Agenda-at-a-Glance
Day One: Monday, May 10, 2010 |
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| 7:00 | Registration and Continental Breakfast | |
| 8:00 | Keynote Address: Where Transparency Meets Engagement: Using Measurement and Accountability to Develop a Motivated Workforce |
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| 9:00 | Performance Information: Using Performance Goals and Measures to Set Priorities, Monitor Progress and Diagnose Problems |
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| 10:00 | Exhibit Hall and Refreshments | |
| Track A: Performance for Emerging Leaders: Measuring and Managing for Results |
Track B: Performance for the Experienced Manager: Going Beyond Metrics |
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| 10:30 | Clarifying the Strategy, Vision and Mission of Your Program |
Quick Wins to Total Victory in a Resource Constrained DoD Environment |
| 12:00 | Lunch Break | |
| 1:00 | Identifying and Engaging Stakeholders in the Performance Management Process |
Integrating Performance Measures with Your Programs Budget |
| 2:00 | Analyzing the Strengths, Weaknesses, Opportunities and Threats Facing Your Program |
Achieving and Maintaining Data Integrity |
| 3:00 | Exhibit Hall and Refreshments | |
| 3:30 | Creating Outcome-Based Performance Metrics |
Predictive Analytics: Getting More from Your Data |
| 4:30 | Networking Reception |
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Day Two: Tuesday, May 11, 2010 |
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| 7:00 | Registration and Continental Breakfast | ||
| 8:00 | Keynote Address: Getting Traction for Performance Management: Using basic tools to put your performance management program on the road to success |
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| Track C: Program Performance | Track D: People Performance | Ask the Expert | |
| 9:00 | Linking Agency Strategic Goals and Measurements to Units, Programs and Individuals |
Assessing Workforce Competencies, Skill Gaps and Meeting Future Requirements |
Show Me The Measures: From Logic Model Framework to Business Intelligence System: Performance Management In-Action |
| 10:00 | Exhibit Hall and Refreshments | ||
| 10:30 | Using Program Evaluation to Create Real Improvement in Federal Programs |
Improving Engagement through Strategic Onboarding |
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| 12:00 | Lunch Break | ||
| Track E: Budget Management | Track F: Citizen Transparency | ||
| 1:00 | Learn How to Plan, Track and Analyze Your Program’s Budget |
Engaging the Public, Congress and the Workforce in Your Performance Management System |
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| 2:00 | Using Performance-Based Reporting to Integrate Cost and Performance |
Integrating Performance Measures and Community Indicators to Enhance Governance, Citizen Engagement and Results |
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| 3:00 | Exhibit Hall and Refreshments | ||
| 3:30 | Creating Strategic Alignment and Accountability at the Coast Guard |
Developing Your Agency's Vision for Transparency and Open Government |
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| 4:30 | Day Two Adjourns | ||
Post-Conference Workshops: Wednesday, May 12, 2010 |
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| 8:00 | Workshop Registration and Continental Breakfast |
| 8:30 | Workshop A: Strategic Planning in Government |
| Workshop C: Process Improvement for Intelligence: Transforming Business Results through Process Optimization |
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| 12:00 | Lunch Break |
| 1:00 | Workshop B: Program Evaluation in Government |
| 4:00 | Workshops Adjourn |
Session Details
Day One: Monday, May 10, 2010
7:00 Registration and Continental Breakfast
8:00 Keynote Address: Where Transparency Meets Engagement: Using Measurement and Accountability to Develop a Motivated Workforce
The most important resource for any organization is its people. Even well-planned initiatives can fail if not for the dedication of those responsible for implementation and execution. While vital to success, managing and motivating people remains one of the most difficult tasks for even the most experienced of leaders. Managers can achieve goals by effectively communicating strategy and managing results through measures, but a cultural shift from measuring and rewarding effort to results challenges all involved. In this keynote address, we help you gain buy-in from managers and staff on how connecting performance management and employee engagement can build a motivated workforce and create a more effective government.
