Andrew Graham: Full Curriculum Vitae
Adjunct Professor, 613-533-6000, ext. 77364 (Office)
School of Policy Studies, 613-583-0096 (Cellular - preferred)
Andrew Graham researches, teaches and writes on public sector management, financial management, integrated risk management and governance. He teaches at Queens University School of Policy Studies as well as a variety of international and Canadian venues. He is Series Editor of the Case Study Program of the Institute of Public Administration of Canada, Canada’s leading source of public sector case studies.
He is the author of Canada’s leading textbook on managing public money, entitled, Canadian Public Sector Financial Management, McGill-Queens Press. It has now been adopted by a number of Canada’s leading universities as a text and is used in governments for staff training. The second edition will be published mid-2014.
He has also published Making the Case: Using Case Studies for Teaching and Knowledge Management in Public Administration, also available through McGill-Queens.
Mr. Graham teaches in both the graduate and professional development programs at Queens and elsewhere. He also has writes extensively, now writing a regular column on management issues, Briefly Noted for Public Management, a periodical of the Institute of Public Administration of Canada.
Mr. Graham has taken a special interest in emerging management issues, including strategic planning, modern police governance, performance measurement and integrated risk management. He has written extensively in this area, including an e-book Implementing Risk Management, available free on his website. He has designed and delivered several workshops on integrated risk management for the Canadian Police College, the Government of Ontario and the Cities of Calgary and Edmonton.
From a teaching perspective, his interest in the use of case studies for both academic teaching and the retention of organizational learning has expanded. He has developed a workshop on the writing and teaching of case studies, delivering it at the Canada School of the Public Service and various IPAC seminars.
He has been associated with the Building Democracy in Ukraine Project of Queens University. He is Project Lead for Queen’s partnership with the Government of Canada in the Canada-Brazil Technical Co-operation Project. He has developed teaching material and taught workshops at Brazil School of Public Administration (ENAP) in Brasilia.
Professor Graham has taught many professional development workshops in the areas of his expertise for the Canadian Police College, various police services across the country, the Canadian Association of Police Boards, the Canadian School of the Public Service, the Government of Ontario as well as other public agencies across the country.
An Assistant Deputy Minister for 14 years in the federal government with over 30 years of service, he has experience in line operations (Warden, Kingston Penitentiary), leading a complex regional operations, and a number of national policy and corporate leadership roles, including Senior Deputy Commission of the Correctional Service of Canada. He has extensive corporate management experience, including having served as the ADM, Corporate Services of Agriculture and Agri-Food Canada. He took part in an executive interchange to the Conference Board of Canada for two years.
He served as President of APEX, the professional association of public executives. He is a voting member of the Institute on Governance. He is a member of the Editorial Board of the Canadian Public Administration Journal of the Institute of Public Administration of Canada.
He has a Masters of Arts degree in political economy from the University of Toronto and a B.A. from Glendon College, York University. He is a graduate of the Advanced Management Program of the Canadian Centre for Management Development. He holds a Diploma in Landscape Design and Horticulture from Guelph University. He is a graduate of the Orvis School of Fly Fishing.
He is actively involved in his community through service to various voluntary organizations. He is a member of the Board of the Friends of Charleston Lake Park and the St. Lawrence District Medical Centre.
Queen's University Courses (Graduate Level) Developed and Delivered:
2002-2014: MPA 809: Management in the Public Sector (both full-time and professional streams)
2006-2014: MPA 827: Financial Management
2012-2014: MPA 814: Financial Literacy for HR Professionals
2012-13: MPA 872: Science, Risk and Public Policy (co-taught)
Publications: access through the Publications tab.
Canada’s Critical infrastructure: When is Safe enough Safe Enough?, Macdonald-Laurier Institute, 2012. This was a survey of the risk environment facing Canada’s critical infrastructure and the public and private responses to those risks.
Making the Case: Using Case Studies for Teaching and Knowledge Management in Public Administration, McGill-Queens University Press, 2011. This text focuses on the writing, teaching and uses of case studies in both teaching and organizational learning.
Financial Management in Canada’s Public Sector, McGill-Queens, 2007. This is the first text on this subject in Canada, for use in university and colleges as well as for training within all levels of the Canadian public sector. It is now used in ten universities in Canada and the United States.
Quarterly Column: Briefly Noted, a quarterly column on developments in the field of public administration and management, appears in Public Management, the quarterly magazine of the Institute of Public Administration of Canada
Integrated Risk Management: Implementation Guide – an e-book available free on my website
General Internal Control and Risk Management Framework – available on my website
Examining Means to Build Financial Sustainable Capacity in Canada's Voluntary Sector in The New Federal Policy Agenda: On the Cutting Edge, ed. Rachel Laforest, available through McGill-Queens Press.
