Agenda-at-a-Glance

Day One: Monday, April 4, 2011
7:30	Registration and Continental Breakfast
8:00	Welcome Remarks By Jon Desenberg
8:30	Keynote Address: The Government Performance and Results Modernization Act of 2010 and a New Era of Performance Management
	Track A: Performance Strategy	Track B: Transparency & Accountability
9:30	Strategies that Matter: High Priority Goals and Organizational Planning	Stimulate Government-Wide Information Sharing
10:30	Exhibit Hall and Refreshments
10:45	Driving Change through Stronger Strategic Planning	Monitor and Analyze Reporting Data: Lessons Learned from the Recovery Act
12:00	Lunch Break
	Track A: Continues	Track C: Talent Solutions
1:00	Interactive Learning Session: Strategy Mapping Bridgethe Gap between Strategy and Execution	Interactive Learning Session: Identify and Align Leadership Competencies with Your Agency’s Mission
2:45	Exhibit Hall and Refreshments
3:00	Conduct High Performance Program Evaluations	Drive Employee Performance and Satisfaction with Workplace Flexibility
4:00	Exhibits and Networking Reception
5:30	Day1 and Networking Reception Adjourns

Day Two: Tuesday, April 5, 2011
7:30	Registration and Continental Breakfast
8:00	Leadership Panel: Preserving Performance Management Efforts During Times of Transition and New Leadership Moderated by Jon Desenberg
9:15	Exhibit Hall and Refreshments
	Track D: Strategy Execution	Track E: Data Management	Track F: Visionary Leadership
9:30	Initiate a Game Plan within Your Agency that Links Budget to Performance	Achieve and Maintain Data Integrity within Your Organization	Usher in Resilient Leadership Styles to Help Support Change and Growth
10:30	Exhibit Hall and Refreshments
10:45	Cascade Organizational Priorities through All Levels of Your Agency	A Forward Thinking Approach: Use Predictive Analytics to Drive Long-Term Strategies	Build and Empower High Performing Teams
12:00	Lunch Break
	Track C: Strategy Execution (Continued)	Track G: Scorecards & Dashboards	Track H: Process Excellence
1:00	Engage Employees in Strategy Execution	Driving Real Results from Balanced Scorecards	Eliminate Waste Using Project Management Methods
2:00	Energize Achievement of Strategic Goals Through Performance Reporting	Employ BI Dashboards for Immediate Impact and Insight	Lead Efficiency within Your Agency with a Lean Six Framework
3:00	Exhibit Hall and Refreshments
3:15	Closing Remarks By Jon Desenberg: Develop and Capitalize on Performance Management
4:00	Day Two Adjourns
Post-Conference Workshops: Wednesday, April 6, 2011
8:30	Workshop Registration and Continental Breakfast
9:00	Workshop A: Lean Six Sigma for Government: White Belt Certification	Workshop B: Measure the Your Program Results: Develop Performance Measures Using the Logic Model	Workshop C: Implement an Execution Strategy to Cascade Organizational Priorities
12:00	Lunch Break
4:00	Workshops Adjourn

Session Details

Summit Day One: Monday, March 7, 2011

8:30 Keynote Address: The Government Performance and Results Modernization Act of 2010 and a New Era of Performance Management
Enhancing the performance of the federal government is important to many stakeholders, government employees and managers involved in government affairs. Crucial developments have emerged this past year to help introduce more advanced and progressive standards to help improve government efficiency and to curb unnecessary spending. The re-introduction of the National Labor-Management Council, the new effort from OMB to create a performance portal to help track performance initiatives within various federal agencies, and the Government Performance and Results Modernization Act bill passed by Congress all have proven that this debate in monitoring and measuring government performance is still very much alive and gaining more traction in federal circles.

Join this discussion as we analyze and discuss pending initiatives that will institute greater reform and improvements within federal management practices.

