View Past Learning Events
Informing-Decision Making Following the Implementation of the Policy on Results
April 18, 2018
9:00 am – 12:00 pm
Registration begins at 8:00 am
Registration Fee $60.00 + HST
RCAF Officers’ Mess
158 Gloucester Street
Registration Fee $60.00 + HST
The next learning event will be panel presentations and a discussion on the Use of Performance Measurement and Evaluation Results in decision-making. Come hear the Department of Fisheries and Oceans, Natural Resources Canada, Health Canada and the Canadian Space Agency talk about the challenges they have identified, approaches being considered to support the use of results and reporting processes and tools being implemented to leverage performance measurement and evaluation results in decision processes.
The purpose of the event is to share best practices and lessons learned in implementing the requirements of the Policy on Results, including the updated MAF lines of evidence. The event is targeted to Science-based Organizations but anyone interested in sharing best practices in performance measurement are welcome.
Susan Cole, Director, Results Transformation, Department of Fisheries and Oceans
Marc Desjardins, Director General, Planning and Corporate Management Practices, Health Canada
Anne Routhier, Senior Director, Strategic Planning, Reporting and Results, Natural Resources Canada
Melanie Winzer, Executive Director, Programs and Integrated Planning, Canadian Space Agency
Nadine Cyr, Senior Officer at the National Research Council
Hope to see you there!
Learning Event on Lessons Learned and Meaningful Reporting (focused on Science-Based Organizations but all are welcome)
March 22, 2018
9:00 am – 12:00 pm
Registration begins at 8:00 am
Registration Fee $60.00 + HST
RCAF Officers’ Mess
158 Gloucester Street
Registration Fee $60.00 + HST
The next learning event will be a Panel Discussion on the Implementation of the Departmental Results Framework, Meaningful Reporting and sharing of best practices. Come hear multiple departments and agencies talk about the challenges they experienced, the reporting processes and tools being used and gain an insight on lessons learned from Treasury Board of Canada – Secretariat. The purpose of the event is to share best practices and give people a chance to ask the questions that have been on their minds since the implementation of the Departmental Results Framework.
8 am – 9 am – Registration and Networking Breakfast
9:00 am – 9:05 am – Opening Remarks by Melanie Winzer, Executive Director Programs and Integrated Planning, Canadian Space Agency
9:05 – 10 am – Panel Presentations and Questions
- Chris Boughton, A/ Director, Results Division, Expenditure Management Sector, Treasury Board of Canada Secretariat (10 min.)
- Sheryl Lattimore, Director, Corporate Planning and Governance, Innovation, Science and Economic Development Canada (10 min.)
- Joe Faragone, Manager, Results-based Management, Public Health Agency of Canada (10 min.)
- Nadine Cyr, Senior Analyst, Planning and Reporting, National Research Council Canada (10 min.)
10:00 am – 10:15 am – Networking Break
10:15 am – 11:00 am – Panel Questions and Sharing of Best Practices by Attendees
11 am – 12 pm – Table top group exercise on what meaningful reporting is, using recent extractions from recent Departmental Reports yet to be tabled.
Deliverology: Principles, Fundamentals and Practical Knowledge
A 1-1/2 day Learning Event
Day 1 – Thursday, February 16, 2017 1:00 to 4:00 pm
Day 2 – Friday February 17, 2017 8:30 am to 4:00 pm
Ottawa Conference and Event Centre
200 Coventry Road, Ottawa, Ontario
You’ve heard and read so much about Deliverology in the federal and provincial governments and internationally. The Government of Canada has embedded the concepts into the new Policy on Results. It’s time to fully understand and gain practical knowledge in the fundamentals of this approach to creating high-performing organizations, from one of the co-authors of the Deliverology books and creators of the method who has worked internationally with many public sector organizations.
In addition, we will have Francis Bilodeau, Assistant Secretary to the Cabinet, Results and Delivery, Privy Council Office, to offer the Government of Canada perspective on this approach and how it applies to departments. At the end of the session we will be holding a discussion with Chief Results and Delivery Officers (CRDOs) to get their perspective on the practical implementation of these ideas in the Canadian Federal Government context.
Nick Rodriguez is one of the world’s leading experts in the theory and practice of Results and Delivery. He is Sir Michael Barber’s co-author of “Deliverology 101” and its successor, “Deliverology in Practice,” which have helped to institutionalize Results and Delivery as a discipline that can be taught, learned, and replicated. He has advised governments at every level on this discipline in the U.S., Europe, the Middle East, and Africa. Most recently, he co-founded and served as a Director for the U.S. Education Delivery Institute, a non-profit dedicated to bringing the Results and Delivery approach to the American education sector. Based in Washington, D.C. with Delivery Associates, he focuses his work on governments in Africa and the Americas.
Registration fee: $795 + HST
Included with the course registration:
- All learning materials
- A copy of the book “How to Run a Government: So that Citizens Benefit and Taxpayers Don’t Go Crazy” by Sir Michael Barber
- Light lunch and coffee / tea breaks both days
TECHNOLOGY ENABLEMENT FOR ENHANCED PERFORMANCE AND PLANNING
8:00 Registration and Breakfast
8:30 Welcome and Update on 2017 PPX Symposium
8:40 Centralized Reporting and IBP
9:40 Better Data for Smarter Spending
10:15 Coffee and Networking
10:30 Panel Discussion
The recent Policy on Results strengthens the federal governments focus on the quality of data and the ability to monitor and report on performance across the enterprise. There are a variety of enabling technologies such as dashboards, scorecarding, and general Business Intelligence (BI) analytics that are being designed or implemented in numerous departments. In addition, many departments and agencies are now focusing on how technology can help streamline both the data collection and reporting of completely integrated business planning whereby strategic, operational, and financial planning can be brought together for more holistic decision-making.
In our morning program we’ll hear from Treasury Board Secretariat on the general direction of analytics and how departmental information is and will be used in tools such as Infobase, the searchable online database for providing both financial and HR information on government operations. The session will conclude with an open panel discussion to address questions from participants on the how best to initiate, implement, and sustain technology solutions for improving performance and planning. Please detailed presentations info below:
In 2014, the Treasury Board of Canada (TBS) began a multi-year program to implement a centralized reporting infrastructure using the SAP Business Warehouse application and the SAP BusinessObjects Business Intelligence platform. Following SAP’s analytics road map for simplification and best practices, TBS developed a robust solution that provides improved data access to thousands of public sector workers. Now TBS has begun expanding on this strong base to move forward with integrated business planning.
Jonathan Andrews, Technical Director for Financial Management Transformation
Currently, managing the technical components of a project that will be creating a centralized financial and material management system for 50+ departments using S4HANA as well as managing the technical components of an Enterprise Information Reporting and Analytic system.
Previous Departments / Experience
- Managed the Central Online Reporting Platform for TBS
- Managed the deployment & maintenance of a SAP ECC 6.0 solution with a complex set of business functionality to support the budgetary process of the Government of Canada
- 10+ Years’ experience working on SAP projects as Functional or Reporting & Business Intelligence team lead
Ghislain Cardinal, Stream Lead for Financial Planning, Budgeting and Forecasting for TBS GCFM project
Currently managing the development of a project aimed at providing an integrated solution for Financial Planning, Budgeting, Forecasting and reporting for 50+ departments using BW and BPC powered by HANA.
Previous Departments / Experience
- Managed SAP BI and BPC for the Agriculture and Agri-Food Canada SAP cluster (AAFC/CFIA/NRCan/EC)
- Managed a Financial Management Advisory team providing services to multiple branches at Environment Canada
- Senior Financial Analyst in a corporate financial Resources Management unit at Environment Canada
- 15+ year experience in the financial management stream in the Federal Government
Our government is committed to improving how resources are allocated to eliminate poorly targeted and wasteful spending and provide clearer reporting on results. These commitments rely on better data and the capacity to fully exploit it. The TBS InfoBase has a proven track record to deliver linked, dynamic, clear and reliable reporting at a low cost. Created in 2013 as a government response to Parliament’s request for an integrated presentation of the spending they approve, the InfoBase is now an important pillar in the government’s results agenda. Moving forward, the InfoBase will be the central place where performance data can be found and analysed. We will present the tool as is, discuss some of the feedback we’ve received form users and provide a sneak-peak of upcoming functionality.
Andrew Gibson / Julie Van Audenrode
Andrew and Julie both work in the Expenditure Analysis group of TBS’ Expenditure Management Sector (EMS) and are responsible for the TBS InfoBase. Julie has over five years’ experience working at TBS; previous to EMS, she worked in Priorities and Planning where she helped coordinate the Management Accountability Framework. Julie has a background in Economics and International Affairs. Andrew has worked in EMS for over ten years in various positions and has a background in Engineering.
2016 Learning Events
Improving Management Information with MAF
The annual Management Accountability Framework (MAF) assessment is TBS’s principle tool for monitoring and oversight of government management practice and performance. In 2014-15, the assessment was transformed from a qualitative, ratings-based process to a rigorous, data and information driven assessment that provides deputy heads with results within a government-wide comparative context.
We know that what gets “MAF’d” gets measured and what gets measured gets done. This is why it is crucial to measure the right things. We also know that the MAF will only provide value if it meets the information needs of its key stakeholders – deputy heads and TBS. The MAF will start a new three-year cycle, beginning in 2017-18 and the methodology is under review.
PPX is offering this learning event as an opportunity for you to, in a workshop setting,
- Hear from TBS about what they are thinking regarding the future of MAF;
- Learn the importance of understanding the needs of stakeholders;
- Learn about how to establish effective performance indicators; and
- Put in practice the theory by working on indicators in the areas of People Management and Information Management.
Paule Labbé, Executive Director of Management Accountability and Policy Initiatives Directorate at the TBS
Paule Labbé is Executive Director of Management Accountability and Policy Initiatives Directorate at the Treasury Board Secretariat. She led a renewal exercise that transformed the Management Accountability Framework (MAF) from a qualitative, ratings-based process to a rigorous, data and information driven assessment that provides deputy heads with results within a government-wide comparative context. She is currently leading the initiative to “reset” the entire Treasury Board policy suite into a streamlined suite of policies that is user-focused to better support modern public administration.
As part of BP2020 Internal Red Tape Reduction initiative she has established a multi- disciplinary tiger team which, through government-wide engagement and design-based methods, uncovered “what” is red tape, “where” public servants experience it and the underlying drivers. Over the years, Paule has provided technical assistance on results-based management and management accountability to the governments of Malaysia, Kazakhstan and South Africa.
Mélanie Robert, Executive Director, Information Management and Open Government, TBS
Mélanie is the Executive Director of Information Management and Open Government. Previously she worked as Executive Director of International Affairs and Development in the Program Sector of TBS. With 19 years of experience in the federal public service, Mélanie has worked on wide variety of files, providing strategic advice, government regulations and enforcement on technology-related files, st rategic policy and planning, as well as consultations and communications. Before joining TBS, Mélanie was the departmental advisor to the office of the Minister of Industry. She has also held various executive positions within former Industry Canada, including in Business Intelligence and Analysis, and she was in charge of consultations and communications support to the Jenkins Panel (Review of Federal Support to Research and Development).
Christopher LeBrun, A/Director Strategic Analysis and Applied Research Directorate, Office of the Chief Human Resources Officer, Treasury Board Secretariat
Christopher has a Bachelor of Arts in History and Political Science from the University of Ottawa. He joined the public service in 2001 where he cut his teeth on the regulatory process within the Health Products and Food Branch at Health Canada. In 2003 he moved into result-based management and preformed that function within several Health Canada Branches for the next ten years. This has provided him with in-depth experience in strategic and operational planning and reporting, integrated risk management, management accountability frameworks and performance measurement. Christopher Joined the Treasury Board of Canada Secretariat (TBS) in 2014 where he led the renewal of the TBS Performance Measurement Framework and Corporate Risk Profile. In 2015 he landed in the Office of Chief Human Resources Officer where he served as the Chief of Staff to the Assistance Deputy Minister of Governance Planning and Policy. Today, he is leading the People Management Area of Management from the MAF as well as a team that is dedicated to big, bold and innovative ideas on people management. You can follow Christopher and all of his files at GCconnex: on https://gcconnex.gc.ca/profile/Christopher.Lebrun1
Lori Watson, PPX Board Member and Past-President and Partner, PwC
Lori Watson is a Partner in PricewaterhouseCoopers’ Consulting Practice. She leads the federal public sector Finance Effectiveness/Enterprise Performance practice and is also the PwC lead relationship partner for the Department of National Defence. Lori has over 30 years of leadership and management consulting experience. She has cross-industry experience and subject matter eminence in business intelligence/information management and business / financial performance management. She has extensive experience in managing large and complex multi-disciplinary projects that require collaboration across geographies, lines of service and lines of business (e.g. technology/software).
