8:00 a.m.
Continental Breakfast & Networking

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

Marv Weidner, CEO and Chairman
WEIDNER, INC.

8:40 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.

As a recent winner of the Innovations Award from the Council of State Governments as well as receiving the Award for Excellence in Government Finance from the Government Finance Officers Association, the TIB's dashboard continues to deliver 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
WASHINGTON STATE TRANSPORTATION IMPROVEMENT BOARD

10:00 a.m.

How To Ensure Your Performance Measures Provide A Positive Return On Investment

Your organization most likely has outcomes and performance measures; but are you measuring the right things? Do your processes provide a return on investment or are they liabilities for your organization? The City of Grand Rapids implemented Lean Thinking in 2005 to achieve sustainable continuous improvement to meet the consistent challenge of change.

• Why you need to look at processes, and not just results
• Connecting process to performance
• How to identify the right processes for improvement
• Using Lean Administration as a tool for continuous process improvement

Connie M. Bohatch, Community Development Director
CITY OF GRAND RAPIDS, MICHIGAN

Eileen L. Pierce, Administrative Services Officer
CITY OF GRAND RAPIDS, MICHIGAN

10:50 a.m.

How To Navigate The Successes, Failures, Benefits And Challenges Of Building Your Own Comprehensive Performance Management System

Strategic plans and performance measures can only make a difference if they are used. Prince George’s County, Maryland is currently implementing a comprehensive performance management system that uses strategic plans and performance measures to make decisions for the budget process as well as for other activities throughout the year.

• How to develop strategic plans and measures that are useful in decision making
• Tools for decision makers for the budget process and regular review
• The relationships between planning, measuring, and decision making

Gregory Useem, Planning and Accountability Officer
OFFICE OF MANAGEMENT & BUDGET,
PRINCE GEORGE’S COUNTY, MARYLAND

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.

National Performance Management Commission:
How Can It Impact Your Government?

The National Performance Management Commission is the joint effort of 11 leading public interest associations, including the Government Finance Officers Association, that strive to develop a comprehensive, conceptual framework for public sector performance management. Performance management has increasingly become a standard practice among state and local government agencies, although no commonly accepted framework or guidelines currently exist. Following the successful model of the National Advisory Council on State and Local Budgeting in 1998, the Performance Management Advisory Commission is working to develop a voluntary framework to support and guide the efforts of state and local government to assess and implement performance measurement and management systems.

The Commission includes representatives from each of the 11 sponsoring organizations as well as recognized leaders in the field from management, academia, and the private sector. Their focus is to promote the knowledge, skills and resources at the state and local level needed to improve and increase the successful reliance on performance measures, rather than stipulating requirements or compliance. The Commission began its efforts in January 2008 and is estimated to complete its work in two years.

• Review the preliminary recommendations of the framework
• Learn about opportunities to track the progress of the Commission
• Review and comment on draft recommendations of the Commission when they are released in the future
• Understand how the Commission's work connects with other initiatives and impacts your organization

Christina Altmayer, Project Consultant
GOVERNMENT FINANCE OFFICERS ASSOCIATION

2:00 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.

3:00 p.m.

Using The Balanced Scorecard To Move From "Managing By Experts" To "Managing For Results" Through Data-Driven Decisions

Today's heightened emphasis on accountability requires a new model of managing publicly funded resources. No longer can government agencies rely on department directors making subjective decisions as the resident expert in their field. Implementing a balanced scorecard management framework provides a comprehensive and consistent approach to managing for results using data-driven decisions aligned with the organization’s mission, vision, goals, and strategies.

• Building your scorecard on a sustainable long-term vision
• The vital role of elected officials
• When and how the scorecard changes the behavior of managers
• How to measure the "unmeasurable" outcomes
• How your scorecard builds public support for services

John McGillicuddy, General Manager
MECKLENBURG COUNTY, NORTH CAROLINA

Larry Halbach, Executive Vice President
THE BALANCED SCORECARD INSTITUTE

3:50 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.