3.3. Conclusions and suggestions

Achievement of strategic goals is possible only under condition of consolidation of efforts of authorities, business and public actors. The sharper resource constraints – the more important are effects of joint planning and coordination, building a unified management system to implement the strategy. Such a system should rely not only on Federal and regional strategic documents, but also corporate.

The gaps of the Federal law of June 28, 2014 № 172-FZ "On strategic planning in the Russian Federation" significantly impede its implementation. In contradiction to its title and mission (clause 1 of article 1) the Law restricts its scope to the Federal level, the level of constituent entities of the Russian Federation and municipal formations (item 2 of article 1), excluding potential participants in the strategic planning (article 9), crucial for economic development of the country.

The point is not just to include formally stakeholders (namely, citizens, business, scientific organization, etc.) into the Federal law 172-FZ. What is more important is to start implementing the mechanisms of stakeholders’ involvement into strategic planning activity in practice. For instance, the best way to start more closely cooperating with business and attract more private investments in support of strategic goals is to start from priority projects. And then incrementally integrate such interactions at other strategic planning levels. Later on this cooperation is supposed to lead to elaboration of strategies that will not just exist on paper, with the help of stakeholders involvement strategies gradually should become a working strategic planning tool.

Priority projects is potentially an appropriate mechanism to involve business in solving huge infrastructural, innovational and other problems of modern government. (For example, some priority projects may be financed by the government, and some non-governmental organizations launch these projects, lead them, then after giving back all invested money to the government, business privatizes assets).

International experience analysis has shown that projects realization through public-private partnership is a notable tool of increasing effectiveness of public services delivery.

Improvement of strategic planning mechanisms in this field may be also the following: preparation of the regional strategic plan in two versions – full version for the government (including all calculations and justification) and short version (20-30 pages, like a business plan for other stakeholders); holding of a competition among small and medium sized businesses with the aim to identify interesting ideas and proposals for the development of the region and provision of benefits for winners by, for example, advertising them in the regional media; development of the e-government system in the region to simplify participation of different groups of stakeholders, etc.⁷⁵

Citizens’ participation in decision-making process, planning is an essential mean to make administrative bodies more accountable, the decision-making process more transparent and less prone to corruption.

Conclusion

‘Strategy has long been a top management concern and is now becoming part of project management language and practice (Artto et al., 2008; Srivannaboon and Milosevic, 2006; Williamson, 1989). One leading project management methodology suggests that strategy is the main reason why projects should be initiated (Office of Government Commerce, 2007, 2009b). However, there is little guidance about how strategy gets translated into projects (Jamieson and Morris, 2007). The problem arises because the project management understanding of strategy does not correspond to the way strategy is now practiced. Authors such as Millosevic et al. (2007), Office of Government Commerce (2007), PMI (2006), Reiss et al. (2006), and Williams and Parr (2004) lead this field, but very few, such as Pellegrinelli (2008), emphasise the link between programmes and strategy. The Office of Government Commerce in the UK (2009b) exemplifies this later aspect by defining a programme as ‘…a temporary, flexible organization created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisations strategic objectives’. The focus, in this instance, is the implementation of the identified change [project or program] in a strategic context’.⁷⁶

It means that in order to make projects and programs work in practice, they should be correctly implemented in strategic context.

Project management as a new initiative of the government may be considered as sensible for several reasons:

• the above analysis has shown that achieving a balance between integrity of changes and concentration of top-level administrative resources on priority areas makes preferable to implement strategies and programs jointly. This requires modification of both formats to make better their strengths and weaken the influence of defects. Priority projects with the same goals (only priority goals) that are written in the federal strategy is a prospective mechanism of public policy realization;

• there are too many goal-setting strategic planning documents, mechanisms (such as presidential message to the parliament) and all of them set priorities; in order to bring order in this sphere, to focus scarce administrative resources on top-level priority policies, promote them and make priorities clear for everybody, priority projects are implemented;

