March 7, 2012 Ms. Alora Sinclair Director Corporate Services The ...

SPEAKINGENGAGEMENTSMetropolis Conference, Vancouver (2011): Guest speakers on the PNN northern OntarioprojectAsia-­‐Pacific Economic Conference (APEC), Langfang China (2010): Guest speaker onintelligent citiesProvincial Conference of OYAP (2008 & 2009): Lead speaker on re-­‐engineering.Provincial Conference on Strengthening Bridges to Apprenticeship (2008): paper entitled‘Trends and Systems in Program Evaluation’.Intelligent Community Forum in New York (2007): Moderator and speaker for a special panelon ‘Can this community be saved? An interactive case study’.Windsor and Essex County Smart Community Conference (2006): Guest SpeakerIntelligent Community Forum International Award New York (2006): Speaker on Clusters,Funds and e-­‐ServicesConnect Ontario Portals (2006): Speaker on portal developmentConnect Ontario: Partnering For Smart Communities (Copsc) Workshop (2005): Speaker andfacilitator.World Conference and Award for Intelligent Communities (2004-­‐05): Jury on the SevenInternational Intelligent Communities Award, and Conference Panel Moderator on IntelligentCommunity Models.Sudbury Northeastern Ontario Library Conference (2003): Guest speaker on library involvement insmart communitiesOttawa Smart City Conference (2003): Guest speaker on smart community governance.Kingston Broadband Conference 2002: Guest speaker on smart community development.Columbia Mountain Open Network 2002: Guest speaker on smart community development.Laurentides Region 2001: Guest speaker on smart community development.Thunder Bay PARO Conference 2001: Guest speaker on proposal writingNational Academies of Science CSTB white papers: ‘Community.com’, a guide to building broadbandfor communities (published in 2000).Sudbury Emerging Technologies 2000: Guest speaker on community broadband applications.Laurentides Region Telecommunications Session 2000: Guest speaker on community broadbandprojects.Northern Ontario Business Award 2000: Winner of Most Influential Women in Northern Ontario.Timmins Chamber of Commerce Seminar: Guest speaker on proposal writing (2000) and e-­commercemarketing strategies (1999)TEACHING EXPERIENCEStrategy/Policy at the B.Comm and MBA Level: Laurentian University 2004-­‐Present (also the onlineauthor of the MBA course)Organizational Behaviour at the B.Comm and MBA Level: Laurentian University 2004-­‐2005Management at the B.Comm Level: Laurentian University 2004-­‐2005Strategic Leadership (special program for bankers): Laurentian University 19994

