Development of a strategy for the socio-economic development of the regions of the Russian Federation. Regional economic development strategy

Alexander Idrisov
Company Managing Partner
"Pro-Invest Consulting"

Theoretical background of the project

Numerous studies show that the welfare of countries or regions depends on the level of productivity of corporations located on their territory. Cause-and-effect relationships of the process regional development are shown in Figure 1.

The level of productivity depends on the ability of enterprises to secure long-term and sustainable competitive advantages in the market. Moreover, the information age, characterized by a higher degree of uncertainty, rapid changes in the market and the impact of globalization, makes new demands. Today, the resources possessed by the region are not as important as the ability of regional authorities and business to quickly adapt existing resources, as well as develop and create new ones, in response to market challenges.

Under the dominance of private business, the regional administration has the opportunity to influence enterprises solely through the creation of an attractive business climate on its territory. Harvard University professor Michael Porter in his theory of clusters showed that the business climate is the basis of the region's competitiveness. At the same time, the term "business climate" is a complex concept and represents a combination of the following groups of conditions:

1. Conditions of factors of production (Factors condition), their quality and degree of specialization:
a. Natural resources
b. Human resources
c. Financial resources
d. Physical infrastructure
e. Administrative infrastructure
f. Information infrastructure
g. Research potential

2. Conditions for competition and strategic development
a. Investment climate and policy of regional authorities
b. Presence of competitors and freedom of competition

3. Conditions of demand
a. Presence of demanding local consumers
b. Having unique customer needs
c. Specialized demand for products or services of a regional enterprise that can be demanded in a global market

4. Related or supporting industries
a. Availability of qualified suppliers
b. Availability of competitive, related industries.

The World Economic Forum's country competitiveness rating is based on the methodology proposed by Professor M. Porter. In 2000, Finland took the top position in the competitiveness ranking.

Why are numerous regional development programs not working?

The Russian government, for the first time in years of reforms, has announced a long-term development strategy. At the same time, the most important goal of the transformations is to increase competitiveness. Given the size of Russia, the regions, including regional administrations and local businesses, play a significant role in its development. Competitiveness can only be ensured by certain and targeted actions that contribute to increasing the competitiveness of regional business by creating attractive conditions for its development. Thus, the regions have a need to develop a development strategy aimed at increasing competitiveness. Almost all Russian regions today have programs for social economic development developed both independently and with the support of external consultants, mainly Russian institutions. However, usually, this is a declarative document containing: some analysis of the budget and resources of the region, possible development prospects and a list investment projects. As a rule, such programs are created in order to justify the possibility of obtaining funds for the so-called federal programs financed from federal budget.

On the other hand, numerous regional programs of social and economic development remain on paper. The problem is not only in the quality of the developed documents, but in the fact that the authors of the programs for the socio-economic development of the region do not take into account the fundamental differences between Russia and other countries.

1. Unlike developed countries, no more than 5% of the largest (budget-forming) Russian enterprises have thoughtful and clearly articulated strategies own development(source: "Pro-Invest Consulting", a survey of business leaders). At the same time, it is difficult to rely on effective public policy if it does not take into account the strategic vision of the regional business as the main factor in the competitiveness of the region.

2. The practice of regional administrations in Russia is very far from what is commonly called a high-performance organization (HPO). Successful implementation of the regional strategy is hardly possible without improving efficiency administration. Today, reform government controlled is one of the highest priorities of the President and the Government of Russia.

Objective of the project

Assistance to the regional administration and the business community in the development of a balanced and effective regional development strategy that will increase the competitiveness of the region and improve the living standards of the population.

Approaches

The regional strategy development project consists of three main tasks:

1. Formulation of development strategies for the leading enterprises of the region (strategic economic entities)

2. Analysis of the current state and development of recommendations for improving the business climate

This approach has the following advantages:

Creation of prerequisites for economic growth through the initiation of real and purposeful changes in the strategic economic entities (SES) of the region;

Development of not a declarative document, but a strategy filled with real content

Balance and realism of the regional strategy, by taking into account the results of strategic planning of regional SES;

Increasing the chances for successful implementation of the strategy through the involvement of the general public and the business community in the process of strategic planning of the region, through a common vision of the future;

Use of more advanced methods for analyzing the business climate and developing recommendations for its improvement, based on economic theory clusters;

Creation of key indicators (Key Performance Indicators) that will allow monitoring the process of implementing the strategy;

Carrying out changes aimed at improving the efficiency of administrative management, and, consequently, increasing the likelihood of success in implementing the strategy.

