PPD 500 Updated 6/05/09
PPD 500: Leadership in Cross-Sectoral Governance
School of Policy, Planning, and Development
University of Southern California
Room RGL 215
June 27-28 and July 25-56
2 Units
Instructor: Katherine Aguilar Perez
Phone: (213) 213-2243 / (213) 453-8530 cell
Email: or
Office: TBA
Office Hours: By appointment, before and after each class day and in between sessions
Class Hours: 9:00-12:00 p.m./1:00-5:00 p.m.
“There’s nothing more demoralizing than a leader who can’t clearly articulate why we’re doing what we’re doing.”
James Kouzes and Barry Posner, Authors of “The Leadership Challenge”
Course Description
An important focus of the School of Public, Planning and Development (SPPD) is its recognition that problem solving and community building require the combined strengths of the public, for-profit, and non-profit sectors. In turn, working across the various sectors requires an understanding of the institutional complexity, and an ability to resolve conflict and seek collaborative solutions. This course provides a foundation in understanding institutional arrangements and developing the tools and skill base necessary for effective policy development, planning, and management across sectors.
This course brings together the five core masters’ degree programs of the SPPD. In addition to linking between the programs, the coruse serves as a forum for developing the different contributions made by various professions and will offer an opportunity for common and shared experiences among students from the different programs. This course will entail analysis of case studies from various disciplines to provide an ‘experiential’ learning environment. Discussions will involve current public policy issues that will require study of contemporary, urban matters.
Course Objectives and Goals
There objectives of the course are the following:
· An understanding of the nature of and constraints faced by public, private, non-profits and for-profit organizations.
· Increase your skills in leadership, design, management, and evalution of intersectoral arrangements.
· Development of consensus building and conflict resolution skills in problem-solving situations.
· Analyses of the motivations, forms, and outcomes of intersectoral governance arrangements.
The goals of the course include:
· Leadership Development: Improve your leadership skills in preparation for the management of and evaluation of cross-sectoral situations. In this context, skills such as stakeholder analysis, collaboration, negotiation, and conflict resolution will be critical assets to building consensus and reaching agreement.
· Problem Solving: The course will analyize a variety of institutional structures to develop an understanding of governance, consensus building, and conflict resolution. Through research and analyses of public, non-profit, for-profit organizational structures.
· Consensus Building through Exercise Simulation: Students will be organized into group and team exercises.
Course Requirements
1. Preparation and participation. Students must come to class having completed all readings in advance, and must participate constructively in class discussion and group work.
2. Reading Evaluations: Students will display their comprehension of the readings by means of group discussion exercises in class.
3. Memo exercises. Students will complete a short (2 page single) memoranda: an analysis of the Mammoth Motors project (due on Day 3); and a final memo on the Leadership Challenge (4 page minimum) (due one week after last class ).
4. Case Analyses. Students will be evaluated on group participation for Climate Change exercise and Clarkson Airport exercise.
Requirements and Grading:
Assignment Length Deadline Grade %
Class participation 15%
Group Exercise: Climate Change Day 2 20
Short memo :Mammoth Motors outcome 2 p. sngl. Day 3 20
Case Role: Clarkson Airport Day 3 20
Long memo: Leadership Challenge 4 p. sngl. Day 4 25
Form and style: All assignments should be single spaced, and written in plain, concise prose, as described in Strunk and White's Elements of Style.
All memos and reports will be handled electronically through submission and return of Word documents using the digital drop box on the class Blackboard site. I will not accept any papers via email or in hard copy. Labeling protocol: please label all files by your last name and name of assignment (e.g., lastname_memo1.doc). Improperly labled files will receive a grade penalty.
Policy on late and missing assignments: I will grade late assignments down 25 percent for each day late. Please inform me in advance if you must miss a deadline. I will not give a passing grade unless all assignments are completed.
Syllabus revision. I will regularly assess progress and elicit student feedback regarding the course. If necessary I will revise the syllabus to make it more suitable.
Academic integrity: Students should maintain strict adherence to standards of academic integrity, as described in SCampus (http://www.usc.edu/dept/publications/SCAMPUS/). In particular, the University recommends strict sanctions for plagiarism, defined below:
11.11 Plagiarism
A. The submission of material authored by another person but represented as the student's own work, whether that material is paraphrased or copied in verbatim or near-verbatim form.
B. The submission of material subjected to editorial revision by another person that results in substantive changes in content or major alteration of writing style.
C. Improper acknowledgment of sources in essays or papers.
Note: Culpability is not diminished when plagiarism occurs in drafts which are not the final version.
Also, if any material is prepared or submitted by another person on the student's behalf, the student is
expected to proofread the results and is responsible for all particulars of the final draft.
Source: SCampus University Governance; http://www.usc.edu/dept/publications/SCAMPUS/governance/gov05.html
The recommended sanctions for academic integrity violations are attached to this syllabus. For more information also please see the “Guide to Avoiding Plagiarism,” from USC’s Expository Writing Program, http://www.usc.edu/student-affairs/student-conduct/ug_plag.htm. All reference to the work of others must be properly cited using APA citation standards. This includes work made public on the WWW. If you have any questions about academic integrity or citation standards, please ask in advance.
