Masterclass Professional Certificate
in Strategic Policy Planning Bermuda
1st - 30th April 2020, London, UK
09:00 | Registration and Refreshments |
09:45 | Chairman's Welcome and Delegates' Introductions |
10:00 | The Policy "Narrative" What is policy? How does policy differ from strategy or procedure? The policy process – a typical policy life cycle Starting points, kinds of policy Recognising and tackling the issue – first order research, evidence, analysis |
11:15 | Morning coffee |
11:30 | Stages and Stakeholders What are the stages and what is needed at each stage? Discussion of the relevant parties involved and their potential to influence the primary stakeholders From Ministers to customers – who is involved when, best practice |
12:15 | Influencing the policy context How various stakeholders try to influence policy – how to engage with them in the policy process. What can go well and what can go wrong? |
13:00 | Lunch |
13:45 | Evidence Different types of evidence, how and where to source it, how to analyse and evaluate evidence |
15:00 | Afternoon Tea |
15:15 | Understanding, communication and consultation Workshop and Case Study |
16:30 | Close |
09:30 | Refreshments |
09:45 | Chairs introduction and recap |
10:00 | Option generation Innovation and creativity exercise |
11:00 | Morning coffee |
11:15 | Option appraisal
Setting criteria, weighting and scoring, techniques to select the optimum, force field analysis The ideal and the possible Case Study |
12:30 | Lunch |
13:15 | Evaluation, review and continuous improvement How will we know if we have been successful? What is the baseline? How will we know if the costs of delivery are greater than benefits of achievement? |
14:45 | Afternoon Tea |
15:00 | Delivery chains How are we going to deliver the policy? What partnerships will be required? |
16:00 | Close |
09:30 | Refreshments |
09:45 | Chair's introduction and recap |
10:00 | Principles of Strategic thinking
Purpose, values, behaviour standards leading to strategy choice Understanding of vision, mission, value and behaviour Their correlation in supporting strategy This will include an exercise specific to mission statements |
11:00 | Morning Coffee |
11:15 | The difficulties in the public sector in achieving strategy cohesiveness
Strategy conflict Understanding who owns strategy in the Public sector Difference between policy and strategy Cross departmental working Case study |
13:00 | Lunch |
13:45 | Internal communication 'winning hearts and minds' of large and varied staff
Potential impact of strategy Employee engagement Employee communication, what, who and how External strategy communication |
15:00 | Afternoon Tea |
15:15 | External communication
Why is this different? Stakeholder analysis Stakeholder management |
16:15 | Close |
09:30 | Refreshments |
09:45 | Chair's introduction and recap |
10:00 | Building competencies
What is the current internal competency? Identifying competencies How we build competency Current behaviours that conflict with strategy How you manage change Understanding SMART behavioural objectives |
11:00 | Morning Coffee |
11:15 | Goals based versus issues based strategic planning |
11:45 | Strategic planning – analysis
Introduction to, and application of, analysis tools including: SWOT PESTLE Mind mapping Fishbone analysis McKinsey 7 S model |
13:15 | Lunch |
14:00 | Strategic planning – idea generation
Introduction to, and application of, idea generation tools including: Brainstorming Six thinking hats Force Field Analysis Scenario planning |
15:15 | Afternoon Tea |
15:30 | Strategic planning – idea generation (cnt'd) |
16:30 | Close |
09:30 | Refreshments |
09:45 | Chair's Introduction and Recap |
10:00 | Making Strategic Choices |
11:00 | Morning coffee |
11:15 | Chartered Management Institute Qualification
Structuring a written piece of work for assessment – Generic Overview and Principles Structuring these two specific pieces of work to demonstrate all the assessment criteria Blending strategic policy content into these structures |
12:30 | Lunch and Close |