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Tackling The Challenge Of Leadership in Government

PUBLIC EXECUTIVE PROGRAM

Ranks Queen’s #1 in Canada for Full-Time MBA and Executive MBA

CANADA’S PRE-EMINENT PROGRAM FOR PUBLIC-SECTOR EXECUTIVES

A Well-Earned Reputation for ExcellenceQueen’s University is home to one of the world’s premier business schools

and the prestigious School of Policy Studies. The Public Executive Program

draws from the internationally recognized faculty of both schools,

renowned for innovation and practical experience.

Unrivalled Experience in Executive EducationFor more than 30 years, Queen’s School of Business has been Canada’s

leader in executive education. QSB is one of the world’s largest and most

respected providers of open-enrollment programs – teaching more senior

managers and executives than any other Canadian business school. This

unrivalled experience has enabled Queen’s programs to continuously

evolve to meet the changing needs of senior executives in government and

the business community.

The Queen’s Learning ModelWhile at Queen’s, you will experience an action-oriented learning approach

to executive education, engaging in a variety of instructional methods

designed to challenge your thinking and deepen your understanding of

the intricate relationships that exist across the functions of an organization.

Experiential exercises, case studies, simulations and small team assignments

replicate today’s fast paced and ever-changing environment in government

and provide opportunities for you to immediately apply your learning to

your own situation.

Executive-Level Customer ServiceThe Program team at Queen’s will ensure that your executive education

experience is nothing short of exceptional. Enjoy the comfort and service of

the IACC-certified Donald Gordon Conference Centre, and rest assured that

your time at Queen’s will be worry-free.

1 Queen’s Public Executive Program

Queen’s Public Executive Program provides a unique opportunity for Canadian public-sector managers to gather together and address the challenges of leadership in government and the key domestic and external policy issues facing Canada. As the pre-eminent executive education program for public-sector managers, it gives you a chance to meet with peers, share ideas, and to reflect on the challenges facing the public service in today’s rapidly changing global environment. The Program will strengthen your knowledge and insight into the issues, and your strategic thinking skills, to help you meet the challenges.

The Program is also an excellent forum for networking and

professional development. No other program in Canada

provides the same kind of exciting and intensive opportunity

to interact with public-sector managers from a wide variety of

federal, provincial and municipal jurisdictions across Canada.

The Program focuses on leadership in government, Canadian

public policy challenges, policy management, policy

instruments, and policy performance, as well as the use and

implementation of modern management tools in today’s public

sector. Real-life and real-time issue profiles are assessed and

analyzed, while analytical frameworks facilitate an integrated

analysis and systems approach to key policy issues.

Superior Networking OpportunitiesDuring the Program, you will have ample opportunity to network

with your fellow participants, most of whom have at least ten years of

management experience. These seasoned professionals, from a variety of

regions, industries and functional areas, create a lively and challenging

learning environment and provide an invaluable professional network.

As an alumni of the Queen’s Public Executive Program, you will have

numerous opportunities to stay in touch and continue your learning,

including: alumni networking and learning events; free on-line webinars;

and a free subscription to QSB Magazine.

Consultants In ResidenceThis advisory service enables you to discuss your opportunities, your

organizations, and your challenges in confidence with Program session

leaders. You can begin mapping Program content to your specific

circumstances while at Queen’s and build an action plan for your next

steps while being coached by Queen’s faculty members.

Alumni NetworkUpon completion of the Queen’s Public Executive Program, you become

a member of the exclusive QSB Executive Education alumni, enabling you

to receive:

• Exclusive access to QSB faculty to discuss issues you or your organization may be facing

• Access to continuing education events, white papers and webinars

• Invitations to Queen’s Business Club events in major cities across Canada as well as New York, London and Hong Kong

• A free subscription to QSB Magazine, the Queen’s School of Business alumni magazine

Queen’s Public Executive Program 2

THE CHALLENGE OF PUBLIC-SECTOR LEADERSHIPNew pressures regarding accountability, partnerships

and highly-technical challenges in healthcare, energy,

security, and the environment are radically reshaping

the public service challenge at all levels of government.

Most local issues now have an international aspect, and

most international policy choices also relate to local,

street-level reality in many ways.

The challenge for today’s public servant is one requiring

judgment, perspective, knowledge networks, dynamic

linkages and the capacity to deliver or engage with “drill

down” technical acuity.

Learning and questioning together with colleagues

from other regions and levels, with diverse skill sets and

experiences, in an idea- and analysis-rich environment,

is the essence of the Queen’s Public Executive Program

content and design. Our alumni benefit from new ideas,

fresh networks and compelling insights about their

professional and career challenges.

