8:00 a.m.
Continental Breakfast

8:30 a.m.
Chairperson's Opening Of Day Two

8:40 a.m.

Balancing The Perils Of Performance Accountability

Agencies are increasingly using performance measures to manage. However, they find themselves facing a conundrum: if the measurement system focuses on accountability, managers tend to set lower performance targets for themselves. But if the measurement system focuses on performance improvement, managers tend to be comfortable with higher performance targets... yet cannot easily enforce action. How do leaders manage this legitimate tension?

A recent report by the IBM Center for The Business of Government sets forth five building blocks - tools and techniques for constructing a good measurement system for an organization. And it describes six practices that leaders need to use to make appropriately designed systems work properly.

This cutting edge session will survey this report with examples from the front lines, and will engage conference attendees to share their experiences.

John Kamensky, Associate Partner and Senior Fellow
IBM CENTER FOR THE BUSINESS OF GOVERNMENT

10:00 a.m.

Performance Measurement And Accountability For Grant Programs: Use Of The eLogic Model™ For Planning, Evaluation And Program Management

The Department of Housing and Urban Development (HUD) mandated use of a logic model in 2003 as part of its annual SuperNOFA grant application process and together with The Center for Applied Management Practices in 2006, released an electronic or eLogic Model™ for both grant application as well as reporting requirements. Through this effort, the logic model has been transformed from a static planning tool to a true interactive tool connected to a back-end relational database that provides selective content to drop down-pick lists for the creation of program logic models that identify needs, services/activities, units of measure and outcomes. The reporting features of the eLogic Model generate both printout of reports and transmission of summary findings via the internet to a central database where compilation across many programs is possible.

The SuperNOFA grant application process via the eLogic Model™ requires grantees submit projections for both services/activities and outcomes which become baseline data recorded in the database. The same eLogic Model™ is then used to record actual data from which a comparative analysis is made. It is from this accountable system that HUD can measure performance across programs and agencies within the Department as well as to determine which services/activities or interventions yield which outcomes. The same data also support responses to key management questions and will later be used to support preliminary return-on-investment analysis.

• The utility of the eLogic Model™ to create program logic models from a uniform knowledge base of statements of need, services/activities, and outcomes
• How to create logic models and how these logic models make projections, capture actual data and develop uniform performance measures across programs and agencies.

Attend this session and get a firsthand look at the pioneering work done by HUD in developing the eLogic Model™ to measure the performance of their grantees.

Frederick Richmond, President
THE CENTER FOR APPLIED MANAGEMENT PRACTICES

Barbara Dorf, Director
OFFICE OF DEPARTMENTAL GRANTS MANAGEMENT AND OVERSIGHT, DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT

10:50 a.m.

Improving Federal Government Performance With The President's Performance Improvement Initiative

The Federal Government is becoming increasingly effective by making program budget decisions based on program performance. The objective of the President's Performance Improvement Initiative (PPI) is to ensure that Federal dollars produce the greatest results. The Initiative's processes and activities may be useful to other government managers who are responsible for allocating resources to very large, complex organizations.

• Assessing program performance with the Program Assessment Rating Tool (PART)
• Using program performance information to ensure that Federal dollars produce the greatest results
• Holding federal agencies accountable for managing for results using the Budget and Performance Integration Scorecard
• Building the public trust by publishing results on the Internet

Pat Harris, Program Examiner
EXECUTIVE OFFICE OF THE PRESIDENT,
OFFICE OF MANAGEMENT & BUDGET

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.

1:10 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.

1:40 p.m.

How To Establish Accountability And Sustainability In Your Strategic Planning & Performance Measurement Process

The Scottsdale Police Department's (SPD) strategic planning initiative was designed to provide the Department with a single guiding document aligned with budget goals and performance measures. It would provide a long-range plan that would identify the organization’s priorities and be the foundation for the organization’s future. The Department wanted to establish the Strategic Plan, not as a document, but as a management philosophy based on strategic thinking and shared responsibility to ensure accountability and sustainability. A key focus of the initiative was to integrate all other plans, studies, performance measures, budget documents and operational plans into one Strategic Plan. The SPD successfully implemented a process that was participatory across both the organization as well as the community, instilled accountability, and has proven to be sustainable.

• The importance of having a champion for your process
• How to make the process participatory on an internal and external basis to create buy-in and acceptance
• Procedures to hold individuals at all levels accountable for action
• Processes to track and report progress and ensure accountability
• How to implement ongoing review and update to ensure sustainability

Will Davis, Police Planning, Research and Accreditation Manager
SCOTTSDALE POLICE DEPARTMENT

2:50 p.m.

How To Develop A Performance Measurement Framework To Integrate Key Outcome Measures Into The Budget: Complying With The Program Assessment Rating Tool (PART)

Increasingly, legislatures and policymakers are requiring federally funded programs to answer difficult questions such as "How is the public better off because of the investments you have made?" The Office of Management and Budget has made this a practical reality by evaluating programs using PART, and reporting the results to Congress and the public as part of the President's Budget Submission. In this session, you will learn a framework for measuring outcome and input measures for government programs and integrating them into forecasted budget requirements.

• Organizing your own strategic and performance planning processes
• Developing clear logic models which link resources to results
• Selecting the best performance measures
• Redesigning your budget to include performance measures, information, goals and targets

Kathie Kendrick, Director, Office of Performance Accountability, Resources & Technology
AGENCY FOR HEALTHCARE RESEARCH AND QUALITY,
U.S. DEPARTMENT OF HEALTH AND HUMAN SERVICES

3:40 p.m.

Managing For Results: Ensuring Performance Information Is Used And Useful

Performance information can help managers identify problems and corrective actions, share effective approaches and communicate strategy and resource allocation decisions. Too often, however, governments make insufficient use of the performance information they collect, and instead place primary emphasis on external reporting.

During this session, you will learn strategies you can employ to encourage the use of performance information in day-to-day decision-making.

Elizabeth H. Curda, Assistant Director, Strategic Issues
U.S. GOVERNMENT ACCOUNTABILITY OFFICE

4:30 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.