8:00 a.m.
Registration & Continental Breakfast

8:30 a.m.
Chairperson's Welcome & Opening Remarks

Ted Kniker, Director of Consulting Services
FEDERAL CONSULTING GROUP

8:45 a.m.

How To Engage Citizens As Partners In Performance Measurement And Drive Public Service Improvement

Performance measurement efforts can be strengthened and better sustained by actively engaging citizens as partners in the vision, strategy, implementation and evaluation cycle.

• Five active roles for citizens as partners in performance measurement
• Avenues for putting these roles into practice
• Recent learning on community results compacts
• Community balanced scorecards and how they are shared

The potential for Web 2.0 tools to complement this process with online feedback systems to government will also be explored in specific public service settings.

Lyle Wray, Executive Director
CAPITOL REGION COUNCIL OF GOVERNMENTS

9:40 a.m.

Break-Out Blitz! Network And Discuss Performance Measurement Challenges With Your Fellow Conference Attendees

This session will open the conversation by connecting you with other conference participants and will help you gain greater understanding into many similar issues, concerns, and challenges that your peers are also facing. Become acquainted with your fellow conference attendees in this fun and fast-paced forum!

10:40 a.m.

Using Performance Information To Drive Decision Making And Create A More Results-Oriented Management Culture

The Government Accountability Office's periodic surveys on performance and management issues since 1997 have indicated that federal managers today have significantly more performance information available for the programs they manage than they did 10 years ago. However, on the whole, federal managers have shown little or no progress in increasing their use of performance information to manage for results, while some agencies have reported significant improvements, others remain unchanged.

• How managers can make greater use of performance information to improve results (including, for example, taking corrective actions, informing budget decisions, recognizing individual performance)
• Key practices agencies have employed to make performance information more useful and used and to create a more results-oriented management culture

Elizabeth Curda, Assistant Director
Laura Craig, Senior Analyst
GOVERNMENT ACCOUNTABILITY OFFICE

11:35 a.m.

Measuring And Managing Performance In The Public Sector

Public sector organizations at all levels and of all types are facing intense pressure to do more with less. Federal, national, provincial, state, county, municipal, and local governments in almost all the countries in the world are feeling some sort of fiscal squeeze. Pressures on governments around the world are forcing them to adopt “performance management” – a focus on accountability for outputs and outcomes, rather, cries for higher inputs (i.e., more budget funding and employees).

Performance management integrates multiple methodologies such as balanced scorecards, strategy maps, budgets, activity-based cost management (ABC/M), forecasts, and resource capacity planning. Are these fashionable fads or relevant solutions? Performance management has been hailed as the new salvation for aligning an organization's resources with its strategy to drive individual action. How widely accepted is the concept in government or in business?

The message to government is: better, faster, cheaper – hold the line on taxes but don't let service slip. The imperative on governments for improved cost and yield management, planning, and budgeting can be met by enhancing cost accounting information. Fact-based data, robust analytics, accurate forecasts, and trade-off (what-if scenarios) are essential for strategy formulation, privatization and outsourcing studies, fee-based cost recovery systems, and competitive bidding.

• Performance management can make 'strategy' a priority for all employees
• ABC/M provides not only accurately traced calculated costs (relative to arbitrary allocations), but more importantly, provides cost transparency back to the work processes and consumed resources, and what drivers cause work activities
• Strategy maps and balanced scorecards communicate strategic objectives to employee teams
• Key performance indicators (KPIs) are correctly selected
• Processes and consumed resources function
• Performance measurement scorecards and ABM information are integrated with process-based thinking and operational improvement (e.g., Six Sigma, supply chain management)

This session will also discuss the lessons learned about pitfalls and mistakes in implementing these managerial methodologies.

Gary Cokins, Strategist
SAS

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

2:00 p.m.

Revolution? The Evolution Of Performance Metrics In A Contract-Based City... A Work-In-Progress

The City of Centennial (population 103,000) was incorporated in 2001 as a contract-based, virtual city. As the largest incorporation of a municipality in American history, Centennial has emerged as a leader in the new trend of contract-based city services.

• 'Engage and excite' elected-officials and constituents, regarding the use of performance metrics
• Incorporate performance metrics into contracted services
• Use performance metrics as a monthly management tool, as opposed to a statistic that gathers dust on a shelf
• Apply performance measurements as the ultimate provider of accountability and transparency to constituents

Todd Miller, City Council Member
CITY OF CENTENNIAL, COLORADO

3:10 p.m.

How To Transform Your Organization With A Performance Management And Monitoring System That Fosters Continuous Improvement

The County of San Diego is distinguished by a business model and a strong management discipline called its General Management System (GMS). This system has won national and state accolades and has helped the County successfully navigate difficult economic times and growing customer demands. While the County faces the same deteriorating revenue picture as other agencies due to the recession, it continues to enjoy excellent credit ratings validating its fiscal stability and strong management practices.

Because of the accelerated pace of change in our world, the swift evolution and public embrace of social media, and the call for greater transparency in public services and government activities, the County of San Diego pushed the GMS to the next level.

• Executive level willingness to embrace change, new technology and the goal of more transparent government
• The key role of the Strategic Planning Support Team, comprised of performance leaders from each of the five business groups, in communicating strategic vision, expectations for performance results and the need for continuous improvement throughout the organization
• Maintaining the strict discipline of the GMS, a closed-loop of five overlapping elements that connects strategic planning to operational planning and a targeted performance management and monitoring system
• Phased roll-out of GMS 2.0 in FY 2008-09, and then GMS 2.1 and beyond, challenging all employees to identify significant changes taking place in the community, economy and world around them and the new skills they may need to do their jobs well

Nicole Temple, CAO Staff Officer, Finance and General Government Group
COUNTY OF SAN DIEGO, CALIFORNIA

4:05 p.m.

Implementing A Strategic Portfolio And Performance Management Initiative: How To Chart Progress, Increase Collaboration, Educate Staff And Ensure Success

The National Center for Health Marketing (NCHM), a division within the U.S. Centers for Disease Control and Prevention, identified center-wide goals through an extensive stakeholder process in 2007. After only three years in existence, NCHM has established objectives and targets in programmatic areas that align with these organizational goals. In order to meet these targets and share the value and impact of its efforts, NCHM has implemented the Strategic Portfolio and Performance Management (SPPM) initiative.

SPPM includes the tracking and evaluation of center-wide progress in the areas of Performance Measurement, Portfolio Management and Project Management, which are complemented by an enterprise SharePoint system. Managed by the NCHM Office of Director (Executive Team), SPPM has grown to encompass a broader range of management activities that are necessary for efficient organizational practices.

This session will provide you with an in-depth look at the establishment and maintenance of the SPPM practices, and how this initiative has been a great organizational asset to NCHM. In addition, specific branding and promotion efforts for SPPM to educate staff on their role in supporting center-wide progress towards its goals will also be discussed.

• Continually improve your programs and services
• Demonstrate your progress
• Increase collaboration
• Encourage organizational growth and advancement

Monica Ponder, MS, MSPH, Health Communications Specialist,
National Center for Health Marketing
CENTERS FOR DISEASE CONTROL AND PREVENTION

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.