PPD500 - University of Southern California



PPD 500: Intersectoral Leadership #51200

[pic]

Frank V. Zerunyan J.D.

Professor of the Practice of Governance

Frank.Zerunyan@usc.edu

Fall (2) 2014

Office: RGL 200

Office Hours: By appointment

Class: Tuesdays 12:00 p.m. to 1:50 p.m.; VPD 110

Course Description:

In a variety of professional fields ranging from health care to planning to policy analysis to public administration, a shared characteristic is engagement across the public, private, and nonprofit sectors. This course builds your skills and knowledge to design, negotiate, manage, navigate, evaluate and lead programs, policies, initiatives, and projects that have intersectoral dimensions.

The course serves as part of a common core for most of the master degree programs in USC PRICE. The course serves as a forum for applying the varied contributions that policy, planning, and management bring to problem solving. The course offers opportunities for shared experiences among students from different degree programs.

This course focuses on governance as forms of interactions across public, nonprofit, and for-profit sectors, with analyses and applications. An important focus of the USC Sol Price School of Public Policy is recognition that the effective dialogue on various complex social problems and opportunities requires the combined strengths of the public, for profit, philanthropic, and nonprofit sectors. Of particular interest are the varied mechanisms in play across sectors and placed-based approaches, not only in the United States, but also globally. The case discussions throughout are placed based examples.

As we meet and discuss the readings, track the mechanisms, and have in class case studies and simulations exercises, you will develop an increasing understanding of what initially may come across as ambiguous or unclear. This experiential learning models the similar experience of professionals who develop actual intersectoral arrangements: the movement from ambiguity to shared understandings and then to agreement.

Please complete all readings for each module prior to the start of class times. In the intensive class seminar format the assigned readings are the foundation for all class discussion and activities.

The readings deliberately draw from a wide range of sources, across many disciplines and professional fields such as health, planning, community development, public administration, policy analysis, journalism, and international development. As you read the articles, please note the varied journals, research methods, and evidence in support for the findings, conclusions, and speculation. Please note that though an article may come from a political science or public administration journal, the content may draw upon the professional field of health care, planning, or environmental protection.

Your prior preparation will increase your contributions to group presentations on the articles and class discussions, as well as provide a way to compare your insights to those of your classmates.

Additional handouts and case studies, as well as guest lecturers, will be provided during the class. As with any graduate class, in response to questions and discussion in class, the schedule may be modified.

Learning Objectives:

1. Increase your skills in leadership, design, management, and evaluation of intersectoral arrangements.

2. Connecting different mechanisms for intersectoral governance with varied outcomes to get the deal done.

3. Develop skills for consensus building, negotiation, and leadership in intersectoral contexts

4. Improved analytical and presentation skills to have impact with your written and verbal work.

5. An increased capacity to work through ambiguity, complex problem solving, and effective inquiry.

Course Requirements:

1. Each student has one short writing assignment in a memorandum format (eight pages, double-spaced; not to exceed 12) analyzing an intersectoral arrangement. Please see Appendix one for required questions to answer. Due on September 7, 2014 by 5:00 p.m.

2. Case studies: Cases provide context for our discussions. Each case will be analyzed and presented by groups of 3-5 students selected ahead of time by the instructor. Groups should communicate prior to the session in order to prepare to lead a class discussion about the case. A significant part of leadership in the intersectoral context is the ability to succinctly present materials to a group and then lead a productive conversation that not only produces basic statements of facts for the case, but also encourages an exploratory conversation about how issues were handled, how they should/could have been handled, obstacles, and strategies for overcoming obstacles. I will post the Case Studies on Blackboard.

3. Team project: Each team project is an analysis of a real intersectoral governing arrangement. Each team will submit a written analysis of 8-12 pages and make a presentation of 15 minutes to the class. Please see Appendix one for further details.

