs for the development of special economic zones.

The presence of a strategy allows the head of executive power to demonstrate to the federal center his desire to use modern management methods, which include long-term planning. Only a long-term strategy for the socio-economic development of the region makes it possible to consistently and effectively apply the entire set of economic, architectural, planning and administrative and legal methods of managing the territory.

Today, each region of the Russian Federation is developing its own development strategies, but this work is often closed and non-public. As a result, the final product of strategizing often has a whole set of shortcomings.

Thus, the main feature of the strategy is often the focus on obtaining funds from the federal budget. At the same time, the region is considered in isolation from the economic development of neighboring regions and Russia as a whole. The document often describes measures for the restoration and development of all areas and industries that exist on the territory of the subject, and lacks economic development priorities.

A well-constructed strategy should not be based on a set of forecasts for the development of the region’s resources, but focus on real business projects and strategies of the main economic players.

To develop a clear and implementable strategy, it is necessary to form a collective vision for the future of the region with the participation of the main economic players, authorities, the media and many other structures. In addition, it is necessary to develop a set of specific projects and determine who will take responsibility for their implementation.

Two levels of strategy can be distinguished.

At the first level, the main task is to attract investment to the region. The main attention is paid to stimulating the growth of individual industries and removing barriers to development, as well as anti-crisis actions in relation to those industries that have low indicators against the national background, but are relevant for the region.

The second level of the strategy should be based on the spiritual, moral and humanitarian spheres, which contain hidden reserves for economic growth and competitiveness of the region.

The combination of both levels of strategy gives a huge synergistic effect. In particular, increasing the cultural and spiritual wealth of the region's population will also contribute to increased motivation to work and increase the socio-economic development of the region. Clear and thoughtful strategies for each region are of utmost importance for determining the economic development strategy of Russia as a whole.

1.2 Characteristics of the process of developing a regional development strategy: main stages - formation, assessment and selection

The goals of developing a regional strategy for socio-economic development are dictated by the desire of the administration of any level - republic, territory, region, municipality - to improve the well-being of the inhabitants of its territory by increasing employment of the population and involving it in the most productive work in various sectors of the economy.

After making a decision to develop a development strategy, the regional leadership faces several questions: how to implement this idea, where to start the development process, and which specialists to entrust this work with.

We should start by studying the current state of affairs in the region and identifying the desired goals.

First of all, it is necessary to answer questions that will allow you to assess the current situation:

what are the most important problems in the region;

what is the state of the transport infrastructure: roads, airports, sea and river ports, railways. Does it meet the requirements for the development of key sectors of the economy;

what is the state of the public utilities: water supply, sewerage, electrical, heat and gas networks, etc.;

what is the state of telecommunications;

what is the state of the business infrastructure: hotels, exhibition halls, congress centers;

how effective are the methods used by the regional leadership to strengthen the competitive position of local enterprises;

what factors hinder the attraction or expansion of potential investors into the region; how effective is the work with investors;

how similar neighboring regions are developing.

The next important step is to determine strategic priorities for the development of the region's economy. The key questions at this stage are:

determining the development potential of the main sectors of the economy, in which sectors it is possible to achieve maximum growth;

determination of the most sustainable competitive advantages of the region;

analysis of the main limiting factors for the development of individual sectors of the economy;

the development of which new sectors needs to be stimulated.

To answer these questions, a thorough assessment of all sectors of the economy will be required to determine which ones may become the most attractive.

Experience shows that it is most effective to use the following evaluation criteria:

)attractiveness of the economic sector (growth potential, labor productivity, industry risks);

) the possibility of developing sustainable competitive advantages in the region (availability of material resources, personnel, necessary infrastructure, proximity to suppliers and/or markets, etc.).

The choice of priorities in the economy is very important, since it affects a large number of organizations and business structures that have a significant impact on the business and social life of the region. Therefore, the selection of key sectors of the economy should be carried out with the participation of representatives of scientific and public circles and the involvement of regional, industry and international experts. At the same time, it is absolutely necessary to attract independent consultants with experience in developing regional strategies.

After identifying strategically important sectors of the economy, it is necessary to understand what needs to be done for their successful development. This, in turn, requires identifying the factors that influence them. Such factors may be:

availability of capital;

the degree of development of telecommunications and transport infrastructure;

ecological situation;

availability and quality of housing;

the degree of development of regional legislation;

availability of labor resources of the required specialization;

energy supply;

tax level;

availability of land plots, office and retail premises, etc.

The efforts of government authorities should be focused primarily on the factors that are most significant for the development of key sectors of the economy.

Among the many factors that investors take into account when deciding to invest in Russian regions are not only the tax benefits provided, which are similar in many regions, but also the readiness of the territory to host new production and provide it with engineering and other personnel.

