PPPM 101 Public Sector Management

PPPM 101 Public Sector Management 2015-16 Term 1 School of Social Sciences Singapore Management University Assistant Professor Yooil Bae Email: [email protected] Website: http://sites.google.com/site/yooilbae Course Objectives: This course is designed to explore significant developments and themes in the field of public policy and public management. This course serves the needs of those who wish to learn how public, private, and non-profit sectors as well as general citizens work together in producing ‘public goods.’ Traditional public administration and management literature has mainly focused on the role of government agencies in public affairs, but with increasing external pressure and changing environment, co-production of public good is an unavoidable trend. We explore the proposition that more opened and collective engagement can make governance more legitimate, fair, and effective by examining many innovations in governance that range from neighborhood to national scale, in the United States, Latin America, Europe, and East Asia. These ‘real world’ cases range across many issues. This course in public sector management is built on lectures and students’ contribution through discussion, case works and other course activities. The objective of the course is for students to gain an overview of both issues and practices related to public policy and public management while acquiring skills for working in small groups. The course focuses on the core issues surrounding the concepts, context, and the core functions of public management from both old and new perspectives. It provides a theoretical and empirical background along with the practical knowledge acquired through case analysis. Class Sessions, TA & Office Hour: The course is scheduled to meet for three hours each week (except week 8 (mid-term recess), revision week, and final week). Individual or group presentations, discussions, quizzes, and other activities will be forwarded by my overview lecture each week. Class session is at SOSS/SOE Seminar Room 2.2 on Monday 12.00 – 3.15 p.m. every week. Teaching assistant for this module is to be appointed. You can meet me from 12.00 – 3.00 p.m. on Monday or by appointment. Teaching Assistant: TBA Assessment and Evaluation Policy: To avoid possible misunderstandings, the course policies are stated here, even though some of policies are obvious. Students are expected to have read assigned materials and to have participated in the preparation of a written case analysis prior to class. Due dates for class assignments are listed but subject to change based on class progress through the material and student preferences. Grades are based on class participation, casework, other short written assignments, final paper and final exam. The requirements for students are: Class Participation (online and offline) 10% Mock Cabinet Meeting (Group) 30% Memo (Reflection paper) 10% Final Essay 20% Final Exam 30% Class Participation: This component is not simply checking your attendance. Your visibility and contribution to the class will be evaluated (e.g. raising important issues or asking critical questions, responding to instructor’s questions faithfully, discussing with classmates, etc.). For example, if you are looking at your laptop screen or phone throughout whole classes, you will get the lowest grade regardless of your attendance (e.g. showing this kind of behavior + all attendance = C- in class participation). Absence up to twice with MC is only acceptable. Please submit your MC to TA. Mock Cabinet Meeting (Group Project): Refer to the separate note on Mock Cabinet Meeting below. A detailed instruction on choosing topics, conducting a research, grouping, and presenting your work will be provided. This includes one page summary of a chosen topic (Should submit by Week 7, prior consultation with the instructor is mandatory). **TA will assign student into several groups. Complete by before Week 3. Policy Memo (Reflection paper): East student must submit a reflection paper on given weekly topics. You choose a week out of 11 weeks (2, 3, 4, 5, 6, 7, 9, 10, 11, 12, and 13 week) and write a 2 double-spaced paper (Maximum 500 words). Maximum student number per week cannot exceed 4. You’re required to sign up for weeks. TA will circulate the sign-up sheet. Read (a) readings critically, think about their core messages, and write up a response. You don’t necessarily agree with authors. This paper should be posted on the assigned course drop-box (e-learn) by 9.00 p.m. on every Sunday so that students can read your summary. Final Essay: Based on class materials and additional research, you are