PROJECTS(1997-­‐2010)Regional Telecommunications Projects: ADNet, NetCentral, ORION, Laurentides, HaliburtonCounty, Halton Region, Western James Bay, Southern Ontario: Led a consulting team in thedevelopment of a regional telecommunications network that received more than $5 Million each infunding (provincial, federal, and private sector) for the Sault Ste. Marie and Sudbury Region (Ontario,Canada). Project included a needs analysis, communications plan, infrastructure/technology plan,business plan, action plan, government application, request for proposals from telecommunicationsproviders, review and assessment of bids, negotiations for project financing. Project Manager forcost/benefit analysis to link all colleges and university across Ontario with a fibre optic link ($25Million project). Developed inter-­‐organizational networks to develop a fibre project in Haliburton anda portal/regional network in Halton (Ontario). Developed feasibility study and business plan for afibre-­‐to-­‐the-­‐home link for 5 communities on James Bay Coast. Developed a plan for meeting broadbandneeds in underserved areas of Southern Ontario which received government funding support underOGS.Smart Community Initiatives in Iroquois Falls, Kamloops, Fredericton, Chapleau, and Timmins:Developed a plan for a fibre-­‐to-­‐the-­‐home project in Iroquois Falls, which included telemedicine, e-­learning,telework, call center, e-­‐commerce, and other on-­‐line services. Project Manager for theKamloops (B.C.) fibre-­‐to-­‐the-­‐home project led by the municipality. Strategic planning exercise for theFredericton broadband project which included a fibre backbone and wireless last mile. The Timminstelecommunication backbone project links several non-­‐profit agencies in a private network. TheChapleau (Ontario) infrastructure upgrading project.Strategic Plans for Kapuskasing, Iroquois Falls, Gogama, Chapleau, Moonbeam, OPG, LHIN, andthe Province of Ontario: Developed strategic plans for several communities, which included aneconomic review and assessment, identification of opportunities and sector performance, action plan,governance, community consultations, and public relations activities.Forestry value-­‐added: Developed an industrial attraction kit for a forestry value-­‐added project inIroquois Falls and in Chapleau (Ontario). The project included a communications plan, public relationsefforts, and economic comparative analysis. Developed a human resource plan for a new aboriginalforestry project. Developed an analysis of opportunities for clustering in Northeastern Ontario andNorthwestern Quebec. Developed an alliance for value-­‐added & neutraceuticals within the Chapleauregion which received $3.2 Million from the Federal Government.Human Resource and organizational needs assessment: Performed a review of organizationaleffectiveness and a needs analysis for an aboriginal organization located in Quebec. Prepared a trainingand organizational development plan for a Weyerhaueser plant in Northern Ontario. Prepared marketopportunities reports identifying training & economic development opportunities for a College inmining. Prepared a restructuring report for one of Ontario Hydro’s regional offices. Prepared afeasibility for Nova Southeastern University to enter Ontario. Prepared an analysis of processes andadministered surveys and focus group interviews to develop common measures and systems for theOYAP program across Ontario. Provided research on a structured approach to decision-­‐making for aprovincial government department.Public relations campaigns: Established a media and government relations program for a privatesector manufacturer in Toronto including a network with federal and provincial organizations (MEST,MEDT, NRC, Industry Canada, etc.), and private sector companies (Toyota Motor Corporation, MagnaInternational, etc.).Business plans, economic development projects: Prepared a plan for utilizing a $16 Million economicdevelopment fund (Patten Post). Prepared an analysis of tourism opportunities around the Polar BearExpress and its communities. Developed a proposal/business plan for several agencies to cooperate inoffering autism services to children in Northeastern Ontario. Prepared a large number of businessplans and funding applications for private individuals (B&B, seniors’ home, tire plant, tourismbusiness, software manufacturing, and e-­‐commerce warehousing). Also for non-­‐profit organizationslooking at starting new projects (Centre of Excellence in Tourism, municipal arena/sports centre,Track & Field facilities, Medical Centre, Regional University called OneU, and Science Village), orwishing to build new or larger facilities (municipal library, Science and Emergency Services Centre atNorthern College).Education: Professions North/Nord – a $3.2 Million bridging program for internationally-­trainedprofessionals. AACSB accreditation for Faculty of Management. Executive & OnlineEducation Programs.5

CLIENTSTelecommunication: ORION/ORANO, CITIES/TOWNS/REGIONS: Chapleau, Iroquois Falls,Timmins, Haliburton, Halton, Sudbury region (NetCentral), Sault region (AdNet), Timmins region(NeoNet), Kamloops, Laurentides, Fredericton, Haldimand-Norfolk, Sault Public Utilities, JamesBay Telecom, Trent-Fleming Network, Sparwood.Public Relations & Government: MNDM (Patten Post, Ontario Northland), McComas Industries.MTCU, OGS.Strategic Planning: Kapuskasing, Iroquois Falls, Tri-Town Chamber, Moonbeam, Timmins,Gogama, Chapleau, Blind River, Ontario Jobs and Investment Board, Timmins Chamber, TimminsAnimal Aid, Ontario Power Generation, LHIN, ONEU, OYAP.Economic Development Projects: Science Village, Value-added forestry plant, Latchford PioneerVillage, Centre of Excellence in Tourism, Centre of Excellence in Mining, Cochrane Events Centre,Timmins Track & Field Facility, Timmins Public Library, Timmins Health Coalition, NorthernCollege Centre for Emergency and Health Care, Moose Band Forestry Project, Blind River Hi-TechPark, Timmins and District Hospital Physician and Dialysis Centre, Chapleau Crown Game PreserveProject, Gouvernement du Québec, New Liskeard Coalition.Human Resources: BBS/MCTV, Weyerhaueser, Ontario Power Generation NEPG, AlgonquinNation Programs and Services Secretariat.Business Plans: Nova Southeastern University, TimminsWeb, Kap Data, Weemote, Cochrane StationInn, Ottawa B&B, Brochu Gym, Senior’s Residence, Kap Photo Studio, Moosonee B&B, FourSeasons Guiding.6

