UNIVERSITY OF SOUTHERN CALIFORNIA SCHOOL OF POLICY, PLANNING, AND DEVELOPMENT Los Angeles
PPD 500 Cross-Sectoral Governance Fall 2007 Intensive Classes: 28-30 September; 2-4 November; & 1-2 December Chester A. Newland, Professor: 916-442-6911, ext. 24; [email protected]
PPD 500 serves as part of shared requirements for most USC-SPPD masters’ degree programs. Through contemporary, historical, and emerging lenses of political, economic, and social governance, it focuses on interactions among public, non-profit, and for-profit sectors. The course seeks to facilitate shared opportunities among SPPD students for development of useful networks of learning, professional practice, and enduring friendships and rewarding advancement.
Governance concepts and practices examined range across challenging endeavors, including individual and social self governance; community planning, development, and sustainability; entrepreneurial enterprise and economic accomplishment; human health, welfare, creativity, and knowledge advancement; place-based local to global environmental and resources affairs; and public administration, including governmental policies and their implementation.
Learning Objectives
Vastness of Cross-Sectoral Governance requires disciplined work to discern practical, specific learning objectives (learning about particular trees in the forest that have value for you) as well as maturely broad understandings (beholding and striving reasonably to encompass the forest panoply and its values). As in all graduate study as a member of a topmost university community, that challenge is deliberately designed to inspire humility in being human (and understanding that you cannot do all that this course seeks from you) while encouraging assured confidence that, with your talents, you can strive to inquire broadly and understand a lot. Testing limits and powers of being human is an essential part of graduate education: the classic Search for Reasonableness that tests advanced-knowledge cultures. In short, you are not expected to be a god, and, to succeed in cross-sectoral governance and other worthy human endeavors, you must learn never to act as if you think you are one. But, at USC, you are invited to join creatively in challenging inquiry: The Search.
Within that framework, some of your specific course objectives may include these: 1. Understanding of social, economic, and political governance and its limits and empowerment in private non-profit, private for-profit, and governmental sectors. 2. Understanding of varied methods and skills for successful cross-sectoral governance inquiry and practice, with some particular reference to your specialties. 3. Knowledge and practice of individual and collaborative group and organizational behaviors in networking, analysis, presentations, and reaching agreements. 4. Discernment of trends and identification/creation of governance alternatives. 5. Knowing when and how to act, when to cease and desist, how to redefine situations, and how to employ disciplined reflection and other talents in productively constructive endeavors.
Course Schedule
The intensive course schedule for completion of study in this section of PPD 500 is as follows please:
Late August – 27 September: Study all Module One readings and some others, using the syllabus outline below as a guide. Reasonably scan and speed read required materials. Study some assignments penetratingly. Relate course materials to your knowledge from other experience and be alert to identify and learn related information/ developments. Prepare three short papers: one of not over one page; one of 1 to 2 pages; and one of 2 to 3 pages (for 4 to 6 total pages), as explained in the assignments below.
28 – 30 September (Friday, Saturday, Sunday): Module One of class sessions will meet at USC’s main University Park Campus. Please check with SPPD for the precise classroom. Do not register for this participative, intensive-semester course unless you can participate in all class sessions. Class hours will be from 9:00 am to 5:00 pm, with an hour lunch break starting each day at around 12:45 or 1:00 pm. You may consult with the professor before and after class sessions and at other times.
1 October – 1 November: Study all remaining assigned readings, applying guidelines discussed during the first class sessions. Prepare for initial presentations of Major Team Projects, as noted in assignments and as explained during Module One.
2 – 4 November (Friday, Saturday, Sunday): Module Two of class sessions will meet, and attendance is required in all class sessions. Activities for these three days are outlined in the schedule below and in the explanation of assignments.
4 – 30 November: Prepare for the final two days of classes. Prepare to write an examination scheduled at the outset of 4 November. Also, prepare for final presentations of Major Team Projects and for work in Spontaneous Teams and in substantive class negotiations on Futures of Cross-Sectoral Governance.
1 – 2 December (Saturday, Sunday): Module Three of class sessions will meet, and attendance is required in all class sessions. The first activity on Saturday will be writing of two exam essays from among eight or more topics identified during Modules One and Two. Presentations of group projects will require considerable time. Analysis of remaining topics, as noted in the final part of the syllabus outline, will complete the class sessions.
2 3 – 10 December: Each Major Team is to submit its Final Project Report by 7 December please. Each individual class member is to submit an eight-page final paper, via an email attachment to [email protected] by 14 December.
Required Books
Three little paperback textbooks noted below and one large collection of PPD 500 Readings are available for purchase through USC’s Trojan Bookstore (213-740- 5200). The 5th publication below can be accessed on line. Other materials may also be found on-line, and some are identified in the syllabus outline.
Robert Agranoff, Managing Within Networks: Adding Value to Public Organizations (Washington: Georgetown University Press, 2007). Cited in the outline as Agranoff.
John D. Donahue & Joseph S. Nye Jr., eds., Market-Based Governance (Washington: Brookings Institution, 2002). Cited in the outline as PPD 500 D&N Textbook.
Stephen Goldsmith and William D. Eggers, Governing by Network: The New Shape of the Public Sector (Washington: Brookings Institution Press, 2004. Cited as PPD 500 G&E Textbook.