required to write a paper on public management or public policy issues (Maximum 3,000 words). When you choose essay topics, consultation is strongly recommended. Read newspapers and magazines as well as government-related webpages everyday. Paper outline is due by Monday of Week 8 (5% of your grade). Required Readings: No textbook is required for this course but additional readings will be made available in the form of e-journals, URL links, and e-book chapters (PDF and URL, e-learning web). Plagiarism and Code of Conduct: Plagiarism: Plagiarism in the SMU Code of Academic Integrity is defined as, “using the ideas, data, or language of another without specific or proper acknowledgement.” This includes the use of research conducted by others (including copying your own previous work) without attribution. If you use in your paper evidence or facts from someone else’s work, you must provide proper citations for this. I will review in class how to do this. Examples of proper citation can also be found in the course pack. If you have any doubts about this, please see me. While I will serve as a resource, it is ultimately your responsibility to cite your sources correctly. Academic Integrity: Please review the university guidelines, including ‘Code of Student Conduct’ (http://intranet.smu.edu.sg/dos/scd/pdf/Code of Student Conduct.pdf) and the ‘Code of Academic Integrity’ (http://intranet.smu.edu.sg/dos/scd/pdf/Code of Academic Integrity.pdf). Weekly Topics: PART I PUBLIC MANAGENT AND PULBIC POLICY August 18 Introduction (Week 1) Jorgensen, Torben B. and Barry Bozeman. 2007. “Public Values: An Inventory.” Administration and Society 39: 354-381 (skim this article). http://search.proquest.com.libproxy.smu.edu.sg/docview/196812357/fulltextPDF/185B3ABF98664075PQ/2?accountid=28662 Sandel, Michael J. 2012. “What Isn’t for Sale?” The Atlantic Magazine, April 2012, access at http://global.factiva.com.libproxy.smu.edu.sg/en/du/article.asp?NAPC=S&AccessionNo=ATLA000020120403e82r00004&xsid=S002sbkMDAn5DEs5DEnM9MrNTEmOTZyMHn0YqYvMq382rbRQUFBQUFBQUFBQUFBQUFBQUFBQUFBQUFBQUFBQUFBQUFBQQAA August 25 Principles and Values of Government Organizations (Week 2) Wilson, Graham. T. 1970. “Public and Private Management: Are They Fundamentally Alike in All Unimportant Respects?” Proceedings for the Public Management Research Conference, 19-20 November, Washington D.C.: Office of Personnel Mangement, pp.27-38, access at http://hum.ttu.ee/failid/oppematerjalid/AHintro/ALLISON.pdf Moore, Mark H. 1995. Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press, p.13-21, p.27-56. [Suggestions] Rothstein, Bo and Jan Teorell. 2008. “What is Quality of Government? A Theory of Impartial Government Institutions.” Governance 21 (2): 165-190. http://search.ebscohost.com.libproxy.smu.edu.sg/login.aspx?direct=true&db=a9h&AN=31641931&site=ehost-live&scope=site Longo, Francisco. 2008. “Quality of Governance: Impartiality Is Not Enough.” Governance 21 (2): 191-196. http://search.ebscohost.com.libproxy.smu.edu.sg/login.aspx?direct=true&db=a9h&AN=31641930&site=ehost-live&scope=site Sept 1 Public Management and Provision of Public Goods (Week 3) Hughes, Owen E. 2012. “The Role of Government.” In Public Management and Administration. New York: Palgrave, p.19-42. Wilson, James Q. 1998. “Chapter 7. Constraints.” In Bureaucracy: What Government Agencies Do and Why They Do It? New York: Free Press, p.113-136. CASE: Tennessee Valley Authority (TVA) vs. Hill Case, summary access at http://www.invispress.com/law/environmental/tennessee.html Sept 8 Public Sector Motivation & Managing Public Workers (Week 4) Perry, James L. 2000. “Bringing Society In: Toward a Theory of Public-Service Motivation.” Journal of Public Administration Research and Theory 2: 471-488. http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=3331166&site=eds-live&scope=site Chaston, Ian, 2011. Public Sector Management: Mission Impossible? London: Palgrave Macmillan, p.105-122. Musgrave Jr., Alvin William. 2014. “Management vs. Leadership in the Public Sector.” Public Manager, September 2014, Access at http://eds.b.ebscohost.com/eds/pdfviewer/pdfviewer?vid=4&sid=867e7346-0b1e-4a03-a917-d2cb1bf4669a%40sessionmgr198&hid=122 Part II Governance & Public-Private Partnerships Sept 15 An Era of Change: Governance and Governability (Week 5) Forrer, John J., James Edwin Kee, and Eric Boyer. 2014. “Managing Cross-Sector Collaboration.” Public Manager Winter 2014, 42-46, Access at http://eds.b.ebscohost.com/eds/pdfviewer/pdfviewer?vid=1&sid=867e7346-0b1e-4a03-a917-d2cb1bf4669a%40sessionmgr198&hid=122 Moore, Mark and Jean Hartley. 