8:00 a.m.
Registration & Continental Breakfast

8:30 a.m.

Chairperson's Welcome & Opening Presentation:
How To Integrate Strategic Planning, Budgeting, Measuring, And Reporting To Deliver Results To The Public

Over the past several years, we have seen a shift towards accountability and demonstrating results across all levels of government. Performance management processes including strategic planning, budgeting, measuring, and reporting on performance are now an integral part of how government agencies manage their programs and deliver results to the public.

The challenge that many government organizations face is how to integrate these processes into an effective performance management system. In this session, we will discuss a framework and success criteria for developing and implementing an effective and integrated approach to performance management.

• Defining and aligning strategic plans with performance management and budget processes
• Developing meaningful performance measures for your organization
• Integrating performance measurement and reporting
• Making informed decisions using measures to drive performance

Michael Nannini, Associate
BOOZ ALLEN HAMILTON

9:35 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.

10:30 a.m.

The Greatest Transformation Story Ever Told:
How The Balanced Scorecard Is Driving Success At The USPS

The U.S. Postal Service has evolved with the nation for more than two hundred years, defying predictions of its demise that began with the invention of the telegraph and have continued with forecasts of the impact of the Internet on mail. Once a government monopoly, the organization is now a self-sufficient agency operating in a highly competitive and dynamic environment. It faces the same challenges as most government organizations – doing more with less.

The Postal Service responded with a Transformation Plan that has led to recognition as one of the best managed agencies in government by Government Executive Magazine, with its success story profiled by the American Productivity and Quality Center and the IBM Foundation for the Business of Government.

In 2006, the Postal Service was inducted into the Balanced Scorecard Hall of Fame. The American Service Quality Index, which tracks the customer satisfaction of private and public sector companies, notes that the Postal Service is the most improved of all services measured since 1994.

• Achieve record service performance and customer satisfaction levels
• Improve safety performance and employee satisfaction
• Increase productivity while keeping prices below the inflation rate
• Use a balanced scorecard approach to improve and measure your performance

Kent Smith, Manager, Strategic Business Planning
U.S. POSTAL SERVICE

11:20 a.m.

A Case For Collaboration: Sharing Assets And Best Practices Across Municipal Governments For Strategic Planning, Budgeting And Performance Management To Do More With Less

Municipal governments throughout the United States are faced with very similar management challenges. While in many cases the scale is different, municipal governments face the challenges of increasing the efficiency of their staff and technology, driving better accountability for the value of services delivered and the need for more effective means of communicating outcomes to the taxpaying public. In addition, only by aligning people and business processes to strategic goals and objectives, can accountability be built from the employee level.

Sarasota County, Florida, in facing these challenges, discovered that they needed to build a system that would provide them with the results they wanted. In addition, they also discovered they could share their offering with other communities in an effort to share best practices and technology to maximize performance.

Discovering that no tools provided for these needs, Sarasota County created GovMax, which provides a shared set of tools for strategic planning, budgeting and performance management. Best of all, it was designed so that multiple communities can pool resources and distribute costs. GovMax helps governments do more with less, while meeting and often exceeding the ever-increasing demands for government performance and transparency.

• Integrates the elements of strategy, budgeting and performance management into one centrally managed system
• Integrates the operational and maintenance impact of capital programs into operating budgets
• Distributes ownership of fiscal planning and budget processes throughout the organization
• Provides transparency to citizens

Bob Hanson, Chief Information Officer
SARASOTA COUNTY GOVERNMENT, FLORIDA

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.

1:40 p.m.

How To Engage Citizens In Performance Measurement To Ensure Better Public Service Results

Citizens can be partners in performance measurement through a number of roles beyond that of voter and customer. Some of the main roles citizens can play in performance measurement programs for public sector agencies include providing assistance in "vision building" and direction setting for programs, as customer service evaluators, as informed consumers of "owner's reports" of public services, as service quality evaluators, and as co-producers of some parts of public services.