Chester A. Newland, PPD 500 Readings (Los Angeles: USC, Fall 2007). PLEASE NOTE: Recent articles from the Public Administration Review (PAR) listed in this Table of Contents are omitted from the reader to reduce the cost. Among other ways, you may easily access those PAR articles on the Web at http://library.usc.edu. At that site, go to HOMER and then to Electronic Services. In the box that asks for the title sought, type in Public Administration Review. You may print articles from the PDF files.
Mark A. Abramson, Jonathan D. Breul, and John M. Kamensky, Six Trends Transforming Government (Washington: The IBM Center for the Business of Government, 2006) www.businessofgovernment.org.
Related (Non-Required) Books of Interest
Wayne Baker, America’s Crisis of Values (Princeton, NJ: Princeton University Press, 2005).
Manual Castells and Gustavo Cardoso, eds., The Network Society: From Knowledge to Policy (Washington, DC: Johns Hopkins Center for Transatlantic Relations, 2006).
Phillip J. Cooper, Governing by Contract (Washington, DC: CQ Press, 2003).
Steven P. Erie, Globalizing L.A. (Stanford, CA: Stanford University Press, 2004).
Archon Fung, Empowered Participation: Reinventing Urban Democracy (Princeton, NJ: Princeton University Press, 2004).
3 Malcolm Gladwell, The Tipping Point (New York: Little, Brown, 2000 & 2002).
Peter A. Gourevitch and James Shinn, Political Power & Corporate Control (Princeton, NJ: Princeton University Press, 2005).
Matthew E. Kahn, Green Cities: Urban Growth and the Environment (Washington: Brookings Institution, 2006).
John M. Kamensky and Thomas J. Burlin, Collaboration, Using Networks and Partnerships (Lanham, MD: Rowman & Littlefield, 2004).
John M. Kamensky and Albert Morales, Competition, Choice, and Incentives in Government Programs (Lanham, MD: Rowman & Littlefield, 2006).
Patrick Lencioni, Overcoming the FIVE Dysfunctions of a TEAM, A Field Guide (San Francisco, Jossey-Bass, 2005).
Elinor Ostrom, Understanding Institutional Diversity (Princeton, NJ: Princeton University Press, 2005.
Beryl Radin, Challenging the Performance Movement: Accountability, Complexity, and Democratic Values (Washington: Georgetown University Press, 2006).
Anne Marie Slaughter, A New World Order (Princeton, NJ: Princeton University Press, 2004).
Raphael J. Sonenshein, The City at Stake (Princeton, NJ: Princeton University Press, 2004).
Individual and Group Projects Assignments and Grading
Assignments for Module One:
1. Before the first class day, please STUDY all materials scheduled in the outline below for Module One. Studying requires scanning and speed reading all materials and penetratingly reading and thinking about others to achieve reasonable knowledge and understanding.
2. Prepare three short papers on the topics stated below. These three papers, each in 12-point font, together will total 4 to 6 pages. One paper is to be not over one page (you decide which one); one, which you choose, is to be one-to-two pages; and one, chosen by you, is to total two-to-three pages. Bring all three papers at the start of Day One of the class. All three will be copied by USC, along with all other students’ papers, for distribution to all class participants. To facilitate duplication, please print on only one side of each page and do not staple papers or put them in a binder. Merely type your name on each page and please paperclip all pages together in order of the paper topics. Paper One: Please prepare a currently updated version of your resume.
4 Paper Two: Please prepare a brief analysis of your primary discipline or field of professional interest to help others in the class to know you and to learn from your special knowledge. Preferably, include a Network Sociogram, illustrating cross-sectoral relationships among some of the most important organizations, communities, participants, and concepts associated with your principal discipline or field of professional degree study and/or interest (health affairs, planning, public administration, real estate, politics, non-profit organizations, etc.). A sociogram is a drawing/illustration of relationships among members and/or other features of a community (such as a health- care finance community, an urban political community, an international trade consortium, a law-enforcement community, a business community, a franchised services network, an educational community, a performing arts community, etc.) Such an illustration most commonly uses lines and arrows to show connections, closeness, distances, etc. among community participants (leaders, organizations, systems, values, etc.). Cross-sectoral relationships include non-profit, for-profit, and governmental sector participants. Note: a purpose of this paper is to help others to learn about cross sectoral aspects of your chief subject of study and practice, That information may be provided in varied ways other than via a sociogram. Be creative: explain a lot in a short paper. Paper Three: Please prepare a succinct study on WHO GOVERNS in one particular community of Southern California social, economic, and/or political governance. Examples: Who governs L.A. County Government? L.A. City? Long Beach? La Puente? Who governs SCAG? Who governs downtown commercial development in San Diego? Who governs theater arts in Southern California? Who governs LAX? The Harbors? Who governs a particular school district? Who governs a particular immigrant community? Who governs your neighborhood? Who governs your gated community or condo? Who governs a vital component at USC? Note: You may use a sociogram or other succinct means to illustrate Who Governs your choice for this brief paper.
Assignments for Module Two
1. Study all materials scheduled in the outline below for Module Two and also examine those for Module Three. Think carefully to help decide upon appropriately interesting, useful, and reasonably doable subjects for the Module Three exam.
