This conference helped me to find practical ways to integrate risk management in day-to-day operation.
- Chief of Active Risk
Surveillance Economic
Development Canada
13th Annual Event!

Risk Management for the Public Sector

Improve Capability in Risk Management to Meet Accountability Expectations

January 21 – 22, 2020  ·  Ottawa, Ontario
2019 Program: Day One Program Agenda - Tuesday January 22, 2019
7:30 - 8:30        Registration and Continental Breakfast
8:30 - 8:40
Welcome and Opening Remarks from the Co-Chairs
John Lark, Managing Principal, Coherent Advice Inc.
Darren Budd, Partner, Orbis Risk Consulting
8:40 - 9:40
The Architecture of Failure: Getting Beyond ERM and into the Culture
Andrew Graham, Professor, School of Policy Study, Queen’s University
National Editor, Case Study Program, Institute of Public Administration of Canada
  • The architecture of failure in major change projects around the world
  • Phoenix pay system as an example
  • It’s the culture, stupid
  • Successful culture optimizes risk
  • Assessing and addressing risk as a consistent variable in all systems
  • No place to hide - get beyond aversion and avoidance
  • ERM and your role as a decision maker and risk taker - make it work.
  • What does the architecture of success look like?
9:40 - 10:00        Networking Break
10:00 - 10:40
Conducting a Maturity Assessment of your Risk Management Function
Darren Budd, Partner, Orbis Risk Consulting
  • What is meant by the maturity of a risk management function?
  • Benefits to your organization of assessing maturity
  • Filtering to find the most important considerations
  • Determining the “target” maturity level
  • Investigating the options for conducting an assessment
10:40 - 12:00
Panel Discussion
Maintaining Effective Risk Management During Transitions and Transformation, Keeping Your Eye on the Ball
John Lark, Managing Principal, Coherent Advice Inc.
Darren Budd, Partner, Orbis Risk Consulting Inc.
Martin Pergler, Principal, Balanced Risk Strategies, Ltd.
Phil Dupuis, Director, Risk Management, Indian and Northern Affairs Canada
Karen Zarrouki, Treasury Board of Canada Secretariat - Internal Audit and Evaluation Bureau
  • Change, with changed roles, modified objectives and new governance is always a source of risk - Maintain your course
  • Risk management can support continued achievement of objectives during change
  • Learn the critical success factors:
    • Maintaining focus and retaining key resources
    • Strong support from to senior management
    • Rapid, effective and clear identification and mitigatio
    • A clear picture of the “end state” and final objectives
12:00 - 1:15        Luncheon Break
1:15 - 2:15
Risk Management in the #MeToo Era: The Legal Outcomes
Natalie C. MacDonald, Employment Lawyer. Author of textbook Extraordinary Damages in Canadian Employment Law. Founder, MacDonald & Associates
  • The Weinstein Effect - Things have changed forever. What this means to you.
  • Understanding, identifying and mitigating potential harassment problems.
  • Understanding the financial and reputation risks in harassment cases today.
  • Acting quickly and decisively as a Risk Manager. Your tool kit to respond effectively and confidently with little risk to you.
  • Worst case scenario #1 - failing to act on a complaint. Tune up your judgement.
  • Worst case scenario #2 - false harassment allegations and your duty to mitigate damages to the careers of individual(s) and the Public Sector in general.
  • Worst case scenario #3. You knew and tried to cover it up. How bad can it get - Extraordinary Damages.
2:15 - 2:30        Networking Break
2:30 - 3:30
Employee Conflict. Are you Prepared? Early Warning Signs
Deborah Jelly, Managing Director-Investigations, Charron Human Resources
  • Harassment Prevention - Policy, training, supervision to the standard.
  • Make sure your policies are up to date and your employees understand what those words mean.
  • It is all about the leader.
  • Early warning signs!
  • Complaining versus complaints; know your responsibilities.
  • Roles during an investigation.
  • What happens when an entire department is disrupted by an investigation?
  • Costs: financial, careers, health, production, reputations, relationships.
  • And finally, recovery
3:30 - 4:30
Risk in Complex, Multi-Stakeholder Environments
Dr. Margaret McKay, Lead, AI/DT Supercluster Program(NRC), National Research Council
  • Strategic alliances between the public, private and civil groups are growing in importance while creating new ethical risks to understand, leverage and mitigate
  • Viewing stakeholders through the lens of risk and opportunity
  • Finding the ethical common ground and making it clear
  • Nurturing working relationships built on trust and open communication
  • Acknowledging differing mandates and competencies
  • Multi-Stakeholder Partnerships are greater than the sum of their parts
4:30        End of Day One



Risk is inherent in everything we do. Despite best efforts it is impossible to control everything. Organizations face numerous risks that can prevent the entity from achieving desired outcomes. No one, least of all those working in the public sector, can ignore risks -- they must be managed. Unfortunately, like most things, this can be easier said than done. Risk management can be tricky, but when done right it can be invaluable.

INFONEX's two-day Risk Management for the Public Sector will bring together thought leaders to discuss and identify ways to continually optimize your organization's risk management practices. Our expert faculty of speakers will share timely information and proactive approaches for manoeuvring and anticipating likely eventualities, both good and bad.

Transformation is a key activity in government at all levels. The need to respond to changes in the economy, policy direction and an increased focus on effectiveness and results, taken together, create a strong business case to review, streamline and enhance your implementation of risk management. In some departments, agencies and organizations risk management has degraded and become an obligatory "tick box" exercise, the same risks continue to be assessed and no effort is made to remove risks that no longer apply or to identify new and emerging risks that are arising from changes in the economy, security and governance.

Get a better understanding your organization's culture and potential threats posed by the wrong corporate culture. Hear best practices for integrating planning, risk management, and performance reporting. Examine the best practices for integrating internal controls into your risk management program. Find the balance between reducing cyber-related risks and managing business demands. Learn how to develop a forward-looking approach will mitigate threats to your organization's reputation.

Attend Risk Management for the Public Sector and walk away with practical strategies for taking your risk management practices to the next level. Register today!

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