Development of the mechanism of public administration in Ukraine: Organisational and legal aspects

Sergey V. Stepanenko^*, Viktoriia D. Filippova^**, Valentina O. Boniak^***, Tatiana V. Malakhova^****, Olena V. Kravchenko^*****

Development of the mechanism of public administration in Ukraine: Organisational and legal aspects******

DOI: 10.26350/18277942_00017

Summary: 1. Introduction. 2. Materials and Methods. 3. Results. 4. Discussion. 5. Conclusions.

1. Introduction

Public administration is one of the structural types of state activity in Ukraine. For its effective implementation, it is necessary to have a perfect mechanism that would purposefully and rationally manage socio-economic processes in the state and develop all areas of public administration. With the creation of an effective mechanism of public administration, it is possible to achieve economic growth of the country, social stability, and take high positions in the ranking of global competitiveness of countries. The development of an effective economic and social state policy should become a priority in the development of the public administration mechanism. It is important to constantly implement reforms and implement the best practices in the functioning of state institutions. Therefore, it is necessary to search for the most optimal ways to develop state power within the framework of development of the mechanism of public administration.

A number of studies by Ukrainian researchers are devoted to the development of the mechanism of public administration in Ukraine. Thus, O.B. Honcharuk and N.O. Savichuk^[1] conducted an in-depth analysis of the existing mechanisms of public administration in Ukraine and came to the conclusion that its development takes place based on scientific principles with the coordination of the interests of the government, the public, and business. The study evaluates the typology of the mechanism of public administration by subject and object of management. A comprehensive mechanism of public administration is proposed, which is formed by five components: motivational, organisational, economic, political, and legal. The classification of public administration mechanisms by subjects is considered, with differentiation into four levels: higher, regional, district, and local. Nine principles are defined according to which the formation of the mechanism of public administration is carried out. At the same time, researchers have thoroughly investigated the features of the development of the mechanism of public administration in Ukraine, the study does not analyse the best foreign experience in the development of such a mechanism and substantiate the possibilities of borrowing it for Ukraine.

In the study by L.M. Akimova^[2] on improving the main components of the mechanism of public administration of economic security of Ukraine, their main components are identified. The author suggests that the components of the public administration mechanism have a multi-level, complex and hierarchical structure, which, accordingly, can ensure the economic security of the state at the proper level. The author schematically reflects the mechanism of public administration according to the following structure: policies, methods, levers, tools, legal support, regulatory support, and information support. The paper is constructed in accordance with the object of research – economic security of Ukraine, so the system of forming the mechanism of public administration is not reflected in depth and foreign experience regarding its essence is not considered. O. Makarova^[3] conducted a comparative analysis between the definitions of “public administration” and “mechanisms of public administration” and concluded that their essence depends on the approaches of various scientists. According to the author’s approach, the mechanism of public administration is based on the power and managerial function of the state. The study does not cover organisational and legal approaches to the essence of the mechanism of public administration, which makes the study not too in-depth.

Relevant is the study by V.Yu. Halushka^[4], who substantiated the development of mechanisms of advanced public administration. It is advanced public administration that is characterised by dynamism, which is manifested in all areas, in particular, in the mechanism of public administration. At the same time, the researcher does not describe the development of a mechanism for advanced public administration. S. Dyachenko^[5] describes the definitions of public administration mechanisms in scientific sources and categorises them into several groups. Based on the considered definitions, the author provides his own classification of the mechanism of public administration: mechanism as a means and method; mechanism as a system; mechanism as a set of actions. This approach can be applied in the implementation of the public administration mechanism. However, the author does not consider the features of its development and does not consider the definitions of foreign researchers.

The study by Blikhar et al.^[6] highlight a number of important issues that have impeded Ukraine’s attempts to implement successful public administration reforms. The absence of institutional stability in Ukraine’s government agencies and bureaucracy is one of the main challenges mentioned. The authors contend that inconsistent application of reform programmes and strategic planning has been hampered by frequent changes in agency leadership, reorganisations, and jurisdictional disputes. The financial strains brought on by economic downturns have made it necessary to reduce funding for administrative modernization projects, which has intensified the institutional instability. The implementation of new governance procedures, civil servant training, and technology upgrades are hampered by the lack of funding.