As methodological basis approaches developed by the joint group of specialists "Pro-Invest Consulting" and Moscow State Technical University. Bauman, including the Strategic Platform of the region (Fig. 2).

The strategic platform includes a pyramid of three basic elements: competitive strategic economic entities (the key enterprises of the region - SES), an attractive business climate and efficient administration, ensuring the competitiveness of the region and the growth of the population's welfare. The pyramid is based on regional capital (resources). The goal of the strategy is to improve the welfare of the population and ensure the growth of regional capital.

In the process of developing a strategy, the state of the region is analyzed in this moment time (the current regional strategic platform) and a vision of the future state is formulated (the future platform is defined). Strategic gaps are analyzed (Fig. 3) in three areas: Strategic economic entities (key enterprises of the region), the state of the business climate, and administration efficiency. Target indicators (KPI) are determined, which can be achieved in case of elimination of "strategic" gaps (Fig. 4).

Formulating development strategies for leading enterprises in the region

Each Russian region has no more than 20-30 largest enterprises that can be classified as strategic economic entities(SES). The selection of SES is made on the basis of the following criteria:

existing or potential sales volume

number and potential for job creation

resource consumption of the region

impact on ancillary or related industries

social infrastructure support

To create a SES strategy, the 3f Corporate Strategy (First to New Ideas, Fastest to Implement Change, Finest Customer Service) methodology developed by Pro-Invest Consulting is used. This approach allows:

to activate innovative processes in the company, to involve the management and key employees of SES in the strategy development process as much as possible;

develop a realistic SES strategy as soon as possible, taking into account business development opportunities and likely threats, as well as based on key competencies and dynamic capabilities;

create balanced system performance indicators;

formulate simple rules that make the strategy understandable and accessible not only for management, but also for ordinary SES employees;

build financial forecasts.

Analysis of the regional business climate and development of recommendations for its improvement

The main provisions of the strategy for the economic development of the regions

Regional economic development strategy is a system of measures aimed at the implementation of long-term tasks of the socio-economic development of the state, taking into account the rational contribution of the regions to the solution of these tasks, determined by the real prerequisites and limitations of their development.

The strategy of economic development of the regions varies depending on the socio-economic and political orientation of the state at a particular stage of development.

The strategy of regional development of the state is heterogeneous in relation to the regions that form it. This is due to significant differences between regions in terms of resource endowment, economic structure, achieved level development various areas economy.

In recent years, the independence of the regions has increased, which are increasingly responsible for the results of regional economic development. Socio-economic state of the regions defined as objective ( macroeconomic conditions, the position of the region in the social division of labor, industry structure, geographical location, ), and subjective factors, and first of all - methods regional government. In recent years economic reforms showed that regions that apply progressive methods of managing their development are less prone to crisis tendencies. In the difficult conditions of overcoming the crisis, those regions that used adequate methods and tools to manage their development had a relative advantage.

Socio-economic development of the region- this is central function authorities of the region, which becomes especially relevant during the crisis and constant structural changes.

The way out of this state can be very painful if the economic processes are allowed to take their course; at the same time, it can be accompanied by minimal costs if the administration actively influences the processes of economic development, using existing local advantages and creating new ones.

The development of the region can be managed through a wide range of specific actions, through which the local administration stimulates the development of the region's economy, creates new jobs, increases tax base, expands the possibilities for those species economic activity in which the local community is interested. It is important to identify the factors of economic development of Russian regions.

When analyzing the quality of regional development, it is useful to use concept of the theory of stages of growth, according to which economic development goes through three main stages: pre-industrial, industrial and post-industrial. The dominant sectors of pre-industrial development are the extractive industries, Agriculture, fish, timber, mining industry. Processing industries dominate in the industrial stage: mechanical engineering, chemical, forestry and woodworking, light industry, food industry, etc. In the post-industrial stage, the main industries on which economic development is based are non-material production industries: science, education, trade, finance, insurance, healthcare and etc. characteristic features post-industrial society there is a relative decline in the production of goods and a relative increase in the production of services, an increase in the knowledge intensity of production, an increase in the level of personnel qualification, and a faster internationalization of production.

