8:00 a.m.
Continental Breakfast & Networking

8:30 a.m.

Chairperson's Opening Of Day Two & Presentation
How To Lead Organizational And Cultural Change
To Achieve Results For Customers

This dynamic presentation will introduce you to advanced change management strategies to move your organization toward managing for results at both the strategic and operational levels. Advanced strategies to create organizational and cultural change used by successful managers and leaders in leading cities, counties, states and federal agencies will be highlighted.

Starting with the premise that performance measurement inherently prompts change in an organization, this presentation will help you lead and manage the change you are trying to orchestrate. The challenges you face in moving your organization forward, including bringing on board decision makers at all levels in the organization, are the challenges that keep you from sleeping at night. Special emphasis will be given to strategies that help managers throughout your organization recognize the value of measuring performance.

• Learning what changes can reasonably be expected when an organization measures performance
• Developing a system-wide commitment to build an integrated management system
• Using training as a way to instill the new culture
• Recruiting champions and sponsors for the change effort
• Appealing to managers' "enlightened self-interest"
• Using accountability systems to ensure performance
• Dealing with resistance; is this 'real' and is it going to last? The importance of connecting performance measurement to major business processes
• Productively involving appointed and elected officials, citizens and customers

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

9:40 a.m.

Measuring What Matters: Approaches To Modernizing Grant Program Operations And Performance Measures That Promote Innovation, Transformation And Deliver Impact

Measuring the performance of grant programs are more important than ever in an era of unprecedented need for transparency and relevance. Summer Company, a youth entrepreneurship program, has been modernized over the past 6 years and has led to innovation not only in program logistics but also in program measurement. The program has been transformed to include a full end-to-end online process from inquiry, submission, review, approval, monitoring and close out. The result has yielded not only efficiency in operations, but also the ability to actually measure economic impact of the program and long-term longitudinal effects of the program's effect on entrepreneurial success.

• Identify whether your program is a candidate to be modernized
• Transform how people, process and technology is used in your programs
• Measure the results of your programs using best-practices
• Achieve and track measurable and credible program outcomes

Alex Sirota, Team Lead, eService Delivery
Ontario Ministry of Economic Development and Trade

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.

How To Link Strategic Planning, Program Evaluation And Performance Measurement Into An Integrated Management System Focused On Results – A Behind The Scenes Look At Real Tools

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.

• 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

3:30 p.m.

Afternoon Refreshment & Networking Break

3:45 p.m.

How To Integrate Risk Management Within A Results-Based Management System

We often hear of risk management and results-based management, and at times, "integrated" creeps into the terminology, but what does this mean in realistic terms? More importantly, how can theory and words be put into practice and become meaningful to a public administrator, for day-to-day operations?

This session will walk you through the integrated risk management journey of putting theory into practice within an international development context. The focus will be on the mechanics and the process, as well as provide you with pointers for development and implementation, and identify the obstacles you should anticipate along the journey.

By the end of the session, you will gain an understanding of integrated risk management and the value-proposition it will bring to your project, program and organization - and ultimately the taxpayer.

Joe Faragone, Chief Risk Officer, Afghanistan-Pakistan Task Force
Canadian International Development Agency

4:45 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.