Elizabeth A. McGrath, Assistant Deputy Chief Management Officer, Department of Defense
9:00 Performance Information: Using Performance Goals and Measures to Set Priorities, Monitor Progress and Diagnose Problems
A major complaint in many government agencies is information overload. How do you make sense out of all the data coming in and then use it to make a difference? In the past, too much emphasis has been placed on producing performance information to comply with a checklist of requirements instead of using it to drive change. This must change. Government managers and employees at all levels must use performance goals and measures to set priorities, monitor progress and diagnose problems. They must learn from practices that work and those that do not. During this session you will learn how to use goals and measures to motivate your workforce and show program results.
Jon Desenberg, Senior Policy Director, The Performance Institute
10:00 Exhibit Hall and Refreshments
10:30 Choose From Track A or B
Track A: Performance for Emerging Leaders: Measuring and Managing for Results
Clarifying the Strategy, Vision and Mission of Your Program
• Identify the products and services that your organization provides and your internal and external customers
• Create a future-focused vision statement to set the direction for what you prioritize and accomplish
• Define the fundamental reason for your organizations or programs existence
Robert A. Farmer, Deputy Director, Office of Policy and Program Analysis, DHS-FEMA
Track B: Quick Wins to Total Victory in a Resource Constrained DoD Environment
• Review the Marine Corp’s integrated view on program, budget and execution data
• Understand how the Marine Corp’s is effectively leveraging Cognos software for financial data integration
• Discover lessons learned from a DoD Perspective
Major Brent P. Christie, Planning, Programming, Budgeting, and Execution Systems Operations Officer, Programs and Resources Department, U.S. Marine Corps
12:00 Lunch Break
1:00 Track A: Performance for Emerging Leaders: Measuring and Managing for Results
Identifying and Engaging Stakeholders in the Performance Management Process
• Develop a comprehensive understanding of who your stakeholders are, what they care about and how they relate to the initiative you are launching
• Educate stakeholders about the organization and program benefits of strategic planning
• Understand why you should measure performance in your agency and how to communicate the information to new leadership
Melanie Ann Pustay, Director of the Office of Information Policy, U.S. Department of Justice
Track B: Performance for the Experienced Manager: Going Beyond Metrics
Integrating Performance Measures with Your Budget
• Develop performance measures that work
• Create Performance measures that matter
• Lessons Learned from the Department of Justice
Jolene Ann Lauria Sullens , Deputy Assistant Attorney General/ Controller, U.S. Department of Justice
2:00 Track A: Performance for Emerging Leaders: Measuring and Managing for Results
Analyzing the Strengths, Weaknesses, Opportunities and Threats Facing Your Program
• Develop results-oriented strategies to achieve departmental and program outcomes
• Identify and analyze internal and external trends likely to have a significant impact on your organization
• Capitalize on your programs strengths and overcome your weaknesses
Michael Roark ,Chief Administrative Officer ,US Department of Education
Track B: Performance for the Experienced Manager: Going Beyond Metrics
Achieving and Maintaining Data Integrity
• Obtain the right performance data for strategic decision-making
• Use financial performance information to inform performance-based management decisions
• 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
John Whitley, Director of Program Analysis and Evaluation, US Department of Homeland Security
3:00 Exhibit Hall and Refreshments
3:30 Track A: Performance for Emerging Leaders: Measuring and Managing for Results
Creating Outcome-Based Performance Metrics
• Develop end outcomes grounded in mission and statute and that assess progress toward strategic goals
• Measure only the things you can count rather than things that are strategically important
• Use the SMART framework to develop effective outcome measures
Kristine Lee Leiphart, Deputy Associate Administrator/Deputy Chief Financial Officer, Federal Transit Administration
Track B: Performance for the Experienced Manager: Going Beyond Metrics
Predictive Analytics: Getting More from Your Data
• Ensure that the actions you take today directly align your organization’s goals
• Use predictive analytics to analyze your data: combine information on past circumstances, present events and project future actions
• Use the insight from your data to direct, optimize and automate your decision making
Dr. H. Westley Clark, Director, Center for Substance Abuse Treatment, Substance Abuse and Mental Health Services Administration, U.S. Department of Health and Human Services
4:30 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.
6:00 Day One Adjourns
Day Two: Tuesday, May 11, 2010
7:00 Registration and Continental Breakfast
8:00 Keynote Address:Getting Traction for Performance Management: Using basic tools to put your performance management program on the road to success
Organizational culture and resistance to change are some of the toughest challenges to implementing a successful performance management program. However, they don’t have to be show-stoppers. In this keynote address, you will hear how one agency leveraged policy, careful analysis, community-building, automation, and workforce training to stimulate not only acceptance, but genuine interest in performance management.
