8:00 a.m.
Continental Breakfast & Networking

8:30 a.m.

Chairperson's Opening Of Day Two & Presentation
Becoming A Performance-Focused Organization:
How To Integrate Budget, Cost And Performance Information

Managing for results is a destination toward which every government entity is moving. Another term that crystallizes these efforts is performance-based budgeting. This session will share with you lessons learned from government efforts at all levels including the initiatives that cross typical functional areas of responsibility.

Illustrations on the nature and maturity levels of these efforts will be discussed with an emphasis on identifying some of the most successful points of entry into this new world. Finally, this session will also outline a vision and roadmap toward achieving real integration of budget, cost and performance information in order to move closer to managing for results.

• Learn how other countries are approaching and tackling performance and budget integration
• Explore multiple entry points to "managing for results" based on where your organization is today

Learn from the experiences at other public sector organizations across the globe how you, too, can integrate budget, cost and performance information in order to move closer to managing for results.

Jerome Feltracco, Director, Public Sector Solutions
SAP

9:35 a.m.

Defining The Best Performance Measures While Improving Performance Reporting, Data Collection And Service Delivery

In 2005, the Ministry of Research and Innovation (MRI) was created to focus on the government's commitment to innovation as a driver of growth across all sectors of the economy. This goal is being delivered through a number of programs and today there are almost 30 programs, each with a suite of measures to report on the performance of the Ministry investments. To date, measuring program outputs has been attainable, measuring outcomes and high-level indicators have been a challenge.

In 2008, MRI launched the "Ontario Innovation Agenda" (OIA), a plan to develop a high and sustainable level of prosperity, healthy communities, high-quality jobs, and better lives for people in Ontario. "Measuring Results" is a key deliverable of the agenda, resulting in an extensive review of the Ministry's Performance Measurement Framework. The goal of the Review is to ensure the pillars of the Innovation Agenda and program goals are delivered and achieved. Some activities include working with stakeholders, aligning existing programs, and liaising with program leads to improve the Performance Measurement Framework. A key result of the Review is an "MRI Scorecard" aimed at measuring innovation.

• Improve performance measures to determine outputs, outcomes and high level indicators
• Develop online tools to improve performance reporting and data collection
• Develop efficiency measures to improve service delivery

Natasha Tang Kai, Senior Advisor, Corporate Policy and Program Services Branch
ONTARIO MINISTRY OF RESEARCH AND INNOVATION

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.

1:25 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.

2:10 p.m.

Innovative Evaluation Processes & Tools: Equipping Front-Line Staff, Managers And Senior Management To Meet The Ever-Increasing Demand For Evidence-Based, Results-Oriented Information

Since 2004, and as a new federal department, The Public Health Agency of Canada has envisioned healthier individuals and communities in a healthier world by promoting and protecting the health of Canadians through leadership, partnership, innovation and action in public health. Yet, the growing expectations in accountability for structure, process and programmatic results has challenged all levels of the Agency to demonstrate evidence-based performance impacts that also meet evolving reporting requirements within the Program Activity Architecture, Departmental Performance Report, Report on Plans and Priorities, and annual reporting to government and the general public alike.

Increasing expectations from the Treasury Board Secretariat for more effective evaluations are expected this calendar year, increasing the pressure for broader and more complete evaluation coverage.

• Ensure programmatic evaluation results to support and bolster government reporting and accountability
• Meet the needs of stakeholders, departmental and central agency reporting-for-results in the age of changing accountabilities
• Address broad, strategic performance measurement standards through cross-cutting innovative frameworks and systems

This session will also highlight newly developed practical solutions that provide front-line staff, managers and senior management with the data they require to meet the ever-increasing demand for evidence-based, results oriented, information.

Paul Kenney, Senior Evaluation Analyst,
Centre for Excellence in Evaluation & Program Design
PUBLIC HEALTH AGENCY OF CANADA

3:05 p.m.

Afternoon Refreshment & Networking Break

3:20 p.m.

Fostering Government Collaboration To Define, Collect And Share Performance Information That Drives Successful Results: Lessons Learned From A 15 Municipality Partnership

The Ontario Municipal Chief Administrative Officer's Benchmarking Initiative (OMBI) is a partnership of 15 municipalities in the Canadian Province of Ontario. These municipalities which range in size from over 2.5 million to 30,000 have come together in order to establish performance measurements across most of the municipal services they provide. The partners feel that by establishing these benchmarks they will come to a better understanding of their services and will ultimately be able to provide their services in a more effective and efficient manner. OMBI has been cited as the leader in this type of effort in North America—no other collective of government bodies collects, shares and now publicly reports such a large (over 500 measures) diverse set of joint performance measures.

• Developing a structure, project office, and other committees of experts in each service
• Developing the right performance measures
• Standardizing the definitions of the measures (the OMBI data dictionary)
• Standardizing costs including allocation of "overhead" type costs
• Streamlining data collection—including the development of a web-based data warehouse
• Meeting mandatory guidelines for government reporting on performance measurement

This fascinating case study will also share some of the actual measures and results of this unique government collaboration. You'll hear, firsthand, about the ongoing use of the measures in each of the municipalities. All levels of government can benefit from the lessons learned during this innovative government partnership and benchmarking initiative that's setting the standard for government accountability and results.

Stefan Loker, CMA, AMCT, Manager of Performance Measurement & Benchmarking
REGIONAL MUNICIPALITY OF WATERLOO, ONTARIO
And Co-Chair, OMBI Management Committee

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.