4. Each student will have one short reflection paper due on December 5, 2014 by 5:00 p.m.

5. All students are required to have e-mail capability. Please ensure that Blackboard displays your preferred email address so that you can be contacted as needed.

6. PLEASE EAMIL ME YOUR ONE PAGE RESUME OR PROFILE ON OR BEFORE August 15, 2014.

Performance Evaluation:

• Intersectoral analysis writing assignment, due on September 7, 2014; 35%

• Participation; Succinct and to the point discussion on case studies as well as class presentations 15%

• Team project (written analysis- 20% and class presentation-20%) 40% (One paper per team: one grade to each team; you are encouraged to work as a team to achieve the best grade possible for the team.)

• Reflection paper 10%, due on December 5, 2014 by 5:00 p.m.

Required Texts

Fisher, Roger, William Ury, and Bruce Patton (1991). Getting to Yes, 2nd edition or newer. At any bookstore

Tyrus Ross Clayton (2013). Leading Collaborative Organizations Insights into Guiding Horizontal Organizations (USC Bookstore and Amazon)

Diane Whitney, Amanda Trosten-Bloom and Kae Rader (2010). Appreciative Leadership, Focus on What Works to Drive Winning Performance and Building a Thriving Organization. At any bookstore

Supplemental readings AND CASES will be posted on Blackboard

Suggested Readings

Mirjam Bult-Spiering & Geert Dewulf: Strategic Issues in Public Private Partnerships. Blackwell Publishing 2007

Jack Welch: Winning. Harper Business 2005

Peter C. Brinckerhoff: Social Entrepreneurship; The Art of Mission-Based Venture Development. John Wiley and Sons, Inc. 2000

Urban Sprawl and Public Health: Howard Frumkin, Lawrence Frank and Richard Jackson. Island Press 2004

USC Policy Regarding Disability Services and Programs:

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 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.

Academic integrity: Students should maintain strict adherence to standards of academic integrity, as described in SCampus (). In particular, the University recommends strict sanctions for plagiarism: defined below:

Figure 1: SCAMPUS Section 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 that 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;

All material referenced within drafts and reports must be properly cited, including identification of author, title, publication, institutional affiliation or press, date, and URL if found online. If you have any questions about academic integrity or citation standards, please ask in advance.

Class Schedule

All reading assignments should be completed for the day they are listed. I will assign readings to various groups (TEAMs) for class presentations (see below). I will post all readings (except the books) on Blackboard under “Assignments.” All class lectures are on Power Point and will be posted on Blackboard under “Content” (subject to slight variations)

August 26, 2014

SESSION 1

INTRODUCTION and

THE PUBLIC SECTOR: GOVERNMENT STRUCTURES, AND GOVERNANCE;

Instruction and Student Introductions. Course and syllabus overview. Selection of individual and group assignment topic areas. Overview and discussion of course structure. Overview of our system of government.

Guest Speaker?

September 2, 2014

SESSION 2

REVIEW OF LOCAL GOVERNMENTS; General Law and Charter Law Cities. Public Administration Models (Contract Cities vs. Independent Cities)

GOVERNANCE AND PUBLIC POLICY; Collaborative Governance Introduction

READING:

Chris Ansell
and Alison Gash (2007) “Collaborative Governance in Theory and Practice”

Frank V. Zerunyan and Peter Pirnejad (4/2014). “From Contract Cities to Mass Collaborative Governance.” American City and County

Don Tapscott, Anthony D. Williams and Dan Herman (2008) “Government 2.0: Transforming Government and Governance for the Twenty-First Century.” New Paradigm

September 9, 2014

SESSION 3

GOVERNANCE AND PUBLIC POLICY; Collaborative Governance

CASE STUDY AND CLASS DISCUSSION: The Eight Neighbors: A Case Study in Collaboration and Formalization (See Blackboard under Assignments)

September 16, 2014

SESSION 4

THE PRIVATE SECTOR: The Company (History and Present)

READINGS AND CLASS PRESENTATIONS:

Milward, H. Brinton and Keith G. Provan (2000) “Governing the Hollow State,” Journal of Public Administration Research and Theory, 10(2), 359-379. ********Class Presentation by TEAM ROLLING HILLS ESTATES*******

Coleman, James. “Social Capital in the Creation of Human Capital,” American Journal of Sociology,” 94, 1988. *********Class Presentation by TEAM REDONDO BEACH************

September 23, 2014

SESSION 5

CORPORATE GOVERNANCE; Public Policy and Social Responsibility in the 21st Century

READINGS AND CLASS PRESENTATIONS:

Powell, Walter W. (1990) “Neither Market nor Hierarchy: Network Forms of Organization,” Research in Organizational Behavior, 12, 295-336. ********Class presentation by TEAM PALOS VERDES ESTATES**************

Fung, Archon (2006) “Varieties of Participation in Complex Governance,” Public Administration Review, Special Issue, 66-75**********Class presentation by TEAM RANCHO PALOS VERDES*****************

September 30, 2014

SESSION 6

SOCIAL RESPONSIBIITY AND “ADDING VALUE”

CASE STUDY AND CLASS DISCUSSION: Trojan Hills Resort Company; an intersectoral exercise in stakeholder and community consensus building and adding value. The fact pattern will be posted on Blackboard.

The City of Trojan Hills on the California’s coast is a community of 70,000 residents. It has a small downtown with a variety of retail uses in two major shopping centers. However the TH is known for its beautiful cost line, nature and equestrian trails. TH is relatively affluent and proud of its history and tradition. TH is home to one of the best school districts in the state. TH is also home to various service organizations. The spirit of volunteerism is quite high in TH. A group of investors wish to form a 21st century “Company” to develop and operate a resort in Trojan Hills.

OCTOBER 7, 2014

SESSION 7

REGIONAL GOVERNANCE-SCAG MODEL OR AQMD MODEL (Examples of Intersectoral Collaboration and Governance)

Guest Speakers?

READING:

Leading Collaborative Organizations; Insights into Guiding Horizontal Organizations by Tyrus Ross Clayton, Ph.D.

OCTOBER 14, 2014

SESSION 8

EVALUATING GOVERNANCE ARRANGEMENTS

Organizational structures in the interaction between sectors. Public Private Partnerships, Privatization, Lease/Lease.

Products for social change; real estate, land use, health care examples; POLICY MAKING for SOCIAL CHANGE.

READING AND CLASS PRESENTATION:

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. ********TEAM LOS ANGELES******

READINGS:

Frank V. Zerunyan & Steven R. Meyers: The Use of Public Private partnerships for Special Districts and All Levels of Government. California Special District May-June 2010

Richard G. Little: Beyond Privatization: Rethinking Private Sector Involvement in the Provision of Civil Infrastructure Chapter 3; Ascher and Krupp (2010)

Sotiris A. Pagdadis et al.: A Road Map to Success for Public Private Partnerships of Public Infrastructure Initiatives; The Journal of Private Equity (2008)

October 21, 2014

SESSION 9

STAKEHOLDER ANALYSIS AND PARTICIPATION

Analysis of stakeholder participation and engagement. The challenges of stakeholder involvement in governmental processes. The role of sectors in influencing policy outcomes.

READING:

Varvarovszky, Z. and Brugha, R. (2000). “How to do (or not to do) a stakeholder analysis.” Health Policy and Planning, 15(3), 338-345.

CASE STUDY AND CLASS DISCUSSION:

South Coast County Golf Course: Proposed Los Angeles County South Coast Golf Course at the closed Palos Verdes Landfill site in the City of Rolling Hills Estates* OR Substitute Case Study (TBA). The Land Fill memorandum will be posted on Blackboard under “Assignments.”

***********ASSIGNMENT FOR NEXT WEEK- READ MAMMOTH MOTORS Students will be expected to read the Mammoth Motors case study in preparation for Session VII.

