25 years: the forum way

0125 Years: The Forum Way

25 years:The forum way

{ 1987 to 2012 }

CoNTeNTsTABLe OF

2 Messages from the Chair and President

3 Introduction

4 In the begining: the Ehrenworth years 1987 to 1998

11 The Zussman years, 1998 to 2003

12 The Forum way

13 Influencing policy

16 The Jodi White years, 2004 to 2009

16 The age of minority

22 The David Mitchell years, 2009 to present

27 Board Members, 1988-2012

41 Sponsors of the 25TH anniversary

22 New priorities

5 A new model for policy making

6 Finding its feet

7 A special kind of meeting

7 The take-off point


As the Public Policy Forum turns 25, we want to mark the occasion with a brief account explaining why we are in business and how we have gotten to where we are today. Instead of cataloguing events, reports and programs produced through the years,

we asked our current and former presidents to reflect on their time at the helm and the measures they took to keep the Forum relevant and viable in a changing political and policy environment. The following pages present their recollections and those of others who have worked in and around the Forum since its inception.

We have also included some thumbnail sketches of projects that the Forum has launched through the years. Far from exhaustive, this list illustrates the rich variety of work we do in our efforts to improve the quality of public policy and public sector management at all levels of government across Canada.

We trust this account will encourage people who share our goal of building better governments to think about issues and ideas that we might pursue together in the years ahead.

Finally, on behalf of my predecessors and all current and former directors of the PPF Board, I would like to commend and thank presidents David Mitchell, Jodi White, David Zussman and Shelly ehrenworth and their dedicated staff over the years, as well as all the members and supporters of the Forum without whom the significant public policy contribution to Canada outlined in this brief history would not have been possible.

Larry MurrayChair,

Board of Directors

I’m honoured to lead the Public Policy Forum past the quarter century mark and into a new era where our future quality of life will depend more than ever on sound public policy and innovative public institutions.

In order for Canadians to effectively address issues like population aging, climate change and the need to build a stronger culture of innovation, we cannot rely on past practices or approaches. Nor can we expect governments to solve complex problems on their own. More than ever, we require cross-sector collaboration and imaginative partnerships. And we need a means to encourage understanding and trust across all sectors in order to ensure the good governance Canadians expect. Canada’s Public Policy Forum stands prepared to continue using its convening ability for these important purposes.

The Forum is grateful to Geoff Poapst, a founder and Vice-President of the Forum from 1987 to 1992, who helped put this history together. As we celebrate our silver anniversary, we also want to thank the hundreds of directors, members, staff and friends who have had a hand in our success so far.

David J. MitchellPresident & CeO

MeSSAGe FrOM The MeSSAGe FrOM The FORUM’S CHAIR FORUM’S pRESIDENT

3 25 Years: The Forum Way

who’s in charge and how do you get things done? That’s what governance means to President David Mitchell. he believes the Forum has always been good at putting the right people into a room to ask and answer the right questions about the key issues of the day.

David saw this process play out for the first time in 1992. he was house Leader for the Liberal Opposition in the British Columbia legislature when the newly minted NDP Premier Mike harcourt invited him to take part in a two-day Summit on Trade and Economic Opportunity. If he felt a little odd as an Opposition MLA to be given a seat at the table, he would soon find himself in a conference room full of strange bedfellows. The Summit would air out all sides of the issues facing the province from the ‘war in the forests’ to the aspirations of First Nations and give every group with something to say a chance to explain why they felt the way they did.

Nobody thought the Summit would come up with a blueprint for prosperity in B.C., but there are dozens of people who remember it to this day. David is convinced that relationships built around that table have helped to move the province forward regardless of the government in power. he took his hat off to the Premier for having the courage to stage the event and recalls Mr. harcourt thanking a group called the Public Policy Forum for planning the Summit and helping him to pull it off.

Years later, the Forum was searching for a new president and David got a call from a head hunter to gauge his interest in the job. he thought back to that first encounter and said “I’ll kick myself if I don’t pursue this” because he saw the opportunity to make a contribution and to do something special.

The Summit showed us that people

with different views can still have an

intelligent discussion. We used the

same model to get talks going on issues

like workforce training, public-private

partnerships and welfare reform.

“

”— Mike Harcourt

iNTroduCTioN

Honouring Canada’s living former Prime Ministers at the 25th Annual Testimonial Dinner (2012)

Managing Change in Large OrganizatiOns: CEOs share experiences in reshaping

companies with federal Deputy Ministers and the group assess possible lessons for the public sector.

{ 1990 }TIMELINE


That’s how Shelly ehrenworth saw it too when the concept first percolated in his mind. The Forum would offer a chance to do something special, but a clear notion of that special thing had yet to take shape.

Fresh from finishing his MBA, Shelly joined the Department of Industry Trade and Commerce in Ottawa, in 1972. even as a junior officer, he was puzzled at the gulf between the public and the private sectors. Despite the obvious impact of government on the economy, civil servants and business leaders worked in different worlds and would meet to deal with crises rather than to prevent them. Later, Shelly would point to ill-conceived policy initiatives like the National energy Program and Allan Maceachen’s failed attempt at tax reforms in his 1981 budget as telling proof of the need to close this “understanding gap.” While on secondment to the Niagara Institute in 1978, he saw how this could be done.

The Niagara Institute was an exclusive executive development facility whose programs brought together leaders from different sectors to learn from each other, about each other. The Institute created opportunities for CeOs, labour leaders, deputy ministers and others to see the world through a different set of eyes and build connections that would help them do their jobs better. After four years, Shelly left Niagara with a rolodex that stretched from coast to coast and a knack for designing meetings that work. These assets would later help propel the Public Policy Forum, but it would take Shelly a second tour with the federal government for the final pieces to fall into place.

Shelly became Director of Public Affairs at the federal Department of Labour with the task of managing the government’s relationship with Canada’s trade unions. The job took on a new dimension when a former labour lawyer, Brian Mulroney, became Prime Minister in 1984. Suddenly, trade union leaders wanted to be players on the federal policy scene and senior officials wanted to know what the labour movement could bring to the table. Taking a page from his Niagara playbook, he began to bring union and government people together for high-level talks on issues like technological change, skills training and labour adjustment. however, for Shelly, a more important and formative achievement was planting the seeds for a venture called the Canadian Steel Trade and employment Congress (CSTeC), Canada’s first Sector Council.

ehreNworTh yearsIN The BeGINNING: The

1987 TO 1998

Founder, Public Policy Forum, Sheldon Ehrenworth

Managing COMpanies and UniOns in the 1990s: Union and company leaders brief

federal and provincial Deputy Ministers on the challenges facing the BC forest sector and give an insider’s

look at the collective bargaining process.

{ 1991 }


CSTeC brought together union and company leaders to develop a common data-base and speak with a common voice about federal policies affecting their industry. For years, governments had been urging unions and companies to collaborate more effectively. Now they had taken up the challenge and were coming to Ottawa together to talk about trade, investment, training, unemployment insurance, and a host of other issues. Suddenly, there was a new player on the scene that could breach the bureaucratic barricades with a flood of good ideas. Ministers were impressed, and a number of clumsy policies and regulations that were costing the steel industry jobs and profits, and threatening access to the vital U.S. market, were eliminated.

A NEW MODEL FOR POLICY MAKINGWith CSTeC, Shelly saw what could happen when control over the agenda and process for policy discussions moved away from government officials and more into the hands of industry leaders. here was proof that a more open policy process with stakeholders bringing constructive, well-informed positions to the table could pay dividends all around. Soon, the Public Policy Forum would be Shelly’s bet that this new policy model could work on a broader scale.

By the fall of 1986, he was in Toronto pitching ideas to old friends from his Niagara days. With their help, he would create a non-partisan organization with the sole objective of making government work better. It would nurture a more outward-looking federal public service and promote understanding and two-way communication

between government and the broad private sector. This new creation would not take a stand on policy issues, but rather stoke policy discussions with a range of viewpoints. If the Forum has founding fathers, it was the group around that table who blessed the concept and sent Shelly off with a cheque for $5,000 and the promise of $100,000 more if he could put together a critical mass of support.

As Shelly made the rounds back in Ottawa, reaction to the idea was mixed. Some senior people were offended at the suggestion that the public service was out of touch or in any need of help from outsiders. however, when a director general at the Department of Industry claimed “We don’t have time to consult with companies and unions because we are too busy making policy,” Shelly knew the Forum was an idea whose time had come. Fortunately, he was not alone and when a small group of deputy ministers stepped up with resources and moral support, the stage was set.

The Forum’s initial champions in the public service were Deputy Ministers Mark Daniels, Ray Hession, Gaëtan Lussier and Huguette Labelle.

Next, a Board of Directors came together that would establish the Forum as a non-partisan organization. Peter White, from Argus Corporation, a former Appointments Secretary and future Principal Secretary to Prime Minister Mulroney, was the founding Chair. Liberal Party strategist Bill Lee became Vice-Chair, and to complete the spectrum, people such as former Saskatchewan Premier Allan Blakeney would soon come on board. As Peter White would put it to the founding board meeting: “Whether we believe government is too big, too small or just about right, we can all agree that it ought to work better.”

Whether we believe government is too

big, too small or just about right, we can

all agree that it ought to work better.

“”

LiteraCy rOUndtabLes: business and labour leaders convene regional conferences

to study the impact of illiteracy in the workplace and build a common strategy

for combating this problem.

{ 1992 to 1994 }


Several deputy ministers, as well as prominent business, labour leaders and academics, would fill out the 12-member Board. Before the doors were open, Shelly had put together an organization that could not be dismissed.

The final piece of the puzzle was staff. Geoff Poapst, Shelly’s colleague from Labour Canada, arrived via executive Interchange and would help craft the Forum’s message in speeches, opinion pieces, programs and reports. An administrative dynamo named Barbara Cotterill was the final addition. With 400 square feet of office space and $15,000 in the bank, the Forum took flight on April 2, 1987.

FINDING ITS FEETThe environment could not have been kinder to the fledgling organization. The country was digesting big ideas like free trade and tax reform, and there were discussions going on about health care, labour adjustment, immigration, education and training. People outside of government wanted to be heard and many senior officials were ready to listen to new ideas, especially if the Forum were there to do the work of bringing them together.

