30 Jun - 4 Jul 2025
Kuala Lumpur (Malaysia)
Hotel : Royale Chulan Kuala Lumpur
Cost : 5250 € Euro
Productivity isn’t everything, but in the long run, it is almost everything
Government productivity is often overlooked in the national productivity debate. Productivity discussions and analyses have traditionally focused on market sectors, where goods and services are traded and are therefore more easily valued in monetary terms.
Output in government services is more difficult to define and value.
Describe the overall public sector structure and the need for competitiveness to achieve national prosperity and growth
Translate stakeholder ambition and needs into a strategic plan to achieve an entity’s mandate
Employ the public policy development process effectively to achieve the strategic plan
Design and manage strategic initiatives and cross-entity collaboration mechanisms to effectively execute strategies
Utilize a practical performance management system to develop and sustain a performance culture
All managers and professionals who are involved in influencing, formulating or supporting the planning and strategy of their government or semi-government entity, department or corporation. The course is also beneficial to those who are responsible for linking, measuring and improving the performance of the organization, including sector and department managers, strategy or performance management professionals, balanced scorecard managers, and research analysts.
Policymaking
Leadership skills
Critical thinking
Public sector competitiveness skills
Strategic thinking and planning
Service innovation
Performance management
Partnerships development
Day (1)
Ambition and role of the public sector
Benefits of strategic management in the public sector
Illustrating types of institutions in the public sector
Strategy management framework in the public sector
Public sector strategy definitions
Cascading the national vision to entity level
Examples of national visions of nations
Defining strategic themes linked to citizens’ needs
Role of government in achieving themes
Determining underlying national outcomes and KPIs
Using international indices in target setting
Measuring a nation's ability in building a competitive environment
Becoming competitive as a nation: Porter’s model
Day (2)
Strategic planning in the public sector
Building a strategy map tailored to the public sector
Answering the 3 questions of the strategic planning process
Using SWOT analysis
Determining stakeholders and customers: building a stakeholder map
Cascading national outcomes and KPIs into sectors
Developing vision and mission statements
Developing strategic objectives and KPIs using the balanced scorecard model
Day (3)
Public policy development
Understanding public policy and its uses
Linking public policy to strategic planning
Phases of public policy development
Determining root causes of a policy problem
Defining types of policies
Developing policy options
Criteria to consider when assessing policy options
Day (4)
Managing strategic initiatives and partnerships
Building initiative charters
Assessing the impact of initiatives
Understanding partners’ roles and cause and effect relationships
Determining accountabilities
Designing delivery agreements between different stakeholders
Ensuring cross-entity collaboration
Day (5)
Designing the Performance Management System (PMS)
PMS purpose and guiding principles
Selecting, validating and documenting KPIs and targets
Collecting, measuring and documenting results
Analyzing performance and root causes
Reporting performance
Conducting operational and strategy review meetings collaboratively
Utilizing performance improvement plans