Strategic Management of Public Service Organizations
Spring 2014- Preliminary as of 1/6/14
INSTRUCTOR:
Paula L. Gavin
Email: paulagavin106@gmail.com
Class: Wednesdays 6:45pm – 8:25pm
Location: Global Center for Academic and Spiritual Life 238 Thompson Street
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 Student Information Sheet, to be submitted to Professor Gavin at first class.
COURSE OVERVIEW:
Public Service Sector of Non Profit and Public (Government) organizations face 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, managers need to acquire knowledge and skills
in strategic management and planning. These include conceptual and leadership skills such as the
ability to accurately read change in the 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 other groups, maintain the commitment and
productivity of employees (and volunteers), and guide the organization toward continuous
improvement of service production and delivery systems to meet client needs. In other words,
leaders, managers in non profit and government organizations need deep knowledge of how to
think, decide, and act strategically, both in organizational affairs and in matters affecting their
capacity for leadership.
Strategic Management aims to prepare current and future managers of public service
organizations for leadership roles by focusing on the knowledge, skills, values and attitudes
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 using diagnostic
reasoning; (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
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strategic planning and management systems to produce results and (5) a good understanding of
the role of leadership in achieving strategic change in public service organizations.
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- The Social Security Administration (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-Mayor Anthony Williams and Performance Management in Washington, DC
(Harvard Kennedy School, C16-02-1647.0) (Group Project- Due Class 11)
Cases can be purchased at www.ksgharvard.edu/ or www.hbsp.harvard.edu or free for RCLA
case.
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
proposed. Only the final “deliverables” – an in-class presentation and supporting 15-20 page
report, will be graded.
You will propose and be “hired” as a consultant by the executives responsible for the
organization or initiative. You must report back with a strategic assessment and set of priority
actions for the organization.
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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 performance history and issues facing the organization.
b. Analyze the most important external strategic trends in the industry within which the
organization operates, including economic and competitive characteristics of the
industry.
IV. SWOT Analysis
a. Based on the findings from your internal and external industry analysis, identify the
organization’s most important strengths, weaknesses, opportunities and threats. Focus
your analysis on the parts of the organization that you believe are most essential to its
success in the industry in which it is situated.
b. Identification of strategic priorities: Utilize all publicly available information and
gather additional information directly from the organization.
V. Strategy Development / Strategic Plan
a. Develop mission, vision, goals, management systems, financial proforma, and measures
of success
b. 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.
VI. Implementation Steps and Concerns
a. 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
a. Develop a brief “Plan B” in the event your proposed strategies are rejected by your
client or fail when implemented.
Proposal on Strategic Plan organization selected and rationale to be presented at Class 4.
Final Projects – To be presented during last two class sessions. Written report due at final class
session.
2.
Case Reports – 50%. Four case reports, approximately 4-5 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.
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3.
Class Participation – 15% - 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.
IMPORTANT, PLEASE READ/REVIEW THE FOLLOWING POLICIES:
 NYU/Wagner Academic Integrity Policy: http://wagner.nyu.edu/current/policies/
 NYU/Wagner Grading Policy: http://wagner.nyu.edu/current/policies/grading.php
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.
Memos and final paper due on time. Memos may be submitted within one week of grade
for reconsideration.
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Strategic Management of Public Service Organizations
Grading Criteria for Papers– Spring 2014
Criteria
Points
1. Overall writing
(25)
The
writing
is
fluid;
sentences/paragraphs
are
well
structured; proper grammar; shows
command
of
graduate
level
vocabulary and understanding of
concepts; polished, not drafty.
2. Professional presentation
(10)
Correct spelling/no typos; length
limits honored; timeliness and other
instructions followed.
3. Strength of Position Presented
(25)
(Analytical level)
Uses material from class to develop
and support ideas; demonstrates effort
to integrate materials; 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.
4. Positions and Recommendations
(30)
- Reflect critical theories and policy
considerations in non profit sectors
- Applies insights to a practical
discussion of management and/or
policy making.
5. References
(10)
- References are used and cited
appropriately*; at least three readings
are cited and used.
*You can use ANY reference system of your choice, as long as you are consistent.
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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:
Not working?
Working as an intern? Where and for how long?
Working as a paid employee? Where, for how long, doing what?
6. Previous work /volunteer experience:
Describe any experience in government or non profit organization:
How many years altogether have you worked as a paid employee?
Briefly describe a relevant, recent job that illustrates your work experience (place
and work assignment)
7. Briefly describe your motivation for taking Strategic Management of Public Service
Organizations:
8. Please state your expectations for the Strategic Management course.
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COURSE CALENDAR:
INTRODUCTION
1. Introduction, Overview of the Public Sector and the Leadership Role 1/29/14. Personal
Information Due.
2. What is Strategy? 2/5/14. Mission Statements Due
DEVELOPING STRATEGY
3.
4.
5.
6.
7.
8.
9.