Academic accommodations. Any student requesting academic accommodations based on a disability is required to register with Disability Services and Programs (DSP) each
semester. A letter of verification for approved accommodations can be obtained from DSP. Please be sure the letter is delivered to me (or to TA) as early in the semester as possible. DSP is located in STU 301 and is open early 8:30 a.m. - 5:00 p.m., Monday through Friday. The phone number for DSP is (213) 740-0776.
Readings
Required Readings
Fisher, Roger and William Ury. Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books, 1981. [any bookstore]
Gladwell, Malcom (2002). Outliers: The Story of Success. 2008. [any bookstore]
Kouzes, James and Barry Posner. The Leadership Challenge, Jossey-Bass Publishers, 1987. Part I-IV. [any bookstore]
Suggested Readings
Fisher, Roger and Scott Brown. Getting Together: Building Relationships As We Negotiate. Penguin Books, 1988.
Belasco, James and Ralph Stayer. Flight of the Buffalo: Soaring to Excellence Learning to Let Employees Lead, Warner Books, 1993.
Yankelovich, Daniel. The Magic of Dialogue: Transforming Conflict into Cooperation. Simon & Schuster, 1999.
Lencioni, Patrick. Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues into Competitors. Jossey-Bass Publishers, 2006.
Reader:
· E.S. Savas, “Privatization and Public-Private Partnerships,” Adapted from E. S. Savas, Privatization in the City: Successes, Failures, Lessons (Washington, DC: CQ Press, 2005), chapter 1.
· Salamon, Lester M. (1999) “The Nonprofit Sector at a Crossroads: The Case of America,” Voluntas: International Journal of Voluntary and Nonprofit Organizations, Vol. 10, No. 1,1999.
· Ernest Alexander, “Interorganizational Coordination: Theory and Practice,” Journal of Planning Literature, 1993, 328-343.
· Coleman, James. “Social Capital in the Creation of Human Capital,” American Journal of Sociology,” 94, 1988.
· Hamilton, David K. (2004) “Developing Regional Regimes: A Comparison of Two Metropolitan Areas,” Journal of Urban Affairs, 26(4), 455-477.
· Margerum, Richard D. (2002) “Collaborative Planning: Building Consensus and Building a Distinct Model for Practice,” Journal of Planning Education and Research, 21(3), 237-253.
· Juliet Musso, Christopher Weare, Nail Oztas, and Bill Loges, “Neighborhood Governance Reform and Networks of Community Power in Los Angeles,” American Review of Public Administration, 36,1. March 2006.
· Varvarovszky, Z. and Brugha, R. (2000). “Stakeholder Analysis: A review.” Health Policy and Planning, 15(3), 239-246.
· Milward, H. Brinton and Keith G. Provan (2000) “Governing the Hollow State,” Journal of Public Administration Research and Theory, 10(2), 359-379.
· Croft, S. and Beresford, P. (1996). `The politics of participation'. In Taylor, D. (ed.) Critical Social Policy: A Reader. London: Sage.
· Adams, Tom, Amanda Eaken and Ann Notthoff, (April 2009) “Communities Tackle Global Warming: A Guide to California’s SB375 (Steinberg, 2008) – Cutting Global Warming Pollution with New Transportation and Land Use Planning,” California League of Conservation Voters and Natural Resources Defense Counsel, pp. 1-34.
· Putnam, Robert D. (1995) ”Bowling Alone: America’s Declining Social Capital,” National Endowment for Democracy, Journal of Democracy 6.1, pp. 65-78.
· Davis, Albie M. (1989) “In Theory: An Interview with Mary Parker Follett,” Negotiation Journal, July 1989, pp. 223-235.
Class Schedule
June 27, 2009
Day 1: Session I
INTRODUCTION: POLITICS, MARKETS, GOVERNANCE
9:00-12:00 a.m. Introduction to the Course
Instruction and Student Introductions. Course and syllabus overview. Selection of individual and group assignment topic areas. Overview and discussion of intenstive course structure.
READINGS:
Fisher, Roger and William Ury. Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books, 1981. [Entire book]
READER:
E.S. Savas, “Privatization and Public-Private Partnerships,” Adapted from E. S. Savas, Privatization in the City: Successes, Failures, Lessons (Washington, DC: CQ Press, 2005), chapter 1.
Lester M. Salamon (1999) “The Nonprofit Sector at a Crossroads: The Case of America,” Voluntas: International Journal of Voluntary and Nonprofit Organizations, Vol. 10, No. 1,1999.
Milward, H. Brinton and Keith G. Provan (2000) “Governing the Hollow State,” Journal of Public Administration Research and Theory, 10(2), 359-379.
