- Code POGO8506
- Unit Value 6 units
- Offered by Crawford School of Public Policy
- ANU College ANU College of Asia and the Pacific
- Course subject Policy and Governance
- Academic career PGRD
- AsPr Andrew Kennedy
- Mode of delivery In-Person and Online
Winter Session 2020
See Future Offerings
In 2020 the in-class dates are Aug 10, 17, 24; Sep 21, 28; Oct 19
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.
Upon successful completion, students will have the knowledge and skills to:Upon successful completion, students will have the skills and knowledge to:
1. Demonstrate an understanding of the difference between “business as usual” and strategic policymaking;
2. Conduct strategic assessments of a particular organisation and the environment it faces;
3. Develop and analyse alternative courses of strategic action, based strategic assessments and the identification of critical strategic issues;
4. Recommend how particular courses of strategic action may be implemented to maximize impact.
Indicative AssessmentStrategic assessment memo 30% (Learning Outcomes 1, 2)
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.
Group presentation 30% (Learning Outcomes 1, 2, 3, 4)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.
Strategy Memo 40% (Learning Outcomes 1, 2, 3, 4)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.
In response to COVID-19, ANU has changed the mode of delivery for all classes in Semester 1 2020 to remote delivery.
Semester 1 Class Summary information (available under the Classes tab) on this publication is as up to date as possible. Changes to Class Summaries not captured by this publication will be available via Wattle and students should have been advised by the offering College. Find out more information on the University's response to COVID-19 here.
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Requisite and Incompatibility
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.
Tuition fees are for the academic year indicated at the top of the page.
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- Student Contribution Band:
- Unit value:
- 6 units
If you are an undergraduate student and have been offered a Commonwealth supported place, your fees are set by the Australian Government for each course. At ANU 1 EFTSL is 48 units (normally 8 x 6-unit courses). You can find your student contribution amount for each course at Fees. Where there is a unit range displayed for this course, not all unit options below may be available.
Offerings, Dates and Class Summary Links
Class summaries, if available, can be accessed by clicking on the View link for the relevant class number.
|Class number||Class start date||Last day to enrol||Census date||Class end date||Mode Of Delivery||Class Summary|
|6674||03 Aug 2020||10 Aug 2020||28 Aug 2020||19 Nov 2020||In Person||N/A|