Lori is also on the Board of the Performance Planning Exchange, a position she has held for the last 4 years.
Science-based Organizations Performance Measurement & Evaluation Community of Practice Learning Event – Nov 7th – Ottawa
Ambrosio Catalla Jr is responsible for monitoring, evaluating and reporting on the impacts of Research Manitoba’s support to research in health, natural sciences and engineering, and social sciences and humanities. He leads the development and application of Research Manitoba’s impact framework, conducts internal evaluations, and jointly leads NAPHRO’s Research Impacts Harmonization Project. Before joining Research Manitoba, he worked on evaluation projects with non-government organizations and UN agencies in the Philippines, Cambodia and Myanmar for over 15 years.
Tolga is currently the Acting Executive Director of the Program Performance and Evaluation Division in the Expenditure Management Sector of the Treasury Board Secretariat. He has been designated to work closely with the Privy Council Office to implement the Government’s new results agenda and is spearheading the development of a new Treasury Board Policy on Results. Prior to this, he was the General Counsel and Director of Policy to the Parliamentary Budget Officer (PBO) and taught constitutional law at the University of Ottawa. He was a retained Lecturer in Constitutional Law at Oxford University. Tolga speaks English, French, and Turkish and has studied and worked on three continents. He obtained an Honours Bachelor of Commerce from the University of British Columbia, an Honours Bachelor of Laws from the University of Sydney, and a Bachelor of Civil Law and Master of Philosophy in law from Oxford. Tolga was Sub-Dean at Wadham College, Editor-in-Chief of the Oxford University Commonwealth Law Journal, and President of Oxford Pro Bono Publico. Tolga also practiced law in Australia from 2006 to 2007 in banking and financial regulation. In addition, he is the recipient of numerous awards and scholarships, including the Part-Time Professor Award for Excellence in Teaching, Social Sciences and Humanities Research Council, the Teaching | Learning Grants Program, Funding program for blended courses, and the Australian Bicentennial Scholarship, the Hague Academy of International Law Scholarship, and the Banking and Financial Services Law Association Scholarship.
David Peckham is the Chief Audit and Evaluation Executive at the Canadian Institutes of Health Research (CIHR), a role which includes responsibility for program evaluation, internal audit, performance measurement, data production and impact analysis. Prior to taking this role, David was a Director in CIHR’s Strategic Programs Branch and before this he was Manager of Evaluation for the organization. David’s career path has included ten years working in the private sector in the United Kingdom and Canada, as a Vice President for Ipsos Reid, an international public opinion research corporation, where he worked with governments at all levels and public sector clients. He has also worked in the European Parliament in Brussels as a Parliamentary Research Assistant to Arlene McCarthy MEP. David received a BA(Hons) in European Politics and Modern Languages from the University of Manchester before completing an MSc in Artificial Intelligence and Robotics from the University of Sussex. His studies in Canada include a Graduate Certificate in Program Evaluation from the University of Ottawa, and he is currently a candidate for a Masters in Public Health from the University of Waterloo.
Deanne Langlois-Klassen, Ph.D., Associate Director, Alberta Innovates. Deanne brings broad public and population health experience to the development of systems approaches for the assessment of health research and innovation impacts. She also provides research expertise to ensure scientific rigor and appropriate methodological approaches in the assessment of Alberta Innovates – Health Solutions’ health research and innovation investments. Deanne has a M.Sc. in Medical Sciences (Population Health) and a Ph.D. in Epidemiology from the University of Alberta, Canada in addition to her experience as a physiotherapist and health program manager.
Biologiste de formation (Ph. D. en biologie cellulaire et moléculaire, Université Laval); formation postdoctorale en génétique du développement, Fred Hutchinson Cancer Research Center, Seattle, É.-U.); et études spécialisées en administration publique (École nationale d’administration publique). Depuis 2013, analyste à la planification et gestion stratégique aux Fonds de recherche du Québec (FRQ). Responsable de la stratégie de mesure d’impact des FRQ.
Melanie Winzer is the recently appointment Head of Performance Measurement at CIHR under the new Policy on Results and is the Manager, Planning, Reporting, Measurement and Data. In this role, she leads the Agency’s work related to Corporate Reporting (MRRS, RPP and DPR), as well as Corporate Performance, Corporate Risk and the Management Accountability Framework. She has led development and implementation of CIHR’s Performance Measurement (PM) Regime Toolbox, which is heavily based on the Canadian Academy of Health Sciences Impact Framework. She also manages the team responsible for producing data and analytics on CIHR’s investments and impacts. Melanie has spent close to 18 years in the Federal Public Service in the areas of Planning, Performance Measurement and Reporting. Over this time, she has led various departments to be deemed “Leader” and “Department of Example” in the areas of integrated planning, performance measurement and parliamentary reporting. She has a Bachelor of Commerce Honours from the University of Ottawa and is currently completing her Master of Arts in Political Science at Carleton University.
As the Director of Impact and Evaluation, Patrick collaborates with SHRF staff and other stakeholders, provincially and nationally, to play a key role in monitoring, evaluating and reporting on the progress and impact of SHRF’s work in advancing health research and innovation in Saskatchewan. He represents SHRF on various national special initiatives and is part of the executive leadership team, contributing to strategic decision-making toward achieving SHRF’s mandate. Patrick joined SHRF in October 2007 after working with the Northern Inter-Tribal Health Authority as a Health Researcher. He graduated from the University of Saskatchewan with a Masters in Kinesiology, studying group dynamics and adherence to sport and physical activity. He has extensive experience developing and implementing impact and evaluation frameworks to ensure SHRF is maximizing impact and return on investment
Renata joined NAPHRO as Executive Director in November 2013, where she also co-chairs NAPHRO Impact Analysis Group. Renata brings a strong background in all aspects of business management as well as the understanding of Canada’s Science, Technology and innovation milieu. As Program Director at the Council of Canadian Academies, Renata led multidisciplinary Expert Panels in synthesis of complex evidence-based public policy issues. Her work focused on various aspects of reporting on impacts of investment in research. Prior to that, as a seasoned management consultant her consulting experience includes program design, business planning, performance and risk management frameworks, and business analysis and processes re-engineering.
In her spare time Renata served as Special Advisor to the Board (Strategic Planning) for Ewings Cancer Foundation of Canada. She is a member of the Program and Planning Committee for the Canadian Science Policy Conference 2016. She holds a Masters of Business Administration from Ottawa University, and completed her undergraduate studies in econometrics/computer science at the University of Waterloo.
Manager, Performance Accountability and Evaluation Robert oversees the NSHRF’s efforts to assess, document and communicate its performance to stakeholders. In addition, he is responsible to facilitate the evaluation of programs and services provided by the NSHRF.
Robert joins the NSHRF with over 30 years of experience in health and human service organizations at the community, regional, provincial and national levels in Alberta, British Columbia and Ontario. Prior to joining the NSHRF, Robert worked for the Public Health Agency of Canada – Community Acquired Infections where his work focused on evaluation, performance measurement, monitoring and planning. During his time in Alberta as Director of Accountability and Planning, Robert led a team developing an information system for performance measurement, planning and evaluation of community mental health services.
Robert holds a Master of Social Work and is currently the President of the Canadian Evaluation Society Nova Scotia Chapter. He is a member of the Nova Scotia Association of Social Workers, the Canadian and American Evaluation Societies. Rob has also been awarded the professional designation of Credentialed Evaluator by the Canadian Evaluation Society.
Steve Montague, a partner of Performance Management Network Inc. is a credentialed evaluator, a Fellow of the Canadian Evaluation Society and has 35 years of experience as a practitioner in program evaluation as a management consultant, an adjunct professor and as an evaluation manager in a major Canadian federal government department. Steve has led or participated in dozens of S&T related evaluations and performance measurement projects dating back to the mid 1980s when he won a public service excellence award for his participation in a technology centre evaluation. He has been a long-time member of the AEA’s Research Technology and Development Topical Interest Group and has three times published articles in Research Evaluation. His work on theories of change, reach and the role of technology infrastructure in innovation have led the Canadian and to some extent world monitoring and evaluation communities.
Mr. Montague has managed major and minor projects analyzing a wide variety of programs for Canadian federal, provincial, United States, Scottish and Australian governments, as well as conducting work for the OECD, the World Bank-International Finance Corporation, the European Commission and the United Nations. He has published articles on evaluation in journals in Canada, the US and Europe and given numerous presentations and workshops on evaluation, performance management and information management. Steve is also a founding member and twice president of the Performance and Planning Exchange.
Recent changes to the Federal Policy on Results and the need to demonstrate results to Canadians at all levels of government has created an opportunity for science-based agencies to work together to align methodologies and have open discussions on appropriate approaches for developing meaningful indicators, monitoring, evaluating and reporting performance.At the Performance and Planning Exchange Learning Event in March 2016, a reprise event in May 2016 and a special session conducted September 6th at CIHR, it was found that science-based organizations often face the similar issues including:·lack of predictability of results
·long time frames for change to occur
·often abstract nature of the missions
·questions about how to track use or value; and,
·the difficulties involved in measuring specific results.
With these needs in mind, a Science-based Organizations Performance Measurement & Evaluation Community of Practice has been formed and will be holding a Learning Event November 7, 2016 at the Cartier Place Suite Hotel, 180 Cooper Street. Ottawa Ontario
The Canadian Institutes of Health Research (CIHR) and the Performance and Planning Exchange (PPX) along with the National Association of Provincial Health Research Organizations (NAPHRO) will be hosting a Science-based Organizations Performance Measurement Community of Practice Learning Event, seeking to bring together all interested parties and build on the Learning Events hosted by the PPX in March and May 2016 and the Science-based Organizations meeting hosted by CIHR in September 2016 . For past presentations and materials visit .
The goal of the event is to identify challenges and gaps that Canadian public science institutions face and possible approaches and metrics which can be used consistently across science-based organizations and initiatives.
This session will include an introduction related to the use of results logic to tell the science performance story followed by presentations on new methodologies and the impact of recent work on decision making. The intent is to demonstrate and discuss an approach which serves agency management and fully aligns with the new Policy on Results. The session should help science-based organizations and initiatives meet the new requirements – and ultimately is intended to help inform the Government of Canada’s approach going forward.
The event is intended to be informal, engaging, high energy and interactive. It will include plenary presentation sessions from both federal and provincial research organizations with audience Question and Answers and facilitated discussion sessions as well as breakout sessions featuring small group discussion. Networking breaks will promote connections among attendees.The event time frame and location is as follows:Date: November 7, 2016
Time: 8:00 am to 4:00 pm
Venue: Cartier Place Suite Hotel, 180 Cooper Street. Ottawa OntarioRegistration for this event will give you a place in the Community of Practice as well as providing you a place at the November 7th Learning Event.FULL DAY – $200 + HST
October 18, 2016
The Government of Canada’s approach to Results and Delivery: What it all Means
- understand the basics of the results and delivery approach
- learn about Treasury Board Secretariat (TBS) and Privy Council Office’s Results and Delivery Unit (RDU) approaches to results and delivery
- reflect and give feedback on the TBS and RDU approaches
- reflect on implications of these approaches for your own work
- Tolga Yalkin, Acting Executive Director, Program Performance and Evaluation Division, Expenditure Management, TBS
- Francis Bilodeau, Assistant Secretary to the Cabinet, Results and Delivery, Privy Council Office
- Nick Rodriguez, co-author, “Deliverology 101” and its successor “Deliverology in Practice”, Principal, Delivery Associates
- Murray Kronick, (Moderator), Board Member and Past-President of PPX, Senior Manager, Interis | BDO
Scientific Community Issues In Measuring Performance
The planning, monitoring (measurement) and management of science performance has been a long standing concern to scientists and technical experts themselves and to science-related program managers, policy makers, planners and others involved in doing, managing, funding or using scientific research and related science activity information. All too often, those seeking to monitor and measure science performance draw on a limited pool of metrics which only tell part of the story for a given scientific initiative, activity, program or facility. This session will draw from the latest research and practice – including a recent study commissioned by Canadian public sector science funders and delivery agents – to suggest a context rich approach to science performance assessment and to offer a set of potential impact pathways for consideration, including related metrics and a systematic monitoring and evaluation approach. The guidance is based on a comprehensive review of international literature, consultations with both international and domestic science facilities managers and practitioner experience.
