Strategic Management of Public Service Organizations

Fall 2017 - as of 7/15/17

INSTRUCTOR:

Paula L. Gavin

Email:

Class: Tuesdays6:45pm – 8:25pm. GCASL 261

Office Hours: On Request (Email or call 646-265-2104)

Please see Instructor Bio, and Heart and Hammer Booklet, written by Paula Gavin.

Please see Strategic Planning Jumpstart from NYC Service

Please see Student Information Sheet, to be submitted to Professor Gavin at first class.

COURSE OVERVIEW:

The Public Service Sector of Non Profit and Public (Government) organizations faces challenges in fulfilling mission, designing a vision/strategic plan, motivating staff/volunteers/stakeholders, financing, defining measures of success and delivering results in the face of ongoing and continuing economic, social, funding and competitive challenges.

In order to deal effectively with these challenges, leaders and managers need to acquire knowledge and skills in strategic management and planning. These include skills such as the ability to identify/analyze issues, assess the internal and external environment, define and redefine organizational purpose, handle the complex trade-offs between demand for services and resource constraints, manage ongoing relationships and partnerships with internal as well as external groups, and guide the organization toward mission and vision. In other words, leaders and managers in non profit and government organizations need deep knowledge of how to think, decide, and act strategically.

Strategic Management of Public Service Organizations aims to prepare current and future managers of public service organizations for leadership roles by focusing on the knowledge, skills, values and perspectives needed to manage public service organizations strategically. This course is required for all students in the Public and Nonprofit Program's management specialization.

COURSE OBJECTIVES:

Students completing this course will have: (1) a deeper understanding of the leader and manager’s role as a strategist, planner, designer of structure, and decision maker; (2) the ability to identify and analyze critical short term and long term issues confronting an organization and make recommendations for strategic solutions; (3) the ability to tailor strategy to promote its implementation with all stakeholders; (4) skill and will to utilize strategic planning and management systems to produce results and (5) a good understanding of leading change in public service organizations.

This is a required course for the management specialization. This course examines theory and practice through a framework involving strategic thinking and strategic planning. Itcovers a number of important leadership and management topics, including the context of strategy, structure and design, and performance. Case studies of management practice in the public and nonprofit sectors are used throughout the course.

READINGS:

This is a reading intensive course. There are two required texts, which are available at the Bookstore or library reserve:

  • Kevin P. Kearns, Private Sector Strategies for Social Sector Success: The Guide to Strategy and Planning for Public and Nonprofit Organizations, Jossey-Bass, 2000.
  • Mark H. Moore, Creating Public Value: Strategic Management in Government. Harvard University Press, 1997.

This third book should be used for two chapters and more if you wish.

  • Sharon Oster, Strategic Management for Non Profit Organizations, Oxford Press,1995. Chapters: 1-2

CASES:

We also will read a series of cases. There will be four case assignments, two individual and two group assignments. Critical case questions will be presented in class.

  • Case 1- Appalachian Mountain Club, Electronic Hallway, 2000 (Due Class 3)
  • Case 2–Strategic Planning at the US General Accounting Office(Group Project- Due Class 6)
  • Case 3- Social Service Mergers: Hope Services and Skills Center, Stanford Graduate

School of Business, 2008 (Due Class 8)

  • Case 4- State of Texas Performance Measures. Portland, Oregon Pioneering External Accountability (Group Project- Due Class 11)

ASSIGNMENTS & GRADES:

Your grade in this course is based on three components. More details will be provided in class.

1. Individual Strategic Plan Project(35 %)- Your project will describe a non profit or government organization, its environment, and the dynamics of strategic management questions facing the organization. The project will also require developing recommendations on strategic priorities. There will be a Strategic Plan proposal to present rationale for the organization selected. Only the final “deliverables” – a strategic plan and a 15-20 page report, will be graded.

You will propose and be “hired” as a consultant by the leadership responsible for the organization or initiative. You must report back with a strategic assessment and set of priority actions for the organization.

Your final reports should generally follow this structure:

I.Background and Brief History of the Organization/Initiative

II.Brief Description of Current Issues and Challenges

III.Internal and External Assessment

a.Document the internal assessment of organization including program performance,program portfolio, financials, governance, and staffing.

b.Document external assessment, including economic, social, regulatory, and technology trends impacting organization.

IV.SWOT Analysis

  1. Based on the findings from your internal and external industry analysis, identify the organization’s most important strengths, weaknesses, opportunities and threats.
  2. Identification of strategic priorities and top issues.