October 28, 2014

SESSION 10

NEGOTIATION and CONFLICT RESOLUTION; Looking for the WIN/WIN opportunity

Negotiations and conflict resolution strategies are critical to reaching consensus and enabling a positive policy outcome.

READINGS:

Fisher, Roger and William Ury. Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books, 1981. [Entire book] **********DISCUSSION BY ALL TEAMS**********

Davis, Albie M. (1989) “In Theory: An Interview with Mary Parker Follett,” Negotiation Journal, July 1989, pp. 223-235. ********Class Presentation by TEAM LONG BEACH***********

CASE STUDY: Mammoth Motors; Role playing exercise PART I

November 4, 2014

SESSION 11

CASE STUDY and CLASS EXERCISE: Mammoth Motors; PART II

November 11, 2014

SESSION 12

CLASS TEAM PRESENTATIONS; TEAMS TBA

November 18, 2014

SESSION 13

CLASS TEAM PRESENTATIONS; TEAMS TBA

November 25, 2014

SESSION 14

THE LEADERSHIP CHALLENGE

Leadership in today’s complex world of public, non-profit, and for-profit interest groups is challenging. The intersectoral understanding coupled with the tremendous public policy issues facing leaders’ today range from the economy, housing, education to health care.

READING:

Appreciative Leadership; Focus on what works to drive winning performance and build a thriving organization by Diane Whitney, Ph.D., Amanda Trosten-Bloom and Kae Rader

December 2, 2014

SESSION 15

ASKING THE RIGHT QUESTION – (In Class or Online TBA)

What does it take to be a good leader in today’s complex world? What have we learned?

TYING IT ALL TOGETHER. What next? What is our role in intersectoral leadership?

GUEST Speaker? (In Class or Online TBA)

READING:

An Exploration of the Implementation and Sustainability of Urban Area Policies Aimed at Millenium Development Goals #1 and #7 by Nicholas Perry, Heidi Greenhalgh, Marvin Heng Cong, Heyang Liu and Yao Zhang (all USC Price MPP’s 2014); Prepared for the United Nations Division for Public Administration and Development Management

THANK YOU!

INSTRUCTOR PROFILE

Frank V. Zerunyan

Professor of the Practice of Governance

Director of Executive Education

USC Sol Price School of Public Policy

Office Phone: (213) 740-0036

Mobile Phone: (310) 971-5219

E-mail: frank.zerunyan@usc.edu

Frank Vram Zerunyan, J.D. is a Professor of the Practice of Governance at the Sol Price School of Public Policy and Director of Executive Education at USC Price Bedrosian Center on Governance. His key areas of expertise include Local Governments, Public Private Partnerships, Civic Leadership, Land Use, Regulation, Negotiation and Executive Education. He teaches graduate courses on Intersectoral Leadership, Business and Public Policy, International Issues in Public Policy as well as International Laboratory. He also lectures locally and globally to build capacity and foster leadership among public executives worldwide.

Professor Zerunyan is a two-term Mayor and still serving Councilmember in the City of Rolling Hills Estates, California. In his role as a public official, after serving as Chair of the Planning Commission in Rolling Hills Estates, Professor Zerunyan was elected to the City Council in 2003 and re-elected in 2007 and 2011. He previously served and continues to serve on various regional public boards, including law enforcement, sanitation, technology and transit. He has chaired and continues to chair select city government committees in Rolling Hills Estates. Professor Zerunyan’s public service on various local government policy committees extends statewide with the California League of Cities, California Contract Cities Association and Southern California Association of Governments. In 2008, he was elected and assumed a leadership role as the 49th President of California Contracts Cities Association, the second largest municipal organization in the state of California with approximately 70 member cities and 7 million residents.