HON. HUGH D. SEGAL, CM, BA, LLDSenator and Curriculum Advisor, Queen’s Public Executive ProgramQueen’s University

BENEFITS


Queen’s Executive Certificate in Public Sector LeadershipQueen’s is proud to introduce this advanced certificate for leaders

within the public service. To earn this certificate, you must

complete:

• Queen’s Public Executive Program (2 weeks in Kingston)

• Queen’s Leadership Program (5 day program in Kingston)

Queen’s Public Executive Program is a unique learning experience that provides significant and lasting benefits to both you and your organization. It is designed to enhance the policy-making, decision-making, and leadership skills of public-sector managers.

In this Program, you will:

• Broaden your public policy perspective by interacting and

networking with federal, provincial, and municipal public-

sector managers from across Canada, and a diverse group

of session leaders

• Sharpen your management and leadership skills

• Bring in new ideas from respected session leaders and

fellow public sector executives

• Improve performance in the most efficient way possible, at

a cost much lower than that charged by consultants

• Establish an ongoing relationship with Queen’s School of

Business and Queen’s School of Policy Studies and create a

culture of lifelong learning within your organization

Alumni Benefits

• Exclusive access to QSB faculty to discuss issues you may be

facing at work

• Access to continuing education events, white papers and

webinars

• Invitations to Queen’s business club events across Canada,

as well as New York, London and Hong Kong

• Free subscription to QSB Magazine

in

Awarded to:

David M. Saunders, PhDDean, Queen’s School of Business

Thomas G. AngerExecutive Director, Queen’s Executive Development Centre

Q U E E N ’ S S C H O O L O F B U S I N E S S

PUBLIC SECTOR LEADERSHIP

Robin WrightFebruary 12, 2013

Certificate of AchievementUpon completion, you will receive a Queen’s Public Executive

Program Certificate of Achievement – a widely-recognized

symbol of excellence in executive education.

PROGRAM OVERVIEW

Queen’s Public Executive Program is an intensive two weeks strategically designed to enable you to take full advantage of the enriched learning environment, powerful networking, and numerous opportunities to develop as an individual and a leader.

Who attendsQueen’s Public Executive Program provides an exceptional learning,

networking and idea-sharing opportunity for public-sector executives

at the federal, provincial, and municipal levels who are looking for fresh

perspectives on policy issues and public-sector leadership.


How to registerApply online at www.qsb.ca/execed or call Queen’s toll-free

1.888.393.2338 to speak with us about how this program can

work for you.

All inclusive fees$16,500 - plus HST

(includes $3,200 accommodation fee)

The instructional fee includes tuition, books, instructional

materials, and ongoing access to support and advice from

Queen’s School of Business. The accommodation fee includes a

private room, parking, and all meals.

Dates

Please consult our website www.qsb.ca/execed for exact dates.

LocationDonald Gordon Conference Centre

Queen’s University

Kingston, Ontario

Mon séjour à Queen’s fut des plus agréables. En particulier, le

calibre des conférenciers, la richesse des discussions entre collègues

et l’opportunité pour des moments de réflexions pas normalement à

notre disposition dans notre quotidien m’ont été d’une grande valeur.

L’organisation du programme en entier était d’un professionnalisme

remarquable. Je recommande fortement ce programme.

FRANCE HACHÉExecutive Director / Directrice GénéraleService Delivery / Prestation des ServicesService New/Nouveau Brunswick

My stay at Queen’s was very enjoyable. In particular, the caliber of

speakers, the richness of the discussions between colleagues and the

opportunity for moments of reflection not normally available in our

daily life were of great value. The organization of the entire program

was remarkably professional. I strongly recommend this program.


THE PUBLIC POLICY PROCESS

The global and domestic forces that shape

the Canadian policy agenda.

Global forces

• The changing nature of the nation-state as a result of globalization and new international agreements on trade, currency, and security

• The impact of global capital flows

• The growth of new international sovereignties

• The dynamics of the Canadian Social Union

• The emerging new trade agenda

• The new international economic and security context

Domestic forces

• The increasing diversity of Canadian society and rapidly changing values

• The “politics of difference” and sharpening disputes and divisions in Canadian society

• The changing role of governments in an environment of increasing demands for accountability, efficiency, and effectiveness

• Increased demands for citizen engagement in the policy process

• Addressing the balance between management and policy in efficient and capable government

Over the last decade, the public sector in Canada has undergone a process of deep and fundamental change. The leadership in government and the policy-making process has been under pressure to respond to increased demands for openness, transparency, and citizen engagement.

As policy becomes more responsive to stakeholders, there are additional

pressures to make it more coherent. Governments are being asked to publish

policy in advance, and they are being held accountable for meeting their

commitments.

