SOME ASPECTS OF THE ESTABLISHMENT AND OPERATION OF A PROJECT OFFICE FOR INTERSECTORAL COOPERATION

Abstract

The carried out analysis of theoretical, methodological and regulatory sources and systematization of the identified approaches allow us to propose a classification of functional structures for implementing the project approach to intersectoral interaction in the public administration system on the following grounds: level of institutionalization; spread of project activity support; involvement of public administration entities; period of operation and type of structure; providing, implementing or managing processes; integration into the organizational and managerial structure of the entity. The article determines that a project office created at any level of public administration will perform basic functions (normative and/or defined by the chosen model or their synergy) and advanced functions reflecting the specifics of its purpose. Thus, project offices and other structures functioning in public administration entities may be institutional, i.e., created to implement a legal act with established requirements for the structure and procedure of activities and initiatives created by public administration entities independently. It is determined that project offices created at all levels of public administration, in addition to the regulatory functions performed to implement national priorities for the implementation of intersectoral cooperation, should have the functions of the «Project Office – Enterprise» and «Project Office – Immediate Result» models. In addition, the following function of the Project Office–Mentor model is important for the implementation of cross-sectoral cooperation: training in knowledge and skills for the implementation of the project approach with the participation of public administration entities. In particular, the implementation of initiative projects of intersectoral cooperation requires the development of project management competencies in all participants of intersectoral cooperation projects. The article provides examples of the life cycle of the project creation and implementation of a project office performing functions in the field of intersectoral cooperation and an example of the results of the implementation of the stages of the life cycle of creation and implementation of a project office for intersectoral cooperation.