Governance lectures

Lecture 1: Chapter 1 - Spatial Planning Essentials

• Planning is a fundamental human trait, enabling anticipation and proactive adaptation.
• Spatial planning, as Voogd defines it, involves the systematic creation of policymaking and implementing actions for deliberate intervention.
• This discipline studies the material environment and its characteristics (spatial design) and the institutional environment and its policy processes (institutional design).
• Planning distinguishes between factual realities and agreed realities.

The 'Nine Cells' Model

• This model reflects planning's multi-level nature and is a tool for defining planning situations.
• The 'material' environment involves physical space for living, working, and leisure, and the planner's interest in the site and its situation.
• The 'institutional' world is defined as societal rules and conventions, responded to by humans.
• Spaces are conditioned and institutions represent these rules.
• The 'organizational' world is where prepared, planned, executed, and evaluated interventions occur.
• A multilevel perspective considers the results from the nine cells.
• Generic planning issues are often simple, uniform, straightforward, and predictable, described by only three cells.

Organizational Environment & Rationality

• The organizational environment is a link between the material and institutional.
• Technical rationality suits simple, predictable situations, while communicative rationality is best for complex situations with uncertainty.
• A spectrum represents the relationship between technical and communicative rationality.

Aid 1 - Governance Evolution

• In the 1990s, Governments realized they don't have to carry the full burden of governing.
• The governance perspective emphasizes the process of public policy evolution as the most vital part of the government and involves the process through which public policy evolves.
• Collaborative governing increases effectiveness and enhances democratic processes.
• Governance is a process and an outcome, for example successful in steering the economy.

Steps in the Governance Process

• Goal selection necessitates prioritizing public, social, and market actors.
• Goal coherence involves aligning inconsistent and competing ideas.
• Resource mobilization uses capacity to govern, coming from appropriate sources of authority.
• Implementation involves programs designed to achieve collective goals, requiring interpretation of legislation and marshalling of resources.
• Evaluation and feedback occur when citizens assess governance performance for accountability and learning.

PIA 2 - Philosophy & Planning

• Early 20th-century philosophy promoted 'material reductionism', understanding 'whole' by analyzing its 'parts'.
• Classical science has influenced planning theory and practice (blueprint planning).
• Humanists challenged divine certainty, advocating a different view of humanity that wasn't inspired by God.
• Alienated man created God, then imagined it was God who created them.
• Modernism, functionality, and rationalism dominated the 20th century.
• Cities are products of non-zero sums, that evolve into higher levels of existence.
• Whitehead links everything in a process of interactions.
• Chardin's thoughts lead to a dynamic world in motion, and Nietzsche warns to emphasize the subjective side.
• Knowledge comes through observation and intersubjective value judgment and their relationship.
• The origin of fact is in relativism.

Philosophers & Their Ideas

• Heraclitus had the idea everything flows
• Greek philosophy is foundation for reasoning about knowing and about science.
• Parmenides postulated the duality known as the 'mind-body problem' that connects reasoning about reality with being part of reality.
• Technical rationality views observations in the environment, whereas communicative rationality assumes meanings come from plurality.
• Daoism and the Tao Te Ching see the world in flux rather than as static.
• Parmenides stated that truth and knowledge comes from the world.

Philosophical Concepts

• Parmenides saw 'fact and value' as related terms, which is called the 'mind-body problem'.
• Modernists' belief in progress are inspired by conditions:
• Scienticism = science and its methodologies are the only true source of knowledge
• Positivism = only empirical knowledge is justified
• Foundationalism = belief of a foundation for universal truth
• Absolutism = the foundation is only one true foundation
• Descartes believed in humans' subjective ability.
• Modernity divides the subjective from the world of objects.
• The reductionist approach is no longer appropriate for complex problems.
• The expansionist approach focuses on the specific context.

Postmodernism Conditions

• Deconstructivism – distancing from conventional perceptions.
• Antifoundationalism – rejecting universal values.
• Nondualistic – rejecting objectivity vs subjectivity.
• Encouraging plurality – attitudes during circumstances.
• Discourse: collection of intertwined stories that provide meaning.
• Generative meanings through which reality comes into being, assuming sender receiver relationships that exert influence
• Realism is about observation, while relativism states that people come to a common understanding.
• Realism & relativism are relevant to understand reality.
• Philosophical Movements: Realism (objective world), relativism (observation depends on observer), relationism, and idealism.