The research of Ilnytslyi and Ilkiv^[7] emphasises the particular difficulties that Ukraine faces as a result of having to operate under martial law. The researchers contend that in order to quickly respond to the unstable security environment, an efficient public administration system during a conflict needs to be based on the key concepts of agility and flexibility. In order to avoid an overly centralised top-down strategy that might collapse in the face of disruptions, this calls for a decentralised distribution of decision-making authority to regional and local authorities. Restructuring civilian public administration organisations to align with the military-civil administrations in conflict zones and Ukraine’s territorial defence system is another crucial component. This means improved systems for information exchange, coordinated logistics, and unified strategic communications across bureaucracy in the military and the civilian world.

The purpose of the study is to analyse the features of the development of the public administration mechanism in the context of organisational and legal aspects.

2. Materials and methods

The study is based on the conducted qualitative research and analysis of existing approaches to the development of the mechanism of public administration in Ukraine. The information base was materials from scientific and practical conferences, papers by Ukrainian, German, Chinese, English, and Portuguese researchers. The study was conducted using an analysis of scientific articles from the Scopus database, which covers a wide range of research. The methodological basis of the study was general scientific and specific research methods. Methods of analysis and synthesis were used when determining the essence of the concept of “public administration mechanism”. By conducting a critical analysis, the distribution of the mechanism by: methods, tools, tasks, and principles is synthesised. Using the methods of analysis, generalisation, synthesis, and abstraction, the results of the analysis of the essence of the public administration mechanism and the degree of influence of each result are described. Methods of analysis, synthesis, and formalisation helped to detail the direction of using the ways of developing the mechanism of public administration in Ukraine in organisational and legal aspects.

Based on the deduction method, problems in public administration during the war are identified. Conclusions and some statements are made during an in-depth study of scientific information, as well as the conclusions of Ukrainian, German, Portuguese, American, and Chinese scientists. The development of the public administration mechanism is determined by the method of its implementation using methods and principles that effectively ensure interaction between all elements of the subsystem. The use of public administration tasks requires the transformation of economic systems, considering the circumstances of the external environment. The main indicators in the process of developing the mechanism of public administration are economic, social, political, legal and informational components. This approach is used in many studies by Ukrainian, German, English, and Chinese researchers.

The study focused on: the search for the essence of the concept of “public administration mechanism” and highlighting its main common features in the scientific literature, schematic construction of the mechanism of public administration and substantiation of each of its components in organisational and legal aspects, the definition of the main branches of state power in Ukraine in ensuring the development of the mechanism of public administration. The study was carried out in several stages. At the first stage, using the analysis of scientific publications of Ukrainian, English, and Chinese researchers and the method of structuring, the main components of the essence of the concept of “public administration mechanism” are grouped by: implementation tools; a set of levers of state policy; the form of information transformation; the creation of state networks; the concretisation of state processes; components in public administration; the nature of state measures.

At the second stage, when constructing the features of the development of the public administration mechanism, assumptions about the application of each of the methods, principles, tools, and tasks under various fluctuations in the external and internal environment are considered. Each of the components is studied in depth and a conclusion is given about the possibilities of their use for Ukraine. At the third stage, economic and other tasks of public administration during the war in Ukraine were formed. At the fourth stage, the relationship between the branches of state power of Ukraine is determined for the effective formation of the mechanism of public administration.

3. Results

In modern economic conditions, public administration should be carried out according to a certain mechanism, regardless of the level of hierarchy. Depending on the external conditions of influence on the mechanism of public administration, it is necessary to constantly improve it with the development of new technologies. In other words, the development of a public administration mechanism should effectively influence the management of all state processes at all economic levels. Before determining the effective process of forming the mechanism of public administration, its essence is clarified in the scientific literature. The study suggests that the mechanism of public administration is a set of methods, principles, tools and tasks of economic, political, legal, organisational, and motivational nature formed to achieve the best direction for the development of public administration. Based on the above own statement of the concept of “public administration mechanism”, it is determined that its development is carried out based on four components: methods, principles, tools, and tasks. Figure 1 schematically shows the features of the formation of the public administration mechanism used in Ukraine.