2. Prepare, as a member of a Major Team formed during Module One, a Cross- Sectoral Governance Report on ONE of the subjects below (with choices among these to be determined during Module One). Initial Team Reports will be presented during Module Two; Final, refined Reports will be presented during Module Three, drawing upon coaching by class members at initial presentations. In your team report, analyze (a) the subject of interest to the activity studied; (b) the motivations for involvement among the participants; (c) the activity’s formation and continuing processes of operations; (d) the Team’s evaluation of the activity; and (e) lessons learned in team study of the activity. Initial Team Reports during Module Two are to include some use of audio-visual resources (overhead, power point, etc.) and distribution to all class members of 2 to 3 pages of contents covering the five points of analysis identified above. Major Team Project Subject One: Identify and study an active Cross-Sectoral NETWORK. While organizing your report to cover all five (a through e) dimensions of study noted above, include in your report both Governance by the Network (its
5 substantive activities to fulfill its purposes) and Governance of that Network (how it is governed). For examples, particularly see Part IV of the Syllabus Outline below. Major Team Project Subject Two: Identify and study an example of Regulatory Governance and Responsibility/Accountability in social, economic, and/or political fields, involving dimensions of cross-sectoral governance. For examples, particularly see Part V of the Syllabus Outline below. Major Team Project Subject Three: Identify and study an example of cross- sectoral governance via franchising, contracting, and/or other means of public/private partnering. For examples, particularly see Part VI of the Syllabus Outline below.
Assignments for Module Three
1. Study all course subjects and materials and prepare to write two exam essays on Saturday morning of Module Three. You will write on any two from among not less than eight exam questions/topics to be clearly identified during Module Two, determined by reasonableness and importance to students. The essays will be written in long-hand as a closed-book activity from 9:00 to 11:20 am.
2. As a team member, work with others to revise your Module Two Team Report and to prepare a 7 to 9 page Final Major Team Report for email transmission to all class members before the Saturday class. Prepare as a team member for a final presentation to the class of your Team Project. A final revision of this Report is to be submitted to the Professor by email attachment within five days (7 December) after Module Three class sessions.
3. Prepare to work as a member of a Spontaneously Formed Team on one of two topics of Module Three Projects. Team Project Subject One: Identify and analyze Human and Organizational Competencies for Successful Cross-Sectoral Governance. Team Project Subject Two: Identify and analyze Conditions and Disciplines of Trust, Responsibility, and Accountability in Cross-Sectoral Governance.
4. Prepare to work individually and to negotiate agreement in teams and in the class as a whole on Desirable Alternative Futures related to Cross-Sectoral Governance and on Prospects for L.A., California, the Nation, and Internationally.
Final Assignments
1. As a Major Team, please submit to the professor by 7 December (within five days following the last class day), the final Revision of your Team’s Major Project Report from Modules Two and Three.
2. As an individual, submit via email attachment to the professor by 14 December an eight-page assessment of cross-sectoral governance today and of its future prospects. This paper, like all others for this course, is to be double-spaced and in 12- point type please.
6 Grading
The underlying foundation of grading will be the basic one of advanced- knowledge civilization in constitutional democracy: a disciplined, shared search for reasonableness. Your three initial papers and general class participation will be counted as 10 to 15 percent of the evaluation. Your Major Team’s Project presentations in Modules Two and Three and the final Project Report will be counted as 20 to 30 percent. Your exam essays will be graded as 25 to 30 percent. Your work in Spontaneous Teams and Class Negotiations in Module Three will be evaluated as 10 to 15 percent. Your final eight-page paper will be graded as 10 to 20 percent. After completion of the course, your marked exam and final paper will be returned to you via Postal Service, along with a written evaluation and course grade.
Course Outline
The following schedule of class topics and activities provides basic starting points for inquiry, but this outline cannot be strictly followed. Most materials are from the PPD 500 Readings and the three texts. Additional materials will be distributed in class. Some sources must be accessed electronically. You will provide others via some completed course assignments and from among examples from your work and other experiences.
MODULE ONE – Days One, Two & Three (28-29-30 September).
I. Conceptual and Applied Frameworks of Governance, Sectors, and Interrelationships Among Them
A. Facilitative Governance Ideals and Realities 1. Facilitative Governance Organizations and Networks. PPD 500 Readings #1 (Newland. 2006). 2. Facilitative Governance Contexts—Class Handouts. a. Frameworks: Civil Societies & Social Capital; Global Market Economics & Local, California, and National Interrelations; Practices of Facilitative Governments. b. Newland, Abstract of “Public Administration Amid Turbulence: Facilitation of Enhanced Future Governance,” pending 2007/08. 3. “Market-Based Governance and the Architecture of Accountability.” In PPD 500 D&N Textbook, Chapter 1 (Donahue, pp. 1-25). 4. Institutional Economics and New Public Management (NPM). PPD 500 Readings #2 (Ferris & Graddy, 1998). 5. “The End of Government as We Know It.” In PPD 500 D&N Textbook (Kamarck, pp. 227-263. B. Place, Culture, and Institutions: Situationally Varied and Shared Frameworks of Governance. Historical Path Dependency? Examples beyond the USA. 1. Autonomy: A Pre-Condition for Successful Self Governance? Cases in Taiwan. PPD 500 Readings #3 (Tang & Tang, 2001). 2. Case Example in Quebec. PPD 500 Readings #4 (Mazouz & Tremblay, 2006). 3. Another Example: The London Tube. PPD 500 Readings #5 (Finnegan, 2004). 7 4. A Conceptual Framework: Institutional Dimension of Urban Politics. PPD 500 Readings #6 (Pierre, 1999). 5. Culturual Diversity versus New Public Management (NPM). PPD 500 Readings #7 (Argyriades, 2006). C. American Examples: Social Self Governance? Radical Democracy vs. Facilitated Social Activities: 1. “Citizen-Centered Collaborative Public Management,” PPD 500 Readings, #8 (Cooper et al.) 2. “Governance: The Collision of Politics and Cooperation,” PPD 500 Readings, #9 (Callahan, 2007). 3.”Systems and Radical Perspectives,” PPD 500 Readings #10 (Bevir, 2006). 4. “Municipal Support for Social Entrepreneurship,” PPD 500 Readings, #11 (Korosec & Berman, 2006). D. World-Shaking Events and Governance Paths into the Future 1. “Is the Worst Yet to Come?” 9/11, Katrina, and Cross-Sectoral Governance!!! PPD 500 Readings #12 (Kettl, 2006). 2. “Fanatical Terrorism versus Disciplines of Constitutional Democracy.” PPD 500 Readings #13 (Newland, 2001). 3. “Fundamentals of Terrorism and Its Target: Responsible Governance.” PPD 500 Readings #14. (Newland, 2002). 4. “Originalist Sin” and “War Stories.” PPD 500 Readings #15 (Slaughter & Rabkin, 2006). E. Who’s Who? Two of three initial short papers: 1. Resumes 2. Specialities and Network Sociograms
