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Course Description

The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Non-Profit Organisations

  • A ten-step strategic planning process
  • Tailoring the process to specific circumstances

Initiating and Agreeing on a Strategic Planning Process

  • Planning focus and desired immediate outcomes
  • Desired longer-term outcomes
  • Developing an initial agreement
  • Process design and action guidelines
  • Have realistic hopes for the process

Clarifying Organisational Mandates and Mission

  • Mandates
  • Mission
  • Stakeholder analyses
  • The mission statement
  • Process design and action guidelines

The Strategy Change Cycle: An Effective Strategic Planning Approach for Public and Non-Profit Organisations A ten-step strategic planning process Tailoring the process to specific circumstances Initiating and Agreeing on a Strategic Planning Process Planning focus and desired immediate...

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Course Content

Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges

  • Purpose
  • Desired immediate outcomes
  • Longer-term desired outcomes
  • External environment assessments
  • Internal environment assessment
  • The assessment process
  • SWOC/T analyses: an example
  • Process design and action guidelines

Identifying Strategic Issues facing the Organisation

  • Immediate and longer-term desired outcomes
  • Examples of strategies issues
  • Eight approaches to strategic issue identification
  • Process design and action guidelines

Formulating and Adopting Strategies and Plans to Manage the Issues

  • Purpose
  • Desired immediate and longer-term outcomes
  • Two approaches to strategy development
  • Strategic plans
  • Plan adoption
  • Process design and action guidelines

Establishing an Effective Organisational Vision for the Future

  • Desired immediate outcomes and longer-term benefits
  • An example
  • Process design and action guidelines

Implementing Strategies and Plans Successfully

  • Desired immediate and longer-terms outcomes
  • Programmes and projects
  • The special role of budgets
  • Process design and action guidelines

Reassessing and Revising Strategies and Plans

  • Purpose and desired outcomes
  • Building a strategic management system
  • Process design and action guidelines

Leadership Roles in making Strategic Planning work

  • Understanding the context
  • Sponsoring the process
  • Championing the process
  • Facilitating the process
  • Fostering collective leadership (and followership)
  • Using dialogue and deliberation to create a meaningful process
  • Making and implementing decisions in arenas
  • Enforcing norms, settling disputes and managing residual conflicts

Assessing the Environment to Identify Strengths and Weaknesses, Opportunities and Challenges Purpose Desired immediate outcomes Longer-term desired outcomes External environment assessments Internal environment assessment The assessment process SWOC/T analyses: an example Process...

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Additional Information

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

Learning outcomes

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.

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...

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