The confidential policy advice elected politicians do receive from the public service is regularly published in the media via access-to-information requests. Accountability legislation means that even the most minute detail of how government departments are run is under intense public scrutiny. The ongoing evolution of ministerial responsibility means that public servants are increasingly expected to shoulder the blame when government policies go awry. In sum, today senior public servants regularly confront challenges rarely seen by even the most seasoned private sector executives.
Yet a non-partisan, professional public service is a key asset to any nation seeking to succeed in today’s hypercompetitive global economy. To help support the public service as a critical national institution and to prepare senior public servants to successfully meet the challenges they confront, the Ivey Business School is offering a program of executive education for senior public sector leaders.
Join us for one of our upcoming sessions.
Who Should Attend?
Admission to the program is through nomination by a Deputy Minister or a crown corporation CEO. The program is geared to individuals who have completed at least a year as an Assistant Deputy Minister (ADM) or a crown corporation VP in both federal and provincial governments who have the potential to assume further responsibility in their career. The program is designed to encourage participants to meet and exchange with their peers in other organizations.
ADMs and crown corporation VPs operate in a more complex, demanding and ambiguous environment than ever before. The changing roles of Ministers’ offices and parliamentarians and legislators, the perceived collapse of the knowledge advantage that public services once had, the increase in scrutiny and oversight by third parties, and the shrinkage of budgets are all factors that are redefining the role, the scope and the accountabilities of senior leaders. This program theme will assist executives in taking stock of these challenges and developing new leadership strategies to address them. Executives – in addition to being good managers – must lead and inspire. The program will provide senior leaders with tools to assist them in leading their organizations.
The specific lines of accountability between elected officials and the permanent public service have always been, by design, somewhat imprecise. For a number of reasons, these lines are increasingly blurred and are often redefined in real time. This program theme will explore the causes of this evolution and compare it to developments in other countries. ADMs and crown corporation VPs will be provided with insights and strategies to deal constructively with increasingly unclear accountability lines.
Decision making is increasingly afflicted by the curse of short-termism. Decisions are made without full information because the pressure of time. This program theme focuses on “battlefield surgery” decision-making where known unknowns represent strategic risks and authority is unclear and accountability is focused on public servants. ADMs and crown corporation VPs will develop a strategic perspective on the increasingly frequent situations where a product is sought within extraordinarily short time frames, with limited staff resources and an undefined notion of success.
Department and Portfolio Coordination
A key difference between the work of Directors General, and the work of ADMs and crown corporation VPs is the need for the latter to assume leadership for departmental corporate initiatives and on issues that span branches and portfolio organizations. For example, arms-length organizations have increasingly come under scrutiny from oversight bodies, the opposition and the media. Issues of governance accountability between boards and governments continue to be a source of stress. This program theme will assist senior leaders in managing departmental corporate initiatives as well as the relationships between ministers and portfolio organizations.
CEOs of publicly-traded companies must release quarterly financial results, including a Management Discussion and Analysis (MDA) section that provides a narrative on challenges and opportunities. Such obligations focus the attention of senior executives and their organizations on tracking progress, as well as identifying new developments and potential problems. This program theme will assist ADMs and crown corporation VPs in developing practical management reporting systems to enhance organization effectiveness and efficiency.
The cases used for the program are drawn from both the public and the private sectors since we believe that many of the challenges leaders of large organizations face are the same for both the private and public sectors. The various case discussions will be supplemented by targeted lectures and presentations by outside experts from the private and public sectors.
This is Not about Text Books and Lectures
If you are having a hard time imagining yourself in a classroom again, keep in mind that Senior Public Sector Leader Program is designed with busy leaders in mind. It is an engaging, interactive experience that draws on the vast perspectives that you and your classmates will bring to the program. Our real-world Case-Method of Learning is not about textbooks and lectures – it’s about learning by doing. Using case studies you’ll put yourself in the role of decision-maker and take on real challenges to gain practical hands-on experience. You’ll come away with new knowledge and ideas that are directly applicable and that will have immediate impact.
Create Immediate Impact
Throughout the program, you will track your learning outcomes and pinpoint specific initiatives to implement. You leave knowing exactly how you will apply your new knowledge and skills, and a self-developed implementation plan to start your impact once back in the office.
“Over the week, my horizons on strategy were stretched, expanded and opened to different possibilities, while at the same time, the course positioned me to delve deep inside of my personal core of leadership – to reflect and activate!”
Marian Campbell Jarvis, Assistant Deputy Minister, Minerals and Metals Sector, Natural Resources Canada
“I would recommend this program to public sector leaders who want to deepen their leadership skills and advance their career. The challenges presented in the case studies and other materials are deeply resonant of issues we face as senior public servants and offer a different level of understanding. Working through complex situations with new colleagues from different levels of government is an expansive and unforgettable experience.”
Helen Angus, Associate Deputy Minister/ Transformation Secretariat, Ministry of Health and Long Term Care
Paul Boothe: Faculty Director
Paul Boothe was appointed Professor and Director of the Lawrence National Centre for Policy and Management at the Ivey Business School, Western University in September 2012. His career has included university research and teaching, acting as an independent consultant to Canadian and international organizations, and serving at the deputy minister level in provincial and federal governments.