Participants in this session will take away:
- An understanding of the evolving state of world and Canadian practice in the monitoring + evaluation of science facilities and initiatives
- Suggested key principles for monitoring and evaluating science initiatives
- Explicit, systematic guidance on the development of science initiative impact pathways, indicators and approaches to monitoring, assessment and evaluation
The report co-author’s presentation will be supported by a discussion of findings and concepts by select guest panel experts in evaluation, monitoring and science management. Event registrants will also be encouraged to engage in the dialogue and to discuss the guidance presented.
January 26, 2016
Operational Costing and Capacity Management: Their Links to Planning, Performance, and Efficience
As leading organizations, public sector departments and agencies must continuously transform, to keep pace with changes in their strategic and operational environments that demand focus on efficiency and performance. PPX is pleased to welcome three key departments to share their experiences in this journey:
TBS’s Centre for Costing Excellence (CCE) will present some of its latest work around investigating how to leverage existing data to provide context in support of decision making. As part of the larger Metrics Agenda and in collaboration with the Expenditure Management Sector, the Costing Centre of Expertise has started by developing a benchmarking framework to provide a reasonableness check for internal services expenditures. This framework will also assist departments and agencies to gauge their performance in relation to peers.
Canada Border Services Agency will review CBSA’s efforts to build a robust costing function at the enterprise level to improve Agency planning and performance. The presentation will include a demo of a new data visualization tool under development to support reporting and comparative analytics around program efficiency, effectiveness, and standard cost analysis.
Veterans Affairs (VAC) Health Professional Directorate (HPD) will provide an overview of their recent study to better understand and model the fundamental business activities around the way its doctors, nurses, and OT’s support the wide variety of veteran programs and services. In addition to developing business process models that help assess the workload and capacity requirements of their workforce, HPD will demonstrate how these operational planning models support higher level program and department outcomes via the development of an HPD logic model and supporting performance indicators.
NOTE: For PPX members outside of Ottawa, this event will be live-streamed free of charge. If you know of colleagues that would be interested in tuning in remotely, please have them click the link below or send an email to requesting an invite. We are asking that PPX Members who live/work in the NCR and are interested in attending, to do so in person. Thank you.
for the live-streamed event (outside NCR only).
Internal Services Benchmarking Framework
Treasury Board Secretariat (TBS) has been spending the last year investigating how to leverage existing data to provide context in support of decision making. As part of the larger Metrics Agenda and in collaboration with the Expenditure Management Sector, the Costing Centre of Expertise has started by developing a benchmarking framework to provide a reasonableness check for internal services expenditures. This framework can be used as a starting point to the dialogue required in making informed decisions based on coherent evidence. This framework will also assist departments and agencies to gauge their performance in relation to peers.
Speaker: Gregory (Greg) Steele
Gregory (Greg) Steele, Director, Costing Policy and Training, Costing Centre of Expertise, TBS-OCG
Greg has 14 years of experience in the field of financial management within the Public Service of Canada. His first 9 years within the Public Service were spent with the Department of National Defence, where he started as a recruit of the FORD (Financial Officer Recruitment & Development) Program. He worked in a variety of financial management positions and lastly as the Chief of Staff to the Director General of Intelligence Production before leaving for Treasury Board Secretariat in Jan 2010.
With the Office of the Comptroller General within the Treasury Board Secretariat Greg worked as a Senior Analyst in the Center of Expertise on Transfer Payments until April 2013 at which point he joined the Costing Center of Expertise as a Senior Analyst. Greg is presently working as the Acting Director of Costing Policy & Charging Policy within the Costing Center of Expertise.
Improving Agency Planning and Performance through Better Costing
Scott Taymun and John Pinsent (DCFO for the Canada Border Services Agency) will present on the CBSA’s efforts to build a robust costing function at the enterprise level to improve Agency planning and performance. The joint presentation will provide an overview of Agency work on completing a “Tooth-to-Tail” review of Agency expenditures directly associated with front-line versus internal services, as well as work on building a new Cost Factor Manual. The Agency’s Cost Factor Manual is a foundational database that links financial expenditures to program volumes in order to support business analytics, enhance performance reporting, and improve management of resources, outputs and performance. The presentation will include a demo of a new data visualization tool under development to support reporting and comparative analytics around program efficiency, effectiveness, and standard cost analysis. Mr. Pinsent will close with an overview of the Agency’s work to foundational costing capabilities within the Comptrollership Branch, to build capacity within the finance community at CBSA, supported by enterprise tools, all to enhance costing and evidence-based decision making within the Agency.
Speaker: Scott Taymun
Scott is a career public servant, having served 25 years across seven departments including ESDC, CIC, DND, TBS, PCO and most recently, CBSA where he is now the Director General, Strategic Transformation and Renewal, with the Comptrollership Branch. He is an outspoken advocate of the importance of evidence-based decision making in the public sector, the use of value-for-money analytics to support integrated planning and performance management, and open, transparent and accountable government. Scott holds a Bachelor’s degree in Social Science, an Honour’s degree in Political Science, and a Masters of Arts in International Affairs.
Speaker: John Pinsent
John is the Deputy Chief Financial Officer & Director General, Resource Management of the CBSA, a position he has held since August 2015. John started his service to Canada as an Infantry officer in the Royal Canadian Regiment, serving in both Canada and Germany. He has also held a variety of staff appointments in National Defence Headquarters as a senior military finance officer. John has also served at Transport Canada in the Office of the Comptroller General and most recently, for the past three years, as the Vice-President, Enterprise Business Services at the National Energy Board in Calgary, where he also held the positions of Chief Financial Officer, Chief Information Officer and Departmental Security Officer. John is a graduate of the Royal Military College where he obtained both an undergraduate and a master’s degree in Business Administration. He is also a Certified Professional Accountant (CPA-CGA).
Operational Capacity Analysis to Support Healthcare Outcomes for Veterans
Everything I know about performance measurement I didn’t learn in kindergarten
The Health Professional Directorate (HPD) within Veteran’s Affairs Canada (VAC) has recently embarked on an exercise to better understand and model the fundamental business activities around the way its doctors, nurses, and OT’s support the wide variety of veteran programs and services. This study has involved understanding process flows that define the key activities and outputs necessary to supply optimal healthcare support to the department and to veterans. The work also involved capturing volumetric data and estimated levels of effort to determine the specific resource requirements to deliver on these services. In this fashion HPD will now be able to evaluate, benchmark, forecast, and ultimately optimize HPD resource planning and capacity requirements at various VAC offices across Canada to support the needs of our veterans. In addition, HPD has developed a performance logic model that collates the key activities/outputs from this operational capacity analysis to show how HPD business processes support health and service outcomes for HPD, the various VAC programs, VAC itself, and ultimately our veterans. Using key performance information from sources such as the departmental PAA-PMF and Performance Measurement Strategies from the various programs that HPD supports, HPD has been able to craft a comprehensive “performance story” which demonstrates how it helps deliver on positive outcomes for veterans.
Speaker: Dr. Cyd Courchesne
Dr. ( Captain (Navy) ret’d)) Cyd Courchesne retired from the Canadian Armed Forces after 30 years of service before joining the Department of Veterans Affairs as Director General of Health Professionals in October 2014. She was appointed Chief Medical Officer of Veterans Affairs Canada in February 2015. Dr. Courchesne is a General Practitioner who obtained her Doctor of Medicine from Université de Montréal in 1987. She also holds a Diploma in Aviation Medicine from Kings College University, London, England, and a Master Certificate in Healthcare Management from the Sprott School of Business. She is a Certified Health Executive. Dr. Courchesne is the recipient of the Canadian Decoration, the Special Service Medal and was appointed to the Order of Military Merit in November 2011.
Dr. Courchesne has an interest in Quality Improvement, Patient Safety and Performance Measurement. She has been a surveyor for Accreditation Canada since 2003 and is a Master Facilitator for the Patient Safety Education Program of the Canadian Patient Safety Institute. She is also a Fellow of the Aerospace Medical Association, a member of the College of Family Physicians of Canada, the Canadian Medical Association, and the Canadian College of Health Leaders.
2015 Learning Events
Planning Made Easier
Planning is essential to promoting excellence at all levels of government and to achieve priorities. There are times that public servants are asked to produce planning documents but they may not have the specialized knowledge of planning techniques, or extensive experience in planning. The objective of this learning session is to assist public servants in improving their planning abilities and to increase their knowledge through a sharing of successful planning experiences. It should also help to strengthen relations between policy, planning and performance measurement areas. Speakers will share their experiences in planning and lessons learned.
June 4, 2015
“Virtual Networking & Professional Branding: How to Boost Your Work in a Digital Age”
Date: June 4, 2015
Time: 2:00 pm – 3:00 pm
Jodi LeBlanc is a strong supporter of all Web 2.0 technologies – helping employees collaborate, innovate, share and “work smarter”. She is passionate about using social media to extend dialogue beyond organizational and regional boundaries. As Chair of two National networks she has utilized social media to connect, collaborate and engage globally. Jodi has extensive experience delivering sessions on Web 2.0, Employee Engagement and Career Development. She was part of the Public Service Branding team and has published multiple articles on Collaboration, Social Media and Branding. Jodi works as a Values and Ethics Advisor at Veterans Affairs Canada in PEI.
“Using Change Management Techniques to Improve Results-based Management”
The objective of this session is to increase participant familiarity with change management theory and techniques relevant to improving results-based management. Three different presenters will address the issue of change management and provide examples of its application in different government settings.
Jeffrey Meyer, Evaluation Analyst, Office of Evaluation, Health Canada and Public Health Agency of Canada / Government of Canada
Jeffrey Meyer holds a M.A. in Sociology and recently graduated from Carleton University with a specialization in Public Policy and Program Evaluation. Jeffrey is currently an Evaluation Analyst at the Public Health Agency of Canada, and during his free time he can be found photographing special events and weddings.
Jeffrey is fascinated by the power of logic, and how it can be purposefully used as a change management technique to achieve and measure results. Jeffrey’s presentation will invite you to explore how logic models – when guided by a set of core principles and a theory of change – can be a very thoughtful way to technically: frame the management of your work; visualize processes of change; focus your performance storyline; and most importantly, communicate the ‘logic behind your logic’ so that it can be understood by others and evaluated.
Murray Kronick, Principal, Interis Consulting.
Murray Kronick is the National Product Manager in the Planning and Performance Practice for Interis Consulting, part of BDO Canada. He specializes in Outcome and Performance Management, Business Cases and Strategic and Operational Planning. He has worked at all levels of government and across a wide range of private sector clients. He is the creator of three methods used by Treasury Board Secretariat today: Outcome Management, the Business Case Guide and the standards and tools for the OPMCA and PCRA components of the Policy on the Management of Projects. He is the co-president of PPX and is very involved in planning the Annual Symposium. He is a Fellow Certified Management Consultant, the highest designation in the profession. Outside of work he teaches Spinning classes and recently climbed Mount Kilimanjaro as a fundraiser. Nicole Girard, Director General Transportation of Dangerous Goods, Transport Canada
Nicole Girard, Director General Transportation of Dangerous Goods, Transport Canada
Originally from Rouyn-Noranda, Quebec, Canada, Nicole Girard holds a Bachelor of Social Work from McGill University and a Common Law Degree from the University of Ottawa. Before joining Transport Canada in 1998, Nicole Girard was in private practice and was a lecturer at the University of Ottawa’s French Common Law Program, where she taught in the area of family law, negotiations, contracts, and creditors’ rights. Nicole Girard has over 15 years experience in transportation rulemaking having been involved in complex aviation files. She has also been involved in providing safety policy advice over the years to determine appropriate courses of action on emerging safety issues. She joined the Transportation of Dangerous Goods (TDG) in October 2013 as Associate Director General. Her area of focus has been to support and provide leadership to the TDG Directorate in its transformative agenda to allow the organization to better respond to emerging issues. She was appointed Director General in July 2014.