Economic development today This is not so much quantitative growth as qualitative changes. The essence of the activities of commercial firms is changing.

Economic Development Trends modern society allow us to conclude that non-material production is a predominant area of employment, a predominant direction of investment and a factor in the prosperity of modern society. In other words, non-material production is the paradigm of modern economic development.

In Russia, there are currently two opposite processes: deindustrialization and growth of share . The first trend - a decline in the share of processing industries with a simultaneous strengthening of extractive industries - is partly forced and, in general, from the point of view of the prospects for further development of the domestic economy, is negative. This trend is shifting the domestic economy from a predominantly industrial to a pre-industrial stage of development, which indicates not progress, but rather regression. At the same time in Russian economy there is an increase in the share of services, trade and financial institutions, which is typical in general for the post-industrial stage of development of society. In the coming years, a very significant redistribution of labor resources is predicted in Russia.

The main factor is not the availability of resources, but the efficiency of their use..

In the first years of economic reforms in Russia, a special situation developed in the raw materials industries. It was the export of oil, gas, ferrous, non-ferrous metals and timber that provided the bulk of foreign exchange earnings and did not allow the entire industrial potential of the country to completely collapse.

in Russia in the 1990s. exports expanded mainly due to the undervalued ruble exchange rate, while imports of complex goods increased. This direction of development foreign trade had a negative impact on the standard of living in the country, further reducing it.

The relative advantages of the primary industries were due to lower costs, primarily wage costs. As the real exchange rate of the ruble strengthens and wages in export industries this advantage gradually began to fade away. That's why the orientation of Russia's economic development towards traditional raw material export industries is futile: former advantages gradually cease to be such.

Information Technology begin to play a leading role. Efficiency social production largely determined by the degree of use of information processing tools (computer technology, photocopiers, telephones, software), the density of the flow of inventions of new products and new technologies with the help of computer programs. Moreover, all modern business is an information process that creates connections between organizations and people so that the product is at the right point, at the right time and finds its consumer.

In any economy developed country or a developed region, the manipulation of information becomes the basis of any progress. The information component begins to dominate in any production and in any business. The development of the information component becomes both a factor, an indicator and a result of the development of a country or region. In other words, the development of information infrastructure (which is also a business infrastructure) becomes a factor of attraction and development of business activity. Computer networks, computer technology, computer design, communications today are becoming what they were in late XIX in. railways, — a catalyst and a factor in the socio-economic development of the whole society. Information is becoming a development resource today, and maturity information technologies determines the pace of this development.

Tools for managing the economic development of the region

The most effective at this stage tools for managing the economic development of the region are strategic planning and regional marketing.

And strategic management is the proven methods of modern management. Practice has proven high efficiency, and in some cases the urgent need to apply strategic planning not only in industry, agriculture, construction, transport, but also in other types of human activity. Strategic planning can be successfully used not only in the development of comprehensive programs for the socio-economic development of regions, but also in the implementation of anti-crisis measures in regions and cities, in the management of large-scale infrastructure projects and other areas of development in the regions.

The main question that the strategic plan for regional development answers today is how to get out of the crisis, improve the well-being of residents and lay a solid foundation for its further improvement. Priority is given to the goal of all transformations - the creation of conditions that provide a decent level and quality of human life.

Strategic planning cycle economic development of the region can be represented as follows:

Definition of development goals.
Analysis of the external environment for the development of the region.
Identification of the strengths and weaknesses of the region.
Leverage existing and create new local advantages.
Development of the concept of development.
Development of a concrete action plan and implementation of the strategy.
Analysis of efficiency and effectiveness, adjustment of goals and methods for achieving them.

AT modern conditions, when post-industrial trends of socio-economic development appear in a number of regions, it is important to determine regional advantages not only in production material products but also in the service sector. The region must learn to "export" services to other regions. The production of services can attract resources and promote welfare in the same way that production material values. Financial, insurance, consulting, auditing, communications, informatics, education, medical services- all these types of economic activity in modern conditions can contribute to regional development.

The most important modern factor in the development of the region— availability of high-quality communication infrastructure — modern communication lines of regional computer networks, free access to the Internet.

Within the framework of this stage of strategic planning of the socio-economic development of the region, opportunities are considered to maximize the use of strengths region, and neutralize the weak or turn them into advantages.

