Atlas Concept Table for ADMN577 Strategic Planning and Implementation

… a resource page for ADMN577 Strategic Planning and Implementation

Core concepts on the Atlas for the School of Public Administration’s course on strategic planning and implementation

The table below displays Atlas core concepts that may be pertinent to ADMN504, an elective course in the MPA program at the University of Victoria, School of Public Administration. The concepts have been selected by the Atlas editors on the basis of the calendar description at The 113 concepts are drawn from 14 Atlas topics in 4 Atlas subjects: Leadership Skills; Policy Analysis and Process; Governance and Institutions; and Implementation and Delivery. See Atlas Concept Tables for Courses for methodology and links to other concept tables.

Atlas Concept Table for ADMN577
113 core concepts in strategic planning and implementation, organized by Atlas subject and topic

Leadership Skills


Determining the Nature of the Leadership Challenge

Determining Who Is Us (Our People)

Engaging the Issue (Getting on the Dance Floor)

Framing the Problem

Identifying Strengths, Weaknesses, Opportunities, Threats (SWOT)

Taking a Detached (Balcony) Perspective


VMOSA – Vision, Mission, Objectives, Strategies, and Action Plans

Developing Mission and Vision Statements

Creating Smart Objectives

Developing Successful Strategies

Developing an Action Plan

Countering Opposition

Policy Analysis and Process

Interests and the Policy Process


Interest Group


Problem Definition and Agenda Setting

Pal’s Aspects of Problem Definition

Issue Framing

Policy Crises, Policy Entrepreneurs, and Political Entrepreneurs

Focusing Event

Path Dependence

Policy Images

Policy Window

Political Business Cycle

Agenda Setting and Media Bias

Policy Instruments and Design

Typologies of Policy Instruments

Policy Design and Social Values

Governance and Institutions

Institutional Dynamics within Government

Centre vs. Periphery

Guardians vs. Spenders

Staff vs. Line Positions

Speaking Truth to Power

Policy Advisory Systems

Cabinet Decision-Making System

Cabinet Documents

Political Aide

Political Executive vs. Civil Service

Organizational Design and Behaviour

Organizational Behaviour

Organizational Theory

Weber’s Theory of Bureaucracy

Organizational Culture

Organization Chart

Organizational Structure Types

Organizational Control

Organizational Policies


Modernizing Government

Management Differences between Public and Private Sectors

Management Consulting

Performance Improvement and Performance Leadership

Service Standards

Implementation and Delivery

The Study of Implementation and Delivery

Pressman & Wildavsky’s Implementation Model

Bardach’s Eightfold Path to More Effective Problem Solving

Hogwood & Gunn’s Elements for Successful Implementation

Principal-Agent Problem

Public Choice Theory

Allison’s Three Models of Government Action

Downs’ Typology of Officials

Strategic Management in the Public Sector


Strategic Public Management

Leonard’s Note on Public Sector Strategy-Building

Kennedy School’s Value-Capacity-Support Model

Public Value

Political Management

Operational Management

Public Authority

Moore’s Strategic Triangle

Public Value Account

Public Value Scorecard

Moore’s Legitimacy and Support Perspective

Moore’s Operational Capacity Perspective

Designing the Delivery Model

Bardach’s Step One – Define the Problem

Bardach’s Things Governments Do

Doing Nothing as a Policy Instrument

Using Information-Based Policy Instruments

Using Expenditure-Based Policy Instruments

Grants and Contributions

Incrementality and Fungibility

Using Taxation-Based Policy Instruments

Using Regulation-Based Policy Instruments

Using Direct Provision as a Policy Instrument

Delivery Chain

Promoting Innovation and Driving Change

Digital Government and e-Government

Quality Service and Service Standards

Integrated Service Delivery


Gartner Hype Cycle

Not-Invented-Here (NIH) Syndrome

Hawthorne Effect

Open Policy Making

OECD’s Observatory of Public Sector Innovation

Encouraging Innovation by Rewarding Risk

Public Service Transformation

Social Tools and Organizational Performance

Deep Policy Reform vs. Normal Policy Making

Innovation Hub

Policy Lab

Nesta – a Global Innovation Foundation

Management Improvement Methodologies – TQM, Six Sigma, and Lean

Change Management

Implementation and Delivery

Organizing and Measuring for Performance

Performance Measurement

Performance Reporting

Attribution Problem

Confirmation Bias

Promoting Learning

Building a Learning Organization

Encouraging Experimentation

Learning from Failure

Experiential Learning

Problem-Based, Project-Based, and Team-Based Learning

Centre of Excellence

Talent Management

Knowledge Management

Civil Service Learning’s “What does good learning look like?”

Learning and Forgetting Curves

Identifying Best Practices

Pal’s Good Governance Benchmarks


Page created by: Ian Clark, last modified 4 December 2019.

Image: David Shaffer,, 4 Steps to Effective Strategic Planning & Implementation, at, accessed 4 December 2019.