Session Date-Application DeadlineProgram Fee$9,900Faculty ChairProgram Director
For information about requirements to participate in an executive program on the Harvard Kennedy School campus, please visit this page.
Program Fee: The program fee includes tuition, housing, curricular materials and most meals.
Executive Certificate: This program is part of the Public Leadership and Public Policy Executive Certificate series.
Executive Core Qualifications (ECQs): This program aligns with one or more Executive Core Qualifications.
Session Date-Application DeadlineProgram Fee$4,600Faculty ChairProgram Director
We often think of delivering services as the primary role of governments. In fact, roughly half of the work performed by governments today involves the provision of societal protections or the control of harms—a type of work quite different than that of delivering services.
Strategic Management of Regulatory and Enforcement Agencies, an intensive, five-day program, examines the distinctive managerial and operational challenges faced by government officials and other professionals who have regulatory, enforcement, security, compliance-management, or other risk-control responsibilities.
This one-of-a-kind program emphasizes the management and operations of such agencies (regulatory practice) as opposed to the reform of law (regulatory policy), and it is oriented more towards social regulation (provision of safety, health, security) rather than economic regulation (efficient functioning of specific markets).
Compelling Regulatory Topics
During Strategic Management of Regulatory and Enforcement Agencies , you and your accomplished peers will be part of a stimulating, intellectually rigorous learning environment overseen by renowned faculty. Through case studies, lectures, and small-group discussions and workshops, you'll explore compelling regulatory topics such as:
- How should success be defined and best measured in a regulatory or risk-control setting?
- What is a “risk-based approach” to regulation?
- What does it mean to be vigilant with respect to novel, emerging, or invisible risks?
- How might different parts of the risk-management task be allocated among regulators, industry, and third parties? How do such structural decisions relate to ideas about prescriptive regulation, performance-based regulation, responsive-regulation, self-regulation, etc.? When should one model be preferred over another?
- How can preventive work be assessed and supported?
- How can executives focus their agencies on specific harm-reduction objectives if the harms don't align with any established piece of the organizational structure?
- As regulators pick and choose what to work on and what methods to use, what are the essential types of discretion involved? What values count in governing the choices that have to be made?
- What type of partnerships should regulators form with diverse stakeholder groups without compromising their regulatory mission?
- How should professional regulators respond to “de-regulatory” winds and other political pressures?