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


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


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


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.


This corresponds to a "Values" lowest static baseline.

Performance Management:

Proximity to Policy Position and Public Will

Performance Measurement:

Balance Score Card

Performance Expectation:



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


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


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.
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
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