In 2022 the class dates are September 2, 9, 16.
Developing strategy in the public sector is enormously challenging. Policy problems are complex and multi-faceted, governments change leadership and direction, policy development is highly contestable, and the voices of stakeholders and citizens may push in different directions. In this context, policy makers need to be well informed, responsive, collaborative and innovative - as well as realistic about what is possible.
This course will introduce students to the art of developing and implementing public strategy, drawing on cutting-edge research and educational materials. The course begins with an overview of different perspectives on the nature of public strategy and the challenges it poses. The course then introduces central concepts and tools in the process of strategy development and discusses how these apply to real-world policy problems.
Learning Outcomes
Upon successful completion, students will have the knowledge and skills to:
- Demonstrate an understanding of different perspectives on the development of public strategy
- Identify different stages in the process of strategy development
- Discuss the relative merits of different approaches to strategy formulation
- Critique the strategy of a public sector organisation
Indicative Assessment
- Lecture activities (5) [LO 1,2,3]
- Quiz (30) [LO 1,2,3]
- Critical assessment paper (2000 words) (65) [LO 1,2,3,4]
The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.
Workload
There will be 15 contact hours and 40-50 hours of pre-reading and assessment work.
Inherent Requirements
Not applicable
Prescribed Texts
None
Preliminary Reading
Geoff Mulgan, The Art of Public Strategy: Mobilising power and knowledge for the common good (Oxford University Press, 2009).
Frances Berry, “Strategic Planning as a Tool for Managing Organizational Change,” International Journal of Public Administration 30:3 (2007): 331-346.
John Bryson, Strategic Planning for Public and Nonprofit Organizations, 5th ed. (Wiley, 2018).
Marilyn Helms and Judy Nixon, “Exploring SWOT Analysis: where are we now?” Journal of Strategy and Management 3:3 (2010): 215-251.
Fees
Tuition fees are for the academic year indicated at the top of the page.
Commonwealth Support (CSP) Students
If you 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). More information about your student contribution amount for each course at Fees.
- Student Contribution Band:
- 14
- Unit value:
- 3 units
If you are a domestic graduate coursework student with a Domestic Tuition Fee (DTF) place or international student you will be required to pay course tuition fees (see below). Course tuition fees are indexed annually. Further information for domestic and international students about tuition and other fees can be found at Fees.
Where there is a unit range displayed for this course, not all unit options below may be available.
| Units | EFTSL |
|---|---|
| 3.00 | 0.06250 |
Course fees
- Domestic fee paying students
| Year | Fee |
|---|---|
| 2022 | $2100 |
- International fee paying students
| Year | Fee |
|---|---|
| 2022 | $3000 |
Offerings, Dates and Class Summary Links
ANU utilises MyTimetable to enable students to view the timetable for their enrolled courses, browse, then self-allocate to small teaching activities / tutorials so they can better plan their time. Find out more on the Timetable webpage.
Class summaries, if available, can be accessed by clicking on the View link for the relevant class number.
