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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.

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.

The article analyses the relationship between decision making and structural changes of New Public Governance. The authors emphasize that in the process of evolution of public governance, the effectiveness of preparation and implementation of decisions is a very complex, multi-dimensional issue. Its success is based on the entirety of elements and factors of both internal and external environments. Specific attention is given to application of meta-analysis, theoretical simulation, analog and other methods in analysis of decisionmaking external environment. It is proved that qualitative parameters of contemporary decisions in public sector are directly dependent on the pace of Public Governance evolution in establishment of new, more effective, innovative and democratic principles and methods of public sector governance. ; Straipsnyje analizuojama sprendimų sąveika su pokyčiais naujojo viešojo valdymo struktūroje. Akcentuojama, kad viešojo valdymo evoliucijoje sprendimų rengimo ir įgyvendinimo efektyvumas yra itin kompleksinė, daugiadimensė problema, kurios sėkmingą sprendimą lemia organizacijos vidinės ir išorinės aplinkos elementų ir veiksnių visuma. Straipsnyje itin daug dėmesio skiriama sprendimų rengimo išorinei aplinkai analizuoti, taikant metaanalizės, teorinio modeliavimo, analogų ir kt. metodus. Pagrįsta, kad šiuolaikinių sprendimų viešajame sektoriuje kokybiniai parametrai yra tiesiogiai priklausomi nuo viešojo valdymo evoliucijos tempų įtvirtinant naujus, efektyvesnius, inovatyvesnius ir demokratiškesnius viešojo sektoriaus valdymo principus ir nuostatas.

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.

The article analyzes the typology aspects of: network structures, which develop integration opportunities; network systems, models and types; networking processes and their efficiency, effectiveness, functional possibilities. The authors, based on the opportunities of interpretive methods and theoretical modeling, in the article seek to summarize the indicators of newly developed new public governance doctrine, in which public administration theorists distinguish different types of policy, management and economic networks systems, described as a network structures and networking. As important task, the authors of this article hold the necessity to disclose the positions of the various authors, analyzing the interactions between the networking participants' quantitative and qualitative dimensions, normative and standardized elements of state institutions, as decision making, conflict regulation, the development of networks and networking as a systematic processes and organization performance management. The particular attention the authors distinguish to the social relations, i.e. the organizational functioning and cultural aspects of social networking, and the categorization analysis of social capital (in the context of the networking process). The authors conclude that modern public governance, influenced by global changes, has a multidimensional nature and the characteristics of cross-sectoral interaction and development of network structure formation. A special factor of new public governance becomes the development of hybrid organizations. These factors are the priority dimensions of scientific academic debates. They are underlined in the fixation of new public governance indicators, management process of public sector organizations, establishing organizational culture, value orientations and behaviour standards. Networking as a form of public government, becomes increasingly important instrumentation in modern [.]

The paper analyses a link between good governance and the country's capability to innovate. The institutional dimension of the national innovation system (NIS) allows to use the method of good governance as good practice: the country, building its capacity to absorb knowledge, activates all role players in the NIS. The role of public administration institutions is emphasizing in the processes of accessing, anchoring and diffusing knowledge, seeking to strengthen the country's economic and social welfare. During the research the idea that public administration institutions should actively employ the principles and techniques of the good governance idea was substantiated because their objective is to make impact on the NIS: through the formulation and implementation of national innovation, economic and social policy by creating favourable circumstances for the NIS players, developing their knowledge of absorptive capacity, strengthening regional, national and global knowledge networking, using more knowledge channels and partnership for innovations at the national level.

The article analyzes the typology aspects of: network structures, which develop integration opportunities; network systems, models and types; networking processes and their efficiency, effectiveness, functional possibilities. The authors, based on the opportunities of interpretive methods and theoretical modeling, in the article seek to summarize the indicators of newly developed new public governance doctrine, in which public administration theorists distinguish different types of policy, management and economic networks systems, described as a network structures and networking. As important task, the authors of this article hold the necessity to disclose the positions of the various authors, analyzing the interactions between the networking participants' quantitative and qualitative dimensions, normative and standardized elements of state institutions, as decision making, conflict regulation, the development of networks and networking as a systematic processes and organization performance management. The particular attention the authors distinguish to the social relations, i.e. the organizational functioning and cultural aspects of social networking, and the categorization analysis of social capital (in the context of the networking process). The authors conclude that modern public governance, influenced by global changes, has a multidimensional nature and the characteristics of cross-sectoral interaction and development of network structure formation. A special factor of new public governance becomes the development of hybrid organizations. These factors are the priority dimensions of scientific academic debates. They are underlined in the fixation of new public governance indicators, management process of public sector organizations, establishing organizational culture, value orientations and behaviour standards. Networking as a form of public government, becomes increasingly important instrumentation in modern [.]