II. Within and Among Sectors, WHO Governs What, How, WHY, Where, and When . With What Outcomes?
A. WHO Governs Sectors and Across Sectors? People and Organizations. 1. Theories and Practices of Conjunction! PPD 500 Readings #16 (Frederickson, 1999). 2. “Managing Boundaries in American Administration: The Collaborative Imperative,” PPD 500 Readings, #17 (Kettl, 2006). 3. “Collaborative Public Management,” PPD 500 Readings #18 (O’Leary et al., 2006). 4. “Mayoral Leadership.” PPD 500 Readings #19 (Svara 2006). 5. “Street-Level Bureaucrats . . . in a Behavioral Health Care System.” PPD 500 Readings #20 (Isett, Morrissey, & Topping, 2006). 6. “Collaborative Planning.” PPD 500 Readings #21 (Margerum, 2002). 7. “Public Networks,” Chapter One in the Agranoff text. B. Challenges by and to Market-Based Governance: How, WHY, Where, and When? 1. “Government Contracting for Health Care.” In PPD 500 D&N Textbook Chapter 2 (Eggleston & Zeckhauser, pp. 29-65). 2. NPM and France’s Regional Hospital Agencies. PPD 500 Readings #22 (Minvielle, 2006). 3. “New Public Management is Dead – Long Live Digital-Era Governance.” PPD 500 Readings #23 (Dunleavy, Margetts, Bastow, & Tinkler, 2006). 8 C. Choosing Among Public, Private For-Profit, and Private Non-profit PROVIDERS and/or PERFORMERS. 1. “Service Contracting with Nonprofit and For-Profit Providers: On Preserving a Mixed Organizational Ecology.” In PPD 500 D&N Textbook, Chapter 3 (Frumkin, pp. 66-87). 2. “Governing the Quango: An Auditing and Cheating Model of Quasi- Governmental Authorities.” PPD 500 Readings #24 (Bertelli, 2006). D. A Video Case Study: Who Serves? Who is Served? Who is Shafted? Providers and/ or Performers and/or the Provided For? PBS Frontline Report, Private Warriers (2006). E. Creating Choices, Load Shedding, Outsourcing, Co-Producing, Engaging People ! Download from the IBM Center for The Business of Government website the following upbeat perspective: Six Trends Transforming Government, 2006:
III. Government Institutions, Business & Government Roles & Relations: More on Who Governs
A. Intergovernmental Relations within American Federalism and Abroad. 1. “From Cooperative to Opportunistic Federalism.” PPD 500 Readings #25 (Conlan, 2006). 2. “Intergovernmental Management: A View from the Bottom.” PPD 500 Readings #26 (McGuire, 2006). 3. “Implementing Change on the Front Lines: A Management Case Study of West Feliciana Parish Hospital.” PPD 500 Readings #27 (Chustz & Larson, 2006). 4. “Administrative Responsiveness to the Disadvantaged: The Case of Children’s Health Insurance.” PPD 500 Readings #28 (Fossett & Thompson, 2006). 5. A Netherlands Example: “The Ambiguous Status of Unofficial Guidelines.” PPD 500 Readings # 29 (Brandsen et al.). B. What are Roles of Government, of Business, of Neither? 1. Example: “Market and State Provision of Old-Age Security: An International Perspective.” In PPD 500 D&N Textbook, Chapter 5 (de Menil, pp. 105- 127). 2. Example: “Bundling, Boundary Setting, and the Privatization of Legal Information.” In PPD 500 D&N Textbook, Chapter 6 (Schauer & Wise, pp. 128-142). C. For-Profit Business and Network Relations within American Capitalism and Society. 1. “Making Social Markets: Dispersed Governance and Corporate Accountability.” In PPD 500 D&N Textbook, Chapter 7 (Fung, pp. 145- 9 172). 2. “Lessons from the Experiment with Market-Based Environmental Policies.” In PPD 500 D&N Textbook, Chapter 8 (Stavins, pp. 173-200). D. Who Governs? Third of the Initial Short Papers. 1. Who Governs L.A. & Other Political Jurisdictions/Social and Economic Affairs of Southern California? 2. Elsewhere, who governs California’s Social, Economic, and Political Affairs MODULE TWO – Days Four, Five, & Six (2-3-4 November).