Plans for the strategic development of the region serve as the basis for the development of programs for socio-economic development. Such programs are drawn up for the main areas of human activity, taking into account reasonable ratios state regulation and market relations. Programs usually contain targeted projects and step-by-step plans for their implementation.

See also:

Planning for the economic development of the region is a continuous process that sets guidelines for making any, including tactical, current decisions. The presence of a long-term plan for economic development makes it possible to implement current decisions on a sound and well-developed basis. The planning process itself does not have a plan as a result, but the economic development of the region itself, which, in turn, is the result of specific management actions taken within certain limits determined by the strategic plan.

Vlasova Marina Sergeevna

Goloveshkina Elena Gennadievna

Student, Faculty of Economics, VGLTA

Kuznetsov Sergey Alexandrovich

scientific adviser assistant of the Department of Economics and

Finance, VGLTA, Voronezh

The strategy for the economic development of regions is a system of measures aimed at the implementation of long-term tasks of the socio-economic development of the state, taking into account the rational contribution of the regions to the solution of these tasks, determined by the real prerequisites and limitations of their development.

In recent years, the independence of the regions has increased, which are increasingly responsible for the results of regional economic development. The socio-economic state of the regions is determined by both objective (macroeconomic conditions, the position of the region in the social division of labor, geographical location) and subjective factors, and primarily by the methods of regional management.

When analyzing the quality of regional development, it is important to apply the concept of the theory of growth stages, according to which economic development goes through three main stages: pre-industrial, industrial and post-industrial. The dominant sectors of pre-industrial development are extractive industries, agriculture, fishing, forestry, and mining. Processing industries predominate in the industrial stage: mechanical engineering, chemical, forestry and woodworking, light industry, food industry, etc. In the post-industrial stage, the main industries include non-material production industries: science, education, trade, finance, insurance, healthcare, etc.

The general patterns of world economic development make it possible to comprehensively assess the background and prospects for the economic development of a particular city or region.

Economic development today is not so much quantitative growth as qualitative changes. The essence of the activities of commercial firms is changing. The main thing is not just to produce something, but to produce, sell, responding to a new technological challenge, identify competitors, take into account new consumer demands and learn how to operate within the new framework of a tougher competitive environment and social control.

At present, two conflicting processes are taking place in Russia: deindustrialization and growth in the share of the service sector. The first process - the decline in the share of processing industries, with the simultaneous strengthening of extractive industries - is partly forced and, in general, from the point of view of the prospects for further development of the domestic economy, is negative. This trend is shifting the domestic economy from a predominantly industrial to a pre-industrial stage of development, which indicates not progress, but rather regression. However, at the same time, the share of services, trade and financial institutions is growing in the Russian economy, which is typical in general for the post-industrial stage of development of society. In the coming years, a very significant redistribution of labor resources is predicted in Russia.

The development of any region of Russia largely depends on the creation in the region of conditions for attracting foreign economic agents (partners, investors). The creation of favorable conditions for the activities of foreign economic partners today is one of the main factors in the socio-economic development of the region as a whole.

In general, the regional administration in its activities aimed at the socio-economic development of the region, today widely uses new management technologies:

regional industrial policy, which include a wide range of methods for attracting investment to the region;
methods of strategic planning for the development of the region;
techniques of regional marketing and methods of "promotion" of regions and cities.

New management technologies for the development of regions require constant updating of knowledge and constant modernization of administration personnel. Their implementation requires constant investment in human capital regions and cities. When forming and developing a capable administration team, it is necessary to continuously improve its qualifications using innovative seminars and internships. It is advisable to use benchmarking techniques, i.e. purposeful application of the best practices of other regions and cities.

Thus, summing up the above, it should be concluded that:

the economic well-being of the regions of the Russian Federation is determined not only by the presence of initial advantages (geographical location, the presence of natural resources, etc.), but also by the quality of management of their socio-economic development;
nessesary to use modern methods regional management - strategic planning, regional marketing, etc.;
The main success factor in the management of regional development is the level of qualification of the personnel of the regional administration and the rational use of the intellectual potential of consultants for regional development.

Currently, the most effective tools for managing the socio-economic development of the region are strategic planning and regional marketing.

Strategic planning can be successfully used not only in the development of comprehensive programs for the socio-economic development of regions, but also in the implementation of anti-crisis measures in regions and cities, in the management of large-scale infrastructure projects and other areas of development in the regions. However, all constructive elements of strategic planning and strategic management has yet to be introduced into the practice of the administrations of the constituent entities of the Russian Federation.