• new administrative structures, such as priority project office on the basis of the government and the Council under the President of the Russian Federation on strategic development and priority projects having power over the ministries is a crucial condition of more efficient implementation of economic reforms; to work properly they should focus top-level administrative resources on limited number of priority projects responsible for a large part of expected results;

• it is complicated to follow fulfillment of the strategy, the main method of controlling the implementation of strategy is control over the action plan implementation⁷⁶;

• the implementation of programs/projects avoids the problem of redundancy agenda and overload the administrative channels of the secondary measures; (An excessive amount of measures or lack of prioritization overload administrative upper level channels and do not provide mobilization and implementation mechanisms. Therefore, strategy is implemented in the format of soft programs without sufficient support from the top administrative level. Priority spheres are on the second front, but rather minor and easy measures are implemented. This format of implementation is subject to continuous interference over current tasks, which are given unsystematically and do not comply with measures of the strategy. Contradictions tend to accumulate, strategy tends to become outdated and loses its relevance)⁷⁶.

• including in the project teams both government employees and external specialists motivated in the success of reforms will allow to cooperate with performers of the strategies and programs/projects in order to make them get rid of the approach of usual civil servants culture (minimum responsibility and minimize risk of failure)

Naturally, as international experience shows, project management implementation into the strategic planning system is a gradual process, which requires setting a clear for everybody priorities and transparent procedure of projects analysis, assessment and selection; interaction with stakeholders, their assessment, special entry and their involvement in goal-setting process, collaborative work of ministries; proper monitoring and evaluation which should be provided by independent agencies; normative base correction, for instance, in order to make interdepartmental work more harmonized, coherent and consistent it is worth publishing something like the Green book in the UK; key performance indicators implementation and hard work in the direction of building decentralized strategic planning system with ‘bottom-up’ approach, transparency and accountability.

References

Supplements

Appendix 1.

Functions, aims and principles of strategic planning system in the Russian Federation

‘The Federal Law of June 28, 2014 № 172-FZ "On the strategic planning in the Russian Federation" is a key tool for the implementation of a coherent long-term policy, which must be balanced with short-term goals, medium- and long-term goals.

The subject of the legal regulation of the law is the social relations in the planning sphere, forecasting and strategic control of the socio-economic development of the Russian Federation constituting a coherent state system of strategic planning.

The Federal Law provides a legal basis for construction and operation of an integrated system of state strategic planning of the Russian Federation, which allows to solve problems of increasing the quality of life, growth of the Russian economy and the country's security. The Federal law establishes the legal framework for strategic planning in the Russian Federation, coordination of the state and municipal strategic management and fiscal policy, powers of the federal authorities, state authorities of the Russian Federation, local government bodies and how they interact with the public, scientific and other organizations in the field strategic planning.

According to the federal law State Strategic Planning System is a combination of:

• interlinked strategic planning documents describing the priorities of socio-economic development of the Russian Federation;

• elements of regulatory, scientific and methodical, information, financial and other support of strategic planning processes;

• members of the state strategic planning, implementing and directing the practical activities in this area.

Strategic planning system provides a set of management tools that allow to:

• deploy a long-term solution (for the period of implementation 5 years or more) in a set of medium-and short-term objectives linked to each other and subordinate common goal;

• balance planned actions that require significant investments (projects in energy, transport, demography, national security);

• provide a clear direction to the Russian regions for activities consistent with the interests of the country as a whole in accordance with the objectives of social and economic development of the Russian Federation;

• denote the long-term objectives for business (in the field of industrial infrastructure development, energy and mineral resource base, labor market, social infrastructure, science and technology, and so on), to reduce the risk when making long-term investment decisions.

• determine the optimal trajectory of the transition from the current state of social and economic development to the desired state;

• concentrate different resources (financial, organizational, informational, personnel) to achieve planned objectives;

• consolidate efforts of all actors of the economy (government, corporations, civil society organizations) to achieve the objectives of social and economic development of the Russian Federation.

