15603 Strategic Planning
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Subject handbook information prior to 2025 is available in the Archives.
Credit points: 6 cp
Subject level:
Postgraduate
Result type: Grade and marksRequisite(s): 15604 Local Government Principles and Practice OR 49460 Local Government Management Principles and Practice 1 OR 15608 Organising and Managing in Local Government OR 49277 Corporate Planning and Management
These requisites may not apply to students in certain courses.
There are course requisites for this subject. See access conditions.
Description
This subject is an elective in the Master of Local Government (C04257), Graduate Diploma in Local Government (C06033) and Graduate Certificate in Development Assessment (C11204).
Strategic planning focuses on the future, how to set appropriate goals and ways to achieve them. This subject explores strategic planning processes and analyses the factors that contribute to the sustainable functioning of organisations. The origins of strategic planning and the differences between public and private sector organisations, including the place of public value, are explored.
Nationally, local government has been increasingly embracing strategic planning processes. This subject takes a multidisciplinary approach that recognises the many different strands of strategic planning in modern local government. The context that strategic planning operates within, including the legislation framework, concepts and approaches, are analysed.
This subject provides students with skills to analyse and develop strategies that anticipate and respond to local issues in the local context. Students obtain an expanded understanding of strategic planning concepts and approaches and ways to synthesise their application to council plans. Strategic thinking is utilised to develop these skills. Students benefit from the opportunity to analyse their own strategic planning processes and evaluate approaches that strengthen strategic planning practice. Case studies of local, national and international approaches and how these may inform local responses are considered.
Subject learning objectives (SLOs)
On successful completion of this subject, students should be able to:
| 1. | Evaluate strategic planning concepts and approaches and their application to local government. |
|---|---|
| 2. | Explain the concept of public value and its relevance to local government. |
| 3. | Evaluate tools for effective strategic planning such as visioning, strategic thinking, systems thinking and analyse the ways these tools might benefit strategic planning in their professional practice. |
| 4. | Analyse the factors that shape strategic planning and organisational frameworks including social, cultural, economic and political drivers of change. |
| 5. | Demonstrate strategic thinking about the future of cities and regions. |
| 6. | Evaluate ways to advocate and partner with a range of stakeholders to achieve strategic outcomes. |
| 7. | Develop creative solutions to complex problems based on research and evaluation. |
| 8. | Apply concepts and approaches to local strategic planning processes and outcomes and identify opportunities for strengthening processes and outcomes. |
Course intended learning outcomes (CILOs)
This subject also contributes to the following Course Intended Learning Outcomes:
- Address issues in local government and intergovernmental organisations with an attitude that is open, ethical and empathetic (A.1)
- Synthesise and deliver well-informed, engaging and effective presentations in written, oral and digital formats for diverse audience types (C.2)
- Apply and lead creative, evidence-based approaches to complex, real-world issues in local government and related organisations (I.2)
- Apply an advanced understanding of theories and debates in local government and intergovernmental relations, including Indigenous perspectives, and articulate this understanding across a range of organisational types (P.3)
- Identify, interpret and evaluate different evidence required in organisational change and decision-making (R.2)
Teaching and learning strategies
This subject is run in block mode comprising intensive workshops on campus run over two blocks, (3+2), five days in total. Face-to-face classes incorporate a range of teaching and learning strategies including:
- self-directed study beginning at least three week before the first scheduled block of teaching in which student makes use of Canvas system and the UTS library to access readings, supported by a comprehensive Guide to Readings. The Guide to Readings supports students preparation for discussion and interaction in the workshops
- lectures and group discussion
- Interactive presentations from guest practitioners
- case-studies and scenarios
- student presentation and facilitated workshop
- individual and small group assessment with feedback.
Students are required to undertake preliminary reading and research in preparation for attendance at face-to-face Blocks. Students will be required to contribute to discussions, participate in group work, explore scenarios and facilitate a workshop analysing their council’s approach to strategic planning.
Content (topics)
Day 1: Positioning Strategic Planning
The origins of strategic planning, concepts and approaches will be explored, particularly as applicable to public sectors. Varying opinions about strategic planning frameworks and terminology are shared to understand different types of sense-making about strategic processes. The evolution of strategic planning from the private sector to the public sector to public value and notions of governance is introduced. The application of strategic planning approaches used in NSW local government and from state government examples are discussed and critiqued as case studies.