IV. Governance via Networks and Network Governance
A. Contemporary Network Dimensions 1. “The End of Government as We Know It.” PPD 500 D&N Textbook, Chapter 10 (Kamarck, pp. 227-263). 2. From Module One, consider articles from the Public Administration Review (PAR) Special December 2006 Issue on “Collaborative Public Management,” particularly those in the PPD 500 Readings, #8, #17, & #18. 3. “The Democratic Prospects of Network Governance.” PPD 500 Readings # 30 (Bogason and Musso, 2006). 4. Governing By Network: The New Shape of the Public Sector. PPD 500 G&E Textbook, Foreword (Kettl) and Chapters 1, 2, & 3. 5. Access via USC Libraries periodicals on-line: “Symposium: The Control of Legal and Illegal Networks,” International Public Management Journal, vol. 9, no. 3 (2006). Eight articles. B. Managing Within Networks, all chapters of Robert Agranoff’s text, C. Community Challenges; Designing and Developing Networks 1. “Influences on the Size and Scope of Networks for Social Service Delivery,” PPD 500 Readings #31 (Graddy and Chen). 2. A Los Angeles Case: “Improving the Nutritional Resource Environment for Healthy living through Community-based Participatory Research.” PPD 500 Readings #32 (Slone et al., 2003). 3. Network Design and Ties. PPD 500 G&E Textbook, Chapters 4 & 5. D. Mega-Metropolitan Challenges 1. The Southern California Association of Governments (SCAG). a. “Can a voluntary association bring a regional focus to an area concerned with parochial issues?” PPD 500 Readings #33 (Jeffe, 1995). b. Please access SCAG information at
V. Regulatory Governance and Responsibility/Accountability
A. Environmental/Resource Examples 10 1. “Los Angeles’ Transition from Command-and-Control to Market-Based Clear Air Policy Strategies and Implementation.” PPD 500 Readings #35 (Mazmanian, 1999). 2. Water Quality: “Fostering Voluntary Regulatory Actions.” PPD 500 Readings #36 (Koski & May, 2006). 3. Again study the Taiwan examples: PPD Readings #3 (Tang & Tang, 2001).
B. Rule Frameworks of Politics, Law, Disciplinary Expertise, and Management. 1. American Regulatory Experience from the 1870s/1880s Centennial Era through the Progressive Period, the Welfare/Garrison State Eras, and into the Facilitative State and Mixed Nationalistic State/Giant Enterprise Era. 2. Jurisprudential Frameworks of Nation States! . . . and of Global Order? 3. Disciplinary Expertise and Professionalism: Authoritative Frameworks of Planning, Design, Development, and Regulation. Social/Economic/ Political Order! 4. “Management-Based Regulatory Strategies.” PPD 500 D&N Textbook, Chapter 9 (Coglianese & Lazer, pp. 201-224). 5. Contemporary Challenges: a. “The Puzzle of Private Rulemaking: Expertise, Flexibility, and Blame Avoidance in U.S. Regulation.” PPD 500 Readings #37 (Weimer, 2006). b. “Networks and the Accountability Dilemma.” PPD 500 G&E Textbook, Chapter 6. Relate to Agranoff, reviewed earlier. C. Social and Economic Self Governance Responsibility and Accountability. 1. Reconsider topics and readings from Module One. 2. Consider Gated Communities; Condominium and Apartment Communities; Cloistered and Religious Communities, Fraternities/Sororities as Communities; Shopping Center Communities; Gangs, Clubs; Etc. 3. “Democracy, Crime, and Justice,” Annals of the Academy of Political and Social Science (AAPSS), Susanne Karstedt and Gary LaFree, Symposium Editors. Please see the synopsis at http://www.aapss.org/. Under the “Programs and News” menu, locate the “quick read synopsis” link for May 2006. D. Module Two Major Team Reports on Regulatory Governance and Responsibility/ Accountability.
VI. Franchising, Contracting, Public-Private “Partnerships,” and Responsibility/ Accountability
A. European and American Experience with Government and Business by Franchising and by Contracting from Colonial to Present Times. 1. Exploration, Settlement, Development, and Governance via Fraanchises. 2. Dispersed Authority, Limited Government, and Reliance on Contracts. 3. Businesses and non-profits reliance on Franchises, Dependencies, & Contracts. B. Common Categories and Processes of Government Contracting. 1. Development and Infrastructure Contracting. 2. Procurement Contracting. 3. Outsourcing Performance of Publicly Provided Services: Business doing 11 Government! 4. Outsourcing Public and Private Organizational Administration. 5. Beyond Categorization -- Examples: a. Nuclear Research and Development during World War Two. b. “Accountability in the Public Sector: Lessons from the Challenger Tragedy.” PPD 500 Readings #38 (Romzek and Dubnick, 1987).
