Abstract
<jats:p>The article examines the theoretical and applied foundations for developing a development strategy for a public-sector organization in the context of managing organizational capabilities and creating public value. It is determined that the development strategy of a public sector organization should be considered not merely a formal planning document but an instrument for managing change and aligning societal needs, strategic priorities, resource provision, social programs, public services, and expected social outcomes. The content of a public-sector organization’s development strategy is revealed through the lens of organizational capability management. A model of strategic development of a public sector organization is proposed, reflecting the sequence of transition from the analysis of societal needs and problems to the formation of a development vision, strategy development, a strategic roadmap, the design of public services, programs, and processes, as well as monitoring, analytics, and performance evaluation. It is emphasized that the ultimate benchmark of the strategic development of a public sector organization is the creation of public value, which is manifested in improving the quality and accessibility of public services, strengthening social impact, increasing citizens’ trust, improving responsiveness to societal needs, and ensuring the continuity of the organization’s activities. A model of public value creation by a public sector organization is proposed, within which societal needs serve as the starting point of the management process; strategy and public governance ensure the formation of goals and the coordination of stakeholders; organizational capabilities form the internal basis for implementing decisions; and social programs, projects, and public services act as practical instruments for achieving socially significant outcomes. The approach to systematizing social programs in the strategic development of public-sector organizations has been improved. It is substantiated that social programs ensure the connection between identified societal needs, organizational resources, managerial decisions, and the expected social effect. A generalized classification of social programs has been developed based on sources of funding, areas of activity, orientation, duration of provision, types of services, levels of implementation, and functional purpose. It is determined that such a classification has applied significance for the justified selection of social programs in accordance with the organization’s strategic goals, current societal problems, the needs of target groups, and available organizational capabilities. Key words: public sector organization, management, strategic management, organizational development, public administration, organizational capabilities, public value, social programs, stakeholders, societal needs, change management, resource provision, model, effectiveness.</jats:p>