Ash Center Communiqué Spring 2014

IN THIS ISSUE

Secretary of State John Kerry and AshCenter in Vietnam

Why Was Boston Strong: Program onCrisis Leadership Releases BostonMarathon Report

$10 Million Gift for China Public PolicyResearch and Student Support

Immigration and Citizenship: Lessonsfrom Lawrence, Massachusetts

Forum Marks 35th Anniversary of theNormalization of US-China DiplomaticRelations

Center Appoints Somerville MayorCurtatone as Senior Fellow

Winners of 2013 Innovations AwardsAnnounced

On the Bookshelf: The Persistence ofInnovation in Government and ThePerformanceStat Potential: A LeadershipStrategy for Producing Results

CommuniquéAsh Center for Democratic Governance and Innovation Spring 2014 Volume 14

Last December’s trip through SoutheastAsia was the first time that John Kerry hadtraveled to Vietnam in nearly a decade—and marked his first visit to the country assecretary of state. For Kerry, the trip inmany ways was an affirmation of his work inthe US Senate towards normalizing US rela-tions with Vietnam. The history of the US rapprochement

with Vietnam in many ways tracks with thedevelopment of the Center’s work on Viet-nam, in particular, with the work of the Har-vard Vietnam Program and its flagshipinitiative, the Fulbright Economics andTeaching Program (FETP). The origins of theHarvard Vietnam Program and FETP can betraced back to the 1990s when Kerryworked with his Senate colleague JohnMcCain to normalize diplomatic relationswith Vietnam. However, at Harvard, the groundwork

was being laid for the reestablishment of

diplomatic ties years before when ThomasVallely, the founding director of the VietnamProgram, along with HKS Professor DwightPerkins and Vietnam Program EconomistDavid Dapice, visited the country in the1980s to examine economic issues. Vallelyand Kerry came to know each other aspolitically active young veterans prominentin anti-war circles in Massachusetts in theearly 1970s. Vallely served in the Marines inDanang while Kerry patrolled the coasts andrivers of Vietnam as a Navy lieutenant dur-ing the war. After earning an MPA from the Kennedy

School (’83) and a political career in theMassachusetts State House, Vallely trav-elled to Vietnam in 1985 for the first timesince the war. It wasn’t long before Vallelyreturned to Harvard, this time as director ofthe nascent Vietnam Program, and begancontinued on next page

The Roy and Lila Ash Center for DemocraticGovernance and Innovation advances excel-lence and innovation in governance and pub-lic policy through research, education, andpublic discussion. Three major programs sup-port our mission: the Program on DemocraticGovernance; the Innovations in GovernmentProgram; and the Rajawali FoundationInstitute for Asia. The Ford Foundation is afounding donor of the Center.

Evolution of Center’s Vietnam Program Parallels Growth of US-Vietnam Relations

Secretary Kerry meets with faculty and alumni of the Fulbright School in Ho Chi Minh City, Vietnam,

on December 14, 2013.

2 Communiqué Spring 2014

working to sow the seeds of rapprochementbetween Washington and Hanoi.After nearly two decades of normalized

diplomatic relations, it can be easy to forgethow controversial rapprochement was atthe time. Many veterans groups wereadamantly opposed to normalization, argu-ing that the Hanoi government was stillholding American prisoners of war. Kerryand McCain recognized that first they hadto tackle the POW issue head on beforemoving forward on normalization, so theyworked to establish the Senate Select Com-mittee on POW-MIA Affairs. The Committee,with the cooperation of the Vietnamese gov-ernment, conducted an exhaustive investi-gation that ultimately helped to lay thepolitical groundwork for full normalization ofties. Kerry also played an active role in efforts

to establish academic exchanges betweenthe US and Vietnam. Beginning with the Ful-bright Program, which in part providesassistance for foreign scholars to study inthe United States, academic ties were even-tually forged between the two countries. Inmost countries, however, the Fulbright Pro-gram is administered locally by the USembassy, but without formal diplomatic tiesor an embassy in Vietnam at the time, theState Department approached Harvard andthe Vietnam Program about running the Ful-bright Program there.

“Through the Fulbright Program, Harvardwas at the vanguard of Track II diplomaticinitiatives between the US and Vietnam andfound itself well positioned to usher in thenext phase of the academic cooperationbetween the two countries—ultimately lead-ing to the creation of the FETP,” said currentHarvard Vietnam Program Director BenWilkinson. To complement the Fulbright Program’s

scholarships for study in the US, Harvardworked to establish a training center in eco-nomics and public policy in Vietnam forVietnamese officials. “Economics was iden-tified as an initial focus because Vietnameseofficials had very little exposure to marketeconomics—rather they were largely versedin Soviet-style, central planning type eco-nomics,” said Wilkinson. By also insistingon instruction in the Vietnamese language,

Harvard was able to reach a much largercohort of students than through traditionalexchange programs. Harvard ultimately established FETP in

Ho Chi Minh City in 1994 with a grant fromthe State Department—a year prior to theestablishment of formal diplomatic relationswith Vietnam. With the opening of diplomat-ic facilities in Vietnam, the US embassygradually took over responsibility of admin-istering the Fulbright Program, allowing theHarvard Vietnam Program to concentrate itsattention and resources on FETP. In the Senate, Kerry became one of

staunchest advocates in Washington for theUS-Vietnam relationship, and used hisperch as a senior member, and ultimatelychairman, of the Senate Foreign RelationsCommittee to advocate on behalf of FETPand other public diplomacy efforts in Viet-nam. Shortly after being confirmed, Kerrygave a speech as secretary of state men-tioning these programs in Vietnam, saying,“I’m a passionate advocate of the Fulbright[School] and what it brings to us.” On his December trip to Vietnam with

Wilkinson and Vallely at his side, Kerryshowcased the work of FETP and the Ful-bright Program. Meeting with a group ofFETP lecturers and current and former stu-dents at the US consulate in Ho Chi MinhCity, Kerry heard firsthand about efforts tostrengthen higher education in the LowerMekong Delta region. Kerry also used thetrip to highlight what is perhaps the first US-

based initiative in the higher education sec-tor in Vietnam: the Fulbright University-Viet-nam (FUV) project.FETP has been directly managed by the

