Advanced Public Sector Strategy

Description

Target audience

• Elected and appointed policymakers, managers, and planners in governments, public agencies, and non-profit organisations who are responsible for and who want to learn more about strategic planning and management.

• City council members, mayors, city managers, administrators, and planners

• Sheriffs, police chiefs, fire chiefs, and their staffs

• School board members, administrators, and staff

• County commissioners, administrators, and planners

• Governors, state cabinet secretaries, administrators, and planners

• Legislators

• Chief executive officers, chief administrative officers, chief financial officers, and chief information officers

• Executive directors, deputy directors, and unit directors

• Presidents and vice presidents

• Boards of directors of non-profit organisations

What you will learn

Upon completion of this course, you will be able to understand:

• The reasons public and non-profit organisations (collaborations and communities) should embrace strategic planning and management as ways of improving their performance.

• The elements of effective deliberation and deliberative practices.

• An effective strategic planning and management process for public and non-profit organisations that has been successfully used by many thousands of public and non-profit organisations around the world – the Strategy Change Cycle.

• How to apply the process including information on specific tools and techniques that might prove useful in various circumstances within organisations, across organisations, and in communities.

• The major roles that must be played by various individuals and groups for strategic planning to work and how the roles are played.

• The various ways in which strategic planning may be institutionalised so that strategic thinking, acting, and learning may be encouraged, embraced, and embedded across an entire organisation.

• Many examples of successful (and unsuccessful) strategic planning practice.