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TOOLKIT FORPUBLIC MANAGEMENT This assignment requires students take one of three case studies covered in the classes on 9 and 16 May: –Central agency reform in PNG –Melbourne’s 2.00 am lockout –Instigating and sustaining radical change in the Dutch intelligence service Students are required to •assess their chosen case on the basis of the management style used and the contribution (or lack of it) that the manager made to adding public value •apply Moore’s theories of “Creating Public Value”. Each of the three cases comes with a series of questions from me to help guide students in the application of Moore’s theories. These questions are set out in the Course Outline available on FLO. They will also be displayed in the slides for the class on 13 May which has been posted on FLO. Maximum length for an assignment done is 3,500 words. The following questions are provided to assist students with assessment 2 Central agency reform in Papua New Guinea • What are the issues? How would you frame them? • What are the mandates? Are they sufficient to get the job done? • How might they be developed further? What could Moore’s “alternative approach” do to help this further development? • Develop policy options and an implementation plan using the Kennedy School Strategic Triangle • Does the plan meet the three tests? • What is the public value added by your options? • Are the costs, particularly the use of political authority, acceptable for the value created? Melbourne 2 am lockout • What are the issues? How would you frame them? • What are the mandates? • Is there sufficient justification for intervening? • What process would you have used to develop and implement the policy options? • Using Moore’s “alternative approach”, how would you have developed the mandates further? • If you had to implement the preferred option of a 2 am lockout, what strategies and tactics would you have employed? • What is the public value you are looking to deliver? • What would you do to contain costs, particularly the costs of using political authority? Dutch intelligence service • What were the original mandates and what did they become as Doctors developed them? • Assess his development of the mandates. Did they address the problem? • Assess Docters’s style in terms of Moore’s distinction between the “traditional manager” and the “alternative approach” • What was his implementation plan? What were its successes and failures? • Using Moore’s theories of diagnosis and tactics, how might things have been done differently to overcome the problems he encountered and identify what tactics he might have used to get a better outcome. note: academic references only with Harvard style. All the references that you will use include it in the paper
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