Lisa Arbelaez, Chief, Corporate Performance Management, National Security Agency
9:00 Choose From Track C, D or Ask the Expert
Track C: Program Performance
Linking Agency Strategic Goals and Measurements to Units, Programs and Individuals
• Discover why traditional strategic planning processes often fall short of delivering results
• Identify the characteristics and requirements of successful strategic plans, planning processes and implementation
• Create performance measures that cascade down to specific programs and goals
Dr. Richard Beck, Director, Planning and Performance Management, U.S. Department of the Interior
Track D: People Performance
Assessing Workforce Competencies, Skill Gaps and Meeting Future Requirements
• Identify competency gaps that need to be closed to meet strategic agency objectives
• Manage employees’ competencies by understanding and differentiating what your agency needs strategically, operationally and tactically
• Acquire, retain and transfer employee competencies
Andrea Bright, Manager of Classification and Assessment Policy, U.S. Office of Personnel Management
Ask the Expert Session
From Logic Model Framework to Business Intelligence System: Performance Management In-Action
• Learn how DMG Federal works with different clients to build frameworks for performance management
• Leverage strategic frameworks with your business systems and IT databases
• Review logic models, SMART performance measures, scorecards with interactive capabilities, dashboards, analytics and reports
Ms. Cherreka Montgomery, Director of the U.S. Department of State Bureau of Public Diplomacy Evaluation and (Performance) Measurement Unit
Mr. Aaron Harding, Performance Management Program for the DoD Washington Headquarters Services, Financial Management Directorate
Mr. Bryan Reese, Performance Management Program for the DoD Washington Headquarters Services, Financial Management Directorate
10:00 Exhibit Hall and Refreshments
10:30 Track C: Program Performance
Using Program Evaluation to Create Real Improvement in Federal Programs
• Learn how to develop and perform high-priority evaluation activities
• Use data and evaluation to drive continuous improvement in program and processes
• Determine the causal effects of your programs and how they correlate
Karen Kopf, Deputy Assistant Commissioner for Strategic Business Planning & Process Improvement, Federal Acquisition Service, General Services Administration
Track D: People Performance
Improving Engagement through Strategic Onboarding
• Provide innovative, user friendly tools and information to selectees before they enter on duty
• Enable your employees to be fully functioning with the tools, access and information needed on their first day of employment
• Provide training, development and mentoring aligned with the individuals needs to foster growth and commitment
• Engage senior leaders in discussion about the agency's mission and how the employee's job supports the mission
Candace Irwin, Director of Workforce Systems and Accountability, NASA
12:00 Lunch Break
1:00 Chose From Track E, F or Ask the Expert
Track E: Budget Management
Learn How to Plan, Track and Analyze Your Program’s Budget
• Develop financial indicators to better track and monitor programmatic spending
• Translate programmatic spending into measurable results
• Develop strategies to leverage lean dollars to achieve program goals
Jerome Feltracco, Senior Director, Global Public Sector, SAP
Track F: Citizen Transparency
Engaging the Public, Government Officials and the Workforce in Your Performance Management System – Best Practices from the UK
• Promote your program to all stakeholders to stimulate idea flow and involvement of broader groups
• Create opportunities for innovation by engaging the public and sharing performance data
• Utilize stakeholder involvement to find and share best practices to improve the performance of your program
Dr. David Welbourn, Matrix Insights
Ask the Expert Session
Performance-Based Budgeting: How Does My Agency Develop the Framework for Tying Budget Requests to Performance?
2:00 Track E: Budget Management
Using Performance-Based Reporting to Integrate Cost and Performance
• Provide a structured way of combining all management and operations improvement initiatives
• Discover what changes are needed in budget account structures and presentations in order to integrate cost and performance
Paul Posner, Director, Public Administration Program George Mason University Former Director of Federal Budget & Int
Track F: Citizen Transparency
Integrating Performance Measures and Community Indicators to Enhance Governance, Citizen Engagement and Results
• Determine program effectiveness using outcomes, outputs and societal value measurements
• Increase accountability, collaboration and transparency of all program aspects
• Integrate community indicators and performance measures to engage citizens
Wayne Burke, President, Open Forum Foundation & Megan Price, Govloop
3:00 Exhibit Hall and Refreshments
3:30 Track E: Budget Management
Creating Strategic Alignment and Accountability at the Coast Guard
• Review the Coast Guard’s implementation of a balanced scorecard
• Discuss what steps the Coast Guard has taken to enhance strategic alignment and accountability within the Service.