The purpose of the research is to determine the impact of EU funding on regional govern-ance of Tauragė and Vilnius. The term "regional governance" is a rather new phenomenon within the governance dis-course, therefore it is significant to analyse and delve into the principles of regional governance in order to ensure the economic and social growth of regions not only within Lithuania, but also within the whole European Union (hereinafter referred to as EU). It has been established that regional gov-ernance is based on the principles of cohesion policy in Lithuania. One of the cohesion policy princi-ples is that EU provides funding to ensure economic growth and competitiveness of regions. In Lithuania, EU funding policy is implemented by the Government and ministries, which act under Regulations of the European Parliament and of the Council. Within regions, the regional governance is implemented through the adoption of regional development plans, which are affected by EU funding. The research is divided in two stages in order to elucidate and consolidate the findings. The decisions made throughout the period from 2016 to 2019 by Tauragė and Vilnius regions are analyzed in the first stage of the research, and it showed that there are challenges regarding the EU requirements for the absorption of funding. EU funding has an impact on the change of decisions made by the Development Council on the adjustment of regional programs for 2014-2020. The in-terview carried out in the second stage consolidates the findings from the first stage. It supports the fact that the regional governance in Tauragė and Vilnius is strictly formed in accordance with EU funding. The agenda and adopted decisions by regional development councils fully depend on EU funding. A drastic conclusion was reached that if EU funding was discontinued, the regional gov-ernance in Tauragė and Vilnius would cease to function.

The purpose of the research is to determine the impact of EU funding on regional govern-ance of Tauragė and Vilnius. The term "regional governance" is a rather new phenomenon within the governance dis-course, therefore it is significant to analyse and delve into the principles of regional governance in order to ensure the economic and social growth of regions not only within Lithuania, but also within the whole European Union (hereinafter referred to as EU). It has been established that regional gov-ernance is based on the principles of cohesion policy in Lithuania. One of the cohesion policy princi-ples is that EU provides funding to ensure economic growth and competitiveness of regions. In Lithuania, EU funding policy is implemented by the Government and ministries, which act under Regulations of the European Parliament and of the Council. Within regions, the regional governance is implemented through the adoption of regional development plans, which are affected by EU funding. The research is divided in two stages in order to elucidate and consolidate the findings. The decisions made throughout the period from 2016 to 2019 by Tauragė and Vilnius regions are analyzed in the first stage of the research, and it showed that there are challenges regarding the EU requirements for the absorption of funding. EU funding has an impact on the change of decisions made by the Development Council on the adjustment of regional programs for 2014-2020. The in-terview carried out in the second stage consolidates the findings from the first stage. It supports the fact that the regional governance in Tauragė and Vilnius is strictly formed in accordance with EU funding. The agenda and adopted decisions by regional development councils fully depend on EU funding. A drastic conclusion was reached that if EU funding was discontinued, the regional gov-ernance in Tauragė and Vilnius would cease to function.

The purpose of the research is to determine the impact of EU funding on regional govern-ance of Tauragė and Vilnius. The term "regional governance" is a rather new phenomenon within the governance dis-course, therefore it is significant to analyse and delve into the principles of regional governance in order to ensure the economic and social growth of regions not only within Lithuania, but also within the whole European Union (hereinafter referred to as EU). It has been established that regional gov-ernance is based on the principles of cohesion policy in Lithuania. One of the cohesion policy princi-ples is that EU provides funding to ensure economic growth and competitiveness of regions. In Lithuania, EU funding policy is implemented by the Government and ministries, which act under Regulations of the European Parliament and of the Council. Within regions, the regional governance is implemented through the adoption of regional development plans, which are affected by EU funding. The research is divided in two stages in order to elucidate and consolidate the findings. The decisions made throughout the period from 2016 to 2019 by Tauragė and Vilnius regions are analyzed in the first stage of the research, and it showed that there are challenges regarding the EU requirements for the absorption of funding. EU funding has an impact on the change of decisions made by the Development Council on the adjustment of regional programs for 2014-2020. The in-terview carried out in the second stage consolidates the findings from the first stage. It supports the fact that the regional governance in Tauragė and Vilnius is strictly formed in accordance with EU funding. The agenda and adopted decisions by regional development councils fully depend on EU funding. A drastic conclusion was reached that if EU funding was discontinued, the regional gov-ernance in Tauragė and Vilnius would cease to function.