Models of Strategy Formation - 2/12/14 - Case 1 Due
Strategic Assessment of the Environment - 2/19/14 - Strategic Plan Proposal Due
Strategic Assessment of the Organization - 2/26/14 - Guest Lecturer
Developing Growth Strategies - 3/5/14 - Case 2 (Group) Due
Developing Retrenchment/Stability Strategies - 3/12/14 - Guest Lecturer
Developing Collaborative/Political Strategies - 3/26 /14 - Case 3 Due
Developing the Strategy Plan/Strategy - 4/2/14
IMPLEMENTING STRATEGY
10. Implementing the Strategic Plan/Strategy- 4/9/14 - Guest Lecturer
11. Organizational Change Strategies and Implementation - 4/16/14 - Case 4 (Group) Due
12. Engaging Staff/Volunteers/Stakeholders in Strategic Change/Management - 4/23/14
STRATEGY AND LEADERSHIP
13. Strategic Plan Reviews - 4/30/14 - Guest Lecturer
14. Strategic Plan Reviews and Leadership - 5/7/14
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WEEKLY TOPICS, READINGS, CASES AND ASSIGNMENTS:
Class 1
Introductions and the Leadership Role
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
“What is Strategy?”
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
Assignment: Mission Statements – Good, Bad… Bring 2-3 samples of public service
government and non profit missions and your written analysis of their effectiveness.
Class 3
Models of Strategy Formation
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.
 RJ East, Comparison of Strategic Planning in Large Corporations and Government,
London, June 1972.
Assignment: Case #1 Appalachian Mountain Club
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Class 4
Assessing Your 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
 James Morrison, Environmental Scanning. In M. A. Whitely, J. D. Porter, and R. H.
Fenske (Eds.), A primer for new institutional researchers (pp. 86-99). 1992
 Gelatt Jones, Scanning for Megatrends, Contributions Magazine
Assignment: Strategic Plan Proposal
Class 5
Assessing Your Organization
Readings:
 Kearns, Chapter 4 (108-134)
 TACS: Technical Assistance for Community Services. Nonprofit Organization SelfAssessment 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
Guest Lecturer
Class 6
Developing Growth Strategies
Readings:
 Kearns, Chapter 5 (135-161)
 Carol Chetkonich and Peter Frumkin, Balancing Margin and Mission, November 2002.
Assignment: Case #2 The Social Security Administration. This will be a group assignment,
submitted by group.
Class 7
Developing Retrenchment/Stability Strategies
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.
Guest Lecturer
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Class 8
Developing Collaborative/Political Strategies
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
Assignment: Case #3 Social Service Mergers: Hope Services and Skill Center
Class 9
Developing the Strategy Plan/Strategy
Readings
 Moore, Chapter 5 (135-189)
 Ira Blatstein, Strategic Planning: Predicting or Shaping the Future, Johns Hopkins
 Elaine Berke, Roadmap to Strategic Planning, Non Profit Center for Excellence
 Nico Nieber, Strategic Planning Models: A Step Further, Delft University of technology,
The Netherlands. 2009.
 Theodore H. Poister and Gregory Strueb. Elements of Strategic Planning and
Management in Municipal Government: Status After Two Decades, Wiley ASPA, 2005
Class 10
Implementing the Strategic Plan/Strategy
Readings:
 Kearns , Chapter 9
 Moore, Chapter 6 (193-238)
 Marin, Jean Charles, “Impact of Strategic Planning and the Balanced Scorecard”,
University of Quebec, January 2012.
 Robert S. Kaplan and David Norton, “Using the Balanced Scorecard as a Strategic
Management System, Harvard Business Review, Jul/Aug 2007.
Guest Lecturer
Class 11
Organizational Change Strategies and Implementation
Readings:
 Kearns, Conclusion (271-316)
 Moore, Chapter 7 (239-292)
 Garvin, David and M Roverto (2005), “Change through Persuasion” Harvard Business
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Review, February, 104-112
Assignment: Case #4 Mayor Anthony Williams and Performance Management. This will be a
Group Assignment submitted by the group.
Class 12 Engaging Your Staff/Volunteers/Stakeholders in Strategic Change
Readings:
 Moore, Conclusion ( 293-309)
 Christopher A. Bartlett and Sumantra Ghoshal, “Building Competitive Advantage
through People,” Sloan Management Review, Winter 2002, 34-41
 Shalala, Donna. “Are Large Public Organizations Manageable?” Public Administration
Review, July/Aug 1998: 284-289
Class 13
Strategic Plans
Guest Lecturer
Students will present strategic plans and discuss feedback.
Class 14
Strategic Plans, Leadership, Course Reflections
Readings:
 Ancona, Deborah, Thomas Malone, Wanda Orlikowski, and Peter Senge (2007). “In
Praise of the Incomplete Leader” Harvard Business Review, February 2007.
Assignment: Strategic Plans Due
Students will present strategic plans and discuss feedback.
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