2008. “Innovations in Governance” Public Management Review 10 (1): 3-20, Access at http://search.ebscohost.com.libproxy.smu.edu.sg/login.aspx?direct=true&db=bth&AN=28444414&site=ehost-live&scope=site Civil Service College Website, “Principles of Governance: Preserving Our Fundamentals Preparing for the Future,” Access at https://www.cscollege.gov.sg/Knowledge/Ethos/Issue%203%20Nov%202004/Pages/03Context.pdf Sept 22 Private Sector and Co-Production of Public Goods (Week 6) Martin, Peter. 2009. “Time for a Debate on Private Sector’s Role in Delivering Public Services.” The Telegraph 7 June, 2009, Access at http://global.factiva.com.libproxy.smu.edu.sg/en/du/article.asp?NAPC=S&AccessionNo=DT00000020090608e5680000i&xsid=S002sbkMDAn5DEs5DEnM9MrNTEmOTZyMHn0YqYvMq382rbRQUFBQUFBQUFBQUFBQUFBQUFBQUFBQUFBQUFBQUFBQUFBQQAA Prager, Jonas. 1994. “Contracting out Government Services: Lessons from the Private Sector.” Public Administration Review 54 (2): 176-184, Access at http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9406301634&site=eds-live&scope=site CASE: United Nations Economic and Social Council. 2005. “Public-Private Partnerships for Service Delivery: Water and Sanitation.” Access at http://repository.uneca.org/bitstream/handle/10855/14326/Bib-55827.pdf?sequence=1 CASE: Heracleous, Loizos. 2001. “State Ownership, Privatization and Performance in Singapore: An Exploratory Study from a Strategic Management Perspective.” Asia Pacific Journal of Management 18: 69-81, Access at http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=edselc&AN=edselc.2-52.0-0040517796&site=eds-live&scope=site (Read SingTel story, p.75-77) Sept 29 Nonprofit Organizations and Government (Week 7) Pestoff, Victor. 2006. “Citizens and Co-Production of Welfare Services,” Public Management Review 8 (4): 503-519, Access at http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=24925153&site=eds-live&scope=site Lipsky, Michael and Steven Rathgeb Smith. 1989. “Nonprofit Organizations, Government, and the Welfare State.” Political Science Quarterly 104 (4): 625-648, Access at http://search.proquest.com.libproxy.smu.edu.sg/docview/208310343/3F5754A5EA3845F5PQ/5?accountid=28662 (Skim below websites) CASE: Aki Okabe, “It all Started from Kobe: How the Voluntary and Nonprofit Sector Emerges from the Kobe Earthquake,” Access at http://nonprofitjapan.home.igc.org/npo/kobe.html CASE: Transient Workers Count Too (TWC2), Access at http://twc2.org.sg (Take a look at its mission and activities). Oct 6 Mid-term Break Oct 13 Public-Private Partnerships and Accountability under Governance Networks (Week 9) Hodge, Graeme A. and Ken Coghill. 2007. “Accountability in the Privatized State.” Governance 20(4): 675-702. Access at http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=27785281&site=eds-live&scope=site Grimsey Darrin and Mervyn K. Lewis. 2004. “The Origins of Partnerships.” In Public Private Partnerships: The Worldwide Revolution in Infrastructure Provision and Project Finance. Cheltenham, UK: Edward Elgar, p.41-70. CASE: Ministry of Finance. 2012. Public Private Partnership Handbook, Access at http://app.mof.gov.sg/data/cmsresource/ppp/PPPHandbook2012.pdf (Skim p.4-10). October 20 Public Management in Developing Countries (Week 10) McCourt, Willy. 2008. Public Management in Developing Countries: from Downsizing to Governance. Public Performance Review 10(4): 467-479. http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=33826739&site=eds-live&scope=site Pessoa, Argentino. 2007. “Public-Private Partnership in Developing Countries: Are Infrastructures Responding to the New Strategy?” Journal of International Development 20: 311-325, Access at SMU Library Catalog. http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=31546386&site=eds-live&scope=site CASE: Singapore Cooperation Programme. Visit website, http://www.scp.gov.sg/content/scp/about_us/introduction.html PART III PROBLEMS AND ISSUES IN PUBLIC MANAGEMENT October 20 Using Business Strategies in Public Organizations: Customer Service, and Performance Management (Week 11) Fountain, Jane E. 2001. “Paradoxes of Public Sector Customer Service.” Governance 14 (1): 55-73, Access at http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4673598&site=eds-live&scope=site Thiel Sandra Van and Frans L. Leeuw. 2002. “The Performance Paradox in the Public Sector.” Public Performance and Management Review 25 (3): 267-281. http://search.ebscohost.com.libproxy.smu.edu.sg/login.aspx?direct=true&db=bth&AN=9801625&site=ehost-live&scope=site *Box, Richard C. 1999. “Running Government like a Business: Implication for Public Administration Theory and Practice.” The American Review of Public Administration 29: 19-45. http://arp.sagepub.com.libproxy.smu.edu.sg/content/29/1/19.full.pdf+html [Recommended] October 27 Participatory Budgeting and Finance (Week 12) Sousa Santos, Boaventura de. 1998. “Participatory Budgeting in Porto Alegre: Toward a Redistributive Democracy.” Politics and Society 26 (4): 461-510. http://pas.sagepub.com.libproxy.smu.edu.sg/content/26/4/461.full.pdf+html Poister, Theodore. 