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Section II: Analysis of Program Activities by Strategic Outcome

Strategic Outcome

Multilateral meetings of First Ministers, Ministers and Deputy Ministers are planned and conducted flawlessly.

Program Activity 1: Conference Services

Program Activity Description

Provision of expert, impartial support services for the planning and conduct of First Ministers, Ministers and Deputy Ministers level federal-provincial-territorial and provincial-territorial conferences.

The CICS does not convene intergovernmental meetings. It is called upon to respond to decisions taken by governments to meet on key national or specific issues. Decisions concerning the location of such meetings, their number in a given fiscal year, their timing and duration, are all factors, beyond the control of the Secretariat. The level of CICS expenditures for each fiscal year is, therefore, directly affected by these factors.

2010-11 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
4.4	4.5	3.0

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
20	20	0

Expected Result	Performance Indicators	Target	Performance Status
Flawlessly planned and conducted events.	Survey results, client satisfaction letters, number of client departments utilizing the services is maintained or expanded.	To maintain the highest degree of customer satisfaction.	Met all

Performance Summary and Analysis of Program Activity

In 2010-11, CICS provided its services to seventy-three senior level intergovernmental conferences. The breakdown of the meetings is as follows:

• First Ministers: 0
• Premiers: 1
• Ministers: 32
• Deputy Ministers: 40

Based on its Program Activity Architecture (PAA), the Secretariat’s performance measurement framework (PMF) outlines its overall measurement strategy. Performance is assessed annually using internal data and documents as well as two surveys of clients; one a sampling of conference planners and the second of conference delegates.

Satisfaction results remained very positive again this year. In fact, 100% of planners surveyed indicated that they were satisfied or very satisfied with CICS services overall. Individual features of the services offered during the planning phase received ratings of satisfaction between 89 – 100%. On a scale of 1 (not at all satisfied) to 5 (very satisfied), average ratings were all at least 4.5 for each feature. Consequently, the performance target of 90% was achieved in all cases and surpassed in many. Equally positive, the survey of conference delegates revealed that 98% of them were satisfied or very satisfied with CICS services overall. Individual features of the on-site service received by our clients showed satisfaction ratings between 91-98%.

There is a range of other survey results which highlights the level of satisfaction of conference planners and delegates alike. The following quotes have been gleaned from this year’s surveys to provide some insights:

“CICS has established a process that is very efficient as a result of well established standards and procedures.”

“CICS is a well-oiled machine.”

“CICS takes care of all the little details availing quality time for participants to focus on the subject matter of the conference”

“CICS has always demonstrated the very best organized conferences I have experienced.”

In addition, CICS continues to receive a variety of expressions of appreciation from various clients throughout the year:

“I would like to express my sincere thanks to CICS for your assistance at the Council of Ministers of Education, Canada (CMEC) meetings last week. Your professionalism and diligence have contributed immensely to the success of the meetings. I look forward to working with you again.”

Ruby Chow
Council of Ministers of Education, Canada (CMEC)

“I wanted to take this opportunity to thank CICS very much for your work at the meeting of Ministers responsible for persons with disabilities and Ministers responsible for Human Rights held in March…Our Minister and other participants were very pleased with how it went. They felt that this meeting has set the foundations for future meetings devoted to this topic. It was a great pleasure to work with you in organizing this meeting…”

Peter Ogrodnik
Manitoba Labour and Immigration

Lessons Learned

It was recognized over the past year that while annual evaluations provide valuable information to the organization, any concerns raised by clients in this framework cannot be effectively addressed in a timely manner. It was therefore determined that the addition of internal evaluation immediately following each event could strengthen our performance and allow for a more immediate response. Consequently, a post-evaluation process was created and implemented during the year.

On-going communication with our clients in recent years has focused on their satisfaction levels with current service offerings. However, the importance of anticipating their future needs as well in order to ensure the long-term viability of the organization as the preferred choice for intergovernmental meetings became increasingly evident this year. For this reason, a new on-line client survey was conducted which confirmed the need for the organization to create an evolved service delivery model and in fact reinforced the urgency of embracing new technologies for the offering of conference services. CICS looks forward to implementing its strategic priorities in this regard and to pursuing a variety of opportunities that will undoubtedly better meet the evolving needs of its clients.

During our program evaluation when our clients were asked for words to describe the quality of services offered by CICS, the most frequent responses were: professional, organized, efficient and courteous. This result has been consistent over the past several years and certainly reinforces our belief that quality client service is embedded in organizational values. As our organization continues to undergo significant staff turnover due to retirements, secondments and opportunities elsewhere, we must be vigilant in the transmission of the public service values as well as our corporate values of excellence, integrity, flexibility, adaptability and teamwork. Efforts are on-going to engage employees in this reflection and new opportunities will be seized to ensure a continued quality client service agenda across the organization.

Program Activity 2: Internal Services

Program Activity Description

Internal Services are groups of related activities and resources that are administered to support the needs of programs and other corporate obligations of an organization. These groups are: Management and Oversight Services; Communications Services; Legal Services; Human Resources Management Services; Financial Management Services; Information Management Services; Information Technology Services; Real Property Services; Materiel Services; Acquisition Services; and Travel and Other Administrative Services. Internal Services include only those activities and resources that apply across an organization and not to those provided specifically to a program.

2010-11 Financial Resources ($ millions)

Planned Spending	Total Authorities	Actual Spending
2.2	2.4	2.2

2010-11 Human Resources (FTEs)

Planned	Actual	Difference
16	12	4

Expected Results	Performance Indicators	Targets	Performance Status
Effective support of Conference services in providing services to senior level intergovernmental meetings and to the Executive branch in meeting the organization’s corporate obligations, as an agency of the government of Canada. Internal support activities enable Conference Services to deliver high quality services to governments. Internal Services is also instrumental in delivering timely and accurate reports to central agencies within prescribed deadlines.	Favourable client survey results, audit reports, central agencies reports.	Ensuring the highest degree of satisfaction in meeting client needs and in meeting the agency’s corporate obligations.	Mostly met
Provide sound management and careful stewardship of assets, financial and human resources, and IT services, in accordance with principles of modern controllership.	Positive reviews and audit results.	Strong evidence of sound management in these regards.	Mostly met

Performance Summary, Analysis of Program Activity and Lessons Learned

Internal Services were strengthened in Fiscal Year 2010-2011. New policies, directives and procedures were adopted or renewed. Most reports to central agencies were submitted on time. The Departmental Staffing Accountability Report (DSAR) indicated acceptable performance in all areas, and no key sector required increased attention.

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