Agenda Details

Course One: Strategic Planning
July 19, 2010

8:30      Conference Registration and Continental Breakfast

9:00      Step 1: Connect Strategic Planning and Organizational Results

•           Discover why traditional strategic planning processes often fall short of delivering results
•           Identify the characteristics and requirements of successful strategic plans, planning pro cesses and implementation
•           Receive updates on the latest government performance mandates

 Step 2: Identify the Seven Strategic Elements of Results Oriented Agencies

•           Establish clear linkages to provide a visible chain of evidence to current agency value
•           Measure the importance and relative impact of agency strategies
•           Clearly communicate agency priorities and goals to all stakeholders

12:00    Lunch Break

 Step 3: Evaluate Strategy and Assess Stakeholder Involvement

•           Conduct a SWOT analysis to analyze internal and external factor
•           Solicit stakeholder input for your strategic planning process
•           Identify all parties impacted by adopting new strategies and define a way to engage stakeholders

 Step 4: Conduct the Strategic Planning Process

•           Develop results-oriented strategies to achieve departmental outcomes
•           Develop statute-based mission statements and customer focused values
•           Assess internal & external factors affecting agency’s delivery of outcome

4:00      Day One Adjourns

Course One: Strategic Planning
July 20, 2010

8:30      Continental Breakfast

9:00      Step 5: Implement and Manage Strategic Plans: Best Practices in Government Strategic Planning

•           Conduct an organizational readiness assessment to target barriers to change
•           Define role for and appoint an external performance advisory panel
•           Appoint initiative owners to keep strategic initiatives on track

12:00    Lunch Break

Course Two: Performance Measurement

12:30    Conference Registration

1:00      Step 1: Measure Performance for Results

•           Understand why you should measure performance in your agency
•           Implement the four criteria of effective performance measurements systems
•           Illustrate the linkages between daily activities and outcomes

 Step 2: Identify Characteristics of Effective Performance Management Systems

•           Understand the 8 critical success factors for effective performance management systems
•           Increase data availability and make sure the data is readily accessible
•           Manage and Analyze data in a uniform and consistent manner

4:00      Day Two Adjourns

Course Two: Performance Measurement
July 21, 2010

8:30      Continental Breakfast

9:00      Step 3: Understand Logic Models

•           Define the relationship between outcomes, measures, activities, outputs and inputs
•           Develop a framework and a process for planning, management and evaluation
•           Provide a structure for understanding the situation that drives the need for an initiative

 Step 4: Identify Outcomes and Intermediate Outcomes

•           Develop end outcomes that are grounded in mission and statute and that assess progress toward strategic goals
•           Measure only the things you can count rather than things that are strategically important
•           Use the SMART framework to develop effective outcomes

12:00    Lunch Break

1:00      Step 5:  Develop Measures and Metrics

•           Create meaningful measures useful for decision makers and other stakeholders
•           Develop clear measures that tells your departments story
•           Create relevant measures that do not become obsolete too early

 Step 6:  Narrow Casting and Targeting

•           Set targets for your chosen measures
•           Establish desired results within a specific timeframe
•           Understand the four attributes of a quality target

 Step 7: Manage through Measures

•           Use measures to manage and motivate employees
•           Manage your budget based on performance measures
•           Develop performance-based statements of works to manage contracts

4:00      Day Three Adjourns

Course Three: Performance-Based Budgeting
July 22, 2010

8:30     Continental Breakfast

9:00      Performance-Based Budgeting in Government: Concepts, Definitions and Mandates

•           Understand the latest laws and regulations that govern performance-based budgeting at the federal, state and local level
•           Identify the linkage between cost management and performance budgeting
•           Review the attributes of the performance measurement system and how it relates to performance budgeting

 Create a Performance-Based Budget: A Ten-Step Process to Integrate Performance and Budget Information

 Step1: Create alignment with a strategic plan, a mission and policy goals
 Step2: List and assign programs with outcome measure
 Step3: Service delivery activities are assigned outputs and related activities grouped by program
 Step4: Calculate activity costs
 Step5: Activity costs roll up to build program budgets
 Step6: Planned targets for outcomes and outputs are developed by planning efforts
 Step7: Budget costs from the performance-based structure are cross-walked to statutory line item budget
 Step8: Budget is presented, explained and justified based on performance expectations
 Step9: Use the PBB to evaluate actual cost and results
 Step10:Identify cost and performance improvements

12:00    Lunch Break

1:00      Review and Evaluate a Comprehensive Performance-Based Budget

•           Understand how to integrate mission, policy goals, and performance measures into your budget
•           Determine your strategic priorities in order to link your measures to your budget
•           Learn to illustrate inclusion within budgeting for better outcomes and results
•           Examine performance-based budgeting via an activity-based budget foundation

 Performance-Based Budgeting Application Session

•            Develop the foundation of your agencies performance budget by creating the activity, output and program structure