It is known that for a significant number of regions, a serious factor hindering the development of key industries is the unmet demand for electricity. For example, in the Southern Federal District, 10 out of 13 regions are energy deficient. The underdevelopment of air transportation infrastructure in a number of regions, in particular in the Krasnodar Territory, hinders the development of tourism.

In general, the regional strategic planning system should include the following main elements:

A long-term strategy for socio-economic development for 20-25 years, defining the main priorities and prospects for the development of the region.

A medium-term program of socio-economic development for 4-6 years, containing an agreed list of activities and projects that will allow the implementation of the long-term goals outlined within the strategy.

Short-term plans of the authorities for the year, describing the priority tasks that need to be solved to implement the socio-economic development program, those responsible for carrying out the tasks and the resources required to carry them out.

According to the Ministry of Economic Development and Trade, as of the summer of 2007, 37 federal subjects had socio-economic development strategies. A significant part of the strategies covers horizons from 8 to 12 years, although a number of them are designed for a longer period - up to 20-25 years.

For example, in the Central Federal District, out of 18 regions, Voronezh, Lipetsk, Tambov, Tver, Yaroslavl, and our Tula regions have strategies.

In the Northwestern Federal District, out of 11 regions, strategies were developed by the Komi Republic, Vologda, Kaliningrad, and Murmansk regions.

In the Southern Federal District, out of 13 republics and regions, the Chechen Republic, Krasnodar Territory, Astrakhan and Rostov regions have strategies.

In the Volga Federal District, 5 regions have armed themselves with strategies, in the Ural Federal District - 3, in the Siberian Federal District - 4, in the Far Eastern - 3.

1.3 Methodology for developing a strategic development plan for the region

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:

ensure the performance of the function for which it is created;

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

Stage of development of the RUR Stage of strategy development Result of the stage/form of presentation Stage I. Information support for the process of developing a plan for the strategic development of the region1. Updating the problem1. Updating the need for strategy development Resolution of the head of the administration on the development of a strategic development plan for the region2. Stage of collecting information and building a model of a problem situation2. 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 indicators3. Determination of the current state of the region. Strengths (core competencies) and weaknesses (problems)4. Determining the state of the region’s external environment. Opportunities, threats, trends in the development of the external environment5. Determination of evaluation criteria and restrictions System of criteria and restrictions Stage II. Development of a strategic development plan for the region3. Stage of formation of multiple models of change1. Formation of a collection of reference alternativesMany reference strategies and alternatives for solving priority operational problems2. Development of original alternativesMultiple original strategies and alternatives for solving priority operational problems4. Filtering and selection stage3. Selection of a strategy for the development of the region and priority measures to solve the main operational problems The concept of the strategy for the development of the region (including the philosophy of development of the region) and a list of priority measures to solve the main operational problems5. Adjustment of the change model and development of a system of indicators4. 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 center 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 employee 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 that improve this service sector.

“SOCIAL VISION” must provide acceptable conditions for human existence as an element of the system of production of tourism services, as the demosphere of the 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 a necessary condition for the development of the region.

The vision of the region in the listed aspects involves constructing 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 vision direction discussed above.

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. For example, we should not talk 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 the 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 education system will strengthen the potential of the region and thereby provide resources to strengthen social patronage, as well as increase 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 allow the mission to be implemented in other aspects.

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 should either be built on the basis of 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 the development of the region

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 that allows making a choice.

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.

2. Development of a strategy for the socio-economic development of Tula (for 2011-2015 and for the future until 2025)

regional social economic strategy

The program for the socio-economic development of the city of Tula for 2011-2015 and until 2025 is a document of a new type. It formulates a city development strategy for the next 15 years with an emphasis on medium-term tasks that need to be solved in the first 5 years of the Program implementation. The appearance of this Program is the result of the position of the local government of the city of Tula, which came to the understanding that for the successful development of the city it is necessary to have a vision of its long-term perspective, priorities, main goals and main directions of development, agreed upon with the population. Only with this vision can resources be effectively deployed and organizational actions taken to achieve meaningful results.

The first stage of development of the Program is the formation of the Concept of socio-economic development of the city, which will become the fundamental basis of the Program. The concept contains the generalized results of the analysis of the socio-economic development of the city of Tula and sets out the main parameters of the strategic priorities of the city's development, including a long-term vision, a strategic goal, city development scenarios with a choice of the base ones, strategic directions and objectives for the city's development.

The concept includes the following content sections:

Socio-economic situation of the city of Tula.

Formation of a long-term vision, mission and strategic goal for the development of the city of Tula.

Development of alternative scenarios for the socio-economic development of the city of Tula and selection of a base scenario.

Determination of strategic directions and tasks of socio-economic development of the city of Tula.

Program implementation management.

Based on the results of the analysis of the socio-economic situation of the city, on the one hand, the weaknesses of the city were identified, which are limitations for its development, and, on the other hand, its strengths, which can serve as competitive advantages of Tula and on which it is necessary to rely in the process of developing the Program . For example, weaknesses-

A relatively high level of environmental pollution associated with the annual increase in the volume of emissions of pollutants into the atmosphere from mobile sources, and the persistence of a high proportion of insufficiently treated wastewater.

