STRATEGIC ANALYSIS AND INSTITUTIONALIZATION OF STAKEHOLDER INVOLVEMENT IN MONITORING AND EVALUATION PROCESSES OF SOCIAL PROGRAMS
Abstract
Modern transformations of the socio-economic sphere and increasing requirements of international institutions for transparency of resource use necessitate the modernization of management systems. Traditional linear models of monitoring and evaluation, focused on strict administrative control of quantitative costs, demonstrate low efficiency in the implementation of complex social programs. There is an objective need to transition to participatory management. The purpose of the article is the theoretical and methodological substantiation of the tools for strategic analysis of stakeholders and the development of applied organizational and procedural mechanisms for their institutionalization in the processes of monitoring and evaluation of social programs to improve the quality of management decisions in the field of management. The study uses a complex of general scientific and special methods: the method of logical and historical analysis – to study the evolution of the evaluation paradigm from supervision to joint management; the method of classification and typification – to differentiate primary, secondary and tertiary stakeholders; functional-procedural design method – for developing stages of citizen integration into the project cycle. The genesis of monitoring and evaluation concepts has been studied. Stakeholders have been typified and key manifestations of conflict of goals have been identified (quantity versus quality, information asymmetry, conflict of priorities). The methodology for translating qualitative characteristics of stakeholders into quantitative indicators has been substantiated. Based on the adapted two-dimensional matrix, differentiated strategies for interaction with subjects have been developed. A holistic architecture for the institutionalization of joint management has been formed, which provides for the formal consolidation of the role of citizens at the regulatory, organizational and procedural levels at all phases of the project cycle. Systemic barriers have been identified and tools for overcoming them have been proposed. The practical significance of the results obtained lies in the development of applied management tools that can be directly used by managers of social programs, public organizations and local governments to optimize communication resources.
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