Professor Graham has been involved with the development of a large series of case studies for teaching purposes at Queens and the Canadian Police College. A number have been accepted in the Case Study Program of the Institute of Public Administration. Copies are available on this website. Some of the titles are:
- Vision, Collaboration, Persistence and Hard Work: The Canadian Federal Government's Homelessness Partnering Strategy - written for the New Synthesis in Public Administration International Research project, June, 2010
- The Vancouver Accord: A Case in Multi-Government Collaboration
- The Ontario Municipal Benchmarking Initiative – a case study in performance measurement, benchmarking and municipal collaboration
- Are You Listening? Can You Hear? – strategic alignment in a complex field/headquarters relationship
- Problem Employee or Problem Boss? – examination of management styles
- A Tale of Two Culture: Organizational Change
- Be Prepared, Be Very Prepared: Developing a Strategic Approach to Change and Risk in the Hope City Police Service
- Bad Cheques: Fixing A Multi-Million Dollar Mistake
- Contracting Out: Getting to the Right Decision
- The Homeless File: A Case Study in Horizontal Management
- Taking Charge: Getting Your Management Act in Order
In addition to writing cases, Professor Graham edit alls cases for acceptance to the inventory. Two highlights have engaged much of his time in that regard:
- Ontario Public Service Policy Implementation Cases Studies: This has been a major three-year project developing cases on major policy implementation challenges in the OPS over the past decade. The objective of the project, funded entirely by the Ontario Government with IPAC as partner, was to capture the experiences and lessons learned for internal training purposes as well as sharing for academic use. I served as Series Editor, working with a Steering Committee of ADMs to select cases, organize them, find researchers and edit the results for publication and to be integrated into an e-book which will be published shortly.
- 2101 Vancouver Olympic/Paralympic Games Case Series: In partnership with Heritage Canada and IPAC, I serve as Series Editor to a major effort to capture the depth, experience and lessons learned of the public administration contribution to the success of the 2010 Games. This will be a package of eight discrete case studies, dealing with the key public sector concerns about the Games.
Co-author with Lou Kelly, Dennis Curtis and John Vandermalen, Kingston Penitentiary – the First Hundred and Fifty Years, 1835-1985, Ottawa, 1985
Co-author with Nicole Charette, Straws in the Wind: Building Partnerships, Lessons Learned, Optimum, Vol 29, and No.2/3, 1999
Co-author with Patricia Booth, Organization Matters…Creating the Organization that Meets People Challenges in Government, The Conference Board of Canada, 329-01, 2001
Co-author with Alasdair Roberts, Maxwell School, University of Syracuse, The Agency Concept in North America: Failure, Adaptation and Unexpected Benefits, a chapter for a book edited by Colin Talbot, University of Glamorgan and Christopher Pollitt, Erasmus University, Routlege, 2003 ISBN: 0-415-31448-8
Co-author and lead researcher on a Risk Management: Moving the Framework to Implementation, Keys to a Successful Risk Management
Implementation Strategy, December 2003. This document is available on my website. More information on the project is available at www.conferenceboard.ca
Risk Management – Moving the Framework to Implementation, Keys to a Successful Risk Management Implementation Strategy, January 2005, Public Sector Digest, and a series of three articles.
Great Books: Pressman/Wildavsky and Bardach: Implementation in the Public Sector, Past, Present and Future, June, 2005, Canadian Public Administration
Co-author and lead research on Implementing Shared Services: Lesson for Success, March 2006. A Conference Board document.
The Foundations of Policing Authority, Legitimacy, Powers, Accountability and Oversight in Democratic States, November, 2006, publication for the Democracy in Ukraine Project, published electronically
Various reviews and notes for Canadian Public Administration, including a retrospective review of the work of Aron Wildavsky on implementation.
I was lead researcher and co-authored a 2006 study by the Conference Board of Canada: Implementing Shared Services in the Public Sector: Lessons for Success. In addition, I co-authored a report and was lead researcher on the report: Risk Management: Moving the Framework to Implementation: Keys to a Successful Risk Management Implementation Strategy, December, 2003 for the Conference Board of Canada. In 2007, I completed the research, including interviews for a forthcoming Conference Board report, Risk, Governance and Corporate Performance: A Board’s Eye View.
Professional Activities 2002-Present: Professor, Queens University: I have redesigned and taught two graduate level courses for the School of Policy Studies MPA and PMPA (professional part-time program): Management in the Public Sector and Public Sector Financial Management. As a faculty member, I also contribute to the recruitment program as well as work with individual full-time and part-time students in supervising Master’s theses and career counseling. Full information on these courses and related material can be found on my website: http://post.queensu.ca/~grahama/
2002-Present: Other Teaching and Research Activities: Under contract, I develop and teach a series of three day executive development workshops at the Police Executive Centre of the Canadian Police College, listed below. I have developed a graduate course for Athabasca University on governance and leadership. Continuing to work with the Conference Board of Canada, I am lead researcher for a major international study on the implementation of risk management implementation in the public sector.