Systems Theory

• The idea that reality have separate elements (nodes) and connections (interactions).
• Feedback principle means the output influences the input.
• Black box = unobservable components in systems of the feedback principle.
• Relaxation time = amount of time for a relationship.
• Systems science aims to structure decision-making and material objects, a system relating to concept of planning.
• Systems science assumes the planning process can be a system design, where the process can be explained in associated parts.
• Systems theory was fashionable at the end of the 1960s.
• Incrementalists pointed out that reality wasn't linear by nature but a multitude of processes involving actors.
• A second-generation system retains a corrective mechanism, but qualifies assumptions, delineates systems, time factor, and self-regulation.
• The strategic choice approach places greater emphasis on feedback and dynamics.

Contextual Environments

• Kramer and De Smit identified four types based on complexity of dynamism:
• 'Placid, randomized environment' – stable, limited influence
• 'Placid clustered environment' – clusters, accumulation of influence
• 'Disturbed reactive environment' – clustered with more than one system
• 'Turbulent fields' – highly dynamic and unpredictable
• Behaviourism studies human actions based on stimulus and response, founded by Durkheim, Marx, and Weber.
• Durkheim focuses on natural sciences with statistics to explain social phenomena
• Karl Marx assumes there is interrelation between theory dev and social engagement
• Max Weber states Verstehende approach behavior reconstruct social phenomena
• Structuration theory (Giddens) = man has free will and can independently decide, influenced by social structures and results in social customs.

Weber & Rationality

• Weber's ideal of the all-encompassing ‘Zwekrational’ turned the 20th century functional with bureaucracy command and control interventions.
• Causality = the most influential form of rationality.
• Meyerson and Banfield (1955) rational planning model states actions are most likely to maximizes attainment.
• Lack of knowledge and information hampers rationality in planning processes
• Bounded rationality by Simon limits the ability to understand reality.
• Simon (1958) pointed out planners constraints immediately confronted.

Planning Limitations

• Ambiguous and poorly defined problems.
• Incomplete information about alternatives and baseline.
• Incorrect information about range and interests.
• Limited time, skills and resources.
• Approaching substance and setting goals, the main aim is to make changes to the environment.
• Feedback mechanisms needed to remain realistic.
• Decision-oriented action involves objectives or goals and determining participation.
• Habermas asserts communicative action only works if everyone fulfills requirements.
• Political rational reasoning is shaped by influence of government that allows goals to achieves in short term.

Aig 2 – Governance Types

• The governance differences exchange between state and society.
• In étatiste governance, the state is main actor.
• Incoming government inherit a model of governance.
• Change in governance arrangement tends to be slow and incremental.
• Changes portrays leadership and reassess governing strategies.

Stages in Étatiste Governance

• Goal setting: centralized and politically self-sufficient, rare consultation, elite policy control, and societal expectations.
• Resource mobilization: state extracts resources for its sought policies and programs.
• Decision-making: lower political conflict.
• implementation: civil servants.
• Evaluation: feedback can be self-referential and introverted rather than open and weak to reports on performance.
• Étatiste governance is lacking in information gathering about societal changes, built on pre-globalization, and is sensitive to external environments like France.

Aig 3 – Network and Interactive Governance

• The most important difference: Étatiste is based on authority, while network is based on collective action facilitated.
• Institutions and rules are weak and shaped by actors.
• Stakeholders identify needs to coordinate with no formal authority.
• Networks evolve to solve collective problems.
• Networks created by institutions to increase connections.
• Advocates assume networks effective
• Domestically networks bridge gaps of agencies. Internationally networks coordinate regulation of international issues.

Informal Processes

• There is concern whether the network caters to interests of other actors in society.
• Promoting a particular policy/objective/vision and doesn't to articulate views.
• More heterogeneous memberships causes disagreement.
• Networks lack a robust process to set goals.

Resource Mobilization

• Tries to steer organizations toward adopting programs.
• Increased involvement of private actors creates network-like structures
• Model is more about participation than resources.

