DOI: 10.33917/es-1.205.2026.76-83

The article analyzes the history and results of Rosatom State Corporation’s overcoming the crisis of quantitative growth and grant applications for social projects despite their insufficiently high initial quality. The authors prove that classic webinars don’t solve this problem. They only create the illusion of learning, but don’t change the structure of applicants’ actions.

The relevance of the present material lies in demonstrating a new management approach. Rosatom has transformed a competition from a passive selection procedure into a tool for “cultivating” urban communities. In 2024–2025 the State Corporation abandoned the training approach in favour of accelerated support.

The new model included a step-by-step process of project refinement under expert guidance. Public case studies and workshops were held. Participants didn’t just listen to lectures; they immediately applied the knowledge to their applications.

Effectiveness of this approach was confirmed by results of the “80 Good Deeds” competition (2025). 487 teams from 32 nuclear cities participated in the contest. The main outcome was not only the grant support for applicants, but also harmonization of the project culture across the territories. Participants acquired sustainable competencies, enabling them to effectively develop social initiatives in the future.

This paper describes the concept of closed administrative-territorial formations (CATF) development. Solution of the problems described in the article the author sees in the system approach, including general organizational issues regarding CATF both in legal and economic aspects, as well as technological planning, viewed in the format of the innovation system. It is proposed to form a basis for the innovative economy construction in the format of the state strategic planning of the nuclear industry with active use of industrial sites throughout the whole CATF system.