The main question that the strategic plan for regional development answers today is how to get out of the crisis, improve the level of well-being of citizens and lay a solid foundation for its further improvement. Priority is given to the creation of conditions that ensure a high level of quality of human life.

The cycle of strategic planning for the economic development of regions can be represented as follows:

Definition of development goals.
Analysis of the external environment for the development of the region.
Identification of the strengths and weaknesses of the region.
Leverage existing and create new local advantages.
Development of the concept of development.
Development of a concrete action plan and implementation of the strategy.
Analysis of efficiency and effectiveness, adjustment of goals and methods for achieving them.

Planning the socio-economic development of the regions of the Russian Federation is a complex continuous process that sets guidelines for making any, including tactical, current decisions. The presence of a long-term plan for economic development allows you to make decisions on a reasonable and well-developed basis. It is important to understand that the planning process itself does not have a plan as a result, but the economic development of the region itself, which, in turn, is the result of specific management actions taken within certain limits determined by the strategic plan.

Specially conducted studies show that the differences in the socio-economic development of the constituent entities of the Russian Federation are not only significant, but also tend to increase.

This is due to the fact that in many subjects of the Russian Federation they turned out to be largely dependent on territorial factors, external economic conditions, and the policies of neighboring states. There are many regions where the foundations of reproduction have been undermined. The differences in institutional transformations, the development of market infrastructure, the effectiveness of management methods, self-government and state regulation, the interaction of government bodies with new economic structures, etc., remain excessive.

All these are critical factors that pose a huge threat to the economic system and the state as a whole.

It should be noted that the study of ways to form the conditions and mechanisms for sustainable development of the economy of the regions of Russia, the functional justification of the relevant market and administrative methods not yet completed due to such reasons as the loss of methodological guidelines, the uncertainty of the prospects for the territorial socio-economic organization of the Russian Federation, etc.

The scientific concept of sustainable socio-economic development of regions, as well as cities and administrative regions, should include:

theoretical understanding of sustainability as a universal property of socio-economic systems, which consists in their ability to perform their functions under the negative impact of external and internal factors, as well as quickly adapt to positive changes;
indications that the origins of quality lie in the objective existence of various proportions; it can be considered as a specific resource that has a certain potential, reproduced in an appropriate way and manifested and used in special forms;
highlighting the sustainable development of the region's economy as a specific object of management in market model economy;
criteria and indicators of sustainable development, as well as reasonable goals and objectives of management for regions of different levels and types of development;
generalized conclusions about promising methods of stabilization activities of the federal center, subjects of the Russian Federation, structures local government, as well as ways to optimize internal and external economic indicators;
· substantiation of the prospects for overcoming the methodological barriers that have arisen in connection with the tendencies to absolutize the ecological content of sustainability and sustainable development.

An assessment of the prospects for sustainable development of the regions of the Russian Federation, carried out on the basis of the typology of the subjects of the Russian Federation proposed by the Federation Council of the Federal Assembly of Russia, made it possible to distinguish the following groups of regions, territories and republics in terms of the level of economic development, the structure of production, the level of infrastructure development and the availability of qualified personnel and other indicators.

The first group (the republics of Bashkortostan and Tatarstan, Belgorod, Vologda, Lipetsk, Nizhny Novgorod, Samara, Sverdlovsk and Chelyabinsk regions) is distinguished by a fairly diversified production structure, high production potential, developed infrastructure and qualified personnel. It should be noted that the decline in production in these areas is relatively lower than in other regions, which indicates a greater resilience of their economies to the negative effects of external and internal factors, to crisis phenomena.

The transition to sustainable development of the regions of this group is associated with the inadmissibility of the loss of existing advantages, the development of efficient sectors of the economy and industries of specialization.

Republics of Komi, Sakha (Yakutia), Khakassia, Krasnoyarsk region, Irkutsk, Magadan, Omsk, Orenburg, Tomsk, Tyumen region conditionally form the second group of subjects of the Russian Federation. The prospects for sustainable development of their economies are largely related to the impact of external economic factors. The fact is that the predominantly extensive exploitation of domestic deposits natural resources with a significant remoteness of their locations from the regions of consumption, it exacerbates the problems of efficiency, profitability, etc.