Vietnam Program for 20 years and is cur-rently structured as an academic joint ven-ture between HKS and the University ofEconomics—Ho Chi Minh City. Asked whytransitioning into an independent universitywas important, Wilkinson said, “The currentFETP governance structure has run remark-ably smoothly since it was initially estab-lished, but evolving the program into anindependent university will better ensure itssustainability well into the future.” In Vietnam, Kerry expressed his strong

support for this new model during discus-sions with his Vietnamese counterparts inHanoi. “Kerry’s visit was instrumental tohighlighting the work that the Vietnam Pro-gram is doing in the country, and helpedbuild important momentum for the FUVproject,” added Wilkinson. “The creation ofthe new university is an unprecedentedundertaking in the Vietnamese context.” A nonprofit foundation, which is chaired

by Vallely, has been established to supportthe fledgling university. The foundation isworking with the governments of the USand Vietnam, as well as individual and insti-tutional donors from both countries, to builda solid financial footing for FUV to ensure itcontinues to educate new generations ofVietnamese students well into the future.

continued from cover

In the News

Secretary Kerry sails past a village on the Mekong River Delta before a climate change speech in Vietnam

on December 15, 2013.

www.ash.harvard.edu 3

states seek innovative ways to integrateimmigrant communities into political andcivic life.Lawrence owes its creation to the waves

of immigrants welcomed to the MerrimackValley to work in the city’s teeming mills andfactories. Today the city still claims one ofthe highest proportions of immigrants in thestate and a unique approach to integratingimmigrant groups into the economic, civic,and political life of its community.Cosponsored with the city of Lawrence,

Community Works, the WBUR radio station,the Lawrence History Center, and QniversityLawrence, Integrating Immigrant Communi-ties into Civic and Political Life invited par-ticipants to reflect on what they havelearned from the city’s efforts to integratenew arrivals by asking what has worked,what has not worked, and what else mightthe city do? And, what can others learnfrom the Lawrence experience?Mayor Rivera provided welcoming

remarks; panelists included Jessica Andors,executive director of Lawrence CommunityWorks; Sister Eileen Burns, executive directorof Notre Dame Education Center-Lawrence;Archon Fung, Ford Foundation Professor ofDemocracy and Citizenship at HKS; ZoilaGomez, attorney; and Eliana Martinez ofLawrence International High School. AsmaKhalid of WBUR served as moderator.

The Ash Center for Democratic Governanceand Innovation, in cooperation withLawrence Mayor Daniel Rivera, held a dis-cussion on Integrating Immigrant Communi-ties into Civic and Political Life on March 31in Lawrence, Massachusetts. The Ash Cen-ter traveled north to the Merrimack Valley to hear firsthand how Lawrence, known his-torically as “the Immigrant City,” has workedto integrate waves of immigrants into itssocial and political fabric. HKS ProfessorArchon Fung, who participated in the dis-cussion said, “The Ash Center is examiningthe present day challenges to Americandemocracy—and a principal challenge isthat of immigration and shifting populations.We thought that there was no better placefor us to learn about this firsthand thanLawrence—a city built on the backs of immi-grants and a place that is home to one ofthe highest percentages of foreign-born res-idents in Massachusetts. We took away agreat deal from our discussion in Lawrenceabout how the city has worked to integrateconstantly changing populations and howwe might be able to apply those lessonslearned elsewhere.”As Washington’s continued partisan grid-

lock has cast great doubt on the likelihoodof passing comprehensive immigrationreform in the near term, attention is turningto local initiatives—particularly as cities and

In the News

Lessons from Lawrence: How to Integrate Immigrant Communities into Civic and Political Life

Over 200 people attended the event atwhich participants asked tough questionsabout the problems posed by high unem-ployment, poor language skills, and undoc-umented immigrants. Raisa Carrasco Velez, MC-MPA ’09, who

connected the Ash Center to local partners inLawrence, reflected, “As an HKS alum andformer Ash Fellow, I am very pleased the AshCenter would bring so many of us togetherand help shine the light on our unique story.Lawrence, in spite of many challenges, con-tinues to be a city of hope and resilience.The city greeted me and my family with openarms twenty-five years ago, and I found sup-port and great opportunities.”

Lawrence Mayor Daniel Rivera provides opening

remarks.

WBUR reporter Asma Khalid (third from right) moderates the panel discussion with Archon Fung, Sister Eileen Burns,

Jessica Andors, Eliana Martinez, and Zoila Gomez.

HKS Professor Archon Fung


In the News

Challenge.govUS General Services AdministrationChallenge.gov is the federal government’sonline portal for running challenge and prizecompetitions. Challenges allow the govern-ment to crowdsource solutions to problemsin a contest format, which results in diversesolutions and contributors. This pay-for per-formance model saves money on critical ini-tiatives and broadly drives innovation withinand beyond government. Since its launch,Challenge.gov has been used by 59 federalagencies to crowdsource solutions and hasreceived 3.5 million visits from 220 countriesand territories and more than 11,000 UScities. Challenge.gov has conducted nearly300 scientific, engineering, design, multime-dia, ideation, and software challenges, result-ing in public-private partnerships that areunprecedented in their size and scope.Examples of Challenge.gov competitionsinclude an FTC Robocall Challenge that hasblocked 84,000 computer-driven advertisingphone calls thus far, a Disability EmploymentApps Challenge that sought innovative tech-nology tools to improve employment oppor-tunities and outcomes for people withdisabilities, and the Blue Button for All Ameri-cans Contest that helps veterans gain accessto their health information.

Winners Announced for 2013 Innovations in American GovernmentAwards

Healthy IncentivesKing County, WashingtonKing County saved $46 million over a four-year period on employee health care bysupporting health improvements andencouraging use of higher quality healthcare. A benefit plan rewards employees withlower out-of-pocket expenses for choosingquality health care and participating in well-ness activities, while work through a region-al collaborative drives health-care qualityimprovements. King County’s approach tar-gets some of the roots of the health carecost crisis: unhealthful lifestyles and poorquality health care. After the program wasinitiated, the county began converting itsphysical and cultural environment to sup-port health. Wellness programs like WeightWatchers were brought on-site, healthfulfood options were put in vending machines,and ongoing education on nutrition andexercise were launched through a newslet-ter and website. From 2009 to 2012, well-ness action plans were enhanced toaddress a wider range of health risks, andincluded additions such as on-site diseasemanagement workshops, activities in countyparks, and community meetings. Employeeengagement has been at or above 90 per-cent since the program began.