In the early days, Shelly recalls: “We could do just about anything we wanted as long as it brought in some revenue and helped to build a core group of senior people who embraced our concept of excellence in government.” From day one, the Forum was bringing CeOs, deputy ministers and other leaders together in “Senior executive roundtables” to compare notes on key policy and management issues. Another stream of programs put government departments, companies, unions and other organizations “under the microscope” to give outsiders a close-up look at how they managed their business and a chance to form valuable relationships with their key decision-makers. In the end, the Forum was offering a mix of programs, some aimed at problem solving, others simply at education.

Microscope Programs – Olympia and York and its key subsidiaries Gulf Canada Resources and Abitibi hosted the first “under the microscope” seminar for 30 Deputy Ministers from Ottawa and the provinces who explored the company’s internal processes for planning major capital investments such an arctic pipeline. The corporate leaders also explained how tax, environmental, labour market and other regulatory policies affected their decisions.

Government departments also took part in Microscope Programs. In May 1989, 30 senior business executives came to Ottawa to learn about the procurement process and discuss ways of making the Department of Supply and Services work more effectively. Next in line, Communications Canada and Industry Canada opened up to their clients mainly to discuss improved communications. These microscope sessions have been a mainstay of Forum offerings throughout the years.

Senior leaders attend one of the first Public Policy Forum meetings (Fall 1988)

CeO sUMMit On heaLth Care: two dozen CEOs of major corporations meet with federal and

provincial government officials to explore the ways of strengthening Canada’s single-payer public

health care system as a cornerstone of our competitiveness and quality of life.

{ 1996 }


A SPECIAL KIND OF MEETING From a string of very successful events, the Forum earned a reputation for convening meetings where you met people you wouldn’t otherwise come across, or certainly wouldn’t be sitting across from at a boardroom table. Add to that a topical issue and the ground rule that discussions were on the record, but not for attribution without permission, and you got a very frank exchange that was not only stimulating, but often highly entertaining. Another key ingredient was facilitation. The Forum would usually recruit a high-profile business, labour or not-for- profit sector leader to chair a meeting and help get the right people into the room. But after brief opening remarks, he or she would sit as a participant and a skilled facilitator would take over to run the discussion.

For an organization whose mission was still taking shape, the Public Policy Forum, by the end of 1987, was attracting a lot of attention. Shelly recalls: “We sold the Forum on the strength of meetings that nobody else could offer and it was rare that one or two participants would not enrol their company, department, union or not-for-profit organization as a sponsor. That’s how we managed to log our first year-end with a $15,000 surplus, and $140,000 in sponsorship funding.”

The Forum owes enormous thanks to the late Max Clarkson, who was Dean of the University of Toronto Faculty of Management and an early benefactor of the Forum. Max was one of the finest facilitators in the country. He could bring the most diverse groups if not to consensus, then to an amicable understanding of each other’s views. Max shared his talents with the Forum staff, and to this day, his approach is used at Forum events.

THE TAKE-OFF POINTOver the next 10 years, the staff would grow along with the annual budget. By 1998, Shelly had enlisted roughly 180 private and public sector organizations as Forum members, with the largest share of revenues coming from outside government. There were hundreds of events, large and small, during the Forum’s first decade. Looking back, however, Shelly points to three that put the Public Policy Forum on the path to where it is today.

T h e C h i e f e x e C u T i v e f o r u m o n e x C e l l e n C e i n GovernmenT – CalGary, february 1988

Calgary might have seemed an unusual location for eight federal deputy ministers and a dozen CeOs to meet for a brainstorming session on making the federal bureaucracy work better. As things turned out, however, the venue and participants could not have been better chosen.

With the National energy Program fresh in their minds, oil patch veterans were only too aware of what can happen when a distant government makes policies based on questionable assumptions about their industry. They saw the meeting as an opportunity to learn how Ottawa works and how better communication with the Finance, energy and other departments could ensure that policy makers had the information required for sound decisions. For the deputy ministers who made the trip from Ottawa, the meeting would offer a chance to explain the sometimes arcane world of policy making and public sector management, and reach out to influential leaders who might be able to help them address some of the challenges they faced.

For two days, a very thoughtful conversation unfolded and the unlikely partners came to some interesting conclusions. First, they stood up for Canada’s non-partisan tradition in the public service and rejected the sentiment that was growing in some government circles to politicize

bLOOd, Fish and tears: leaders from government and the private sector discuss

strategies for improving the credibility and acceptability of science-based advice

in regulatory policy and decision-making.

{ 1998 }


the federal bureaucracy. Surprisingly, the CeOs were adamant on this point. Most had logged parts of their careers in the United States and wanted no part of an American-style spoils system. Their second conclusion was that key management fundamentals, essential in any public or private sector organization, had been neglected in the public service; it was as if good management was simply not a priority!

The CeO contingent was not only concerned about the state of affairs in the public service, they thought the government ought to do something about it and vowed to get this message across to their friends in Cabinet. Over the following months, they made good on this promise. Deputy Prime Minister Don Mazankowski would later recall that his first exposure to the Public Policy Forum came from CeOs who had attended the Calgary meeting and would corner him in airports to give him an earful about the problems in the public service.

Calgary was a watershed because, as Shelly ehrenworth says, “That’s where the Forum got its marching orders… The CeOs looked at us and said ‘OK, you have raised our consciousness, now what are you going to do about it?’ That’s when we started advocating for changing the management culture in Ottawa and that was our top priority for the next ten years.”

In all my years of meeting with

Canadian business leaders, this was

the first time anyone from the private

sector asked me about the challenges

I faced in running my department.

“

”— Arthur Kroeger, Deputy Minister, Energy Mines and Resources

Following up on the Calgary meeting, the Forum held similar sessions in cities across Canada and assembled a team of CEOs, former deputy ministers, trade union leaders, academics and a former premier to lead the Make Government Work Project. The team called for a blue-ribbon task force operating out of the Public Policy Forum to implement recommendations needed to bring public service management practices into the modern age. Throughout 1989, personal calls to Cabinet ministers, radio, TV and print media coverage, and a letter to the Prime Minister proved quite persuasive. In 1990, the government unveiled the PS2000 Program, billed as the most sweeping overhaul of the federal bureaucracy since the 1960s. In the announcement, the government embraced all of the Forum’s major prescriptions for change, save for one: they would not leave implementation in the hands of outsiders. Instead, PS2000 evolved as an internal exercise that, in the eyes of most public service observers, did not significantly move the yardsticks on management reform.

Arthur Kroeger, Deputy Minister


aMendMents tO the COMpetitiOn aCt and the COMpetitiOn tribUnaL aCt: the PPF collects ideas and opinions from 2000 organizations and individuals and reports their views

on proposed legislation to the Competition Tribunal.

{ 2000 }


The firsT PubliC PoliCy forum Dinner – ToronTo, aPril 1988

Two months later, the Forum was put to the test again. Would private sector leaders, with an already crowded calendar, turn out for an evening celebrating contributions to government and public policy? In the end, more than 500 were on hand as TD Bank Chair Allan Lambert, Nova Chemicals CeO Ted Newall and current and former clerks of the Privy Council Paul Tellier and robert Bryce became the first Public Policy Forum honourees.

“We knew we would get a good turn-out of public servants,” Shelly recalls. “But there were CeOs at half of the tables, which was more than we could have hoped for. The dinner was a great way to get our message across to the right people and raise some money. With help from our new colleagues in Calgary, we worked very hard to get the Deputy PM Don Mazankowski as our keynote speaker, and when he responded to our issues in his remarks, we knew we were making an impression back in Ottawa.”

Attendance at the Testimonial Dinner has topped 1,400 over the past decade making it one of the largest and most diverse events of its kind in Canada.

We were looking for a way to differentiate

our dinner from all the others, so I said let’s

wrap up by 9:15 p.m. That’s my enduring

service to Canada, the testimonial

dinner that ends at a decent hour.

“

”— Geoff Poapst, Founding VP

Marshall Cohen (right), former President, Olympic & York Enterprises Limited presents Paul Tellier (left), Clerk of the Privy Council and Secretary to the Québec Cabinet, with the inaugural Testimonial Dinner Award (1988)

The BriTish ColumBia CiTizens’ Forum on Clean air: citizens from across BC learn

about clean air issues, deliberate on policy choices and advise the Minister of the Environment.

{ 2001 }


The Testimonial Awards – At the annual dinner in Toronto, the Forum has honoured over 100 leaders from all sectors for their contributions to good governance in Canada. In 1992, the Award for Excellence in Public Policy Journalism was created in memory of Hyman Solomon who covered the public sector for the Financial Post. Since 2006, the Emerging Leader Award has put a spotlight on the next generation of decision-makers.

The bryCe-lamberT forum on exCellenCe in GovernmenT – ToronTo, november 1988

With its credibility riding high, the Forum put 50 CeOs and a dozen federal and provincial deputy ministers around the boardroom table at TD Bank to hear former U.S. Federal reserve Chair Paul Volker talk about the “quiet crisis in the American public service.” his message was that countries compete on the skills of their workers and managers, and also on the quality of their public officials. The audience could not have been more receptive, and from that point on, the idea of an effective public service as a factor in Canada’s competitiveness became part of the Forum’s mantra and marketing pitch.

Now retired, Shelly looks back on the whole experience as a crazy idea that worked from the get go. Through a deep recession and sharp federal spending cuts, the Forum was able to raise the bar on policy discussions year after year. he thinks of the 1993 pre-budget consultations where business, trade union and social groups discussed fiscal trade-offs in front of Paul Martin and senior Finance officials who were about to attack the deficit. Then there

was the 1996 CeO Summit on health Care where business leaders stood up for the Canadian single-payer model; the labour-business strategy for tackling illiteracy; the annual gatherings of business school deans and federal deputy ministers where the Forum would inject a larger public policy element into Canadian MBA programs; and the list goes on.

There is no doubt in Shelly’s mind that the Forum broke important ground: “We introduced leaders in all quarters to new ideas and to a new way of getting together to talk about the issues of the day. We were able to convince hundreds, maybe thousands of senior people in the private sector, that the quality of government is important and worth fighting for.” But to Shelly, the Forum was still only a qualified success at year ten. he was disappointed that “efforts to modernize the federal bureaucracy had borne little fruit; that the system was still struggling to deliver results that matter to Canadians; and was more isolated than ever from the mainstream.” he regrets that “The Forum was never able to move management reform to the centre of the government’s agenda and that was our number one objective. There is always something more important to do in Ottawa than making the system work better and we weren’t able to change that. When I left the Forum in 1998, the basic management problems, which had surprised that group of CeOs in Calgary, had scarcely been touched and many of these issues remain unresolved to this day.”

In 1900, Canada and Argentina had

similar economies and prospects.