The third group of regions includes Vladimir, Ivanovo, Kursk, Moscow, Smolensk, Tula, Ulyanovsk and Yaroslavl regions. All of them are distinguished by a high degree of economic development of the territory, developed infrastructure and the availability of qualified personnel. There is a relatively high proportion regional markets industrial and technical products and consumer goods. Therefore, the prospects for the formation of sustainable economic structures can be rated as good. This is also true for the investment climate.

The Republic of Karelia, Arkhangelsk, Vologda, Voronezh, Kaluga, Kamchatka, Kostroma, Leningrad, Murmansk, Novgorod, Orel, Penza, Perm, Ryazan, Sakhalin, Tver regions and St. Petersburg make up the fourth group of regions. The situation in their economy is close to the average for Russia, so their prospects are most related to overcoming threats (i.e. possible damage) that are primarily of national importance: lack of investment in human potential; poor quality of management and general deterioration of managerial capacity; excessive cost of the economy, labor, capital, materials and energy; the growing role of the shadow sector; weakening of scientific and technical potential; deformation of the structure of exports and imports and, as a result, dependence on the world market conditions; leakage of capital abroad and the monopoly behavior of foreign producers in the domestic Russian market; unsettled interbudgetary relations and etc.

Krasnodar and Stavropol Territories and Rostov region grouped into the fifth group of regions. The specificity of these regions is the outstripping decline in agriculture and agricultural engineering. Combined with the unfavorable price situation, this led to a significant deterioration in economic situation. However, it is important to take into account that the food industry, which is relatively more resistant to the crisis, has become a kind of balance.

The prospects for sustainable development of this region are associated with an improvement in the efficiency of the development of agricultural production, the implementation of Russia's strategy to ensure its food independence, as well as the expansion of services of the balneological complex of the Caucasian Mineral Waters.

The sixth group of regions includes the Republic of Mari El, Mordovia, Udmurt, Chuvash Republic, Khabarovsk Territory, Bryansk, Kemerovo, Kurgan, Pskov and Saratov regions. By the beginning of 1990, their economy was largely determined by the situation in the military-industrial complex. The fact is that the crisis sharply marked the disproportions between the defense industries, which have high tech and advanced organization, and other sectors National economy. The backwardness of the latter could not compensate for the sharp decline in production at defense enterprises. Therefore, the problems of sustainability and sustainable development of the economy here can be solved with significant outside help.

The seventh group includes the republics of Altai, Buryatia, Kalmykia, Tyva, Altai and Primorsky Territories, Amur, Astrakhan, Tambov and Chita regions. According to experts, these regions simultaneously fall into the category of both prone to the deepest depression and the most backward in terms of socio-economic development. state support. It is rather difficult to implement this due to the fact that some of the listed regions are border regions. And, consequently, the international factor is especially strong and will continue to be exacerbated.

The Republics of Adygea, Dagestan, Kabardino-Balkaria, Karachay-Cherkess, Ingushetia, North Ossetia-Alania make up the eighth group of regions. Sustainable development here largely depends on the settlement of the most acute political, national, border and other problems.

Thus, the goals of developing a sustainable development strategy are dictated by the desire of the administration of any level - republic, territory, region, municipality - to improve the welfare of the inhabitants of their territory by increasing the employment of the population and involving it in the most productive labor in various sectors of the economy.

Summarizing the above, we can conclude that the strategy of socio-economic development makes it possible to determine general and sectoral guidelines internal development region, take into account and "apply" the interests and strategic plans of individual economic entities, accurately weigh and use the resource, infrastructure and geo-economic potential, thus obtaining a synergistic effect (increased performance as a result of integration, merger separate parts in single system) for the development of the region for a long period of time.

Summing up, it can be noted that it is the strategy of socio-economic development that allows:

coordinate the activities of government bodies, the business community, public and political organizations that have an impact on the development of the region, in order to set a single direction for development. This vector is formed taking into account territorial features, including natural and labor resources, the existing production and service specialization, economic-geographical, competitive and other advantages. It is important to note 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;
create a favorable business climate in the region in terms of attracting investment. It's no secret that competition in the investment market is becoming fiercer and more international. To win this competition, investors need to present compelling long-term strategic development plans, create Better conditions and guarantees, to withstand the fight for an investor 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 no different from each other;
concentrate investment resources in priority areas. Determine the "points of growth", the development of which will bring the greatest effect. In turn, points of growth make it possible to create entire clusters in the region - groups of interconnected, territorially concentrated organizations. The development of the key elements of the cluster allows stimulating the development of interconnected sectors of the economy, effectively allocating limited resources regional budget, sources of the federal center and private investors in key areas.

