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8:00 a.m.
Continental Breakfast
8:30 a.m.
Chairperson's Opening Of Day Two
Marv Weidner, President & CEO
WEIDNER, INC.
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8:40 a.m.
Entrepreneurship And Innovation In Public Services:
The Transformation Of The U.S. Postal Service
The Postal Service has an enviable performance record over the last several years and has dramatically improved productivity, service performance, and customer satisfaction. Even with the reduction of more than 100,000 employees and an increase in workload (mail volume and number of deliveries), employee attitudes have improved.
As a leader in the successful adoption of businesslike practices in the federal government, this informative session will share with you the Postal Service’s successes so that you too can learn how to:
- Engage decision makers in developing and maintaining an effective performance management process
- Align and communicate goals throughout the organization to focus on desired results
- Respond more effectively to stakeholder demands and disruptive strategic changes
- Change a risk-averse, rules oriented bureaucracy into an innovative, entrepreneurial organization
Kent Smith, Strategic Business Planning
U.S. POSTAL SERVICE
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9:35 a.m.
Morning Refreshment & Networking Break
10:05 a.m.
Going Beyond The Metrics: How To Measure, Improve, And Continually Monitor And Enhance Your Organization's Performance
As the Department of Navy's only internal audit organization, the Naval Audit Service has extensive experience assessing the performance of the Department’s many diverse activities, including small and large programs in areas such as anti-terrorism and force protection, financial and inventory management, acquisition and contracting, human resources and environmental management, medical support, and military readiness. This presentation builds on that experience and focuses on what the Naval Audit Service has done within their own organization to drive performance and productivity through a variety of methods – not just metrics.
Specifically, this case study will discuss how this valuable organization uses the following tools to measure, improve, and continually monitor and enhance their organization’s performance through:
- Tying executive and employee performance goals to strategic objectives
- Matching resources to significant corporate risks
- Assuring audit planning and execution quality
- Providing for and tracking employee development, and much more...
Jonathan Kleinwaks, Assistant Auditor General for Manpower and Reserve Affairs Audits
Ronnie J. Booth, Assistant Auditor General for Installations and Environment Audits
NAVAL AUDIT SERVICE, U.S. NAVY
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11:00 a.m.
How To Establish A Management Framework That Integrates Cost, Performance, Budget, And Strategic Planning To Improve Program Results
In this session, you will learn how the Bureau of Land Management (BLM) has established a management framework which provides a disciplined approach to resource management for improving performance, service quality, and customer satisfaction. Through it, the Agency defines what is important, establishes the level of work and outputs to be accomplished, and allocates the budgetary resources necessary to accomplish the specific activities that when aggregated, measure performance in terms of strategic outcomes/results. In developing its management framework, the BLM has focused on integrating the concept of improving performance through informed decisions. Doing this has assured the BLM a sustainable infrastructure that permeates all levels of the organization so that change is lasting and improvements are long-term.
This fascinating case study will examine a management framework which facilitates the integration of cost, performance, budget, and strategic direction in the BLM. Specifically, you will gain an understanding of:
- The concepts, tools, strategies, and results for the Agency
- Performance and cost information to formulate program strategies and make business decisions
- Why cost and performance information is integral to the budget process
- A balanced approach and why this is important for organizational success
- Management challenges encountered in implementing an integrated management and performance framework
Michael A. Ferguson, Assistant Director, Business and Fiscal Resources and Chief Financial Officer
Betty B. Buxton, Deputy Chief Financial Officer
BUREAU OF LAND MANAGEMENT, U.S. DEPARTMENT OF THE INTERIOR
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11:55 a.m.
Lunch On Your Own -- But Not Alone!
Join a small group of your colleagues for lunch with a 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.
1:25 p.m.
Group Exercise: Brainstorm Solutions And New Ideas You Can Use
You asked for it, you got it! Interact and discuss solutions to your performance measurement challenges with your fellow attendees and our experienced speakers. You will leave with new tools and hands-on experience and ideas for more successfully applying best practices to your own performance measurement initiatives.
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2:00 p.m.
Measuring the Performance Of A Strategic Plan
Strategic planning is a key part of managing an organization, but yet measuring the performance to the plan can be challenging. Quite often questions like "How many measures should we have?" and "What measures should we use?" can put an organization in measurement paralysis or measurement overload. Chesterfield County has made this process more achievable with a tool called a "Measurement Alignment Tool". This tool incorporates both the balanced scorecard and the Malcolm Baldrige Criteria. This tool includes input from senior leaders and middle managers. The process used to manage the measures pulls in information from the majority of departments in the county and the results are reviewed quarterly. This tool helps us to understand our performance, make better data driven decisions, and focus on improvement.
Through this case study example, you will learn strategies for:
- Organizing your own set of measures
- Selecting the best measures
- Developing a process for review, analysis and data driven decisions
- Sharing your organizational performance results regularly
Jo L. Rohr, Chesterfield County Quality Coordinator
CHESTERFIELD COUNTY, VIRGINIA
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2:55 p.m.
Afternoon Refreshment & Networking Break
3:15 p.m.
Developing And Insuring Measures That Produce Effective Results For Your Organization
Hear from the Financial Systems Integration Office (FSIO) (formerly JFMIP) about the process of developing performance measures that provide meaningful information to financial managers. Learn about the importance of developing measures that are cost effective to compile and that can be gathered consistently from period to period, insuring that measures are comparable between agencies, and ensuring effective results for your organization.
This case study will also cover the importance of:
- Benchmarking to establish a performance baseline for the organization
- Analyzing the cause and effect factors for the performance being evaluated
This will be an insightful presentation to learn how to develop your own performance measures in your organization.
Dianne Copeland, Director, Financial Systems Integration Office
U.S. GENERAL SERVICES ADMINISTRATION
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4:10 p.m.
Chairperson's Recap:
Key Takeaways And What To Do When You Get Back To The Office
We'll recap the highlights of the past two days and ask you to share key insights and next steps with the group.
4:30 p.m.
Close Of General Sessions
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Speakers & Key Highlights • Who Will Attend • Benefits of Attending • Rave Reviews
Pre-Conference Workshops • Agenda Day 1 • Agenda Day 2 • Post-Conference Workshops
Venue & Lodging • Registration Fees • Discounts & Policies • Association Partners
Register Now • Forward To A Colleague
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