Strategic Planning and Project Management: Delivering Change and Meeting Objectives

Why Attend

How has the Covid-19 pandemic changed the way central banks work? How can central banks, as policy-makers, and as institutions, systematically incorporate and prioritise climate risk? How can a central bank integrate diversity questions into their strategic plans It is a shifting world that strategic planners find themselves in. These are the dynamics that will shape central banks and central banking over the next decade. Understanding implications, identifying synergies and taking a long-term view will be essential. Yet, in a world of constrained resources, strategic planning cannot please everyone. Prioritisation and sequencing have to be balanced with awareness and agility. This course is designed to equip central bankers to meet these challenges. Each day will feature three hours of expert-led Live Content to maximise the opportunity to share and learn. The chair will ensure participants have opportunities to network throughout the course, culminating in the Practical Implementation Workshop.

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Course Objectives


  • At the conclusion of the training, participants will be able to:
  • • Identify new responsibilities that come with climate risk
  • • Understand how to coordinate risk management and strategic planning
  • • Gain insight into new variables and dynamics shaping the work of strategic managers in 2022
  • • Incorporate lessons from the Covid-19 pandemic
  • • Takeaways for improving the strategic plan for the years ahead


Target Audience


Central Bankers only

New Demands Facing Central Banks

 

Course introduction

  • Introductions and welcome from the chairperson
  • Overview of the training course
  • Discussion of the delegate expectations

What challenges and risks do central banks face?

  • External pressures facing central banks from policy, operational, governance and financial perspectives
  • Steps to improve institutional management
  • Obstacles encountered and setting key objectives
  • Discussion: risks facing attendees’ home jurisdictions

 

Towards sustainability: strategic perspectives on greening central banking

  • Understanding the connection between central banking and climate-related risks
  • A framework for thinking about climate-related risks and their impact
  • Implications for policymaking, operations and governance
  • What this means for strategic planning: short, medium and long term

 

Operating in a multi-mandate environment: a governor’s perspective

  • Overview of central banks evolving mandate in 2022
  • Implication for external responsibilities and internal functioning
  • Impacts of the evolving mandates and what this means for the central bank
  • Discussion: experiences from participants’ home jurisdictions

Dealing with Disruption

 

Building organisational resilience: the role of strategic planning

  • Key features of organisational resilience as a strategic goal
  • Impact of factors such as corporate culture, risk appetite and risk tolerance
  • Examples of tools and frameworks for strategic monitoring and continuous assessment
  • Role of interdepartmental cooperation and coordination

 

Strategic planning: how to be agile in an evolving world

  • Overview of the ways in which the pandemic has changed the way central banks work
  • Developing a more agile strategic plan
  • Challenges and opportunities for central banks going forward
  • How to measure progress and make an impact

 

Strategic planning and risk management: the mutual enablers

  • Synergies and overlaps between the risk management and strategic planning function
  • Emerging opportunities and unavoidable trade-offs
  • Examples of methods and tools for systemic coordination and cooperation between the two functions
  • Tips for engagement in the planning process: options and choices to address key areas of risk

 


Enabling New Tools and Key Policy Functions

 

Making the most of big data and advanced analytics

  • State of the art of big data and advanced analytics
  • Examples of applications in central banking and supervision
  • Overview of opportunities for strategic planning and management
  • Implications for resourcing and institutional organisation

 

Designing the strategic plan: key building blocks, focus areas and performance indicators

  • The evolution of strategy planning and management as an internal function
  • Key features of the building blocks of strategy design
  • Examples of innovative approaches to strategic planning and management
  • Indicators and matrixes for continuous assessment of strategic objectives

 

Interdepartmental coordination: communication in focus

  • Key features of effective internal communication
  • Trends and dynamics of internal department coordination
  • The roles and responsibilities of communication and coordination facilitators
  • Examples of innovative methods and frameworks for communication and coordination

Enabling New Tools and Key Policy Functions

 

Making the most of big data and advanced analytics

  • State of the art of big data and advanced analytics
  • Examples of applications in central banking and supervision
  • Overview of opportunities for strategic planning and management
  • Implications for resourcing and institutional organisation

 

Designing the strategic plan: key building blocks, focus areas and performance indicators

  • The evolution of strategy planning and management as an internal function
  • Key features of the building blocks of strategy design
  • Examples of innovative approaches to strategic planning and management
  • Indicators and matrixes for continuous assessment of strategic objectives

 

Interdepartmental coordination: communication in focus

  • Key features of effective internal communication
  • Trends and dynamics of internal department coordination
  • The roles and responsibilities of communication and coordination facilitators
  • Examples of innovative methods and frameworks for communication and coordination

Strengthening Institutional Resilience

 

Linking strategy to the talent pool

  • Macro perspective of how strategy links to talent
  • Talent demand and talent supply
  • Managing jobs and job fit
  • Strategic planning as a job

 

What’s next for strategic planning?

  • Key expectations in relation to the strategic management functions for 2022 and beyond
  • Trends and dynamics of roadmaps and frameworks helping to adjust the medium and long term strategy
  • Challenges and opportunities for leaders
  • Building a strategic plan for 2022

 

Closing remarks and delegate action plans

  • Summary of the course
  • Discussion of the observed trends and case studies
  • Application of learning points in the delegates’ home organisations
  • Preparation of action points

Implementation Workshop

Benefits of attending the Implementation Workshop: 

  • Developments in the area since the live content sessions, including new resource material
  • Questions arising since returning to the central bank
  • Challenges of implementation: where are the roadblocks?
  • Medium-term goals: what is realistic?
  • Establishment of group network to keep in touch with peers and share best practices

Step 1: Select Prefered Schedule


Date Fee (GHS)

Step 2: Choose Registration Type