Purpose - to reveal the main stages of the development of the educational and scientific program of training specialists of PhD (Doctor of Philosophy) level in the field of Public Management and Administration, on the example of the organizational work of State Governance Department of Taras Shevchenko National University of Kyiv (KNU named after T. Shevchenko). The results of the study were obtained through application of the following methods: analysis and synthesis in the study of strategies, programs, curricula, ratings, which allow analyzing the main directions of educational and scientific activities of the State Governance Department of Kyiv University; systematic and comparative methods that were used in determining the essence and peculiarities of training Masters of Civil Service at KNU named after T. Shevchenko. The authors developed and implemented in the educational process of KNU named after T. Shevіchenko: educational and scientific program of training specialists of level III of higher education (Doctor of Philosophy) in specialty 281 "Public Management and Administration" on the competence-based approach; disciplinary model of training curriculum for the mentioned above specialists as well as specific curriculum for postgraduate students in the given specialty; the program of the academic discipline "System analysis in Public Management and Administration", which is one of the key discipline in methodology of training postgraduate students. The author's educational and scientific program of training specialists of the PhD level in the specialty "Public Management and Administration" was offered. The novelty of the program is as follows: the development of the philosophical component by including philosophical disciplines in the program of training civil servants. Namely, the development and implementation of the discipline "Philosophy of Science and Innovation"; focus on political science training for civil servants. Development and implementation of training courses: "Geopolitical challenges of the present", "Features of the interaction of political and administrative positions in the system of public management and administration", "Foreign practice of decentralization of public authority at the local level", "Democratization of mechanisms of public management and administration in Ukraine". Implementation of interdisciplinary knowledge in training civil servants in postgraduate study in the training course "Innovative Technologies in Public Management and Administration". The obtained results allow us to affirm that the development of the methodology for the study of educational needs of public service managers with new approaches to enhancing their professional competence is a promising direction for further training of civil servants at post-graduate course in KNU named after T. Shevchenko.

Purpose. Despite relatively successful democratic transformation in various areas, Ukraine still has little progress in reforming the system of education. Changes that are taking place (e.g. new legislation is being adopted) do not have expected effect and are often too surface-oriented. The article discusses one of the possible causes for this - high median age and long term duration of university leadership. It is argued in the work that, while senior academics in educational facilities contribute by sharing profound knowledge and experience with the students, electing leaders solely on the basis of their seniority slows the pace of reforms and causes preservation of Soviet traditions in educational governance. Methodology. The results of the study were obtained through the application of the following methods: analysis and synthesis in the study of strategies, programs, curricula, ratings, which allow analyzing the main directions of educational and scientific activity in Taras Shevchenko National University of Kyiv; systematic and comparative methods that were used in determining the essence and peculiarities of universities leadership. Findings. The authors argue that among many other important factors, generation change in university leadership can help the Ukrainian universities take a leap to modernization. It is beyond any doubts that, while university governance is not a single contributing factor for success, higher educational facilities will benefit from such generation change in many ways. First, being in the system for many years, current universities' leaders fail to think outside of the box and recognize the innovations that must be implemented. Moreover, since the average age of rectors, faculty deans and department chairs is rather high, in the Ukrainian situation it means that their career progressed during the Soviet era or in the first years of independence. Taking the position, they had a different model of governance and higher education in general, dominating in their mindsets, so made attempts to recreate them in their domains. Finally, most university leaders at different levels lack knowledge needed for effective modernization of their facilities such as management training or knowledge of foreign language. The only reason to be elected is based on academic merit, which is important but should be complemented by other skills as today the rector, dean and even department chair are doing more and more representative work, fundraising, media relations and others. Realities of the Ukrainian universities show that a generation change is an inevitable prerequisite for their successful transformation. Originality. The work does not intend to discriminate a person solely on the basis of age or the number of years in office. However, with regard to the Ukrainian situation, a generation change entails more than simply kicking the older people out. It means minimizing the influence of Soviet legacy on the universities and new additions to it, created in the first post-Soviet years.