“Input to Output Performance – Advances in Costing”
The need for improved and more standardized costing in government has been identified by Treasury Board as a key strategic thrust. TBS’s recent focus on Efficiency Indicators as part of MRRS as well as the establishment of a Costing Centre of Expertise, are good examples of the government’s commitment to costing. Understanding how physical and financial resources are deployed to support programs, services and projects is a critical component of good planning and performance. In this session, we will examine some of the new directives/approaches for both efficiency indicators and strengthening cost information which ultimately ties to better resource planning and output performance.
1. An Introduction to Input to Output Costing and Options for Measuring Efficiency
Mike Haley, President, Landmark Decisions Inc.
Mike will present some of the basic concepts around business process costing and how they can be applied to the development of better cost and efficiency indicator information. Topics include how to leverage logic models, business process mapping, and activity-based costing to identify true “cost to serve” and ultimately improve program/service delivery and efficiency. The connection between costing and topics such as LEAN and 6 Sigma will also be discussed.
2. Federal Case Studies in Costing
a. Costing at Health Canada – Experience and Challenges
Stephen Eng, Director – Corporate Resource Management Services,
Chief Financial Officer Branch, Health Canada
Stephen will conduct an interactive session and provide participants information about how the increased TBS emphasis on costing has affected the way Health Canada manages its costing with respect to Cabinet Submissions, the costing of projects, and the setting of service fees (i.e. Input to Output business processes).
b. ABM and Strategic Costing at the Canadian Intellectual Property Office
Jean-René Drapeau, Director, Business Improvement Services,
Canadian Intellectual Property Office, Industry Canada
Christian Bergeron, Deputy Director, Costing, Performance and Managerial
Accounting, Canadian Intellectual Property Office (CIPO)
Jean-René and Christian will share their experience about the benefits of implementing Activity-Based Management at CIPO and discuss the value of Strategic Costing in a Public Service context.
3. Panel Discussion
Our speakers will entertain questions from the audience and provide “tips and techniques” on how to start, build, and sustain costing initiatives in organizations.
2014 Learning Events
Ratings 2014: Building a Better Departmental Performance Report
From the same folks who brought you last year’s DPR ratings bee, PPX again offers a Learning Event designed to help you improve departmental performance reporting. This year we will focus on tools for thinking both inside AND outside the box. We will explore the four corners of the box, with the latest on central agency requirements and recommended best practices. To help you go outside the box we will bring forward some new ideas and research into the major trends and approaches. We will further develop last year’s rating tool, with more specific application to the problems and issues you face.
Input to Output Performance – Advances in Lean Practices
As the focus of government performance shifts to include more emphasis on operational efficiency, Lean is becoming a topical approach to help departments identify and reduce waste in business processes impacting programs and services. Many departments have now established teams to educate, train, and direct Lean efforts in a coordinated fashion. This session will explore some of the leading edge work being done in the public sector and highlight the challenges and solutions in implementing Lean practices.
Title: Improving Organizational Performance through ”Lean”
Like any leading organization, public sector departments and agencies must continuously transform, not for the sake of change but to keep pace with a fast paced environment and to remain relevant to stakeholders.
In its 8th report, the Public Service Advisory Committee noted that:
“Lean is as much an attitude to organizing work as it is a specific set of tools or prescriptions. And while no one would suggest organizing the Public Service just like a private sector enterprise, many governments have adopted “lean” practices. The Federal Public Service can continue to learn from cases where managers and employees have increased the value of their programs and services by doing things more efficiently. What’s more, this approach addresses other concerns raised by employees such as the need for greater empowerment and, generally, cutting red tape”.
PPX is pleased to offer a learning event focused on “lean” and including case studies from two public sector organizations that have adopted lean practices.
The workshop will include:
• A ‘primer’ on “Lean” and including myths/truths and critical success factors;
• Case studies from two public sector organizations that are using “Lean” to support business transformation and achieve better outcomes; and
• Plenty of time for discussion!
Dan Florizone – Deputy Minister of Education, Government of Saskatchewan and Deputy Minister responsible for the Lean Initiative effective July 1, 2013
Haneef Chagani – Partner, PwC, National Lean Practice Leader
Dan Florizone is the Deputy Minister of Education and Deputy Minister Responsible for the Lean Initiative effective July 1, 2013. He holds a Master of Business Administration degree from the University of Regina and a Bachelor of Commerce degree (with Honours in Health Care Administration) from the University of Saskatchewan. Mr. Florizone is dedicated to Student First and the pursuit of excellence in education and public service (through Lean). Dan has participated in many national and international initiatives, committees and projects. He served as the Chairperson of the Saskatchewan Health Quality Council, served as a Board Member on the Canadian Patient Safety Institute and the Mental Health Commission of Canada. He is also a Policy Fellow with the Johnson-Shoyama Graduate School of Public Policy. Dan has extensive experience across the province having held senior positions in the health sector in the province of Saskatchewan. He previously served as the CEO of the Five Hills Health Region. He held the position of Assistant Deputy Minister in Saskatchewan Health, was CEO for Moose Jaw-Thunder Creek Health District, as well as the South-East Health District. Dan received the IPAC – SK Lieutenant Governor’s Gold Medal Award in 2008 and the Excellence through Evidence Award from the Canadian Health Research Foundation in 2011.
Linda Savoie, Senior Director General, Women’s Program and Regional Operations, Status of Women Canada. With a background in law and Aircraft Maintenance Engineering, Linda joined the federal public service in 1995. Since then, she has worked in policy and program positions in various departments. She has been with Status of Women Canada since 2010, and began the implementation of Lean management in the Women’s Program in 2013 with the help of a small and passionate group of employees that came to be known as the “Dream Team”.
Haneef Chagani is a Partner and PwC’s National Lean practice leader for Canada. He is an experienced Management Consultant specializing in assisting clients develop efficient and effective organizations through large-scale organizational transformation programs. Haneef has led or been involved in enterprise Lean and Six Sigma deployment, business re-engineering, quality management, and organizational planning and design projects with Fortune 500 and public sector organizations internationally. He has trained and coached thousands of Lean practitioners, Six Sigma Green Belts, Black Belts, Project Champions and senior executives in Lean and Six Sigma philosophies, methodology, tools and techniques. Haneef is currently assisting the Governments of Saskatchewan, Manitoba and British Columbia in implementing Lean across ministries and the broader public sector.
What is “Lean” and Does it Work to Improve Services for Canadians?
Government is increasingly looking for efficiencies to do more with what they have, while serving Canadians better. One of the concepts being considered throughout Government today is “Lean” or variations of this concept. Many organizations similar to government are already using it with varying degrees of success. The focus of this session is to explain Lean, break through the misconceptions about Lean and uncover the true impact it can have on government, the public, and employees.
The workshop will begin with an introduction to Lean and the common elements of Lean transformation programs. This will include a frank and objective discussion/presentation on what to look for when trying to decide whether to adopt Lean or even consider getting that knowledge. Lean practitioners from Industry Canada’s Intellectual Property Office will then present and discuss their journey using Lean. They will demonstrate their successes and challenges of the past and the plans and roadmap ahead for the future.
Jean-Rene Drapeau, Director, Business Improvement Services – Canadian Intellectual Property Office, Industry Canada
Bob Nolan, Manager, Lean Management Centre – Canadian Intellectual Property Office, Industry Canada
Larry Cote, President, Lean Advisors Inc.
MAF 2.0 the Way Forward: A TBS and Departmental Perspective
Over the last year, TBS has been working with deputy heads and the Public Service Management Advisory Committee (PSMAC) to review of the Management Accountability Framework (MAF) and its annual assessment process. In June 2014, the renewed MAF will be launched, featuring some significant changes in approach that will improve the information available to deputy heads and departments about management practices and performance. Paule Labbé (TBS) will speak about the renewal process itself, its objectives and the upcoming changes to the MAF. Barbara Gibbon (Industry Canada) will speak about experiences in leading MAF in a department, specifically the impact that the MAF has had over the years on management and how the renewed MAF could influence management practices in her department.
Paule Labbé, Executive Director, Management Accountability and Policy Initiatives Directorate, Treasury Board of Canada Secretariat
Barbara Gibbon, Director General, Corporate Planning and Governance Branch, Industry Canada
“Let’s Talk” about CFIA System Performance – an informal learning event by the Performance Measurement and Evaluation Community of Practice (PME CoP)
CFIA System Performance: A Modernized System-Based Performance Measurement Approach
CFIA will present its modernized approach to system-based performance measurement. Participants will have an opportunity to discuss key measures and indicators that have been developed to date – and the capacity and processes required to assess, evaluate and publish performance information. Attend in-person.
Those attending this session will have an opportunity to dialogue on:
– The lense and language that is being used to develop the system-based approach
– Key results, measures and indicators developed to date
– The capacity and processes required to assess, evaluate and publish performance information
– Lessons learned in undertaking a systemic approach
Participants will be invited to share their own experiences and advice in these areas!
There is no cost to attend in-person, however seating is limited.
2013 Learning Events
Putting Performance Reporting to the Test: the 2013 DPR Rating Bee
Implementing Performance Management
The new Directive on Performance Management provides the foundation for performance management across the core public administration. Margaret Van Amelsvoort-Thomas will outline how implementing the directive will promote a shared commitment to sustaining a culture of high performance and make the federal public service a 21st century institution.
• Margaret Van Amelsvoort-Thoms Executive Director Human Resource Governance & Community Management Office Human Resources Governance and Community Management Treasury Board of Canada Secretariat
Hallmarks of Proactive Risk Management in the Public Sector: International Lessons Learned
Developing Effective Efficiency Indicators: A discussion workshop on challenges & solutions
Please join us for this very unique and engaging professionally facilitated workshop on the challenges and potential solutions for addressing the development of effective Efficiency Indicators. Registrants will have the opportunity to participate via a pre-workshop online collaboration website to help collate key issues that will be tabled and discussed at the workshop. We will also be sending out a new short research paper on the topic of Efficiency Indicators from Dr. Evert Lindquist, Professor in the School of Public Administration at the University of Victoria, to help get some creative juices flowing. Dr. Lindquist will also join us at the workshop along with A.J. Preece, Executive Director of Results Based Management at TBS. Come and have your say on the direction for developing high quality Efficiency Indicators!
Presentation of Survey Results on Key Issues and Priorities (15 mins)
TBS Presentation/Overview on the Purpose of Efficiency Indicators (15 mins)
Presentation on Recent Research around Efficiency Indicators (30 mins)
Enhancement & Prioritization of Key Issues (30 mins)
Break (15 mins)
Facilitated Discussion on Key Issues (75 mins)
Final Prioritization of Issues and Next Steps (15 mins)
Participants will receive summary of key points and recommendations from the workshop.
• Amanda Jane Preece, Executive Director, Treasury Board of Canada Secretariat, Results Based Management
• Dr. Evert A. Lindquist, Professor and Director , School of Public Administration , University of Victoria
• Marc Valois, The Intersol Group
• Sylvie Rocheleau, Senior Director, Strategic Planning and Reporting, Natural Resources Canada
• Mike Haley, Performance Alignment Practice Lead, Landmark-Intersol
2012 Learning Events
Making Performance Management an Integral Part of Organizational Practices
Integrated Planning and Reporting (IPR) has become a central theme across all departments and agencies in the Canadian government. The development of performance measurement frameworks and strategies to support IPR has also become a top priority. Now well entrenched in central agency policies, directives and guidelines, this growing awareness for the need of an enhanced performance management environment supports all aspects of program and policy development, implementation and delivery, management, and evaluation. Performance is no longer limited to developing indicators to report on plans or programs; it covers all facets of sound management practices including governance, risk management, project management, financial management, resource & asset management, and internal services such as HR or IM/IT management in an integrated fashion.
This session will explain how an integrated performance management philosophy supports all facets of organizational management. It will begin with an overview on how various management perspectives can and should be aligned.
The Chair of the Integrated Performance Management Interdepartmental Working Group will close this session by presenting the scope of this working group and presenting an update to the interdepartmental workplan, aimed at improving the integration of performance in management practices.
Mike Haley, President, Landmark Decisions Inc.
Johanne Lafleur, Chief, Strategic Planning and Performance Management, Transport Canada
Peter Rhyndress, Advisor/Economist, Performance Information and Policy Development Group, Treasury Board of Canada
Art Stewart, Johanne Lafleur
Back to the Basics: Linking Risk Management to Performance
Organizational success increasingly depends on the quick identification of emerging risks (and opportunities) and on the rapid implementation of effective responses. In recognition of the importance of risk management, both the TBS and Department of Public Safety have introduced expectations for departmental practices. These expectations apply to a broad range of individuals – from policy makers to program managers, from those running internal services to corporate planners.
