Public Sector Strategic Planning and Execution Training Course

Duration 10 days 17 modules · 65 contact hours
Level Advanced Certificate on completion
Who attends Directors and deputy directors, Strategy and planning managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-SP-042

Before you join: Participants should have several years of management, policy, programme, performance, finance or planning experience in government, a public agency, state-owned entity or funded public service.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Public bodies must turn electoral commitments, statutory duties, fiscal limits and community expectations into choices that can be delivered. Many plans identify worthwhile ambitions but fail to define priorities, allocate accountable ownership, test affordability, manage dependencies or report progress credibly. Senior teams need a disciplined planning process that connects public value, policy intent, service performance, risk and resource decisions.

This advanced course examines the full public sector strategic planning cycle, from mandate analysis and environmental scanning through strategic choice, implementation design, performance management and review. Participants use established methods including PESTLE, stakeholder mapping, Theory of Change, logic models, Balanced Scorecard, risk appetite statements, benefits mapping and RACI accountability design. They learn to translate broad policy aims into measurable outcomes, funded initiatives, delivery milestones and decision-ready performance reports.

Teaching combines focused briefings with public sector cases, facilitated group analysis, planning simulations and structured application to participants' own organisations. Cases reflect ministries, municipal authorities, regulators, public health agencies, state-owned entities and development programmes. Throughout the course, participants build a strategic planning pack for a real or realistic mandate. They leave with a reviewed strategy-on-a-page, implementation roadmap, performance framework, governance model and risk register ready for adaptation at work.

The course is suited to experienced public managers and advisers responsible for strategy, policy delivery, transformation, planning, performance, finance, programmes or corporate services. It is particularly valuable where organisations must demonstrate value for money, align multiple agencies, meet ministerial commitments or recover delayed strategic initiatives.

What you will be able to do

  • Diagnose a public sector mandate using statutory, policy, fiscal and stakeholder evidence
  • Conduct PESTLE, stakeholder and service-system analysis to identify strategic issues
  • Formulate outcome-focused strategic choices using Theory of Change and logic models
  • Design a strategy-on-a-page with priorities, measures, owners and decision criteria
  • Build an implementation roadmap linking initiatives, milestones, dependencies and resources
  • Create a Balanced Scorecard performance framework with meaningful public value indicators
  • Establish strategy governance using RACI roles, escalation routes and review cadences
  • Present a complete public sector strategic planning pack for executive review

Benefits of attending

For you

  • Produce decision-ready strategies rather than descriptive planning documents
  • Lead senior discussions on priorities, trade-offs and delivery risks
  • Connect policy commitments to funded initiatives and accountable owners
  • Strengthen credibility when presenting performance evidence to executives
  • Apply a repeatable planning method to future mandates and restructures

For your organisation

  • Clearer prioritisation of statutory duties, policy commitments and discretionary investments
  • Better alignment between corporate strategy, budgets, programmes and operational plans
  • Earlier visibility of delivery dependencies, risks and capacity constraints
  • More useful performance reporting for executive boards, ministers and oversight bodies
  • Stronger accountability for outcomes, milestones, benefits and corrective action

Course modules

17 modules over 10 days

Participants can define the strategic remit, public value proposition and planning boundaries for a public body.

  • Statutory duties, ministerial priorities and delegated authorities mapped into planning constraints
  • Public value framework distinguishing outcomes, legitimacy, capacity and service quality
  • Mandate statements tested against current functions, funding conditions and legal obligations
  • Political, administrative and operational accountabilities separated within strategic decision-making
  • Strategy horizons aligned with electoral cycles, spending periods and statutory deadlines
  • Planning assumptions documented for fiscal rules, demand trends and policy change

Participants can assess external forces and translate evidence into material strategic implications.

  • PESTLE analysis focused on policy, fiscal, demographic and technological change
  • Horizon scanning signals assessed for probability, impact and planning relevance
  • Scenario axes constructed from critical uncertainties and plausible future conditions
  • Service demand trends segmented by geography, cohort, need and access barriers
  • Comparative benchmarking selected from peer authorities, regulators and international agencies
  • External evidence converted into opportunities, threats and strategic planning assumptions

Participants can map stakeholders and design proportionate engagement for strategic planning decisions.

  • Stakeholder power-interest mapping identifies influence, dependency and engagement priorities
  • Citizen journey mapping exposes service friction, exclusion and unmet needs
  • Partner ecosystem analysis identifies shared outcomes, roles and coordination failures
  • Indigenous, community and vulnerable-group interests reflected within consultation design
  • Engagement methods matched to inform, consult, involve, collaborate and delegate purposes
  • Consultation findings synthesised without confusing preference data with strategic evidence

Participants can diagnose organisational capability, operating constraints and service-system performance.