Call for Nominations: InnovationsAwards

The Ash Center encourages innovativegovernment agencies at all levels of government in the United States to applynow to the Innovations in American Gov-ernment Awards. Administered by theAsh Center, Innovations Awards aregiven to programs that serve as exam-ples of creative and effective governmentat its best. All units of government acrossall policy areas are eligible to apply. Thewinner of the general Innovations Awardand the winner of the special Roy and LilaAsh Innovations Award for Public Engage-ment in Government will each receive a$100,000 grant to support replicationand dissemination activities.Finalists will also receivemonetary grants, andother top programsand programs desig-nated as Bright Ideaswill receive recogni-tion of their efforts.Applications and addition-al information are available at:www.innovationsaward.harvard.edu.

Applications are due June 20, 2014.

This winter, the Ash Center’s Innovations in Government Program announced two winners ofthe Innovations in American Government Awards. The recipients were selected from a poolof more than 600 applicants from the city, county, state, and federal levels of governmentfollowing rigorous rounds of evaluation. Winners are chosen based on novelty, effectiveness,significance, and the degree to which their innovations can inspire replication by other gov-ernment entities.

The Innovations in American GovernmentAwards program was created by the FordFoundation in 1985 in response to wide-spread pessimism and distrust in govern-ment’s effectiveness. Since its inception,nearly 500 government innovations acrossall jurisdiction levels have been recognizedand have collectively received more than$20 million in grants.


In the News

In March, the Ash Center announced theappointment of Somerville, Mass., MayorJoseph A. Curtatone as a senior fellow affiliated with the Center. Curtatone’s non-stipendiary appointment represents a con-tinuation of a strong collaboration betweenthe Center and the city of Somerville tostrengthen and promote innovative ideas incity government.“Mayor Curtatone’s appointment will fur-

ther enhance the work between the city ofSomerville and the Ash Center, as well ascontinue to provide a unique experience forHarvard Kennedy School students to learnabout and contribute to government innova-tion first hand,” said Ash Center DirectorTony Saich. A graduate of Harvard Kennedy School’s

Mid-Career Master in Public Administrationprogram, Curtatone was inaugurated to ahistoric sixth term as mayor of the city ofSomerville on January 2, 2014. During histime in office, Curtatone has been widelyrecognized as a leader in implementinginnovative governance strategies, includingthe development of the city’s highly suc-cessful SomerStat program, which harness-es data to evaluate, improve, and increasethe efficiency of city services. After inherit-

ing a government in fiscal crisis, Curtatoneused data-driven management to stabilizecity finances while expanding services andearning the city its highest ever bond ratingof Aa2. With Curtatone’s leadership, Somerville

has earned regional and national distinc-tions including from the National CivicLeague as a winner of the prestigious "AllAmerica City" competition. In the past, HKS students have worked

directly with the Mayor’s Office to improvethe delivery of public services in Somerville.Under this model, the city is able to bothharness the dedicated time and energy ofHKS students as well as the cutting-edgeapproaches being taught in the classroom—while students learn from Curtatone and his staff how best to apply what they havebeen taught to make government better forcitizens.As a fellow, Curtatone will assist the Cen-

ter in its efforts to expand its appliedresearch and education efforts to a numberof other medium-sized cities in Massachu-setts. Curtatone will work with the Center'sfaculty to identify additional cities in Massa-chusetts with whom the Center can leverageits considerable expertise and resources topromote innovative governance solutions aswell as to develop new experiential learningopportunities for HKS students.

Ash Center Appoints Mayor Joseph Curtatone as Senior Fellow

A vital component of the Ash Center’s Chal-lenges to Democracy public dialogue seriesis a special award designed specifically torecognize government-led innovations thatdemonstrate enhanced public engagementand participation in the governance oftowns, cities, states, and the nation. Admin-istered by the Center’s Innovations in Ameri-can Government Awards program, the Royand Lila Ash Innovations Award for PublicEngagement in Government reflects the AshCenter’s priority to put forward and give dueattention to promising solutions to publicchallenges, and to encourage the scaling ofthe most successful practices.The Center invites citizen engagement

and participation programs, policies, andinitiatives that address one or more of thefollowing goals to apply: • encourage public participation in com-munity spending decisions

• expand public participation in the devel-opment of policies and regulations

• leverage digital technologies or othergovernment resources to broaden ordeepen public engagement

• utilize crowdsourcing and collaborationto drive problem-solving

• encourage the public in taking action tosolve problems

• involve the public and citizens in gover-nance in other creative ways

All units of government in the UnitedStates—federal, state, local, tribal, and terri-torial—and their partners are eligible toapply. Applicants will be judged on the stan-dard Innovations in American Government

2014 Public Engagement andParticipation Award

Awards criteria of novelty, effectiveness, sig-nificance, and transferability. Further, theimpact of the innovation on public engage-ment and participation will be evaluated, asdemonstrated by such factors as the num-ber of people reached, the diversity of peo-ple engaged, the extent of public input onpublic policy and on quality of governance,and the level of citizen engagement in find-ing solutions to public problems.The winner of the Roy and Lila Ash Inno-

vations Award for Public Engagement inGovernment will receive a $100,000 grant to support replication and disseminationactivities. Applications and additional infor-mation are available at www.innovation-saward.harvard.edu. Applications are dueon June 20, 2014.

continued from previous column


Event Snapshots

Forum on US-China Diplomatic RelationsMarch 23–25, 2014The Ash Center and the Belfer Center for Science and InternationalAffairs at Harvard Kennedy School collaborated with the ChinesePeople’s Association for Friendship with Foreign Countries (CPAF-FC) to facilitate a rare opportunity for the academic community, pol-icymakers, and others to discuss topics critical to the future of theUS-China relationship in an open and productive manner. The forumwas co-chaired by Tony Saich, director of the Ash Center andDaewoo Professor of International Affairs, and COAFFC President LiXiaoping, and marked the 35th anniversary of the normalization ofUS-China diplomatic relations. Joseph Nye, HKS DistinguishedService Professor and former Dean of the Kennedy School andZhao Qizheng, Dean of School of Journalism and Communicationat Renmin University and former chairman of the Foreign AffairsCommittee, Chinese People’s Political Consultative Conference,were Honorary Chairs. Participants took part in a number of discussions, including

those focusing on the role of the US and China in shaping thefuture global architecture; trade and financial relationships, includingan overview of differing regulator regimes and global trade frictionsbetween Washington and Beijing; and the energy and environmentalchallenges confronting both nations. Saich reflected that despite“the bluster that often accompanies discussion of the bilateral rela-tionship, [the US and China] face strikingly similar challenges on theglobal security, financial, and environmental fronts.” Among those from China attending the forum were Sun Zhe,