Over the last number of years, federal organizations have made significant progress in developing risk profiles and other risk identification measures to gather better information about risks. The risk identification is improving, the dialogue around risk is better informed. However, how do we ensure that this is followed by action and that will improve performance?
Given the increasingly tight fiscal environment, how can we leverage resources devoted to the planning and reporting processes to effectively manage risks?
The session will look at the approaches taken by a few organizations.
Paule Labbé, Executive Director, MAF and Risk Management Directorate, Treasury Board Secretariat
Sylvie Rocheleau, Senior Director, Strategic Planning and Reporting, Natural Resources Canada
Paule Labbé, Sylvie Rocheleau
Achieving High Performance While Implementing Deficit Reduction Action Plans
These are difficult times. Departments and agencies are advancing significant organizational and program changes. In most cases these changes will bring in a new way of doing business with less resources – both financial and people. A key question is: How do managers, in this environment, recognize and retain their key talent and knowledge and at the same time ignite performance?
Alan Winberg (President, Alan Winberg Consulting) and Jennifer Smith (President, Intergage Consulting) will present key challenges and look at some best practices being used to identify and harness critical knowledge and build high performance in public sector organizations in this environment.
PPX members have commented that they enjoy having an opportunity to discuss these issues with members from other organizations. Alan and Jennifer have designed a highly interactive session. Please come with an issue you face in your workplace that you would like to put on the table for discussion with your peers.
• Alan Winberg, President, Alan Winberg Consulting
*Jennifer Smith, President, Intergage Consulting
A breakfast discussion on Performance Improvement and Business Transformation with Elizabeth McGrath – Deputy Chief Management Officer, US Department of Defense
Ms. McGrath will be sharing her experiences as the US Department of Defense Deputy Chief Management Officer, where she leads DoD’s efforts to better synchronize, integrate and coordinate business operations and management. She oversees all enterprise-wide business-related policies, processes and systems. She executes DoD’s primary governance body for business transformation, establishes performance goals and measurements for business operations, and implements the continuous performance improvement efforts.
This will be an informal discussion, not a formal presentation. You are encouraged to submit questions to Ms. McGrath when registering for this event – we will compile them and submit them to her in advance. You will gain some insights into one of the largest and most complex public-sector organizations in the world, and how they are achieving continuous improvement and excellence.
PPX is hosting this event in concert with other associations… when registering, please indicate which association you are affiliated with.
• Elizabeth McGrath, Deputy Chief Management Officer, US Department of Defense
• Murray Kronick, Co-President, PPX and Principal, Interis Consulting
Audit & Evaluation: Strange Bedfellows or A Marriage Made in Heaven?
This session explores winning strategies for auditors and evaluators to work better together, in the common cause of delivering findings for improved public administration. The presenters will discuss practical approaches to greater coordination, so that evaluation can complement both internal and external audit. These include opportunities for better planning, to the benefit of all concerned, and discussion of ways that the functions can mutually reinforce each other.
• Steve Montague, Partner and Co-Founder, Performance Management Network Inc.
• Tom Wileman
• Basil Orsini
• Shelley Borys, PhD CE, Director General | Directrice générale, Evaluation Directorate | Direction de l’évaluation, Public Health Agency of Canada and Health Canada | Agence de la santé publique du Canada et Santé Canada
• Steve Montague, Partner and Co-Founder, Performance Management Network Inc.
• Tom Wileman
2011 Learning Events
THE NEED TO BUILD REACH INTO RESULTS LOGIC AND PERFORMANCE FRAMEWORKS
This is for planners, managers and officers at all levels who have to describe results expectations in their work. The session explores real life logic models, measurement and evaluation frameworks, monitoring reports and evaluations to show how reach can be built in – and how it can reveal important information about how policy makers, administrators, communities of interest and individual target groups interact with each other to achieve goals. The presentation will show how building the concept of reach into results logic frameworks can be especially important in helping to understand complicated and complex initiatives, relationship management, reach vs results trade-offs and equity issues. Participants will be offered the opportunity to interactively explore real life examples with the presenters.
The session will also include a summary of how the concepts presented in this presentation can be built into a checklist of key ideas for planning, policy analysis, monitoring and evaluation.
Sanjeev Sridharan, Scientist, The Keenan Research Centre, Li Ka Shing Knowledge Institute, St. Michael’s Hospital; Director, Evaluation Program, Centre for Research on Inner City Health, St. Michael’s Hospital; and, Associate Professor, Health Policy, Management and Evaluation, University of Toronto
Sanjeev’s recommended links:
Nancy Porteous, Executive Director, Evaluation, Emergency Preparedness and Response and Corporate Affairs Branch, Public Health Agency of Canada
Steve Montague, Partner, Performance Management Network Inc.
Steve’s recommended links:
CREATING A PERFORMANCE CULTURE
Leaders of public and private sector organizations aim to create high-performing organizations. Over time, our PPX sessions have explored aspects of sound strategic planning, evidence-based decision-making, innovation, practical risk management, measurement of performance, using program evaluations for planning and budgeting and maintaining effective control. This session will explore how these ideas can be built into (or shut out of) an organization’s culture.
Organizational culture is how we behave and interact, how we carry out our responsibilities in an organization. It is the set of practices, values, rules and assumptions that exist in an organization and that guide the way that the people within an organization go about their work and communicate within and outside their organizations.
This session, led by Alan Winberg, will discuss the key characteristics of the culture of a high-performing organization and explore with participants the key elements and challenges in creating a performance culture. We will consider together the effective practices that have been used in successful organizations to overcome these challenges and how these concepts can be implemented in our own workplaces.
The session format will include active participation by all participants, so come prepared to discuss the challenges with your colleagues and to present your ideas in a plenary discussion.
Please note: Attendees at PPX breakfast sessions have told us that they would like opportunities to discuss the issues and network with colleagues. This session is designed for active participation by attendees. Be prepared for an intense session to think about creating a performance culture and to discuss the issues with attendees.
If you are planning to attend and there is a specific aspect of creating a performance culture you want to be certain is covered, please send an email to Alan Winberg at firstname.lastname@example.org.
Alan Winberg, Member of Board of Directors, PPX; Alan Winberg Consulting Inc. and Associate Partner, Centre for Public Management
Alan Winberg, Member of Board of Directors, PPX; Alan Winberg Consulting Inc. and Associate Partner, Centre for Public Management
CANADA REVENUE AGENCY’S PERFORMANCE MEASUREMENT PROGRAM SYSTEM (PMPS)
This learning event will explore and demonstrate a real-life solution which has been developed by the Canada Revenue Agency (CRA) to streamline its performance measurement and reporting process. Join us for a discussion on the issues that face all organizations trying to develop a performance measurement reporting system.
• Now that your performance framework is in place and your measurement indicators have been developed, what happens next?
• How do you move on from a cumbersome system of spreadsheets and emails?
• What are the essential nuts and bolts needed to ensure effective and seamless reporting?
In response to these challenges, the CRA has developed a web-based application to collect and report performance data and support results-based management within the Agency. This presentation will explain why the system was developed, how it works and the benefits it brings to the reporting process. It will also discuss and demonstrate the system flexibility needed to adapt to ever-changing performance management requirements and stakeholder needs.
Normand Théberge, Director General, Corporate Planning, Governance and Measurement Directorate, Canada Revenue Agency
Wendy Saschenbrecker, Assistant Director, Performance Measurement, Outreach and Support, Canada Revenue Agency
Eric Miller, Director, Corporate Performance and Measurement, Canada Revenue Agency
PERSPECTIVES ON RISK MANAGEMENT: AN ESSENTIAL TOOL FOR ACHIEVING RESULTS IN CHALLENGING ECONOMIC TIMES
In today’s challenging climate of fiscal restraint and economic uncertainty, public servants need to be well equipped to identify, prioritize, and manage key risks. Learn about the latest developments in the area of risk management in the federal government, including tools and best practices that can be used to support your organization in enhancing its risk management activities and delivering better results.
You will hear from representatives from the Canada Revenue Agency, and the Treasury Board Secretariat about the approaches they are taking, innovations they have made, the associated results, and lessons learned.
• Valérie Bournival, A/Director, Enterprise Risk Management Program, Canada Revenue Agency – a unique perspective from the Agency’s CRO – on the challenges and strategies in implementing an enterprise-based risk management approach in a complex tax and benefits program environment
• Nisa Mairi Tummon, Director, Risk Management, Treasury Board of Canada – the central agency perspective of drivers of change and challenges in the area of risk management, as well as new risk management tools developed by TBS, in collaboration with departments and agencies, to strengthen government-wide risk management approaches.
Art Stewart, Senior Advisor, Audit Intelligence and Liaison, Treasury Board of Canada
International Approaches to Performance Management – Strategies, Challenges and Lessons Learned
What will next year hold for Results-based Management? 2012 will mark the twentieth anniversary of the U.S. Government Performance and Results Act (tabled in Congress in 1992 and passed in 1993), the fifteenth anniversary of Canada’s Modernizing Comptrollership (one pillar of which was linking results and resources), and the twelfth anniversary of Results for Canadians. Efforts at performance-based management in the public sector do of course pre-date these three initiatives by a wide margin On the eve of both anniversaries however it seems timely to take stock of trends and lessons learned in the performance movement around the globe. In this session presenters will discuss different approaches, many obstacles (systemic, cultural and contextual), shifting terminology and new directions in results-based management (RBM). While the principal focus of the session will be on government-level efforts at RBM around the globe, the session will also offer some practical advice on sustaining and improving result-based management initiatives at the program and departmental level.
Participants will be encouraged to join in the conversation with experiences and observations of their own concerning the present and future condition of RBM at home and abroad.
• Ivan Blake, TBS (Retired)
Ivan Blake, TBS (Retired)
Measurement and Evaluation: Integrating the Functions
Measurement (monitoring) and evaluation have existed as distinct operational functions and in some ways distinct or separate cultures (fiefdoms). Recent Federal policy guidance as well as a report on good management practice suggests that these functions need to be at least bridged – if not fully integrated. This session will describe the need to (better) integrate the measurement (monitoring) and evaluation functions and then will explore case examples where groups have had early success. Registrants will learn:
the current federal requirements for ‘Measurement’ and ‘Evaluation’
A synopsis of typical problems and pitfalls
Key considerations and factors, based on real cases, to take forward when bridging or integrating these functions
• Anne Routhier, Senior Director, Centre Of Excellence For Evaluation,TBS
• Catherine Fothergill-Payne, Director, DEPARTMENTAL Performance Measurement And Evaluation Directorate, Health Canada
• Alexandra Dagger, Director, Planning and Performance Management, Strategy & Development Branch, National Research Council Canada
• Michel Burrowes, Director, Evaluation, Performance Measurement And Review Branch, Aboriginal Affairs and Northern Development Canada
• AJ Preece, Executive Director Treasury Board of Canada Results Based Management
• Shannon Townsend, Corporate Performance Management, Strategy and Operational Planning
• Chantal Langevin, Ph.D., Evaluation Manager, Departmental Performance Measurement and Evaluation Directorate, Chief Financial Officer Branch, Health Canada
Steve Montague, Sylvie Rocheleau
2010 Learning Events
INFORMATION MANAGEMENT / GESTION DE L’INFORMATION
Synopsis / Sommaire :
Information management is an important enabler for results-based management in public sector departments and agencies as there is a need to plan, manage and report at different levels and across different dimensions/perspectives.
Join visionary colleagues from Transport Canada and Atlantic Canada Opportunities Agency (ACOA) respectively, as they share lessons learned and best practices in two distinct, yet complimentary areas of public sector program management.
John Pinsent, Chief Financial Policy and Systems at Transport Canada, will describe the planning and implementation of the Management, Resources and Results Structure (MRRS) Systems Implementation Project at Transport Canada. The corporate information management implementation initiative he is managing is mandated to enable the planning and performance management at the program outcome level of the Transport Canada Program Activity Architecture (PAA). The mandate of the MRRS Systems Implementation Project is to operationalize the PAA at Transport Canada. Mike Haley, President of Landmark Decisions Inc, will accompany John.
Ronald Surette, Director General Service Transformation, Information Management and Government-On-Line and Marc Lemieux, Director General Corporate Planning and Performance Management, both from ACOA, will then provide an overview of the initiative they are facilitating to provide ACOA managers the ability to plan, report and account at the service output level within the agency’s PAA/MRRS.