The city lacks a targeted environmental policy, unsatisfactory organization of control over the state of the environment, and lack of information about environmental activities in the city in the public domain.

Limited prospects for spatial development within the city limits due to the relatively low supply of free space and the terrain being interspersed with natural barriers.

The predominance of territories that are limitedly favorable and unfavorable for construction due to engineering and geological conditions.

Strengths-

Rich historical and cultural traditions of the city’s development, primarily as one of the historical centers of Russian industry.

Moderate continental climate without sudden changes.

Favorable economic and geographical position: location at the intersection of main railways and federal highways, proximity to the capital of the country.

Availability of natural resources in the Tula region as potential for the development of city enterprises.

Stabilization of the volume of emissions of pollutants into the atmosphere from stationary sources.

Reducing the volume of discharge of contaminated wastewater, increasing the volume of discharge of regulatory-treated water.

A compact territory with fairly high connectivity of individual areas of the city.

Inclusion of the city of Tula in the list of historical cities of the Russian Federation as an opportunity to intensify work on the creation of a historical and architectural reference plan and a scheme for protective zoning of territories around historical and cultural monuments

High positions among the city centers of the Central Federal District regions according to the composite human development index.

External factors, challenges and development trends of the city of Tula.

A key factor in the process of formation and implementation of the Program for the socio-economic development of the city of Tula for 2011-2015 and for the future until 2025 is taking into account the economic and social interests of all groups of subjects affected by the Program. Conventionally, these groups can be divided into two directions. The first direction (“internal”) includes individual citizens, their associations, enterprises and organizations, and the city community as a whole. The second direction (“external”) includes entities that do not directly associate themselves with the city of Tula - as a rule, these are Russian and foreign companies, as well as federal and regional authorities. The vision of the development prospects of the municipality at the federal and regional levels is reflected in the relevant government documents of strategic and territorial planning. The program for the socio-economic development of the city of Tula is being created in accordance with the basic documents that determine the development of the Tula region and the country as a whole. These include:

Concept of long-term socio-economic development of the Russian Federation for the period until 2020;

draft Concept for improving the regional policy of the Russian Federation;

Strategy for the development of the information society in the Russian Federation;

Strategy for the development of science and innovation in the Russian Federation for the period until 2015;

Transport strategy of the Russian Federation for the period until 2030;

Territorial planning scheme of the Tula region;

Strategy for the socio-economic development of the Tula region until 2028;

Program for energy saving and increasing energy efficiency of the Tula region for 2010-2015.

The concept of long-term socio-economic development of the Russian Federation for the period until 20201 was developed with the aim of identifying ways and means of ensuring in the long term (2008-2020) a sustainable increase in the well-being of Russian citizens, national security, dynamic economic development, strengthening Russia’s position in the world community. The principles outlined in Concept 2020 form the basis of all regional and municipal strategic planning documents. The directions for the development of large cities and regional centers are highlighted. Through the prism of the Concept 2020, the city of Tula by 2020 is seen as a city with a powerful infrastructure complex, a comfortable urban environment, a modernized industry and an innovative socially oriented economy.

The strategy for the development of the information society in the Russian Federation states that the dynamics of indicators for the development of information and telecommunication infrastructure and high technologies in Russia do not allow us to count on significant changes in the near future without joint targeted efforts of government authorities, business and civil society. Local self-government, being one of the forms of manifestation of civil society and at the same time having in its hands a certain set of administrative levers, is called upon to play a vital role in the process of development of the information society in Russia. All areas of implementation of the Information Society Development Strategy can be divided into two: the first includes improving the quality of life of citizens, developing the economic, socio-political, cultural and spiritual spheres of society, and the second - improving the system of state and municipal government.

The goal of implementing the Strategy for the Development of Science and Innovation in the Russian Federation for the period until 20153 is the formation of a balanced research and development sector and an effective innovation system, ensuring technological modernization of the economy and increasing its competitiveness based on advanced technologies and turning scientific potential into one of the main resources sustainable economic growth. At the same time, the main emphasis in the document is on carrying out activities at the federal and regional levels. The sources of financing for the implementation of the Strategy for the Development of Science and Innovation are the federal and regional budgets and extra-budgetary funds.

The choice of directions for the development of the transport system set out in the Transport Strategy of the Russian Federation for the period until 20304 (hereinafter referred to as the Transport Strategy) is based on the draft concept of long-term socio-economic development of the Russian Federation for the period until 2020, budget messages of the President of the Russian Federation to the Federal Assembly of the Russian Federation Federation. At the same time, subjects of the Russian Federation are recommended, when forming regional development programs, to provide for measures to implement the measures provided for by the Transport Strategy of the Russian Federation for the period until 2030. Taking into account strategic measures is, therefore, a mandatory element when determining priorities for the development of infrastructure in the city of Tula.