At the same time, the world has become increasingly uncertain, and Canadian

policy is being influenced by factors outside domestic control. In many situations,

governments find themselves “doing policy in real time.”

The conflict between the requirement for consultation in a rapidly changing

environment and the constraints of efficiency has placed almost impossible

demands on Canadian policy makers.

Queen’s Public Executive Program focuses on public policy issues in the modern

Canadian context of rebalanced responsibilities, horizontality, and improved

customer service. The Program offers a comprehensive overview of the public

policy agenda, along with a strategic approach to managing, implementing, and

evaluating policy.

The Policy Agenda

This program definitely made a difference for me. It helped me be a better leader

and executive in the public service, as well as a better person overall.

TIJA DIRKSDirector, Growth Policy, Planning and AnalysisOntario Ministry of Infrastructure


New ideas for developing and structuring

the policy-making process.

• Developing a framework for strategic policy analysis, advice, and development

• Developing analytical frameworks and environmental scans to assess policy problems

• Identifying the key elements of a public policy statement: problem definition, statement of goals, and instruments

• Recognizing and defining policy problems and identifying causal linkages

• Incorporating strategic vision into the policy management process

• Developing policy consistency vertically, between policy and its implementation; and horizontally, across policy fields and a variety of jurisdictions

• Ensuring policy consistency internally, among the elements of the policy

• Developing a flexible and responsive policy plan

• Resolving cross-policy and cross-jurisdictional tensions

• Translating political objectives into public policy initiatives

• Determining the critical legal and political issues

• Crafting policy to meet changing political agendas

Matching policy tools to the policy

challenges facing governments.

• Reviewing the key policy instruments: self-regulation, exhortation, expenditure, regulation (including taxation), and public ownership

• Choosing the appropriate mix of strategies and instruments to deal with each policy challenge

• Determining the essential characteristics of instruments and their appropriate application

• Reviewing the results of ten years of the application of business concepts in the public sector – has it gone too far? Do private sector concepts apply in all domains of government, or should parts of government be insulated from their influence?

• Determining the limits of a client-focused orientation. Does a client focus individualize Canadians too much, and make broad public policy solutions impossible?

• Reviewing the risks and opportunities of operating in a post-deficit environment. How will the political process respond and change?

• Determining the proper scope and limits of government action

• Judging the appropriateness and legitimacy of various policy instruments

Improving public policy implementation,

performance, and evaluation.

Implementation

• Increasing the probability of successful implementation

• Developing partnerships with clear standards

• Reviewing accountability issues, monitoring, and learning loops

• Building flexibility and responsiveness into implementation design

• Using “backward mapping” techniques to build implementation into policy design

• Increasing accountability by pre-committing to performance indicators

Performance

• Creating an organizational focus on quality standards and service commitments

• Working with “innovation networks” to exchange information about partnering, Alternative Service Delivery, and Special Operating Agencies

Evaluation

• Reviewing the core categories of program evaluation, including process evaluation, impact evaluation, and efficiency evaluation

• Measuring performance and evaluating programs using a modern project management approach

• Developing an evaluation framework

Policy Management Policy Instruments Policy Performance


LEADING THE PUBLIC-SECTOR ORGANIZATION

Today’s public-sector manager faces

new challenges. Growing requirements

for coordination between government

and its partners demand more extensive

consultation to ensure that stakeholder

interests are incorporated into objectives.

Increasingly, public-sector executives find

themselves redesigning organizations

and procedures to incorporate this new

accountability, while applying new human

resource management techniques that

include delegation of authority and joint

responsibility.

Public-sector managers have a new focus on developing accountability frameworks, devolving responsibility to NGOs, and learning how to structure accountability to get commitments from partners.

To accomplish this, senior public servants must be able to use a broad set of management tools commonly associated with the private sector. The Program will introduce these private-sector tools in a publicsector context. The session leaders have extensive experience in the application of these tools to the public service, and understand how private-sector concepts need to be adapted to work in the public sector.

Public-Sector ManagementIt is clear that the concept of public management has changed radically in the last decade. Deficit reduction and government restructuring have affected the public sector in Canada and most other OECD countries. The old public-sector paradigm of carefully defined roles, reliance on rules and procedures, and central agency oversight is becoming obsolete in favour of a more client-focused, service-oriented system.

This new type of government promotes competition between service providers,

measures performance based on output, defines clients as customers, and

energizes all sectors – public, private, and voluntary – to solve community

problems.

In this new framework, public-sector executives face a challenge: On the one

hand, they are expected to deliver results measured against political targets.

On the other, they are increasingly being asked to incorporate private-sector

business practices into public-service models.

The Program examines this tension, and focuses on the use of modern

management tools in today’s public-sector organization.