Ninety years later, we are prosperous

and t hey a re a mes s . You don ’ t

think public policy is impor tant?

“

”— Participant, Bryce-Lambert Forum

Canada in transitiOn: a series of CEO-led workshops offer advice to the incoming Prime Minister

on strengthening Canada’s public service, democratic institutions and place in the world.

{ 2003 }


As former Assistant Secretary to Cabinet, then as Dean of the Faculty of Management at the University of Ottawa, David Zussman was attracted by the Forum’s core belief that policy discussions ought to begin with a rich mix of viewpoints coming to the table and that the management culture in Ottawa had to open up to new ideas. he also saw the Forum as a unique institution: “There was no other organization whose sole purpose was to improve the public sector, and that remains the case to this day.” So, in 1995, when the Public Policy Forum established the Centre for Public Service Management research, he accepted Shelly’s invitation to be its part-time director while continuing his work at the university.

The goal of the Centre’s research program was to drive innovation and throw light on emerging issues in the public service. Its studies in areas like alternative service delivery, talent management, benchmarking and recruitment of new university grads attracted a good deal of attention. With Shelly’s departure in 1998, the Board saw David Zussman as the logical successor.

David’s academic interests and early experience at the Forum had focussed on management issues. This remained a pillar of the Forum’s work. When he became president, the Forum was invited to establish and run a panel of “external experts” to advise the Clerk of the Privy Council on public management issues that would lead to important reforms under the Public Service Modernization Act of 2003. At the same time, the Public Policy Forum launched its annual How Ottawa Governs symposium,

which mobilized ministers, political staff and top public servants to give leaders from business, the not-for-profit sector and other groups an insider’s look at the machinery of the federal government. however, as these contributions continued, the real action was shifting to programs and events that brought experts, stakeholders and government officials together to look at specific policy challenges. This became the second pillar of the Forum’s work.

Although I spent my entire career in the private sector, I have always had a keen, non-partisan interest in sound public policy and excellence in government. My involvement with the Public Policy Forum gave me a unique chance to enrich my understanding of the challenges involved in meeting both of these aims. I look back fondly on my experience at the Forum, which helped prepare me for my subsequent role as an advisor on human resource management in the federal public service, primarily as Chair of the Advisory Committee on Senior Level Retention and Compensation.

“

”— Lawrence Strong,

Former President of Unilever Canada and Chair of the PPF Board

zussmaN yearsThe

1998 TO 2003

bringing eMpLOyers intO the iMMigratiOn debate: leaders from all sectors distil survey

data on the immigrant workforce into policy recommendations for the federal and provincial governments.

{ 2004 }


How Ottawa Governs remains a core program to this day and has been offered in cities outside of Ottawa like Calgary, Toronto and Washington.

Thinking back to his arrival at the Forum, David points out that: “The federal government was just coming out of program review. We were coming out of a salary freeze. The economy was booming and departments were looking for new things to do.” What’s more, departments had the flexibility to support the Forum through project fees as well as membership fees. This helped to underwrite a larger staff that was needed to keep up with the demand for new ideas in a wide range of policy areas. Some of these new people came from federal departments through the Interchange Canada program and were well plugged in to policy shops across the government. As a result, David recalls: “We were really good at looking over the

horizon for tomorrow’s policy issues. This meant we could be ready to go with a meeting or even have a report on the table when ministers and officials were starting to look for input on a policy issue.”

THE FORUM WAYTiming is critical in public policy development and the ability to offer constructive advice and recommendations early on in the process set the Forum apart from other think tanks who wanted to be influential in Ottawa. But equally important, in David’s view, was the Forum’s reputation as a skilled convener of policy discussions, its non-partisan make-up and its non-ideological approach. “We didn’t come at issues from the left or right, or business or labour perspective. Our pre-conference research would always reflect a range of relevant opinions, but we would not advocate for one policy position or another. In the end, we advocated for our reports and the conclusions reached by the people we put in the room. But the conclusions belonged to the group, not to the Forum.”

David Zussman, President, Public Policy Forum, the Hon. David Anderson, Minister of the Environment, Dr. Amory Lovins, Physicist and the Hon. Paul Martin, Minister of Finance (2000)

China’s eConomiC GrowTh – Do we have a Game Plan?: government and

industry leaders develop federal, provincial and private sector strategies for capitalizing

on China’s economic revolution.

{ 2005 }


David credits Max Clarkson for shaping the “Forum Way” of organizing and executing policy discussions. “We learned to trust the process we inherited from Max and it has never let us down.” Key to the process are several cardinal rules. First and foremost, the Forum controls the agenda and invitation list for the discussions it convenes. This is not always easy when someone else is paying the bills and may want to shape the outcome by deciding who comes to the table and how questions are put to them. A second rule is to structure a roundtable discussion or even a large conference so that everyone who attends has a chance to get their oars in the water. This improves the chances of getting senior people to take part. And finally, write a report that is true to the discussion, notes dissenting opinions and gets into the hands of the people who ought to read it before policy directions become set in stone.”

INFLUENCING POLICY On David Zussman’s watch, the Forum was able to shed light on a broad range of complex issues from managing government science to reforming the Competition Act to tackling youth unemployment. The idea was to give every issue a fair hearing and try to come up with recommendations that ministers and senior officials would find useful. If some people wonder whether a bunch of people talking around a table can actually influence the way governments think or act, David knows from experience the answer is often yes. Considering different options is what policy making is all about. “Of course,” he adds, “governments aren’t always prepared to listen. Sometimes policy comes straight from the election platform. It can also be a question of ideology, or they may believe they have all the answers. But you can still inject perspectives they may not have considered.”

Plenary session at the Forum’s Economic Transformation in the West roundtable. Prof. Richard Harris, Simon Fraser University, Hugh MacDiarmid, Chairman, Public Policy Forum, Roslyn Kunin, Roslyn Kunin & Associates Inc and Oryssia Lennie, Western Economic Diversification Canada (2003)

MiCrOsCOpe On FOreign aFFairs and internatiOnaL trade Canada: senior DFAIT officials brief business, academic and NGO leaders on Canada’s foreign policy

challenges and exchange ideas on the department’s role and management practices.

{ 2006 }


Some meetings are bound to have more influence than others, but when you put on a couple of dozen top-flight events each year, you are bound to hit some home runs. David thinks back to three policy decisions where the Forum’s work clearly made a difference.

The firsT minisTers’ aCCorD on healTh Care

Following the release of the romanow Commission report in 2002, the Forum hosted a conference called Moving from Debate to Action: Securing the Future for Canada’s Health System. Funded by 18 health sector organizations from the Arthritis Society to the Victoria Order of Nurses, the program involved more than 100 participants from government and the health care community. The goal was to identify common ground and build momentum toward a federal-provincial agreement for renewal of the health care system.

Through small group and plenary discussions, participants reached a fairly good consensus on approaches to eight priority issues from governance and accountability to the underlying financial dimensions of Canadian health care. When the discussions wrapped up, a delegation from the conference presented their recommendations to the federal Minister of health and top provincial representatives.

reporting out to the people in charge can be a powerful tool and participants took full advantage of their chance to tell the ministers that: “The time for action is now and that governments must put aside jurisdictional conflicts to effect change.” Then, they set out recommendations on the shape and substance of a federal-provincial accord on health care, which they were ready to advocate publicly and press the two levels of government to sign. In other words, the meeting had not only identified the way forward on some key issues, but also built a credible constituency of support that would help federal and provincial ministers sell the concept around their cabinet tables and to the public. In David Zussman’s view, this was a key event which cleared the way for the First Ministers’ Accord on health Care renewal signed in May 2003.

CreaTion of The CanaDian insTiTuTes for healTh researCh (Cihr)

In 1998, the Forum convened a brainstorming session around health research issues and the role of the Medical research Council of Canada (MrC). Federal health Minister Allan rock was on hand to hear the group’s conclusions and agreed in principle with their suggestion that Canada follow the Americans and others in adopting a more strategic approach to allocating research funds. Mr. rock cautioned, however, that any new funding institution would require an inclusive governance structure that could accommodate the needs of all legitimate stakeholders. For much of the next year, the Forum assisted

During my time as Minister of Health,

we received all kinds of input on the future

of health care in Canada, culminating in

the Romanow Commission report. Then,

the Forum made a very useful contribution

with the “Moving From Debate to Action”

conference. That discussion sorted

through all the recommendations and

gave us enhanced focus and confidence

as we, in the federal government,

moved forward to the First Ministers

Meeting on Health, which culminated in

an accord being signed in May 2003.

“

”— The hon. Anne McLellan

MinisteriaL FOrUM On Organized CriMe: federal, provincial and territorial Ministers and

Deputy Ministers take stock of research and best practices in Canada and abroad to fight organized crime.

{ 2007 }


a stakeholder task force to reach a consensus on how a new funding organization would be governed and captured their conclusions in a report to the Minister. This, coupled with outstanding leadership from MrC President Dr. henry Friesen, convinced the government to act. The MrC morphed into the Canadian Institutes for health research (CIhr) and was officially unveiled in the 1999 budget with a substantial increase in its funding base.

seCurinG a PlaCe for The volunTary seCTor

Another area where the Forum had an enormous impact was in bringing the voluntary sector more fully into the federal policy process. This process started with a couple of groundbreaking meetings in Banff that brought together leaders from business, academe, the federal and provincial governments, and the heads of major voluntary organizations such as United Way Canada, the Community Foundations of Canada and the Coalition of National Voluntary Organizations. The meetings were set up to give the voluntary sector a chance to explain itself to the other groups. The discussion focussed on the economic and social impact of voluntary organizations and concluded with a call for high-level talks that could lead to stronger partnerships with government in developing policy and delivering services.

The next step was to repeat the process with top decision-makers in Ottawa. This time, the Deputy Prime Minister, Finance Minister and key deputy ministers were on hand for the discussion. The voluntary sector representatives made the most of the opportunity: they avoided complaining about funding or institutional arrangements; instead they tabled ideas for increasing their impact on the quality of life in Canada in a cost-effective way. The federal leaders were impressed and the meeting led directly to the $150-million Voluntary Sector Initiative. This unique undertaking was intended to build stronger relations between the Government of Canada and the voluntary sector, and strengthen the sector’s ability to deliver services to Canadians.

Now back at the University of Ottawa, David Zussman looks on his Forum years with great satisfaction. “We can trace a number of processes we initiated directly to important developments in policy, practices and institutions.” But he believes the influence goes beyond that because the process the Forum perfected for bringing many voices to the table is a contribution in and of itself. With thousands of people having seen how the Forum works and what it can do, David believes that as long as governments are interested in hearing from stakeholders and in honest debate of policy issues, the “Forum Way” will continue to serve Canadians.