The panel presentation will take place from 9:00 to 10:45 a.m., with the opportunity for questions and discussion facilitated by John Harrison from BMB Consulting Services. In addition to providing an illustration of potential paths to further performance management, we would like to build a list of interest areas among participants so that the dialogue continues. Following a 15 minute networking and health break, interested participants from departments and agencies are invited to stay on to interact with our panel in discussing the creation of an interdepartmental/agency “Community of Practice” for information management in support of integrated planning and reporting. Don’t forget to bring your business card!
La gestion de l’information est un important catalyseur pour la gestion axée sur les résultats dans les ministères et organismes du secteur public, car il est nécessaire de planifier, de gérer et de rendre compte à différents niveaux et selon différentes dimensions et perspectives.
Joignez-vous aux collègues visionnaires de Transports Canada et de l’Agence de promotion économique du Canada atlantique (APECA), au moment où ils partagent les leçons apprises et les meilleures pratiques dans deux domaines distincts, quoique complémentaires, de la gestion des programmes dans le secteur public.
John Pinsent, chef, Politique et systèmes financiers à Transports Canada, décrira la planification et la mise en œuvre du projet de mise en œuvre des systèmes de la Structure de gestion des ressources et des résultats (SGRR) à Transports Canada. L’initiative de mise en œuvre de la gestion de l’information ministérielle qu’il gère est nécessaire pour permettre la planification et la gestion du rendement au niveau des résultats des programmes de l’Architecture des activités de programme (AAP) de Transports Canada. Le mandat du projet de mise en œuvre des systèmes de la SGRR est de rendre opérationnelle l’AAP à Transports Canada. Mike Haley, président de Landmark Decisions Inc., accompagnera John.
Ronald Surette, directeur général de la transformation des services, Gestion de l’information et Gouvernement en direct, et Marc Lemieux, directeur général de la planification et de la gestion du rendement, tous deux de l’APECA, offriront un aperçu de l’initiative qu’ils facilitent pour donner aux gestionnaires de l’APECA la capacité de planifier et de rendre compte au niveau des résultats des services quant à l’AAP et à la SGRR de l’Agence.
La présentation du groupe d’experts aura lieu de 9 heures à 10 heures 45 offrira des possibilités de poser des questions et la discussion sera animée par John Harrison, de BMB Consulting Services. En plus d’offrir une illustration des cheminements éventuels pour améliorer la gestion du rendement, nous voulons établir une liste des champs d’intérêt des participants de sorte que le dialogue se poursuive. Après une pause de réseautage de 15 minutes, les participants intéressés des ministères et organismes sont invités à rester sur place pour interagir avec nos experts et discuter de la création d’une « communauté de pratique » interministérielle pour la gestion de l’information à l’appui de la planification intégrée et de la reddition de comptes. N’oubliez pas d’apporter votre carte professionnelle!
Speakers / Conférenciers :
John Harrison, BMB Consulting Services and former PPX Board member / BMB Consulting Services et ancien membre du conseil du FRP
John Pinsent, Chief Financial Policy and Systems, Transport Canada / chef, Politique et systèmes financiers, Transports Canada
Ronald Surette, Director General Service Transformation, Information Management and Government-On-Line, Atlantic Canada Opportunities Agency / directeur général de la transformation des services, Gestion de l’information et Gouvernement en direct, Agence de promotion économique du Canada atlantique
Marc Lemieux, Director General Corporate Planning and Performance Management, Atlantic Canada Opportunities Agency / directeur général de la planification et de la gestion du rendement, Agence de promotion économique du Canada atlantique
USING RESULTS INFORMATION IN PROGRAM DECISION-MAKING / LA PRISE DE DÉCISIONS EN FONCTION DES RÉSULTATS
Synopsis / Sommaire :
Managers adhered to results-based management principles about 20 years ago. Today’s managers read “Results for Canadians”; know what ‘logic model’, ‘results chain’ and ‘balanced scorecard’ mean; easily distinguish outcomes and outputs; produce quality information to produce Report on Plans and Priorities, Departmental Performance Report, evidence to support Management Accountability Framework assessments, etc. Today’s federal public servants manage programs in a very complex environment: demographic challenges; difficult economic situation; increased accountabilities and delegations with the Federal Accountability Act and the new Treasury Board policy suite; and increased expectations for quality, risk management and horizontality in service delivery and resource management. In this context, did managers learn how to fully use results information they produce and gather to inform their decision-making? Do managers know how to take advantage of their information collected, stored and analyzed at high cost to make the most effective decisions? Do public servants manage results-based programs for Canadians?
This learning event will bring together managers from different programs to share their experience with results-based management, the way by which they adhered to results-based management in their day-to-day work, the challenges they faced in trying to make it real and the successes they had in using results information for making recommendations to senior management and for making decisions. You will have the opportunity to engage in discussion with the presenters and other participants to share experiences, successes and challenges.
Il y a environ 20 ans, les gestionnaires observaient les principes de gestion en fonction des résultats. Aujourd’hui, les gestionnaires liront « des résultats pour les Canadiens ». Ils sauront ce que c’est qu’un « modèle de logique », ce que l’on veut dire par « l’enchaînement des résultats », ainsi que par un « tableau de bord ». Ils pourront facilement faire la distinction entre les résultats et les extrants. En effet, ils auront la capacité de générer des données de la plus haute qualité possible afin de répondre au Rapport sur les plans et les priorités et aux Rapports ministériels sur le rendement. Ils sauront également fournir toutes les données nécessaires afin que vous puissiez contribuer aux évaluations du Cadre de responsabilisation de la gestion, et ainsi de suite. Les fonctionnaires fédéraux d’aujourd’hui savent gérer des problèmes au sein d’un environnement où les problématiques sont très complexes. Notons en particulier les défis démographiques, une situation économique difficile, des responsabilités et délégations accrues en vertu de la Loi fédérale sur la responsabilité et la nouvelle gamme de politiques du Conseil du Trésor, sans tenir compte des attentes élevées pour ce qui est de la qualité, de la gestion des risques et de l’horizontalité en matière de la prestation des services et de la gestion des ressources. Il faut se demander si, dans ce contexte, ces gestionnaires ont réussi à saisir le plein potentiel des données sur les résultats qu’ils ont ramassées afin d’orienter la prise de décision. Ces gestionnaires, savent-ils comment profiter de l’investissement qu’ils ont dû faire pour amasser, sauvegarder et analyser ces données, afin de prendre les décisions les plus efficaces possible? Les fonctionnaires, savent-ils gérer les programmes qu’ils offrent aux Canadiens en fonction des résultats?
Cet évènement permettra aux gestionnaires de divers programmes de se rassembler afin de partager leurs expériences en matière de gestion en fonction des résultats. Ils pourront discuter des méthodes qu’ils ont suivies pour réaliser la gestion en fonction des résultats au sein de leur travail quotidien. Enfin, ils auront l’occasion de discuter des obstacles qu’ils ont dû surmonter afin de faciliter la mise en pratique de la gestion en fonction des résultats, ainsi que des réussites qu’ils ont connues lorsqu’ils ont fait des recommandations aux cadres supérieurs, ou bien qu’ils ont pris des décisions, en fonction des résultats. Nous nous efforcerons de vous offrir l’occasion d’entamer des discussions auprès des présentateurs et des autres participants afin de partager vos expériences, vos réussites et les obstacles que vous avez dû surmonter.
Speakers / Conférenciers :
Panel / Table ronde : Canada Revenue Agency / Agence du revenu du Canada
Panel Discussion: Using Results Information
in Program Decision-Making /
L’emploi de l’information sur les résultats
pour la prise de décision des programmes
SERVICE STANDARDS / NORMES DE SERVICE
Synopsis / Sommaire :
The processes of defining, delivering, and reporting on public services have evolved significantly over the past decade. With the Treasury Board Secretariat’s recent shift in orientation from a mandatory policy to a recommended framework, this evolution continues. One facet of service delivery remains constant, however: the importance to service delivery organizations of having publicly communicated service standards, and of measuring and reporting performance against them.
The Office of the Auditor General is currently conducting a performance audit on service delivery, in part at the Canada Revenue Agency. The audit will examine what the CRA considers to be its services and how it manages the quality of services delivered to individuals, including how service issues are identified and resolved.
In this workshop, participants will learn how leading departments develop, communicate, and report on public service standards. Participants will also learn now to manage performance against established standards and how to measure client satisfaction in a manner consistent with federal government policies and related evaluation methodologies.
Les processus de définition, de prestation et de compte rendu dans le contexte de la fonction publique ont évolué considérablement durant la décennie précédente. Cette évolution se poursuit avec le récent changement d’orientation du Secrétariat du Conseil du trésor, qui passe d’une orientation axée sur les politiques obligatoires à une orientation qui met l’accent sur les cadres recommandés. Un aspect de la prestation de service demeure inchangé, cependant : l’importance, pour les organisations de prestation de service, d’avoir des normes de service connues du public et d’y mesurer les rendements, ainsi que d’en faire des comptes rendus.
Le Bureau du Vérificateur général du Canada mène présentement une vérification de gestion sur la prestation de service, notamment au sein de l’Agence du revenu du Canada. La vérification touchera les services dont on juge qu’ils relèvent de l’ARC, ainsi que la gestion par l’Agence de la qualité des services offerts aux particuliers, incluant la façon dont les questions litigieuses sont identifiées et r ésolues.
Dans cet atelier, les participants apprendront comment les principaux ministères élaborent, communiquent et rendent compte des normes de service publiques. Les participants apprendront également comment gérer la performance en relation aux normes de service établies et comment mesurer la satisfaction du client d’une manière qui soit congruente avec les politiques du gouvernement fédéral et les méthodologies d’évaluation qui s’y rapportent.
Speakers / Conférenciers :
Bernard Gingras, Treasury Board of Canada / Conseil du Trésor du Canada
Tim Olaveson, Canada Revenue Agency / Agence du revenu du Canada
Bruce Langevin, Agriculture and Agri-Food Canada / Agriculture et Agroalimentaire Canada
Victor Abele, Service Canada / Service Canada
INNOVATIONS IN REPORTING / GESTION DE L’INFORMATION
Synopsis / Sommaire :
Learn about recent developments in public performance reporting in the federal government, including tools and best practices for performance measurement, evaluation and reporting on horizontal initiatives. Theoretical considerations from the Treasury Board Secretariat and the CCAF will be supplemented by the experiences and perspectives of Canadian Heritage (2010 Olympic and Paralympic Winter Games) and Infrastructure Canada (Gas Tax Fund Program).
Découvrez les récents développements dans la déclaration publique de rendement au gouvernement fédéral, entre autres les outils et pratiques exemplaires pour l’évaluation du rendement, l’évaluation et la reddition de comptes reliées aux initiatives horizontales. Des considérations théoriques du Secrétariat du Conseil du Trésor et de CCAF-FCVI seront complétées par les expériences et points de vue de Patrimoine canadien (Jeux olympiques et paralympiques d’hiver 2010) et d’Infrastructure Canada (Programme de transfert des fonds d écoulant de la taxe sur l’essence).
Speakers / Conférenciers :
Amanda Jane Preece, Executive Director, Results Based Management Division, Expenditure Management Sector, Treasury Board Secretariat / directrice générale, Division de la gestion axée sur les résultats, Secteur de la gestion des dépenses, Secrétariat du Conseil du Trésor
Chris Hyde, Research Associate, CCAF-FCVI Inc / associé en recherche, CCAF-FCVI Inc
Silviya Dragolova, 2010 Olympic and Paralympic Winter Games Federal Secretariat, Canadian Heritage / Secrétariat fédéral, Jeux olympiques et paralympiques d’hiver 2010, Patrimoine canadien
Maurice Poulin, Manager, Horizontal Initiatives, Partnerships and Operations Directorate – Program Operations Branch, Infrastructure Canada / gestionnaire, Initiatives horizontales, Direction des partenariats et des opérations – Direction générale des opérations, Infrastructure Canada
FINANCIAL AND NON-FINANCIAL RESULTS: BRIDGING THE GAP AND UNDERSTANDING THEIR ROLE IN DECISION-MAKING
This event will explore what it means to link resources to results in the Government of Canada setting. Changes to Round VIII of the Management Accountability Framework Cycle signal the importance of not only collecting but demonstrating the use of performance management information to support financial and resource allocations. Join us for an interesting and timely discussion on a number of core issues such as the impacts of data quality, collection, timing and analysis on the decision-making process:
• How does who collects and analyzes this data impact its usefulness and/or influence on senior level decision making?
