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Crawford School of Public Policy · ANU College of Asia and the Pacific
There is little doubt that we live in fast-moving and turbulent times: rapid economic change, unexpected political events, and social and technological transformations all make any stable parametric assumption for policymaking hazardous. What does this imply for government? Must we simply respond to events as they unfold around us? Or can we chart a more deliberate course in the midst of constant change? In this course, participants will practice the art of thinking and acting strategically to develop best practice public policy. At its best, strategy can help advance an organisation's agenda, manage complexity, and stimulate innovation. In other cases, strategy may have little impact or lead an organisation astray. Through class sessions that combine theoretical tools with practical case studies, participants will grapple with the challenges of looking forward, choosing courses of action, and implementing strategy, while remaining open to change.
Strategic assessment memo. Participants are asked to prepare memo conveying a strategic assessment for an organisation with which they are familiar. The memo should: outline the organisation’s mission; provide an assessment of the organisation’s strengths and weaknesses; and analyse the most relevant aspects of the changing environment faced by organisation.
Learning outcomes 1, 2
Group presentation. Drawing on the principles of ‘project-based learning’, participants will be placed in groups to address an actual strategic policy problem confronting society. This assessment item requires students to apply relevant concepts and practices covered in the separate teaching blocks in the course. As participants work through a strategic policy process from problem development to conclusions, the group project requires you to evaluate the best fit, and then to apply, from the repertoire of strategic policy analysis skills covered in the course.
Learning outcomes 1, 2, 3, 4
Strategy Memo. Participants are asked to provide a comprehensive strategy memo for an organization with which they are familiar, building on and drawing on feedback from the strategic assessment memo. This comprehensive memo should cover all of the points covered in the strategic assessment while also making recommendations regarding the strategic approach to be adopted and how that approach should be implemented.
Learning outcomes 1, 2, 3, 4
A standard workload for a 6 unit course is 130 hours including in-class time and independent study.
See Wattle. Preliminary Reading Braybrooke, D. and C. Lindblom (1963). A strategy of decision: Policy evaluation as a social process. Bryson, J. (1988). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. Kearns, K.P. (2000). Private Sector Strategies for Social Sector Success: The Guide to Strategy and Planning for Public and Nonprofit Organizations. Mintzberg, H. (2000) The rise and fall of strategic planning.