Career Profile – Dr. Sylvie AlbertThis career profile is meant to provide more depth of understanding and supplement thedescription of my experience provided in the introduction letter and resume. Mymanagement and technical experience is grounded in four key areas:1) Conventional management of resources for various organizations;2) Project management experience including resource management undercontractual obligations with the client and sub-contractors;3) Policy-making and oversight experience while serving on various boards andleading projects; and4) Academic, including research and management of quality.My experience in managing resources within a conventional position can be assessed viatwo types of posts. The first as the Executive Director of two economic developmentcorporations and the Professions North/Nord program (a bridging program forinternationally-trained professionals); and the other as President of my consultingcompany. In both of these situations, my responsibilities included hiring and managingpersonnel and administering budgets. In community development organizations, I wasaccountable to a Board of Directors and given authority to manage resources (financialand human) as well as implement operational plans. Within the university, I haveapplied and received funds for projects (including a commitment from senioradministration for 12 new faculty positions to meet our AACSB accreditation plans) andhave been responsible for a dozen revenue-generating projects as part of a ManagementDevelopment Centre.Between 1997-2009, I owned and operated a management-consulting firm under thename of Planned Approach Inc. (PAI). The company was involved in communitydevelopment initiatives across Canada and developed a number of feasibility studies andproject development assignments for governments and the private sector. A sample ofthese can be viewed on my website (www.plannedapproach.com) and are mentioned onmy resume. The majority of PAI projects required a team of professionals fromengineers, architects, information technology expert, and management fields. I regularlysubcontracted a number of deliverables to firms and individuals with appropriateexperience and expertise in the subject areas keeping my own staff low in numbers toremain nimble in meeting client needs. My own responsibilities as Project Managerincluded evaluating client needs, managing the consulting team, networking to engagecollaborators or stakeholders in projects, suggesting innovative solutions to problems,and reporting which often included making a case for and preparing funding applicationsfor additional resources and dealing with media and public inquiries. The followingprovide a general idea of the types of outcomes achieved:• Chapleau: $3.2 million for a value-added forestry project, $1.2 million for atourism project, and a strategic alliance with Bell and Nortel for a wirelesscommunity infrastructure demonstration;

2• Timmins: $5 million for a library, $9 million for a health facility, funding forupgrading classrooms and a community partnership for Northern College;• Ontario: development of the business plan that funded the Ontario Research andInnovation Optical Network (ORION), a high-speed fibre optics communicationnetwork linking universities, colleges, health care institutions and other researchinstitutions; a plan that funded telecommunication infrastructure for underservedcommunities in Ontario, and an implementation plan to equalize servicesand reporting mechanisms for Ontario Youth Apprenticeship Programs;• Sault Ste. Marie: approximately $5 million for a telecommunication project underAdNet, a community-based network;• Sudbury: approximately $5 million for a telecommunication project underNetCentral, a community-based network.• Northern Ontario: $3.2 million for a bridging project for internationally-trainedprofessionals, $11 million Patten Post project, and many others.Planned Approach developed a reputation for getting projects done on time, on budgetand meeting clients’ needs with broad community stakeholder support andcollaborations on a number of levels. The depth of my network culminated in myreceiving an award from Northern Ontario Business as the Most Influential Woman ofthe Year.In all of the positions held I have always enjoyed a collaborative working environmentand tended to favour wide communication seeking engagement. I facilitated manystrategic planning exercises with Boards, community stakeholders, and staff, helping togain consensus on issues. In managing people, I have a strong inclination towardpersonal commitment and prefer to provide my colleagues with an opportunity to maketheir own decisions and participate fully in projects and the setting of priorities. As such,I shy away from micro-management and focus more on providing support whenrequired. My twelve years as a management consultant have engrained a managementprocess that is outcome and customer service-driven.An important portion of my experience was gained in oversight capacities. My firstappointment was to the Telecommunication Access Partnership Board, a $50 millionprogram sponsored by the Province of Ontario where a small group of directors werecalled upon to review and recommend funding applications on innovativetelecommunication projects to the Minister of Energy, Science and Technology.Subsequently, I was appointed to the Northern Ontario Heritage Fund CorporationBoard of Directors during its renewal and called upon to devise new policies andprocedures for the distribution of $310 million in funding provided by the Government ofOntario including recommendations to the Minister on funding applications over 2 years.I have served on the Board of Governors of Laurentian University; the Ontario Jobs andInvestment Board to devise a strategic plan for the province; the Executive of theTimmins Chamber of Commerce; and now serve on the Executive of the Council ofOntario Universities (COU). The COU is comprised of the Executive Heads of alluniversities in Ontario and one academic representative from each institution called the