• If resources are not tied to results in a meaningful way at the planning stage what is the impact when it comes to reporting?
• What concrete measures provide proof that financial/non-financial information has guided resource allocation decisions?
This learning event is for managers, planners, and officers at all levels who wish to have a better understanding of the relationship between financial and non-financial information in a results-based management setting.
Dana-Mae Grainger, Director Strategic Planning, DFAIT
Marion Brulot, Manager, Integrated Management, NRCan
David Enns, Deputy Assistant Secretary, Expenditure Management Sector, Treasury Board Secretariat
Marie-Anne Bradford, Director, Integrated Planning and Reporting Division, Health Canada
Marie-Anne’s recommended links:
1. New Zealand: A number of years ago, I consulted the New Zealand Government’s website due to their reputation of being ahead in performance reporting and the use of common indicators particularly where health is concerned. What I find most interesting is that similar performance reporting challenges are experienced all over the world.
2. BNET: This site sometimes has really interesting articles on the latest for business planning and monitoring.
RESULTS-BASED MANAGEMENT 101 – A PRIMER
What is results-based management (RBM)? What are the key components, how do you apply them to programs, and what do they mean in the public sector context?
This one-day, intensive course will cover the RBM basics – from differentiating between an outcome and an indicator to using the results to manage. You will get hands-on experience in building logic models/outcomes maps and performance frameworks. Through discussion, presentations, a case study and in-class exercises this course will provide participants with a solid understanding of RBM principles and how to apply them in their environment.
Who will benefit from this RBM primer?
• public servants who are new to RBM and who work at any level of government, in agencies and NGOs
• people responsible for planning for, reporting on and using results to manage
• anyone with an interest or who needs a refresher on the essentials of RBM
Murray Kronick, Principal, Business Performance Practice, Interis Consulting Inc.
Mark Schacter, President, Mark Schacter Consulting
Mark’s recommended links:
Mark has a number of papers on Results-Based Management and related topics on his website: www.schacterconsulting.com
Murray Kronick, Principal, Business Performance Practice, Interis Consulting Inc.
2009 Learning Events
STRATEGIC REVIEWS: LESSONS FROM THE FIELD
Registrants will learn about practices and processes which have been used to address the Federal Government’s Strategic Review. The learning emphasis will be on the following: What has worked? What has not? What are the key lessons learned?
This session will feature federal department representatives who have helped their agencies to go through the Strategic Review process. The representatives will present their experiences with the process – addressing the learning objectives stated above. Participants will be invited to come to the session with questions about how to address key questions, analytical and reporting practices and/or any other questions or concerns regarding the management of this process.
Garima Diwivedi, A/Director General, Transport Canada
Alexandra Dagger, Director, Planning and Performance Management, National Research Council
Christine Jodoin, Director, Corporate Initiatives and Program Management, National Research Council
Doug Tapley, Office of Transformation, Department of Foreign Affairs and International Trade
Tom Beaver, former Executive Director, Canadian Food Inspection Agency
Celine Gaulin, Chief Administrative Officer, Parks Canada
THE STATE OF EVALUATION IN THE FEDERAL GOVERNMENT
Discussing the role of evaluation in public adminstration and the key features of the TBS evaluaton policy. This session is for practitioners and users of evaluations to discuss the role evaluation can play and how evaluation groups are addressing the challenges of delivering this role for decision making and accountability. In this session, participants will gain an understanding of the key features of the TBS evaluation policy; the roles that evaluation plays; and, the challenges faced by evaluation professionals.
Alan Winberg, Associate Partner, Centre for Public Management
Anne Routhier, Senior Director, Results Based Management Division, Expenditure Management Sector, Treasury Board Secretariat
Nicole Kennedy, Director, Evaluation, Performance Measurement and Review Branch, Indian and Northern Affairs Canada
Gerry Godsoe, Director, Strategic Evaluation, Natural Resources Canada
Shelley Borys, Director, Evaluation, Environment Canada
Goberdhan Singh, Director, Evaluation, Canadian International Development Agency
INNOVATIONS IN PUBLIC REPORTING
Public reporting is going through a period of dynamic change. Innovation is pushing ahead on a number of fronts, including the increasing focus on sustainability reporting in the private sector and changes to the design and accounting standards used in public sector reports.
Transparency and accountability is on the agenda in boardrooms in Canada’s leading organizations; however few attempts have been made to explore lessons and innovation between peers in the public and private sectors. This Learning Event will bring together a group of leading practitioners in reporting, including representatives from the private sector and public sectors. It will provide an opportunity for practitioners in the private sector, Crown Corporations and federal and provincial governments to discuss approaches and innovation in reporting and explore ideas to apply to reporting at their own organization.
Tim Wilson, Treasury Board Secretariat
Michael van Aanhout, Stratos Inc.
Robert Boutin, Canada Post
Chris Hyde, Canadian Comprehensive Audit Foundation
Matt Loose, Stratos Inc.
Joe Pach, Telus
INNOVATION IN RESULTS MANAGEMENT
It’s no longer business as usual. The rules are changing. And, organizations may need new play books this year and beyond. With that in mind, this learning event deals with the issue of innovations in results management. It brings together members of the following organizations – the Atlantic Canada Opportunities Agency (Marc Lemieux, DG Corporate Planning/Management), Canadian Blood Services (Sophie de Villers VP Strategy Management) and the Canadian Cancer Society (Salima Hussein, Senior Manager, Planning and Performance Management, Ontario Division) – along with Steve Montague (Partner, PMN) to talk about important innovations they have made, the associated results and lessons learned.
Marc Lemieux, ACOA
Sophie de Villers, Canadian Blood Services
Salima Allibhai-Hussien, Canadian Cancer Society
Steve Montague, Performance Management Network
ENVIRONMENTAL SCANNING / ANALYSE DE L’ENVIRONNEMENT
Synopsis / Sommaire :
Environmental Scanning is an essential but often neglected element of Modern Management. It normally entails the careful monitoring of an organization’s internal and external environment for detecting emerging issues, situations, and sign of opportunities and threats that may influence the organization’s current and future plans. During this Learning Event some of the leading practitioners in our federal government will describe their experiences and the lessons they have learned in undertaking environmental scans. Others will describe how it is used to evaluate an organization’s strengths and weaknesses in response to external threats and opportunities and how it is used to guide management’s future plans. You will be given ample opportunity to engage in discussion with both the presenters and your colleagues on your and their issues of concern as well as examples of practices you want to share.
L’analyse de l’environnement est un élément essentiel, mais souvent négligé en gestion contemporaine. Elle englobe normalement la surveillance attentive de l’environnement interne et externe pour en déceler les questions émergentes, les situations et les signaux de possibilités et menaces qui peuvent influencer les plans actuels et à venir de l’organisation. Au cours de cette activité d’apprentissage, certains praticiens de pointe de notre gouvernement fédéral décriront leurs expériences ainsi que les leçons apprises au cours de la réalisation d’analyses de l’environnement. D’autres expliqueront la façon dont ces analyses sont utilisées pour évaluer les forces et les faiblesses d’une organisation pour réagir aux menaces et possibilités externes et pour guider les plans de gestion à venir. Vous aurez beaucoup de possibilités de participer à la discussion avec les deux conférenciers et vos collègues sur des questions qui vous préoccupent et qui inquiètent aussi vos collègues ainsi que sur des exemples de pratiques que vous voudrez partager.
Speakers / Conférenciers :
Bobby Matheson, Director General, Corporate Planning & Accountability, Strategic Policy and Research, HRSDC / directeur général, Planification et imputabilité ministérielles, RHDCC
Bob L. Lawson, Director, Strategic Management and Information, Strategic Policy and Planning, DFAIT / directeur, Gestion Strategique et informations, MAÉCI, Gestion stratégique et informations
Art Stewart, Senior Director, OAG Interface, Environmental Scanning and Early Warning, Office of the Comptroller General, TBS / directeur principal, Secteur de la verification interne, Bureau du contrôleur général, SCT
Chair / Présidente : Marion Brulot, Senior Policy Analyst Strategic Planning and Reporting, NRCan / conseillère principale en politiques, Division de la planification stratégique et production de rapport, RNC
MANAGING RISKS FOR RESULTS / LA GESTION DES RISQUES POUR OBTENIR DES RÉSULTATS
Synopsis / Sommaire :
Learn about the latest developments in the area of risk management in the federal government, including tools and best practices that can be used to support your organization in improving its risk management activities and delivering better results.
Public servants need to be well equipped to manage risks in today’s climate of economic uncertainty, increased expectations for results and accountability, low tolerance for error, and heightened public scrutiny/skepticism. To succeed and meet this major challenge, you and your organization need a strategy and practical ways to identify, prioritize, and manage these risks. With this in mind, this learning event will provide participants (managers and practitioners) with the latest developments, innovations, and tools in managing risks for results. It brings together members of the following organizations–the Treasury Board Secretariat, the Office of the Comptroller General, and a practicing Department to talk about the approaches they are taking, innovations they have made, the associated results, and lessons learned.
Découvrez les derniers développements dans le domaine de la gestion du risque au gouvernement fédéral, notamment les outils et les pratiques exemplaires qui peuvent être utilisés pour aider votre organisation à améliorer ses activités de gestion des risques et à obtenir de meilleurs résultats.
Les fonctionnaires doivent être bien équipés pour gérer les risques dans le climat actuel d’incertitude économique, d’attentes accrues à l’égard des résultats et de l’imputabilité, de la faible tolérance à l’erreur et de l’examen minutieux et du scepticisme croissant du public. Pour réussir à relever ce défi important, votre organisation et vous-même devez posséder une stratégie et des méthodes pratiques pour identifier, prioriser et gérer ces risques. En tenant compte de ces éléments, cette activité d’apprentissage fournira aux participants (gestionnaires et praticiens) les derniers développements, innovations et outils utilisés pour la gestion des risques afin d’obtenir des résultats. La séance rassemblera des membres des organismes suivants – Secrétariat du Conseil du Trésor, Bureau du Contrôleur général et un ministère praticien qui parleront des approches qu’ils utilisent, des innovations qu’ils ont faites, des résultats connexes et des le çons apprises.
Speakers / Conférenciers :
Eric Belair, Director of Treasury Board Secretariat, Risk Management Group / directeur du Secrétariat du Conseil du Trésor, Groupe de gestion des risques
Art Stewart, Senior Director, Internal Audit, Office of the Comptroller General / directeur principal, Vérification interne, Bureau du contrôleur général
Colonel Carl Wholgemuth, Department of National Defence / Défense nationale
THE DECISION-MAKING PROCESS AND INTEGRATED PLANNING / LE PROCESSUS DÉCISIONNEL ET LA PLANIFICATION INTÉGRÉE
Synopsis / Sommaire :
As you know, the purpose of integrated planning is to generate products that facilitate and improve decision-making. Good planning products – aligned with the identified outcomes of an organization – give senior managers the insights and analysis they need to make the most informed choices.
This new PPX interactive session will explore the way in which meaningful planning feeds into an organization’s decision-making process.
Comme vous le savez, le but de la planification intégrée est d’élaborer des produits qui facilitent et améliorent le processus décisionnel. Les bons produits de planification – alignés avec les résultats identifiés d’une organisation – fournissent aux cadres supérieurs les aperçus et l’analyse dont ils ont besoin pour prendre les décisions les plus informées.
Cette nouvelle séance interactive PPX évaluera la façon dont la planification significative alimente le processus décisionnel d ’une organisation.
Speakers / Conférenciers :
Mark Cuddy, Director, Branch Coordination, Environment Canada / directeur, Coordination de la direction générale, Environnement Canada
Roxanne Dubé, Director General, Corporate Secretariat, Department of Foreign Affairs and International Trade / directrice générale, Secrétariat ministériel, ministère des Affaires étrangères et du Commerce international
Ann van Dussen, Director, Planning and Reporting Division, Treasury Board Secretariat / directrice, Division de la planification et des rapports, Secrétariat du Conseil du Trésor
Bobby Matheson, PhD, Director General, Corporate Planning & Accountability / directeur général, Ressources humaines et Développement des compétences Canada, Planification et imputabilité ministérielles
2008 Learning Events
HOW WELL DO YOUR PERFORMANCE MEASURES
TELL YOUR PERFORMANCE STORY?