The Transport Strategy envisages the implementation of the following important measures from the position of the city of Tula:

construction in 2010-2015 highways that provide unloading of large transport hubs, incl. the creation of roads connecting, bypassing Moscow, the administrative centers of the constituent entities of the Russian Federation neighboring the capital, for example, Kaluga - Tver - Vladimir - Ryazan - Tula;

construction and reconstruction in 2016-2030. highways forming a system of toll highways and expressways: including the construction and reconstruction of road sections forming the Moscow - Tula - Orel - Kursk - Belgorod - border with Ukraine road route (by 2015 it is planned to include the project among the main directions of transport development infrastructure in the Central Federal District); as well as the construction of highways and expressways in this direction (after 2015).

The territorial planning scheme of the Tula region5 (hereinafter - the Territorial Planning Scheme) contains a fairly detailed description of the current situation and development prospects of the city of Tula, which is due to the administrative significance and economic potential of the city. The high competitiveness of the territory of the urban district is noted, and its further development is designated among the priority directions of the territorial policy of the region.

The Territorial Planning Scheme presents in detail options for the development of the city of Tula in the short and long term. Based on an analysis of the socio-economic conditions that have developed in the city, within the framework of the document it is planned to establish the city as the center of one or several large clusters: engineering (including defense), construction, building materials industry, light industry, grain, fruits, vegetables and potatoes , dairy, meat. The city is expected to become a leader in the developing regional construction market. According to the information presented in the Territorial Planning Scheme, the territories of the city of Tula act as centers and zones for the planned placement of capital construction projects of regional importance. In addition, it is planned to include the city's sanatorium and resort zone in the recreational corridor along the Oka River. The city will be formed as a business, scientific, educational, social and cultural center with highly developed industrial and innovative functions. To implement project proposals for the development of the agro-industrial complex, the document proposes the creation of a Management Center in the city of Tula to ensure high rates of growth in the competitiveness of organizations.

The Strategy for the Socio-Economic Development of the Tula Region until 2028 of the region6 (hereinafter referred to as the Strategy for Socio-Economic Development) provides an analysis of the current level of socio-economic development of the region, its administrative center - the city of Tula, and other cities and territories. In addition, the document contains a detailed description of scenarios and key values ​​of development indicators for the Tula region. Considerable attention is paid to the consideration of the innovative and investment potential of the territory, priority areas of activity of the regional leadership are highlighted to create conditions for attracting investments and stimulating the development of small businesses in the region.

Due to the high level of labor and demographic indicators and industrial potential, the city of Tula, in accordance with the Strategy for Socio-Economic Development, is becoming one of the most important points of regional development. The city's tourist image and rich cultural and historical heritage contribute to the formation of an extensive complex of tourism infrastructure and small businesses. The capitalization of the industrial potential of the city of Tula is taking place according to the investment and innovation scenario. In addition, the Strategy for Socio-Economic Development notes the importance of a prompt and comprehensive solution to the development of urban infrastructure - transport, information, logistics, communication, energy, social, etc.

Another direction of development of the city of Tula, continuing modern federal and regional policies at the municipal level, should be increasing the energy efficiency of the city economy. In order to implement the Federal Law of November 23, 2009 No. 261-FZ “On energy saving and increasing energy efficiency and on introducing amendments to certain legislative acts of the Russian Federation,” the Tula Region adopted the Program for Energy Saving and Improving Energy Efficiency of the Tula Region for 2010-2015 . The implementation of this program is carried out both at the regional and municipal levels. In accordance with the text of this program, the priority areas in the field of energy saving for the city of Tula are:

widespread introduction of energy-saving lighting systems;

carrying out measures to save energy;

carrying out measures to save heat energy;

installation of energy metering devices.

In addition to the documents discussed above, in the Russian Federation and the Tula region there are other materials and documents devoted to planning the strategic development of the territory and setting priorities for the further movement of the city of Tula. Most of them are of a distinct industry nature - for example, the Strategy for the Development of Physical Culture and Sports in the Russian Federation for the period up to 2020. Their study deserves close attention, but due to industry specifics, these documents are analyzed in the relevant sections of the analytical report.

Conclusion

Strategies multiply and manifest themselves in the form of certain ideologies or projects. Their bearers understand: development requires changing established stereotypes, the emergence of new managers, the search for previously unused resources and the very rapid transfer of these resources into operational reserves that can be put into practice immediately, before other applicants for the same resources are ahead of them. Moreover, the vectors of all strategies without exception are generally focused on development - even if everyone understands this development differently. Strategies collide with each other, like runners in a narrow gorge: each tries to maintain a given running pace and direction “toward the light at the end of the tunnel.” An obvious and quite understandable thing is happening: some strategies “squeeze out” others, weaker ones are attached to the back of stronger strategies, and others can even trample - due to sluggishness or slowness - so as not to slow down the running mass. But only in this strategic hustle is forward movement possible.

