employee
Ekaterinburg, Russian Federation
employee
Kemerovo, Russian Federation
The investment policy of the state at the present stage of the country's development predetermined the need for the development of processes of public management of socio-economic meso-level systems. These processes are the subject of research. The paper describes the main requirements to the methodology for the development of the process of public management of the investment infrastructure at the meso-level. The authors propose an approach to the development of the public management process at the meso-level on the basis of the concept of continuous improvement of E. Deming's process. The approach includes tools for monitoring and controlling the quality of management of the investment infrastructure. It is an approach to the organization of one of the tools for assessing the quality of public management of investment infrastructure objects, i.e. the index of attractiveness of investment infrastructure objects for potential investors. This indicator is proposed to be assessed on the basis of the attractiveness rating of infrastructure facilities (RAIF). The application of the methodical approach was demonstrated on the basis of data from the information site of the holding company DEGA GROUP. The paper also contains ratings of the attractiveness of the economic favored zones, industrial parks and technological parks of the subjects of the Russian Federation of the Siberian Federal District.
public management, quality control, E. Deming's concept, monitoring tools, attractiveness rating
1. Tkachenko I. N., Meteleva M. A. The process of public governance of investment activities' infrastructure at meso-level. Izvestiya Ural'skogo gosudarstvennogo ehkonomicheskogo universiteta, 2018, 19(2): 5–23. (In Russ.)
2. Meteleva M. A., Tjunjukova E. V. Organization of the information and communication platform for investment management in the region. Regional'naia ekonomika i upravlenie: elektronnyi nauchnyi zhurnal, 2017, (1-3): 534–543. (In Russ.)
3. Repin V. V., Eliferov V. G. Process approach to management. Modeling of business processes. Moscow: Mann, Ivanov i Ferber, 2013, 544. (In Russ.)
4. Deming E. The way out of the crisis: A new paradigm for managing people, systems and processes. Moscow: Alpina Biznes Buks, 2009, 419. (In Russ.)
5. Drucker, P. Management: tasks, responsibilities, practices. N. Y.: Harper & Row, Publishers, 1985, 839.
6. Sokolova L. G., Tarasova T. S. Formation of methodology for assessing the quality of governmental and municipal services in terms of subjects of total control. Baikal Research Journal, 2017, 8(4): 24. (In Russ.)
7. Dvoryadkina E. B., Kaibicheva E. I. Directions for information support of research on peripheral areas. Izvestiya Ural'skogo gosudarstvennogo ehkonomicheskogo universiteta, 2016, (3): 83–91. (In Russ.)
8. Kuvshinov M. S., Kalacheva A. G. Management of formation of investment attractiveness of industrial enterprises. Bulletin of South Ural State University. Series: Economics and Management, 2017, (2): 80–88. (In Russ.)
9. Ruban V. A., Meteleva M. A. Management mechanisms of public private partnership in the investment policy of infrastructure building in region: ways of optimization and development. ESSUTM Bulletin, 2017, (1): 117–124. (In Russ.)
10. Postyushkov A. V. Methodology of rating of enterprises. Property relations in the Russian Federation, 2003, (1): 46–54. (In Russ.)