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

The presence of a strategy for socio-economic development makes it easier for the leaders of the region to solve the problem of subsidizing from the most various sources, because it allows you to convincingly justify the targeted spending of funds. The strategy is a weighty basis for applications by regional authorities to receive funding for individual events and facilities from the federal budget.

Also, the presence of a strategy allows the head of the executive branch to demonstrate to the federal center the 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 apply the entire set of economic and administrative-legal methods of managing the territory in a coordinated and effective manner.

Bibliography:

Vidyapina, V. I., Stepanova, M. V. Regional economy/ [Text]: textbook / Vidyapina, V. I., Stepanova, M. V. - M.: INFRA-M, 2007. - 666 p.
Morozova, T. G., Regional Economics / [Text]: textbook / Morozova T. G., - M.: UNITI, 2007. -234 p.
Morozova, T. G., Regional economics of the world / [Text]: textbook for universities / Morozova, T. G. - 4th ed., revised. And extra. – M.: UNITI-DANA, 2008. – 472 p.
Society and Economics / [Text]: international scientific and socio-political journal. – M.: Nauka – 2008.
Russia in figures / [Text]: statistical collection. - M.: Finance and statistics, 2009. -255 p.
Economic geography and regional studies / [Text]: tutorial.– 2nd ed., revised. and additional – M.: Gardariki, 2007.

A selection of articles of the "Budget" is devoted to the strategies of socio-economic development of regions (subjects of the Russian Federation), regional strategizing and programming, program-target methods of budgeting.

Here you will find materials on the development of regional strategies, their implementation, the experience of the subjects themselves Russian Federation, articles about common mistakes and problems. A selection of articles allows you to draw a conclusion about the current state of affairs in this area and what changes are taking place.

It is worth noting that the site also has a similar one dedicated to municipal strategizing.

REGIONAL STRATEGING AND PROGRAMMING: 2016 RESULTS
Adopted three years ago, Law No. 172 FZ “On Strategic Planning in the Russian Federation” has become an important milestone in the public administration system of our country. In 2016, the process of updating and adjusting strategic planning documents, taking into account new regulatory and institutional requirements, continued. The analysis of the state of affairs with regional strategies and state programs last year is devoted to the new annual report of the Institute for Reforming Public Finances.
State programs of the regions: analysis of the results of 2015
AT this article provides an overview of developments in 2015 and an assessment current position in the field of development government programs subjects of the Russian Federation, an analysis was made of the implementation of the program-target principles of budgeting used in the Russian regions. The material was prepared on the basis of the annual report "Regional strategizing and state programs of regions in 2015", developed by the team of authors of the Institute for Public Finance Reform (IROF).
Regional strategies: analysis of the results of 2015
This article provides an overview of the changes that took place in 2015 and an assessment of the current situation in the field of regional strategy and the development of state programs of the constituent entities of the Russian Federation, as well as an analysis of the implementation of program-target budgeting principles used in Russian regions. The material was prepared on the basis of the annual report "Regional strategizing and state programs of regions in 2015", developed by the team of authors of the Institute for Public Finance Reform (IROF)
Strategic planning experience in the Tomsk region
With the adoption in June 2014 of Federal Law No. 172‑FZ “On Strategic Planning in the Russian Federation”, legal framework strategic planning in Russia. By this time, the Tomsk region has already accumulated significant experience in this area.
Strategies, programs, projects: regional aspect
At the forum "Socio-economic development of the constituent entities of the Russian Federation and municipalities”, organized by R.O.S.T.U., a member of the Keysystems group of companies, with the informational support of the Budget Publishing House
and Publishing House "Scientific Library", the problems of implementation were discussed federal law about strategic planning at the regional and local levels. In addition, the forum participants touched upon such issues as the relationship between strategic planning and the budget process and the introduction of a project approach into the system of state and municipal government.
Macro-regional strategies - the vertical of the execution of the President's instructions
Macro-regional strategies are the main link between sectoral and regional approaches to the country's development. The organization of interaction between federal and regional authorities belongs to the powers of the presidential envoys' offices in federal districts, which creates an effective tool for implementing the strategies of macroregions.
Strategies under Uncertainty
The main topic of the next All-Russian Forum of Strategists in St. Petersburg was new law about strategic planning. The participants tried to understand what the strategizing system would look like now and what additional efforts would be required from the regions and municipalities.
Prospects for the strategic development of the old industrial regions of Russia
Scientific and technological progress, the explosive growth of knowledge-intensive segments of the economy and the massive introduction of innovations in various sectors of the national economy have led to sectoral migration of value. In the course of it, the regions that were previously strong industrial centers with a developed infrastructure, an effective social sphere and high level life, ended up in crisis situation
Strategy of the Kaluga Region: people are the center of investments
The strategy for the long-term socio-economic development of the Kaluga region until 2030, approved in 2009, is designed to ensure the transition to a new stage in the development of the region "Human being the center of investment"
"Strategy is not a dogma"
Deputy Governor of the region Leonid Genrikhovich Iogman spoke about the features of the regional strategy system in the Vologda Oblast