Invited Shelley Metzenbaum, Associate Director for Performance and Personnel Management, U.S. Office of Management and Budget

9:30 Choose from Track A or B

Track A: Performance Strategy
9:30-10:30 Strategies that Matter: High Priority Goals and Organizational Planning
• Integrate high-priority goals with your organization’s strategic plan
• Identify the characteristics and requirements of successful strategic plans
• Solicit stakeholder input for your strategic planning process
Richard, Beck, Director, Planning and Performance Management, Department of Interior

Track B: Transparency & Accountability
9:30-10:30 Stimulate Government Wide Information Sharing
• Outline what key steps government managers must perform to introduce a more collaborative culture within their community
• Identify solutions to overcome roadblocks to information sharing
• Examine successful examples that have strengthened government wide partnerships
Sanjeev "Sonny" Bhagowalia, Deputy Associate Administrator, Office of Citizen Services and Innovative Technologies, U.S. General Services Administration
Casey Burns, Special Advisor, Office of the Administrator, U.S. General Services Administration

10:30 Exhibit Hall and Refreshments

Track A: Performance Strategy
10:45-12:00 Driving Change through Stronger Strategic Planning
• Engaging leadership to understand the importance of measurable change
• Listening to internal and external stakeholders to develop key performance indicators
• Executing new strategies through cascading accountability and transparency
Francine F. Goldberg, Senior Level Advisor for IT Strategic Planning and Communications, U.S. Nuclear Regulatory Commission

Track B: Transparency & Accountability
10:45-12:00 Monitor and Analyze Reporting Data: Lessons Learned from the Recovery Act
• Discuss what impact the Recovery Act has had on reporting trends
• Understand transparency requirements within the Recovery Act
• Analyze the new data collection systems enacted to track Recovery dollars
Michael Wood, Director, Recovery.gov

12:00 Lunch Break and Exhibit Hall

1:00 Choose an Interactive Learning Session from Track A (Performance Strategy) or Track C (Talent Solutions). These interactive sessions are organized to provide a networking forum to discuss and build upon concepts and strategies introduced from today’s morning sessions.

Track A: Performance Strategy
1:00-2:45 Interactive Learning Session: Strategy Mapping: Bridge the Gap between Strategy and Execution
• Identify and explore the traditional canyons that exist in our agencies that prevent us from achieving desired results.
• Experience proven learning methods on strategy activation
• Utilize a strategy map to communicate strategy to all employees and external stakeholders
• Determine what is needed from leaders, managers and individual contributors to successfully bring strategies to life.
Leonard Kinor, Managing Director, Root Learning

Track C: Talent Solutions
1:00-2:45 Identify and Align Leadership Competencies with Your Agency’s Mission
• Figure out what gaps may exist in your talent pool
• Outline what success profiles must be a part of your team to successfully complete mission critical tasks
• Reshape your hiring reforms efforts after carefully analyzing critical employee characteristics
Lou O’Boyle, CEO of Zelos
Tim Griles, Founder of Human Dynamics Consulting, LLC

2:45 Exhibit Hall and Refreshments

Track A: Performance Strategy
3:00-4:00 Conduct High Performance Program Evaluations
• Understand how to utilize program evaluations to underline performance achievements
• Ensure that your work and developments are contributing to the end goal of your program objectives
• Use evidence-based data to communicate and to choose future program activities
Dan Rosenbaum, Senior Economist, Economic Policy Division, U.S. Office of Management and Budget

Track C: Talent Solutions
3:00-4:00 Drive Employee Performance and Satisfaction with Workplace Flexibility
• Learn how to gain leadership support to promote a healthy work/life balance for your staff
• Optimize telework options to improve employee performance
• Endorse alternative benefits that will enhance the overall work environment
Sandra Johnson, Sr Program Manager and Telework Coordinator, U.S. Nuclear Regulatory Commission

4:00 Networking Reception
Immediately following the conclusion of day one of the Government Performance Summit, attendees and presenters are invited to attend the complimentary cocktail reception. The reception will provide attendees with the opportunity to develop new contacts throughout the federal government and private sector, facilitating long-term relationships for the sharing of innovative ideas.

5:30 Day One Adjourns

Day Two: Tuesday, April 5, 2011

7:30 Registration and Continental Breakfast

8:00 Leadership Panel: Preserving Performance Management Efforts during Times of Transition and New Leadership - Moderated by Jon Desenberg
Every organization from public to private industry has to accommodate and deal with changes to the leadership structure and times of change and transition – it is an unavoidable reality in most circumstances. However, the federal government is an entity on to itself and is constantly struggling with the causes and consequences associated with the high frequency of new leaders emerging. Join us in this leadership panel discussion to determine what steps can be taken to ensure that progress and development efforts are cultivated and advanced even during times of new leadership transition.

