Robust policy is critical for any government department to reach its desired goals. Strategic planning demands a clear role within the policy process to enable effective policy making and improve relationships with all stakeholders.
The course has been designed for all those working in policy environments, whether at the early stages of evaluating policy proposals and options or at later stages of delivery and evaluation.
Through practical case studies, workshops and discussions with leading practitioners in the field, the programme provides the essential skills for ensuring best practice in strategic thinking, planning and managing the policy process from beginning to end. Participants will improve their understanding of the policy narrative and be fully equipped to develop, deliver and assess a range of policy options concurrent with their organisation's needs. Participants will leave with the ability to communicate and influence the policy process, crucial for those working in governance and key stakeholders.
The Institute of Management and Leadership (ILM) has approved this training course. ILM combines years of research, knowledge and innovation to champion the leadership agenda for all and since 1947 they have carried out extensive research into the knowledge, skills, attitudes, behaviours and values of great leadership. Based on ILM’s core leadership values, this course meets the standard that enables learners who have completed to access the following benefits:
- Membership of ILM and will receipt of an ICPS/ ILM joint Certificate of achievement for the course
- Access to a raft of resources to help you with your continuing professional development, including an award-winning library of e-learning content
- A community of over 30,000 members worldwide enabling you to collaborate and grow your knowledge and skills
- Receipt of weekly news updates, podcasts and cutting-edge research and a monthly published journal and invitations to topical webinars
- Authorisation to use approved letters AMInstLM (Associate Member of The Institute of Leadership and Management) after your name for business correspondence
Working with stakeholders in policy development
Consultations, statutory obligations and best practice
Communicating policy options
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
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
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?
Different types of evidence, how and where to source it, how to analyse and evaluate evidence
Innovation and creativity exercise
Setting criteria, weighting and scoring, techniques to select the optimum, force field analysis
The ideal and the possible
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?
How are we going to deliver the policy?
What partnerships will be required?
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
Understanding who owns strategy in the Public sector
Difference between policy and strategy
Cross departmental working
Potential impact of strategy
Employee communication, what, who and how
External strategy communication
Why is this different?
What is the current internal competency?
How we build competency
Current behaviours that conflict with strategy
How you manage change
Understanding SMART behavioural objectives
Introduction to, and application of, analysis tools including:
McKinsey 7 S model
Introduction to, and application of, idea generation tools including:
Six thinking hats
Force Field Analysis
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