2010. The Future of Strategic Planning in the Public Sector: Linking Strategic Management and Performance. Public Administration Review 70: 246-254. http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=55595248&site=eds-live&scope=site King, Cheryl S., Kathryn M. Feltey and Bridget O’Neill Susel. 1998. “The Question of Participation: Toward Authentic Public Participation in Public Administration.” Public Administration Review 58 (4): 317-326, Access at http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=952309&site=eds-live&scope=site (Skim the whole article) CASE: Ahmad, Raza and Erin Thebault Weiser. 2006. Fostering Public Participation in Budget-Making. Read Chapter 3 (Indonesia, p.34-42) and Chapter 4 (Pakistan, p.43-55), Access at http://asiafoundation.org/resources/pdfs/fosteringpublicparticipation.pdf Nov 3 Co-Production of Public Infrastructure and Facilities (Week 13) Bovaird, Tony. 2007. “Beyond Engagement and Participation: User and Community Coproduction of Public Services.” Public Administration Review 67 (5): 846-860 (In order to download this article, search SMU Library Catalog: Use EBSCO Host Database). http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=26632490&site=eds-live&scope=site Morris, John C. 2007. “Government and Market Pathologies of Privatization: The Case of Prison Privatization.” Politics and Policy 35 (2): 318-341 (In order to download this article, search SMU Library Catalog: Use EBSCO Host Database). http://libproxy.smu.edu.sg/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=poh&AN=25074929&site=eds-live&scope=site CASE: Hong, Stephen. 2010. “Protestants Open South Korea’s First Private Jail.” Access at http://www.ucanews.com/story-archive/?post_name=/2010/12/03/protestants-open-south-koreas-first-private-jail&post_id=59708 Week 14 Revision Week (Final essay due) Week 15 Final Examination  Note on Mock Cabinet Meeting “The cabinet is responsible for all government policies and the day-to-day administration of the affairs of the state. It is collectively responsible to the Parliament, and comprised the Prime Minister, Deputy Prime Ministers, and the ministers….” (The Cabinet of Singapore Government website). Purpose: the purpose of this mock cabinet meeting is to inform the top government leader (Prime Minister) of policy problems or programs that ranks the highest priority for the coming fiscal year. But alternatively, you can design equivalent setting such as Ministry of National Development’s task force team, Ministry of Environment’s task force team on haze issue, or government-citizen panel on foreign worker issue. Basic setting (role): 5-6 students make a cabinet. A cabinet meeting for a specific government problem/program or policy-related issues. Related ministers (or officers) must participate in the meeting. The following is an example. Again, alternative setting – for example, having member’s of parliament, foreign embassy, or citizen representatives – is possible. Prime Minister: Moderator / Questioner Responsible Minister(s) + ministry officer: Open a case and present it to the Prime Minister and fellow cabinet members. Suppose to highlight the problem, urgency, expected budget, implication, or other effects. Related Minister(s): Raise issues and problems of the responsible minister’s plan. E.g. Budget issue. Related non-executive member (Parliament) or civilians (expert, interest group, etc.) Possible Topics: Freely choose relevant public policy/ management issues. For example, population management, women representation in government bodies, haze problem, COE market regulation, public worker’s wage review, influx of foreign worker problem, recruiting civil servants, housing problem, education, etc. Your group may choose a very specific topic and bring it up to the meeting. Presentation Schedule: All cabinet meeting will start from Week 10. But during the week 4 – 7 session, each cabinet group is required to debrief possible topics to students and get feedback (for 7~10 minutes). Grading Policy (Total 30% = Debriefing 5% + Main Presentation 25%) Indicators Points Comments Topic Topic Choice / 6 points Comprehensiveness / 6 points Contribution to Policy /4 points Presentation/ Discussion Formality / Rules /3 points Presentation Skills / 4 points Group works Group collaboration /2 points Total /25 points 9