Upon moving from elected public service into the professional public service,

I was looking for a practical, high-level personal development tool that might fit

my needs and time constraints. Queen’s Public Executive Program exceeded my

expectations and I highly recommend it as a superb two-week investment for any

public servant in a leadership position.

ELWIN HERMANSONChief CommissionerCanadian Grain Commission


Leading strategic management

• Shortening implementation time frames

• Deploying programs and initiatives in an efficient and effective manner

Leading the institution and managing the organization

• Management and organization effectiveness

• The challenge of institutional leadership

Changing media and public policy

• Integrating public opinion polling into the policy planning process

• Creating public communications strategies aligned with the policy plan

• Developing interdepartmental and cross-jurisdictional communication coordination strategies

Financial analysis

• Understanding accrual accounting

• Using Activity Based Costing to develop or enhance cost efficiencies

• Understanding the financial considerations of Alternative Service Delivery

• Measuring quality, client service, and productivity

Today’s public service has a critical need for

strong and ethical leadership. Today’s public

service is in flux. Still tied to traditional

values while embracing new technologies,

it must incorporate private-sector

innovation and public-sector best practices,

national goals and local political priorities.

Another challenge that confronts public-

sector leadership is one shared by private-

sector leaders – how does an organization

harness its resources to manage and

capitalize on opportunities?

To do all this, today’s public service has

a critical need for strong and ethical

leadership. Attrition, political change, and

hiring freezes have thinned the ranks of

senior public servants. As a result, many

of today’s younger managers must fill the

gap as the current generation of senior

managers begins to retire.

A key focus for these new managers will be

the concept of public service. Is it eroding

in this era of efficiency-based management?

New managers in the public sector must be

committed to the service of the Canadian

public, not simply to improving efficiency.

Accountability demands that senior

managers have a responsibility to restore

the values of public service that are so

important to a motivated and committed

government service.

Leadership And Ethics

Performance management

• Building and sustaining a positive work climate through the creation of teams of committed employees

• Developing contemporary performance-enhancing initiatives

• Using the lessons of successful coaches to enhance employee performance and increase organizational effectiveness

Leading change

• Developing strategies for renewing organizations

• Creating strategies for building alignment and commitment

• Managing change on a continuous basis

• Creating the high-performance workplace

• Rebuilding morale in the public sector

Ethical leadership

• Restoring the concepts of pride, duty, and service to the public sector

• Developing ethical guidelines

• Coping with the pressure to facilitate, consult, and work with citizens

A TYPICAL DAY

While no two days are exactly the same during Queen’s Public Executive Program, the following are examples of some of the activities you will enjoy on a typical day.

4:00 pm - Afternoon lifestyle activities (optional)

Choose from a variety of lifestyle activities, interacting with

others on the program and giving yourself a chance to unwind.

•Pottery,cookingclasses,architecturalandmuseumtours

•Teamsports,skillsclinics,rockclimbing,golf

5:30 pm - DinnerMeet participants who share a similar background or challenge and

share ideas and best practices over dinner. Dine informally with

faculty while discussing program content and upcoming sessions.

6:30 pm - Evening class beginsPresent a case or role-play in a simulation to explore the challenges

facing organizations in today’s rapidly evolving business landscape.

9:00 pm - End of class for the dayRelax and socialize with your peers from the program in the Donald

Gordon Conference Centre Coach House Pub.

•Catchuponnewsandsportshighlightsonthebigscreen

•Connectinformallywithclassmates

Program WeekendWe encourage you to have guests join you on the middle weekend

during the Program. Family members are welcome to participate in

the scheduled leisure and lifestyle activities.

Including members of your personal support group in an

experience such as Queen’s Public Executive Program is a fun and

effective way to lay the groundwork for successfully creating a

healthy balance in your life.

6:00 am - Morning activities (optional)

Begin each day trying something new, or continuing your current

routine while connecting with your classmates.

•Groupexerciseclasses,suchasspin,bodypump,hotorregularyoga

•Walkingorjogginggroupsforalllevels

•Workoutinthegym

7:00 am - Personal fitness and lifestyle coaching consultations Meet one-on-one with certified professionals who will provide you with

insight into where to begin, or tips on how to advance your personal

fitness, nutrition, or your work-life balance.

8:30 am - Class beginsWork with faculty experts and leaders from industry to update your

core knowledge and enhance your business skills.

•Experientialexercises

•Groupwork

•Presentationsandinteractivelectures

10:40 am - Morning break – refresh and stretch

11:00 am - Class resumesWork in your study team, a diverse but high-performing group of peers who

share ideas and collaborate to test new-found knowledge and concepts.

