The purpose of this study is formation of mechanisms to ensure the effectiveness of the created network systems in increasing the project maturity of public management. The relevance of this study is due to the need to address the problem of modernization of public administration by implementing project management in the implementation of development programs of territorial communities on the basis of continuous increase of the project maturity of organizations and network systems. The study proved the existence of a direct dependence of the level of project maturity with regard to public management on the effectiveness of the network systems. A variant of the project maturity model adapted to the local selfgovernment body is being developed. This model distinguishes three levels of maturity of local governments. The coefficient of self-organization of the network system is offered as a dynamic indicator of the development of project maturity.

Modern trends in the analysis of state authorities’ key performance indicators lead to an understanding of the need to enhance the effectiveness of the methods used to predict such essential parameters of the national economic system as budget indicators. Considering the ways of using budget indicators for the formation of state policy in the economic and social spheres is necessary to base management decisions solely from the position of their balanced and logical expediency. In light of this methodology for forecasting budget indicators in the short and medium-term, they acquire key importance. The approaches proposed by the authors of the article are based on tried and tested methods of extrapolation, analyzed values, which, when applied in practice, give promisingly reliable results. The article discusses three key approaches that can serve as a basis for transformation, depending on particular research needs. When considering these methods, a comparative experimental study was also carried out, making it possible to assess the quality of forecasting budget indicators when using any of them.

Introduction. The results achieved in managing state finances can be expressed through organizational, social and economic effects. They are dialectically related and, to a large extent, determine the degree of satisfaction of public interests that change over time. Financial indicators obtained in the budget sphere and in the state sector of the economy, characterize the economic effect of managing state finances. Economic effect, as a rule, confirms the feasibility of a functioning managerial apparatus and the effectiveness of its decisions in all spheres of society. The purpose of the article is to evaluate the economic effect of managing state finances of Ukraine, based on the author’s methodological approach, and substantiate the directions for its increase. Results. The indicators of the economic effect of state finance management are defined in the article. The analysis of individual indicators of fiscal, debt, investment and innovation stability in the state, as well as the financial stability of subjects of the state sector of the economy for 2008–2018. The tendencies of performance indicators of the plan of the State Budget of Ukraine, the reliability of the profitable part of Pension Fund of Ukraine, revenues from privatization, external state debt, efficiency and level of mastering of budget investments are established. The number and structure of the state sector, its financial contribution to the national economy are investigated. The necessity of carrying out a number of priority measures that will positively affect the indicators of the economic effect of managing state finances of Ukraine is substantiated. Conclusions. According to the results of the assessment of the economic effect of the efficiency of state finance management it is necessary to apply measures aimed at ensuring budgetary, debt, investment and innovation stability and financial stability of state sector entities. For example, it is necessary to improving the management of state-owned enterprises, in particular: 1) to change methodological approaches to assessing the effectiveness of state sector management; 2) to establish the relationship between the budget funding of the state sector of the economy and the results of its work; 3) to use budget lending as a tool for managing the initial financial flows of the state budget; 4) to increase the responsibility of heads of state enterprises for the results achieved by them. It is proposed to improve the management of budget investments due to: 1) the development of the institution of public-private partnership in certain areas of the economy such as infrastructure, science, etc.; 2) intensification of the use of innovation potential through the creation of innovation clusters, business incubators, etc.; 3) improving the quality of evaluation of the investment project, which will positively affect the effectiveness of its implementation; 4) reorientation of the directions of movement of funds from investments in means of production to investments in human resources, which has a long-term perspective, but with higher profitability; 5) securing for the state intellectual property rights for the development of state research institutes (patents, certificates, etc.), which will provide additional revenue from franchises and trademarks.

The paper seeks to explore the nature of ensuring information support to public financial management. A range of subjects authorized to create and maintain government information systems has been identified. An overview of the systems that contribute to providing management information support to the state budget financial inflows, in particular: “Tax Block”, “Inspector”, “Electronic Check” (e-Receipt) and “ProZorro. Sales” is presented. Special focus is paid to the systems that entail information on the transactions of the State Treasury Service of Ukraine, state budget funds utilization data as well as to the transactions of state-owned business entities, such as "ProZorro public e-procurement system", "SPENDING" and "Transparent budget". The findings revealed that application of the "Automated System for computer-based pension documents processing" and the "Our Family" information system had enhanced the accuracy and transparency of cash outflows from extrabudgetary funds and facilitated the reduction of labor and working time costs of authorized managing officers. A critical review on the information systems capabilities has demonstrated the shortcomings of particular government information systems and their organizational frameworks that hamper the management performance effectiveness. The method of logical generalization was employed to provide a rationale and suggest pathways for improving information support for public financial management in Ukraine. Among the key priorities is the creation of an Electronic Government, a single information portal which will integrate the existing information systems and help to eliminate data duplication across different information systems; ensure public financial management, budget and extrabudgetary funds standardization; enhance the efficiency of financial control including the sectoral one; increase the availability of public goods and services; strengthen the responsibility of each of the authorized managing and executive officers and officials.