In this course you will be empowered with the core concepts of strategic public management as they have been touch at the United States Institute of Leadership and Diplomacy. The key concepts include the concept of public value, the strategic triangle, methods of political engagement that can build legitimacy and support for a public value proposition, the design of operational methods for deploying the collectively owned assets of the state to achieve desired results, and the creation and deployment of networks of capacity to deal with problems that cut across organizational and sector lines. The distinctive contribution of this course is to provide an integrative framework that can combine different pieces of management into a coherent whole designed especially for government managers who face turbulent, and problematic economic, social, and political conditions that will require them to innovate in large and small ways. 

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This program is an adaptation of the program developed by Harvard Kennedy School Professor Mark H. Moore,  a seminal figure in the field of public management. Through this program, Mark H. Moore has explored his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. The program explores some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. After completion of this program, you will be able to address and provide response to four questions that have long bedeviled public administration:

• What should citizens and their representatives expect and demand from public executives?

• What sources can public managers consult to learn what is valuable for them to produce?

• How should public managers cope with inconsistent and fickle political mandates?

• How can public managers find room to innovate?

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You will be able to answer each of the above stated questions . You will be empowered with tools that will make you understand the difficulties of managing public enterprises in modern society. You will be able to operate and recommend concrete changes in the practices of individual public managers. You will be empowered with the ability to:

• envision what is valuable to produce,

• engage political overseers, and

• design projects that deliver outstanding services and fulfill obligations to clients.

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Strategic Leadership in Government: Creating Public Value is a two-day program in Washington, DC. Click here to view a sample schedule.

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Led by Professor Mark Moore, the Strategic Leadership in Government curriculum focuses on four key areas:

• Understanding the practice of creating public value to satisfy individuals and achieve social outcomes, and measuring value creation in terms of material well-being, justice and fairness

• Using the strategic triangle to diagnose the political authorizing environment through which citizens express their aspirations and the task environment comprising the social conditions senior public managers are charged with improving

• Recognizing individual citizens as the rightful authorizers of government, essential partners of government in producing public value, and "clients" who come to government with wants to be satisfied, needs to be met, rights to be vindicated, and duties they expect to be performed

• Reimagining and redesigning individual encounters with government to help citizens see themselves as an integral part of a government "of, by, and for the people" and to encourage them to fulfill their multidimensional roles in the complex processes of democratic governance  

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To help you understand and apply the concepts of this program to your specific professional situation, ample time for questions and small group discussions will be provided. After you return home, there will also be opportunities to further these discussions online.

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Finally, you will be trained on how public managers can achieve their true goal of producing public value.

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Program Outline