Development of a Model Provision for Managing Social Partnership Projects

Within the framework of this work, the theoretical component of project activity, partnership in General and intersectoral social partnership in particular is analyzed; a comprehensive model of social partnership is developed; a standard provision on social project management is developed. The relevance of this work is as follows: 1. there Is a need to organize the management of social projects on the basis of intersectoral social partnership, which is confirmed by the results of the analysis, which includes expert interviews and questionnaires; 2. the Presence of two diverse management processes – social project management and social partnership management - makes it necessary to combine them for the effective implementation of socially-oriented projects. Based on the results of theoretical and methodological analysis, it was found that SMEs are considered in the literature as an effective interaction of two or three sectors, beneficial to each of the parties and society as a whole, implemented to solve social problems, which provides a mutually reinforcing effect by combining available resources and a fair division of responsibilities and risks. At the same time, the issue of connecting the management of social projects with the management of intersectoral social partnership is not covered. The formed complex model of social partnership is a set of components of project activity, intersectoral social partnership, as well as the principle of "balance of interests". Its usefulness lies in the need to bridge the gap between the three partnership sectors on the basis of agreed goals and values, taking into account the developed forms of interaction and consolidated resources. In order to form a single effective algorithm for social project management based on intersectoral social partnership and project management, as well as the consolidation of the available resources of the three sectors in the implementation of social projects, a model provision on social project management was formed, taking into account the project nature of social transformations, as well as the partnership basis for interaction between authorities, business representatives and non-profit organizations. The example of the project office "Center for social partnership" shows a platform for coordinating interests, which is based on the rule of "fair exchange" by D. Homans. This platform can be based on various interests. The key point here is the ability to coordinate the interests of all sectors at the stage of preparation for the project implementation. The importance and necessity of this approach comes from the basic postulate of social interaction: the presence of overlapping interests. Then those forms of interaction that can be most effective are selected for certain interests and values.