deputy director, Center on US-China Relations, Tsinghua University;Zhang Xinsheng, president of China Education Association forInternational Exchange and president of the International Union forConservation of Nature, and Sun Guoziang, Ambassador, ConsulGeneral of the People’s Republic of China in New York. In additionto Professor Saich, Forum attendees heard remarks from BelferCenter Director Graham Allison; Harvard University President DrewFaust; Lawrence Summers, President Emeritus and the Charles W.Eliot University Professor of Harvard University; and Lt. Gen. (ret)Karl Eikenberry, the William J. Perry Fellow in International Securityat the Center for International Security and Cooperation and facultymember of the Shorenstein Asia-Pacific Research Center atStanford University. Joseph Nye and Kenneth Rudd, former primeminister of Australia and senior fellow at the Harvard KennedySchool, were key note speakers. Organizers of the forum anticipate that this meeting will form the

beginning of a series of more specific dialogues on topics identifiedduring the meeting.

Ash Center Director Tony Saich (left) speaks with Madam Li Xiaolin, president of CPAFFC,

and Graham Allison, director of the Belfer Center, at forum on US-China relations.

Ash Center Director Tony Saich speaks with Mr. Sun Zhe, deputy director at the Center on

US-China Relations at Tsinghua University.

Harvard University President Drew Faust meets with policymakers and academics at the

US-China Relations Forum in March.


The Project on Municipal Innovation Advisory GroupJanuary 30–February 1, 2014The Project on Municipal Innovation Advisory Group convened forthe eleventh time from January 30 through February 1, 2014. TheProject on Municipal Innovation is a network of chiefs of staff andpolicy directors from thirty of the country’s largest cities. These rep-resentatives come to Cambridge twice each year to attend meet-ings convened by HKS Professor Stephen Goldsmith and LivingCities, Inc.The opening afternoon discussion of innovation models captured

a recurring theme within the network: how to build structures withingovernment that foster innovation. The discussion highlighted citieslike Chicago and New York that are using data-driven approaches toinform operations and policymaking as well as Denver’s effort to instilla culture of innovation across departments with its Peak Academy.Anil Menon, president of Cisco Smart+Connected Communities,

delivered a keynote encouraging the leaders to manage acrossboundaries. In the global economy, there is demand not only for theexchange of goods but also for the export of local expertise andservice provision to other jurisdictions. Menon’s message resonated throughout the rest of the meeting,

as members participated in panels and breakout sessions to facili-tate deeper conversations about successes and the challenges fac-ing their cities. Topics included models to support innovation, part-nering with philanthropy to disrupt inequality, revitalizing vacantproperties, regulatory reform, and financing downtown redevelop-ment. By pooling experiences and lessons learned, members leftnot only with new ideas but a greater sense of community as cityleaders and innovators.

Event Snapshots

Ana Guerrero, chief of staff to Mayor Eric Garcetti of Los Angeles, California, addresses

the Municipal Advisory Group.

Representatives from 30 of the country’s largest cities convene at the Project on

Municipal Innovation Advisory Group meeting with Prof. Stephen Goldsmith.

Daniel Conway, chief of staff to Mayor Kevin Johnson of Sacramento, California, speaks

to the Municipal Advisory Group.


Event Snapshots

‘Tech4Democracy’ at HarvardApril 30, 2014The digital revolution came from unexpected quarters. It did notemerge from the large incumbent companies of the time—Wang,IBM, Digital Equipment Corporation—but from insurgents operat-ing out of garages (Apple and Google) and dorm rooms(Microsoft and then Facebook). In the arena of democratic reform, many try to combat overt

threats to our political institutions through mainstream effortssuch as campaign finance reform, election administration, andreform of the electoral college. But the next democratic revolutionmay be driven by much smaller operators—while also intersect-ing with the technology revolution. On April 30, 2014, the Ash Center will cohost an event with

Harvard University’s Innovation Lab (i-lab) exploring Harvard-affili-ated technology start-ups that hope to strengthen Americandemocracy. Harvard University students, alumni, and faculty arelaunching some of the most compelling and promising tech start-ups that find creative ways to deepen democracy by mobilizingcitizens and empowering them to influence the critical public andprivate decisions and policies that affect their lives.The panel discussion, moderated by HKS Professor Archon

Fung, will feature the founders of start-ups with names likeTurboVote, ShoutAbout, and OpportunitySpace. Current and for-mer students/entrepreneurs will explain their technological inno-vation and its contribution to the field of democratic reformefforts and what we are learning about technology’s contributionsand shortcomings to the health of democracy. The event is partof the Ash Center’s ongoing Challenges to Democracy public dia-logue series.

The Ash Center has secured a major gift of $10 million to fund afive-year program on “Conflict, Cooperation or Coexistence: HowCan the US and China Manage Global Governance?” to buildmultiple relationships with key thinkers and institutions in Chinaand enhance mutual understanding of critical policy challenges.Currently, confusion and mistrust persist in both countries aboutthe true intent of the other, with fears in the US of the challengeof a “rising China” and in China that US policy is intended toconstrain China’s growth. China’s continued development willrequire accommodation from the US and Western countries to itslegitimate strategic interests and from China it will require greatertransparency about its perceptions of global governance.Most analyses of the relationship draw from historical precedentor extrapolate current trends into the future. This cedes theground for policy formulation to preconceived ideological posi-tions rather than utilizing new research that reviews different sce-narios of China’s future international behavior and domesticdevelopment. This is where the China and Global GovernanceProgram can make a real difference. The gift from JT CapitalManagement will support various program components in addi-tion to major research initiatives, including outreach activitiessuch as workshops and conferences, support for senior visitingfellows and postdoctoral fellowships, and support for HKS stu-dents through full or partial tuition scholarships, living stipends,and PAE/SYPA research grants.

Ash Center Receives $10 Million Gift for ChinaPublic Policy Research and Student Support

The ‘Tech4Democracy’ event on April 30, 2014, will explore technological efforts

to bolster American democracy.


The two bombs that blasted spectators andrunners at the 2013 Boston Marathon—killing three and injuring more than 260—triggered a highly effective emergencyresponse and about 100 hours of intenselaw enforcement effort to identify andapprehend the alleged perpetrators. At theone-year anniversary, the Ash Center’s Pro-gram on Crisis Leadership has released apaper, “Why Was Boston Strong? Lessonsfrom the Boston Marathon Bombing,”examining the response to the bombings.

