Public Sector Strategy Management Training Course

Participants can diagnose the internal and external conditions shaping a public sector strategy.

• Mandate analysis using legislation, policy directives and institutional responsibilities
• PESTLE assessment of political, economic, social, technological, legal factors
• Stakeholder mapping by influence, interest, expectations and engagement approach
• Power-interest grids for ministers, citizens, partners, unions and oversight bodies
• Service-user segmentation using needs, access barriers and service experience
• Institutional mapping of agencies, delivery partners and coordination interfaces

Participants can frame priority public problems using evidence, causal analysis and public value criteria.

• Problem trees separating root causes, direct causes and observable effects
• Evidence statements distinguishing symptoms, assumptions, findings and policy claims
• Public value tests covering outcomes, fairness, trust and service quality
• Equity analysis identifying groups affected by unequal access or outcomes
• Prioritisation matrices scoring urgency, impact, feasibility and statutory importance
• Framing strategic choices around controllable contribution rather than attribution

Participants can define a strategic direction with coherent priorities, boundaries and choices.

• Vision, mission and strategic intent expressed in operational public-sector terms
• Strategic themes grouping related outcomes, reforms and service priorities
• Choosing priorities through impact, feasibility, affordability and political acceptability
• Trade-off statements clarifying what the organisation will stop or defer
• Scenario planning for fiscal shocks, policy shifts and emergency demands
• Strategic assumptions documented with evidence sources and review triggers

Participants can construct a results architecture linking interventions to intended public outcomes.

• Theory of change linking interventions, assumptions, outputs and outcomes
• Results chains distinguishing inputs, activities, outputs, outcomes and impacts
• Assumption testing for behavioural, institutional and external causal conditions
• Outcome statements written as measurable changes in people or systems
• Vertical logic checks between activities, outputs and intended outcomes
• Contribution analysis where multiple actors influence shared public results

Participants can create a Balanced Scorecard aligned to public value and organisational capability.

• Balanced Scorecard adapted for mission, citizens, processes and capabilities
• Strategic objectives written as directional statements of intended change
• Strategy maps showing cause-and-effect relationships among strategic objectives
• Citizen and stakeholder perspectives translated into measurable service commitments
• Internal process objectives linked to quality, timeliness and compliance
• Capability objectives covering workforce, data, technology and institutional learning

Participants can specify useful performance indicators and defensible targets for strategic objectives.

• Indicator selection using relevance, validity, reliability, timeliness and cost
• SMART indicator definitions with numerator, denominator, unit and frequency
• Baselines established from administrative data, surveys and operational records
• Targets set using trend data, benchmarks, capacity and resource assumptions
• Leading and lagging indicators matched to strategic objectives
• Disaggregation by geography, gender, income, disability or service-user group

Participants can establish data responsibilities and reporting arrangements for strategy management.

• Data dictionaries defining indicator purpose, source, calculation and ownership
• Data quality checks for completeness, accuracy, timeliness and consistency
• Reporting calendars aligned with executive meetings, budget cycles and oversight
• Performance dashboards designed for decisions rather than information volume
• RAG status rules supported by thresholds, trends and narrative evidence
• Escalation protocols for missing data, material variance and adverse trends

Participants can select and structure initiatives that deliver strategic objectives.

• Initiative charters defining purpose, scope, sponsor, benefits and milestones
• Portfolio scoring using strategic fit, benefits, risk, cost and readiness
• Dependency mapping across policy, funding, procurement, technology and workforce
• Sequencing initiatives through critical paths, enabling actions and decision gates
• Benefits realisation plans linking initiative outputs to strategic outcomes
• Stopping rules for underperforming initiatives and obsolete delivery commitments

Participants can align financial and non-financial resources with strategic priorities.

• Strategy-based budgeting connecting allocations to objectives, initiatives and expected results
• Cost drivers identified for workforce, facilities, technology and contracted services
• Medium-term expenditure assumptions tested against fiscal ceilings and commitments
• Resource reallocation options for low-value, duplicated or unfunded activities
• Business cases comparing options, costs, benefits, risks and implementation capacity
• Procurement planning aligned with strategic milestones and supplier lead times

Participants can establish governance structures that support timely strategic execution.

• RACI matrices assigning responsible, accountable, consulted and informed roles
• Strategy governance boards with terms of reference and decision authority
• Executive sponsorship roles in resolving cross-unit delivery barriers
• Delivery unit responsibilities for tracking milestones, risks and dependencies
• Interagency agreements defining shared outcomes, contributions and reporting arrangements
• Accountability conversations focused on commitments, evidence, decisions and follow-through

Participants can manage strategic risks and assurance requirements throughout implementation.

• Strategic risk registers covering policy, financial, operational and reputational risks
• Risk appetite statements defining acceptable exposure and escalation thresholds
• Likelihood-impact scoring calibrated with organisational risk criteria
• Risk treatments using avoidance, reduction, transfer, acceptance and contingency actions
• Assurance mapping across management controls, internal audit and external oversight
• Early-warning indicators linked to risk triggers and contingency decisions

Participants can plan stakeholder engagement and organisational change for strategy implementation.

• Change impact assessments identifying affected roles, processes, systems and behaviours
• ADKAR framework applied to public service reform and implementation readiness
• Stakeholder communication plans matched to audience concerns and decision needs
• Leader communication routines reinforcing priorities, accountability and delivery progress
• Resistance analysis distinguishing legitimate concerns, incentives and capability gaps
• Participation mechanisms incorporating frontline staff, citizens and delivery partners

Participants can run structured strategy reviews that produce evidence-based corrective action.

• Monthly performance reviews focused on variances, causes, decisions and actions
• Root-cause analysis using five whys, fishbone diagrams and process evidence
• After-action reviews documenting results, lessons, adaptations and accountable owners
• Corrective-action logs with deadlines, decision records and closure evidence
• Quarterly strategy refreshes testing assumptions, priorities and initiative portfolios
• Performance narratives combining quantitative results, context and management response

Participants can prepare strategy information for public reporting and external scrutiny.

• Public reporting structures linking commitments, spending, results and explanatory narratives
• Briefing notes presenting strategic decisions, evidence, options and recommendations
• Board and committee papers tailored to governance responsibilities and assurance needs
• Audit-ready evidence trails for indicators, decisions, risks and corrective actions
• Managing transparency obligations while protecting confidential personal or security information
• Responding to scrutiny from legislatures, auditors, media and civil society

Participants can build, review and present a complete strategy management package for a public sector organisation or programme.

• Mandate and stakeholder analysis summarised into a strategic problem statement
• Theory of change and strategy map connecting interventions to outcomes
• Balanced Scorecard with objectives, indicators, baselines, targets and data owners
• Prioritised initiative portfolio supported by dependencies, milestones and benefits
• Implementation roadmap specifying governance, resources, risks and review cadence
• Executive presentation defending strategic choices, measures and delivery arrangements