There are many definitions of the category "development strategy". For example, according to P. Drucker, strategy is a way to implement business theory in practice, 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 a method and process of selection. By definition, existing target after the choice is made, it becomes strategic. The strategy also includes the need for an evaluative approach to the choice of goals and directions of movement towards its achievement.

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

The development strategy is a rather capacious and multifaceted category that can be classified according to different criteria. This question I. Ansoff, E. Bowman, A. Gradov, P. Drucker, M. Kruglov, G. Mintzberg, M. Porter, G. Hamel and other foreign and domestic scientists dedicated their works. Each of them developed a classification of development strategies within the framework of the subject area of study of interest to him.

It is advisable to group the development strategies of the region 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 authorities;
- types (consumer, marketing, entrepreneurial, labor and organizational strategies);
- areas of activity (production, services, infrastructure, management, social sphere and 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 the stability of functioning (they are the main ones for the development of the region, ensuring the stability of its functioning and existence); key strategies (which have a dominant influence on the competitiveness of the region, distinguishing it from many other territories); innovative strategies (which shape the region's potential for future success).

The benefit of a region having a clear development strategy is derived not only by those who are guided by it in their activities, but also by representatives of other regions who are not directly involved in the implementation of the strategy. Since they can have both a positive and a negative impact on the implementation of the strategy, it is necessary to take into account their socio-economic interests in the processes of formation and implementation of the strategy.

The strategy of socio-economic development makes it possible to harmonize the activities of government bodies, the community of business people, 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 features, including natural and labor resources, the existing production and service specialization, economic and 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.

The existence of 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 getting tougher and more international. In order to win this competition, investors should present compelling long-term strategic development plans, create the best conditions and guarantees, and withstand competition for investors from 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 almost do not differ from each other.

The strategy of socio-economic development makes it possible to concentrate investment resources on priority areas. Determine the "points of growth", the development of which will bring the greatest effect. In turn, points of growth 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 and enhance each other's competitive advantages). The development of the 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.

The long-term strategy is the basis for the reasonable development of a rational territorial planning scheme, i.e. functional zones, zones of planned placement of capital construction facilities 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 strategy for socio-economic development makes it easier for the leaders of the region to receive subsidies from a variety of sources, since it allows them to convincingly justify the targeted spending of funds. The strategy is a solid basis for applications by regional authorities to receive funding for certain activities 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 the executive branch to demonstrate to the federal center the 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 apply the entire set of economic, architectural, planning and administrative-legal methods of managing the territory in a coordinated and effective manner.

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 spheres and industries that exist on the territory of the subject, and there are no priorities for economic development.

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

To develop a clear and implementable strategy, it is necessary to form a collective vision of 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 specific projects and determine who will take responsibility for their implementation.

There are two levels of strategy.

At the first level, the main task is to attract investment to the region. At the same time, 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 performance against the all-Russian 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 of economic growth and competitiveness of the region.

The combination of both levels of strategy provides a huge synergistic effect. In particular, an increase in the cultural and spiritual wealth of the population of the region will also contribute to strengthening the motivation to work, increasing the socio-economic development of the region. Clear and well-thought-out strategies for each region are essential for determining the strategy for the economic development of Russia as a whole.