МурманшельфИнфо. 2014, N 2 (25).

îðãàíîì ìåñòíîãî ñàìîóïðàâëåíèÿ â 49 ìóíèöèïàëèòåòàõ (73% îáùåãî ÷èñëà â âûáîðêå), â 13 ìóíèöèïàëèòåòàõ (19%) èõ óòâåðäèëè àäìèíèñòðàöèÿ.  5 ìóíèöèïàëèòåòàõ (7,5%), ðàçìåñòèâøèõ òåêñòû ñòðàòåãèé íà ñâîèõ îôèöèàëüíûõ ñàé- òàõ, ñòàòóñ ðàññìîòðåíèÿ äîêóìåíòà íå áûë óêàçàí. Íà îñíîâå ïðåäñòàâëåííûõ è äðóãèõ äàííûõ âûïîëíåí- íîãî àíàëèçà êà÷åñòâà äîêóìåíòîâ ñòðàòåãè÷åñêîãî ïëàíè- ðîâàíèÿ ìóíèöèïàëèòåòîâ ìîæíî ñäåëàòü âûâîä, ÷òî îíî, íåñìîòðÿ íà çíà÷èòåëüíóþ äèôôåðåíöèàöèþ ñîäåðæàíèÿ, ñ òî÷êè çðåíèÿ íàëè÷èÿ è ïîëíîòû íåîáõîäèìûõ ýëåìåíòîâ, âïîëíå óäîâëåòâîðèòåëüíîå. Òàêîé âûâîä áëèçîê ê òîìó, ÷òî ñäåëàí ïî ðåçóëüòàòàì èññëåäîâàíèÿ, ïðèìåíÿâøåãî äðóãóþ ìåòîäèêó àíàëèçà 100 ìóíèöèïàëüíûõ ñòðàòåãèé ðàçëè÷íûõ ðåãèîíîâ Ðîññèè. Îñíîâíûå åãî ðåçóëüòàòû èç- ëîæåíû â ñòàòüå Á.Ñ. Æèõàðåâè÷à è Ò.Ê. Ïðèáûøèíà [9] Íàø àíàëèç ïðèìåíåíèÿ ìåòîäîâ ñòðàòåãè÷åñêîãî ïëàíèðî- âàíèÿ è óïðàâëåíèÿ â ìóíèöèïàëèòåòàõ Ñåâåðà, â òîì ÷èñëå ìîíîïðîôèëüíûõ, òàêæå ïîêàçàë, ÷òî îíè íàõîäÿò ðàñïðîñòðà- íåíèå ïðåèìóùåñòâåííî ñðåäè ãîðîäñêèõ îêðóãîâ è ìóíèöè- ïàëüíûõ ðàéîíîâ. Ó òàêîãî òèïà ìóíèöèïàëüíûõ îáðàçîâàíèé êàê ãîðîäñêèå ïîñåëåíèÿ â ñîñòàâå ðàéîíîâ, èç-çà ðàçäå- ëåíèÿ (à â ðÿäå ñëó÷àåâ ñîâìåùåíèÿ) ïðåäìåòîâ âåäåíèÿ è ïîëíîìî÷èé â ðàìêàõ îäíîé è òîé æå òåððèòîðèè, âîçíèêàþò ïðîòèâîðå÷èÿ ñ ðóêîâîäñòâîì ðàéîíîâ, êîòîðûå ïðåïÿòñòâóþò íå òîëüêî ñòðàòåãè÷åñêîìó ïëàíèðîâàíèþ è óïðàâëåíèþ ðàç- âèòèåì, íî è ðåøåíèþ òåêóùèõ âîïðîñîâ ôóíêöèîíèðîâàíèÿ. Íàëè÷èå ó ìóíèöèïàëüíûõ ðàéîíîâ ñòðàòåãè÷åñêèõ ïëàíîâ îáóñëîâëåíî ÷àñòî, òðåáîâàíèÿìè ñî ñòîðîíû ðåãèîíàëüíûõ îðãàíîâ âëàñòè, ïîñêîëüêó îíè ïî ñóùåñòâó ïðîäîëæàþò ôóíê- öèîíèðîâàòü êàê àäìèíèñòðàòèâíî-òåððèòîðèàëüíûå åäèíèöû ñóáúåêòà ÐÔ, à èõ îðãàíû âî ìíîãîì ïðèîáðåëè ïîëîæåíèå òåððèòîðèàëüíûõ îðãàíîâ ðåãèîíàëüíîé âëàñòè [13]. Øèðîêîå ðàñïðîñòðàíåíèå ïîëó÷èëà ïðàêòèêà ïðèâëå- ÷åíèÿ äëÿ ðàçðàáîòêè ñòðàòåãè÷åñêèõ ïëàíîâ ñòîðîííèõ íàó÷íî-êîíñóëüòàöèîííûõ îðãàíèçàöèé. Ýòî ìîæåò äàòü ïîçèòèâíûé ðåçóëüòàò òîëüêî ïðè óñëîâèè, åñëè â ïðîöåññ ðàçðàáîòêè è ðåàëèçàöèè ñòðàòåãè÷åñêîãî ïëàíà áóäóò àê- òèâíî âîâëå÷åíî ìåñòíîå ñîîáùåñòâî.  äåéñòâèòåëüíîñòè óêàçàííîå óñëîâèå âûïîëíÿåòñÿ äàëåêî íå âñåãäà, ÷òî ìî- æåò äèñêðåäèòèðîâàòü èäåþ ñòðàòåãè÷åñêîãî ïëàíèðîâàíèÿ.  öåëîì, â ãîðîäàõ ðîññèéñêîãî Ñåâåðà è Àðêòèêè, â ò.÷. ìîíîïðîôèëüíûõ, ñóùåñòâóåò ïîòåíöèàë è ïîëîæèòåëüíûå ïðèìåðû âåñüìà óñïåøíîãî ïðèìåíåíèÿ ñîâðåìåííûõ ìå- òîäîâ ñòðàòåãè÷åñêîãî ïëàíèðîâàíèÿ â ïðàêòèêå óïðàâëå- íèÿ ñîöèàëüíî-ýêîíîìè÷åñêèì ðàçâèòèåì ñâîèõ ïîñåëåíèé. Âìåñòå ñ òåì, íàðÿäó ñ íåñîìíåííîé ïîëüçîé, ïîëó÷åí- íîé â ïðîöåññå ðàçðàáîòêè ñòðàòåãè÷åñêèõ äîêóìåíòîâ ìî- íîãîðîäîâ (ïðîâåäåíèå àíàëèçà ïîòåíöèàëà èõ ðàçâèòèÿ, îïðåäåëåíèå ïðèîðèòåòîâ ðàçâèòèÿ, îöåíêà ïîòðåáíîñòè â ðåñóðñàõ äëÿ îñóùåñòâëåíèÿ ïëàíîâ), ñåãîäíÿ èõ ðåàëèçà- öèÿ ñäåðæèâàåòñÿ ðÿäîì ïðîáëåì ýêîíîìè÷åñêîãî è èíñòè- òóöèîíàëüíîãî õàðàêòåðà. Ýêîíîìè÷åñêèå ïðîáëåìû ðåàëèçàöèè ñòðàòåãèé ìîíî- ãîðîäîâ ðîññèéñêîé Àðêòèêè ñâÿçàíû, âî-ïåðâûõ, ñ íèçêîé îáåñïå÷åííîñòüþ ìóíèöèïàëèòåòîâ ñîáñòâåííûìè (ïðå- æäå âñåãî, ôèíàíñîâûìè) ðåñóðñàìè, íå ïîçâîëÿþùåé îêàçûâàòü çíà÷èìîå âëèÿíèå íà ïåðñïåêòèâû èõ ðàçâèòèÿ. Âî-âòîðûõ, ñ íåäîñòàòî÷íûì ó÷àñòèåì â îñóùåñòâëåíèè ñòðàòåãè÷åñêèõ ïëàíîâ ìîíîãîðîäîâ êàê ãîñóäàðñòâà (äàæå â ñëó÷àÿõ, êîãäà ïîìîùü ñ åãî ñòîðîíû îêàçûâàåòñÿ), òàê è ãðàäîîáðàçóþùèõ ïðåäïðèÿòèé. Èíñòèòóöèîíàëüíûå ïðîáëåìû ðåàëèçàöèè ñòðàòåãèé ñâÿçàíû ñ íåðàçâèòîñòüþ êàê ôîðìàëüíûõ, òàê è íåôîð- ìàëüíûõ èíñòèòóòîâ, íåîáõîäèìûõ äëÿ óñïåøíîãî ñòðàòåãè- ÷åñêîãî óïðàâëåíèÿ. Íåðàçâèòîñòü ôîðìàëüíûõ èíñòèòóòîâ ïðîÿâëÿåòñÿ â ñëàáîì çàêîíîäàòåëüíîì è ìåòîäè÷åñêîì îáåñïå÷åíèè ýòîãî ïðîöåññà. Íåôîðìàëüíûå èíñòèòóòû (íàëè÷èå ñåòåé ñîòðóäíè÷åñòâà ìóíèöèïàëüíûõ, ãîñóäàð- ñòâåííûõ è ïðåäïðèíèìàòåëüñêèõ ñòðóêòóð) ðàçâèòû íå- äîñòàòî÷íî. Êðîìå òîãî, âàæíåéøóþ ðîëü èãðàåò óðîâåíü ðàçâèòèÿ ÷åëîâå÷åñêîãî ïîòåíöèàëà (çíàíèÿ è îïûò ñòîðîí, ó÷àñòâóþùèõ â ôîðìèðîâàíèè è ðåàëèçàöèè ñòðàòåãèé), êî- òîðûé, êàê ïðàâèëî, íåäîñòàòî÷íî âûñîê. Ñëåäîâàòåëüíî, íåîáõîäèìû êàê ñïåöèàëüíûå ìåðû ïîä- äåðæêè ñî ñòîðîíû ãîñóäàðñòâà, òàê è àêòèâíûå äåéñòâèÿ ñàìèõ îðãàíîâ ìóíèöèïàëüíîé âëàñòè ãîðîäîâ ïî âíåäðå- íèþ ìåòîäîâ ñòðàòåãè÷åñêîãî óïðàâëåíèÿ â ïðàêòèêó èõ äå- ÿòåëüíîñòè. in various Russian regions. You may get acquainted with these results in the article written by B. S. Zhikharevich and T. K. Pribyshin [9]. Our analyses of applying methods of strategic planning and management in northern municipalities (including single-industrial ones) has showed that those methods are relevant mostly for towns and municipalities. Such municipal formations as urban settlements which are part of some district have particular disagreements with local authorities. These disagreements appear as a result of division or combination of power subjects on one and the same territory, and they cause difficulties not only in strategic planning and developing management but also in solving current functioning issues. It is a common situation when the local authorities demand from municipalities to have strategic plans because municipal formations continue their functioning as administrative constituent entities of Russian Federation, though their administration is mostly characterized as territorial regional office. It has become more and more popular to apply to some scientific consulting organizations for developing the strategic plan. However, it could be useful and give positive result only if the process of development and realization of strategic plan would actively involve the local community. In real