8:00 a.m.
Continental Breakfast

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

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

8:40 a.m.

A Balanced Approach To Strategy Development And Execution

The Defense Finance and Accounting Service (DFAS) was established in 1991 to consolidate, standardize and provide efficient financial management services to the Department of Defense (DoD). This task is massive and extensive. When DFAS was established, there were over 350 locations and systems involved in the financial management activities for the DoD. After a first round of Base Realignment and Closure (BRAC) in the mid-1990's, the number of operating locations was reduced to less than 30 sites. A second round of BRAC in 2004 has resulted in the number of locations being reduced to less than 10 sites. Finance and accounting systems have also been drastically consolidated to less than 100.

These significant consolidations have presented many challenges to DFAS. Customer service and recruiting and retaining a world-class workforce are but two of the major challenges. The balanced scorecard has played a significant role allowing DFAS leadership to maintain the proper oversight in assessing the organization's health from many perspectives. This presentation will provide some history, the challenges and opportunities, and an update of how DFAS navigated this rocky road over the past 16 years.

Learn from this large DoD organization how you can take the key steps for developing a balanced approach to performance-based management.

John Barber, Office of Strategic Management
DEFENSE FINANCE AND ACCOUNTING SERVICE (DoD)

10:00 a.m.

How To Access And Interpret Performance Reporting Data With Software Dashboard Technologies For Better Decision Making

Successful performance management demands effective performance reporting. Fortunately, technology has simplified the effort of communicating quality data to leaders and managers. Software dashboards in particular offer elegant simplicity to the otherwise difficult task of reporting performance for quick interpretation by both the numbers people and the ideas people. The use of dashboards to display decision-critical data has grown rapidly in the private sector and is catching on with public agencies.

The Washington State Transportation Improvement Board (TIB) implemented its performance dashboard in 2003 and followed Governor Gregoire's performance management directive in earnest after its adoption in 2004. Performance management became a key tool in driving the board's grant programs after years of over-programming by a prior administration. An internal performance dashboard was a natural extension of that focus because dashboards facilitate easy access and interpretation of data and provide instantly updated information for management decision making. The TIB's dashboard delivered the high-level performance reporting that successful performance managers need.

• A live dashboard demonstration over the Internet
• How performance management turned a government agency around
• How to develop software dashboards
• Measures that are really used

Stevan Gorcester, Executive Director
STATE OF WASHINGTON TRANSPORTATION IMPROVEMENT BOARD

10:50 a.m.

Measuring The Performance Of A Strategic Plan Using The Balanced Scorecard & The Malcolm Baldrige Criteria

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.

• 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

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.

Miami Beach Excellence Model:
Integrating Strategic Planning, Budgeting, And Data-Driven Management To Deliver Results To The Community Through Rapid Deployment And Declining Resources

The need to show measurable results fast in the face of declining resources is a reality currently faced by most government organizations. The City of Miami Beach had the challenge to transition from an organization with a strategic focus, but no data-driven component, to delivering measurable results tied to their strategic plan and resource allocation process.

The City of Miami Beach's Excellence Model is the framework through which the organization has been able to obtain measurable results focused on strategic community priorities in a short time period, while ensuring the effective use of resources. The City has seen measurable results by implementing strategies such as using community input to identify community priorities, assigning ownership at the executive level of strategic objectives or Key Intended Outcomes (KIOs), tying the resource allocation process to KIOs, deploying understanding of the priorities throughout the organization, and implementing a performance management system with the use of scorecards to track performance at all levels of the organization.

• Implementing the City's Excellence Model
• Rapidly developing an inventory of potential measures and benchmarks and deploying a performance management system
• Aligning strategic objectives to drive the resource allocation process through the use of department scorecards
• Creating accountability by tying individual performance to strategic objectives and results through the use of Individual Performance Plans and "My Essential Piece Card"
• Implementing performance improvement processes and techniques citywide to obtain measurable results with a specific example of how the City implemented a successful cleanliness program driven by Strategic Plan priorities
• Delivering meaningful results to the community in a short time period with effective use of resources
• Remaining sustainable in the face of declining resources

Kathie G. Brooks, Director, Office of Budget & Performance Improvement
CITY OF MIAMI BEACH, FLORIDA

2:50 p.m.

How To Integrate Budgeting, Performance Management And A Cost Accounting System To Better Manage Data & Demonstrate Results

What gets measured gets done; it is an old adage that is frequently ignored in governmental agencies. All too often agencies create high-level goals without the detailed measurements and data to determine if progress is being made over time. Performance based budgeting and management cannot be achieved without both high-level measures and the detailed data to support them.

Hear, firsthand, how Santa Clara County is pioneering the use of cost accounting to support the department wide comprehensive performance management program. You will hear lessons learned from using various software applications to track individual employee's workload and the cost of activities performed, and tying that information to the revenue generated and the department's overall performance management program.

You will also discover, in great detail, how one agency established a cost accounting system and integrated that information into budgeting and performance management.

• Establishing performance management outcomes and measurements
• Implementing the tools necessary for cost accounting
• Redesigning management of workload and budgets to include performance measures and cost accounting data

Larry Stone, Assessor
SANTA CLARA COUNTY, CALIFORNIA

3:40 p.m.

Using Performance Management At The Project/Initiative Level: Managing Project Risk, Identifying Core Goals, And Aligning Business And Technical Teams

Performance Management is one of the few tools available to government to demonstrate its benefits to the decision makers who allocate funds and to the taxpayers who foot the bill. The benefits that yield to any agency or department that truly uses this powerful tool are many. These same tools can also be effective in managing, governing and tracing the progress of IT projects, business transformation projects or specific legislative initiatives that require a focused project approach.

In this case study, you will go behind the scenes of a recent project applying performance management principles to a high profile, beleaguered and high-risk IT and business transformation project – Texas Integrated Eligibility, a health and human services ground breaking and controversial project. Learn how the benefits of performance management can be scaled to fit organizational needs at all levels from small to large.

• Develop a performance "dashboard" that can ultimately clarified executive goals and expectations - the "bottom up" approach
• Assist the multi-division teams to identify and accept respective responsibilities for successful project deployment – avoiding the "it’s their fault" syndrome
• Align project leadership and develop the cultural change necessary to sustain the effort

This will be a provocative and interesting session that you can't afford to miss.

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

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.