12:30 pm - LunchDine in the world-class and internationally acclaimed dining room of the

Donald Gordon Conference Centre. Meet with the chef or program staff to

discuss a customized nutrition plan, or join an optional discussion table over

1:30 pm - Afternoon class beginsWork one-on-one in simulations, or with your study team on a case.

Hear from faculty as they apply their research and practical consulting

experience during class. lunch.



THE LIFESTYLE COMPONENT

A Program Within the ProgramWhile our alumni consistently rave about

the Program’s curriculum and outstanding

session leaders, many have referred to

the Lifestyle Component as a life-

changing experience.

In today’s hectic world, workplace

deadlines and personal responsibilities

can often leave you with little time for

yourself. And yet, your ability to lead

and manage at work is greatly affected

by your mental, physical, and emotional

well-being. The Lifestyle Component

of Queen’s Public Executive Program

provides you with information, insights,

and strategies for achieving a healthy and

balanced lifestyle. Away from the daily

challenges of work, you will have the

opportunity to reflect on and affirm your

personal goals and aspirations while you

try new activities, and develop a plan to

make time for yourself.

Queen’s Public Executive Program

includes a variety of optional recreational

activities such as rock climbing, yoga, golf,

running and walking groups, racquet and

team sports, bike tours, pottery, culinary

classes, historical and architectural tours,

and seminars on a variety of topics.

CUSTOM PROGRAMS FOR ORGANIZATIONS

A Transformational Experience for Your Organization

QSB Executive Education Custom Programs are designed to meet the specific

development needs of your organization, applying our expertise to your unique

objectives. Our programs provide powerful tools for facilitating meaningful organizational

change in important areas such as: improving strategy development and implementation

processes, creating a high-performance culture, managing growth and innovation, and

developing leadership capabilities.

We provide world-renowned executive education. You set the agenda. Here’s how it works.

In some cases, organizations engage us to address a specific and well-defined

development need. In these cases, we work closely with the senior management team

to develop an appropriate program. In other instances, we work with the organization to

determine what their training and development needs are before developing a program

customized to meet these needs. Either way, Queen’s faculty and staff ensure that the

program is executed with the extraordinary degree of professionalism and attention to

detail that clients have come to expect from QSB Executive Education.

To find out more, contact our office at 1.888.393.2338, or in Toronto at 416.214.9655

Initial Meeting & Pre-Assessment

Consultation Phase

Development of Curriculum Outline

& Budget

Customization & Final Curriculum

Development

Pre-Program ActivityProgram Delivery

Post-Program Activity

Program Evaluation

Discussion of Next Steps

Client

12 Queen’s Master of Finance 11 Queen’s Public Executive Program

KINGSTON – THE LIMESTONE CITY

THE DONALD GORDON CONFERENCE CENTRE

Participants in Queen’s Public Executive Program stay at the Donald Gordon Conference Centre, a dedicated conference facility with comfortable guest rooms and excellent conference capabilities.

Conference and meeting rooms at the Donald Gordon Conference Centre

provide a functional and relaxed working environment. Professionally

designed acoustics, lighting, work spaces, and furniture have been

chosen for your comfort and productivity. Meeting facilities are fully

wired with the latest in audio-visual and videoconference technology.

Private bedrooms have queen-size beds, keyless entry, full bath, TV, and

high-speed wireless Internet access. For exercise and relaxation, the

Centre has a well-equipped fitness room and a variety of on-site lounges,

including the fully-restored century-old Coach House Pub.

Financial Times has consistently ranked the Donald Gordon Conference

Centre among the top ten executive education facilities in the world.

Meals in the Centre’s dining room are always a highlight. From luncheon

buffets to themed dinners, our chef makes every meal a special event.

For more information visit: donaldgordoncentre.com

Nestled on the northeast shore of Lake Ontario, where it meets the St. Lawrence River, historic Kingston is a thriving community of 140,000, boasting a superb quality of life due to its big-city amenities, waterfront location, and rich natural landscape.

Located within a two-hour drive of Ottawa, Montréal and the Greater

Toronto Area, Kingston is known as the freshwater sailing capital of

North America, the gateway to the world-famous Thousand Islands,

and the home of historic Fort Henry. Visitors may enjoy scenic boat

tours, sport fishing, golf, winery tours, live theatre, and many other

recreational and cultural activities.