On the basis of stated objectives the basic functions of the state system of strategic planning are:

• definition of internal and external conditions and socio-economic development trends, and identification of opportunities and constraints of socio-economic development and national security;

• definition of social and economic development objectives of the Russian Federation and government priorities;

• choice of ways and methods to achieve objectives ensuring the most efficient use of available resources;

• organization of measures to ensure achievement of social and economic development objectives in the respective areas of socio-economic development and national security;

• definition of necessary resources to achieve goals of socio-economic development and national security;

• coordination of planned actions to achieve goals of social and economic development between federal and regional levels of the government, business and society;

• implementation of strategic control;

• scientific and technical, informational and staffing procuring the state strategic planning.

Participants regulated by this law are the President of the Russian Federation, the Russian Federation Security Council, the Accounts Chamber of the Russian Federation, Government of the Russian Federation, federal executive authorities and the state authorities of the Russian Federation.

The federal law assigned the powers of all members of the state strategic planning in the state strategic planning of socio-economic development in the Russian Federation.

Within the framework of the Federal Law of the state strategic planning participants are obliged to:

• use mechanisms of state strategic planning, established by the law, depending on the level of management;

• establish interconnection and hierarchy of state strategic planning tools;

• implement strategic control to achieve planned objectives.

Proposed by the Federal law approach to the formation of the state strategic planning system is based on the experience and achievements of domestic and world practice. Furthermore, it includes state strategic planning tools currently used in the Russian Federation and abroad.

Picture 1 demonstrates the system of strategic planning documents which includes:

documents on the formation of public policy (approved by the President of the Russian Federation) are the backbone strategic planning documents, which form in the long term the Russian Federation's state policy framework in the field of socio-economic and regional development;

Backbone strategic planning documents include documents of:

strategic forecasting of the Russian Federation in the context of global political and economic development (Strategic outlook of the Russian Federation);

strategic goal setting - to ensure the long-term national security, sovereignty and the competitiveness of the Russian Federation in the international community (National Security Strategy, Strategy of social and economic development, Spatial development strategy; Strategy of scientific and technological development);

strategic planning - organization of the government activity, federal executive authorities in the long term (complex plans for implementation of National Security Strategy, Strategy of social and economic development, Spatial development strategy);

documents for the implementation of public policy (approved by the Government of the Russian Federation) are a hierarchically related set of strategic planning documents to ensure efficient governance and implementation of state policy of socio-economic development of the Russian Federation.

At this level the following functions are implemented:

forecasting - developing the optimal scenario of social and economic development in the face of identified risks and availability of national resources (forecasts Russia's social and economic development in the long and medterm, the budget forecasts of the Russian Federation in the long term, outlook of scientific and technological development of the Russian Federation);

goal-setting - identifying key areas and priorities, med-term goals and objectives, measures and implementation of public policy mechanisms and tools for monitoring and control of public policies (sectoral documents, macro-regions strategies);

programming - providing medium-term balance of available resources and a set of specific measures and actions of public authorities in the sphere of socio-economic development (state programs, Spatial Planning Scheme);

planning - organization of current activities on the implementation of specific measures, activities and actions of the Russian Federation and the federal executive authorities in the short term (main activities of the Russian Federation Government plans implementation of government programs, plans of implementation of federal executive authorities).

We also have to point out here that strategic planning system of the Russian Federation is relatively new and most of the system components now exist only on paper, some of the documents are even still not elaborated. Our strategic planning system experiences a transition period which will last until the time when all strategic planning documents will be implemented.

What is important for us is to consider the programming mechanism in our government, as at first glance the new project management initiative of the government looks the same as existing programming mechanism.

The Federal law (May 7, 2013 No. 104-FZ) the Budgetary code of the Russian Federation was amended, providing a legal basis for formation and execution of budgets of all levels on the basis of state and municipal programs. Since 2014 the Federal budget is elaborated in the context of state programmes of the Russian Federation.