Figure 1. Development of the mechanism of public administration in Ukraine

The application of each of the methods of public administration provides primarily in which area of public administration it will be applied. Thus, administrative methods are used in all areas of state regulation. Administrative techniques give state agencies the ability to directly affect and regulate society and market participants through laws, licenses, permits, inspections, and enforcement measures^[8]. Legal methods encourage citizens and organizations to adhere to the established laws, codes, and regulatory framework governing their rights and responsibilities. Economic methods provide the basis for private property ownership, entrepreneurial freedom to operate businesses, and economic activity while enforcing tax policies, customs duties, currency controls, antitrust regulations, and other economic management tools^[9]. The socio-political method is employed when the population engages in political activities like voting, protests, lobbying; develops civil society and public organizations; creates leisure, cultural, and community activities; and accesses public services. The moral and ethical method shapes spiritual values, psychological beliefs, worldviews and narratives around concepts of statehood, national dignity, patriotism, and citizen responsibilities among the population through education, media, and promotion of ideological principles⁸.

Quite new in public administration in Ukraine is the use of the programme-oriented method^[10][11][12]. This method involves the development of software in public administration, which is used in various state fields of activity, but is formed in a single specific system. This method combines administrative, economic, legal, moral, ethical, socio-political methods in one integral system. The developed specific programmes define the necessary different types of resources for the specified tasks of public administration. In other words, first tasks are defined for the development of state programmes, and then a product is formed for the implementation of these tasks. It is worth noting that in Ukraine, when using this method, success has been achieved in programme-oriented solutions, but most of them have a negative experience. In other words, when applying this method, public administration in Ukraine needs to study its own negative experience in depth in order to prevent gaps in the future.

The newest method in public administration, especially for countries with a developed industry of its technologies (to which Ukraine belongs), is the Agile method^[13]. Based on the ideas of fast modification, continuous feedback, and iterative development, the Agile method adopts an adaptable and flexible approach. It makes it possible to swiftly adjust and rearrange governmental programs and policies in response to shifting external conditions, which is essential in the continuous conflict to effectively adapt to fast changing conditions on the ground. The Agile methodology places a strong emphasis on small, cross-functional teams operating in brief cycles with the goal of continuously assessing and enhancing program execution.

Figure 1 shows that the development of the public administration mechanism is carried out on the basis of nine principles^1,[14]:

• the principle of regularity, which provides for a constant increase in the welfare of the population and satisfaction with the standard of living as a priority of public administration;
• the principle of alternatives in public administration provides that the state should provide alternative options in its activities in order to prevent deterioration of the comfort of living and carrying out activities by the population;
• the principle of purposefulness in public administration forms a single mechanism that can contribute to the fulfilment of the main goal of the functioning of the state;
• the principle of dynamism in public administration assumes that the state system works continuously and is well adapted to the internal and external environment in dynamics;
• the principle of motivation in public administration provides for the interest of state bodies in implementing targeted state programmes;
• the principle of efficiency in public administration is that for the implementation of state programmes, it is necessary to choose the best option;
• the principle of flexibility in public administration is to quickly respond to changes in the internal and external environment and move to a more appropriate path of state development;
• the principle of integrity in public administration provides that the state system is integral and all spheres function in a single system;
• the principle of continuity in public administration is the continuous work of the state towards better living conditions and achieving a high level of global competitiveness.

Using a variety of instruments to facilitate the execution of public administration across multiple domains is a crucial component of establishing a successful mechanism^[15]. The research pinpoints three primary tool types that are essential to forming and putting into practice Ukraine’s public administration strategy. These institutional, organizational, and financial instruments function as levers within the larger system to influence the creation and application of policy. The particular actions and instruments used in the creation of Ukraine’s public administration mechanism are listed in Table 1 under each category of tools.

Table 1. Key tools for developing the public administration mechanism in Ukraine

Development of the mechanism of public administration in Ukraine is carried out based on tasks in five areas. The study suggests that in the current conditions of development of Ukraine, during the war, they should be determined with this in mind. Therefore, the first economic task of public administration in modern conditions is to create an organisation under state bodies to attract investment for the restoration of Ukraine and the creation of new priority enterprises. At the same time, such an organisation should cooperate with international organisations to ensure communication with foreign investors. Moreover, one of the ways to attract investors should be to hold online conferences and forums with the involvement of scientists and teachers. The second task should involve development of areas for post-war development of innovative infrastructure in the affected regions. Here it will be necessary to hold competitions for the best technological project that will consider production and environmental problems. The next task should concentrate on creating a market for regional investment resources. This task can be implemented by attracting savings of the population together with budget funds and funds of financial intermediaries. Finally, the last task is to expand the development and create small and medium-sized businesses, especially in priority economic activities.