“Why Was Boston Strong” probes themarathon bombing events to provideresponse agencies with specific, actionablesteps to help improve emergency manage-ment planning and operations. The paperwas written by the faculty co-directors ofthe Program on Crisis Leadership, Prof.Herman B. “Dutch” Leonard, HKS and Har-vard Business School, and Dr. Arnold M.Howitt, executive director of the Ash Center;and by Christine M. Cole, executive directorof the HKS Program in Criminal Justice Poli-cy and Management; and Prof. Philip B.Heymann, Harvard Law School. The paperis available for download athttp://bit.ly/P378dk.The report is based primarily on inter-

views with two dozen senior command-levelofficials from law enforcement, emergencymanagement, and emergency medicalagencies from the federal and state govern-ments and local jurisdictions. It was pre-pared for and later refined following aconference in mid-March of top public safe-ty officials, practitioners with responsibilitiesfor securing large-scale events, and schol-ars of emergency management, organiza-tional behavior, and criminal justice from theBoston region, other parts of the US, and anumber of other countries. The conference—which included both formal presentationsand substantial open discussion—distilledlessons derived from the marathon experi-ence and considered their relevance forother events in the US and other countries. The report found that the response to the

bombing and its aftermath was driven insignificant part by the extensive planningand cooperative relationships developed

among senior emergency personnel over aperiod of more than a decade in preparingnot only for the marathon but other large-scale “fixed” events such as Boston’sFourth of July concert and fireworks, FirstNight celebration, and major sports champi-onships. The report authors suggest “thatmajor contributing factors to much of whatwent well—and to some of what went lesswell—were the command and coordinationstructures, relationships, and circumstancesthrough which responding organizationswere deployed and managed.” Specifically, the report highlighted the

speedy response by survivors, bystanders,and professional responders at the bombingsite; effective on-scene triage, coordinatedapportionment of victims among area hospi-tals’ trauma centers, and fast transport tohospitals; and the rapid mobilization of areahospital emergency departments and theirability to handle the surge of the wounded.Three individuals died at the scene, but themany with life-threatening wounds wereevacuated to hospitals within 22 minutes;and all of these survived.A number of key actions taken by law

enforcement personnel were also singledout for praise in the report, including theeffective establishment of central coordina-tion and command, quick organization ofinvestigative work, and the rapid responseto the scene and the securing of the blastareas by police and other responders. Muchof this success was “the result of extensiveand careful planning, years of investmentsand training, structure, skill- and relation-ship- and trust-building.”The US House of Representatives Home-

land Security Committee invited the reportcoauthors, represented by Prof. Leonard, totestify before the committee. He describedto the committee how “Boston Strong”—thewidely used slogan that emerged after thebombings—not only described the spirit ofthose who participate in the marathon andthose who live and work in the metropolitanarea, but also symbolized the depth of pre-paredness among medical and emergencypersonnel, the Boston Athletic Associationand its thousands of volunteers, and the

Research Brief

Report and Conference Examine Response to Boston Marathon Bombings March 13–14, 2014

Former Boston Police Commissioner Ed Davis,

Watertown Police Chief Edward Deveau, Watertown

Police Sergeant Jeffrey Pugliese, and Harvard University

Prof. Herman “Dutch” Leonard testify before the

House Homeland Security Committee on the Boston

Marathon bombings.

public safety personnel present that day. At a bipartisan meeting with the staff of

the Senate Homeland Security and Govern-ment Affairs Committee later that day,Leonard and coauthor Christine Cole hadthe opportunity to present their recommen-dations on how best to improve futureresponses by law enforcement and otherpublic safety agencies charged with prepar-ing for and responding to both largeplanned events and unforeseen, complex,and rapidly evolving crises. Many of the observations and recom-

mendations made in the report—thoughbased on the unique experiences in theBoston area—were intended to provideguidance to event organizers and emer-gency personnel around the world grapplingwith the logistical challenges of securingsimilar large-scale events. "We believe thatmany of the lessons about mastering highlyuncertain and fluid events will apply tomany other event scenarios just as well—natural disasters and industrial accidents,for example, in addition to terror-relatedevents," the authors wrote in the report.Development of the white paper and

organization of the conference benefitedfrom the expertise and assistance of theInternational Centre for Sport Security aswell as from support of various divisions ofHarvard University, including the Ash Center.


By Michael MacKenzie, Tim Glynn-Burke and Archon Fung

Participedia (participedia.net) is an online resource for scholars,activists, policymakers, and citizens who are interested in new dem-ocratic practices and institutions around the world. Participedia wasdeveloped by Ford Foundation Professor of Democracy and Citi-zenship Archon Fung with colleagues from other institutions. In2013, 152 new case studies were added to the collection. Here aresynopses of six cases that were recently added to Participedia.

India � Satyamev Jayate (Truth Alone Prevails)This democratic innovation combines new and old communicationstechnologies. In 2012, actor Amir Khan produced a TV show profilingpressing political issues in India. The show was called SatyamevJayate or “Truth Alone Prevails.” Each episode dealt with a separatepolitical issue, including female feticide, child abuse, and corruptionin the health-care system. In addition to personal profiles of thoseaffected by the issues and critiques of relevant public policies, politi-cal leaders were invited to take part in live discussions of the issues.Millions of people watched each episode of the show. Viewers

were encouraged to phone into the show to directly ask questionsof political leaders. Individuals were also encouraged to sign onlinepetitions on the show’s website. The popularity of the show, com-bined with the online petitions, put pressure on elected officials to act on issues that they had for various reasons been reluctant to address.

Estonia � Rahvakogu (People’s Assembly)This democratic innovation engaged Estonians in a nationwide discussion about ways to improve their political system. The Rah-vakogu or “People’s Assembly” was an innovative way to combinea large-scale participation process with a small-scale deliberativeevent. Individuals were encouraged to make suggestions about howto improve the political system in Estonia. In the first three weeks,the website gained 60,000 views and 1,800 users posted nearly6,000 ideas and comments. The suggestions made in the onlinephase of the project were compiled by a team of analysts andorganized into themes.During the second phase of the process, 500 individuals were

randomly selected to participate in a Deliberation Day event, ofwhich 314 attended the event itself. At the Deliberation Day event,participants discussed the pros and cons of each theme and identi-fied priorities for political reform.