V.Strategic Plan

  1. Propose mission, vision, goals, management systems, financial proforma, and measures of success
  2. Based on the strategic priorities identified through the SWOT, develop a set of recommended goals and strategies that addresses the organization’s weaknesses, builds on its strengths, and allows it to respond strategically to opportunities and threats in the external environment.
  3. Present financial pro forma of revenue (key sources) and expense to achieve goals for planning period (and actuals for 2-3 year history).

VI.Implementation Steps and Concerns

  1. Recommend a set of next steps to implement the strategies proposed. Identify potential roadblocks to implementation and outline a set of metrics to determine if your strategy solutions are working.

VII.Brief Description of Alternative Strategies

  1. Develop a brief “Plan B” in the event your proposed strategies are rejected by your client or fail when implemented.

VIII. Final Recommendations

(Note: Reference at least three key theories from class.)

Proposal on Strategic Plan organization selected and rationale to be presented at Class 4.

Final Projects – To be discussed during last class. Written report due at final class session.

2. Case Reports – 45%. Four case reports, approximately 5-6 pages in length, will be due at the start of selected classes. Two will be group projects. State the issue/ problem presented by the case (if multiple problems are presented, choose one), and briefly identify the context in which key decisions must be made. Describe the Strategic Planning/Management situation and propose actions. (Additional details /questions for each case will be provided in class.)

In each response try to incorporate how the readings informed your understanding of the case and what influence a reading may have had on your decision-making process. You needn’t attempt to address everything in the case. Most important is your analysis of the problem and the ability to develop viable possible solutions.

3.Class Participation – 20% - Because lively discussions are essential to this class, your active participation is critical. It is expected that you have read and thought about the readings, contribute questions and comments, and actively participate in case discussions. Discussion topics/assignments will be considered related to class participation, as well as individual/group presentations.

IMPORTANT, PLEASE READ/REVIEW THE FOLLOWING POLICIES:

  • NYU/Wagner Academic Integrity Policy:
  • NYU/Wagner Grading Policy:

PROFESSOR POLICIES:

  • Attendance is critical. You are allowed one excused absence over the course, with prior notice. More than 2 absences will impact participation grade.
  • Readings may not be directly discussed in class but provide necessary background.
  • Case reports and final Strategic Plan paper due on time. Case Reports may be submitted within one week of grade for reconsideration.

Strategic Management of Public Service Organizations

Leadership - Influencing others to gain support to achieve a goal.

Mission, Vision and Values

-Passion, Honesty, Intuition, Focus/Concentration

-(Market Knowledge, Needs and Solutions)

Commitment and Accountability to Results

-Motivation, Delegation, Creativity, Reflection/ Feedback

-(Revenue Mix, Portfolio Management, Outcomes, Organization)

Communications

-Clarity, Inspiration, Transparency, Advocacy

-(Stakeholders, Passion and Conviction)

Developing Self, Others, Partners and Relationships

-Caring, Confidence, Positivity, Humor

-(Entrepreneurial, Explorer, Determination)

Leaders are visionary and inspire commitment and plans to achieve positive results. Managers create actions, resource allocations, and projects/programs to deliver success.

STRATEGY- Goals, actions, activities , and/or policies to fulfill mission, mandate and solutions to an opportunity or challenge based on analysis and evaluation of options. An effective strategy achieves goal and long term success measured by public value in government and social impact in non profit organizations ( or profitability in for profit entities).

Strategic Management- Setting direction for initiatives and policies- defining unique positioning, tradeoffs, resource allocation and performance- in response to external needs, issues, marketplace changes, competition.

ANALYSIS :Assessment (conceptual and analytical), gap analysis of desired state vs. current, planning, objectives, policy-making, budgeting (resource allocation), implementing, tracking, measuring (administration and policy making), feedback mechanisms.

DECISIONS: Strategy formation (content) and implementation (process), planned and opportunistic, with structure that follows strategy.

ACTIONS: Strategic thinking seeks to define value, choices, and relationships to move forward and achieve a goal.

OPERATIONS:Operational management in response to internal issues and effectiveness is not strategy but required for success.

Strategic Planning - A process of defining mission, vision, values, theory of change/logic model(process of inputs,outputs,outcomes which create solves issues and new condition) assessment (internal and external), goals/strategies/policies, client/citizen satisfaction management systems, financial plans and measures of success.

Critical triangle for success is:

-Outward - Purpose, Goals, Value

-Upward - Politics, Stakeholder Support

-Downward - Operational Excellence

Strategic Planning in Public Service Organizations:

-Government seeks public value for society from resources (bundle of assets entrusted to stewards)to achieve public objectives.