The changes were aimed in particular at the interconnection of goals, objectives, and targets (indicators) of the government programs with the strategic planning documents. Thus, government programs are the connecting mechanism between the strategic and budget planning.

According to the paragraph 1 of the article 28 of the Federal law No. 172-FZ the state program of the Russian Federation is developed by the Federal bodies in order to achieve the priorities and objectives of socio-economic development and national security of the Russian Federation, identified in the Strategy for socio-economic development of the Russian Federation, sectoral strategic planning documents of the Russian Federation, Strategy of spatial development of the Russian Federation and main directions of activities of the Government of the Russian Federation. In accordance with paragraph 3.1 of article 47 of the Federal law No. 172-FZ the Strategy for socio-economic development of the Russian Federation should be developed until the 1^st of January 2018’⁷⁷.

FORMATION of public policy	Strategic forecast of the Russian Federation						Forecasting
	National Security Strategy		Spatial development strategy			Goal setting
	Strategy of social and economic development		Strategy of scientific and technological development
	Presidential message to the Parlament
	Complex plan of National Security Strategy realization	Complex plan of Strategy of social and economic development realization	Complex plan of Spatial development strategy realization			Planning
IMPLEMENTATION of public policy	Social and economic development forecast in the long-term	Scientific and technological development of the Russian Federation forecast	Budget forecasts of the Russian Federation in the long term/midterm			Forecasting
	Sectoral documents	Macro regions strategies		The main directions of activity of the Government		Goal setting
	State programs	Spatial planning schemes		Programming
	Plans of state programs realization	Plans of federal authorities activities realization		Planning

Appendix 2

+

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2 Protocol dated August 26, 2016 No. 43K (1118) - p. 37-39

3 Protocol dated August 26, 2016 No. 43K (1118) - p.136-137

4 Protocol dated August 26, 2016 No. 43K (1118) - p. 349 -350

5 The scientific study made for the Ministry of economic development, Development of recommendations on monitoring and tools for assessing achievement of the forecast targets and performance indicators government policy for strategic development of the Russian Federation

6 Анализ факторов реализации документов стратегического планирования верхнего уровня. Аналитический доклад. Под ред. М.Э. Дмитриева. ЦСР. СПб, 1916. (См.: http://csr.ru/wp-content/uploads/2016/12/Report-on-strategy.pdf )

7 In 2005 the president declared priority national projects program to the government, parliament and regions representatives.

8Анализ факторов реализации документов стратегического планирования верхнего уровня. Аналитический доклад. Под ред. М.Э. Дмитриева. ЦСР. СПб, 1916. (См.: http://csr.ru/wp-content/uploads/2016/12/Report-on-strategy.pdf )

9 Bryson, J. M., & Roering, W. D. (1987). Applying private-sector strategic planning in the public sector. Journal of the American Planning Association, 53(1), 9-22. http://proxylibrary.hse.ru:2056/doi/pdf/10.1080/01944368708976631?needAccess=true

10 Струмилин С.Г., Проблемы планирования в СССР, 1-е изд., М.: Изд-во Академии наук СССР, 1932

11 Christensen R., Andrews K. R., Bower J. L., Hamermesh R. G., Porter M. E., Business Policy: Text and Cases, 1965

12 Ansoff I., Corporate strategy, McGraw Hill, New York, 1965

13 Ansoff, I. Strategic management. London: MacMillan, 1979

14 Duncan, R.B. 1972. Characteristics of organizational environments and perceived environmental uncertainty. Administrative Science Quarterly 17(3):313-327.