In the political course of public administration, the main tasks should be: the development of political stability in the state, consistent implementation of reforms for the restoration of Ukraine; planning and consistent implementation of a systematic industrial policy that will further contribute to political stability. The tasks of the legal course of public administration are to develop regulatory support that would contribute to the implementation of economic and political development, as well as the social well-being of the population in the post-war period. The tasks of the organisational direction will be to delegate managerial powers of the state (represented by executive authorities), enterprises, public organisations and institutions. On the basis of such delegation of responsibilities, it is possible to effectively implement the economic directions of tasks. In the motivational direction of public administration, the main task will be to form a team of employees of state bodies to implement economic tasks. It is necessary to create a system of motivation for them to be interested in generating ideas of implementation and in the effective implementation of the tasks set.

There are several obstacles that could prevent the public administration mechanism in Ukraine from being implemented effectively. The corruption problem that still exists at all levels of the Ukrainian government is one of the main challenges. The appropriate use of the instruments, strategies, and values designed to promote effective public administration is compromised by corrupt behaviours. Even well-thought-out organisational and financial instruments are susceptible to corruption-related resource and money misuse. Another key limitation is the lack of adequate funding and resources required to fully operationalize the development of the public administration mechanism. Ukraine’s economic challenges, exacerbated by the ongoing war, restrict the financial capacity to invest in modernizing infrastructure, implementing e-governance initiatives, supporting small businesses, and pursuing other productive economic tools. Limited funds also impede institutional capacity-building, training of personnel, and research and development activities.

Another significant obstacle is the resistance to change and bureaucratic lethargy. The years-long ingrainment of antiquated procedures, inefficiencies, and a lack of accountability makes the implementation of contemporary public administration techniques challenging. It takes a big cultural shift to adopt practices like program-oriented and Agile methods, and bureaucrats used to work in hierarchical command-and-control structures could be resistant. It will need persistent political will, change management initiatives, and incentives for adopting new governance models to overcome this. Furthermore, resources and attention have unavoidably been drawn away from public administration reforms due to the precarious political climate and ongoing war. Prioritising critical security requirements and post-conflict reconstruction may override long-term bureaucratic restructuring in favour of more urgent matters.

Public administration in Ukraine is carried out in accordance with the Constitution of Ukraine. Thus, the mechanism of public administration in Ukraine is developed by the most important institutions, namely: the President, the legislative, executive, and judicial authorities, and the prosecutor’s office. The Constitution of Ukraine in 1996 established the organisation of state power as a generally recognised principle of division into legislative, executive, and judicial^[16]. At the same time, the state authorities of Ukraine are equal and independent from each other. According to the Constitution, the Verkhovna Rada of Ukraine has the main features of the status of the Parliament of Ukraine as a single national, representative, collegial, elected, unicameral and permanent body of legislative power of Ukraine.

There is a close relationship between the most important state institutions in Ukraine, which is based on the interaction of the main branches of public relations that are the subject of constitutional regulation. The functioning of each of the state institutions should create all the important prerequisites for the effective operation of other institutions, which determines their direction and content. The Constitution of Ukraine defines: the structure, status and competence of the executive power; regulates issues related to the relationship between the president and the government, the government and the highest representative body of legislative power; defines the constitutional responsibility of the executive power and the exercise of parliamentary control over the activities of the executive power¹⁶. The Constitution of Ukraine describes the status of the judiciary in relation to: establishing the main provisions of the judicial system, types of jurisdictions of courts, subordination of courts, the activities of the prosecutor’s office, the bar, and enforcement agencies.

Public administration in Ukraine is carried out by a single legislative body – the Verkhovna Rada of Ukraine. The president of Ukraine acts as a guarantor of state sovereignty, territorial integrity of the state, respect for the Constitution, rights and freedoms of citizens. Executive power is exercised by the Cabinet of Ministers of Ukraine. Judicial power in Ukraine is exercised exclusively by courts of various instances. State bodies are granted the status to act on behalf of the state and according to its powers, that is, they are official representatives of public administration. The performance of public administration tasks belongs to state bodies of public authority, which are consolidated by separate regulations. According to this, it is allowed to exercise state power in three types: legislative, executive, and judicial. The powers granted determine the specific rights and obligations of state bodies. Accordingly, they must carry out their activities in relation to public administration within the limits of the rights granted to them. Their competence includes adopting relevant acts that are mandatory for execution by subordinate bodies, officials and citizens and, accordingly, monitoring their implementation.

