8:00 a.m.
Registration & Continental Breakfast

8:30 a.m.

Chairperson's Welcome, Opening Remarks & Presentation:
How To Lead Organizational And Cultural Change To Achieve Results For Customers

This dynamic presentation will introduce you to advanced change management strategies to move your organization toward managing for results at both the strategic and operational levels. Advanced strategies to create organizational and cultural change used by successful managers and leaders in leading cities, counties, states and federal agencies will be highlighted.

Starting with the premise that performance measurement inherently prompts change in an organization, this presentation will help you lead and manage the change you are trying to orchestrate. The challenges you face in moving your organization forward, including bringing on board decision makers at all levels in the organization, are the challenges that keep you from sleeping at night. Special emphasis will be given to strategies that help managers throughout your organization recognize the value of measuring performance.

• Learning what changes can reasonably be expected when an organization measures performance
• Developing a system-wide commitment to build an integrated management system
• Using training as a way to instill the new culture
• Recruiting champions and sponsors for the change effort
• Appealing to managers' "enlightened self-interest"
• Using accountability systems to ensure performance
• Dealing with resistance; is this 'real' and is it going to last? The importance of connecting performance measurement to major business processes
• Productively involving appointed and elected officials, citizens and customers

Marv Weidner, CEO and Chairman
WEIDNER, INC.
Conference Chairperson

9:30 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.

10:00 a.m.

Morning Refreshment & Networking Break

10:30 a.m.

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.

• 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 and motivated atmosphere

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

11:20 a.m.

How To Successfully Implement Strategic Planning And Performance Measurement In A Rapidly Growing Population

The City of North Las Vegas began its strategic planning process in 2003, to create and implement Visioning 2025. Launched in March 2005, Visioning 2025 is a 20-year strategic plan that set up new priorities and gave new focus areas to the City. It was the first process for the City and helped to provide a strategic framework, serving as the basis of the move to performance and a working document used as the City's guidebook. During this process, the City Manager also instituted quarterly performance measures and participated in the National Benchmarking Association.

North Las Vegas has been one of the nation's fastest growing cities over the last ten years adding more than 100,000+ residents since the year 2000. With all of this change and growth, the City has overcome numerous challenges in service delivery and retooling in a changing economy.

This presentation will outline the challenges and successes of implementing this type of program, the various activities assigned, and the information created to provide more transparency of performance and organizational improvement.

• Information on the strategic planning process and lessons learned
• Sample measures for city departments and examples of goals
• How to create a user-friendly performance report
• The benefits and challenges of various public feedback processes including focus groups, surveys and using savvy citizens as editors

Michelle Bailey-Hedgepeth, Assistant to the City Manager
CITY OF NORTH LAS VEGAS, NEVADA

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.

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

2:30 p.m.

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.

• 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

3:35 p.m.

How To Use Performance Measures To Improve
Service Delivery In Your Government Agency

The University of South Carolina's Institute for Public Service and Policy Research has sponsored several local government comparative performance measurement projects since 1996. The primary purpose of these initiatives has been to serve as a catalyst for service delivery improvements in local government. Although there have been numerous cases where this goal has been attained, it has not been as widespread as the project staff had expected. In addition to sharing the key findings in the projects' eight service areas, this presentation will highlight examples where local government managers have moved beyond simply reporting performance measurement information to making data-based decisions for their departments and communities.

• Explore how local government managers and elected officials involved in these projects have processed performance measurement data
• Discuss the various reasons why performance measurement and benchmarking efforts fall short of expectations
• Consider strategies for helping your local government managers and elected officials actually use the performance measurement results

Anna B. Berger, Senior Research Associate
INSTITUTE OF PUBLIC SERVICE AND POLICY RESEARCH,
UNIVERSITY OF SOUTH CAROLINA

4:25 p.m.

Strategic Portfolio and Performance Management:
How To Chart Progress & 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 L. Ponder, MS, MSPH, Health Communications Specialist
NATIONAL CENTER FOR HEALTH MARKETING,
CENTERS FOR DISEASE CONTROL AND PREVENTION

5:15 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 Las Vegas's fine dining while you continue to network with your colleagues.