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.
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