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agenda - Day 1: Tuesday, december 11, 2007

8:00 a.m.
Registration & Continental Breakfast


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

Rose A. Hayden, President
RAH CONSULTING, INC.
Conference Chairperson

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8:45 a.m.
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Aligning Employee Performance And Recognition With Organizational Goals To Dramatically Improve Performance

One of the primary mistakes made in the performance measurement arena is that too often measures are used to punish, intimidate and eliminate; causing resistance of the most instinctive kind. In this informative session, you will learn about an organization that has implemented a policy of performance-based reward rather than punishment, an approach that has inspired and dramatically improved performance.

This "Point a Minute Reward" program has dramatically improved performance in two significantly different environments; a Motor Vehicle Registration and Title Department, where it earned a National Achievement Award, and a Telephone Unit, where it earned a State of Texas Quality Customer Service Award.

In this session, you will learn:
  • The documented "before and after" impact on performance
  • Universally applicable core concepts of the "Point a Minute Reward" program so that you may design your own
  • How to create funding for the "Reward Pot"
  • Peripheral ripple benefits of the program, from happier staff, to an increased number of quality job applicants, to the public noticing and appreciating a more energized motivated atmosphere

David Childs, Ph.D., Tax Assessor
DALLAS COUNTY, TEXAS

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9:35 a.m.
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Speed Networking

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

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10:05 a.m.
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Morning Refreshment & Networking Break

10:30 a.m.
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A Performance Measurement Paradox:
When Indicators Improve But Citizens Don’t Seem To Notice

Performance measurement has become the rule in local government management: we now measure just about everything. But is it making a difference? Is there a connection between improvements in performance measures and the outcomes they are supposed to be driving? Using the recent experience of the City of Atlanta, we will look at the evidence and try to answer that question.

During this presentation, we will review the:
  • Data collected during the survey period and the correlation gaps
  • Difficulties associated with tying performance measures to experiential outcomes
  • Discuss the implications

David Edwards, Policy Advisor
OFFICE OF THE MAYOR, CITY OF ATLANTA, GEORGIA

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11:20 a.m.
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The Currents And Rising Tides Of Performance Metrics:
Building A Performance-Based Organization

Louisiana is known for its historical moments including the more recent encounters with Hurricanes Rita and Katrina. However, prior to the onset of these catastrophic events, the Louisiana Department of Revenue was setting out on its own historical journey – this journey of building a performance-based organization that would go through its own periods of storms, sunshine, and ultimately a productive rising tide.

Through this case study, you will learn:
  • The initial preparation for the performance storms
  • The methods implemented to ride the prevailing winds
  • The engagements with the rivers of despair
  • The components of the ark (systems) that would ultimately produce levels of production not before seen in a government agency in this state (and maybe not in any other state)

Gary Matherne, Deputy Secretary
LOUISIANA DEPARTMENT OF REVENUE

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12:10 p.m.
Lunch On Your Own -- But Not Alone!

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.
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How To Sustain An Energized & Engaged Workforce To Deliver Results

Hear how the Iowa Veterans Home gets its 1000+ staff engaged in their mission "Care – our only reason for being."

Learn how to reinforce your mission through your strategic plan and performance plan. This session will highlight how the State of Iowa ties budgets to performance measures, and how they ensure that all staff understand how they impact agency performance.

One tool the Iowa Veterans Home uses is a customer survey. Data is compiled at an aggregate level and then at the unit level. Hear how this state organization used a customer survey to shift its culture and employees became energized each year to review the data and see if improvement initiatives raised the unit’s scores. After the unit employees have reviewed the survey results, they use them to create their unit improvement initiatives.

Improvement initiatives are kept in the forefront to ensure the workforce remains mission-focused, with a culture that supports measuring success and customer focus.

This state case study will show you tools and strategies to:

  • Ensure employees know how they contribute to the mission, performance plan and strategic plan on a daily basis
  • Sustain an energized workforce engaged to provide customer-focused services
  • Disseminate data your employees can understand and look forward to reviewing
  • Get employee buy-in with performance improvement initiatives

Daniel Steen, Commandant
IOWA VETERANS HOME

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2:30 p.m.
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How To Develop Strategic Goals And Measures To Support Your Organizational Priorities And Measure Your Success

Strategic Planning provides us with direction for the future and guides Stanislaus County towards excellence. On April 5, 2005, the Stanislaus County Board of Supervisors adopted new priorities to establish the future direction of the County. These priorities guide funding decisions and provide strategic direction to departments. Goals and specific measures have been created to support these priorities with actual results achieved and lessons learned reported annually before the Board of Supervisors.

During this informative session, you will learn how to:
  • Build an organizational strategic plan to support organizational priorities
  • Create specific goals and outcomes to measure your success
  • Align individual performance to the organization's priorities
  • Report actual outcomes achieved and lessons learned

Christine Kneller, Senior Management Consultant
STANISLAUS COUNTY, CALIFORNIA

Claudia Krausnick, Deputy Executive Officer
STANISLAUS COUNTY, CALIFORNIA

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3:20 p.m.
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Afternoon Refreshment & Networking Break

3:40 p.m.
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How To Link Accomplishment Information To Better Align Planning, Performance Measurement And Budgeting

Focusing on information about proposed accomplishments can help to better link planning, performance measurement and budgeting. What options are there for the content and format of accomplishment reports?

A case study of accomplishment reports will highlight the Annual Performance Progress Report of the Oregon Department of Transportation which this year received the Association of Government Accountants Certificate of Excellence for Service Efforts and Accomplishment reporting. Additional examples will include accomplishment related information in benchmarking, customer satisfaction, financial, internal operations, and public accountability reports.

The case study and reporting examples will show strategies to:
  • Develop performance measures that highlight proposed accomplishments
  • Format reports to emphasize accomplishments
  • Align planning, managing and budgeting using accomplishment information
  • Stimulate performance with accomplishment information

Scott Bassett, Performance Measurement Manager
OREGON DEPARTMENT OF TRANSPORTATION

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4:30 p.m.
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How To Coordinate And Collaborate With State, Tribal And Local Government Partners To Measure Performance And Carry Out Your Strategic Plan

The U.S. Environmental Protection Agency (EPA), States, Tribal, and local governments work together to protect and improve the quality of the Nation’s waters. EPA enforces federal clean water and safe drinking water laws, provides support for municipal wastewater treatment plants, and takes part in pollution prevention efforts aimed at protecting watersheds and sources of drinking water. The Agency carries out both regulatory and voluntary programs to fulfill its mission to protect the nation's waters.

The EPA Office of Water takes a strategic approach in overseeing the delivery of the national water programs. The EPA Strategic Plan defines water goals and objectives. The Office of Water uses an annual planning process for creating the operational plan for the National Water Program. The operational plan provides a road map to addressing program priorities and achieving public health and water quality goals. Performance measures are used in budget formulation, program evaluations, and performance assessments.

You will leave this session learning how U.S. EPA Office of Water:
  • Implements the water elements of the EPA Strategic Plan
  • Integrates performance information in planning processes, such as budget formulation, priority setting, and annual planning
  • Structures coordination across EPA program and regional offices, states, and other partners to share and gather information
  • Addresses reporting challenges

Vinh Nguyen, Senior Planner
U.S. Environmental Protection Agency, Office of Water

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5:20 p.m.
End Of Day One


5:30 p.m.
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Networking Reception: Please Join Us!

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!


7:00 p.m.
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Dine Around

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

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