-Non-Profits seek public good to achieve an impact on social issues.

Strategic Management Models

-MBO ( P. Drucker)

-SWOT (A. Chandler)

-MBWA (D. Packard and P. Hewitt)

-BHAG (Collins)

-Balanced Scorecard (R. Kaplan and D. Norton)

Strategic Management of Public Service Organizations

Grading Criteria for Papers– Fall 2017

Criteria / Points
1. Overall writingand professional presentation
The writing is fluid; sentences/paragraphs are well structured; proper grammar; shows command of graduate level vocabulary and understanding of concepts; instructions followed. / (30)
2. Strength of Position and Recommendations
Uses material from class to develop and support ideas; memo has a logical flow that presents and develops a clear, unified position/argument; argument is consistent (no contradictions or gaps) and based on critical thinking; reflect critical theories and policy considerations in public service; applies insights to a practical discussion of management and/or policy making. / (60)
3. References
- References are used and cited appropriately*; at least three readings are cited and used. / (10)

*You can use ANY reference system of your choice, as long as you are consistent.

Strategic Management of Public Service Organizations - Student Information

1. Your name:

2. Your specialization at Wagner (if not a Wagner student, specify your NYU program location). ______

3. Your year at Wagner (or at your NYU program) ______

4. Your status as a student (part time or full time) ______

Background:

5. Present work status:

Working?

Paid______(where)

Intern______(where)

6. Previous work /volunteer experience:

Describe any experience in government or non profit organization.

How many years have you worked as a paid employee? List organizations.

How many years have you been a volunteer? List organizations.

7. Briefly describe your expectations for the Strategic Management of Public Service Organizations Course.

8. Describe your leadership and management strengths and development areas.

Insert or attach photograph.

Strategic Management of Public Service Organizations

PADM CP 2110

Course Calendar- Fall 2017

INTRODUCTION

1. Introduction, Overview of the Public Sector and the Leadership Role 9/5/17.

PersonalInformation Due

2. What is Strategy? Strategic Plan Outline. 9/12/17. Mission Statements Due

DEVELOPING STRATEGY

3. Models of Strategy Formation: Strategy, Strategic Management, Strategic Planning –9/19/17.

Case 1 Due

4. Strategic Assessment of the Environment –9/26/17. Strategic Plan Proposal Due

(Guest Lecturer)

5. Strategic Assessment of the Organization –10/3/17.

6. Creating the Strategic Plan–10/10/17. Case 2 (Group) Due

7. Strategic Plan and Goal Setting, Developing Growth/ Retrenchment/Stability Strategies –10/17/17 (Mid Semester Evaluation)

8. Strategic Planning and Collaborative/Political Strategies – 10/17/17

9. Developing Strategic Plans in Government –10/31/17 Case 3 Due

(Guest Lecturer)

IMPLEMENTING STRATEGY

10. Implementing the Strategic Plan/Strategy/Performance Measurements- 11/7/17

11. Organizational Change; Strategic Planning and Role of Governance in Non Profits –11/14/17 - Case 4 (Group) Due

12. Engaging Staff, Volunteers/Stakeholders in Strategic Change Management –11/21/17

(GuestLecturer)

11/28/17 - NO CLASS

STRATEGY AND LEADERSHIP

13. Leadership and Stakeholder Management in the Public Service Sector –12/5/17

14. Leadership/Strategic Plan Reviews –12/12/17

CLASS TOPICS, READINGS, CASES AND ASSIGNMENTS:

Class 1 Introductions and the Leadership Role

Learning Objectives: To define nature and scope of course. To understand public service sector. To explore the course framework of Strategic Management.

Course Objectives and Expectations (One Page Personal Write-up)

Overview of the Public Service Sector

Leadership and Personal Experiences

Please try to read the Kearns and Moore Chapters assigned for Class 2.

Class 2 Strategy, Leadership and Management

Learning Objectives: To understand strategy, strategic leadership/management. To understand strategic planning for mission impact.

Readings:

  • Kearns, Chapter 1 (3-31)
  • Moore, Introduction and Chapter 1-2 (1-56)
  • Michael E. Porter, “What Is Strategy?” Harvard Business Review: Nov/Dec 1996: 61-78
  • V. Kasturi Rangan. Lofty Missions, Down-to-Earth Plans. Harvard Business Review: March 2004: 112-119#
  • Berwyn Jones, Strategic Planning in Government- The Key to Reinventing Ourselves, PM, Jan/Feb 1996.
  • John M. Bryson, A Strategic Planning Process for Public and Non Profit Organizations, February 1988.
  • Sharon Oster, Strategic Management for Non Profit Organizations, Chapter 1-2
  • Kim Jonker and William F. Meehan III, Curbing Mission Creep, Stanford Social Innovation Review, Winter 2008.