SESSION LEADERS

Queen’s Public Executive Program faculty in the past has included:

DR. THOMAS AXWORTHY

President and CEO, Walter and Duncan Gordon Foundation

Thomas Axworthy assumed his current position as the President and CEO of the Walter and Duncan Gordon Foundation in 2009. In addition to his work with the Gordon Foundation, Tom has been Executive Director of the CRB Foundation in Montreal and the Historica Foundation in Toronto. As well, he is a longstanding board member of the Harmony Foundation, which specializes in environmental education. He was Senior Policy Advisor and Principal Secretary to Prime Minister Pierre Trudeau. In 1984, he went to Harvard University as a Fellow of the Institute of Politics at the Kennedy School of Government, and was subsequently appointed visiting Mackenzie King Chair of Canadian Studies. He is also a former Chair of the Centre for the Study of Democracy, School of Policy Studies, Queen’s University. In 2002, he was appointed Officer of the Order of Canada in recognition of his achievements in heritage education, civics and citizenship.

DR. KEITH BANTING

Professor, Department of Political Studies and School of Policy Studies, Queen’s University

An authority on social and economic policy issues, Keith Banting is the author of Poverty, Politics and Policy and The Welfare State and Canadian Federalism. He is an editor and co-author of another dozen books dealing with public policy, including most recently Federalism and Health Policy: A Comparative Perspective on Multi-Level Governance. He currently holds the Queen’s Research Chair in Public Policy. Professor Banting served as Director of the School of Policy Studies from 1993 to 2003. Prior to that appointment, he served as Associate Dean of Graduate Studies and Research at Queen’s University. In 1983-85, he was a Research Coordinator for the Royal Commission on the Economic Union and Development Prospects for Canada. In 1986-92, he was a member of the Social Sciences and Humanities Research Council, and in 1990 was elected vice-president of the Council. In 2005, Dr. Banting was invested as a member of the Order of Canada.

DR. TOM COURCHENE

Jarislowsky-Deutsch Professor of Economic and Financial Policy, Queen’s University

Tom Courchene is a member of the Department of Economics, the School of Policy Studies and the Faculty of Law, and is Senior Scholar, Institute for Research on Public Policy in Montreal. He served as Director of the Institute of Intergovernmental Relations at Queen’s University from July 2007 to February 2010. He is one of Canada’s most distinguished public policy analysts and is a Senior Scholar of the IRPP. He is author or editor of more than 300 books and articles on Canadian policy issues. Dr. Courchene is an expert on Canadian monetary policy, financial deregulation, the political economy of Canadian federalism, and comparative federal systems. He was inducted as an Officer into the Order of Canada in 1999.

MR. MICHAEL DECTER

President and CEO, Lawrence Decter Investment Council, Inc.

Michael B. Decter, a Harvard trained economist is the Senior Portfolio Manager, President and CEO of LDIC. He is also the author of three financial books, The Million Dollar Strategy, The DRIP Strategy, and Ten Good Reasons to Invest in Canada. As a former Deputy Minister of Health for Ontario and Cabinet Secretary in the Government of Manitoba, Michael is a well-recognized speaker on broader political and economic issues. He was the founding and former Chair of the Health Council of Canada and continues to serve as the Chair of numerous non-profit health care organizations. He was appointed as Member of the Order of Canada in 2004.

DR. DAVID FOOT

Economics and Demographics, University of Toronto

David Foot is the best-selling author of Boom, Bust & Echo: Profiting from the Demographic Shift in the 21st Century, and is one of Canada’s most widely quoted demographers. Well known as a speaker to corporations, associations, and governments on the economic and policy ramifications of coming demographic changes, he has made many original contributions to the understanding of changing market trends. His other books include Canada’s Population Outlook and The Over Forty Society. He is Professor of Economics at the University of Toronto and a recipient of the 3M Award for Teaching Excellence.

12 Queen’s Master of Finance 13 Queen’s Public Executive Program

MR. ALLAN R. GREGG

Chairman, Harris/Decima, Inc.

Mr. Allan Gregg founded Decima Research in 1979. He co-founded the Strategic Counsel of Decima Research in 1995 and left in 2007 to form Allan Gregg Strategies. He was one of the founding shareholders of Canada’s children’s network, YTV, was Chairman of Toronto Film Festival, Chairman of the Walrus Foundation and publisher of the award winning magazine, The Walrus. For more than two decades, he has brought his skills to bear on such important policy issues as budget measures, transportation and fishery policy, physicians’ fees and the privatization of Crown corporations. He is a Director of ZENN Motor Company Inc., a member of the Retirement Advisory Council of Bank of Montreal, and serves on General Motors of Canada’s Advisory Board and the Board of Directors of the Public Policy Forum. He is a regular participant on CBC’s “At Issue” panel and is the host of the TVO talk show - Allan Gregg in Conversation With.