15 Collis, D. 1992. The strategic management of uncertainty. European Management Journal, Volume 10, Issue 2: 125-135

16 Beinhocker E. D., Robust Adaptive Strategy. Sloan Management Review, Spring, 1999

17 Kaplan S., Beinhocker E. D, The Real Value of Strategic Planning, Sloan Management Review, Winter, 2003

18 Doz Y., Fast strategy: how strategic agility will help you to stay ahead of the game, Pearson Education Limited, 2008

19 Doz Y., Mikko K., How agile is your strategy process? Strategy Magazine, Issue 15 March, 2008

20 Hussey, D. E. (2007). Strategic management: from theory to implementation. Taylor & Francis..(http://dr-ama.com/wp-content/uploads/2013/10/Strategic-Management-From-Theory-to-Implementation-0750638494.pdf)

21 Ibidem.

22 Mintzberg, H. (1994). Rethinking strategic planning part I: Pitfalls and fallacies. Long range planning, 27(3), 12-21.

23 Mintzberg, H. (1994). Rethinking strategic planning part II: New roles for planners. Long Range Planning, 27(3), 22-30. (http://www.mintzberg.org/sites/default/files/article/download/rethinking_strategic_planning_2.pdf)

24 Ansoff, H. (2007). Strategic management. Springer.

25 Van der Waldt, G. (2011). The uniqueness of public sector project management: a contextual perspective. Politeia, 30(2), 66-87.

26 Flemming, P. L. (2016). Similarities and Differences between Public and Private Sector Leadership Strategies in the Caribbean: Empirical Findings on the Link between Leadership, Culture, and Performance. Business and Management Studies, 2(4), 1-14. (http://redfame.com/journal/index.php/bms/article/view/1863/1999)

27 Kassel, D. S. (2010). Managing public sector projects: A strategic framework for success in an era of downsized government. New York: CRC Press.

28 Veldman, J. H., & Szabo, A. (2015). Strategy for the public and private sector: How to write a strategic plan. (http://webwinkel.vangorcum.nl/Bestanden/9789023253853_inkijk.pdf)

29 McBain, L., & Smith, J. (2010). Strategic management in the public sector. E-Leader Singapore. https://www.g-casa.com/conferences/singapore/papers_in_pdf/mon/McBain.pdf

30 Bryson, J. M., & Roering, W. D. (1987). Applying private-sector strategic planning in the public sector. Journal of the American Planning Association, 53(1), 9-22. http://proxylibrary.hse.ru:2056/doi/pdf/10.1080/01944368708976631?needAccess=true

31 Bryson, J. M., & Roering, W. D. (1987). Applying private-sector strategic planning in the public sector. Journal of the American Planning Association, 53(1), 9-22.

32 https://www.pmi.org/learning/featured-topics/portfolio

33 Wirick, D. (2011). Public-sector project management: Meeting the challenges and achieving results. John Wiley & Sons, 1-13

34 Федеральный закон «О стратегическом планировании в Российской Федерации» от 28 июня 2014 года № 172-ФЗ http://base.garant.ru/70684666/

35 Results of the research, conducted by the Center of independent monitoring of the President’s decrees “National expertize’ https://www.pravda.ru/news/districts/02-03-2015/1250682-onf-0/

36 http://rusimperia-inf.ru/news/id30685.html

37 A table was formed on the basis of discussion with an expert from the Ministry of economic development of the Russian Federation, Department of budget planning and state programs, who is responsible for states programs methodology. The interview was held on the 26^th of December, 2016.

38 http://government.ru/media/files/Tw3T8ZAAoctXgwOxAYl5z72sYiL1aVTs.pdf

39 Decree of the president of the Russian Federation dated 30.06.2016 № 306 “On the Council under the President of the Russian Federation on strategic development and priority projects”.

40 http://www.consultant.ru/cons/cgi/online.cgi?req=doc&base=LAW&n=210257&fld=134&dst=100020,0&rnd=0.5523880628949054#0

41 http://ivo.garant.ru/#/document/71392606/paragraph/8:7

42 https://www.gov.uk/government/publications/home-office-single-departmental-plan-2015-to-2020/single-departmental-plan-2015-to-2020#promote-growth

43 Project delivery is a system used by an agency or owner for organizing and financing design, construction, operations, and maintenance services for a structure or facility by entering into legal agreements with one or more entities or parties. https://en.wikipedia.org/wiki/Project_delivery_methodIt has a very broad meaning including large infrastructure projects implementation.