Purpose. Improving the quality policy of managing the civil service of Ukraine through the use of foreign experience in implementing the "Lean system". Methodology. In the study, the authors used general methods of scientific knowledge. In particular: a) empirical research methods: selection of factual material on reforming the civil service management of the UK and Ukraine, as well as establishing links between the accumulated research results; b) theoretical research methods: analysis and synthesis, modeling, rising from the abstract to the concrete, and others, which allowed the authors to identify one of the reasons for the ineffective reform of the civil service management of Ukraine. Findings. The authors briefly examined the history of the formation of the civil service management of Ukraine. It has been noted that the management quality policy in Ukraine was formulated only in the new Law of Ukraine "On Civil Service", which entered into force on May 1, 2016. However, according to results of monitoring of governance reforms conducted by the Agency for Legislative Initiatives in 2017, the quality of public administration remains low. The analysis allowed the authors to establish that one of the reasons for the poor quality of management is non-use of the "Lean system" in the quality management policy. The authors examined the features of lean management, as well as the experience of its implementation in the two largest central governmental departments (UK): the Department for Work and Pensions (DWP) and HM Revenue and Customs (HMRC) (the Department of Revenue and Customs). The results obtained allowed the authors to propose an advanced policy of the quality of civil service management in Ukraine based on the "Lean system". Originality. During the analysis of the process of reforming the management of the civil service of Ukraine, the authors found one of the reasons that reduced the quality of management. The authors proved that this reason is the lack of the principles of "lean management" or "Lean systems" in the quality management policy. To eliminate this cause, the authors proposed taking advantage of the Lean system implementation experience in managing the two largest central government departments in the UK: the Department for Work and Pensions (DWP) and HM Revenue and Customs (HMRC). Practical value. The results of the study are intended to improve the quality policy of civil service management in Ukraine. The use of the "Lean system", as well as foreign experience in its implementation, will improve the quality of civil service management in Ukraine. The management quality policy based on the "Lean system" will eliminate the deficiencies identified as a result of monitoring public administration reforms and achieve the management quality that is not inferior in effectiveness to civil service management in the European Union.

Університетські центри креативного підприємництва сьогодні стають рушіями сучасної економіки провідних країн світу та утворюють всесвітній академічний підприємницький рух. Кожна з провідних країн чи груп країн має певні особливості та власний досвід фінансового управління такими центрами. Тому постає завдання порівняльного аналізу особливостей для вказаних центрів тих країн, які є найбільш успішними у впровадженні інновацій, виявлення спільних рис, закономірностей і відмінностей. Такий аналіз є особливо важливим для України, де рух академічного креативного підприємництва перебуває на початковій стадії розвитку. За використання системного аналізу встановлено, що для країн ЄС характерною є переважно розподілена чи так звана мережева структура фінансового управління університетськими центрами креативного підприємництва (ЦКП), а для КНР характерною є переважно ієрархічна структура. Характерною відмінністю академічного підприємницького руху ЄС і Китаю є також те, що основою менеджменту вказаними центрами, у тому числі й фінансового управління, для ЄС є самоврядування, яке є наслідком традицій самоврядування університетів Європи. Для КНР цей чинник поступається традиції централізованого адміністрування. Визначено основну функцію фінансового менеджменту ЦУП. Це полегшення доступу до кредитування науковців, наукових і проектних груп університетів, формування екосистеми підтримки впровадження інновацій, надання посередницьких послуг для суб'єктів системи фінансової підтримки інновацій, створення середовища для співпраці, зменшення рівня фінансових ризиків інвесторів і збільшення ефективності впровадження інновацій. Систематизовано інструменти фінансового менеджменту креативного академічного підприємництва. При проведенні порівняльного аналізу встановлено та деталізовано особливості фінансового управління університетськими УКП для Європейського Союзу та Китайської Народної Республіки, зокрема особливості структури управління та притаманні для ЄС чи для КНР інструменти фінансування науково-дослідних і конструкторських робот вказаних центрів.