Day 2: Adopting a Strategic Planning Approach
Common strategic planning approaches are evaluated and critiqued, with a strong emphasis on the role and value of wider strategic management models. Students will assess their own strategic thinking and practice capability according to sector competency frameworks and leadership development. The relationships between strategic planning, strategic thinking and strategic management are considered, along with tools that support strategic processes and their application for organisations, workplace and roles.
Day 3: Strategic Planning Context
Strategic planning processes and public good outcomes are influenced by the context within which organisations operate. Horizon scanning and the external environment is explored in this module including identifying political, environmental, economic, social and cultural factors that impact on strategic planning. Internal factors such as organisational culture and structure are also considered. Cross-boundary collaboration and ways for organisations to move towards strategic goals through working horizontally and vertically with key stakeholders is also a focus.
Day 4: Strategic Management Implementation
Student presentations and a case study workshop will lead the discussion and provide examples of strategic planning implementation in practice. Adopting an evaluative approach to strategic planning will be discussed along with practitioner examples of evaluative models that build in measurable outcomes when implementing plans. The use of indicators as a tool for working with community members and other stakeholders to achieve agreed outcomes and measure progress to achieving strategic goals will be analysed.
Day 5: Strategic Management Reporting and Review
Reviewing and reporting on strategic planning outcomes will be covered on Day 5. Tips and techniques for undertaking and reviewing strategic plans are provided by expert practitioners, along with ideas for reporting and communicating strategy to stakeholders. Students will apply the findings from previous sessions to their own context and begin an action plan for strategic planning that will form the basis of their final report.
Assessment
Assessment task 1: Individual Presentation - Strategic Planning Analysis
| Objective(s): | This task addresses the following subject learning objectives: 1, 2, 5 and 8 This task also addresses the following course intended learning outcomes that are linked with a code to indicate one of the five CAPRI graduate attribute categories (e.g. C.1, A.3, P.4, etc.): A.1, C.2 and I.2 |
|---|---|
| Type: | Presentation |
| Groupwork: | Individual |
| Weight: | 40% |
| Criteria: | Assessment criteria– CILO A.1 - weighting 20%
Assessment Criteria – CILO C.2 – weighting 50%
Assessment criteria– CILO I.2 - weighting 30%
Total 100% (contributing 40% of the overall mark for the subject) |
Assessment task 2: Report - Strategic Isssues Report
| Objective(s): | This task addresses the following subject learning objectives: 3, 4, 6 and 7 This task also addresses the following course intended learning outcomes that are linked with a code to indicate one of the five CAPRI graduate attribute categories (e.g. C.1, A.3, P.4, etc.): I.2, P.3 and R.2 |
|---|---|
| Type: | Report |
| Groupwork: | Individual |
| Weight: | 60% |
| Length: | 3,000 words |
| Criteria: | Assessment criteria– CILO P.3 - weighting 40%
Assessment Criteria – CILO R.2 weighting 30%
Assessment Criteria – CILO I.2 weighting 30%
TOTAL 100% (contributing 60% of the overall mark for the subject) |
Minimum requirements
Students must meet attendance requirements and overall must obtain at least 50% of the total marks
Recommended texts
Bryson, J. 2011, Strategic planning for public and non-profit organizations: A guide to strengthening and sustaining organizational achievement, Jossey-Bass, San Francisco.
Grundy, T. 2012, Demystifying Strategy; how to become a Strategic Thinker. Kogan Page, London.
Poister, T.H., Pitts, D.W. & Edwards, L.H. 2010, ‘Strategic management research in the public sector: A review, synthesis, and future directions’, The American Review of Public Administration, vol.40, no. 5, pp. 522-545.
Mintzberg, H. & Waters, J. A. 1985, ‘Of strategies, deliberate and emergent’, Strategic Management Journal, vol. 6, no. 3,: pp.257-272.
Tan, S. F. & Artist, S. 2013, Strategic Planning in Australian Local Government: A comparative analysis of frameworks, Australian Centre of Excellence for Local Government, University of Technology Sydney, Sydney.