The Public Policy Forum was instrumental

in bui ld ing a be t ter re la t ionsh ip

between the federal government and

voluntary sector organizations that lets

us deliver better value to Canadians.

“

”— Al hatton

President of United Way Canada

CanaDa’s nuClear renaissanCe: business, labour and government leaders meet with

regulators to assess the policy and regulatory environment in light of trends in nuclear power generation.

{ 2008 }


Jodi White first came across the Public Policy Forum in the early 1990s when she was Chief of Staff to Foreign Affairs Minister Joe Clark in the Mulroney government. She was impressed by the people it could put around a table and by the idea of people working from outside of government to build a stronger public service. After her move to the private sector, she joined the Forum’s Board in 1989 and served as Chair from 1994 to 1997. Needless to say, she knew what to expect when she became the Forum’s third president in January 2004, and she had some ideas about where she wanted to take the organization.

There was no pressing need to change the business model when Jodi took the reins. The books were in good shape and certainly in Ottawa, the Forum was established as a trusted intermediary in public policy discussions. But Jodi’s contacts were different from David Zussman’s, as were her interests. And the experience and outlook of the CeO will always shape the issues the Forum tackles, how it operates and who it works with. She wanted to bring back a strong focus on management issues and step up the Forum’s efforts to help senior bureaucrats understand how different Canada looks when seen from outside the National Capital. To do this, the Forum would have to become less Ottawa-centric and re-engage with private sector leaders, particularly in western Canada, where membership had declined.

THE AGE OF MINORITY Although the Forum takes pride in its unique, non-partisan character, it cannot hide from politics altogether, and six months into Jodi’s term, the political winds shifted dramatically. In June 2004, when Canadians elected their first minority Parliament in a quarter century, the market for bold new policy ideas began to shrink in Ottawa. Staying relevant, not to mention solvent, in this new environment would require correcting the course. Could the Forum still attract high-level participants, particularly from the private sector, to roundtables and conferences where the opportunity to influence policy outcomes might be more limited than in the Zussman years? Jodi would put this question to the test and discover, as Shelly had in the Forum’s early years, that CeOs like a good discussion. With the right topic, the right process and the right marketing strategy, you can fill a room with senior people who simply want to learn from each other. Two events early in her tenure stand out in Jodi’s mind.

In November 2004, the Forum’s Fueling our Future conference brought together 160 top executives from the private sector, industry associations and environmental groups as well as federal and provincial governments. The objective was to assess the energy challenges facing the country and consider whether a more “national approach” to policy and planning would pay off for Canadians. This idea was not even on the radar in Ottawa, but Jodi

jodi whiTe yearsThe

2004 TO 2009

risk ManageMent and eCOnOMiC stiMULUs prOgraMMing: uditor General

Sheila Fraser and Shawn Murphy, Chair of the House of Commons Public Accounts Committee meet

with auditors and risk management specialists to explore ways of delivering the government’s $40 billion

stimulus program quickly and effectively while respecting accountability and transparency requirements.

{ 2008 }


recalls: “We had most of Canada’s energy sector leaders in a room backing the idea as an essential step toward reconciling the energy and environmental issues facing the country.” This pointed not only to a serious disconnect between policy makers and stakeholders, but to a role the Forum has played since its inception: tabling questions nobody else is asking.

The Evolving Role of Governments in a 21st Century Economy, launched in 2005, also cast a wide net in the public and private sectors. This program involved a detailed survey of opinion leaders and six regional workshops, each chaired by a respected local business leader. All told, more than 100 senior people from business, civil society, the federal and provincial governments, and academe came together to share ideas on the role of government in the evolving global economy. Jodi remembers the program and the context: “It seemed that governments around the world

were responding to challenges like the aging workforce and the emergence of China and India as industrial powers while Canada was still stuck in the debate about picking winners and losers. But our participants, notably the business leaders, were way ahead of the federal government in their thinking about active policies to promote growth and wealth creation. We avoided the term industrial strategy, but that is essentially what we were talking about.”

The reaction in business quarters to Fueling our Future, The Evolving Role of Government and similar programs was extremely positive. Senior business people not only enjoyed the discussions, many wanted to get more involved. Jodi’s idea was first to engage them in a good discussion around their own issues – so energy sector CeOs come out to a meeting on energy strategy – then try to move them out of their envelope and deeper into the Forum’s traditional territory. She wanted them to make the connection between

Conference brochure from Fueling our Future: Strategic Energy Policy Opportunities for Canada (2004)

india rising: leaders from Canada’s business, government, academic and legal communities

learn about India’s changing economic landscape and discuss opportunities for growth in trade

and stronger commercial relations.

{ 2009 }


the quality of the public service and the quality of the policy and regulatory environment in which business operates. Beyond this, however, there have always been leaders in corporate Canada who believe that good government is not just good for business but good for the country. The group who heard Shelly’s pitch in Toronto 1987 was cut from this cloth as were the Calgary CeOs who gave the Forum its marching orders the following year. As the Forum marked twenty years in business, Jodi would tap a similar vein.

When Jodi became president, roughly 60 percent of the Forum’s membership and project revenues were coming from government sources, with the bulk originating from federal departments and agencies. Four years later, the figures had turned around. Now 60 percent of revenues came from non-federal sources, the corporate world was much better represented, and all but three of the provinces and territories had signed on.

She recalls going to CeOs with a simple and familiar message: “In a globalized world, Canada was getting smaller, not bigger; we are never going to be the richest or the toughest. So to maintain our place in the world, we’ve got to be the smartest, and government is a huge part of that.” One of her prime objectives was to take the Forum closer to its roots by building a membership base that would support a host of initiatives focussing on revitalizing the broad process of government in Canada. This meant programs that

focussed on democratic renewal, restoring the credibility of crown corporations, engaging citizens and communities in developing the policies that affected them, and even rethinking political parties and their role in the governance process. The flagship initiative, however, was Canada’s Public Service in the 21st Century – Destination Excellence.

This 18-month study, headed up by former federal Deputy Minister Ian Green, surpassed anything the Forum had done before in terms of breadth and rigour and cost. To pay for it all, Jodi canvassed the Forum’s business sponsors for significant contributions above and beyond their regular sponsorship. Some people, even directors, were surprised she would look to the private sector to fund a major study about the public service. Looking back, however, she recalls: “Fundraising is always a challenge, but I was surprised how easy it actually was. There were a number of CeOs who didn’t need to have their arms twisted. They were concerned about the federal public service and where it was going, and five or six firms contributed the resources we needed with no strings attached.”

Destination Excellence was the most ambitious look at the federal public service of Canada since the Glassco royal Commission in the 1960s. There was an extensive research program and pan-Canadian consultations involving business and government leaders, civil society groups and citizens. Insights and opinions also came from 14 regional roundtable sessions and interviews with 50 prominent Canadians. From this, the Forum painted a detailed picture of the kind of public service Canada would need in the 21st century and identified gaps between that vision and what was actually in place. Then, it offered 10 basic recommendations to close those gaps and build a healthy management culture with sustained, top-quality leadership and modern accountability.

TriBuTe To Kevin lynCh: former Prime Ministers, Ministers and leaders from across Canada

meet in Ottawa to honour Kevin Lynch, former Clerk of the Privy Council, and recognize the contribution

the public service makes to our prosperity and quality of life.

{ 2009 }


Since its inception, the Forum has enjoyed comfortable and productive relations with federal departments and agencies and with deputy ministers who understand the value the Forum can add to policy discussions. however, when the conversation shifts to management questions, hairs always start to bristle inside Ottawa. Shelly discovered this with Making Government Work and twenty years later, there was still a prevalent view in Ottawa that any talk about shortcomings in the public service or directions for the future should be kept “en famille.” So, it was no big surprise that official Ottawa greeted Destination Excellence with muted enthusiasm. Still, the off-the-record reviews from some deputy ministers and others were very positive and the report raised expectations about renewal within senior public service ranks.

Given the scope and rigour of the exercise, Jodi had hoped her kick at the can would give heart to reformers and produce more tangible results than actually ensued. She remains convinced, however, that the study and its recommendations have a good shelf life. “We identified the directions for reform that some government at some point will have to embrace if the country is going to get the public service it needs for the 21st century. Plus, we showed there is an influential constituency out there who believes the public service is a vital national institution that needs more attention.”

In thinking about the Forum’s impact on the quality of government, Jodi thinks back to what the founders had in mind when they were getting it off the ground. “They believed the public service was isolated from the world outside of government and that federal management practices were woefully substandard. Those problems still exist, but they are moving targets that you are never going to fix once and for all. You just have to keep hammering away at them and that’s what the Forum has always done.”

W i t h a s t r o n g f o c u s o n t h e execut ive corps, Dest inat ion Excellence contained detailed recommendations for:

1. Improving performance management 2. Appointing deputy ministers to three-

to five-year terms3. Valuing experience outside the

federal government4. Making deputy ministers’ jobs

more doable 5. Transforming central agencies from

“controllers” to “enablers” 6. Fostering organizational innovation 7. Rationalizing the staffing process

at all levels8. Getting real about on-the-job learning 9. Breaking the “web of rules” in HR

and financial management 10. Engaging political leaders in public

service reform


sCienCe day in Canada: more than 100 leaders from industry, government and the research

community map out the way forward for building a culture and practice of innovation in Canada.

{ 2009 }


Like her predecessors, Jodi believes putting thousands of senior people from all quarters of government and the private sector through Forum programs each year chips away at the “understanding gap” that so concerned the Forum’s founders. Just introducing deputy ministers and CeOs to people they wouldn’t otherwise meet is an accomplishment, and when you do it repeatedly and consistently, she believes the Forum makes a difference. And she points out that it’s not just the gap between the public and private sectors that impairs good government in Canada. It’s between the different levels of government as well. here too she believes the Forum is making an important contribution through its training programs for assistant deputy ministers, and by sharing best practices

in policy and in management across jurisdictions. Indeed, she sees bringing the provincial governments more fully into the Forum’s orbit, signing them up as members and recruiting senior provincial officials to the Board of Directors was one of her real achievements as president.

Bridging the gap between the public

and private sectors is important work,

but it will always be a work in progress.

