8:00 a.m.
Continental Breakfast & Networking

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

John R. Allen, Principal
John R. Allen Management Consulting

8:40 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

9:40 a.m.

How To Link Strategic Planning, Program Evaluation And Performance Measurement Into An Integrated Management System Focused On Results

The Marketed Health Product Directorate (MHPD) is a growing organization of over 200 staff and experts created in 2002. It is responsible for ensuring that once health products reach the Canadian market, there is on-going monitoring and surveillance of serious adverse reactions to these health products, that risks for consumers are assessed and mitigated and that both users and health professionals are aware of these risks and can make informed choices on their use.

Continuous improvement efforts require reliable performance-based evidence of current program delivery to identify and seize opportunities for improvements. Since April 2006, MHPD developed a Strategic Plan, a Business Plan and a 1 year Operational Plan and the required functional plans, to translate strategies into long and short term business objectives. In a parallel stream, MHPD developed and implemented an integrated performance management framework which links results and resources from strategy to day to day program delivery.

In this session, you will learn how MHPD managed to connect the dots to better focus on results, including:

• Linking strategic, business plans, operational plans and performance management through the right systems, tools, practices to achieve horizontal and vertical information integration
• Measuring organizational performance through time tracking
• Reporting monthly performance to management
• Being prepared to respond to any internal and external enquiries
• Integrating program evaluation into mid- and long-term practices for continuous improvements

• The approaches, systems and tools adopted to meet all information needs on MHPD's business and performance including questions from Parliamentary Committees on Health or Main Estimates/Public Accounts, from Central Agencies (TBS, the OAG,) or Canadians
• How change is being managed within MHPD
• The resources, expertise and the best practices used
• The critical success factors used to make it work
• Overall lessons learned

Francine Dubé, Manager of Planning, Budgeting and Reports,
Bureau of Strategic Initiatives and Planning, Marketed Health Products Directorate
Health Products and Food Branch, Health Canada

11:00 a.m.

Leveraging Technology To Manage And Report Performance Information

Workplace injuries, and their aftermath, impact nearly 4 million Americans each year. In the past, New York's workers' compensation system had been characterized as slow and unresponsive. The New York State Workers' Compensation Board embarked on an aggressive program to revitalize the workers' compensation program in New York and refocus its 1500 employees on service to its customers - the State's workers and employers. The Board recognized that the implementation of a system that addressed only the functional requirements of the claims process would be incomplete. The Board's systems modernization effort would need to include technological innovations that address the informational requirements of the Agency and its constituents.

In support of its Performance Measures Project, the Board developed a computer system called the "MIRROR" - Management Information, Research References and Operational Reports. The MIRROR distills data from operational systems and presents performance reports that cascade down from the agency's mission statement all the way to the individual staff member.

• Thinking strategically, acting locally
• Understanding common themes in performance measurement systems
• Finding and keeping "the balance" in the scorecard
• Knowing the "gotcha" of implementing performance measurement systems
• Implementing measures from the board room to the mail room
• Keys to standardizing performance reports

Tom Wegener, Director, Management Information System/Research
New York State Workers' Compensation Board

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 results-based management concerns.

1:30 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 results-based management for government initiatives.

2:00 p.m.

Transforming Your Day-To-Day Operations To Make Them More Citizen-Centred And Results-Oriented

The Region of Peel has been involved with performance measurement over the past several years in many forms both corporately and at the program level. In the 1990’s, Peel’s enterprise-wide performance measurement was focused on cost measurement with the goal of demonstrating that regional services were delivered in a cost effective and efficient manner while having the right community impact.

• Improve accountability/transparency with Regional Council and the broader community (and in doing so, build trust and confidence in Peel)
• Shift to an outcome/output (instead of input) orientation
• Connect input and process metrics to service outputs and program outcomes (both long- and short-term)
• Measure results (what Peel does) as well as how Peel is delivering on those results

This session will focus on Peel's strategy for measuring how well it is delivering on its results. This strategy describes an enterprise-wide approach to measuring levels of employee engagement, client satisfaction and trust & confidence in the Region of Peel.

1. To measure the outcomes of employee engagement, client satisfaction and trust & confidence in the Region of Peel
2. To identify improvement opportunities by uncovering the factors that drive engagement, satisfaction and Trust
3. To achieve effective service delivery by focusing on the drivers for service improvement
4. To connect such measures to the larger performance measurement
   framework at the Region

The result showed that a key driver to client satisfaction, second only to a satisfactory outcome, is clients feeling that staff made a real effort to ensure the client got what they needed. The results are being used by service managers to focus improvement efforts.

This will be an insightful presentation to learn how to develop and ensure that your own measures are producing effective results.

Chine Nkado, PMP, Project Leader, Strategic Projects,
Office of Strategic Innovation and Policy
Regional Municipality of Peel, Ontario

3:00 p.m.

Afternoon Refreshment & Networking Break

3:15 p.m.

Cascading Measurement Processes Down Throughout All Levels Of Your Organization To Ensure Everyday, Bottom-Line Management

By providing innovative common services to the Government of Canada (GC), Public Works and Government Services Canada (PWGSC) helps federal departments and agencies focus on what they do best — serving Canadians. They provide vital services like accommodation, purchasing, banking, information technology and translation. They are committed to delivering these services smarter, faster and at a reduced cost — improving how government does business and saves taxpayer dollars.

This session will provide you with an overview of how PWGSC has implemented a Departmental Dashboard throughout their entire organization to improve monitoring and reporting and improve strategic decision making based on how well they are achieving their goals for providing improved services.

• Aligned management accountability to Departmental objectives and priorities through a process of "cascading" dashboards to the Branch level of the Department
• Strengthened management support and application of results-based management
• Transformed strategic objectives into a suite of quantitative business metrics at the Departmental and Branch levels
• Centralized the gathering and reporting on key information for various federal government reporting frameworks
• Made use of a graphic representation of progress towards performance targets to quickly communicate status to the management community

• Barriers you may encounter and the critical success factors
• Overall lessons learned

Steve Slaby, Deputy Director, Strategic Planning & Reporting
Public Works and Government Services Canada

4:15 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.