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While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities. ; Sprendžiant visuomenėje ir ekonomikoje kylančiais sudėtingas problemas ir siekiant užtikrinti tvarų socialinį ir ekonominį valstybės vystymąsi, tradiciniais laikyti viešojo valdymo modeliai ir metodai tapo neveiksmingi. Straipsnyje aptariama viešojo valdymo modelio, kuris leistų sumaniai veikti dinaminėje aplinkoje sprendžiant kompleksines problemas, paieškos ir pagrindimas. Straipsnyje, remiantis viešojo valdymo iššūkiais ir pagrindinėmis reformų kryptimis, yra pateikta sumanaus viešojo valdymo koncepcija ir išskirtos dimensijos. Sumanus viešasis valdymas įvardijamas kaip valdymo modelis, pasižymintis suinteresuotųjų dalyvavimu ir tinklaveika grįsta veikla, kai, remiantis savalaike ir kompleksine informacija, priimami sąlygas atitinkantys racionalūs sprendimai, pasirenkamos jų įgyvendinimo struktūros ir procesai, technologijos ir priemonės. Tam sumanaus viešojo valdymo dimensijos – strateginis judumas, horizontalus valdymas, bendradarbiavimas sąveikoje ir įgalintas pilietiškumas – turi būti integruotos į sistemos struktūras ir procesus bei reikštis per bendrą etosą ir kultūrą.

While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities.

While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities.

While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities. DOI: http://dx.doi.org/10.5755/j01.ppaa.13.3.8300 ; Sprendžiant visuomenėje ir ekonomikoje kylančiais sudėtingas problemas ir siekiant užtikrinti tvarų socialinį ir ekonominį valstybės vystymąsi, tradiciniais laikyti viešojo valdymo modeliai ir metodai tapo neveiksmingi. Straipsnyje aptariama viešojo valdymo modelio, kuris leistų sumaniai veikti dinaminėje aplinkoje sprendžiant kompleksines problemas, paieškos ir pagrindimas. Straipsnyje, ...

While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities.

While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities.

While 1970s were marked by creation of intermediary (regional) levels of government in Western Europe the wave of administrative reforms reached Eastern Europe in the end of 1980s and beginning of 1990s. Lithuania was not an exception. From 1994 until July, 2010 the public administration system was deconcentrated to County Governors' Administrations and decentralized to local governments in Lithuania. As it was declared in political and legal documents, the reform of County Governors' Administrations abolishment was aimed to improve public administration and decentralize public governance system in Lithuania, but its results were quite controversial. The main aim of this paper is to analyze the reform conducted in Lithuania in 2010s. The main sources of information are semi-structured expert interviews and secondary data. ; 1994-2010 m. viešojo administravimo sistema Lietuvoje buvo dekoncentruota, perdavus tam tikrų funkcijų įgyvendinimą apskrityse suformuotoms adminsitracijoms, ir decentralizuota, perdavus valdžios galias savivaldybėms. 2010 m. atlikta apskričių valdymo reforma, išlaikanti teritorinį suskirstymą ir likviduojanti administracines struktūras, kuri Lietuvoje įgyvendinta siekiant tobulinti viešajį valdymą. Reforma buvo gana sėkmingai, be didesnių nesklandumų įgyvendinta vadovaujantis planais ir terminais. Reforma institucionalizuota suformavus koordinacinę komisiją ir darbo grupes apskrityse, taip pat patvirtinus jų darbo reglamentą ir nuostatus. Ji įvykdyta nustatytais terminais. Tačiau, nors daug dėmesio buvo skirta reformos organizavimui, buvo pasigendama strateginių ir metodologiškai pagrįstų sprendimų. Reformos rezultatai yra gana prieštaringi, neatitinkantys visų reformos tikslų. Apskričių reforma pakeitė viešojo administravimo sistema dvejopai: 1) viešųjų paslaugų teikimo koordinavimo sistemoje nuo daugiafunkcinių teritoriniu pagrindu veikiančių vienetų pereita prie vienos funkcijos centralizuotos kontrolės teritoriniu pagrindu veikiančių vienetų sistemos; 2) padidėjo centralizacija ir fragmentacija koordinuojant viešosios politikos įgyvendinimą.

While 1970s were marked by creation of intermediary (regional) levels of government in Western Europe the wave of administrative reforms reached Eastern Europe in the end of 1980s and beginning of 1990s. Lithuania was not an exception. From 1994 until July, 2010 the public administration system was deconcentrated to County Governors' Administrations and decentralized to local governments in Lithuania. As it was declared in political and legal documents, the reform of County Governors' Administrations abolishment was aimed to improve public administration and decentralize public governance system in Lithuania, but its results were quite controversial. The main aim of this paper is to analyze the reform conducted in Lithuania in 2010s. The main sources of information are semi-structured expert interviews and secondary data.