Panel Members:
Bernice Steinhardt, Government wide Management Issues, Director of Strategic Issues, GAO
Lisa Arbelaez, Chief, Corporate Performance Management, National Security Agency
Eric Fielding
JD Sicilia, Director, Department of Defense Strategic, Management and Performance

9:15 Exhibit Hall and Refreshments

9:30 Choose from Tracks D, E, F

Track D: Strategy Execution
9:30-10:30 Initiate a Game Plan within Your Agency that Links Budget to Performance
• Identify the most pressing issues facing budget analysts and government managers as they formulate, justify, and execute their budgets
• Ascertain if programs demonstrate improved efficiencies and cost effectiveness in achieving intended objectives
• Discover what changes are needed in budget account structures and presentations in order to integrate cost and performance
Tony Scardino, Chief Financial Officer, US Patent and Trademark Office

Track E: Data Management
9:30-10:30 Achieve and Maintain Data Integrity within Your Organization
• Obtain the right performance data for strategic decision-making
• Encourage responsible fiscal management and the use of performance information in management
• Ensure that your data accurately reflects what you are supposed to be measuring
Sanjeev "Sonny" Bhagowalia, Deputy Associate Administrator, Office of Citizen Services and Innovative Technologies, U.S. General Services Administration

Track F: Visionary Leadership
9:30-10:30 Usher in Resilient Leadership Styles to Help Support Change and Growth
• Introduce an agile and flexible work environment that can address and overcome challenges with positive results
• Inspire your team to push themselves to achieve that next level in organizational excellence
• Assess what gaps exist in your departments overall leadership structure and pin point solutions that will usher in vast improvement
Angela Bailey, Deputy Associate Director for Recruitment and Hiring, U.S. Office of Personnel Management

10:30 Exhibit Hall and Refreshments

Track D: Strategy Execution
10:45-12:00 Cascade Organizational Priorities through All Levels of Your Agency
• Understand what the key drivers must be in place to successfully execute strategy
• Review why most organization’s fail to properly execute and gain support of the strategic objectives mapped out for their organization
• Devise a plan that will encourage your entire team to support your critical performance initiatives
Mark Aesch – CEO, Rochester Genesee Regional Transportation Authority and Author of Driving Excellence

Track E: Data Management
10:45-12:00 A Forward Thinking Approach: Use Predictive Analytics to Drive Long-Term Strategies
• Understand the basic principles and terminology for predictive analytics
• Learn how to define business objectives for a predictive analytics model
• Use data as a predictive indicator to leverage your strategic objectives and improve profitability, reduce costs and market more effectively
Cherreka Montgomery, President of Creative Metrics, Inc.
(Former Director of the Evaluation and Measurement Unit, U.S. Department of State)

Track F: Visionary Leadership
10:45-12:00 Build and Empower High Performing Teams
• Make certain that employees feel connected to the vision and mission of your office
• Ensure that your teammates and colleagues know what performance should like in terms of results and outcomes
• Design incentives to promote performance driven changes
Amit Magdieli, Chief of Staff and Senior Advisor, Veterans’ Employment and Training Service, Department of Labor

12:00 Lunch Break and Exhibit Hall

1:00 Choose from Tracks C, G or H

Track C: Strategy Execution (Continue)
1:00-2:00 Engage Employees in Strategy Execution
• Understand how to energize your employees so that they want to help implement your agency’s organizational strategy
• Break down organizational silos to leverage strategy implementation organization-wide
• Ensure that middle managers are brought into the dialogue
Jean Nitchals –Performance Management Consultant, STAR Collaborative

Track G: Scorecards & Dashboards
1:00-2:00 Driving Real Results from Balanced Scorecards
• Determine components of a successful scorecard framework
• Focus on driving real and sustained improvement in your chosen performance metrics
• Learn how technology can be leveraged to improve organizational results
Steve Olkewicz, Director, Client Engagement Services, ActiveStrategy, Inc.

Track H: Process Excellence
1:00-2:00 Eliminate Waste Using Project Management Methods
• Understand how to reduce costs and encourage better efficiency standards for government projects
• Assess and develop effective plans and blueprints for managing projects in each stage of the life-cycle
• Understand the key requirements and frameworks for project success
David S. Maurer, PMP, Vice President, Inverness Technologies, Inc.