And in order to fit into this close company - i.e. to get your chance for development, you need to have at least some kind of strategy.

As expected, the effectiveness of the activities of executive authorities of the constituent entities of the Russian Federation will be assessed on the basis of the annual report of the highest official of the region on the achieved values ​​of indicators and their planned values ​​for a three-year period. In other words, with the help of these parameters one can understand whether a region can withstand the national “strategic corridor” or is lost in it.

The strategy development process can yield another very important result, namely: the formation of strategists. Those who are able to develop and implement a strategy.

But the number of strategy developers in the country can be counted on one hand. In addition to the Institute of Economic Strategies, this task was undertaken by the Center for Strategic Research “North-West”, the companies “Strategics” and “Program”. Such a narrow circle of developers is quite capable of meeting the standard of strategy set by the Federal Government, but they will not be able to teach strategic design to people “on the ground” both due to lack of time and due to the lack of appropriate techniques.

A comparison of strategies leads to obvious conclusions: they differ not only in terms of justification for certain priorities, but also in the degree of feasibility. It is quite possible that a wonderfully written strategy is not feasible in reality - not because there are no resources, but because the administrative resource is not ready to accept either external players or its own business as strategic management partners.

The Concept of the strategy for the socio-economic development of regions of the Russian Federation, developed by the Ministry of Regional Development of the Russian Federation, declares that the concentration of efforts within individual regions will allow achieving economies of scale and the agglomeration effect, which will create forces of self-development in the “poles” of growth.

However, it is important here to make the right choice of “poles”, the development of which will, over time, ensure the development of the surrounding regions. Coordination of priorities between regions and the organization of strategic alliances on this basis, the formation of macro-regions capable of becoming equal partners in the system of global relations - all this may well provide strategic breakthroughs.

Foreign experience in regional economic management, adapted to Russian conditions, is especially valuable, since the subjects of the Federation are faced with the need to rely on their own strengths.

There is no doubt that strategic planning of socio-economic development of regions remains the object of close attention in world and domestic science and practice.

List of used literature

1.Akmaeva R.I. Strategic planning and strategic management: Proc. allowance. - M.: Finance and Statistics, 2007. - 208 p.

.Gruzdev A. Regional development strategy: goals, advantages, development technology // Society and Economics. - 2008. - No. 1. - pp. 115-120.

.Gurieva L. Strategy for sustainable development of the region // Problems of theory and practice of management. - 2007. - No. 2. - P. 46-57.

.Denisov V. A long-term strategy for the socio-economic development of the region is necessary // AIC: economics, management. - 2008. - No. 3. - P. 30-33.

.Lapygin D.Yu. Development of a plan for the strategic development of the region // Management in Russia and abroad. - 2006. - No. 2. - pp. 85-100.

.Mirolyubova T. Indicative planning of socio-economic development at the level of a subject of the Federation // Problems of theory and practice of management. - 2008. - No. 8. - P. 30-39.

.Ryabukhin S. Regional strategy: from stabilization to development // Problems of theory and practice of management. - 2007. - No. 10. - P. 8-14.

.Smirnov V.V. Features of effective management of regional development: methodology, strategy, organizational mechanism // Audit and financial analysis. - 2007. - No. 6. - P. 393-402.

.Tatarkin A. Strategy for balanced planning of regional development // Society and Economics. - 2008. - No. 5. - P. 88-100.

.Shekhovtseva L.S. Methodology for the formation of strategic goals for the development of the region // Management in Russia and abroad. - 2007. - No. 3. - P. 67-75.

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Introduction 3

CHAPTER 1. CURRENT PROBLEMS OF SOCIAL
ECONOMIC DEVELOPMENT OF REGIONS 9

Theoretical prerequisites for studying the processes of socio-economic development of the region. 9

Review of foreign experience in state regulation of regional development 21

Analysis of the dynamics of socio-economic development of Russian regions 30

Problems of scientific support for strategic planning of socio-economic development of the region \ 48

CHAPTER 2. METHODOLOGICAL AND METHODOLOGICAL BASICS
FORMATION OF A SOCIO-ECONOMIC STRATEGY
REGIONAL DEVELOPMENT 59

Conceptual framework for strategic planning of socio-economic development of the region 59

Methodological aspects of the formation of regional socio-economic policy 72

Strategic goal setting in regional development management 84

2.4. Algorithm for forming and assessing the effectiveness of the strategy 93

CHAPTER 3. FORMATION OF A SOCIAL STRATEGY
ECONOMIC DEVELOPMENT OF THE ULYANOVSK REGION 107

Starting conditions and problems of socio-economic development of the region 107

Assessment of key factors in the development of the region 116

Scenarios for socio-economic development of the Ulyanovsk region: development and selection of target scenario 133

