Strategic Management of Regulatory and Enforcement Agencies
Program Fee: The program fee includes tuition, housing, curricular materials and most meals.
Executive Certificate: This program is part of the Public Leadership and Public Policy Executive Certificate series.
Executive Core Qualifications (ECQs): This program aligns with one or more Executive Core Qualifications.
Years ago, delivering services was the primary role of governments . Not so today. In fact, roughly half of the work now performed by governments involves providing societal protections or controlling harms.
Government officials and other professionals with regulatory, enforcement, security, or compliance-management responsibilities face distinctive managerial and operational challenges in the modern world. Strategic Management of Regulatory and Enforcement Agencies, an intensive, five-day program, examines these challenges and their implications for practitioners.
This one-of-a-kind program emphasizes the management and operations of relevant agencies (regulatory practice) as opposed to the reform of law (regulatory policy). In addition, it focuses more on social regulation (provision of safety, health, security) and less on economic regulation (efficient functioning of specific markets).
Compelling Regulatory Topics
During Strategic Management of Regulatory and Enforcement Agencies, you and your accomplished peers will be part of a stimulating, intellectually rigorous learning environment overseen by renowned faculty and expert practitioners. Through case studies, lectures, and small-group discussions and workshops, you'll explore compelling regulatory topics such as:
- How success is defined and best measured in a regulatory or risk-control setting
- What it means to adopt a risk-based approach
- What it means to be vigilant with respect to novel, emerging, or invisible risks
- How different parts of the risk-management task should be allocated among regulators, industry, and third parties
- How executives can focus their agencies on specific harm-reduction objectives if the harms don't align with any established piece of the organizational structure and aren't addressed by existing processes