United States � California Citizens Redistricting CommissionCalifornia had some of the least competitive elections in the UnitedStates. In response, the California Citizens Redistricting Commis-sion (CCRC) was created. The CCRC is an independent body com-prised of ordinary citizens. Unlike many other participatory

processes, members of the CCRC were selected through an inten-sive application process that attracted 30,000 applicants fromdiverse backgrounds. When redrawing the electoral map, the CCRC followed a number

of criteria established by the State Legislature, including populationequality, geographic integrity, geographic compactness, and geo-graphic contiguity. The CCRC did not consult with incumbents, polit-ical candidates, or political parties, but they did conduct thirty-fourpublic hearings across the state. The CCRC’s electoral map was for-mally adopted and used for the first time in the 2012 general elec-tion. Independent observers have concluded that California now hassome of the most competitive electoral districts in the United States.

Finland � CrowdsourcingIn 2013, the Finnish Ministry for Environment and the Committee forthe Future of the Parliament in Finland initiated legislative crowd-sourcing to establish a new off-road traffic law. In the first phase,participants were invited to comment and make suggestions on tenbroad topics related to the traffic law. Participants submitted 340ideas and 19,000 votes. In the second phase, 500 solutions for theidentified topics and problems were generated, with 25,000 votes.Findings indicate that the crowdsourcing experiment was success-ful in increasing citizen participation and input in lawmaking.

Ireland � Constitutional ConventionThe Irish Parliament (Oireachtas) initiated a Constitutional Conven-tion to discuss and propose amendments to the Constitution. Thedelegation was comprised of an independent chairman, 33 dele-gates from Ireland’s political parties, and a random sample of 66citizens.Members were briefed prior to weekly deliberations, and the

Convention reached a wider population via the web. Matters aredecided by majority vote of members present, and Parliament mustrespond within four months. If it agrees with a recommendation, itmust legislate a referendum to amend the Constitution. The govern-ment has since approved referenda on both reducing the voting ageand on civil marriage for same sex couples.

Argentina � La Plata Multi-Channel Participatory BudgetingParticipatory budgeting in the city of La Plata employs an innovativecombination of offline and mobile channels to promote the engage-ment of citizens in the direct allocation of the investment budget ofthe city. La Plata’s process is composed of three phases. Over 200deliberative face-to-face meetings are held across different areas ofthe city. Citizens are able to remotely participate in the process(e.g., via mobile voting) by selecting options for public investmentthat have been previously generated during the deliberative phase.Finally, citizens monitor execution of the projects. The number ofparticipants in the voting process via remote methods is on averageten times higher than in that of face-to-face participation.

Research Brief

Innovations in Participation, 2013: Participedia’s Year in Review

Research Brief


In the 1900s, Boris Marshalov, a Russianactor visiting the US, observed a session ofCongress. Afterward, Marshalov reflected,"Your Congress is very strange. A man getsup to speak; he says nothing; nobody lis-tens; and when he sits down, everyone getsup to disagree." In many ways, this obser-vation still rings true. Today, there is wide-spread and palpable public sentiment thatCongress and Washington politics havebecome synonymous with words like bick-ering, gridlock, partisanship, polarization,and not least of all, paralysis. This is madeclear in the US Congress’ job approval rat-ing, which is at its lowest point in history.“Negotiating Agreement in Politics” is a

timely and comprehensive report publishedby the American Political Science Associa-tion (APSA) that discusses the causes —institutional and otherwise — that havebrought about the present state of paralysis.Crucially, this report also explores potentialstrategies to resolve the problem. The report elaborates on a series of

“institutional disincentives for cooperationand rewards for conflict” built into the USsystem. These challenges include a strongseparation of powers with parties often con-trolling different branches of government,the many veto points in the system, equallymatched and intensely competitive parties,and political calculations that incentivizerefusal to negotiate and disincentivize col-laboration. The result, more often than not,is what the authors call “negotiation myopia,a constellation of cognitive, emotional, andstrategic mistakes that stand in the way ofachieving agreement and mutual gains.” The authors suggest that deliberative

negotiation, which embraces the possibility

of expanding the pie rather than dividing it,is the solution to the dysfunction, inertia,and inefficiencies created by negotiationmyopia. The report then reviews cases fromcommercial negotiations, psychology exper-iments, and studies of Congress, as well asother democracies and international rela-tions to structure key rules of engagementfor successful deliberative negotiation:• Agree to incorporate nonpartisan, techni-cal expertise to develop an unbiased,accurate and shared set of facts in orderto find common ground rather thanapproaching the negotiation with com-peting, diametrically opposed and self-serving narratives.

• Engage in frequent and close interactionsbetween negotiating parties to build andstrengthen respect, trust, and an appre-ciation of each other’s perspectives andgoals.

• Establish penalties or other adverse con-sequences that are unpalatable to bothparties in case of failure to reach a nego-tiated outcome or inaction.

• Conduct some negotiation confidentiallyin order to avoid the temptation of play-ing to the gallery under harsh public andmedia gaze, to promote more ‘ponder-ing’ and less ‘posturing.’

When the Founding Fathers structuredAmerican democracy, their foremost con-cern was to avoid tyranny, including majori-tarian tyranny. They addressed this concernby establishing a strong separation of pow-ers, numerous veto points, and a system inwhich different branches of governmentwere based on different types of electionsand could become controlled by different

parties. The system is intentionallydesigned, in other words, to make negotiat-ing not merely desirable, but essential; it isin fact the only way to get things done. As it happens, after Boris Marshalov

made his observation, the US Congressentered a long period of relative bipartisan-ship. However, because of the gradualrealignment of parties after the 1964 CivilRights Act, the level of polarization is nowback to what it was a hundred years ago.Tussles for power, electoral calculations, therole of big money in politics, and the attrac-tiveness of grandstanding are just a few ofmany factors that now discourage our repre-sentatives from negotiation and compromise.The APSA’s “Negotiating Agreement in

Politics” provides a good starting point forfurther exploration through its analysis ofthe causes and consequences of the failureto negotiate and suggested path forward.

American Political Science Association Weighs in on Congressional Gridlock

This article highlights a recent report from the American Political Science Association,“Negotiating Agreement in Politics: Report of the Task Force on Negotiating Agreement in Politics,” edited by Jane Mansbridge and Cathie Jo Martin. Mansbridge is recent president of the APSA, Adams Professor of Political Leadership and Democratic Values atHKS, and an affiliated faculty member of the Ash Center. The report may be downloaded at http://bit.ly/1fwDovn.

