8:00 a.m.
Registration & Continental Breakfast

8:30 a.m.

Chairperson's Welcome & Opening Remarks

William Aaron, Chief of Consulting Services and Innovation
Weidner, Inc.

8:45 a.m.

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

Social Insurance Number (SIN) Management, situated within the Service Canada initiative at Human Resources and Skills Development Canada, is responsible for the administration of the national SIN and Social Insurance Register (SIR) Program.Introduced by Parliament in 1964, the nine-digit SIN is used to identify people who work in insurable employment, pay taxes, contribute to pension plans and use a variety of government services. The SIR is a database that contains all the SIN records created since the Program’s inception.

In 2006, the SIN Program was revolutionized by the launch of SIN Rapid Access, an automated application process, that transformed a nearly entirely paper-based process to an over 95% electronic one, allowing clients to receive their SINs in minutes as opposed to days. By automating the service, Service Canada was able to introduce new strategies for monitoring and measuring the quality of the SIN issuance process and the accuracy of SIR system. This results-oriented approached to service delivery has produced marketable outcomes and has since become the focal point of the SIN/SIR Program.

• Quality management framework that insulated the Program's dramatic shift to an automated citizen-centred service
• Benchmarking strategy that ensured commitments to stakeholders and clients were realized and tangible

You will learn, first-hand, how transforming your day-to-day operations to make them more citizen-focused is achievable through performance measures that can be rationally applied to service offerings to improve service quality, security, and integrity for both the Government of Canada and Canadians.

Dani Srour, Director, SIN Management Services
Service Canada

9:45 a.m.

Speed Networking

Become acquainted with your fellow conference attendees in this fun and fast-paced forum!

10:45 a.m.

Strategic Portfolio And Performance Management:
How To Chart Progress, Increase Collaboration, And Ensure Success

The National Center for Health Marketing (NCHM), a division within the U.S. Centers for Disease Control and Prevention, identified center-wide goals through an extensive stakeholder process in 2007. After only three years in existence, NCHM has established objectives and targets in programmatic areas that align with these organizational goals. In order to meet these targets and share the value and impact of its efforts, NCHM has implemented the Strategic Portfolio and Performance Management (SPPM) initiative.

SPPM includes the tracking and evaluation of center-wide progress in the areas of Performance Measurement, Portfolio Management and Project Management, which are complemented by an enterprise SharePoint system. Managed by the NCHM Office of Director (Executive Team), SPPM has grown to encompass a broader range of management activities that are necessary for efficient organizational practices.

This session will provide you with an in-depth look at the establishment and maintenance of the SPPM practices, and how this initiative has been a great organizational asset to NCHM. In addition, specific branding and promotion efforts for SPPM to educate staff on their role in supporting center-wide progress towards its goals will also be discussed.

• Continually improve your programs and services
• Demonstrate your progress
• Increase collaboration
• Encourage organizational growth and advancement

Monica Ponder, MS, MSPH, Health Communications Specialist,
National Center for Health Marketing
Centers for Disease Control and Prevention (CDC)

11:45 a.m.

How To Build Capacity And Expertise, Ensure Accountability And Develop A Common Approach To Establishing Quality Measures, Data Collection And Reporting Across Your Organization

Performance measurement is no longer just the role of a handful of specialists. Effective performance measurement requires all staff, regardless of position, to consider the outcomes that they are contributing to, and how they measure that contribution. But how do you ensure a solid level of understanding across all staff levels, with training and travel restrictions and a limited number of opportunities?

The Ontario Public Service (OPS) has over 24 ministries including over 65,000 staff. Performance Measurement is becoming increasingly important to how they do business and the organization was challenged with how to build capacity and expertise, ensure accountability and develop a common approach to establishing quality measures, data collection and reporting.

In this informative session, you will hear about this successful government collaboration to build a cost-effective, just-in-time Performance Measurement eLearning course suitable for and available to all levels of staff.

• Developing a structure, process, and executive sponsorship for a multi-partner approach to training
• Obtaining adequate resources including funding and expertise and corporate support for hosting and promoting the e-courses
• Developing up-to-date content that would be suitable for training all levels of staff across different cultures

This presentation will also demonstrate some highlights of the eCourses developed. All organizations can benefit from the lessons learned during this innovative government partnership that's setting the standard for desktop, accessible government training on performance measurement, accountability and results.

Carol Townsend, Corporate Coordinator, Performance Measurement & Reporting
Ontario Ministry of Government Services

Join a group of your colleagues for lunch with an informal discussion facilitated by one of our expert speakers. Take this opportunity to connect with others in a small, interactive group setting to network and brainstorm solutions to your most pressing results-based management for government concerns.

2:15 p.m.

How To Analyze, Integrate, And Evaluate Using Performance Measures For Budgeting, Management, And Reporting

The Skills and Employment Branch of Human Resources and Skills Development Canada (HRSDC) has the mandate to provide programming for four diverse "clusters" of programs -- employment insurance, skilled labour force, inclusive labour force, and labour market efficiency. While the overall organizational structure has changed in recent years with HRDC splitting in two and then recombining back into HRSDC, the Branch has continued to implement approximately $18B in programming that combines direct benefits to Canadians, institutional funding, system-wide capacity development, and everything in between. So how do you answer a Minister who asks, "How is the Labour Market performing?"

1. The Key Priorities Framework and corresponding award-winning
   Management Dashboard
2. A Branch-level Logic Model and corresponding branch-level
   Performance Management Framework
3. The new "labour market component" component of the
   "Economic Action Plan for Canadians"

Paul Sadler, Manager, Integrated Planning and Accountability
Human Resources and Skills Development Canada

3:45 p.m.

How To Implement A Government-Wide Program Review Process To Measure Success And Report Results Achieved

The Government of the Northwest Territories (GNWT) is in the midst of implementing a new program review process to monitor and assess the progress of its $1.3 billion in program expenditures. The GNWT delivers programs and services akin to those of a provincial government to 43,000 citizens living in 33 communities scattered across more than 1/8 of Canada. In many NWT communities, these programs also include things most often provided in the South by municipalities, colleges, and school or health boards. The GNWT believes that the public and decision makers will be able to allocate resources, and measure success, in a more objective way if comparable financial, administrative, and policy information on the objectives set, resources used, and results achieved are reported for all programs and services.

• Established an in-house resource
• Did risk assessment and developed its initial work plan
• Developed measures and tools, and is integrating them with existing internal and external budget, planning, and performance reporting processes

• Providing templates and giving clear instruction
• Standardizing definitions of program and service
• Considering the need for speed vs. ease
• Developing on-line tools to reduce data collection efforts, improve consistency, and ease reporting

While this type of information is especially important in the North where there is a limited revenue base and a non-partisan political system, the lessons learned and processes followed will be of equal value to any government or entity with multiple service lines or subject to a broad spectrum of political direction.

Michael Kalnay, Director, Program Review Office, Department of Executive
Government of the Northwest Territories

4:45 p.m.
Chairperson's Recap And Close Of Day One

William Aaron, Chief of Consulting Services and Innovation
Weidner, Inc.

We invite you to join us for a drink as you relax with your peers. All conference attendees and speakers are welcome to join us for this special opportunity to continue networking. Don't miss this chance to benchmark new ideas over complimentary drinks!

Sign up during the day for dinner with a group. Take advantage of Ottawa's fine dining while you continue to network with your colleagues.