As Ukraine tries to reform and strengthen its public administration machinery, a particularly important benchmark for comparative research is the reform experiences of the Baltic states that went from being Soviet republics to EU members. Similar to Ukraine, these countries had to demolish deeply ingrained bureaucracy from the Soviet era and build new political structures focused on democracy, free markets, and eventually European integration. Nonetheless, the Baltic nations advanced more quickly because they pursued extensive civil service reforms aimed at creating professional, merit-based government workforces that complied with contemporary standards of accountability and ethics. To improve openness and expedite bureaucratic procedures, they also vigorously adopted e-service delivery and digital governance systems. Regaining public trust was made possible by strong anti-corruption initiatives like as legislation protecting whistleblowers, anti-graft organisations, and judicial reforms. Ukraine, on the other hand, has taken longer and encountered more obstacles from oligarchic forces opposed to change in its public administration. However, Ukraine’s public administration system might be revitalised by adopting Baltic strategies such as digitization, sector-specific integrity initiatives, and meritocratic civil service recruiting.

The bureaucratic, centralised public administration structure from the Soviet era was left behind by both Ukraine and the member states of the European Union in Eastern Europe. To bring their public administrations into compliance with the European Administrative Space’s guiding principles (decentralization, accountability, openness, and efficiency) the EU member states have, nevertheless, implemented significant reforms. On the other hand, while it has achieved considerable headway recently, Ukraine has been slower to execute comprehensive public administration changes. The public administration systems of the EU member states in Eastern Europe have now mostly adapted to the EU standards and best practices, which prioritise a merit-based civil service, a distinct division of powers between the political and administrative domains, and efficient cooperation between the various governmental branches. In contrast, political meddling, a lack of resources, and problems with coordination between federal and local agencies continue to be problems for Ukraine’s public administration.

4. Discussion

In the scientific literature, many works are devoted to the development of public administration in Ukraine. However, most of the studies do not consider the current state – the war in Ukraine, which is conditioned by the complexity of the conditions for research and the duration of publication. The study that was conducted by O. B. Honcharuk and N. O. Savichuk¹ defines the features of the development of the mechanism of public administration. The authors have developed a mechanism of public administration consisting of economic, political, legal, motivational, and organisational components. However, the study suggests that the mechanism of public administration is much broader based on its essence. Figure 1 shows the features of its development, which is more in-depth and more accurately reflects the essence of the public administration mechanism. The authors suggest that the mechanism of public administration is established according to certain principles. However, several other principles that are more relevant in the state administration of Ukraine were considered. These include the following principles: regularity, alternatives, motivation, and flexibility. A positive aspect of the study is that it identifies the factors that constrain the implementation of public administration mechanisms in Ukraine. The main one is the fight against corruption.

Based on the analysis of the essence of the concept of “public administration mechanism” in Ukrainian and foreign sources, it is clear that there is no single approach to it. Each of the researchers considers it within the limits of their scientific interests. However, the considered approaches can be grouped regarding the essence of the concept of “mechanism of public administration” as: tools for the implementation of executive state power¹; a set of levers, means, and incentives of state policy^2,3,4; a separate organised form of the movement of matter in the multi-cyclical transformation of information⁵; the creation of state networks^[17]; concretisation of state processes^[18]; a set of forms, means, measures, and methods in public administration^[19]; organisational, economic, motivational, legal, and political state measures^[20].

V.Y. Vorotin et al.^[21]determined that the methods of public administration are administrative, economic, donor, and protectionist. But the study suggests that donor and protectionist methods can be attributed to economic methods. The authors do not consider the latest methods, such as Agile and programme - oriented. In modern conditions, these methods are most relevant for use in public administration. The researchers note that the organisational mechanism of public administration should stimulate self-development, the establishment of regional centres, medium and small businesses. In the results of the current study, the organisational aspect is considered somewhat differently, as the possibility of delegating powers between state bodies, public organisations, enterprises, and institutions. The researchers considered the legal mechanism as the creation of effective legal mechanisms for regional development. However, the need here is to develop regulatory documents that will regulate the tasks of public administration.