Strategic goals and priorities for the development of the region 143

Strategy implementation mechanism 159

Conclusion 167

References 173

Introduction to the work

Relevance of the research topic. IN In recent years in Russia, the state's attention to the problems of socio-economic development of the regions has increased significantly, the regulatory framework for regional policy is being improved, inter-budgetary relations are being streamlined, and mechanisms for financial stimulation of regional development are being introduced. In 2008 the volume of financial assistance to the budgets of the constituent entities of the Russian Federation from the federal budget amounted to 955 billion rubles, which is 2.8 times more than in 2004. Together With However, a high level of interregional differences in per capita GRP indicators, population incomes, and increased concentration of capital in economically developed regions continue to persist. Interregional differences in GRP per capita in 2006. amounted to 27.3 times, in 2007. - 21.5 times. Average per capita monetary incomes of the population varied across regions of the Russian Federation in 2006. 10.1 times in 2007 - 7.9 times in 2008 - 6.5 times, in January 2009 - 7.1 times. More than half of the total GRP (57%) in 2007. produced in 10 constituent entities of the Russian Federation. Obviously, the situation will worsen due to the global economic crisis. This creates the prerequisites for further differentiation of regions according to the level of socio-economic development.

Recognizing the special importance of regional policy pursued at the federal level, the role of regions as subjects of managing socio-economic processes on their territory cannot be diminished. The effective use of internal sources of development, increasing economic security and improving the living conditions of the population largely depend on the well-thought-out socio-economic policy of regional authorities and the methods, tools, and management mechanisms they use. Effective methods for managing socio-economic development include strategic planning. The relevance and need for strategic planning of the socio-economic development of the region is due to the following circumstances:

The strategic plan is a mandatory and internationally recognized element in the system of documents that ensure the regulation of territorial development;

strategic planning is the most adequate way to consolidate the efforts of the administration and society in solving various social and economic problems in the region;

the development of a strategic plan helps strengthen relationships with the public, improve the image of the region, and creates a single vector of efforts of all active forces in the region;

the presence of a strategic plan is a mandatory requirement when implementing large investment projects with foreign participation;

At the federal level, the formation of a unified system of strategic planning for the development of the Russian Federation, constituent entities of the Russian Federation and municipalities has begun.

In addition, the transition of the Russian economy to an innovative type of development, declared at the federal level and supported by the scientific community, places new demands on the system of strategic planning and coordination of actions of bodies, state authorities, local government* and* business. This necessitates the need to improve 8 the methodology of strategic planning, taking into account modern realities of economic and social development. In our opinion, it is the strategic approach, supported by a well-developed scientific-methodological base and practical tools for implementing the strategy, that will allow us to more reliably foresee possible economic downturns and develop proactive measures to prevent crisis situations, which is especially important in Russia. the current period of development of the national economy.

Theoretical and practical issues, regional development and strategists
Technical planning has long been the focus of attention of scientists. Problems re
regulation of socio-economic processes at the regional level
are seen in the works of such Russian and foreign scientists as Arbatov A.A.,
Abalkin L.I., Barbakov O.M., Batchaev A.R., Wetteberg G., Vorotilov V.A., Gaidar
E.T., Gazizullin N.F., Gorenburgov M.A., Granberg A.G., Dahrendorf R., De Soto
E., Knyaginin V.N., Kogut A.E., Kuznetsov S., Leksin V.N., Litovka O.P., Mak-
Simov S.N., Pilyasov A.N., Shvetsov A.N., Shopenko D.V., Utkin E.A. and many
others. The methodology of strategic planning is presented in the works of Ber-
] Rea B., Brison J., Gordon G., Grinchel B.M., Goodstein L., Znamenskaya K.N.,

Zhilkina S.F., Zhikharevich B.S., Kemp R., Kostyleva N.E., Limonova L.E.,

/ And

Mintsberga G., Rokhchina V.E., Smiley M., Smirnova E.B., Chekalina V.C. etc. The listed and many other scientists made a significant contribution to the study and solution of problems of socio-economic development of regions and strategic planning. At the same time, the constant development of economic practice poses new problems and necessitates addressing this topic again, requiring concentration on insufficiently developed aspects.

The relevance, theoretical and practical significance of the problem, its insufficient development in the literature determined the choice of the research topic and determined its purpose and objectives.

The purpose of the study is the development of scientific and methodological foundations for the formation of a strategy for the socio-economic development of the region, aimed at ensuring the sustainable functioning and development of the region’s economy and improving the quality of life of the population.

To achieve the goal, the following were set and resolved: tasks:

research of theoretical prerequisites for regulating the processes of socio-economic development at the regional level;

analysis of the dynamics and problems of socio-economic development of Russian regions;

identifying problems of scientific support for strategic planning in the regions;

Justification of the concept of strategic planning of social
economic development of the region;

disclosure of the essence, attributes, objectives and principles of formation of regional socio-economic policy;

improving the methodological foundations of strategic goal setting;

development of an algorithm for strategy formation and a methodological approach to assessing its effectiveness;

development of a strategy for the socio-economic development of the region (using the example of the Ulyanovsk region) and a mechanism for its implementation.