Decision Making

• Low degree of institutionalization.
• Able to tailor decision-making without frameworks
• No high-quality decisions.
• Implementation is no separation between decision makers
• Networks can facilitate a ‘bottom-up for what the targets want
• Feedback and evaluation feeds data.
• Important aspect: that operate alongside institutions and to implement policy.

Aig 5 – Informal Governance

• The consolidated democracies states informal governance is results in delegation.
• “Hard” governance command and control associated of formal govt Institutions.
• Soft governance co-creation with actors.
• Ranging fierce warlords and collaboration public sectors.
• Citizens local forms governance over governance activities.

Governance in African Countries

• Twilight = a governance several African countries.
• Integrate formal and informal colonization.
• Involves using private-sector to governance in areas.
• The public sector permit social actors’ power.
• Collaborative governance creates public-private.
• Can be important at internationally.
• Governance build ideas or policy problems.

Why Use Informal methods of governance?

• Instituions may choose to escape responsibility
• Inable to govern using other forms other forms available
• Manage internal differences within the country
• Opt out of involvement
• Can emerge Autonomously.

Pia 4 – Planning As A Societal Process

• Neo-liberalism a enlightenment and project.
• Mill saw activities should bot conflicts with self-interest don't take this serious.
• Belief competition exploitation of natural resources and production power play.
• Two millenia called this state has utility.

Urban Planning Terms

• Donut city= unbalanced development terms irreverasible consequenses
• By the 1960 growing need wealth.
• Provincial and municipal authorities shift sector police.
• Giddens structuration theory.

Different Forms of Participation

• in decision-making processes: non-participation and real partcipation
• cognitive dissonance is a strong need consistency.

Will Shaping Communication

• 1 in information-processingone communicator
• 2 active partcipationevery body generati voluntary effect.
• Roloff and miller identity formation
• Not formilar former perceptions leraning
• Inital positive stumulation
• Other changed.

What’s The Purpose of Shaping?

• Stages for shaping, exposure attentional Retaintion action
• Policy making fact value intertwoven without Shaping forsetter avoidable manipulation
• Sabatine a actor's 3 reality

Factors

• Core beleifs
• Policy Core
• Secondary 3. Methogs public opinnion unpleasent, Exploits following trens others want too
• Manifest truths simple great Conviction Arguments reasoning presenting a irrationat level approaching deliverating look good
• Quoting experts, compensation resulting from planing Legislation Applies carry
• Schedule
• ENvironmental, qualities

Methods

• History Promote tourism.
• Opposition identify, Orchestration Communicating.
• can Committe
• Statistics accentations
• Marketing ag purposes
• General ob statements
• Rationalzaton results years
• Simplification Complicated easy

Pia 6 – Planning as an Organisational Process

• Spatial planning early cassers interventions.
• Performances planning improvements
• Goal design development.

The approach of planning

• When To act strateigic approach
• Coordiantion and integration.
• Government and pvt sector

Traditional

• the way.
• Demanding responsbility a governments change.

Plannin Needed

• contribute fair
• We dont Want e choices value governance
• Coalition planning structuve

Governments Instruments

• Projects traffic
• Judical, municipal, Comminicating
• Relatiing influencing

Planning Types

• Strateigic plans
• Visionary the context support Absract
• Tactical idenntify act stakeholders operational

Hickling Plan formation

• Mechanism 1. Scanning.2 Shaping. 3 Designing,. 4 Comparing
• Choosing A cyclical

Forms of evaluation

• Prior Policy choices Ex-post alernative a policy

Excessive a Tisks

• Mask objectives
• Flexible treatment
• Implemented incrementatlly

Uncertainty

• Phasing.
• Explicit Evaluation-

Hard evaluation process

• Policy can be effected- flexibility, changes
• Organisations, change-flexibility
• Working-flexibility
• Phase informatiom- proceeses- avalutive

Planning regulation

• The theee elements steering 1- structures
• 2 directional. variable
• Four types communication networks chain, wheel a All classifications

Key Definitions

• structural copm
• Instrumental planning
• planning interdepartemntal parked
• leaprog outdate

New planning?

• new a

what makes a strong society?

• good
• United natrions transparancy Good gov standarsd
• Three versons good ship, court equal

1. all society