situation this condition is hardly true every time, as a consequence, it can lead to damage of idea concerning strategic planning. To sum up, monotowns and towns of Russian North and Russian Arctic zone have got good potential and positive examples of successful implementation of modern methods of strategic planning in the sphere of managing socioeconomic development in its settlement. Despite the usefulness of information after the process of development of strategic documents for monotowns (analyses of their potential, statement of developing priorities, estimation of resource necessity for its carrying out), nowadays realization is troubled by some economic and institutional problems. Economic problems of realizing strategy in monotowns located in Russian Arctic zone are connected with several factors: 1) low provision of municipalities by resources (e. g. financial): that does not let them influence developing prospects; 2) participation of government and single industrial enterprise in carrying out strategic plans for monotowns is not enough (even in the cases when monotowns reject interfering). Institutional problems of realizing the strategies are connected with imperfection of formal as well as informal institutions which are vital for successful strategic management. Imperfection of formal institutions appears in weak law and methodic base of the process. Informal institutions (cooperation networks between municipal, state and business structures) are poor developed as well. Moreover, level of development of human potential plays the most important role (knowledge, experience of sides participated in formation and realization of strategies). As a rule, this level is not high enough. As a result, it demands specific measures of state support as well as useful actions of municipal authorities to help the implementation of methods of strategic planning in their activities. State measures should involve, first of all, improvement of law support to local authorities and their actions. It should be reflected in widening of finance base of local budgets, strengthening of real (instead of declarative) guarantees of following principals of self-management. Secondly, government should provide straight support of many municipal formations situated in the North and the Arctic region, including, of course, monotowns; special conditions for functioning and developing are hardly minded by current (and mostly unified) law base and state regional policy as well. Thirdly, it is essential to strengthen state scientific methodic and informational (especially concerning statistic information) in order to distribute and use effectively technologies of strategic management of 34 октябрь 2014 № 2 (25) МурманшельфИнфо