The purpose of the research is to determine the impact of EU funding on regional govern-ance of Tauragė and Vilnius. The term "regional governance" is a rather new phenomenon within the governance dis-course, therefore it is significant to analyse and delve into the principles of regional governance in order to ensure the economic and social growth of regions not only within Lithuania, but also within the whole European Union (hereinafter referred to as EU). It has been established that regional gov-ernance is based on the principles of cohesion policy in Lithuania. One of the cohesion policy princi-ples is that EU provides funding to ensure economic growth and competitiveness of regions. In Lithuania, EU funding policy is implemented by the Government and ministries, which act under Regulations of the European Parliament and of the Council. Within regions, the regional governance is implemented through the adoption of regional development plans, which are affected by EU funding. The research is divided in two stages in order to elucidate and consolidate the findings. The decisions made throughout the period from 2016 to 2019 by Tauragė and Vilnius regions are analyzed in the first stage of the research, and it showed that there are challenges regarding the EU requirements for the absorption of funding. EU funding has an impact on the change of decisions made by the Development Council on the adjustment of regional programs for 2014-2020. The in-terview carried out in the second stage consolidates the findings from the first stage. It supports the fact that the regional governance in Tauragė and Vilnius is strictly formed in accordance with EU funding. The agenda and adopted decisions by regional development councils fully depend on EU funding. A drastic conclusion was reached that if EU funding was discontinued, the regional gov-ernance in Tauragė and Vilnius would cease to function.

The transition of the global financial governance system is a history of the rise and fall of the Western advanced countries in the post-war international political and economic system. Since the end of the Second World War, the International Monetary Foundation and the World Bank have always taken the dominant role in the field of global financial governance. However, after the beginning of the global financial crisis in 2008, many drawbacks have become apparent concerning these two significant institutions, such as the lack of representatives, the slow and ineffective response to the crisis, etc. Following a strong appeal from the developing countries (with the emerging powers as their representatives), the global financial governance system has experienced several rounds of reforms which have yet to yield acceptable results. Therefore, it is highly necessary to create a new institution which can play a complementary role in the existing financial governance system rather than overthrow it. Complying with the tide of history, the official establishment of the BRICS Bank can be of great significance to the reform of current global financial governance systems such as diversifying the global financial governance bodies, representing the interests of developing countries in a better way, enhancing the status and improving the importance of emerging economies in the international political and economic order. Admittedly, the BRICS Bank also faces great challenges and limits such as the lack of a core leadership and the absence of a unified currency, etc.

The purpose of this article is to analyse theoretical-methodological aspects of preparing public organization for the implementation of transformational changes and improvement of organizational performance, establishing the preparing complexity in organization strategy directions. The process of preparing public organization for accepting a change includes many elements: analysis of internal and external environment, identification of different theoretic attitudes for improving organizational performance methodology, typology of changes and best modern governance practice cases. The main tasks of the study are to accentuate the impact features of global changes to public sector organization development and to identify the role of organizational culture and successful leadership ensuring the implementation of strategy tasks. The essential ingredients of preparing public organization to accept a change are the following: quality of global change analysis, identification of the need for modernization, reform and innovation, creation capabilities to improve performance management in all kinds and levels of governance structures. Additionally, preparing to accept a change requires development of new forms and levels of organizational leadership regulatory responsibilities, creation of new governance strategies and implementation of modern control methods. Public sector organizations in achieving the goals use network based strategies as a modern sophisticated form of strategic governance. The article describes preparing public organization to accept the change partly as the product of innovation installing in public governance. To understand the change typology and decomposition and its role in public governance modernization, from staff and all level organization managers requires to improve administration creativity, getting the abilities to install radical changes, avoiding risk and preparing new models for recovering change governance process. ; Straipsnyje analizuojamas viešųjų organizacijų veiklos tobulinimas XXI a. pradžioje yra tiesiogiai sietinas su valdymo kompleksiškumo įtvirtinimu valstybės institucinių sistemų funkcionavime. Itin svarbią vietą viešojo valdymo kompleksiškumo struktūroje užima institucinių, technologinių ir socialinių pokyčių valdymas, reikalaujantis iš viešojo sektoriaus organizacijų pasirengimo keisti tradicines viešojo valdymo vertybes, nusistovėjusias tradicijas, veiklos struktūrines-funkcines dimensijas. Globalios aplinkos sąlygos iš viešojo valdymo institucijų reikalauja radikalios organizacinių struktūrų transformacijos, itin plataus viešojo valdymo lygių ir rūšių lauko reformų. Straipsnyje, naudojant kompleksinio požiūrio į pokyčių valdymą instrumentines galimybes, taikant metaanalizės, sinektinį, teorinio modeliavimo, lyginamosios analizės, klasifikavimo, interpretacinius metodus, siekiama atskleisti strateginio valdymo, organizacinės kultūros, valdymo procesų kaitos modeliavimo lygmens reikšmę viešųjų organizacijų pasirengimo pokyčių valdymui elementams. Autoriaus pastangos yra sufokusuotos į viešųjų organizacijų veiklos kokybinių charakteristikų išskyrimą. Dominuojantis analizės vektorius yra vidinės ir išorinės organizacijų aplinkos skenavimo būtinumo išskyrimas, siekiant aiškiau identifikuoti veiksnius ir faktorius, nuo kurių priklauso organizacijų pasirengimo pokyčių valdymui kokybė, ir determinuojant indikatorius, būtinus vertinant pasirengimo pokyčių valdymui strategijas, programas, organizacinių sprendimų lygmenį bei organizacijų pasirengimo pokyčių valdymui modeliavimo kokybinius parametrus.