Track C: Strategy Execution
2:00-3:00 Energize Achievement of Strategic Goals through Performance Reporting Description
• Design measurable strategies, and developing measures that address strategic goals and objectives
• Recognize potential pitfalls of considering financial, strategy, and performance data in isolation
• Integrate views of strategy, financial, and performance data
• Manage processes that benefit from the inclusion of performance data
Lisa Arbelaez, Chief, Corporate Performance Management, National Security Agency

Track G: Scorecards & Dashboards
2:00-3:00 Employ BI Dashboards for Immediate Impact and Insight
• Evaluate your organizational and technical readiness to undertake a successful performance dashboard project
• Create effective KPIs that change organizational behavior and improve performance
• Integrate existing performance dashboards and metrics using a top-down or bottom-up approach
Lee Chichester, Federal Business Unit Executive, IBM Business Analytics

Track H: Process Excellence
2:00-3:00 Lead Efficiency within Your Agency with a Lean Six Framework
• Evaluate the Lean Six Sigma methodology and why the government should care
• Learn how to develop effective leadership and adapt personnel to a changing environment
• Examine the necessary first steps for deployment on Lean Six Sigma within your agency
Peter Russelburg, the Lean Six Sigma Program Manager at the General Services Administration's

3:00 Exhibit Hall and Refreshments

3:15 Closing Remarks: Develop and Capitalize on Performance Management By Jon Desenberg
This closing discussion will deliver the final words on performance management. Throughout the conference, many topics have been discussed. Theories have been formulated to support performance management. Measures and metrics have been mapped for enhanced management flexibility along with many other performance topics. This discussion will highlight in detail what these performance strategies do for organizations to prove that the effort put forth to implement a performance management system is truly worth the time and dedication from employees.

4:00 Day 2 Adjourns

Post-Conference Workshops: Wednesday, April 6, 2011

Post-Conference Seminars are hands-on, interactive sessions with specially designed exercises and projects that have immediate application. With these full-day application sessions, you will enhance your training experience by establishing a reference point of knowledge and methodology applications. These sessions will dive deep into Strategy Execution, Performance Measurement and Lean Six Sigma to help improve your expertise and gain knowledge of practical tools to implement from field experts.

8:30 AM
Post-Conference Seminar Registration & Continental Breakfast

Workshop A: Lean Six Sigma White Belt Certification
9:00-4:00
Eliminating waste as a strategy for improving organizational performance is one of the key factors in any Lean Six Sigma initiative. Our intensive White Belt Certification seminar is hands-on course allowing individuals to understand the underlying concepts, methods and tools needed for Lean Six Sigma deployment. Attendees of this seminar will gain a solid understanding of the Lean Six Sigma methodology and how it can be applied to various projects. You will also learn how to utilize the key tools and techniques needed for a Lean Six Sigma deployment. Each attendee will be required to take a 30-minute examination at the conclusion of the course to ensure they have a working knowledge of the information provided. During this seminar, you will;
• Understand the history and background of Lean Six Sigma
• Find out how to develop a project charter
• Evaluate the core concepts of Lean and Six Sigma
• Know how to identify non-value added steps in your process
• Study key data collection strategies
• Receive basic statistics, graphical analysis and Statistical Process Control (SPC) training
Charis Grossman – Six Sigma Black Belt, Process Improvement, LLC

Work B: Measure the Your Program Results: Develop Performance Measures Using the Logic Model
9:00-4:00
Developing performance measures is frequently cited as one of the most difficult jobs a government manager can face. Numerous obstacles exist, from obtaining stakeholder input to measuring what truly “matters” rather than what is easy to count. In order to provide the optimum level of service to citizens, government agencies must measure by outcomes and not process. This workshop will provide a methodology for developing outcome-oriented measures and linking them to specific strategies, outputs and activities. What You Will Learn:

• Craft effective performance measures for your mission and crosscutting functions
• Integrate new measures into your strategic plan and budget requests to develop outcome-oriented measures
• Align activity and output measures with end-outcomes
Jon Desenberg, Senior Policy Director, The Performance Institute

Workshop C: Implement an Execution Strategy to Cascade Organizational Priorities
9:00-4:00
Planning and innovation are useless without execution strategies. This workshop includes hands-on exercises that will help you learn how to integrate proven Balanced Scorecard (BSC) Tools and techniques to achieve breakthrough results. Understanding BSC methodology is critical to maximizing the execution of strategy. Learn the fundamentals of Balanced Scorecard design and deployment while gaining insights into the potential pitfalls and hurdles to successful implementation. Discover the best practices in the latest BSC advancements to accelerate your results towards a strategy-aligned organization.
• Develop a solid understanding of key BSC concepts and misconceptions
• Learn how to use established tools and templates to help accelerate your results
• Discover a roadmap for the journey to developing, deploying and cascading strategy maps and scorecards
Bob Paladino –Managing Partner, Bob Paladino and Associates

*Lunch to be provided from Noon to 1:00pm.

4:00pm Workshops Adjourn