3‘academic colleague’. I am the co-chair of the colleagues and responsible for leadingdiscussions on policies that affect pedagogy and research.My research record includes several peer-reviewed publications each year since I joinedthe university and an equal number of policy documents and books that are practical innature. These publications fit under three themes: technology and society; postsecondaryeducation management; and credential evaluation/PLAR. Although myresearch has been largely focused on the development of intelligent cities and its impacton community restructuring, my work at the Council of Ontario Universities (COU) hasled to several publications on post-secondary institution management available on theCOU website under ‘papers by academic colleagues’.In 2002, and following the publishing of my first book on intelligent cities and doctoraldissertation, I was asked to lead a small team of international jurists to evaluateapplications for the ICF Intelligent Community Award held in New York each year(http://www.intelligentcommunity.org/). I have since been their lead researcherpresenting at various regional conferences including the Asia-Pacific EconomicConference (APEC) in China in 2010 and have been fortunate in being allowed to writeon the factors that influence intelligent community development drawing on the rich dataprovided to the ICF by communities.In 2010, a grant from the Province of Ontario for $3.2 Million where I was the applicantled to the development of a northern Ontario system and two research projects to meetthe needs of internationally trained professionals. We called this project ProfessionsNorth and the research component of the program has evolved into a pan-Canadiangroup of universities and non-profit sector organizations collaborating on SSHRC andHRSDC proposals for a provincial and a national study.The decision of Laurentian to apply for AACSB accreditation has led to a number ofinteresting evaluations, restructuring processes, and the development of a new vision andmission from which all program outcomes will be evaluated. This exercise is focusing thefaculty discussions around many of the same questions that the University of Winnipeg isasking itself: assurance of learning, stakeholder consultations, faculty and staffsufficiency, faculty qualifications, and expansion of our experiential learning initiatives.We can expect future discussions on research quality over quantity, implementingassessment cycles, and tracking alumni successes. Although not a solution for alluniversities, there are many components of the AACSB processes that are extremelyvaluable to any post-secondary institution and this experience has certainly influencedmy own perspective on program administration.We have been very fortunate to be supported by an excellent staff in the development ofour online program. These individuals have a high level of competence in supporting ourprofessors and students who are across Canada and sometimes the world. Ourpartnership with industry associations has allowed us to develop efficiencies in studentregistration and supervised examinations across the country that would have otherwisebeen expensive for Laurentian. As the lead online professor and the Associate Dean, I aminvolved in a continuous improvement process to ensure appropriate support for

4teaching faculty, evaluating the technical relevance (we recently moved onto D2L),review course development standards, and informs the student support processes fromthe perspective of faculty. We are working toward the integration of our online programswith our other on-campus programs and solving a number of operational issues thatarise from any restructuring. These experiences have led me get involved in onlinelearning discussions within the sector, including the proposed development of an OnlineInstitute by the Province of Ontario.In conclusion, the career experiences mentioned in this profile have provided me with alarge mix of skills that may be useful to the University of Winnipeg and its Faculty ofBusiness and Economics namely abilities to:• Assess and develop corporate structures and provide oversight and policyguidance in large and small organizations;• Develop innovative partnerships within communities to solve common problems;• Work in teams to solve some of the academic and managerial challenges and findinformation to make good decisions;• Manage projects and teams of professionals;• Lead innovation and develop clusters;• Work with a variety of cultures;• Fundraise and apply for funding from government sources.