C. Contemporary Notions and Challenges in Contracting 1. “Strategic Contracting Management.” PPD 500 G&E Textbook, Chapter 4 (Kelman, pp. 88-102). 2. “Managing Public Service Contracts: Aligning Values, Institutions, and Markets.” PPD 500 Readings #39 (Brown, Potoski, and Van Slyke, 2006). 3. Distinguish between Contracts and Memorandums of Understanding. For non- profits, why a preference for a MOU? Maneuvering in a world of sharks? D. Public-Private “Partnerships”: What’s in that Label? 1. “The Challenging Business of Long-Term Public-Private Partnerships: Reflections on Local Experience.” PPD 500 Readings #40 (Bloomfield, 2006). 2. “The Los Angeles Community Development Bank: The Possible Pitfalls of Public-Private Partnerships.” PPD 500 Readings, #41 (Rubin & Stankiewicz, 2001). 3. “Strategies for Effective Management Participation in Community Health Partnerships.” PPD 500 Readings #42 (Weiner & Zuckerman, 2000). E. Module Two Major Team Reports on Franchising, Contracting, Public-Private “Partnerships,” and Responsibility/Accountability.
MODULE THREE: Days Seven and Eight (1-2 December)).
Exam essays will be written from 9:00 am to 11:20 am Saturday. This exercise is explained above in the section on assignments, and it will be discussed during Modules One and Two.
Also during this weekend, Final Major Team Reports (building upon and refining the reports presented in Module Two) will be presented.
VII. Human Capital: What’s Fashionable about Work Forces and People in Them and What are the Connections to Market-Based Governance, Governing via Networking, and Cross-Sectoral Governance?
A. Public Jobs. Government Workforces, Unions, Contractors, & Political Powers 1. “The Problem of Jobs.” PPD 500 D&N Textbook, Chapter 11 (Donahue, pp. 264-295). 2. Public Employees, Contractors, and Benefits Recipients as Vested Interests B. Capacities for Value Creation and Constructive Productivity. 1. “Building the Capacity for Network Governance.” PPD 500 G&E Textbook, Chapter 7. 2. Provision/Performance by For-Profit Businesses, Non-Profit Organizations, and Governments of Valued Goods and Services. Value by Whose Definition? 12 “Privatizing Public Management.” PPD 500 D&N Textbook, Chapter 12 (Moore, pp. 296-322). C. Module Three Team Reports on Human and Organizational Competencies for Successful Cross-Sectoral Governance.
VIII. Trust and Community: Local to Global Responsibility and Accountability.
A. Do people trust one another, businesses, governments, academic institutions, social and religious organizations? What qualities merit Trust? . . . Distrust? 1. “Government Performance and the Conundrum of Public Trust.” PPD 500 D&N Textbook, Chapter 13 (Behn, pp. 323-348). 2. What Does Leadership and What Does Service have to do with Trust and Community? “Juggling and Serving Accountably.” PPD 500 Readings, #43 (Newland, 2003). 3. What do Political Structures and Processes have to do with Trust/Mistrust? a. Increasingly Vertically Integrated Partisan Political Structures and Processes in America! Elsewhere? b. Gerrymandered Extreme-Partisan Districts in the USA! Elsewhere? c. Relationships to Cross-Sectoral Governance? 4. Post Partisan Politics is a major topic in 2007. Why? How? Significance? B. Cross-Cultural, Cross-National, and Global Searches for Shared Responsibility and Accountability. 1. Again study PPD 500 Readings #1 (Newland). 2. Review Module One handouts on Global Movements. 3. “Accountability for Responsible American Governance.” Class Handout. a. American Unilateralism and Preemption. b. Polycentrism and Multilateralism. 4. International barriers/threats to and forces favoring Shared Standards of Human Dignity and Searches for Reasonableness (through law, commerce, arts & humanities, sciences and technologies, knowledge creation, etc.). C. Module Three Team Reports on Conditions and Disciplines of Trust, Responsibility, and Accountability (in Cross-Sectoral Governance and other frameworks).
IX. Cross-Sectoral Governance Alternatives: Creating Sustainable/Unsustainable Futures and Enjoying/Enduring What may be Wrought!
A. Enduring/Enjoying Today and Futures Creation 1. Again review PPD 500 D&N Textbook, Chapter 1, “Market-Based Governance and the Architecture of Accountability.” (Donahue, pp. 1-25). 2. “The Road Ahead.” PPD 500 G&E Textbook, Chapter 8. B. Creating Alternative Futures. 1. Formulation in Teams of Alternative Futures. 2. Formulation Individually of Alternative Futures a. Self b. Society (or relevant organizations and/or communities. 3. Reformulation in Teams of Alternative Futures. 4. Negotiation among Teams to formulate Class-Wide Agreements on a. Prospects for Cross-Sectoral Goverance. 13 b. Desirable Qualities for L.A. Futures, Obstacles to Those, and Ways to Facilitate their Accomplishment. c. Desirable Qualities for U.S. National Futures, Obstacles to Those, and Ways to Facilitate their Accomplishment. Students from other nations/regions may consider those instead of the USA. d. Desirable Qualities for International/Global Futures, Obstacles to Those, and Ways to Accomplishment Them. C. Reflection on and Assessment of Negotiation and Networking Competencies employed in Team Reports and in Alternative Futures deliberations.
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Academic Accommodations
A student requesting academic accommodations based on a disability is required to register each semester with Disability Services and Programs (DSP). A letter of verification for approved accommodations can be obtained from DSP, Office of Student Affairs, STU 301; University of Southern California; Los Angeles, CA 90089-0896. DSP’s phone number is 213-740-0776, and that office is open from 8:30 am to 5:00 pm Monday through Friday. Please be sure that the letter is delivered to me (the course professor) reasonably in advance of the start of intensive-semester classes.
