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Strategic Planning and Project Management: Delivering Change and Meeting Objectives Strategic Planning Strategic Planning and Project Management: Windsor 2020 Delivering Change and Meeting Objectives Since 1999, Central Banking Publications has hosted roundtable training for the official sector which has been 25–28 May 2020 attended by more than 6,500 senior policy makers from central banks in more than 140 countries. Delegate details: PLEASE WRITE IN CAPITALS and return to [email protected] MR/MRS/MS: SURNAME/FAMILY NAME: FIRST NAME: JOB TITLE: DEPARTMENT: ORGANISATION: ADDRESS: POSTCODE: TELEPHONE: FACSIMILE: Please provide us with the direct email address EMAIL 1: of the delegate and an additional email address if possible. This is very important because all EMAIL 2: correspondence with delegates is by email. Accommodation: The course fee includes 3 nights accommodation at The Royal Berkshire Hotel Please indicate if you think you may need extra (nights) accommodation at the venue (Yes/No) Please confirm whether you have received financial approval to attend? (Yes/No) Do you require a VISA to travel to the UK? (Yes/No) Early Bird Offer (Ends 21st February 2020): £3,100. Standard Rate: £3,550 Payment details: Invoice: If you select this option an invoice will be sent to you by email and by post. If you would like to provide different details to the above for the invoice please notify us when sending back the booking form. Strategic Planning and Project Credit card: please charge £3,100 / £3,550 to my Visa Mastercard American Express Management: Delivering Change and Card No: Security Code: Cardholder name: Expiry date: Meeting Objectives Cardholder address (if different from above): 25–28 May 2020, Royal Berkshire Hotel, England Course Chair Signature: Date: Janet Cosier, former Adviser on Strategic Planning and Risk Management, Bank of Canada Series Advisor I have read and agree to the terms and conditions below. Charles Goodhart, Professor Emeritus, London School of Economics Signature: Date: By returning this registration form, you agree to allow us to contact you as required for the organisation and administration of the event, using the submitted details. We will comply with the terms of our Privacy Policy (URL below) when we handle your registration details and any other of your personal information. We have exciting offers and news about our products and services that we hope you’d like to hear about. We will use your information submitted above to predict what you might be interested in so that our marketing is relevant. http://events.centralbanking.com/windsor Please note that this event will be photographed for advertising or promotional purposes. By attending you consent to being photographed at the event. Our privacy policy can be found here: https://www.infopro-digital.com/terms-conditions/privacy-policy/?lang=en Our terms and conditions can be found here: https://www.infopro-digital.com/terms-conditions/event-admission/?lang=en Strategic Planning and Project Management: Delivering Change and Meeting Objectives Dear Delegate, How do central bankers strategically plan in an era of technology-driven disruption? How can central banks, as institutions and through their policies, Learning outcomes: systematically incorporate and prioritise climate risk? How can a central bank embrace innovation in a way that is not only consistent with its mandate, but By the end of the training which supports it? course, participants will It is a shifting world that strategic planners find themselves in. Climate risk and have gained new knowledge sustainability more broadly require a bank wide response, and a commitment and a more comprehensive throughout to change. Technology has fundamentally altered the markets, understanding of: producing new areas of oversight and sources of risks. More broadly • Strategic perspectives on technology has created opportunities for central banks has overseers and greening central banking system operators. These dynamics will have far-reaching consequences for the • The role of central work of central banks and the profession of central banking. Understanding bank leaders in strategic implications, identifying synergies and taking a long-term view will be essential. management This is the work of the strategic planner. • Building organisational This course, “Strategic Planning and Project Management: Delivering Change resilience: the role of and Meeting Objectives” is designed to equip central bankers to meet these strategic planning challenges. • Making the most of The four-day programme of interactive roundtable seminars and workshops Big Data and advanced offers practical examples of strategic plan design and implementation, analytics performance measure and technological integration. • Project management and The panel of expert speakers combines practical central banking experience monitoring: implementing and expertise in the technical aspects as well as views from private sector the strategic plan experts. • Strategic outlooks for All discussions are held in roundtable format to encourage participants to 2020 and beyond share their experiences and debate the pressing issues in their field. This format, as more than 6,500 central bankers and regulators can attest, encourages delegates to quiz panellists, raise issues and discuss solutions to the specific challenges they face. We look forward to welcoming you to Windsor on May 25th. Yours sincerely, Central Banking Publications For over 30 years Central Banking Publications has been a trusted provider of independent, authoritative and relevant information, commentary and analysis to the central banking community. Central Banking’s events Janet Crosier division is the leading independent organiser of public Course chair policy seminars/training courses for the official sector. Since 1999, Central Banking has hosted roundtable seminars and training courses for over 6,500 senior policymakers from central banks, ministries of finance and financial regulatory agencies around the world. Senior officials from more than 140 countries have attended these meetings over the past decade and a half. Strategic Planning and Project Management: Delivering Change and Meeting Objectives Strategic Planning and Management: Tuesday 26th May Delivering Change and Meeting Objectives Enhancing the Toolkit for Strategic Management Course chair: Janet Cosier, former Adviser on Strategic Planning and Risk The role of central bank leaders in strategic management Management, Bank of Canada Mohammed Nyaoga, Chairman of the Board, Central Bank of Kenya • The roles and responsibilities of the executive and non-executive board members • Overview of engaging central bank leaders in the design and formulation of a strategic plan Monday 25th May • Frameworks for consistent monitoring, reporting and communication Drivers of Change: Key Forces and Dynamics • Discussion: what does the board expect from the strategic managers and what do the strategic managers expect from the chairman? The central bank mandate: embracing change and maintaining independence Designing the strategic plan: key building blocks, focus areas and Marko Škreb, former Governor, Croatian National Bank performance indicators • Evolution of central banks’ mandates and responsibilities Dinora Barroso, Deputy Head of Department, General Secretariat, Bank of Portugal • Examples of how increasingly broad remits can be embraced • Key features of building blocks of a modern strategic plan • Realities of new and resurgent threats to independence • Tips for integrating new areas of focus into strategic planning • Changing culture: strategic plans as a tool for change not just a ‘fashion’ • Using the planning cycle to gain an effective outcome • Hands on exercise: indicators and matrixes for continuous assessment of strategic objectives A catalyst for change: hubs, sandboxes and incubators Livingstone Morrison, former Deputy Governor, Bank of Jamaica Reporting and contextualising change: outputs vs outcomes • Ensuring inclusive innovation: the central bank as a catalyst Pether Burvall, Controller and Senior Adviser, Sveriges Riksbank • Use, funding and outputs: measuring value • How can central banks show the effectiveness of a change? • How central banks can change to better embrace and utilise innovation • How can they show they are delivering value for money? • Case study: the role of hubs, sandboxes and incubators in inclusive innovation • How can they determine the division of labour between policy-setters and functional heads? Towards sustainability: strategic perspectives on greening central • Group discussion: how should a central bank measure performance? banking Gabor Gyura, Head of Sustainable Finance, Central Bank of Hungary The mutual enablers: strategy and risk • Understanding the connection between central banking and climate-related risks Janet Cosier, former Adviser on Strategic Planning and Risk Management, Bank of Canada • A framework for thinking about climate-related risks and their impact • Synergies and overlaps between the risk management and strategic planning function • Implications for policymaking, operations and governance • Emerging opportunities and unavoidable trade-offs • What this means for strategic planning: short, medium and long term • Examples of methods and tools for systemic coordination and cooperation between the two functions About the course chair • Tips for engagement in the planning process: options and choices to address key areas of risk Janet Cosier was a chief risk officer and adviser on strategic planning at the Bank of Canada. 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