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Major Russian cities, as objects of strategic planning, deserve special attention due to their positioning as centers of economic growth with significant potential for addressing the region’s vital issues. However, the approval of strategies for major cities, like other municipalities, falls within the competence of local self-government. The powers and functions of local self-government, as well as its resource base, are legislatively delineated and do not align with the complex system of a municipal megacity, encompassing economic, social, territorial, public, managerial, and administrative components. These outlined contradictions, along with organizational and legal shortcomings, can affect the comprehensiveness of applying strategic planning in the development and implementation of long-term urban development plans. Strategic planning in public administration is in a developmental phase; however, uncertainty regarding a systemic goal-setting document, insufficient methodological support, lack of coordinated activities among strategic planning participants, and adaptation to global challenges prevent the full utilization of its potential for managing economic development both at the national level and in individual regions and municipalities. Therefore, tools and methods for improving the practice of strategic planning in light of contemporary realities are necessary, along with the transformation of strategic management mechanisms in major cities aimed at eliminating the discrepancies between the competencies, powers, and resources of local self-government and the scale of strategic tasks to be addressed in a major city.
O. V. Spitsyna (Sun,) studied this question.