Dr. Boothe was trained in economics at Western (Hons BA) and UBC (PhD). He was appointed to the faculty of the University of Alberta from 1984 to 2007. He has authored more than 70 publications in the areas of macroeconomics, international finance, debt management and public finance.
Dr. Boothe's public sector career includes serving as the Deputy Minister of Finance and Secretary to Treasury Board for Saskatchewan (1999-2001), Associate Deputy Minister of Finance and G7 Deputy for Canada (2004-2005), Senior Associate Deputy Minister of Industry (2007-2010) and Deputy Minister of the Environment (2010-2012).
Mary Crossan teaches in the undergraduate, MBA, Ph.D. and Executive Programs. Her research on organizational learning, strategy, leadership character and improvisation has been widely published in such journals as the Strategic Management Journal, Academy of Management Review, Organization Science, the Journal of Management Studies, Leadership Quarterly and Organization Dynamics.
She has extended her research to management practice through a collection of over 50 cases, many of which have been published in a book she co-authored entitled Strategic Management: A Casebook. She is also an author of the Strategic Analysis and Action textbook. In a joint venture between the Ivey Business School and the Second City Improvisation Company, she developed a management video entitled "Improvise to Innovate" which extends traditional concepts of strategic management to development tools and techniques for more innovative, flexible and responsive strategic action.
Her research, case-writing and consulting have provided broad exposure to companies around the world. She has worked with HSBC, Mattel Asia, Bank of Montreal, TD Bank Financial Group, CIBC, Sears Canada, Sun Life and Grand & Toy. Her case on Starbucks has been Ivey's top selling case for many years.
David Moloney brings a wealth of both policy and public sector management experience to Ivey, building on a career spanning over three decades with the Government of Canada.
Professor Moloney was appointed by the Prime Minister to lead Canada’s participation in the Canada - U.S. Beyond the Border Action Plan and in the Canada - U.S. Regulatory Cooperation Council Joint Action Plan, following their launch in December, 2011 by the Prime Minister and the President of the United States. The Prime Minister had previously appointed David as Executive Vice-President of the Canadian International Development Agency (CIDA) from April, 2009. Prior to his service at the Deputy Minister level, Professor Moloney's career included appointments at the Assistant Deputy Minister level at the Privy Council Office, CIDA, Treasury Board Secretariat, and the Industry Sector of Industry Canada. He holds economics degrees from the University of Western Ontario and the University of British Columbia and worked on a wide range of economic policy and management issues at the Bank of Canada and the Department of Finance. Professor Moloney will help further build the Lawrence Centre’s capacity in the analysis of public policy affecting business and public sector management.
Jean-Louis Schaan, Professor of Strategic Management and International Business, has extensive teaching experience in both degree and non-degree executive education.
Teaching in executive programs in North America, Europe, Asia and Africa, he has made a contribution to education that encompasses the globe. The recipient of awards for excellence in teaching, he received special recognition from both the Ivey Business School and the University of Ottawa. Jean-Louis has co-authored the books Cases in Alliance Management: Building Successful Alliances and Le partenariat: stratégies et modes opératoires. In addition to teaching, he advises executives internationally and has twenty years experience serving on the Board of Directors of companies.
Clients: Perle Auto Europe, Lixar IT Inc., Bisson Varona and Associates Incubator Company Inc., La Fondation RGA-Michel Cloutier, Morrison Lamothe Inc., Davidson Industries Inc., Camplast Inc., Canadian Club of Ottawa and Atlas Medical Resources.
Richard Dicerni recently retired as the Deputy Minister, Alberta Executive Council and Head of the Alberta Public Service, where he served from October 2014 to April 2016. Prior to accepting this position, Mr. Dicerni was Adjunct Research Professor at the Ivey Business School and sat on various boards.
Born and raised in Montreal, Mr. Dicerni graduated from the College Sainte Marie in 1969 with a Bachelor of Arts. He pursued graduate studies at the Kennedy School of Government at Harvard where he earned a Master’s in Public Administration in 1981.
Mr. Dicerni started his career with the federal government in 1969. In the 1970s and 1980s, he held a number of executive positions in the federal public service including Senior Assistant Deputy Minister, Health and Welfare; and Deputy Secretary to the Cabinet. In 1992 he joined the Ontario Government as Deputy Minister of Environment and Energy. In 1995 he assumed the position of Deputy Minister, Education and Training.
In 1996, Mr. Dicerni was appointed President and CEO of the newly established Canadian Newspaper Association. Mr. Dicerni left this position in 1998 to become Senior Vice President at Ontario Power Generation (OPG). He stayed at OPG for the next seven years and led the company between 2003 and 2005.
He rejoined the Canadian Government as Deputy Minister of Industry where he served from 2006 to 2012.
He has served on the boards of Trent University, the Credit Valley Hospital, Atomic Energy of Canada Ltd. (AECL) and the Public Policy Forum. He currently sits on the Board of Directors of Alberta Health Services.