Many public sector programs - from childhood obesity to smoking cessation - work better with citizen and citizen group participation in goal setting and implementation. This session will look at examples of key citizen roles and how public agencies have engaged citizens as partners in the design and evaluation of performance measurement systems to improve public service outcomes.

During this unique session, you will learn about the maturation of public issues and suggested tools for citizen engagement on performance measurement in agencies such as focus groups, survey research, and community balanced scorecard approaches.

Lyle Wray, Ph.D., Executive Director
CAPITOL REGION COUNCIL OF GOVERNMENTS (CONNECTICUT)

2:30 p.m.

CitiStat: How To Use A Data-Driven Management Approach To Infuse Accountability Throughout Government And Help Effect Dramatic Improvements

CitiStat is a data-driven management approach utilizing real-time performance indicators to improve resource allocation and deployment decisions, develop more effective operational practices, provide relentless follow-up and assessment, and infuse accountability throughout government. These tools and strategies drive weekly meetings between members of the Mayor of Baltimore’s Cabinet and city agency directors and their top-level managers. Through this approach, the Mayor’s Office of CitiStat has helped effect dramatic improvements in municipal service delivery, from decreased service times to increased proactive identification of problems throughout the city of Baltimore. This has led to a more efficient use of government’s limited resources and enhanced quality of life for the city’s residents. From simple pothole repair and recycling collection, to more complex issues of storm water management and energy savings improvements for City buildings, the CitiStat hands-on performance management style will be explored in-depth.

• Implementing a data-driven performance management approach in city government
• Selecting and consistently analyzing mutually agreed-upon performance metrics to improve effectiveness
• Pursuing relentless follow-up and assessment of service-delivery and operational efficiency
• Creating a culture of both accountability and cooperation for managers
• Establishing a line of communication with city agencies and a source of accurate and timely intelligence for decision-makers

James Newman, CitiStat Analyst
CITY OF BALTIMORE, MARYLAND

3:40 p.m.

How To Thread Together The Keys To A Successful Performance Measurement Program - Leadership, Cooperation, Communication And Training

Performance results and an organizational culture of continuous improvement are fundamental management tenets in San Diego County government. The County's management "road map", the General Management System (GMS), enforces fiscal discipline and requires close monitoring of major risk factors; it also charges executives and managers with setting performance goals that match strategic priorities, and regularly checking progress to stay focused on results.

The County's 17,000 employees also care about results in providing services to the citizens they serve. They do things that matter for people, and they want to do them well. To effectively carry out these important responsibilities, managers and front line employees must have the capability to measure the effectiveness of their work and direct human and fiscal resources to the highest priorities. They must also have adequate information to make informed decisions.

While public sector performance management is always a work in progress due to changing conditions, San Diego County has put a system in place that should sustain its reputation for management excellence well into the future.

• Aligns performance measures placed in the two-year Operational Plan budget document with County strategic priorities to tell the stories of department strategies in clear and concise ways - - these sets of measures show what programs accomplish, not just what they do
• Provides "hands-on" instruction and training materials so managers can develop actionable performance measures that lead directly to the outcome results the County has determined are important to its customers and taxpayers
• Established a Performance Management Support Unit to serve as a resource to managers on measurement issues and to organize and deliver training in the desktop software application the county employs to display, track and communicate performance results
• Created standardized communication channels by posting basic performance measurement reference materials, a quarterly "Measurement Matters" newsletter and other useful "Links" in the application and on the County's intranet
• Shares "best practices," such as creating specialized performance reports to meet the needs of managers, staff and even the public
• Expands "in-house" knowledge of performance measurement principles and issues by taking advantage of "on-line" distance learning opportunities via interactive seminars and web casts

Chris Heiserman, Group Program Manager, Performance Management Support Unit
SAN DIEGO COUNTY, CALIFORNIA

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

4:30 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.