Assignment for Discussion: Mission Statements – Good, Bad… Bring 2-3 samples of public service government and non profit missions and your written analysis of their effectiveness.

Case #1 Assignment Review: Appalachian Mountain Club.

Class 3 Models of Strategy Formation

Learning Objectives: To develop a framework for external and internal assessment. To develop critical thinking in developing strategy. To understand Mission, Vision, and Theory of Change.

Readings:

  • Kearns, Chapter 2 (32-49)
  • Moore, Chapter 3 (57-102)
  • Anne Mackinnon with Natasha Amott and Craig McGarvey. Mapping Change: Using a Theory of Change to Guide Planning and Evaluation. Grant Craft: 2006.
  • Peter Smergut, Strategic Planning on a Budget, Nonprofit World: July/Aug 2005.
  • Community Tool Box – Logic Model or Theory of Change, Kansas University

Case #1 Assignment Due:Appalachian Mountain Club

Class 4 Assessing the Environment / External Assessment

Learning Objectives: To understand Strategic Planning process and role of external assessment. To explore how to assess environment.

Readings:

  • Kearns, Chapter 3 ( 50-107)
  • Ellen Arrick with Felicia Khan. Scanning the Landscape: Finding Out What's Going On In Your Field. Grant Craft: 2003
  • Bayode O. Babatunde and Adebola O. Adebisi, Strategic Environmental Scanning and OrganizationPerformance in a Competitive Business Environment, Economic Insights Trend and Challenges, Volume LXIV, No.1/2012
  • Gelatt Jones, Scanning for Megatrends, Contributions Magazine
  • Jones Morrison, Environmental Scanning Horizon Site

AssignmentResults – Case #1

Strategic Plan Proposal and Review

Class 5 Assessing the Organization / Internal Assessment

Learning Objectives: To understand Strategic Planning process and role of internal assessment. To explore how to assess organization. To understand Strategic Planning and portfolio analysis.

Readings:

  • Kearns, Chapter 4 (108-134)
  • TACS: Technical Assistance for Community Services. Nonprofit Organization Self-Assessment Tool.
  • Michael Allison and Jude Kaye (2005). Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook, 2nd Edition, 125-176
  • Portfolio Analysis: Separating Winners from Losers in the Association Work Place, The Forbes Group

Case #2 Assignment Review: Strategic Planning at the US General Accounting Office

Class 6 Creating the Strategic Plan Process in Government and Non-Profits

Learning Objectives: How to assess the Strategic Planning process and approaches.

Readings:

  • Kearns, Chapter 5 (135-161)
  • Carol Chetkonich and Peter Frumkin, Balancing Margin and Mission, November 2002.
  • One NYC – nyc.gov
  • Strategic Planning Jumpstart, NYC Service

Assignment Due: Case #2. Strategic Planning at the US General Accounting Office. This is a group assignment.

Class 7 Strategic Plan and Goal Setting. Developing Growth/Retrenchment/Stability Strategies

Learning Objectives: How to determine strategies forgrowth/retrenchment/stability. To evaluate sustainability as a strategy.

Readings:

  • Kearns, Chapters 6-7 (162-240)
  • Paul C. Light, The Spiral of Sustainable Excellence, Non Profit Quarterly, December 2004.
  • Peter York, The Sustainability Formula, TCC Group, 2009.

Assignment Results – Case #2.

Mid Semester Evaluation.

Class 8 Strategic Planning and Collaborative/Political Strategies

Learning Objectives: To learn how to understand and balance stakeholder interests. To develop strategies for collaborations.

Readings:

  • Kearns, Chapter 8 (241-270)
  • Moore, Chapter 4 (103-134)
  • Richard Cho. Working Together: A Close in Look at Interagency Collaboration, Research Center for Leadership and Action Briefing Paper, March 28, 2006.
  • David La Piana. Merging Wisely. Stanford Social Innovation Review, Spring 2010. p. 28-33
  • Richard A. Longoria. Is inter-organizational collaboration always a good thing? Journal of Sociology and Social Welfare. September 2005.
  • Joanne Scheff and Philip Kotler. How the Arts Can Prosper Through Strategic Collaborations. Harvard Business Review. Jan/Feb 1996. p. 52-62

Case #3 Review: Social Service Mergers: Hope Services and Skill Center