PRACTICAL STRATEGIES FOR IMPROVED DATA QUALITY /
À QUEL DEGRÉ VOS MESURES DE RENDEMENT VOUS PERMETTENT-ELLES DE COMMUNIQUER ADÉQUATEMENT L’INFORMATION? DES STRATÉGIES PRATIQUES POUR AMÉLIORER LA QUALITÉ DES DONNÉES
Synopsis / Sommaire :
This workshop was intended primarily for federal sector program and policy managers who have performance measurement responsibilities for planning, implementation, monitoring, evaluation and reporting. Teams from the same agency or department were welcome.
This session was intended to be a workshop with the overriding objective of developing knowledge and skills in applying performance measurement quality assurance principles.
The structure for the morning was as follows:
• Input 1: Presenter input on conceptual challenges in performance measurement in the context of public management (Cousins)
• Input 2: Presenter input on operationalizing performance indicators: quality assurance in measurement (Simon, Trumpower)
• Activity: Participants will apply quality assurance principles to their own performance indicators (see below) with the goal of enhancing data quality (small groups).
• Debrief: Follow up to quality assurance activity (All).
Individual participants or teams were asked to bring to the venue performance measurement information associated with their own program or policy – materials associated with one or two performance indicators of their own programs or policies to the workshop. Needed for each indicator are three things:
1. Conceptual description of the indicator: what does it indicate or represent? How does it link to the program or policy in question (e.g., process, output, outcome)?
2. Description of how the indicator is actually measured or operationalized. How are data collected? Sources? Methods? How are they processed/stored? (Please bring data collection instruments such as questionnaires of forms if applicable).
3. Summary results emerging from measurement of the indicator: response distributions (means, standard deviations, breakdowns by groups or categories, etc.) We expect these would most likely come from reports.
Cet atelier est destiné aux gestionnaires de programme et de politique de la fonction publique fédérale qui sont chargés de la planification, de la mise en application, de la surveillance, de l’évaluation et de l’établissement de rapports, dans le contexte de la mesure du rendement. Plusieurs équipes appartenant à un m ême ministère ou organisme peuvent participer.
Cette séance de travail permettra aux participants d’acquérir les connaissances et les compétences qu’il leur faut pour mettre en application les principes d’assurance de la qualité en ce qui a trait à la mesure du rendement.
Le déroulement de la séance est comme suit :
• Exposé 1 : L’animateur fait un exposé sur les enjeux conceptuels de la mesure du rendement dans le contexte de la gestion publique (Cousins)
• Exposé 2 : Les animateurs font un exposé sur la mise en application des indicateurs de rendement, en soulignant l’assurance de la qualité en ce qui a trait à la mesure du rendement (Simon, Trumpower)
• Activité : Les participants appliqueront les principes d’assurance de la qualité à leurs propres indicateurs de rendement (voir ci-après), dans la perspective d’améliorer la qualité des données (travail en petits groupes).
• Compte rendu : Suivi de l’activité portant sur l’assurance de la qualité (tous).
Les participants devront se munir de données sur la mesure du rendement se rapportant à leur propre programme ou politique. Les participants et les équipes devront apporter avec eux de l’information relative à un ou deux indicateurs de rendement associés à leurs propres programmes ou politiques. Trois éléments sont requis relativement à chaque indicateur, à savoir :
1. la description conceptuelle : que montre ou représente l’indicateur? Quel est son lien avec le programme ou la politique en cause (par exemple, processus, extrant, résultat)?
2. la description de la mesure réelle ou de la concrétisation de l’indicateur. Par quel moyen les données sont-elles recueillies? Quelles en sont les sources? Les méthodes? Par quels moyens sont-elles traitées et entreposées? (Veuillez apporter des instruments de collecte de données, par exemple, questionnaires ou formulaires, le cas échéant).
3. les résultats sommaires découlant de la mesure de l’indicateur : ventilation des réponses (moyennes, écarts par rapport aux normes, répartitions par groupes ou catégories, etc.). Vous devriez probablement tirer ces informations de rapports existants.
Speakers / Conférenciers :
Brad Cousins, Ph.D., Faculty of Education, University of Ottawa / Faculté d’Éducation, Université d’Ottawa
Marielle Simon, Ph.D., Faculty of Education, University of Ottawa / Faculté d’Éducation, Université d’Ottawa
David Trumpower, Ph.D., Faculty of Education, University of Ottawa / Faculté d’Éducation, Université d’Ottawa
PERSPECTIVE ON MAFS (MANAGEMENT ACCOUNTABILITY FRAMEWORK)
Introduced in 2003/04, Treasury Board’s Management Accountability Framework (MAF) sets out a vision, process and set of tools focused on management excellence. The goals of MAF are threefold: to ensure the government is well managed; to establish processes to assess and report on management practices; and, to provide a useful tool to identify management strengths and weaknesses.
As with all new systems/processes, MAF is evolving toward a state of maturity where it is becoming better understood and moving toward reaching its intended objectives.
Our MAF session, led by two PPX Board Members Elizabeth Murphy-Walsh (Chief Audit Officer, HRSDC) and Tom Beaver (Executive Director, Audit, Evaluation and Risk Oversight, CFIA), is intended to provide PPX members with both a TBS and departmental/ agency perspective of the challenges and accomplishments of implementing and using MAF to measure and improve practices across all areas of management performance.
Elizabeth Murphy-Walsh, Chief Audit Officer, HRSDC
Tom Beaver, Executive Director, Audit, Evaluation and Risk Oversight, CFIA
BUILDING AN EVALUATIVE AND LEARNING CULTURE: THE KEY TO RESULTS MANAGEMENT AND EVALUATION
This interactive session will discuss an often neglected but critical aspect of building robust results-based management and evaluation in an organization. Without a culture that values empirical evidence and learning from prior experience, the regular and robust use of results information is unlikely. John Mayne will provide a framework of specific actions that can be taken in organizations to build and maintain an evaluative culture. Sarah Earl will review the experiences of IDRC in building a culture of evaluation over the past 15 years. IDRC’s approach to evaluation prioritizes equally the use of rigorous methods and the utility of the evaluation process and findings. Swee Goh will present a survey that he has developed to assess organizational learning capacity. He will also share his experiences on how this survey can be used to build a positive learning culture and highlight some lessons learned. Participants will be asked to discuss the barriers they see in their organization for strengthening an evaluative and learning culture and what might be done to overcome them.
John Mayne, Advisor on Public Sector Performance
Sarah Earl, International Development and Research Center (IDRC)
Swee Goh, University of Ottawa
THE NEW TRANSFER PAYMENT POLICY: ACCOUNTABILITY AND RESULTS
Aligning accountability, monitoring, reporting and evaluation to support a “results” culture is one of the overall objectives of the New Transfer Payment Policy. How evaluation and accountability may be assured in light of the new policy will be the theme of the planned interactive discussion. This session will be of interest to a broad audience of program officers and evaluators; it will appeal to those departments with a large portfolio of Transfer Payments as well as those whose interest are more centered on accountability challenges. Following a presentation by those who have been involved in developing and implementing the policy, round table discussions will be held to identify upcoming potential issues and share the solutions to these issues with the policy centers.
Pierre Laflamme, Director, Financial Arrangements, Office of the Controller General Treasury Board Secretariat
Petr Sops, Senior Director, Grants & Contributions Centre of Excellence, Human Resources Social Development Canada
Anne Routhier, Manager-Principal Analyst, Centre of Excellence for Evaluation, Treasury Board Secretariat
INTEGRATED PLANNING: HOW INNOVATIVE HAVE WE BEEN IN INTEGRATING HR AND BUSINESS PLANNING?
Jim Lahey, a representative from a federal department that has produced an Integrated Plan, will share with us what they have done and lessons learned.
The presentation will cover the department’s recent experience, its innovations in integrated planning and the lessons learned throughout the process. Given the challenge the Public Service of Canada faces with respect to the demographics of its workforce, there is a significant risk that the capacity of departments to deliver results could be impacted. It is, therefore, imperative to ensure that departmental plans fully account for the impact human resources issues could have on operations and ultimately outcomes. This is why the Clerk of the Privy Council’s first priority in Public Service Renewal has been the integration of human resources and business planning. The integrated plans of 36 departments are to be reviewed this fall by an expert panel established by the Privy Council Office. You are invited to learn more about this process and to hear Jim Lahey discuss what constitutes a good integrated plan, the best practices currently available, and the further steps needed to improve integrated planning in the Public Service. With such a panel, we will be able to discuss and advance a common view on the challenges facing our organizations and, more importantly, various ways to address them. You will also be able to identify practices you can implement within your own organization. As usual, the event will be an excellent opportunity to maintain and expand your network.
Jim Lahey, Deputy Secretary to the Cabinet (Public Service Renewal)
Allison Little Fortin, Director, Corporate Planning and Reporting, Citizenship and Immigration Canada
2007 Learning Events
GOOD PUBLIC PERFORMANCE REPORTING
Geoff Dubrow and Chris Hyde of the CCAF present the findings from the CCAF’s International Good Practices Study in Public Performance Reporting and present a series of innovations in performance reporting that were identified in the study. Participants will then be asked to consider the applicability and viability of employing these innovations in their own departments.
What can we learn from effective public performance reporting
Good Practices for Central Agencies, Legislators, Auditors, and Report Producers
Download the report
Hard copy is available for a nominal cost from CCAF – e-mail email@example.com or telephone 613-241-6713.
The report, “What can we learn from effective public performance reporting?”, contains practical ideas for report producers, central agencies, legislators and auditors. It identifies good practices from eight jurisdictions: Canada, Alberta, Washington State, Oregon, New Zealand, United Kingdom, Australia and New South Wales.
CCAF selected these jurisdictions because they are working to improve public performance reporting. Within each jurisdiction, the Foundation studied two public sector organizations that have reputations for producing quality reports.
The result is a collection of 27 good practices: 11 that could be employed by central agencies, 5 that apply to legislators and legislative auditors, and 11 that report producers could use.
The report is not intended as a guide to good performance reporting. Instead, it offers a range of practices that appear to have helped officials in the jurisdictions studied to produce good performance reports.
Focus on external users: In carrying out the project, CCAF research associates Chris Hyde and Greg Gertz paid particular attention to practices likely to make public performance reports more useful to legislators, non-governmental organizations, the media and the public.
The report includes 12 good practices that promote the capabilities of such users.
Effective public performance reporting is an essential element of public sector accountability. CCAF believes that progress in performance reporting will require a much closer link between the needs of report users and the production of reports.
CCAF began working to improve public performance reporting in 1999. The Foundation1s most significant early contribution was in the area of reporting principles, culminating in the public release in 2003 of Reporting Principles: Taking Public Reporting to a New Level.
In 2006, CCAF published Users and Uses: Towards Producing and Using Better Public Performance Reporting – Perspectives and Solutions. This research report noted that governments have made much progress in improving their public performance reports – and that they still have a long way to go to make them truly useful to such key audiences as elected officials, journalists, non-governmental organizations and the public.
CCAF then launched a three-year program – the Program for Improved Public Performance Reporting – to improve the quality and usage of public performance reporting. The aim of the program is not simply to promote the use of performance reports, but to realign performance reporting with the needs of report users. The good practices project is a key component of the program.
PPX participants may also wish to check out the rest of the new CCAF web site on Public Performance Reporting, at: www.performancereporting.ca.
COMMON LOGIC FLOWS AND BUSINESS MODELS
Convergence is taking place amongst Canadian public sector jurisdictions around the benefits of defining and modeling public sector programs and services in a standardized way that will assist, among other things, in gaining stakeholder consensus and agreement on common target groups/clients and outcomes, common measurement and business requirements, and agreement on managing accountability relationships that cut across organizational boundaries.
John Harrison, PPX Board Member, will bring together a panel of public sector executives to discuss their experiences in defining and depicting program and service relationships that assist in gaining stakeholder consensus and agreement on: “what” is produced (an inventory of common program and/or service outputs); “who” produces the outputs and “for whom” (e.g., providers and their target groups/clients), “why” they are produced (e.g., target group needs/program outcomes); “how” they produced (e.g., programs, services and business processes); “where’ they are produced (e.g., jurisdictions, points of service, events and cycles); and critical relationships (e.g., cross-organizational value chains, accountability and performance metrics).
John Harrison, PPX Board Member