2002-2008: Senior Research Associate: The Conference Board of Canada: On a contractual basis, I have participated and been lead researcher on two major projects, focused on the implementation of fundamental change in the public sector. In 2004, I was lead researcher on a study on the implementation of risk management in the public sector around the world. This resulted in the publication of a Conference Board study, Risk Management: Moving the Framework to Implementation: Keys to a Successful Risk Management Implementation Strategy in December, 2003 and in a series of articles, including Public Executive, Municipal World and the e-publication of a risk guideline on www.publicsectordigest.com .
2000-2002: Visiting Executive, Conference Board of Canada: Assigned on an interchange basis to the Conference Board of Canada as a Visiting Executive. I undertook a number of research projects, including the organization of central agencies in the Government of New Brunswick, participated in a major study by the Conference Board on the recruitment and retention of public servants and a study of human resource planning for the Government of Alberta. Post-retirement, I have retained a contractual link to the Conference Board. I am presently working on an international study of risk management policy and practice in government as well as a curriculum and delivery project for the Government of New Brunswick on risk management practice.
1996-2000: Assistant Deputy Minister, Corporate Service, Agriculture and Agri-Food Canada: I was responsible for the management of corporate services, including strategic planning and performance measurement, finance, information management and technology, physical plant and support as well as a variety of other centrally delivered services.
1994-1996: Senior Deputy Commissioner, Correctional Service of Canada (CSC): This was the senior operational role in this agency. It serves the function of the national headquarters control over regional operations, as well as supporting the Commissioner. It involved a combination of corporate management and line operations.
1988-1994: Deputy Commissioner, Ontario Region, CSC: This is an Assistant Deputy Minister position responsible for the operation of a large, complex Region with both penitentiaries and parole offices reporting to it.
1986-1988: Assistant Commissioner, Corporate Policy and Planning, CSC: This position was responsible for all aspects of policy and planning for the Service.
1984-1986: Director General, Corrections Policy, Ministry of the Solicitor General: This is a broadly based policy role, advising the Solicitor General of Canada on correctional policy and operational matters. It includes responsibility for formulating policy and legislation, including supporting the Minister in legislative changes.
1980-1984: Warden, Kingston Penitentiary: This was an intensely operational position, responsible for ‘The Big House’ with a myriad of operational as well as media and public relations challenges. Included among these was a transformation of role for the institution from a reception centre to a treatment centre and maximum-security unit.
1974-1980: CSC: A variety of positions working with offenders, moving progressively through management.
1972-1974: Intergovernmental Affairs Officer, Ministry of Treasury, Economics and Intergovernmental Affairs, Government of Ontario
1970-1972: Executive Officer, Office of the Deputy Minister, Ontario Ministry of Community and Social Service
Teaching and Course Development Experience 1976-1977: Management in the Public Sector, Centre for Continuing Education, York University
1977-78: AK/AD 415: Management in the Public Sector, Atkinson College, York University
1978-79: Hostage Negotiation and Crisis Management for Senior Mangers, Staff College, and Correctional Service of Canada, Kingston
2000-2001: Redevelopment and delivery of SPS 809, Management in the Public Sector, School of Policy Studies, Queens University
2001: Development and approval of GOV4XXX, Governance and Leadership a fourth level distance learning course for Athabasca University
2002: Development of a graduate upgrade to the above course.
2001-3: Development of two course modules for the Canadian Police College:
· Police Board Governance for Police Executives
· Police Board Governance for Police Service Boards
· Understanding the Political Dimension of Police Executive Work
· Complex Issue Management
2002-3: Developing case study material for the modules.
2001-4: Delivering both Canadian Police College modules - three-day executive training workshops.
2002-2007: SPS 809C, Management in the Public Sector, School of Policy Studies, Queens University. For 2006 and 2007, I am course co-ordinator of this core program for both full time and part time students.
2002-2005: Redevelopment and delivery of SPS 827, Financial Management in the Public Sector, School of Policy Studies, Queens University.
2007: Redevelopment of MPA 809: Management in the Public Sector to accommodate shifts in research and learning requirements, including the development of new course readings, case studies and evaluative tools.
2007: Development of a new workshop offering by the Industrial Relations Centre, Queens University entitled: BUILDING RISK READINESS, Crafting a risk management strategy for organizational resilience.
2007: Development, facilitation and presentation of a workshop for the Ontario Ministry of Natural Resources on risk readiness and risk management.
2007: Development of a workshop on risk management and governance for the Canadian Association of Police Boards (now the Canadian Association of Police Governance).
2011-present: Development, as part of the Queen’s University School of Policy Studies, of professional development workshops for the Policy and Innovation Leadership group of the Cabinet Office of the Ontario Public Services focusing on policy development and implementation.
2012-present: Development and delivery of a credit course for the School of Industrial Relations entitled Financial Literacy for HR Professionals.
2014: Development of a training, policy review and implementation package on integrated risk management of the South African Development Community, Garabone, Bottswana.