N. Likarchuk et al.¹⁹ determined that the mechanism of public administration consists of two subsystems: managing and managed. They distinguish the following elements of the mechanism: levers; incentives; methods; legal, information, and regulatory support. This approach illustrates the development and implementation of the public administration mechanism. The authors have studied in depth how public administration is implemented in territorial communities. Based on this, the authors identified measures to improve the mechanism, but indicated that they are not universal and require further development. Moreover, the analysis of foreign approaches to the mechanism of public administration is quite significant and it is determined that it needs to be improved through: regulatory policy; state programme for informatisation; creation of innovations in management. This approach fully illustrates the features of development of the mechanism of public administration.

S.A. Vavreniuk et al.⁹ in their research described the mechanism of public administration in post-Soviet countries. They suggest that in such countries, the correlation of both centripetal and centrifugal trends is considered in the implementation of public administration. However, the authors describe trends in the state policy of such states. At the same time, the development of the mechanism of public administration and its general features in such states are not described. A.V. Kulinska^[22] considers a conceptual approach to the development of the mechanism of public administration in Ukraine in the field of finance. In other words, the study covers a local level – finance. The author defines the components of the public administration system, consisting of subsystems: managing; managed; interaction. The study schematically develops a scheme of interaction between the components of the public administration mechanism in Ukraine, consisting of: state power of the country; trends in the development of the national economy; goals; functions and methods. The scheme of forming the public administration mechanism developed in the current study is somewhat different and consists of: methods; tools; principles and tasks. The authors of this study suggest that these four components are important in the development process, because they form exactly the direction of public administration that is necessary at the moment when it occurs. Therefore, when developing the mechanism of public administration, the components should differ. Moreover, the study forms the concept of the financial mechanism of public administration, that is, the local level. Its components are: organisational structure; subsystems of financial support and regulation; levers of influence; directions of development. The study suggests that the development of a common mechanism and a local one is different. This is conditioned by the fact that each local level of public administration has different tasks.

S. Kuhlmann et al.^[23] describes the system of public administration in Germany. It is based on the rights to protect human dignity and individual freedom on the basis of the principle of legality. The mechanism of public administration in Germany is formed with decentralisation and a high degree of autonomy at the lower levels of the hierarchy and with solidarity and coordination with the highest state authorities. The German public administration system is three-tier (legislative, executive and judicial), which is similar to the Ukrainian system. Based on the decentralisation of public administration structures in Germany, reforms play a key role. For example, public services in Germany are transferred by public authorities outside the main administration. Thus, they are provided by both public and private institutions^[24][25]. Such a trend in recent years has been: corporatisation, outsourcing, privatisation, and remunicipalisation. Ukraine, there is no such experience in transferring public services to the private sector. Perhaps it is worth studying such German experience in more depth and implementing best practices in Ukraine. The study also describes the current process of digitalisation of public administration in Germany. 575 public services should be digitised by 2023. In Ukraine, the digitalisation process is also actively underway and the Diya portal is successfully functioning. Especially the process of digitalisation in Ukraine, which is necessary during the war, when many people are abroad and resettled in other regions of the state and need public services.

Portuguese researchers A.Z.F.C. Nishimura et al.^[26] investigated the specific features of the development of public administration in Portugal and their weaknesses. Thus, they formed the main strategic tasks in the public administration of the state under study, such as investing in people; developing management; studying technologies; strengthening proximity. Such areas are defined by a Council of Ministers Resolution No. 55/2020^[27]. authors determined that public administration in Portugal has a high degree of bureaucratisation, which can be reduced by regulatory simplification and digitalisation of public services. The weak point in Portuguese public administration is the lack of motivation of civil servants. One of the negative factors of the mechanism of public administration is the politicisation of the appointment of public positions^[28], which is described by the appointment to public positions using the method of “nepotism”. Thus, there is a decrease in control in the fight against corruption.

W. Liu et al.^[29] investigated the features of public administration in China. It is determined that it is represented by a five-level management system: central, provincial, municipal, district, and settlement. At these levels, management is carried out in the same way as the distribution of power. Public administration uses the “Tiao-Kuai” system, the mechanism of which is formed in two dimensions: “vertical”, extending from the ministries of the central government through five levels; “horizontal”, where government units are established geographically and coordinate power within the territory that is managed. State power in China is characterised by bureaucratisation^[30][31][32]. In recent years, public administration in China has improved and is characterised as effective with respect for the rule of law, transparency and accountability, allowing for the allocation of limited resources, resolving various conflicts and coordinating competing interests. In other words, public administration in China is radically different from Ukrainian and European countries.