Captain Joseph M. Re, USCG Chief, Office of Performance Management Directorate, Enterprise Strategic Management and Doctrine, US Coast Guard
Track F: Citizen Transparency
Developing Your Agency's Vision for Transparency and Open Government
• Harness new technologies to make your performance information available to the public
• Solicit public input on how your agency or program can show tangible community results
• Use innovative tools and systems to collaborate across all levels of government, as well as nonprofit organizations, and the private sector
Timothy Sommella, President, Young Government Leaders
4:30 Day Two Adjourns
Post-Conference Workshops: Wednesday, May 12, 2010
Banner across workshops: Post-Conference Workshops are practical, supplementary application sessions that incorporate and review tools, techniques and methods presented during the Government Performance Summit. Participants will obtain a further understanding of how to use newly-acquired tools and cutting-edge strategies. Through group exercises and scenario-based learning, you will walk away with the expertise needed for immediate and practical application. Enrollment space is limited, so register early to reserve your seat.
8:00 Workshop Registration and Continental Breakfast
8:30 Workshop A: Strategic Planning in Government
The quality of an agency’s strategic plan sets the course for its performance management efforts from that point on. Implementing a strong strategic plan that clearly defines the mission and goals of your organization is the first step to improving performance. By aligning your organization’s performance goals with your strategic plan, you will be able to validate your program’s existence to all stakeholders and ensure tangible results for your agency.
By the end of this workshop attendees will be able to:
• Discover why traditional strategic planning processes often fall short of delivering results
• Identify the characteristics and requirements of successful strategic plans, planning processes and implementation
• Clearly communicate agency priorities and goals to all stakeholders
• Develop results-oriented strategies to achieve departmental outcomes
• Appoint initiative owners to keep strategic initiatives on track
Lou O'Boyle, CEO, Zelos, Inc.
Workshop C: Process Improvement for Intelligence: Transforming Business Results through Process Optimization
The United States faces a complex and rapidly shifting international security landscape. Events at home and abroad move quickly, driven by the pace of technological change and international communications. National security priorities must be agile in adapting to emerging threats and harnessing opportunities, while maintaining a focus on enduring challenges in and among nation-states and persistent transnational issues.
The proven model for deploying a successful process improvement initiative is to drive it from the top down. The steps are to first, obtain executive commitment, second, build the supporting infrastructure, and third, put your best people working on your process improvement projects. However, does this methodology really work to transform results in government?
Through this interactive workshop you will be able to hear tried and tested strategies to leverage optimal business results from a combined Lean Six Sigma & BPM framework including:
• Learn how to deploy proven project management strategies to your Lean Six Sigma initiative
• Learn how to drive mid to long term change through strategic innovation using Six Sigma methodologies
• Integrate multiple initiatives into a single sustainable organizational excellence process
12:00 Lunch Break
1:00 Workshop B: Program Evaluation in Government
The new administration has made it clear that all departments and agencies of the federal government will be held accountable for their performance. President Obama has promised to eliminate poor performing programs and to evaluate every agency and every office based on how well they serve the American taxpayer. In addition to performance measures, program evaluations hold a unique role in the process of performance management. In this workshop attendees will review a model for measuring and managing program performance that goes from setting the goals and objectives through using the results to manage change. The model will help you ensure that you are measuring the right things in a way that will provide meaningful feedback. We will discuss the role of program evaluation in this process as well as describe the purpose of program evaluation and the various types of evaluations that can be implemented.
By the end of this workshop attendees will be able to:
• Specify the various types of program evaluation
• Articulate the purpose of a program evaluation
• Understand the differences between various program evaluation designs
• Identify program success or failure in terms of programmatic, departmental and agency goals
Cheryl J. Oros, President, Oros Consulting, Former Director of Federal Evaluations Offices at NIH, USDA, GAO