By Richa Mishra, Ash Center Research Fellow and Ford Foundation Mason Fellow ’10


Research Brief

Student Focus

Travel Grants Support Student Research

Each year, the Ash Center provides travel grants to HKS studentsconducting field research for their Policy Analysis Exercises orSecond Year Policy Analyses. This winter, the Center supported 19students on projects that are advised by Ash-affiliated faculty orthat explore topics aligned with the Center’s research and program-matic agenda. The HKS Indonesia Program also provided travelfunding for eight Harvard students to conduct research over theJanuary term in Indonesia. And, for the first time, the China PublicPolicy Program supported six Harvard students travelling to Chinafor research projects over the winter break.

Laurie Au Community Empowerment on LanaiArthur Bauer and Lily Shen* Cash or Conditions: Consequences onCognitive Abilities in IndonesiaAmanda Benton Creating a Shared Home: Promising Approaches forUsing Co-Housing to Prevent and End HomelessnessKonstantin Von Bismarck and Todd Wintner Building a New BusinessModel around Voter EngagementAmy Chang** Steps towards Establishing a US-China CybersecurityFrameworkJonathan Chang* How Indonesia Addresses Its History of Ethnic andReligious Conflict and Re-Focuses Its Human Capital InvestmentTeresa Conrad Developing a Blueprint for a ‘Research &Development Fund’ for Social Innovation in GermanyRoniesha Copeland WGBH Digital Education StrategyDaniel Feldman and Michael Haggerty* Intersection of Waste Systems,Public Space, the Support of Livelihoods through CommunityEnterprise, and Urban Development Programs in Indonesian CitiesPhilip Harding Connected Congress: Rethinking Congress-Constituent CommunicationManoah Koletty* Discovering Local Strategies for ImprovingSubnational Administrative Effectiveness in IndonesiaDian Kusuma* Effects of Universal Health Coverage on HealthOutcomes in Developing Countries: Evidence from JamkesdaExpansion in IndonesiaMichael Law** China’s Shadow Banking System and Financial RisksTim McDonald Policy Design for State Demonstration in NationalHealth Reform: Program Assessment and Negotiation AnalysisFarzin Mirshahi The Diplomacy of Business: the Role CorporationsShould Play in Resolving the Territorial Disputes in the South ChinaSeaSarah Oberst and Diana Zamora Improving Teaching Outcomes inAntioquia, ColombiaDante Perez and Carlos Quintero Herrera Lasso Borderless Nation:Would Mexico Benefit from a New Policy to Engage Its Diaspora inthe United States?

Jonathan Chang at Borobudur, a

ninth-century Buddhist temple in

Indonesia.

Michael Haggerty (black shirt) in Indonesia with representatives of Solo Kota Kita and

community members during the first focus group discussion regarding community

waste management models.

Dian Kusuma (right) with Prof. Kurnia

Sari and Dr. David Dunlop discuss

Jamkesda ongoing study surveying

72 districts in Indonesia at Center for

Health Economics and Policy Studies

at University of Indonesia School of

Public Health.


Research Brief

Karina Qian and Benjamin Weinryb Grohsgal A Data-Driven, Spatial-Analytic Framework for Built Environment Policy Targeting andImpact Evaluation at the Block Level: A Case Study of San FranciscoArturo Reyes Community Engagement and Regional EconomicDevelopment StrategiesAvery Schmidt Toward a Framework for Evaluating Police Reform inNew DemocraciesIrene Shao** Launching “Bridging Education And Mobility Inc.,” aNonprofit that Aims to Improve Migrant Education in ChinaKavitha Sivadasan and Jason Zhang** Making Healthcare Affordable inChinaChristian Suharlim* National TB Guidelines Implementation:Challenges, Deviations, and StrategiesAnne Washburn Fukushima Crisis Communication Lessons for theUnited States: Policy Implications for the United States in the Eventof a Nuclear Accident or a Nuclear Terrorist AttackNick Wilson Deterring Gang Violence on the Correctional Continuum:An Evaluation of Operation Place SafetyYubing Xia** Empowering Mulans: Making Gender-TransformativePolicy Changes in Rural China

* Travel grant provided by the Ash Center’s HKS Indonesia Program ** Travel grant provided by the Ash Center’s China Public Policy Program

Michael Haggerty (black shirt) and Daniel Feldman (middle) with representatives of

Solo Kota Kita and community members in Indonesia.

Dian Kusuma with Athia Yumna (right; senior researcher) and Sri Budiyati (left; health

specialist) discussing their latest Jamkesda phone study surveying 262 districts

in Indonesia.

Members of the RT14 community in their first waste collection weigh-in at the Bank

Sampah in Indonesia.

Unsanitary snorkeling equipment is thought to

spread disease in Indonesia, where HKS student

Christian Suharlim studied national efforts to

combat tuberculosis.

Research Brief


Experiential Learning: HKS Students Advance DisasterRecovery Efforts in Chileby Matt Stolhandske, Project Manager, Recupera Chile

This past January found twenty lucky students leaving theCambridge cold behind for a bit of hard work in the warm Chileansun. As part of Doug Ahlers’ J-term course, “Community Recovery:Rebuilding Disaster Damaged Communities in Chile,” the studentswere deployed to the towns on the areas of coastal Chile that werethe most badly damaged by the earthquake and tsunami ofFebruary 2010. Their projects promoted entrepreneurship and inno-vation as a means of stimulating recovering economies and restor-ing broken livelihoods. In some cases, new forms of employmentare necessary to overcome the disruption to the ecosystems thatformerly furnished both food and income. In other cases, small- andmedium-scale entrepreneurs are trying to rebuild their enterprisesand struggle navigating the complicated web of potential fundingsources. Through the work of Recupera Chile, a multidisciplinaryHarvard initiative cofounded by Ahlers, the students held an entre-preneurship and innovation competition in the town of Cobquecuraas a means of replacing lost economic activity and performed a fea-sibility study for an aquaculture project in Dichato in hopes of pro-viding an alternate source of income for fishermen who have strug-gled since 2010.Fundamental to the J-term course and the operations of the

Harvard initiative is the concept that recovery is a multifaceted phe-nomenon. Recupera Chile, therefore, also focuses on familiesaffected by the largest displaced persons camp in the country, alsoin Dichato, by addressing the social, mental, and physical healthneeds of the people in the town. In addition to providing healthscreenings, case management services, and ongoing support to themunicipal government, the Recupera Chile team is developing anew education concept. The project, called the Innovative School,provides high quality education and introduces environmental andtsunami-safety concepts to children at an early age.