5. Conclusions

In the conducted research on the development of the mechanism of public administration in Ukraine on organisational and legal aspects, the essence of the concept of “mechanism of public administration” was studied in depth. The scientific literature contains no single approach to its essence and the authors define it through the objects of their research. Therefore, the mechanism of public administration is a set of methods, principles, tools and tasks of economic, political, legal, organisational, and motivational nature, created to achieve the best areas for the development of public administration.

In accordance with a certain essence of the concept, a general mechanism for the development of public administration is constructed, which is developed based on: methods, tools, principles, and tasks. At local levels, depending on the specifics of the sphere of public administration, it is carried out according to various components. However, it is necessary to use the latest methods, namely, programme-oriented and Agile. On their basis, state targeted programmes are formed that solve negative phenomena in local state spheres. To effectively solve public administration problems, it is necessary to use organisational aspects by delegating powers between state authorities, enterprises, public organisations, and institutions. Moreover, at the state level, it is necessary to form an effective regulatory framework that can help solve pressing state problems and promote the economic growth of the state.

Although the study offers a thorough examination of creating an efficient public administration system in Ukraine, it should be noted that it has certain limitations. The absence of empirical evidence to support the assumptions established during the conceptual mapping of the mechanism’s components, methods, tools and principles is one of its main weaknesses. The study mainly used qualitative analysis of previously published works and international experiences. Another possible constraint of the study is that it mainly examined public administration procedures at the national level, with comparatively little attention paid to the localised reform contexts seen in Ukraine’s cities, regions, and communities. Owing to the great diversity of the nation, more research delving deeper into subnational and decentralised public administration may reveal institutional subtleties, success factors, and obstacles unique to particular regions that merit specialised studies. One of the promising avenues for further research is implementing and assessing Agile governance or program-oriented techniques in Ukraine’s public agencies in order to determine their effectiveness and provide frameworks for best practices. It would be instructive to do longitudinal studies that monitor the long-term effects and changes in Ukraine’s mechanism as reforms advance. Lastly, considering the supervisory responsibilities that the study’s recommendations highlight for the judiciary and legislature, further focused research on enhancing these areas could prove to be very beneficial.

The results of the conducted research on the formation of the mechanism of public administration in Ukraine can be used to improve the system of public administration, especially during the war. However, in further research, it is necessary to form a mechanism of public administration at local levels with a distinction between their hierarchy, multi-level nature, and complexity. Thus, public administration will become effective and will increase the global competitiveness of the state. Therefore, it is necessary to update and improve the development of the public administration mechanism in Ukraine, which will increase the well-being of the population, stimulate the investment and innovation environment, and thus, generate additional added value.

Abstract (ENG):The article presents an analysis of the development of the public administration mechanism in Ukraine. It proposes a structured framework for creating an efficient public administration mechanism in Ukraine. The analysis highlights nine guiding principles for the formation of the public administration mechanism, including regularity, alternatives, purposefulness, dynamism, motivation, efficiency, flexibility, integrity, and continuity. Furthermore, the study delineates five areas of tasks: economic, political, legal, organizational, and motivational, each with specific objectives tailored to the post-war reconstruction and development of Ukraine. The constitutional framework of Ukraine is examined. The article recognizes the need for further research on localized contexts, implementation of Agile governance or program-oriented techniques, and enhancing the roles of the judiciary and legislature in the public administration mechanism.

Keywords (ENG): state power, administrative methods, programme-oriented method, Agile method, political stability.

* Professor, National University “Odesa Law Academy”, Odesa, Ukraine (sergeystepan45@ukr.net).

^** Professor, Kherson National Technical University, Kherson, Ukraine (viktoriiafilippova@outlook.com).

^*** Professor, the Head of the Department of the Theory and History of State and Law, Dnipropetrovsk State University of Internal Affairs, Dnipro, Ukraine (valentinaboniak@proton.me).

^**** Professor, Kherson National Technical University, Kherson, Ukraine (tatianamalakhova@hotmail.com).

^***** Senior lecturer, Donetsk State University of Management, Mariupol, Ukraine (olenakravchenko22@proton.me).

^****** Il contributo è stato sottoposto a double blind peer review.

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