DR. PETER HARRISON

Professor, Policy Studies, Queen’s University

Dr. Peter Harrison is Professor, Stauffer-Dunning Chair and Director of the School of Policy Studies (SPS) at Queen’s University. Dr. Harrison’s career as a senior member of the Public Service of Canada lasted nearly 30 years. During this time he served as the Deputy Minister (Permanent Secretary) of a number of federal departments. Dr. Harrison was responsible for shepherding the ratification of the United Nations Convention on the Law of the Sea (UNCLOS) by the Government of Canada in 2003; the investment of $150 million in the International Polar Year; and, as Senior Associate Deputy Minister of the Department of Indian and Northern Affairs, the development of the Government’s current Northern Strategy, the commitment to a new “High Arctic Research Station,” and the Canada-UK Memorandum of Understanding regarding Arctic Research. Dr. Harrison is a Geographer by profession. He holds a B.A. Hon. (1st cl.) from the London School of Economics and Political Science; an M.A. from the University of Victoria (British Columbia), and a PhD from the University of Washington (Seattle). Dr. Harrison’s research, writing and teaching focus on ocean and coastal management with particular reference to the Arctic Ocean and Arctic policy. He is a Fellow, Governor and Vice President of the Royal Canadian Geographical Society and a Fellow of the Royal Geographical Society, and was awarded the Gold Medal celebrating the Golden Jubilee of Her Majesty Queen Elizabeth II for his contribution to Public Service. Dr. Harrison is also a recipient of the J.B. Nicholls award for his lifetime contributions to ocean and coastal management in Canada and around the world.

MR. MICHAEL HART

Professor, School of International Affairs, Carleton University

Michael Hart, a former official of the Department of Foreign Affairs and International Trade, is an authority on trade policy and trade negotiations. He recently completed a year in Washington, DC, as the Fulbright-Woodrow Wilson Center Visiting Research Chair in Canada-U.S. Relations, the Scholar-in Residence in the School of International Service, and a Senior Fellow in the Center for North American Studies at American University. Mr. Hart was the founding Director of Carleton’s Centre for Trade Policy and Law, and is the author, editor or co-editor of over a dozen books on international trade issues including A Trading Nation and Decision at Midnight.

SESSION LEADERS

MS. CHANTAL HÉBERT

National Affairs Columnist, The Toronto Star

Chantal Hébert is a national affairs columnist with The Toronto Star and a guest columnist for Le Devoir. She is also a regular contributor to the weekly “At Issue” panel on the CBC’s National News. Ms. Hébert served as parliamentary bureau chief for La Presse and Le Devoir in Ottawa, and as a political reporter for Radio-Canada. She is a Fellow of the Asia-Pacific Foundation, the 2005 recipient of APEX’s Public Service Award, and the 2006 recipient of the Hyman Solomon award for excellence in journalism and public policy.

DR. WILLIAM LEISS

Scientist, McLaughlin Centre for Population Health Risk Assessment, University of Ottawa

Professor Emeritus, School of Policy Studies, Queen’s University

Dr. William Leiss is a Fellow and Past-President of the Royal Society of Canada and an Officer in the Order of Canada. He has held Research Chair positions in the Haskayne School of Business and at Queen’s University. His earlier academic positions were in political science (Regina, York), sociology (Toronto), environmental studies (York), and communication (Simon Fraser). At Simon Fraser, he was also Vice President, Research. He is author, collaborator, or editor of fifteen books including: In The Chamber of Risks: Understanding Risk Controversies, Mad Cows and Mother’s Milk: The Perils of Poor Risk Communication, Risk and Responsibility and his newest book, The Doom Loop in the Financial Sector, and Other Black Holes of Risk. Over a period of twenty-five years he has worked extensively in a consulting capacity with industry and with Canadian federal and provincial government departments in the area of risk communication, risk-management, public consultation, and multi-stakeholder consensus-building processes. He has been an advisor on issues dealing with pesticides, toxic chemicals (chlorine, dioxins, and others), tobacco, prescription drugs, electric and magnetic fields, genetic engineering, and many others. He was a member of the Senior Advisory Panel for the Walkerton Inquiry (2000-2002) and in 2000 was Chair of the Task Force on Public Participation for Canadian Blood Services.

DR. ELSPETH MURRAY

Strategy, Queen’s School of Business

Elspeth Murray is the Associate Dean of MBA Programs at Queen’s School of Business and CIBC Faculty Fellow in Entrepreneurship. As well, she leads the School’s Centre for Business Venturing. In this role she has spearheaded the development of the Dare to Dream Internship Program, designed to kick-start graduates’ entrepreneurial ventures, and the Tri-Colour Fund, a student-led early stage investment fund. The New Venture Management course that she developed has been recognized by BusinessWeek as one of the world’s top 10 Executive MBA courses. Additionally, she serves as a Director of Parteq, the commercialization organization for Queen’s University. She is also the co-author of Fast Forward – Organizational Change in 100 Days with Peter Richardson.


