8:00 a.m.
Continental Breakfast & Networking

8:30 a.m.
Chairperson's Opening Of Day Two

8:45 a.m.

How To Coordinate Your Management Initiatives Across Departmental And Jurisdictional Lines To Ensure Results

• Clarity of roles and responsibilities
• Potential for duplication or even working at opposing purposes
• Accountability for budgets
• Targeting of performance and understanding results
• Momentum of existing programs
• Communication and coordination of activities

• Developing a workable results management framework for a horizontal initiative
• The documenting of performance indicators to ensure reliable data collection and reporting
• Budgeting for results
• Using performance information to manage results
• The implementation of results management in horizontal initiatives

John R. Allen, Principal
JOHN R. ALLEN MANAGEMENT CONSULTING

9:45 a.m.

Using Integrated Results-Based Management To Ensure A
High-Performing Organization: An Ongoing Journey

The Corporate Management and Services Sector (CMSS) at Natural Resources of Canada (NRCan) is mandated to provide policy direction and leadership, as well as effective and efficient internal services, to support NRCan in achieving its strategic outcomes and to enable sound management in the management areas of: human resources, finance, supply chain, facilities and assets, information management/information technology, and oversight; as well as safety, security and emergency management. A distinct feature of CMSS is the inclusion of the Shared Services Office, a unique feature within the Government of Canada context.

So how does one ensure that CMSS is valued, trusted and respected as a corporate partner enabling NRCan to be a high-performance organization? A key success factor is CMSS' ongoing journey of enhancing and implementing its Integrated Results-Based Management Framework.

• What is actually meant by Integrated Results-Based Management Framework – moving beyond the buzz words
• What are the links which include the Management Accountability Framework (MAF) – connecting the dots – do not push the panic button
• What are the success factors and why have they worked
• What are the speed bumps along the way – a smooth ride usually means your efforts are not adding value

Joe Faragone, CD, MPPPA, Manager, Results-Based Management Unit
Corporate Management and Services Sector
NATURAL RESOURCES CANADA

11:15 a.m.

How To Meet Expectations For Greater Transparency And Accountability In Municipal Government Strategic Planning

The Regional Municipality of Halton is located in the western Greater Toronto Area where residents have come to expect a high quality of life and effective, responsive public service. The area has recently experienced some of the highest population increases in the country and growth pressures are expected to continue into the future. Residents, community groups and elected municipal officials are concerned about the threat of continued growth on the community’s quality of life. Given these concerns, there has been increasing expectations on the part of the public that council and municipal staff be increasingly transparent and accountable in their planning and decision-making.

• Develop goals through public consultation
• Direct staff on annual actions to achieve their goals
• Decide how to resource the actions to achieve their goals
• Monitor progress through performance measurement
• Communicate progress and achievements to the public

In addition, you will learn how Halton Region's strategic planning process and community relations continue to respond to increased expectations for greater transparency and accountability in municipal government, including how performance measurement is being employed and communicated to inform the public on progress in achieving council's goals for the community.

Rick Cockfield, MCIP, RPP, Director, Strategic Planning & Policy
REGIONAL MUNICIPALITY OF HALTON, ONTARIO

Carleen Carroll, APR, Director, Community Relations
REGIONAL MUNICIPALITY OF HALTON, ONTARIO

Join a small group of your colleagues for lunch with a discussion facilitated by one of our expert speakers. Take this opportunity to join others in an interactive group setting to network and brainstorm solutions to your most pressing performance measurement concerns.

1:45 p.m.

Group Exercise: Brainstorm Solutions And New Ideas You Can Use

You asked for it, you got it! Interact and discuss solutions to your performance measurement challenges with your fellow attendees and our experienced speakers. You will leave with new tools and hands-on experience and ideas for more successfully applying best practices to your own performance measurement initiatives.

3:00 p.m.

Counting Counts, If You Can Count It:
Measuring The Performance Of An Evaluation Shop

A vital part of achieving results-based management (RBM) in government includes the involvement of the evaluation function. A typical evaluation shop is primarily responsible for the evaluation of the relevance and success of policies, programs and initiatives. Although such evaluations are intended to inform both program managers and senior decision-makers, they may or may not contribute to achieving RBM for a variety of reasons. More often than not, on-going performance measurement is as equally important to program managers in particular, in their efforts to link management decisions and the allocation of resources with goals and objectives. Moreover, without good performance measures and reliable data, evaluations are often limited in the extent to which they can measure success. In addition, the timing of performance information is also critical to the success of RBM.

In an effort to contribute both to the understanding of RMB across the Federal Department of Industry Canada and to maximize efforts to inform program managers and senior decision-makers in a timely manner with useful information, the Evaluation Directorate has embarked upon an initiative to design and implement its own Results-Based Management and Accountability Framework (RMAF). It is hoped that the RMAF will become a tool for the Evaluation Directorate to self-monitor and improve its own performance.

• Data collected from post-engagement surveys
• Evaluation recommendation follow-ups
• The influence of performance measurement advice provided by the Evaluation Directorate on program managers and decision-makers across the department

Beate Schiffer-Graham, Director of Evaluation
INDUSTRY CANADA

Jeff Jorgensen, Senior Evaluation Officer
INDUSTRY CANADA

4:00 p.m.
Chairperson's Recap:
Key Takeaways And What To Do When You Get Back To The Office

We'll recap the highlights of the past two days and ask you to share key insights and next steps with the group.