While 1970s were marked by creation of intermediary (regional) levels of government in Western Europe the wave of administrative reforms reached Eastern Europe in the end of 1980s and beginning of 1990s. Lithuania was not an exception. From 1994 until July, 2010 the public administration system was deconcentrated to County Governors' Administrations and decentralized to local governments in Lithuania. As it was declared in political and legal documents, the reform of County Governors' Administrations abolishment was aimed to improve public administration and decentralize public governance system in Lithuania, but its results were quite controversial. The main aim of this paper is to analyze the reform conducted in Lithuania in 2010s. The main sources of information are semi-structured expert interviews and secondary data.

While 1970s were marked by creation of intermediary (regional) levels of government in Western Europe the wave of administrative reforms reached Eastern Europe in the end of 1980s and beginning of 1990s. Lithuania was not an exception. From 1994 until July, 2010 the public administration system was deconcentrated to County Governors' Administrations and decentralized to local governments in Lithuania. As it was declared in political and legal documents, the reform of County Governors' Administrations abolishment was aimed to improve public administration and decentralize public governance system in Lithuania, but its results were quite controversial. The main aim of this paper is to analyze the reform conducted in Lithuania in 2010s. The main sources of information are semi-structured expert interviews and secondary data.http://dx.doi.org/10.5755/j01.ppaa.10.3.641 ; 1994‑2010 m. viešojo administravimo sistema Lietuvoje buvo dekoncentruota, perdavus tam tikrų funkcijų įgyvendinimą apskrityse suformuotoms adminsitracijoms, ir decentralizuota, perdavus valdžios galias savivaldybėms. 2010 m. atlikta apskričių valdymo reforma, išlaikanti teritorinį suskirstymą ir likviduojanti administracines struktūras, kuri Lietuvoje įgyvendinta siekiant tobulinti viešajį valdymą. Reforma buvo gana sėkmingai, be didesnių nesklandumų įgyvendinta vadovau-jantis planais ir terminais. Reforma institucionalizuota suformavus koordinacinę komisiją ir darbo grupes apskrityse, taip pat patvirtinus jų darbo reglamentą ir nuostatus. Ji įvykdyta nustatytais terminais. Tačiau, nors daug dėmesio buvo skirta reformos organizavimui, buvo pasigendama strateginių ir metodologiškai pagrįstų sprendimų. Reformos rezultatai yra gana prieštaringi, neatitinkantys visų reformos tikslų. Apskričių reforma pakeitė viešojo administravimo sistema dvejopai: 1) viešųjų paslaugų teikimo koordinavimo sistemoje nuo daugiafunkcinių teritoriniu pagrindu veikiančių vienetų pereita prie vienos funkcijos centralizuotos kontrolės teritoriniu pagrindu veikiančių vienetų ...

While 1970s were marked by creation of intermediary (regional) levels of government in Western Europe the wave of administrative reforms reached Eastern Europe in the end of 1980s and beginning of 1990s. Lithuania was not an exception. From 1994 until July, 2010 the public administration system was deconcentrated to County Governors' Administrations and decentralized to local governments in Lithuania. As it was declared in political and legal documents, the reform of County Governors' Administrations abolishment was aimed to improve public administration and decentralize public governance system in Lithuania, but its results were quite controversial. The main aim of this paper is to analyze the reform conducted in Lithuania in 2010s. The main sources of information are semi-structured expert interviews and secondary data.

While 1970s were marked by creation of intermediary (regional) levels of government in Western Europe the wave of administrative reforms reached Eastern Europe in the end of 1980s and beginning of 1990s. Lithuania was not an exception. From 1994 until July, 2010 the public administration system was deconcentrated to County Governors' Administrations and decentralized to local governments in Lithuania. As it was declared in political and legal documents, the reform of County Governors' Administrations abolishment was aimed to improve public administration and decentralize public governance system in Lithuania, but its results were quite controversial. The main aim of this paper is to analyze the reform conducted in Lithuania in 2010s. The main sources of information are semi-structured expert interviews and secondary data.

Governments worldwide are increasingly focusing on creating customer value in public services and customer experience management to improve public sector performance and increase citizens' trust in government. Therefore, recently there has been an increase in scientific literature and case studies analysing different aspects of customer value creation and/or customer experience in public services. Still, the interaction between the two is not clearly disclosed and linked. The purpose of this research is to accentuate the insights arising from research in science and practice, to summarise and systematise the knowledge already created and to perform an empirical study. Applying the methods of researching the content of scientific literature and practical reports, the article reveals the interaction between the value of public services to the customer and the customer experience in services. The aim of this study is to reveal the concept of customer value creation by applying customer experience management in public services. After refining the general theoretical insights of service value creation for the customer, the basics of the need and benefits of their application in the provision of public services as well as the application of the method of value creation for the customer in the provision of public services are analysed. The findings of this research positions the customer value in public services as a subjective phenomenon, i. e., the value is created by customers as it is based on their experiences in the process of service provision. In contrast, service providers create a value creation system for customers, which turns them into the co-creators of that value. Value creation for the customer occurs through the co-production and co-design of public services, where the customer is an active participant in different stages of service provision. Customer needs and expectations are evolving, and public service providers need to be able to recognise and track them and respond to these changes by applying a customer journey approach in the value creation system.