“”

— Paul Tellier, former CEO of CN and former Clerk of the Privy Council

Jodi White, President, Public Policy Forum presents Parker Mitchell and George Roter, Co-Founders and CEO’s of Engineers Without Borders with the Emerging Leaders Awards at the Forum’s Testimonial Dinner and Awards (2007)

ten tOUgh JObs: in 2002 a widely-read PPF report showcased some of the most

challenging and important jobs in the federal public service. The process was repeated in

2010 focussing on the changing nature of leadership in response to a new accountability

and transparency regime and heightened public scrutiny of government operations.

{ 2002 to 2010 }


When it comes to measuring the Forum’s impact on the quality of government in Canada, Jodi is not one for counting lines in the budget or Speech from the Throne that may have originated in the Forum’s work. She can point to policy decisions in Ottawa and the provinces where the Forum’s work no doubt led to better outcomes. To her, the more relevant gauge of the Forum’s success comes from asking: is the organization still doing what it was set up to do; are companies, not-for-profit organizations and government agencies still signing on as members; are the programs still selling out; and, is a job at the Forum still a prize in the minds of the best and brightest university graduates? Looking back on her time as president, she believes the answer to each of these questions was “yes” and that the same is true today.

Gordon Osbaldeston Lecture

The Forum’s signature events include annual dinners in Toronto and western Canada as well as a smaller event held each year in Ottawa in honour of Gordon Osbaldeston, a celebrated academic and former Clerk of the Privy Council. Created in 2006, the Gordon Osbaldeston Lecture features a dinner and a presentation on an issue pertinent to public policy and governance in Canada, followed by questions and discussion. The event attracts broad media coverage and a diverse audience, including much of the federal deputy minister community. Indeed, the tradition now is for DMs to attend and invite to their tables young, rising stars from their departments.

Plans are now shaping up to offer annual events similar to the Gordon Osbaldeston Lecture in other centres across the country.

Former Clerks of the Privy Council Office, Mel Cappe, Kevin Lynch and Gordon Osbaldeston

CanaDa anD The oeCD – 50 years oF ConverGinG inTeresTs: Secretary-General

Angel Gurria joins 200 Parliamentarians, private sector executives, and top academics to celebrate

the OECD’s contribution to Canadian economic policy and map out a leadership role

for Canada within the organization.

{ 2011 }


David was Vice-Principal of Queen’s University when the Public Policy Forum’s search team tracked him down. A former Deputy Clerk of the Saskatchewan Legislature and, later, an MLA in British Columbia, his background included stints in leadership positions in business, government and academia. As part of a deliberate effort to move the Forum beyond an Ottawa-centric focus, the Board put a job offer on the table. Although the Forum was now well established and had a solid reputation, moving from a stately academic institution to a small, not-for-profit organization with no core funding or endowment was not without risk.

When David Mitchell arrived in January 2009, the country was on the cusp of a serious economic downturn and mired in the fourth year of minority parliaments in Ottawa. The slowdown could put the squeeze on membership revenues, especially from businesses, and the market for new policy work was not likely to pick up. In fact, the federal public service, the Forum’s natural partner in the policy arena, was losing stature in the eyes of the elected government. Still, David saw an opportunity to take the Forum to the next level in terms of reach and influence, and for him, the chance to build a truly pan-Canadian organization was the challenge that sealed the deal.

The first strategic plan David discussed with the Forum’s Board was really about diversification. he wanted to bring new players into the fold, including the provinces,

territories and some of the larger municipalities where there was a growing appetite for innovative ideas about policy and service delivery. The university community was another target. he knew that universities wanted to engage more actively in the public policy and management fields and thought the Forum could offer them an entrée to these discussions. David was also convinced that escalating economic turmoil and mounting public debt could actually play to the Forum’s strength because that is when people start asking fundamental questions about what governments ought to do and how they ought to operate. As he points out: “Answering those questions is what the Forum has always done through our writing, our research and the dozens of events that we put on each year across Canada. It’s what we are all about.”

NEW PRIORITIES The Forum’s work plan reflects the interests and concerns of member organizations and directors who increasingly come from outside the Forum’s traditional Ottawa-Toronto-Montreal base. This is continuously under review as the staff and Board look for places where the Forum can add value to policy discussions in Ottawa, the provinces and even beyond our borders. however, to keep the workload in sync with available resources, areas of priority have been identified. For the medium term at least, the Forum tackles issues and ideas that fit into one or more of these inter-related categories:

david miTChell yearsThe

2009 TO pRESENT

innovaTion in GovernmenT? ConversaTions wiTh CanaDa’s PuBliC serviCe leaDers: nearly 100 public leaders in one-on-one conversations talk about

the challenges facing Canada’s public service, the measures being undertaken

to innovate, and the obstacles to change.

{ 2011 }


Improving public sector management is where the Forum started out and it is a battle that never ends. While keeping a strong presence in federal circles, this work has moved beyond the Ottawa-based public service to include the provinces, territories and major cities with a particular focus on innovation in government operations.

Public engagement is the art and science that governments can employ to make citizens and stakeholders stronger partners in policy decisions. It can lead to more successful outcomes than top-down approaches could achieve around complex issues like population health, workforce skills or adjusting to climate change. The Forum is a recognized leader in this field, helping governments develop the knowledge, leadership and other skills they need to make public engagement processes work better.

Innovation is the driving force behind our future prosperity and quality of life. however, many Canadians see innovation as a technical process that happens in laboratories with scientists, rather than an economic and societal process in which business, government, the education, science and not-for-profit communities all play vital roles. The Forum’s work in this area underscores the point that innovation involves everyone and has to happen everywhere, from the traditional resources industries to the high-tech sector to government and to the social services field.

Health costs are escalating claiming an ever larger share of provincial budgets. To head off a fiscal crisis, fundamental change is required in the organization and management of the health care sector and in the way governments engage with citizens to set priorities and make trade-offs in relation to health care. The Forum’s work on innovation and public engagement spills over heavily into its work on health care.

In 2010 and 2011, the Forum launched and led a national discussion with 750 participants from seven provincial and territorial governments to refine and catalogue the tools and techniques of public engagement. These insights have been compiled and published in Forum Vice-President Don Lenihan’s important book Rescuing Policy: the Case for Public Engagement.

In 2011, the Forum’s focus on innovation brought together hundreds of leaders from business, government, universities and the research community in regional workshops across Canada. Participants put the innovation process under a microscope and issued a call - to-arms for specif ic actions that will lead Canada to a more productive, competitive and resilient future.

Panel discussion at the Forum’s Innovation Next conference in Toronto. Richard Dicerni, Deputy Minister, Industry Canada, Elyse Allan, President and CEO, GE Canada and Tom Jenkins, Executive Chairman and Chief Strategy Officer, OpenText (2011)

aDvanCinG soCial innovaTion anD soCial FinanCe in CanaDa: Three major conferences with over 100 participants each that showcased Canadian and international

models for multi-sectoral collaboration that drives breakthrough social impact. These events built on

a series of roundtables and discussion papers developed by the Forum.

{ 2010 to 2012 }



Energy is fraught with jurisdictional issues and historical baggage that plays to the Forum’s strength as a non-partisan meeting ground. An active player in this area, the Public Policy Forum has helped leaders from all sectors and regions to speak out on the need for a more coordinated approach to energy and environmental questions in Canada.

This work on energy issues illustrates very well the role the Forum plays in policy debates. As David Mitchell explains, “We have no technical expertise in the energy business, but we are very interested in the governance issues that the energy sector throws at you in a decentralized country like Canada. For instance, how do you co-ordinate across jurisdictions without a heavy-handed national plan?

That’s our natural territory, and our tool for sorting out this kind of issue is our skill and legitimacy as a convener. We can manage a conversation about important and sensitive policy issues in ways that governments and others cannot.”

The Forum has become part of the fabric

of informed policy discussion in Canada

by its unique ability to bring interested

people together on interesting topics in

a stimulating discussion environment.

“

”— Kevin Lynch

Vice-Chair, BMO Financial Group, and former Clerk of the Privy Council

His Excellency Angel Gurría, Secretary-General , OECD, Hon. John Baird, Minister of Foreign Affairs, Barbara Stymiest, Group Head of Strategy, Treasury & Corporate Services, RBC and Hon. Donald Johnston, Founding Partner, Heenan Blaikie and former

Secretary-General of the OECD share a conversation at the Forum’s OECD@50 conference (2011)

resCUing pOLiCy: the Case FOr pUbLiC engageMent: draws on the findings of the Public

Engagement Project, a two-year initiative involving seven provincial/territorial governments, the Canada School

of Public Service, the City of Hamilton and the Government of Australia. Don Lenihan re-visits the true meaning

of public engagement and its crucial importance for policy-making across Canada.

{ 2012 }


As a case in point, David cites a meeting he attended in 2009 in Winnipeg. About a dozen research-based organizations like the Institute for research on Public Policy (IrPP), the Conference Board of Canada and the Canada West Foundation took part, along with several business and environmental groups. They agreed on the so-called “Winnipeg Consensus” that Canada needs an effective clean energy strategy. The Forum then played an important role as a co-convenor of discussions aimed at encouraging reluctant governments to exercise more leadership in the energy field.

The energy dialogues threw a gratifying light on the Forum and its role in the policy research community. As David puts it: “We are not a think tank in the traditional sense because we don’t focus all of our efforts on original research. Instead, we put thinkers with a range of views around a table for discussions, which have often been influential. We are a convener. That’s where we started, that’s our strength and that’s why our peers respect us.”

Now more than three years into the job, David Mitchell is pleased, even surprised at the progress the Forum has made toward the goals he has set. Certainly it has become a much more national organization with a board of directors that runs from coast to coast, including strong representation from the federal and provincial governments, business, organized labour, the voluntary sector, and the education and research communities. The Forum has also opened a western office in regina to manage a growing footprint in the West with programs aimed specifically at the Prairie Provinces and British Columbia. In addition, the Public Policy Forum has added to its stable of signature events with an annual Western Dinner built around the Peter Lougheed Award for Leadership in Public Policy.

The first Western Dinner was held in Calgary, in 2010. In 2011, the scene shifted to Vancouver where nearly 500 people from business, aboriginal organizations, labour community groups, the B.C. and federal governments honoured Mike harcourt, Carole Taylor, ed John and

Elizabeth Cannon (left), President and Vice-Chancellor, University of Calgary, Hon. Peter Lougheed (second from right), former Premier of Alberta and David Mitchell (right), President and CEO of Canada’s Public Policy Forum present Martha Piper (second from left), former President and Vice-Chancellor, University of British Columbia with the Inaugural Peter Lougheed Award for Leadership in Public Policy (2010)

TowarDs a more innovaTive FuTure: insiGhTs From CanaDa’s naTural resOUrCes seCtOr: a major conference in Calgary and six national roundtables form the basis

of an in-depth exploration of the challenge of transforming Canada’s natural resources sector

into a driver of innovation.

