This Guest paper was submitted for publication and is copyright to Mark A. Seely© 2016.
Published here April 2017

PART 3 | Editor's Note & Table of Contents | Chapter 7: Finding Levels 3 and 4
Chapter 8: Level 3 - Program Management | Level 3 Management | The Apollo Example
Chapter 9: Level 4 - Program Governance | Level 4 Governance | Performance
Chapter 10: Level 5 - Public Governance | Level 5 Governance | PART 5

Chapter 10: Level 5 - Public Governance

Public Governance

Chess with an even bigger twist! So let's play three-dimensional chess with these players. What the heck are they you ask? What moves can they make? As complex as the Level 4 proposition was, how about chess with players you don't know? !

How do I know I am at Level 5?

At Level 5 we have:

  • Diverse nonaligned cultures,
  • Facilitation of disparate behaviors,
  • Public entitlement issues,
  • An obligation to social harmony,
  • Authority illegitimately devolved to a project champion level.

Level 5 Particulars are summarized in the following table:

Level 5: Public Governance

Features:

• Open System
• External Determinacy — dependent on public will
• Custom Environment
• Dynamic Complexity

Focus:

• Balance of Power
• Opposition
• Public Debate
• Lobby
• Constitutional Due Process
• Cultural Diversity
• Constitutional Rights
• Imposed Transformational Imperative

Test:

The extent to which the intended change maps onto the external corporate determinacies.

Control Point:

The Public Policy position of the advocacy group is the control point.

Archetype:

This corresponds to a "Values" lowest static baseline.

Performance Management:

Proximity to Policy Position and Public Will

Performance Measurement:

Balance Score Card

Performance Expectation:

0%

Success:

If these values are sustainable in regard to the evolving social values, then the initiative will succeed.

Failure:

If these values are not sustainable, the transformational initiative will serve to accelerate the demise of the policy interest.

Resources:

Political Science, University of Ottawa Center on Governance,[6] the Institute on Governance.[7]


 
Performance  Performance

6. Faculty of Social Sciences Centre on Governance, Gilles Paquet, University of Ottawa, (Ref. https://socialsciences.uottawa.ca/governance/).
7. "Founded in 1990, the Institute on Governance (IOG) is an independent, Canada-based, not-for-profit public interest institution with its head office in Ottawa and an office in Toronto." (Ref http://iog.ca/).
 
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