Professor’s Resume
Chet Newland is a full-time teacher at USC, mostly at the University’s State Capital Center in Sacramento. He is the Duggan Distinguished Professor of Public Administration in the School of Policy, Planning, and Development. He is a Fellow and past Trustee of the National Academy of Public Administration (NAPA) and a member of the NAPA Fellows Nominating Committee, 2005-2007. He is a past national president of the American Society for Public Administration (ASPA). He was editor in chief of the Public Administration Review, 1984-1990. Since 1980, he has been an honorary member of the International City/County Management Association (ICMA), and he is currently a member of the Cal-ICMA Board of ICMA’s Credentialing Advisory Board. He was twice the director of the Federal Executive Institute (FEI), and he was the initial director of the Lyndon Baines Johnson Presidential Library. Internationally, he has worked in several places, including Bangladesh, Bahrain, Czech Republic, Greece, Hungary, Kuwait, Moldova, Kazakhstan, Poland, and Taiwan.
You may contact Chet Newland most often at his USC office in Sacramento (Phone 916-442-6911, ext. 24; Fax 916-444-7712; email: [email protected]). The Postal Service address is: Chester A. Newland USC State Capital Center 1800 I Street Sacramento, CA 95811-3004
Please feel welcome to communicate before, during, and after class sessions. Inquire if clarifications are needed about assignments or other matters. 14 UNIVERSITY OF SOUTHERN CALIFORNIA School of Policy, Planning, and Development University Park Campus, Los Angeles
PPD 500 Readings – Fall 2007
Cross-Sectoral Governance Chester A. Newland, Professor
Recent articles from the Public Administration Review are listed below, but, to reduce costs, they are not included in the Readings book. You may access those on the Web at http://library.usc.edu. At that site, go to HOMER and then to Electronic Services.
1. Chester A. Newland, “Facilitative Governance Organizations and Networks: Disaggregated and Offloaded Government and Aggregated Response to Onloaded Stress,” Public Administration Review (PAR), vol. 66, no. 3 (May/June 2006), pp. 470- 473.
2. James M. Ferris & Elizabeth A. Graddy, “A Contractual Framework for New Public Management Theory,” International Public Management Journal, vol. 1, no. 2 (1998), pp. 225-240.
3. Ching-Ping Tang & Shui-Yan Tang, “Negotiated Autonomy: Transforming Self-Governing Institutions for Local Common-Pool Resources in Two Tribal Villages in Taiwan,” Human Ecology, vol. 29, no. 1 (2001), pp. 49-67.
4. Bachir Mazouz & Benoit Tremblay, “Toward a Postbureaucratic Model of Governance: How Institutional Commitment Is Challenging Quebec’s Administration,” PAR, vol. 66, no. 2 (March/April 2006), pp. 263-273.
5. William Finnegan, “Letter from London: Underground Man,” The New Yorker (9 February 2004), pp. 52-63.
6. Jon Pierre, “Models of Urban Governance: The Institutional Dimension of Urban Politics,” Urban Affairs Review, vol. 34, no. 3 (January 1999), pp. 372-396.
7. Demetrios Argyriades, “The Rise, Fall, and Rebirth of Comparative Administration: The Rediscovery of Culture,” PAR, vol. 66, no. 2 (March/April 2006), pp. 281-284.
8. Terry L. Cooper et al., “Citizen-Centered Collaborative Public Management,” PAR, vol. 66, Supplementary Issue (December 2006), pp. 76-88.
9. Richard Callahan, “Governance: The Collision of Politics and Cooperation,” PAR, vol. 67, no. 2 (March/April 2007), pp. 290-301.
15 10. Mark Bevir, “Democratic Governance: Systems and Radical Perspectives,” PAR, vol. 66, no. 3 (May/June 2006), pp. 426-436.
11. Ronnie L. Korosec & Evan M. Berman, “Municipal Support for Social Entrepreneurship,” PAR, vol. 66, no. 3 (May/June 2006), pp. 448-462.
12. Donald L. Kettl, “Is the Worst Yet to Come?” Annals of the American Academy of Political and Social Science, vol. 604 (March 2006), pp. 273-287.
13. Chester A. Newland, “Fanatical Terrorism versus Disciplines of Constitutional Democracy,” PAR, vol. 61, no. 6 (November/December 2001), pp. 643- 650.
14. Chester A. Newland, “The Fundamentals of Terrorism and Its Target: Responsible Governance,” PAR, vol. 62, Special Issue (September 2002), pp. 154-157.
15. Anne-Marie Slaughter (“Originalist Sin”) & Jeremy Rabkin (“War Stories”), “Law, Liberty and War,” The American Interest, vol. 1, no. 4 (Summer 2006), pp. 19-27.
16. H. George Frederickson, “The Repositioning of American Public Administration,” PS: Political Science & Politics, vol. 32, no. 4 (December 1999), pp. 701-711.
17. Donald F. Kettl, “Managing Boundaries in American Administration: The Collaborative Imperative,” PAR, vol. 66, Supplementary Issue (December 2007), pp. 10- 19.
18. Rosemary O’Leary et al., “Introduction to the Symposium on Collaborative Public Management,” PAR, vol. 66, Supplementary Issue (December 2007), pp. 6-9.