{ 2012 }


David emerson for service to their province and country. The Western Dinner will move to a different city each year and with the prestige of Peter Lougheed behind it, David believes it will become a fixture on the social calendar like its counterpart in Toronto. Ironically, however, these two annual events create a communications challenge. As the eastern and now the western dinners gain loyal followings, people start to see the Forum as “that organization that puts on great dinners” and lose sight of 80 to 90 other projects that the Forum delivers each year.

While still very much a player on the federal policy and management scene, the Forum now sees a majority of its projects originating outside of the national capital. The funding base is also more diverse than ever. With approximately 200 member organizations contributing 30 percent of operating revenues, it is the next best thing to an endowment fund. A large and stable membership base means the Forum can focus on its priorities and plan for the future. It also means lower registration fees for many Forum events, which is an important consideration for some groups whose voices need to be heard.

As the Forum turns 25, the two-room, three-person operation has grown up. Today it operates from coast to coast in english and French with a staff of about 20 and a boardroom twice the size of the whole office space in 1987. But its fundamental character has changed very little. It still provides a safe space for senior leaders from all sectors to interact openly and honestly around the issues of the day. It still advocates for excellence in public sector management. It has preserved its non-partisan character and counts its members and friends in all quarters of the public and private sectors.

David Mitchell is indebted to each of his predecessors for their part in building upon the legacy he now leads. he takes his hat off to Shelly for getting the whole thing off the ground and steering it through adolescence; to David Zussman for finding a central spot in the federal policy arena; and to Jodi for important work on public service reform and starting to push the Forum outward from its Ottawa roots. “each was able to capitalize on the opportunities available at the time. When the Forum had to change, it did, and it is changing now as the real policy action shifts in many instances to the provinces. Where we go in the future will depend on the needs and interests of our members, all of whom support our mission and mandate.”

With its focus now squarely on governance and public service, the Forum is circling back toward its roots again because David believes the whole idea of governance – who’s in charge and how do you get things done? – revolves around the very same challenges the Forum was set up to address back in the 1980s. “Good governance means policy makers are totally plugged into the outside world; bureaucrats and stakeholders understand and communicate effectively with each other; and the public service is organized and managed to produce results that matter to the people who pay the bills.” he believes that Shelly’s concerns about isolation and the quality of management in the public sector are every bit as valid today as they were in the beginning. Where they may part company, however, is in thinking these problems can be solved for good or across the entire system. rather he sees them as “battles you can fight but never completely win. You have to keep applying pressure in a creative and constructive manner. And the day you stop doing that is the day your relevance should be questioned.”

ConversaTions wiTh CanaDian leaDers: CanaDa as an asia PaCiFiC naTion: in partnership with the Asia Pacific Foundation of Canada, the National Conversation on Asia is a Canada-wide

initiative focused on public education, policy development, and community outreach. The Public Policy Forum

conducted 80 in-depth, face-to-face interviews and discussions with senior leaders across sectors

to facilitate a high-level dialogue on Canada as an Asia Pacific nation.

{ 2012 }


Board memBersCHAIRLarry Murray Vice Admiral (ret’d) & former Deputy Minister

DIRECTORSIan Bird Senior Leader, Sport Matters Group

Francine Blackburn executive Vice President, regulatory & Corporate Affairs, rBC

Ken Delaney Former executive Assistant to the National Director of the Steelworkers Union

Bruce Drysdale Principal, Drysdale-Forstner-hamilton Public Affairs

Serge Dupont Deputy Minister, Natural resources Canada

Douglas Emsley President, emsley & Associates

Judy Fairburn executive Vice-President environment & Strategic Planning, Cenovus energy

Anne-Marie Hubert Managing Partner, Advisory Services, ernst & Young LLP

Marcel Lauzière President & CeO, Imagine Canada

Mark Lievonen President, Sanofi Pasteur Ltd.

David J. Mitchell President & Chief executive Officer, Public Policy Forum

Karen Oldfield President & CeO, halifax Port Authority

Stephen J. Toope President & Vice-Chancellor, University of British Columbia

Ilse Treurnicht CeO, MarS District Discovery

Peter Wallace Secretary of the Cabinet, Government of Ontario

Peter Watson Deputy Minister, Alberta executive Council Government of Alberta

Yuen Pau Woo President & CeO, Asia Pacific Foundation of Canada

Glenda Yeates Deputy Minister, health Canada

CHAIRDavid A. BrownDavies Ward Philips & Vineberg LLP

DIRECTORSMarie Bernard-Meunier Former Canadian Ambassador to Germany

Ian Bird Senior Leader, Sport Matters Group

Francine Blackburn executive Vice President, regulatory & Corporate Affairs, rBC

Janice Charette Deputy Minister, human resources and Skills Development Canada

Richard Dicerni Deputy Minister, Industry Canada



Allan Gregg Chairman, Decima research


Shelley Jamieson head of Ontario Public Service, Government of Ontario

Mark Lievonen President, Sanofi Pasteur Ltd.

Brian Manning Deputy Minister, Alberta executive Council, Government of Alberta

David J. Mitchell President & CeO, Public Policy Forum

Larry Murray Vice Admiral (ret’d) & former Deputy Minister

Karen Oldfield President & CeO, halifax Port Authority

Indira Samarasekera President & Vice-Chancellor, University of Alberta

Kathy Sendall Senior Vice President, Petro-Canada

Tamara Vrooman President & CeO, Vancouver City Savings Credit Union

2012 2011


2010 2009CHAIRDavid A. Brown Davies Ward Philips & Vineberg LLP

DIRECTORSElyse Allan President & CeO General electric Canada

Marie Bernard-Meunier Former Canadian Ambassador to Germany









James Little Chief Brand & Communications Officer, rBC Financial Group

Brian Manning Deputy Minister, Alberta executive Council Government of Alberta

David J. Mitchell President & CeO Public Policy Forum



Jim Stanford economist, Canadian Auto Workers

Tamara Vrooman President & CeO Vancouver City Savings Credit Union

CHAIRDavid A. Brown Davies Ward Philips & Vineberg LLP

DIRECTORSElyse Allan President & CeO,General electric Canada





Jim Dinning Chairman of the Board, Western Financial Group



Ron Hicks Former Deputy Minister, Alberta executive Council



Brian Manning Deputy Minister, Alberta executive Council Government of Alberta

David J. Mitchell President & CeO, Public Policy Forum

Gerard J. Protti (Ex-Officio) executive Vice President, Corporate relations, enCana Corporation




COUNSELBrian Levitt Co-Chair & Partner, Osler, hoskin & harcourt LLP


CHAIRDavid A. Brown Davies Ward Philips & Vineberg LLP

DIRECTORSElyse Allan President & CeO, Ge Canada Inc.




Siobhan Coady President & CeO, Newfound Genomics

Tony Dean Former head of the Ontario Public Service


Jim Dinning Chairman of the Board, Western Financial Group


George Fleischmann Managing Partner, TNeT-The Network Management Team

Jonathan Fried executive Director, International Monetary Fund


Ron Hicks Deputy Minister, Alberta executive Council Government of Alberta


Patrick Pichette President, Operations, Bell Canada

Gerard J. Protti (Ex-Officio) executive Vice President, Corporate relations, enCana Corporation




Jodi White President, Public Policy Forum


CHAIRGerard J. Protti executive Vice President, Corporate relations, enCana Corporation

DIRECTORSElyse Allan President & CeO, Ge Canada Inc



David A. Brown Davies Ward Phillips & Vineberg LLP


Siobhan Coady President & CeO, Newfound Genomics

Marcel Côté Founding Partner, SeCOr Consulting

Tony Dean head of Ontario Public Service, Government of Ontario


George Fleischmann Managing Partner, TNeT: Management Consultants Inc.

Jonathan Fried executive Director, International Monetary Fund

Giles Gherson Deputy Minister & Associate Secretary of the Cabinet, Government of Ontario


Ron Hicks Deputy Minister, Alberta executive Council Government of Alberta

David Lindsay Deputy Minister Ministry of Tourism

Wade MacLauchlan President, University of Prince edward Island

Patrick Pichette President, Operations Bell Canada

Indira Samarasekera President & Vice-Chancellor University of Alberta




2008 2007


CHAIRGerard J. Protti executive Vice President, Corporate relations, enCana Corporation

DIRECTORSElyse Allan President & CeO, Ge Canada Inc

David A. Brown Davies Ward Phillips & Vineberg LLP

Marcel Côté Founding Partner, SeCOr Consulting



Jonathan Fried Senior Foreign Policy Advisor to the PM & head of the Canada-US Secretariat, Privy Council Office

Giles Gherson editor-in-Chief, Toronto Star

Ron Hicks Deputy Minister, Alberta executive Council, Government of Alberta

Alex Himelfarb Clerk of the Privy Council & Secretary to the Cabinet, Privy Council Office

David Lindsay President, Association of Colleges of Applied Arts & Technology of Ontario (ACAATO)


Angus Reid Chief executive Officer, Vision Critical Communications

Raymond Royer President & Chief executive Officer, Domtar Inc


Guylaine Saucier


Georgina Steinsky-Schwartz President & CeO, Imagine Canada


CHAIRMarcel Côté Founding Partner, SeCOr Consulting

DIRECTORSElyse Allan President &CeO, Ge Canada Inc



Jonathan Fried Senior Foreign Policy Advisor to the PM & head of the Canada-US Secretariat, Privy Council Office

Giles Gherson editor-in-Chief, Toronto Star

Ron Hicks Deputy Minister, Alberta executive Council, Government of Alberta


Sol Kasimer Chief executive Officer, Altruvest

David Lindsay President, Association of Colleges of Applied Arts & Technology of Ontario (ACAATO)


Gerard J. Protti executive Vice President, Corporate relations, enCana Corporation

Angus Reid Chief executive Officer, Vision Critical Communications

Raymond Royer President & Chief executive Officer, Domtar Inc

Guylaine Saucier


Georgina Steinsky-Schwartz President & CeO, Imagine Canada


2006 2005


CHAIRMarcel Côté Founding Partner, SeCOr Consulting

DIRECTORSEleanor Clitheroe Legal Counsel, Gauthier Associates

Tony Dean Secretary of the Cabinet & Clerk of The executive Council of Ontario, Government of Ontario

George Fleischmann Managing Partner, TNeT : Management Consultants Inc.