DR. SHAWNA O’GRADY

Human Resources and Team-Building, Queen’s School of Business

Shawna O’Grady is an authority on strategic human resources management, team-building, and the cross-cultural aspects of international business. She is an experienced team facilitator who is in high demand for her original approach to team-building. She is also the author of Border Crossings – Doing Business in the U.S., an award-winning book on international business. She has consulted with many organizations including Microsoft, MDS, Mattel, Shoppers Drug Mart, Enbridge Consumers Gas, Industry Canada, BMW, Novo Nordisk, Oracle, Xerox, Bell Canada, GlaxoSmithKline, Ministry of Finance, Canada Post Corporation, and TD Canada Trust.

DR. DOUGLAS REID

Strategic Management, Queen’s School of Business

Douglas Reid is an authority on corporate strategy, and has been widely quoted in the media. As a researcher, he specializes in inter-company alliance dynamics and large alliance evolution. Prior to joining Queen’s School of Business, he was Vice President at Burson-Marsteller, an international consulting firm. He recently concluded six years of service as a director of Candela Energy, and is an active advisor to several companies including Bell Canada, Ontario Securities Commission, Canada Post, Shoppers Drug Mart and Royal and Sun Alliance.

MR. WILLIAM RICHARD

Director, Queen’s Public Executive Program

William (Bill) Richard is a former senior government executive (Brigadier General) in National Defence with extensive experience in strategic planning, leadership, information technology, program management, policy, and international affairs. He is an Adjunct Professor at Queen’s University in the School of Policy Studies and a Senior Fellow in the Queen’s Centre for International Relations. Prior to his recent retirement from the Canadian Forces, Mr. Richard was the Commander Canadian Defence Liaison Staff (London, England), responsible to the Chief of Defence Staff and the Canadian High Commissioner for bilateral Defence Relations with the United Kingdom. As a management consultant, he has recently completed projects in strategic planning and change management at Queen’s University, National Defence, and the Ontario Ministry of Health and Long Term Care.

THE HONOURABLE HUGH SEGAL

Senator and Curriculum Advisor, Queen’s Public Executive Program

Hugh Segal joined the Canadian Senate in 2005, after four decades of public service which included Chief of Staff to the Prime Minister of Canada, Associate Cabinet Secretary (Ontario) for Federal-Provincial Affairs and Policies and Priorities, Legislative Assistant to the Leader of the Opposition (Ottawa), and President of the Independent Institute for Research on Public Policy. Chair of the Special Senate Committee on Anti-Terrorism, he is a former Chair and present member of the Senate Committee on Foreign Affairs. He headed a NATO parliamentary delegation to Washington and is a former Chair (Calgary 2004) of the annual Canada-UK Colloquium. He was a Senior Fellow at Queen’s School of Policy Studies and was named a Member of the Order of Canada in 2003.

DR. JANICE GROSS STEIN

Belzberg Professor of Conflict Management, Department of Political Science, University of Toronto

Janice Gross Stein is the Belzberg Professor of Conflict Management in the Department of Political Science and the Director of the Munk School for Global Affairs at the University of Toronto. She is a Fellow of the Royal Society of Canada and an Honorary Foreign Member of the American Academy of Arts and Sciences. She is the co-author, with Eugene Lang, of the prize-winning The Unexpected War: Canada in Kandahar. She was the Massey Lecturer in 2001 and a Trudeau Fellow. She was awarded the Molson Prize by the Canada Council for an outstanding contribution by a social scientist to public debate. She is a member of the Order of Canada and the Order of Ontario. Dr. Stein currently serves as Co-Chair of the International Programs Committee on the Board of Care Canada.

Session leaders are subject to change.

A12.0060 Information in this brochure is accurate at time of publication.

Residential Programs in Kingston:

Executive Program

Public Executive Program

Enterprise Management

Finance for the Non-Financial Manager

Governance

Human Resources

IT Management

Leadership

Marketing

Operations Leadership

Strategy

Non-Residential Programs Across Canada:

Coaching for Challenging Conversations

Creative Innovation in a Lean Environment

Developing Your Leadership Presence

Executive War Gaming Program

International Executive Program in Mining

Leadership

Managerial Decision-Making

Negotiating and Consensus-Building

Project Leadership

Sales Management

Strategic Analytics

Strategic Pricing

Strengthen your management skills and improve operational performance with Canada’s most respected Executive Education Programs.

EXECUTIVE EDUCATION

QSB Executive EducationQueen’s School of BusinessGoodes HallQueen’s UniversityKingston, OntarioCanada K7L 3N6

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