Object of study are the features and dynamics of socio-economic development of Russian regions.

Subject of study constitute the theoretical, methodological and methodological foundations of strategic management of social-

economic development at the regional level and features of their practical implementation in the regions of Russia.

Theoretical and methodological The basis for the dissertation research was the provisions of classical economic theory, management theory, regional economics, fundamental and applied developments of foreign and domestic scientists in the field of typology and comprehensive assessment of socio-economic development of regions, strategic management, sustainable development, methodological approaches to organizing regional management and strategic planning its development. The study was carried out using the methodology of a systems approach, methods of logical and comparative analysis, economic and statistical information processing, organizational design and economic and mathematical modeling.

The information base for the study is statistical reports of the Federal State Statistics Service of the Russian Federation, official documents of the UN and international forums on sustainable development, the world's leading rating agencies, regulatory legal documents on the regulation of regional development and strategic planning at the level of the Russian Federation, information and analytical materials and regulatory legal documents of the Government of the Ulyanovsk region and other regions of Russia, reports of research institutes, domestic and foreign publications, materials of conferences and seminars on the issues under study.

Scientific novelty, the research consists in developing methodological and methodological provisions for the formation of a strategy for the socio-economic development of the region and their practical implementation using the example of one of the regions.

As a result of the study, the following results of scientific novelty were obtained:

The prerequisites, essence and main factors determining the management of socio-economic processes at the regional level are revealed, showing the need for a strategic approach to regulating the development processes of the region.

Key trends in the socio-economic development of Russian regions and problems of methodological support for strategic planning have been identified.

research at the regional level, showing the need and relevance of the task of improving its scientific and methodological base.

3. The conceptual provisions reflecting the theoretical
methodological basis for the formation of a socio-economic strategy
development of the region, taking into account the features of the current stage of development
Russian regions and allowing to ensure a balance of interests and integration of
resources of all key forces in the region on the principles of strategic partnership.

An algorithm for forming a strategy for the socio-economic development of the region and a corresponding economic-mathematical model have been developed to ensure objectivity, reliability and independence of the strategic choice of the region within the framework of the current legislation; base at the federal level and give the strategy of socio-economic development of the region a legitimate character.

A multi-parameter approach to assessing the effectiveness of the strategy has been developed based on economic, social, budgetary, managerial m innovation criteria; and their corresponding indicators; allowing to give a comprehensive assessment of the strategy at any stage of its implementation.

6; The main components have been developed: strategies for the socio-economic development of the Ulyanovsk region, including a target scenario for the development of the region, strategic goals and priorities, a mechanism for: implementing a strategy aimed at ensuring a high level of socio-economic development^ of the region by modernizing the economy on an innovative basis, attracting and retaining* in region: high-quality human capital by ensuring a high level; life of the population.

Practical; importance The research consists of developing methodological recommendations, models, algorithms and schemes intended for use by regional authorities in determining and justifying the strategic choice of the region, forming and implementing a strategy for its socio-economic development, and assessing the effectiveness of its implementation. The practical recommendations presented in the work can be used to build constructive relationships between government authorities in the region and local government, the business community, and the population in order to integrate their goals and resources to ensure sustainable development of the region in the long term.

Approbation of work. The main provisions and results of the study were reported and received approval at scientific and practical seminars and conferences, including international ones. The main results of the study are used in the practical activities of the Government of the Ulyanovsk region and the city of St. Petersburg, as well as in the educational process of the State Educational Institution of Higher Professional Education "St. Petersburg State University of Engineering and Economics".

There are many definitions of the category “development strategy”. For example, according to P. Drucker, strategy is a way of implementing business theory in practical activities, the purpose of which is to provide the organization with the opportunity to achieve the desired results; strategy allows the system to purposefully seek out and take advantage of favorable opportunities. Strategy is sometimes defined as the selection of major long-term goals, which reduces the concept of strategy to the method and process of choice. By definition, an existing goal, after a choice has been made, becomes strategic. The strategy also includes the need for an evaluative approach to choosing a goal and directions of movement towards its achievement.

Development is movement forward, the formation of new features, the formation of new structural characteristics of the system, as well as its growth and expansion.

Development strategy is a fairly capacious and multifaceted category that can be classified according to various criteria. I. Ansoff, E. Bowman, A. Gradov, P. Drucker, M. Kruglov, G. Mintzberg, M. Porter, G. Hamel and other foreign and domestic scientists devoted their works to this issue. Each of them developed a classification of development strategies within the subject area of ​​research that interested him.