Boats on Coliumo Bay just outside of Dichato in southern Chile demonstrate

the region’s economic engine. The Recupera Chile initiative is working with the

community to investigate aquaculture alternatives to restore livelihoods and

combat overfishing.

HKS students Hyunsuk Ji, Jennifer Hatch, and Changgi Lee take in a local fish

market in Chile where they lived and worked in disaster-damaged communities for

two weeks during the January term.

Student Focus

HKS students Changgi Lee, Jack James, and Kay Kim on a boat tour to learn about

aquaculture south of Concepción, Chile.


On the Bookshelf

The Persistence of Innovation in GovernmentBy Sandford Borins

In The Persistence of Innovation inGovernment, Sandford Borinsaddresses the enduring significanceof innovation in government as prac-ticed by public servants, analyzed byscholars, discussed by media, docu-mented by awards, and experiencedby the public. He maps the changinglandscape of American public-sectorinnovation in the twenty-first century,largely by addressing three keyquestions: Who innovates? When,why, and how do they do it? And,what are the persistent obstacles toinnovation and the proven methodsfor overcoming those obstacles?

Probing both the process and the content of innovation in the pub-lic sector, Borins identifies major shifts and important continuitiesthrough an analysis of the Ash Center’s Innovations in AmericanGovernment Awards program, significant new research on govern-ment performance, and a fresh look at the findings of his earlierbook Innovating with Integrity: How Local Heroes Are TransformingAmerican Government. Borins also offers a thematic survey of thefield’s burgeoning literature, with a particular focus on internationalcomparison.

The PerformanceStat Potential: A Leadership Strategy for Pro-ducing ResultsBy Robert D. Behn

In The PerformanceStat Potential,Robert Behn examines how govern-ment leaders use a leadership strate-gy he calls PerformanceStat anddefines as a focused effort to exploitthe power of purpose and motiva-tion, responsibility and discretion,data and meetings, analysis andlearning, and feedback and follow-up to improve an organization’s per-formance. This effort started twodecades ago with CompStat in theNew York City Police Departmentbut quickly jumped to other publicagencies in New York and to policeagencies internationally. Baltimore

created CitiStat, the first application of this leadership strategy toan entire jurisdiction. Today, governments at all levels employ Per-formanceStat. Behn analyzes the leadership behaviors at the coreof PerformanceStat to identify how they work to produce results.Behn goes on to examine implementations of PerformanceStat inthe Los Angeles County Department of Public Social Services,which uses its DPSSTATS to promote economic independenceamong its residents; in the city of New Orleans, which uses itsBlightStat to combat urban blight; and by the Federal EmergencyManagement Agency, which uses its FEMAStat to capture andapply lessons from each crisis response, recovery, and mitigation.

Research Brief

Two New Titles from Innovations SeriesPartnership with Brookings

Since 2007, the Ash Center has collaborated with BrookingsInstitution Press on the “Innovative Governance in the 21st Century”book series. The series, edited by Ash Center Director Tony Saich,examines important issues of governance, public policy, and admin-istration, highlighting innovative practices and original researchworldwide. All titles in the series are copublished by BrookingsInstitution Press and the Ash Center. In the spring of 2014, two newbooks will be released.

inequality power immigration technologyrepresentation participation votingmedia citizenship truth rights libertyfairness justice opportunity accessinequality power immigration technologyrepresentation participation votingmedia citizenship truth rights libertyfairness justice opportunity accessinequality power immigration technologyrepresentation participation votingmedia citizenship truth rights libertyfairness justice opportunity accessinequality power immigration technoloyrepresentation participation voting mediacitizenship truth rights liberty justice

CommuniquéSpring 2014, Volume 14

Ash Center for Democratic Governance and InnovationHarvard Kennedy School 79 John F. Kennedy StreetCambridge, Massachusetts 02138

617-495-0557www.ash.harvard.edu

DirectorTony Saich

Director of the Innovations in GovernmentProgramStephen Goldsmith

Executive DirectorsArnold Howitt, Marty Mauzy

EditorJessica Engelman

Designforminform

PhotographyBob Lussier; King County, Washington; Dr. Sean Palfrey; Martha Stewart; US Houseof Representatives; US State Department

Ash Center

for Democratic Governance and Innovation

Harvard Kennedy School

79 John F. Kennedy Street

Cambridge, Massachusetts 02138

In Focus: Challenges to Democracy Year One

Challenges ExploredInequality versus DemocracyExpansion of Presidential PowerBecoming American: Immigration and CitizenshipPromise and Perils of Digital Technology

Events HostedDollarocracy: How the Money and Media Election Complex Is Destroying America Launch Event: Inequality vs. Democracy with WBUR and NPR's On Point Robert Schenkkan’s All the Way Performance and Discussion at American Repertory Theater Leading a Nation of Devils: How to Get Things Done in a Democracy Datafest with HKS Student Group Tech4Change Too Many Checks, No Balance: Partisan Brinkmanship or a Shrinking Presidency as the New Normal? All the King's Men (1949) with Harvard Film Archive The Heart of Robin Hood Performance and Discussion at American Repertory TheaterCities, Technology and Democracy Study Group: Participatory Budgeting with Archon FungThe Unknown Known: Film Screening and Discussion Featuring Director Errol Morris Cities, Technology and Democracy Study Group: The Responsive City with Susan Crawford Cities, Technology and Democracy Study Group: From Potholes to Policies with Quinton Mayne and Tom CosgroveIntegrating Immigrant Communities into Civic and Political Life: A Panel Discussion on the Lawrence ExperienceDigital Democracy: Is Digital Technology Transforming the US Political Landscape as Expected?Finding Common Ground Between the Left and Right: Solving Challenges to American DemocracyCities, Technology and Democracy Study Group: A Call to Action with Mayor Joseph Curtatone and Jorrit de Jong Harvard University’s ‘Tech4Democracy’ Movement with i-labCrossing Boundaries: How Local Innovations in Immigrant Integration are Expanding Our Notions of Democracy

Read more about this public dialogue series at www.challengestodemocracy.us.

Ash Center Communiqué Spring 2014

Documents

Transcript of Ash Center Communiqué Spring 2014