Course Schedule

The 10-day Management, Governance & Fiscal Sustainability for the Public Sector

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COURSE OVERVIEW

Management issues, governance and fiscal sustainability is a subject constantly grabbing attention. Good management and governance is about the quality of the processes that top teams go through to establish their own standards. Fiscal transparency too, especially in the public sector, is crucial. Increasingly this will be recognised by stakeholders, but this will also make greater demands on the participants ability to monitor processes and results. Clarity based on good management, governance and fiscal sustainability will be rewarded. Obfuscation, woolly knowledge and poor communication will carry a cost.

Stakeholders will reward clarity of good management, governance and fiscal sustainability. Obfuscation, lack of knowledge and poor communication will carry a cost. Those in the public sector must take direct and proactive responsibility for the development and communication of their standards of corporate governance. The Management, Governance & Fiscal Sustainability for the Public Sector training course explains those on the public sector how to take direct and proactive responsibility for the development and communication of their standards of corporate governances.

IMPORTANT FEATURES

The important features of the Management, Governance & Fiscal Sustainability for the Public Sector training course are:

  • Assessing the new global financial and economic landscape and its impact on public sector organizations
  • Evaluating what new policies and regulations need to be put in place to increase public sector accountability and transparency
  • Illustrating how to identify and mitigate corruption through the introduction of advanced accountability and auditing tools
  • Applying new revenue sourcing and cost recovery tools and techniques
  • Illustrating how to forecast operational budgets and asset purchases in uncertain environments
  • Creating your own Public Sector Management Action Plan

LEARNING OBJECTIVES

By attending the Management, Governance & Fiscal Sustainability for the Public Sector training course, delegates will be able to: 

  • Develop sound management, governance risk strategies within their organization
  • Possess the essential skills to identify and measure proper management, governance and financial risk
  • Effectively implement and control information to identify risks and take appropriate action
  • Identify and measure the financial risks facing your organization
  • Develop a management, governance and fiscal risk strategy
  • Implement techniques to reduce risk and waste
  • Improve decision-making and communication skills
  • Increase awareness and understanding of current international best practices in management, governance and fiscal sustainability
  • Ensuring transparency between their organization and their stakeholders

TARGET AUDIENCE

The Management, Governance & Fiscal Sustainability for the Public Sector training course is designed for public sector directors at, or approaching, board level. Participants include department heads or executives who have reached the top of their function and are transitioning to broader roles. Senior team members are also welcome. Typical participant job titles include:

  • Executive Director, COO, CIO
  • General Manager
  • Department Head
  • Legal Counsel
  • HR Director
  • Compliance Managers
  • Audit personnel

TRAINING METHODOLOGY

This practical and results-oriented course is based on adult learning concept using case studies. Emphasis is on practical skills. Plenary presentations, case studies, role-playing and group work with the use of templates and practical tools will be supplemented with knowledge transfer activities that each participant will develop and implement in their work. Number of participants will be restricted on the training to ensure quality time utilization for each participant

Pre & Post course assessments will be used to measure the effectiveness of this training.

COURSE CONTENTS

DAY 1 – Understanding Corporate Governance

  • KeyTopics:

    • What is Corporate Governance?
    • Why do we need Corporate Governance?
      • Globalisation & International Accounting Diversity
      • Agency Theory
      • Creative Accounting
      • Enron, WorldCom, Madoff, the Banking Crisis
    • How to manage using governance standards
      • The role of Auditors (Internal & External)
      • Board Members
      • Risk Management Committees
    • Implementing good management and governance (public sector models)
    • Emerging trends in public sector management and governance
    • Fiscal sustainability as an integral part of good management and governance
    • Lessons learned on Day 1

DAY 2 – Scoping a Management, Governance and Fiscal Sustainability ‘Committee’

  • KeyTopics:

        • Defining and classifying crisis and harmful events
        • Establishing a management, governance and fiscal sustainability committee and deciding their ‘Terms of Reference’ (goal, authority of the committee, objectives & outcome measures, in/out of scope, participant and their role/responsibilities, frequency of meetings and ways of working etc.)
        • What is meant by management, governance and fiscal sustainability contingency planning – rules of action to be taken?
        • How to integrate your continuity and contingency planning at organizational, departmental and operational levels?
        • How to create and document contingency plans, policies and procedures?
        • Lessons learned on Day 2

DAY 3 – Understanding Governance, Risk and Fiscal Compliance

  • KeyTopics:

        • Ethics, Integrity and organizational culture: taking your organization to the required standards of management
        • Understanding the complete regulatory environment
        • How to use governance to enhance performance
        • Managing regulatory fiscal risk
        • What is the role of the compliance function?
        • How to design and build world class management, governance and fiscal systems and controls
        • Protecting your department from the risk of financial crime
        • Lessons learns on Day 3

DAY 4 - Competencies, Characteristics and Qualities of Governance Best Practices

  • KeyTopics:

        • Recognize/take responsibility for the effective department leadership of corporate governance issues
        • Work cooperatively with others as opposed to working separately or competitively
        • Sharing information and ideas to promote good management and governance
        • Ability to persuade and convince others to take responsibility for governance in a transparent manner
        • Influence stakeholder actions through personal credibility, self-confidence and assertiveness
        • Applying judgement to select the best possible corporate governance solutions for your organisation.
        • Make decisions and communicate these to link governance to strategy simply for all to understand
        • Lessons learned on Day 4

DAY 5 – Meaning of Information, “Investor Relations” and Standards of Disclosure

  • KeyTopics:

        • Understand what providers of finance (the government/public) are looking for from you
        • Prioritize and evaluate strategic investment proposals
        • Prepare and present a valuation of a strategic proposal and presenting your findings with government
        • Recognize the options for ongoing funding requirements, including the benefits of leverage, debt and fiscal sustainability (for stakeholders)
        • Assess the level of risk in an investment project and debate if it is appropriate for your stakeholders
        • Comprehend the competing objectives of team members to identify and manage conflicts of interest
        • Improve team debate and instil effective corporate governance
        • Take clearly informed decisions on behalf of stakeholders
        • Lessons learned on Day 5

DAY 6 – Financial Risk Management

  • KeyTopics:

        • What is sustainable fiscal management?
        • Identifying the major financial risks
        • Measuring risk using qualitative and qualitative models
        • Developing a fiscal risk management strategy
        • Implementing the fiscal risk management strategy
        • An overview of the sustainable fiscal risk management and ‘hedging’ techniques
        • Lessons learned on Day 6

DAY 7 – Fiscal Sustainable Risk Management Governance in the Public Sector

  • KeyTopics:

        • Understanding of the principles of good governance.
        • Improve the effectiveness of all those responsible for good management, governance and fiscal responsibility
        • Understanding the responsibilities of everyone involved
        • Agreeing relations with stakeholders
        • Ongoing accountability and audit
        • Improving the systems, policies and procedures that support good governance
        • Lessons learned on Day 7

DAY 8 – Practice 1 - Case Study

  • KeyTopics:

        • Case example of best practice in management
        • Case example of best practice in governance
        • Case example of best practice in fiscal sustainability
        • Case example to apply the above in the workplace
        • Tips to embed good practices into the organization’s culture
        • Lessons learned on Day 8

DAY 9 - Practice 2 - Simulation Exercise

  • KeyTopics:

        • Exercise in applying best practice in management
        • Exercise in applying best practice in governance
        • Exercise in applying best practice in fiscal sustainability
        • Preparing a toolkit to apply the theory in the workplace
        • Lessons learned on Day 9

DAY 10 - Using Consultants, Working with Non-Executive Directors and Senior Executives

  • KeyTopics:

        • The five attitudes of communication/negotiation and their application
        • Influencing the behaviors of those who do not directly report to you
        • Using assertive strategies when communicating with others and avoiding conflict
        • Responding to criticism and working with challenging stakeholders
        • Handling complaints
        • Course summary and updating the return to work action plan

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