Giles Gherson editor-in-Chief, The Toronto Star

Ian C. Green Deputy Minister, health Canada


Steve Hindle President, The Professional Institute of the Public Service of Canada


David Lindsay President, Association of Colleges of Applied Arts & Technology of Ontario

J. Hugh MacDiarmid President & Chief executive Officer, Laidlaw education Group


Julian Nowicki Deputy Minister, executive Office executive Council, Government of Alberta

Sheila O’Brien Gerard J. Protti executive Vice President, Corporate relations, enCana Corporation

Guylaine Saucier

Georgina Steinsky Schwartz President & CeO, Canadian Centre for Philanthropy

Barbara Stymiest Chief Operating Officer, rBC Financial Group

CHAIRJ. Hugh MacDiarmid Chair, external Advisory Committee on Smart regulation, Privy Council Office

DIRECTORSEleanor Clitheroe Chancellor, University of Western Ontario

Marcel Côté President, Le Groupe SeCOr Inc.

David L. Emerson President & CeO, Canfor. Corp.

George Fleischmann Managing Partner, T-NeT Management Consultants Inc.

Giles Gherson editor-in-Chief, edmonton Journal



Steve Hindle President, The Professional Institute of the Public Service of Canada


David Lindsay President & CeO, Ontario SuperBuild Corporation, Government of Ontario



Gerard J. Protti executive Vice President, Corporate relations, enCana Corporation

Sheila O’Brien Senior Vice-President, human resources Public Affairs, Government & Investor relations, NOVA Chemicals Corp

Guylaine Saucier

Georgina Steinsky-Schwartz

Barbara Stymiest Chief executive Officer, TSX Group

2004 2003


2002 2001CHAIRJ. Hugh MacDiarmid

DIRECTORSEleanor Clitheroe

Marcel Côté President, Le Groupe SeCOr Inc.

Gordon J. Feeney

George Fleischmann President & Chief executive Officer, Food & Consumer Products Manufacturers of Canada (FCPMC)

Giles Gherson editor-in-Chief, edmonton Journal



Andromache Karakatsanis Secretary of the Cabinet & Clerk of the executive Council, Government of Ontario

Sol Kasimer President, Altruvest

David Lindsay President & Chief executive Officer, Ontario SuperBuild Corporation Government of Ontario

Kevin G. Lynch Deputy Minister, Finance Canada


Julian Nowicki Deputy Minister, executive Council, Government of Alberta

Sheila O’Brien Senior Vice-President, human resources Public Affairs, Government & Investor relations, NOVA Chemicals Corp.

Guylaine Saucier

Georgina Steinsky-Schwartz Chief human resources Officer, Bell Canada

Gérard Veilleux President, Power Communications Inc.

CHAIRGordon J. Feeney

DIRECTORSRita Burak The Network executive Team

Scott Corrigan President, United Parcel Service Canada Ltd.

Marcel Côté Associate, Le Groupe SeCOr Inc.

V. Peter Harder Deputy Minister, Industry Canada

Andromache Karakatsanis Secretary of the Cabinet & Clerk of the executive Council, Government of Ontario

Sol Kasimer Chief executive Officer, YMCA Canada

William G. Knight President & Chief executive Officer, Credit Union Central of Canada

Kevin G. Lynch Deputy Minister, Department of Finance Canada

J. Hugh MacDiarmid



Sheila O’Brien Senior Vice-President, human resources Public Affairs, Government & Investor relations, NOVA Chemicals Corp

Guylaine Saucier

Janet R. Smith

Lawrence F. Strong

Gérard Veilleux President, Power Communications Inc.

Georgina Wyman Chief human resources Officer, Bell Canada


CHAIRGordon J. Feeney Deputy Chairman, royal Bank Financial Services

DIRECTORSRita Burak

Scott Corrigan President, United Parcel Service Canada Ltd.

Marcel Côté Associate, Le Groupe SeCOr Inc.

Michael B. Decter President, Lawrence Decter Investment Counsel Inc.

V. Peter Harder Deputy Minister, Industry Canada


William G. Knight President & CeO, Credit Union Central of Canada

Kevin G. Lynch Deputy Minister, Finance Canada

J. Hugh MacDiarmid executive Vice President, Commercial, Canadian Pacific railway

Claire Morris Deputy Minister & Chairperson, human resources Development Canada

Sheila O’Brien Senior Vice President, human resources, Public Affairs & Investor relations, NOVA Chemicals Corporation

Guylaine Saucier Chair, Board of Directors, CBC – Canadian Broadcasting Corporation

Janet R. Smith Chair, Task Force on an Inclusive Public Service, Treasury Board Secretariat

Lawrence F. Strong President & Chief executive Officer, Unilever Canada Limited

Gérard Veilleux President, Power Corporation of Canada

Pamela Wallin President & Chief executive Officer, Current Affairs Group Limited

Georgina Wyman Chief human resources Officer, Bell Canada

CHAIRLawrence F. Strong President & Chief executive Officer, Unilever Canada Limited

DIRECTORSRita Burak Secretary of the Cabinet, executive Council Government of Ontario

Marcel Côté Associate, Le Groupe Secor Inc.

Michael B. Decter Lawrence & Company Inc.

Gordon J. FeeneyVice-Chairman, royal Bank of Canada

V. Peter Harder Secretary of the Treasury Board & Comptroller General of Canada, Treasury Board of Canada Secretariat


William G. Knight President & CeO, Credit Union Central of Canada

Jerry L. Lampert President & Chief executive Officer, Business Council of British Columbia

Jeffrey M. Lipton President, NOVA Chemicals Corporation

Kevin G. Lynch Deputy Minister, Industry Canada

J. Hugh MacDiarmid executive Vice President, Commercial, Canadian Pacific railway

Claire Morris Deputy Minister of Labour & Deputy Minister & Chair, human resources Development Canada

Janet R. Smith Chair, Task Force on a Truly representative Public Service, Treasury Board of Canada

Manon Vennat Chairman & Managing Director – Montreal, SpencerStuart

Pamela Wallin President & Chief executive Officer, Current Affairs Group Limited

Jodi White Vice-President, Corporate Affairs, Imasco Limited

Torrance J. Wylie Senior Vice-President, Public Affairs, Canadian National

2000 1999


CHAIRLawrence F Strong President & CeO, Unilever Canada Limited

PAST CHAIRJodi White Vice-President, Corporate Affairs, Imasco Ltd.

DIRECTORSRita Burak Secretary of the Cabinet, executive Council (Cabinet Office) (Ontario)

Michael B. Decter Managing Director, Michael Decter & Associates Ltd

Gordon J. Feeney Vice-Chairman, royal Bank of Canada

V. Peter Harder Secretary of the Treasury Board & Comptroller General, Canada Treasury Board Secretariat

Thomas Kukovica International Vice-President & Canadian Director, United Food & Commercial Workers International Union

Jerry L. Lampert President & CeO, Business Council of BC

Jeffrey M. Lipton President, NOVA Corporation

Kevin G. Lynch Deputy Minister, Industry Canada

J. Hugh MacDiarmid executive Vice-President Commercial, Canadian Pacific railway

Lynne C. Manning Vice-President & Managing Director – Canada, Kelly Services (Canada) Ltd.

Claire Morris Clerk of the executive Council, Secretary to Cabinet & Deputy Minister, executive Council Office (N.B.)

Janet R. Smith Principal, Canadian Centre for Management Development


Pamela Wallin Journalist

Torrance J. Wylie Chairman, Government Policy Consultants

CHAIRJodi White Vice-President, Corporate Affairs Imasco Litd.

PAST CHAIRArthur Kroeger Chancellor, Carleton University

DIRECTORSRita Burak Secretary of the Cabinet, executive Council (Cabinet) (Ont.)M.E. Clare Cowan head of Acquisitions Group, e3M Investments Inc.Michael B. Decter Managing Director – Canada, APM IncorporatedGordon J. Feeney Vice-Chairman, royal Bank of CanadaRobert J. Giroux President & Director General, Association of Universities & Colleges of CanadaV. Peter Harder Secretary of the Treasury Board & Comptroller General of CanadaShira Herzog Vice-President, The Kahanoff FoundationRuth Hubbard President, Public Service Commission of CanadaThomas Kukovica International Vice-President & Canadian Director, United Food and Commercial Workers Int. UnionVeronica Lacey Deputy Minister, Ministry of education & Training (Ont.)

Jerry L. Lampert President & CeO, Business Council of BCJ. Hugh MacDiarmid executive Vice-President, Commercial, Canadian Pacific railwayLynne C. Manning Vice-President & Managing Director – Canada, Kelly Services (Canada) Ltd.Gwyn Morgan President & CeO, Alberta energy Company Ltd.Claire Morris Clerk of the executive Council, Secretary to the Cabinet & Deputy Minister executive Council Office (N.B.)Wilson Parasiuk President, Paralink Management Ltd.Roger Phillips President & CeO, IPSCO Inc.Graham W. S. Scott, Q.C. Senior Partner, McMillan BinchHelen K. Sinclair CeO, Bank Works Trading Inc.Janet R. Smith Principal, Canadian Centre for Management DevelopmentMarti D. Smye, Ph.D. President, People Tech Consulting Inc.Lawrie F. Strong President & COO, Unilever Canada Ltd.Manon Vennat Chairman & Managing Director – Montreal, SpencerStuartPamela Wallin JournalistTorrance J. Wylie Chairman, GPC Government Policy Consultants

1998 1997


CHAIRJodi White Vice-President, Corporate Affairs Imasco Ltd.


DIRECTORSRita Burak Secretary of the Cabinet, executive Council (Ont.)

M.E. Clare Cowan CeO, MeC Air Technologies

Michael B. Decter Managing Director – Canada, APM Incorporated


Robert J. Giroux President, Association of Universities & Colleges of Canada

V. Peter Harder Secretary of the Treasury Board & Comptroller General of Canada

Shira Herzog Vice-President, The Kahanoff Foundation

Ruth Hubbard President, Public Service Commission of Canada

Thomas Kukovica International Vice-President & Canadian Director, United Food and Commercial Workers International Union

Veronica Lacey Director of education & Secretary-Treasurer Board of education, City of North York


J. Hugh MacDiarmid executive Vice-President, Commercial, CP rail Systems


Gwyn Morgan President & CeO, Alberta energy Company Ltd.

Claire Morris Clerk of the executive Council & Secretary to the Cabinet, executive Council Office (N.B.)