44 https://www.gov.uk/government/organisations/infrastructure-and-projects-authority/about

45 https://www.gov.uk/government/publications/infrastructure-and-projects-authority-core-narrative

46 https://www.nao.org.uk/wp-content/uploads/2016/01/Delivering-major-projects-in-government-a-briefing-for-the-Committee-of-Public-Accounts.pdf

47 https://www.nao.org.uk/wp-content/uploads/1999/10/9899808.pdf

48 The Prime Minister and Chancellor of the Exchequer agreed in 2003 to an Efficiency Review covering the whole of public services. This was announced in the Chancellor’s budget speech. Sir Peter Gershon was asked to personally lead the next stage of the Review and to report in the summer of 2004 on his final conclusions. According to press reports, Sir Peter submitted a report to the Prime Minister which made recommendations in relation to procurement policy. Following the review, the Prime Minister made a major speech on the future direction of the civil service on 24 February 2004. He described the challenges of reform as follows: a smaller, strategic centre; a Civil Service with professional and specialist skills; a Civil Service open to the public, private and voluntary sector and encouraging interchange among them; more rapid promotion within the Civil Service and an end to tenure for senior posts; a Civil Service equipped to lead, with proven leadership in management and project delivery; a more strategic and innovative approach to policy; government organised around problems, not problems around Government. (Gay, O., 2005. The Lyons and Gershon reviews and variations in civil service conditions). http://researchbriefings.files.parliament.uk/documents/SN02588/SN02588.pdf

49 http://miroslawdabrowski.com/downloads/OGC%20Gateway%20Reviews/HM%20Treasury%20-%20Major%20Projects%20approval%20and%20assurance%20guidance%20%5B04.2011%5D.pdf

50 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/535243/ipa_annual_report_on_major_projects_2015_2016.pdf

51 ‘Large projects are often referred to as programmes. In practice, the key differences between programmes and projects are: •programmes focus on the delivery of outcomes and projects usually focus on the delivery of outputs

• programmes are comprised of enabling projects and activities

• programmes usually have a longer life span, may consist of a number of tranches and take several years to deliver

• programmes are usually more complex and provide an umbrella under which their enabling projects can be co-ordinated and delivered’

52 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/576015/Treasury_approvals_process_for_programmes_and_projects.pdf

53 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/262621/11-1469-pro-report.pdf

54 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/220541/green_book_complete.pdf

55 Matheson, A. (1998). Governing strategically: the New Zealand experience. Public Administration & Development (1986-1998), 18(4), 349.

56 Williams, T., Klakegg, O. J., Magnussen, O. M., & Glasspool, H. (2010). An investigation of governance frameworks for public projects in Norway and the UK. International Journal of Project Management, 28(1), 40-50. http://proxylibrary.hse.ru:2174/S0263786309000465/1-s2.0-S0263786309000465-main.pdf?_tid=307b9170-3e3f-11e7-93d3-00000aacb361&acdnat=1495382857_ddd206c342db3e04407dc77a24819d3b

57 Charko, P. (2013). Management improvement in the Canadian public service, 1999–2010. Canadian Public Administration, 56(1), 91-120. https://proxylibrary.hse.ru:2063/eds/pdfviewer/pdfviewer?vid=11&sid=cb12f9e3-e703-4a83-ba28-17e051f19ce7%40sessionmgr104

58 Charko, P. (2013). Management improvement in the Canadian public service, 1999–2010. Canadian Public Administration, 56(1), 91-120. https://proxylibrary.hse.ru:2063/eds/pdfviewer/pdfviewer?vid=11&sid=cb12f9e3-e703-4a83-ba28-17e051f19ce7%40sessionmgr104

59 См.: Казанцев Н.М. Пробелы федерального закона о стратегическом планировании. В кн.: Проблемы науки административного права: материалы научной конференции «Лазаревские чтения» (20-21 ноября 2014 г.). М., 2015. С. 136-142.

