Assessing the synergetic effect in the interaction of governance entities when implementing the regional governance model

The article discusses the main theoretical and practical aspects of the formation of a synergetic effect in the management and self-organization of regional socioeconomic systems, which involve the organizing and regulating influence of government bodies on the life activities of the population of territories aimed to regulate and reproduce them through economic and social infrastructure development. The purpose of the article is to search for tools for evaluating the synergetic effects in governance. The subject of the study is emerging connections and synergetic effects between entities and stakeholders in regional system governance. The main research methods are modeling and scientific abstractions, as well as systematic approach, observation, and collection of facts. The hypothesis of the study is that the synergetic effect can manifest itself through reducing the time required to complete an operation or process, can be enhanced by attracting new members (in this case, stakeholders) to expert groups, and can be determined using expert value judgments on the skills of the group members, and combinations of these aspects. The study is based on a regional governance model grounded on the assumption that government authorities, business, and society participate in the governance process and that their roles are enhanced compared to the current governance model and united into a regional governance union. Scholars dispute about the nature of the synergy effect: joining governance teams can lead to both positive and negative results. The article discusses the provisions on the assessment of the synergetic effect in the interaction of regional government entities: government, business, and society. The study presents three approaches: the first approach is based on the assumption that when the role of stakeholders in managing regional systems (business and society) changes (strengthens), their satisfaction with the process and overall motivation will increase, and therefore the synergetic effect of their participation in the process will also increase. The second approach is based on the assumption that the participation of more interested parties in the management process will increase the efficiency of the group and, consequently, reduce the time required to complete the operation. The third approach is based on expert assessments of the team's skills, including emotional, intellectual, organizational, and IT skills (to simplify the model, yes/no assessments are accepted at this stage of the study). This approach can help forming an assumption about the future synergistic effect, as well as suggestions on the composition of teams able to achieve this effect.