It is advisable to group regional development strategies according to the following criteria:

• - type of buyers, highlighting strategies intended for the population (differentiated by social groups, categories, associations, place of residence); legal entities (differentiated by enterprises, organizations, their types) and territorial management bodies;
• - types (consumer, marketing, entrepreneurial, labor and organizational strategies);
• - areas of activity (production, services, infrastructure, management, social sphere, etc.);
• - industries (industry, agriculture, education, transport, communications, construction, etc.);
• - directions (investment, innovation, financial, institutional, development of import-substituting industries, etc.);
• - strategic priorities, highlighting strategies for stability of functioning (they are fundamental for the development of the region, ensuring the stability of its functioning and existence); key strategies (which have a dominant impact on the competitiveness of the region, distinguishing it from many other territories); innovative strategies (which shape the region's potential for future success).

Not only those who focus on it in their activities benefit from the region having a clear development strategy, but also representatives of other regions who are not directly involved in the implementation of the strategy. Since they can have both a positive and negative impact on the progress of strategy implementation, their socio-economic interests must be taken into account in the processes of strategy formation and implementation.

The socio-economic development strategy allows us to coordinate the activities of government bodies, the business community, public and political organizations that influence the development of the region, to set a single vector of development. This vector is formed taking into account territorial characteristics, including natural and labor resources, existing production and service specialization, economic, geographical, competitive and other advantages. It should be noted that a long-term regional strategy is not a “frozen and untouchable” document. On the contrary, the strategy involves making the necessary adjustments to it, taking into account the analysis of its intermediate results, as well as the development of the country as a whole, neighboring regions, changes in the domestic and foreign markets.

Having a development strategy makes it possible to create a favorable business climate in the region in terms of attracting investment. It is known that competition in the investment market is becoming tougher and more international. To win this competition, investors should present convincing long-term strategic development plans, create better conditions and guarantees, and compete for investors in other, similar regions. This is especially true for a significant number of Russian regions that do not have oil and gas fields, and often in the eyes of investors are almost indistinguishable from each other.

The socio-economic development strategy makes it possible to concentrate investment resources on priority areas. Identify “growth points” whose development will bring the greatest effect. In turn, growth points will make it possible to create entire clusters in the region - groups of interconnected, territorially concentrated organizations (manufacturers, suppliers of components, services, research institutions and other organizations that complement each other and enhance each other’s competitive advantages). The development of key elements of the cluster makes it possible to stimulate the development of interconnected sectors of the economy, effectively concentrate the limited resources of the regional budget, sources of the federal center and private investors in key areas.

A long-term strategy is the basis for the well-founded development of a rational territorial planning scheme, i.e. functional zones, zones of planned placement of capital construction projects for public needs, zones with special conditions for the use of the territory, etc. The territorial planning scheme serves as the basis for the rational use of the territory and its sustainable and balanced socio-economic development.

The presence of a socio-economic development strategy makes it easier for regional leaders to receive subsidies from a variety of sources, since it allows them to convincingly justify the targeted expenditure of funds. The strategy is a weighty basis for requests from regional authorities to receive funding for individual events and facilities from the federal budget, for example, for the implementation of targeted programs, targeted investment projects, and programs for the development of special economic zones.

The presence of a strategy allows the head of executive power to demonstrate to the federal center his desire to use modern management methods, which include long-term planning. Only a long-term strategy for the socio-economic development of the region makes it possible to consistently and effectively apply the entire set of economic, architectural, planning and administrative and legal methods of managing the territory.

Today, each region of the Russian Federation is developing its own development strategies, but this work is often closed and non-public. As a result, the final product of strategizing often has a whole set of shortcomings.

Thus, the main feature of the strategy is often the focus on obtaining funds from the federal budget. At the same time, the region is considered in isolation from the economic development of neighboring regions and Russia as a whole. The document often describes measures for the restoration and development of all areas and industries that exist on the territory of the subject, and lacks economic development priorities.

A well-constructed strategy should not be based on a set of forecasts for the development of the region’s resources, but focus on real business projects and strategies of the main economic players.

To develop a clear and implementable strategy, it is necessary to form a collective vision for the future of the region with the participation of the main economic players, authorities, the media and many other structures. In addition, it is necessary to develop a set of specific projects and determine who will take responsibility for their implementation.

Two levels of strategy can be distinguished.

At the first level, the main task is to attract investment to the region. The main attention is paid to stimulating the growth of individual industries and removing barriers to development, as well as anti-crisis actions in relation to those industries that have low indicators against the national background, but are relevant for the region.

The second level of the strategy should be based on the spiritual, moral and humanitarian spheres, which contain hidden reserves for economic growth and competitiveness of the region.

The combination of both levels of strategy gives a huge synergistic effect. In particular, increasing the cultural and spiritual wealth of the region's population will also contribute to increased motivation to work and increase the socio-economic development of the region. Clear and thoughtful strategies for each region are of utmost importance for determining the economic development strategy of Russia as a whole.