19. James H. Svara, “Mayoral Leadership in One Universe of American Urban Politics: Are There Lessons for (and from) the Other?” PAR, vol. 66, vol. 5 (September/ October 2006), pp. 767-774.
20. Kimberley Roussin Isett, Joseph P. Morrissey, & Sharon Topping, “Systems Ideologies and Street-Level Bureaucrats: Policy Change and Perceptions of Quality in a Behavioral Health Care System,” PAR, vol. 66, no. 2 (March/April 2006), pp. 217-227.
21. Richard D. Margerum, “Evaluating Collaborative Planning: Implications from an Empirical Analysis of Growth Management,” APA Journal, vol. 68, no. 2 (Spring 2002), pp. 179-193.
22. Etienne Minvielle, “New Public Management a la Francaise: The Case of Regional Hospital Agencies.” PAR, vol. 66, no. 5 (September/October 2006), pp. 753- 763.
16 23. Patrick Dunleavy, Helen Margetts, Simon Bastow, & Jane Tinker, “New Public Management is Dead – Long Live Digital-Era Governance,” Journal of Public Administration Research and Theory (JPART), vol. 16 (July 2006), pp. 467-494.
24. Anthony M. Bertelli, “Governing the Quango: An Auditing and Cheating Model of Quasi-Governmental Authorities,” JPART, vol. 16 (April 2006), pp. 239-263.
25. Tim Conlan, “From Cooperative to Opportunistic Federalism: Reflections on the Half-Century Anniversary of the Commission on Intergovernmental Relations,” PAR, vol. 66, no. 5 (September/October 2006), pp. 664-676.
26. Michael McGuire, “Intergovernmental Management: A View from the Bottom,” PAR. vol. 66, no. 5 (September/October 2006), pp. 677-679.
27. Mark H. Chustz & James S. Larson, “Implementing Change on the Front Lines: A Management Case Study of West Feliciana Parish Hospital,” PAR, vol. 66, no. 5 (September/October 2006), pp. 725-729.
28. James Fossett and Frank J. Thompson, “Administrative Responsiveness to the Disadvantaged: The Case of Children’s Health Insurance,” JPART, vol. 16 (July 2006), pp. 369-392.
29. Taco Brandsen, Marcel Boogers, & Pieter Tops, “Soft Governance, Hard Consequences: The Ambiguous Status of Unofficial Guidelines,” PAR, vol. 66, no. 4 (July/August 2006), pp. 546-553.
30. Peter Bogason & Juliet A. Musso, “The Democratic Prospect of Network Governance,” American Review of Public Administration, vol. 36, no. 1 (March 2006), pp. 3-18.
31. Elizabeth A. Graddy & Bin Chen, “Influences on the Size and Scope of Networks for Social Service Delivery,” JPART, vol. 16, no. 4 (October 2006), pp. 533- 552.
32. David C. Sloane et al., “Improving the Nutritional Resource Environment for Healthy Living through Community-based Participatory Research,” Journal of General Internal Medicine, vol. 18 (2003), pp. 568-575.
33. Jerry Jeffe, “SCAG: Can a voluntary association bring a regional focus to an area concerned with parochial issues?” California Journal (May 1995), pp. 41-43.
34. Richard Callahan, “The Alameda Corridor Transportation Authority: A Race for Control,” USC Dissertation (Los Angeles & Sacramento: USC, 2002), Chapter 5.
35. Daniel A. Mazmanian, “Los Angeles’ Transition from Command-and-Control to Market-Based Clear Air Policy Strategies and Implementation,” in D. Mazmanian and M. Kraft (eds.), Toward Sustainable Communities (Boston: MIT Press, 1999), pp. 77- 112. 17 36. Chris Koski & Peter May, Interests and Implementation: Fostering Voluntary Regulatory Actions,” JPART, vol. 16 (July 2006), pp. 329-349.
37. David L. Weimer, “The Puzzle of Private Rulemaking: Expertise, Flexibility, and Blame Avoidance in U.S. Regulation,” PAR, vol. 66, no. 4 (July/August 2006), pp. 569-582.
38. Barbara S. Romzek & Melvin J. Dubnick, “Accountability in the Public Sector: Lessons from the Challenger Tragedy,” PAR, vol. 57, no. 3 (May/June 1987), pp. 227-238.
39. Trevor L. Brown, Matthew Potoski, & David M. Van Slyke, “Managing Public Service Contracts: Aligning Values, Institutions, and Markets,” PAR, vol. 66, no. 3 (May/June 2006), pp. 323-331.
40. Pamela Bloomfield, “The Challenging Business of Long-Term Public-Private Partnerships: Reflections on Local Experience,” PAR, vol. 66, no. 2 (March/April 2006), pp. 400-411.
41. Julia Sass Rubin & Gregory M. Stankiewicz, “The Los Angeles Community Development Bank: The Possible Pitfalls of Public-Private Partnerships,” Journal of Urban Affairs, vol. 23, no. 2 (2001), pp. 133-153.
42. Bryan J. Weiner, Jeffrey A. Alexander, & Howard S. Zuckerman, “Strategies for Effective Management Participation in Community Health Partnerships,” Health Care Management Review, vol. 25, no. 3 (Summer 2000), pp. 48-66.
43. Chester A. Newland, “Juggling and Serving Accountably: Panorama and Normative Synthesis on Public Service,” PAR, vol. 63, no. 6 (November/December 2003), pp. 734-737.
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