CASE DISCUSSION:
Is California Ungovernable? The question of a constitutional convention and the governance of the 5th largest economy of the world.
Reqading: The Economist, ”The Ungovernable State,” May 14, 2009.
Day I: Session II
INSTITUTIONAL VARIENTS AND POLICY OUTCOMES
1:00-5:00 p.m. The Public, Non-Profit, and For-Profit Sectors
Introduction to the organizational characteristics and constraints of government agencies, business firms, and nonprofit organizations.
READINGS:
Powell, Walter W. (1990) “Neither Market nor Hierarchy: Network Forms of Organization,” Research in Organizational Behavior, 12, 295-336.
Ernest Alexander, “Interorganizational Coordination: Theory and Practice,” Journal of Planning Literature, 1993, 328-343.
May, Peter J. (2005) “Regulation and Compliance Motivations: Examining Different Approaches,” Public Administration Review, 65(1), 31-44.
CASE DISCUSSION TOPIC: Delivery of Affordable Housing in Los Angeles and the inability of a city to house its residents. [Handout provided in class.]
June 28, 2009
Day 2: Session I
REGIONAL GOVERNANCE AND SOCIAL CAPITAL
9:00 a.m.-12:00 p.m. POLICY MAKING
Governance changes to enhance private participation in collective decision making.
READER:
· Coleman, James. “Social Capital in the Creation of Human Capital,” American Journal of Sociology,” 94, 1988.
· Hamilton, David K. (2004) “Developing Regional Regimes: A Comparison of Two Metropolitan Areas,” Journal of Urban Affairs, 26(4), 455-477.
· Innes, Judith E. and David E. Booher (2003) “Network Power in Collaborative Planning,” Journal of Planning Education and Research, pp. 221- 236.
GROUP EXERCISE: AB32/SB375 CALIFORNIA’S CLIMATE CHANGE ACT 2006
Class will be organized for mock exercise that will represent various interest groups that will make independent cases for or against implementation strategy for SB375.
Reading: Adams, Tom, Amanda Eaken and Ann Notthoff, (April 2009) “Communities Tackle Global Warming: A Guide to California’s SB375 (Steinberg, 2008) – Cutting Global Warming Pollution with New Transportation and Land Use Planning,” California League of Conservation Voters and Natural Resources Defense Counsel, pp. 1-34.
June 28, 2009
Day 2: Session II
EVALUATING GOVERNANCE ARRANGEMENTS
1:00 p.m. – 5:00 p.m.
Organizational structures frame the interaction between sectors. These structures create the framework for interaction and can introduce obstacles to collaboration and partnership.
READER:
· Bogason, Peter and Juliet Musso. (2005) “The Democratic Prospects of Network Governance,” American Review of Public Administration, 36(1), 3-18.
· Provan, Keith G. and Milward, H. Brinton (2001) “Do Networks Really Work? A Framework for Evaluating Public-Sector Organizational Networks,” Public Administration Review, 61(4), 414-423.
CASE DISCUSSION:
Rubin, Julia Sass and Gregory Stankiesicz (2001) “The Los Angeles Community Development Bank: The Possible Pitfalls of Public Private Partnerships,” Journal of Urban Affairs, 23(2), 133-153.
BREAK ASSIGNMENT - READ MAMMOTH MOTORS CASE STUDY
Students will be expected to read the Clarkson Airport and Mammoth Motors case studies in preparation for Day 3 class exercises. Students need to have read and prepared for class exercise.
July 25, 2009
Day 3: Session I
STAKEHOLDER ANALYSIS AND PARTICIPATION
9:00 a.m. – 12:00 p.m.
Analysis of stakeholder participation and engagement. The challenges of stakeholder involvement in governmental processes and the role of the non-profit sector in influencing policy outcomes.
· Fung, Archon (2006) “Varieties of Participation in Complex Governance,” Public Administration Review, Special Issue, 66-75.
· Varvarovszky, Z. and Brugha, R. (2000). “How to do (or not to do) a stakeholder analysis.” Health Policy and Planning, 15(3), 338-345.
· Putnam, Robert D. (1995) ”Bowling Alone: America’s Declining Social Capital,” National Endowment for Democracy, Journal of Democracy 6.1, pp. 65-78.
GROUP EXERCISE/DISCUSSION: Clarkson Airport
Day 3: Session II
NEGOTIATION AND CONFLICT RESOLUTION
1:00 p.m. .-5:00 p.m.
Negotiations and conflict resolution strategies are critical to reaching consensus and enabling a positive policy outcome.
READER:
· Fisher, Roger and William Ury. Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books, 1981. [Entire Book]
· Davis, Albie M. (1989) “In Theory: An Interview with Mary Parker Follett,” Negotiation Journal, July 1989, pp. 223-235.
GROUP EXERCISE: Mammoth Motors
Role Playing exercise. Following exercise students will be required to complete evaluation of the process and make recommendations for strategies for improved outcome.
July 26, 2009
Day 4: Session I
CIVIC ENGAGEMENT