60 Data from the Forum in Saint-Petersburg “Strategic planning in the regions and cities of Russia”, 2016

61 Вопросы для обсуждения (проблемные вопросы) по реализации Федерального закона «О стратегическом планировании в Российской Федерации» от 28 июня 2014 года № 172-ФЗ в субъектах Российской Федерации, видеоконференцсвязь с регионами

62 https://proxylibrary.hse.ru:2063/eds/pdfviewer/pdfviewer?vid=5&sid=092d566d-d89a-4391-b9ea-990fbbe421bb%40sessionmgr104&hid=114 Hooge, S., & Dalmasso, C. (2015). Breakthrough R&D stakeholders: The challenges of legitimacy in highly uncertain projects. Project Management Journal, 46(6), 54-73.

63 https://proxylibrary.hse.ru:2063/eds/pdfviewer/pdfviewer?vid=17&sid=092d566d-d89a-4391-b9ea-990fbbe421bb%40sessionmgr104&hid=114Nastran, M., & Pirnat, J. (2012). Stakeholder participation in planning of the protected natural areas: Slovenia. Sociologija i prostor, 50(2 (193)), 141-164.

64 Ansoff, Corporate strategy

65 Research paper: A Stakeholder Approach to Strategic Management. Available from: https://www.researchgate.net/publication/228320877_A_Stakeholder_Approach_to_Strategic_Management[accessed May 3, 2017].

66 https://proxylibrary.hse.ru:2063/eds/pdfviewer/pdfviewer?vid=17&sid=092d566d-d89a-4391-b9ea-990fbbe421bb%40sessionmgr104&hid=114Nastran, M., & Pirnat, J. (2012). Stakeholder participation in planning of the protected natural areas: Slovenia. Sociologija i prostor, 50(2 (193)), 141-164.

67 Marzuki, A. (2015). Challenges in the Public Participation and the Decision Making Process. Sociologija i prostor, 53(1 (201)), 21-39.

68 Molchanova, O., Andreeva, K., & Pervushina, N. (2013). Participants in the State Strategic Planning Process: Problems and Mechanisms of Stakeholder Involvement. Socialiniai Tyrimai, 2013(2).

69 Siemiatycki, M. (2015). Public‐Private Partnerships in Canada: Reflections on twenty years of practice. Canadian Public Administration, 58(3), 343-362.

70 The report “On flows of the federal law “On strategic planning in the Russian Federation” by legislation institute, 2016

71 http://ac.gov.ru/files/publication/a/8449.pdf

72 Мухина С.А. Китайский опыт макроэкономического планирования и возможности его использования в Российской Федерации // Nauka-rastudent.ru. – 2016. – No. 03 (027) / [Электронный ресурс] – Режим доступа. – URL: http://nauka-rastudent.ru/27/3288/

73 Starting Gate is a short independent peer review which applies at the early stages of the policy-to-delivery life-cycle. It offers departments the opportunity to gain independent assurance on how well practical delivery issues are being addressed in preparing for implementation.

74 Михайловский Л.Л. Проблемы учета интересов населения в процессе разработки стратегии социально-экономического развития региона 2014

75 Molchanova, O., Andreeva, K., & Pervushina, N. (2013). Participants in the State Strategic Planning Process: Problems and Mechanisms of Stakeholder Involvement. Socialiniai Tyrimai, 2013(2).

76 Young, R., Young, M., Jordan, E., & O'Connor, P. (2012). Is strategy being implemented through projects? Contrary evidence from a leader in New Public Management. International Journal of Project Management, 30(8), 887-900.

77 Garshina D. (2016) Termpaper ‘Typology of strategic planning systems’