Conceptual decision points in strategic planning at the municipal level: from choosing approaches to managerial effects

Abstract

Problem. Strategic planning is an integral element of the public administration system. The significance of municipalities as a level for the practical implementation of national goals and regional socio-economic development priorities is growing. Methodological heterogeneity in approaches to developing, updating, and implementing municipal strategies persists in municipal practice, leading to variability in managerial decisions and divergent managerial effects. The insufficient theoretical elaboration of the interconnections between various approaches to municipal strategizing and their consequences hinders the formation of coherent, implementable, and viable strategic planning documents. These circumstances underscore the need for a systemic and novel perspective on approaches to municipal strategizing and their associated managerial effects, making this research relevant. Methodology. The study employed analysis, systematization, and synthesis of scientific publications, comparative examination of research approaches, and generalization of municipal strategic planning practices are used in this research. The theoretical and methodological foundation of the research comprise institutional-normative, territory-oriented, managerial-goal-oriented, program-project, synthetic, and critical approaches to strategic planning. Research Results. An analytical framework for municipal strategic planning was formed, within which strategic planning is viewed as a sequence of conceptual decisions generating various management effects. The most significant approaches to the development and adjustment of strategic planning documents were systematized, and their management implications were revealed. Key conceptual junctures in municipal strategizing were identified, reflecting alternative models of strategic choice and influencing the content, feasibility, and life cycle of strategic documents. It was demonstrated that the conscious use of these junctures allows for a transition from a mechanical combination of approaches and techniques to enhancing the strategic flexibility of municipal governance and reducing the risks of strategic gaps and strategy obsolescence. Practical Application. The findings and recommendations can be utilized by local self-government bodies in the development, updating, and implementation of socio-economic development strategies for municipalities. They can also contribute to the improvement of management practices in the field of strategic planning.