  • Capability assessment reviews workforce, digital, financial, asset and leadership capacity
  • Value stream mapping traces end-to-end service flow, handoffs and delay points
  • SWOT findings prioritised through evidence, significance and controllability criteria
  • Operating model components examined across governance, process, people and technology
  • Service performance baselines distinguish outputs, outcomes, quality and efficiency measures
  • Root cause analysis separates symptom statements from system-level delivery causes

Participants can frame strategic issues and select priorities using explicit public sector criteria.

  • Strategic issue statements link evidence, consequence, decision and time horizon
  • Problem trees distinguish causes, core problems, effects and affected groups
  • Priority criteria balance statutory necessity, public value, urgency and feasibility
  • Multi-criteria decision analysis scores competing initiatives against agreed weighted criteria
  • Trade-off discussions document choices between coverage, quality, cost and speed
  • Priority portfolios separate must-do commitments from improvement and innovation work

Participants can create an outcome-focused strategic direction grounded in public value and mandate.

  • Vision statements distinguish desired future conditions from internal organisational aspirations
  • Outcome statements specify beneficiary change, scale, timeframe and intended condition
  • Strategic themes group related priorities without duplicating programme structures
  • Policy intent translated into concise strategic objectives and outcome commitments
  • Outcome hierarchies connect population outcomes, service outcomes and organisational enablers
  • Strategic direction tested for mandate fit, coherence, ambition and affordability

Participants can construct causal pathways from interventions to intended public outcomes.

  • Theory of Change identifies causal pathways, assumptions, actors and contextual conditions
  • Logic models connect inputs, activities, outputs, outcomes and long-term impacts
  • Assumptions tested against evidence, implementation realities and stakeholder behaviour
  • Contribution analysis distinguishes plausible influence from unsupported claims of attribution
  • Intervention design addresses mechanisms, target groups, delivery channels and timing
  • Causal pathways visualised for executive challenge and evaluation planning

Participants can develop, assess and recommend strategic options under resource and policy constraints.

  • Option papers define scope, rationale, costs, benefits, risks and recommendations
  • Do-nothing, minimum-change and transformation options compared using common assumptions
  • Cost-effectiveness analysis considers outcomes achieved per unit of public expenditure
  • Distributional impacts assessed across places, groups, service users and providers
  • Sensitivity analysis tests recommendations against demand, cost and funding variation
  • Decision records capture authority, evidence, dissent, conditions and follow-up actions

Participants can translate strategic choices into a concise and internally consistent strategy-on-a-page.

  • Strategy-on-a-page links mandate, outcomes, priorities, measures and delivery commitments
  • Strategic maps show cause-and-effect relationships between enablers and public outcomes
  • Balanced Scorecard perspectives adapted for mission, citizens, operations and capability
  • Strategic objectives written with clear direction, scope, beneficiaries and intent
  • Initiative portfolios aligned to each objective without confusing activity and outcome
  • Narrative architecture ensures corporate plans, budgets and service plans use consistent language

Participants can align strategic priorities with budgets, capacity and funding constraints.

  • Resource envelopes establish realistic limits for strategic planning and investment
  • Activity-based costing estimates service costs, drivers and change implications
  • Workforce capacity plans identify critical roles, capability gaps and recruitment lead-times
  • Capital, operating and programme expenditure distinguished within investment cases
  • Zero-based review challenges inherited spending against current strategic priorities
  • Affordability assessments identify funding gaps, sequencing choices and disinvestment requirements

Participants can build implementation roadmaps that sequence work, dependencies and decision points.

  • Implementation roadmaps sequence initiatives, milestones, dependencies and decision gates
  • Critical path method identifies schedule drivers and consequential delivery delays
  • Work breakdown structures define deliverables, work packages and accountable leads
  • Phasing decisions balance quick wins, readiness requirements and long-term reform
  • Dependency maps expose reliance on legislation, procurement, data and partner action
  • Delivery plans integrate corporate milestones with programme and operational schedules

Participants can establish governance arrangements that support timely strategic decisions and oversight.

  • RACI matrices assign responsibility, accountability, consultation and information requirements
  • Governance charters define membership, remit, authority, quorum and meeting cadence
  • Decision rights distinguish board, executive, programme and operational authority
  • Escalation protocols specify thresholds, evidence requirements and response times
  • Assurance models separate first-line delivery, second-line oversight and independent review
  • Inter-agency governance agreements clarify shared outcomes, contributions and dispute resolution

Participants can identify strategic risks and design proportionate controls, contingencies and assurance.

  • Risk appetite statements define acceptable exposure across strategic risk categories
  • Strategic risk registers record causes, events, consequences, controls and owners
  • Bow-tie analysis maps preventive controls, recovery controls and escalation triggers
  • Risk scoring calibrates likelihood and impact using agreed organisational scales
  • Business continuity dependencies considered for critical services and strategic commitments
  • Assurance plans target high-risk assumptions, milestones, benefits and control effectiveness

Participants can design performance frameworks that support management action and public accountability.

