MODERN OUTLINES OF MANAGEMENT AND ADMINISTRATION OF THE CULTURAL SPHERE OF UKRAINE

Анотація

The cultural sphere as a generator of social development, economic and political potential of a state, its status and relations within international arena requires rapid and qualitative changes in the system of public administration. Three spheres of state sovereignty - political, economic and cultural - are called timeless and important. The identified problems and factors of their crisis state actualize a need to modernize the state management system in terms of functional, resource, legal and communicative support. A requirement to improve quality and efficiency of public management and administration, its publicity and effectiveness at all levels of the system is caused by the following conditions: low quality of services of the bureaucratic apparatus; society's distrust of the government due to ineffectiveness of its decisions, and in some cases - inaction, corruption and bureaucracy; initial stages of decentralization and partnership development between the state in person of government officials and society, business and local authorities. A structural and functional model of management entities that influence and determine the policy and state of a cultural sphere has been developed. The weight of each subject of management system in terms of their functions and tasks is significant, nevertheless current market environment highlights a need for their joint participation in solving industry problems. It is proved that to ensure a development of cultural sphere introduction of public-private partnership as a tool to support culture among existing mechanisms of country's modernization is relevant. Partnership involving public authorities (legislative, executive and judicial branches), local governments, civil society and business is aimed at long-term mutually beneficial cooperation, agreed by the parties taking into account the size and weight of power, influence of parties, resources, experience, competencies and subordination, risk sharing etc. in order to implement socially significant projects, ensuring economic benefits of all participants. An auxiliary mechanism for attracting additional resources, sharing functions, responsibilities and risks, exchange and sharing of experiences and knowledge are not yet decisive benefits of such partnership.

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