8:00 a.m.
Registration & Continental Breakfast

8:40 a.m.

Chairperson's Welcome, Opening Remarks & Presentation:
How To Lead Organizational And Cultural Change To Achieve Results For Customers

This dynamic presentation will introduce you to advanced change management strategies to move your organization toward managing for results at both the strategic & operational levels. Advanced strategies to create organizational & cultural change used by successful managers & leaders in the cities, counties, states and federal agencies will be highlighted.

Starting with the premise that performance measurement inherently prompts change in an organization, this presentation will help you lead and manage the change you are trying to orchestrate. The challenges you face in moving your organization forward, including bringing on board decision makers at all levels in the organization, are the challenges that keep you from sleeping at night. Special emphasis will be given to strategies that help managers throughout your organization recognize the value of measuring performance.

• Learning what changes can reasonably be expected when an organization measures performance
• Developing system-wide commitment to build an integrated management system
• Using training as a way to instill the new culture
• Recruiting champions & sponsors for the change effort
• Appealing to managers' "enlightened self-interest"
• Using accountability systems to ensure performance
• Dealing with resistance; is this 'real' and is it going to last? The importance of connecting performance measurement to major business processes
• Productively involving appointed and elected officials, citizens and customers

Marv Weidner, President & CEO
WEIDNER, INC.

9:40 a.m.

Speed Networking

Meet your colleagues in this fun and fast-paced forum! You'll have a chance to meet and greet your fellow attendees.

10:40 a.m.

How To Build A Real-Time, Web-Based System To Collect, Monitor And Analyze Performance Information

As a result of the Government Performance & Results Act (GPRA), the Natural Resources Conservation Service (NRCS) adopted a proactive approach in bringing accountability, responsibility, and performance together under one umbrella. As a result, in 1998, NRCS began development of the Integrated Accountability System (IAS). The purpose of the IAS is to establish budget and program credibility, link agency performance to strategic plan goals, account for time and funding, articulate accomplishments, and provide better customer service and continuous improvement. NRCS now geo-references performance data and uses impact data to estimate outcomes. The vision of the IAS is to collect high quality information with minimal burden on the field, design the system to be web-based and user friendly, provide standard reports available to the public and employees, and provide customized analysis for leadership.

• Organizing your own strategic and performance planning processes
• Selecting the best performance measures
• Collecting, monitoring and analyzing performance information using a real-time, web-based system

Katherine Gugulis, Deputy Chief, Strategic Planning & Accountability
NATURAL RESOURCES CONSERVATION SERVICE,
U.S. DEPARTMENT OF AGRICULTURE

11:35 a.m.

Utilizing The Balanced Scorecard To Streamline The Monitoring Of Quality Performance Measurement In The VA Capitol Health Care Network

The VA Capitol Health Care Network (VISN 5) serves veterans from wide demographic and geographic arena, inclusive of portions of four states, Maryland, Virginia, West Virginia, and Pennsylvania, as well as District of Columbia.

Presently, the VA Performance Measurement system has been built in a step wise manner from the early 1990's. Over the last two fiscal years, the Performance Metrics have broadened to assess quality of care (Clinical Domain), timeliness of care (Access Domain), improvement in functional status of veterans (Functional Status Domain), veteran satisfaction in the outpatient and inpatient setting (Satisfaction Domain), and assess integration of the VA's mission of education (Healthy Community Domain). VISN 5 has created an interdisciplinary team with a focus on achieving the highest quality. This team provides monthly feedback to the facility and the VISN leadership with strategic and tactical insight, so that implementation of action plans are addressed.

Data is validated, routinely, and senior and department leadership are held accountable for performance. However, these measures need to be consolidated, linked, and weighted in a "balanced scorecard". One approach used by VHA is to create a single aggregate weighted measure based on five domains of performance (Clinical, access, satisfaction, functional status, and healthy communities). Alternative approaches will also be discussed in this presentation.

Dr. Archna Sharma, M.D., M.P.H., Quality Management Officer, VISN 5
Dr. Allen Berkowitz, Ph.D., M.S.E., Strategic Planning Officer, VISN 5
VETERANS HEALTH ADMINISTRATION,
U.S. DEPARTMENT OF VETERANS AFFAIRS

Join a small group of your colleagues for lunch with an informal discussion facilitated by one of our expert speakers. Take this opportunity to join others in an interactive group setting to network and brainstorm solutions to your most pressing performance measurement concerns.

2:00 p.m.

How Using Six-Sigma Has Changed Performance Processes That Deliver Cost-Effective, High-Quality Results

Attend this case study to learn why the Department of Defense is becoming increasingly more engaged in transforming its business processes into more effective customer-focused processes that deliver cost-effective, high-quality results. While generally the focus is on large organizational measurements and improvements, opportunities to use performance measurements to improve daily operations within an office are tremendous.

This case study will examine how the theory of business transformation influences the everyday work environment, such as the funding distribution process. Learn first- hand how the use of fact-based process management and performance measures can improve activities within the office.

• Identifying problem areas and learning how to change your thinking from analyzing a series of events to a continuous flow process
• Measuring the process, the obstacles and the opportunities in your work environment
• Understanding what makes good measurements
• Holding onto positive improvements
• Capturing the lessons learned from dealing with employees involved in improvement opportunities

Colonel Ray Meadows, Budget Director
Kevin Kerns, Director of Business Transformation
U.S. ARMY FORCES COMMAND

2:55 p.m.

Transitioning To An Outcome Culture:
Putting The Answer To "So What?" On The Front Burner

The Centers for Medicare & Medicaid Services (CMS) are transitioning its performance culture from an output/operational orientation to a more outcome/strategic orientation. Making this transition is by no means an easy effort! The CMS Office of Operations Management has implemented a Strategic Planning and Performance Measurement Process Map that helps employees see the entire performance cycle from a strategic perspective.

Attend this case study to learn about the best practices and lessons learned in evolving from an output to an outcome performance culture. Participants in this session will obtain some key take-aways about how to address the interesting successes and challenges with establishing enterprise portfolio management in a federal environment.

• Communicating effectively during a performance transition
• Implementing strategic planning and alignment throughout an organization
• Transitioning performance measurement orientations successfully
• Incorporating technology into your performance measurement strategy

Juliette S. Jenkins, RN, MSN, CPHQ, Director Planning, Performance Management & Analysis Group, Office of Operations Management, Centers for Medicare & Medicaid Services

Anna Barton-Thomas, Program Analyst, Planning, Performance Management, & Analysis Group, Office of Operations Management, Centers for Medicare & Medicaid Services
U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES

4:05 p.m.

Moving To Effective: How To Build And Use A Performance Management System To Increase The Effectiveness And Efficiency Of Your Grant Program

• Decide how many and which measures with which to begin, why measuring too much is too common and strategies structurally to avoid it
• Determine how and when to use the data, why using data right away (even if poor quality) is not only desirable but essential
• Understand what types of efficiency measures are most useful, and why efficiency only means something when an appropriate comparison group is presented

Examples of tools provided to grantees of two grant programs, including report card and desk monitoring templates, will be provided. For example, the report card templates provide fill-in-the-blank tables in Excel, which automatically generate graphs that are then linked to Word templates of report cards with spaces for text and pictures already inserted. These tools make it easy for federal, state, and local administrators use the data and are publicly available for modification and use by others.

Natalia Pane, Principal Research Analyst
AMERICAN INSTITUTES FOR RESEARCH (AIR)

5:00 p.m.
End Of Day One

We invite you to join us for a drink as you relax with your peers. All conference attendees and speakers are welcome to join us for this special opportunity to continue networking. Don't miss this chance to benchmark new ideas over complimentary drinks!

Sign up during the day for dinner with a group. Take advantage of DC's fine dining while you continue to network with your colleagues.