Wilson Parasiuk Chairman, B.C. International Power Group

Roger Phillips President & CeO IPSCO Inc.

Fred W. Pomeroy President,Communications, energy & Paperworks Union of Canada

Graham W. S. Scott, Q.C. Senior Partner, McMillan Binch

Helen K. Sinclair President, The Canadian Bankers’ Association

Janet R. Smith Principal, Canadian Centre for Management Development

Marti D. Smye, Ph.D. Chair of the Board, People Tech Consulting Inc.

Lawrie F. Strong President & COO Unilever Canada Ltd.


Pamela Wallin Journalist

Torrance J. Wylie Chairman, GPC Government Policy Consultants

1996


CHAIRJodi White Vice-President, Corporate Affairs, Imasco Litd.


DIRECTORSPeter H. Barnes Deputy Minister, Ministry of economic Development & Trade (Ont.)

M.E. Clare Cowan President & CeO, MeC Air Technologies

Michael B. Decter Managing Director – Canada, APM Incorporated


Brian A. Felesky, Q.C. Senior Partner, Felesky Flynn

Robert J. Giroux Secretary of the Treasury Board & Comptroller General of Canada

Shira Herzog Vice-President, The Kahanoff Foundation

Ruth Hubbard President, Public Service Commission of Canada

Thomas Kukovica International Vice-President & Canadian Director, United Food and Commercial Workers International Union

Veronica Lacey Director of education, North York Board of education


Leonard G. Lee President, Lee Valley Tools Ltd.


Claire Morris Clerk of the executive Council & Secretary to the Cabinet, executive Council Office (N.B.)

Wilson Parasiuk Chairman, B.C. Trade Development Corporation

Roger Phillips President & CeO, IPSCO Inc.

Fred W. Pomeroy executive Vice-President & Treasurer,Communications, energy & Paperworks Union of Canada

Graham W. S. Scott, Q.C. Senior Partner, McMillan Binch

Sheridan Scott Vice-President, Multimedia Law & regulations, Law Dept. Bell Canada


Marti D. Smye, Ph.D. Chair of the Board, People Tech Consulting Inc.

Lawrie F. Strong President & COO, Unilever Canada Ltd.

Harry Swain Deputy Minister, Industry Canada


Pamela Wallin Journalist, CBC


1995


CHAIRArthur Kroeger Public Policy Forum

PAST CHAIRGraham W.S. Scott Senior Partner, McMillan Binch

VICE-CHAIRCarole M. Lafrance President, Cala hrC Ltd.


Jean A. Bernard Director, Public Policy Forum

Allan E. Blakeney Professor of Public Law, College of Law, U. of Sask.

Max Clarkson Professor, Faculty of Management, University of Toronto

John Cleghorn President & COO, royal Bank of Canada


Maryantonett Flumian Assistant Deputy Minister, Fisheries and Oceans Canada

Kenneth V. Georgetti President, BC Federation of Labour

Leo W. Girard Secretary-Treasurer, United Steelworkers of America

Ruth Hubbard President, royal Canadian Mint

Huguette Labelle President, CIDA




J.J. Jack Munro Chairman, Forest Alliance of BC

Wilson Parasiuk Chairman & CeO, B.C. Trade Development Corporation


Fred W. Pomeroy executive Vice-President, Communications, energy & Paperworks Union of Canada

Norman Riddell Deputy Minister, Ministry of International Affairs, Immigration & Cultural Communities (Quebec)


Harry Swain Deputy Minister, Industry Canada


Pamela Wallin Journalist, CBC

Jodi White Director, Public Policy Forum


1994


CHAIRArthur Kroeger Public Policy Forum

PAST CHAIRGraham W.S. Scott Senior Partner, McMillan Binch

VICE-CHAIRSHershell E. Ezrin executive Vice-President, Speedy Muffler King. Inc.

Carole M. Lafrance President, Cala hrC Ltd.


Jean A. Bernard President, Bell Institute for Professional Development


Max Clarkson Professor, Faculty of Management, University of Toronto

John Cleghorn President & COO, royal Bank of Canada



Kenneth V. Georgetti President, BC Federation of Labour

Leo W. Girard National Director for Canada, United Steelworkers of America

Ruth Hubbard Deputy Minister, Supply and Services Canada

Huguette Labelle Deputy Minister, Transport Canada


Lynne C. Manning Vice-President – Canada, Kelly Services (Canada) Ltd.

J.J. Jack Munro Chairman, Forest Alliance of BC

Wilson Parasiuk Chairman of the Board, B.C. Trade Development Corporation


Fred W. Pomeroy executive Vice-President, Communications, energy & Paperworks Union of Canada

Norman Riddell Deputy Minister, Ministry of Cultural Communities & Immigration(Que.)


Harry Swain Deputy Minister, Industry, Science & Technology Canada

Manon Vennat Chairman, SpencerStuart

Jodi White Partner, The Neville Group

CHAIRGraham W.S. Scott Senior Partner, McMillan Binch

VICE-CHAIRSHershell E. Ezrin executive Vice-President, Speedy Muffler King. Inc.

Carole M. Lafrance President, Cala hrC Ltd.

DIRECTORSPeter H. Barnes Secretary of the Cabinet, Government of Ontario

Stanley M. Beck Vice-Chairman, Central Capital Corporation


Micheline Bouchard Vice-President, DMr Group Inc.

The Hon. Edward Broadbent President, International Centre for human rights And Democratic Development

Margaret Y. Catley-Carlson Deputy Minister, health and Welfare Canada

Max Clarkson Professor, University of Toronto

Brian A. Felesky Partner, Felesky Flynn


Michael E. Jalbert President, West/Penetone

David W. Kerr President & CeO, Noranda Inc.

Arthur Kroeger Deputy Minister/Chairman, employment and Immigration Canada

Huguette Labelle Deputy Minister, Transport Canada


Gaétan Lussier President, Boulangeries Western Québec

J.J. Jack Munro National President, IWA – Canada

S. Mark Newman President, A. Newman & Co. Ltd.


Fred W. Pomeroy executive Vice-President, Communications and electrical Workers Union of Canada

Norman Riddell Deputy Minister, Ministry of Cultural Communities & Immigration(Que.)

Glen S. Shortliffe Clerk of the Privy Council, Government of Canada


Jodi White President, Sydney house

1993 1992


CHAIREarl Joudrie

VICE-CHAIRSBill Lee executive in residence, Public Policy Forum

Graham Scott Partner, McMillan Binch

DIRECTORSPeter H. Barnes Secretary of the Cabinet, Government of Ontario

Stanley Beck Vice-Chairman, Central Capital Corporation

Allan Blakeney Laskin Professor, Osgoode Law School, York University

Micheline Bouchard Vice-President, Marketing -North America, DMr Group Inc.

Edward Broadbent President, International Centre for human rights And Democratic Development

Gerald Caplan Public Affairs Commentator & Consultant

Margaret Catley-Carlson President, Canadian International Development Agency

Professor Max Clarkson Faculty of Management Studies, University of Toronto

Hershell Ezrin executive Vice-President, Speedy Muffler King. Inc.


Michael E. Jalbert President, West/Penetone



Huguette Labelle Chairman, Public Service Commission of Canada

Carole Lafrance President, Cala hrC Ltd.

Leonard Lee President, Lee Valley Tools Ltd.

Gaetan Lussier President, Weston Boulangeries

Jack Munro National President, IWA – Canada

Mark Newman President, A. Newman & Co. Ltd.

Roger Phillips President, Ipsco Inc.

Harry Rogers Deputy Minister, Department of Industry, Science & Technology Canada

Helen Sinclair President, The Canadian Bankers’ Association

Jodi White President, Sydney house

CHAIREarl Joudrie

VICE-CHAIRSBill Lee executive in residence Public Policy Forum

Graham Scott Partner McMillan Binch

DIRECTORSStanley Beck

Allan Blakeney Laskin Professor, Osgoode Law School, York University

Micheline Bouchard Vice-President, Marketing - North America, DMr Group Inc.



Professor Max Clarkson Faculty of Management Studies, University of Toronto

Mickey Cohen

Dian Cohen President, Dian Cohen Productions

James Fleck Chairman & C.e.O, Fleck Manufacturing Inc.

Cal Goldman Director of Investigation & research, Bureau of Competition Policy Consumer & Corporate Affairs

Ray Hession President, Arvess Corporation

Michael E. Jalbert President,West/Penetone







Jack Munro National President, IWA – Canada

Harvey Nudel President, house of Braemore



Helen Sinclair President, The Canadian Bankers’ Association

Don Triggs President, Fisons Western Corporation

Jodi White

1991 1990


CHAIREarl Joudrie

VICE-CHAIRSBill Lee executive in residence, Public Policy Forum


DIRECTORSAllan Blakeney Laskin Professor, Osgoode Law School, York University

Micheline Bouchard Vice-President, Marketing - North America, DMr Group Inc.



Max Clarkson Faculty of Management Studies, University of Toronto

Marshall Cohen President & CeO, The Molson Companies Limited

Dian Cohen President, Dian Cohen Productions

James Fleck Chairman & CeO, Fleck Manufacturing Inc.


Ray Hession President, Arvess Corporation

Don Jackson Assistant to the President (Food Group), John Labatt Limited








Don Triggs President, Fisons Western Corporation

CHAIRPeter G. White Vice Chairman, hollinger Inc. Publisher, Saturday Night Magazine

VICE-CHAIRSBill Lee Chairman, executive Consultants Ltd.

Gaetan Lussier Deputy Minister & Chairman, employment and Immigration Canada

DIRECTORSReginald C. Basken National Director, energy & Chemical Workers’ Union

Micheline Bouchard Vice-President, Consulting, CGI Group

Gerald L. Caplan Public Affairs Commentator & Consultant Associate, Public Affairs International


Max Clarkson Faculty of Management Studies, University of Toronto

Dian Cohen Partner, Cohen/Couture

Marshall A. Cohen President, Olympia & York enterprises Limited

James Fleck Chairman & CeO, Fleck Manufacturing Inc.


Ray Hession President, Kinburn Technology Corporation

Donald Jackson Toronto, Ontario

Earl Joudrie President & CeO, encor energy Corporation Ltd.


Leonard Lee President, Lee Valley Tools


Jean Luc Pepin Fellow, Institute for research in Public Policy


Harry G. Rogers Deputy Minister, Department of regional Industrial expansion


Don Triggs President, Fisons Western Ltd.

1989 1988


spoNsorsOF The FOrUM’S 25Th ANNIVerSArY

ppforum.ca

25 years: the forum way

Documents

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