The Public Sector Leadership
Programme 2016

  • The Public sector leadership overview
  • History, models and trends in the public sector management
  • The public sector leadership requirements, differentiated from other sectors.
  • Specific management skills from different perspectives: management responsibility, serving the organization and keeping within the lines of public strategy.
  • Objectives of the public administration and how to effectively communicate them.
  • Different measurement tools to effectively assess the results of their service delivery to society and citizens.
  • The service delivery concept
  • Practical decision-making in public organizations
  • The best ways to improve the efficiency and effectiveness of an institution
  • Identify the true clients of the public sector and what are their needs
  • The key factors in analyzing, defining and implementing strategy in public management
  • Explore the new mission of public managers: leading change, varying operating patterns and establishing practices that contribute added value to the organization.
  • In most public sector organisations resources are limited, public revenues shrinking and social demand is increasing, so public funds must be managed more efficiently. At such times, evaluation is not only a necessity but also an opportunity to determine which programs are working well, analyze aspects of a program that can be improved and identify other programs that fail to meet the established objectives

    Public sector leaders will be able to:

  • Identify and deploy policy analysis strategies for their public sectors
  • Identify ways to achieve greater efficiency in the development of public policy
  • Determine the purpose of the evaluation and the strategy to apply.
  • Identify ways to achieve greater transparency in society
  • Assess the impact of a social program
  • Evaluate which policies should be promoted or eliminated
  • Design and implement a framework for evaluating a programme's impact.
  • Achieve greater efficiency in the allocation of scarce resources.
  • Use the evaluation results to effectively deploy different strategies.
  • Determine which programs are working well, analyse aspects of a program that can be improved and identify programs that fail to meet the established objectives.
  • Achieve greater transparency in society.
  • Develop and implement effective public consultation strategies
  • The focus nowadays is on how public executives can establish goals, revitalize bureaucracies, motivate people, create organizational capabilities, communicate ideas, measure results, and demonstrate that enhanced performance is a result of the effective fulfilment of their responsibilities. Driving Government Performance is designed to help public executives with a core set of leadership responsibilities.

    The focus is on:

  • Provide the tools for producing results, defining strategies and racheting up performance, motivating and leading public employees.
  • Developing the ability of articulating an organizational mission, establishing objectives, measuring results and rewarding performance.
  • Working through other agencies and private organizations and non-profits, revitalizing a bureaucracy and improving citizen support.
  • Learn to improve the decision-making framework for public administration agencies.
  • Choosing and producing results: How can public executives determine the results that they need to produce and develop effective strategies for delivering them?
  • Seizing and creating opportunities: how can public executive recognize or shape events and attitudes to foster the desire and capability to improve performance?
  • Measuring performance: How can public executives measure results and use such measures to learn how performance might be improved?
  • Establishing targets: How can public executives use specific performance targets to be achieved by specific dates to mobilize people and resources to produce meaningful results and ratchet up organizational performance?
  • Motivating individuals and energizing teams: How can public executives inspire people working in a variety of organizational arrangements, from bureaucracies to collaboratives, to pursue public purposes creatively?
  • Capitalizing on success: How can public executives use their initial successes in producing results to create an environment for accomplishing even more?
  • How can we effectively communicate with the public? What are the effective ways of developing, initiating and running campaign targeted at the public? What roles do leaders play in running such campaign?
  • Developing communication plans and strategies
  • Media Campaigns
  • Using social media
  • Developing communication and presentation skills
  • Revenue collection plays an important role in many public institutions. In order to sustainably deliver its mandated services, public institutions need to ensure that they optimize revenue streams and inflows. There is consensus that there is room for improving revenue collection to underpin this service delivery
    "Many institutions face the challenge of a weak revenue inflows and this affect the manner in which the city provide services to the community. Firstly there are some residents and institutions that do not pay up for services and secondly the sources of revenue generation are limited yet there is room for growth in the revenue base"
    The focus is on:
  • principles of best practice Revenue Enhancement for cities and metros;
  • identification of revenue collection bottlenecks;
  • design of a Revenue Enhancement Strategy and Plan of Action;
  • identification of Revenue Enhancement opportunities:
  • short term (quick hits) | medium term | long term
  • designing a stakeholder mobilization and engagement plan (internal business units and external customers);