As a gubernatorial appointee under Governor Schwarzenegger, Professor Zerunyan was a state regulator serving on the Medical Board of California in the Department of Consumer Affairs. He was elected by the Board to serve as its Vice President. After five years of service on the Medical Board, Professor Zerunyan’s term expired in June of 2011. His responsibilities on the Medical Board included the promulgation of regulation, professional discipline and the sixty million plus budget of the Medical Board.

In January of 2013, Professor Zerunyan was appointed to an ad hoc experts committee on capacity building in public administration at the United Nations Division for Public Administration and Development Management in the Department of Economic and Social Affairs. In that capacity, he lectures and conducts capacity building seminars and workshops at UN headquarters in New York as well as at UN Forums around the world.

Professor Zerunyan has more than 25 years of comprehensive and multi-sectorial experience as a lawyer, consultant, director, board member, professor and public servant. In the not for profit sector, Professor Zerunyan chaired the Daniel Freeman Hospitals Foundation in 2001 and oversaw the successful distribution of $8 million in gifts. He has acted as a policy advisor and counsel to the Armenian National Committee of America in Washington DC. Professor Zerunyan also served as chairman of the Board of Governors of the worldwide Armenian Bar Association. As a lawyer, he is licensed to practice law in California, District of Columbia (inactive), Courts of International Trade, Federal Courts in the 9th Circuit, and the Supreme Court of the United States of America.

Professor Zerunyan earned his Doctor of Jurisprudence degree from Western State University College of Law and his Bachelor of Arts degree from California State University, Long Beach. He also completed his advanced legal studies in Corporate Taxation at the University of Southern California Law Center. He is a graduate of California League of Cities’ Leadership Institute.

Appendix One

Individual Memo, Team Project Presentation and Reflection Paper

The individual memo (8-12 pages--double spaced) and the team project memo (8 to 12 pages-- double spaced) for PPD 500 are each an analysis of a real cross-sectoral collaborative arrangement or public-private partnership. Some examples of cross-sectoral relationships or Public Private Partnerships are: Toll Roads, Long Beach Court House, Central Park Conservancy, the Product (RED), Chicago Millennium Park and many others);

Individual Memo: This is a Memorandum style paper: Executive Summary, Background or Context; Analysis and Conclusion. Please concentrate on your writing. Write in short and clear sentences.

1. Select an actual arrangement that includes at least two of the following three sectors: public, nonprofit/philanthropic,and/or or for-profit, organizations working together to address a specific public policy problem or collective action opportunity.

2. Analyze the arrangement and apply concepts from the course readings and lectures in answering the following questions. Please respond to EACH one of these five categories as separate headers in your individual memo.

• Context: What is the specific policy problem or opportunity being addressed by the arrangement?

• Motivation: Why was a cross-sectoral arrangement formed to address this policy issue? Be specific as to the motivation for each sector, each organization, stakeholders and what are the drivers for performance.

• Structure: What is arrangement that was formed (e.g., public-private partnership, contractual, market-based, networks). How are the reporting relationships, roles, funding, incentives, and oversight structured?

• Assessment: Do you view the arrangement as a success or a failure? Please assess:

1. The effectiveness of the mechanisms developed, e.g. contracts;

2. The process for developing the arrangement;

3. The measures for outcomes or outputs. Please apply QUANTITATIVE metrics;

4. Do the participants share your assessment? Its clients? Why or why not?

(Note your ability to assess success is likely to be limited, do the best you can.

• Lessons: What have you learned that enhances understanding of the effectiveness of cross-sectoral arrangements in solving collective problems and/or accomplishing constructive goals?

Team Project

3. For the team project, please select an intersectoral arrangement as a team and present the analysis to the class using a Power point presentation format. The presentation should last no longer than 15 minutes, with an additional 5 minutes to address questions. I will assign to each team the expected audience for the presentation.

4. Provide one written report of the analysis to the instructor (8 to 12 double spaced pages). Research paper style.

Reflection Paper

5. Reflection Paper discussed in class. Please reflect in no more than 8 pages double space as to what you learned in PPD 500 and how you intend to use what you learned.

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download