  • Performance indicator dictionaries define formulas, sources, frequency and data owners
  • Leading and lagging indicators combined to monitor implementation and outcomes
  • Baselines, targets and tolerances set using evidence and realistic improvement rates
  • Balanced Scorecard measures linked to strategic objectives and executive accountabilities
  • Evaluation questions distinguish implementation, outcome, economic and equity effects
  • Performance dashboards present exceptions, trends, causes and required management decisions

Participants can communicate strategic intent, choices and delivery expectations to varied audiences.

  • Executive strategy narratives explain choices, trade-offs, evidence and expected outcomes
  • Ministerial briefings present recommendations, sensitivities, decisions and implementation implications
  • Staff communication plans connect strategic objectives with operational responsibilities
  • Message maps prepare consistent responses for media, partners and oversight bodies
  • Change impact assessments identify affected roles, processes, systems and stakeholder groups
  • Alignment workshops test whether business plans support corporate strategic priorities

Participants can run disciplined strategy reviews and adapt plans in response to evidence.

  • Strategy review cycles align performance evidence, risk updates and budget decisions
  • After-action reviews capture what happened, why, lessons and agreed changes
  • Quarterly business reviews focus attention on exceptions, choices and corrective actions
  • Adaptive management triggers define when assumptions, targets or interventions require revision
  • Benefits realisation reviews compare expected outcomes with observed service changes
  • Plan refresh protocols preserve strategic continuity while addressing material new evidence

Participants can build, review and present a complete public sector strategic planning pack for executive decision.

  • Mandate, evidence and stakeholder findings consolidated into a strategic diagnosis
  • Outcome framework and Theory of Change tested for causal coherence
  • Strategy-on-a-page refined with priorities, objectives, measures and accountable owners
  • Implementation roadmap integrates resources, dependencies, governance and risk controls
  • Executive dashboard and review cadence prepared for management oversight
  • Planning pack presented, challenged and revised against decision-maker criteria

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Public sector strategy-on-a-page template
  2. Strategic issue and priority assessment matrix
  3. Theory of Change and logic model template
  4. Implementation roadmap and dependency map
  5. Strategic risk register and assurance plan
  6. Balanced Scorecard performance dashboard template

Who should attend

  • Directors and deputy directors — accountable for converting mandates into deliverable priorities
  • Strategy and planning managers — responsible for coordinating organisational planning cycles
  • Policy managers and advisers — needing clearer routes from policy intent to delivery
  • Programme and transformation leaders — managing strategic initiatives, dependencies and benefits
  • Performance and corporate services managers — building reporting, governance and accountability arrangements
  • Finance and budget managers — connecting strategic choices with affordability and resource allocation

Skills and tools covered

Public value strategyStrategic issue analysisOutcome framework designImplementation planningPerformance managementStrategy governance

Tools and standards

PESTLE analysis, Theory of Change, Balanced Scorecard, RACI matrix

How the course runs

Training methodology

The course uses short instructor briefings, public sector case analysis, facilitated group work, planning simulations and individual application planning. Participants test each method against realistic issues such as fiscal pressure, cross-agency delivery, regulatory obligations and contested priorities. They progressively develop components of a strategy for their own organisation or a supplied case, receiving structured peer and instructor review. Time is reserved for executive-level communication, challenge sessions and revision of the final planning pack.

Requirements and prerequisites

Participants should have several years of management, policy, programme, performance, finance or planning experience in government, a public agency, state-owned entity or funded public service. They should understand their organisation's mandate, current priorities and basic budgeting or performance reporting arrangements. Experience of contributing to a business plan, corporate plan, programme plan or policy implementation plan is helpful. This is not an introductory management course. No prior qualification in strategic management, formal economics training, specialist software, statistical modelling expertise or project management certification is required.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should have practical experience in a public sector management, policy, programme, performance, finance or planning role. They do not need a strategic management qualification, but should understand their organisation's responsibilities and current planning arrangements.

Participants should bring a current corporate plan, service plan, policy commitment, programme plan or planning challenge where possible. Sensitive documents are not required; anonymised information or a supplied case can be used instead.

It is designed for experienced managers and advisers who shape strategy or are accountable for delivery. It suits central government departments, municipalities, regulators, public agencies, state-owned entities and publicly funded service providers.

This course focuses on setting organisational direction and connecting it to resources, governance, performance and implementation. Project management addresses delivery of defined projects, while policy development concentrates on policy design and advice.

Participants leave with reusable planning templates and a strategic planning pack developed during the course. These can support a corporate planning cycle, service redesign, budget submission, transformation programme or strategy refresh.

The first week develops diagnosis, priorities, outcomes, options and strategic architecture. The second week focuses on resourcing, implementation, governance, risk, performance, communication, review and the final capstone presentation; each training day runs 08:30 to 16:30 with about 6.5 contact hours.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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