 Understand the Requirements of Performance Budgeting

•           Review a performance worksheet to better understand how to build targets for costs, outputs and outcomes
•           Discover system requirements for costing and performance integration
•           Evaluate techniques for cross walking the performance-based budget to the statutory budget format

4:00      Day Four Adjourns

Course Three: Performance-Based Budgeting
Friday July 23, 2010

8:30      Continental Breakfast

9:00      Understand and Communicate the Benefits of Performance-Based Budgeting

•           Identify the benefits and uses of performance budgets as it relates to managers, planners, elected officials and citizens
•           Learn how to create a strong business case for your budget request
•           Review the Four Part Assessment Rating Tool to better understand it’s relation to the performance-based budgeting evaluation process

 Performance-Based Budgeting Application Session

•           Further develop the foundation of your respective agencies performance budget by adding the operational outcome measures to the program structure

12:00    Lunch Break

1:00      Performance Management as it Relates to Performance-Based Budgeting

•           Discuss and learn the value of cost and performance management and how it ties to the budgeting process and it\\\'s financial impact
•           Create a culture of change and innovations
•           Target levels of improvement at the activity level
•           Develop action steps for process re-design
•           Increase the production of valued activities
•           Improve managerial accountability and decision making

 Case Study: Review of Performance Management and Budgeting

•           Review an actual problem as it is identified and the action steps employed to improve operational results
•           Identify areas of management challenges in program stewardship

4:00     Training Adjourns

Who Should Attend

Who Should Attend:

•           Directors of Strategic Planning

•           Program Managers

•           Program Analysts

•           Budget Officers

•           Performance Analysts

Trainer Biographies

Trainer Biographies:

Jon Desenberg, Consulting Director, The Performance Institute

As the Policy Director for The Performance Management and Human Capital Management Divisions at The Performance Institute, Jon Desenberg is responsible for developing, structuring and implementing creative solutions for our client’s organizational and workforce planning needs. Jon has led engagements in strategic, succession, and human capital planning with both private and public organizations.  His clients have included the US Department of Health and Human Services, the Department of Defense, The US Navy and Army, The Forest Service, NASA, The Department of Commerce, The Department of Treasury, The National Institutes of Health and more than 70 other state, local and Federal organizations.  Jon’s international clients include the Governments of China, Spain, Italy, and British Columbia.  His recent work with the Federal intelligence community included several briefings to the U.S. House of Representatives Permanent Select Committee on Intelligence and working in an advisory capacity to the House Budget Committee.

Jon Desenberg brings more than 19 years of public sector experience to his current position with The Performance Institute, specifically in the fields of performance management, strategic planning, and knowledge management.  As Managing Director, he successfully led the United States General Services Administration’s (GSA) Performance Management program, which ultimately resulted in aligned goals and measures cascading to all 13,000 employees. 

Jon Desenberg began his career as a policy analyst and speech writer on Federal IT Issues.  He contributed to the development of the Federal CIO Legislation and wrote for the Congressional Record and other publications on Federal technology policy. He was a Policy Analyst for GSA’s Knowledge Management Program and co-chaired the Federal CIO Council Committee on Knowledge Management.   Jon Desenberg was awarded with several commendations for his Federal Service, including the Presidential Leadership Award in 2000.

Jon has authored articles in Washington Technology, Government Computer News, and the Washington Post.  He is co-author of the textbook, Knowledge Management: A Foundation for E-Government.

He received a B.A. from The University of Michigan and a J.D from American University’s Washington College of Law.

Wayne Simpson, Senior Fellow, The Performance Institute and Founder, Advanced Ideas in Government

Wayne K. Simpson founder is nationally recognized for his expertise in Activity Based Costing – Management. He was the former Activity Based Costing Coordinator for the City of Indianapolis. In this position, he managed, organized, and facilitated Activity Based Costing & Management efforts city-wide. This included training of city employees on ABC principles and application and working with

Management and Union on using the ABC information to improve operations and prepare for managed competition.

A graduate of Purdue University, Mr. Simpson received his Bachelor of Science degree in Industrial Management and Accounting.  He spent 13 years in the private sector, including 8 years with Dow Chemical, and had been with the City of Indianapolis for the past 20 years where his last position was CFO of the Department of Parks and Recreation.

Mr. Simpson had been involved in the city of Indianapolis’ Activity-Based Costing and Management program since its beginning in 1992, which in addition became the foundation for the city’s Performance Budget also known as the ‘Popular Budget.’ Wayne has also trained and consulted for various federal, university, city, county, and state organizations on activity based costing, management and budgeting.

He has written articles and book reviews for periodicals such as The Government Accountants Journal and Government Finance Review. He is regularly sought out as a reference and acknowledged in publications such as Coopers and Lybrand’s Activity Based Management in Government and Activity Based Management for Service Industries, Government Entities and Non-profit Organizations by James Brimson and John Antos. He has also been quoted in periodicals and awarded special recognition describing the Indianapolis program and its use of Activity Based Costing such as American Productivity & Quality Center’s 1997 report Activity-Based Management II  Best Practices  for Dramatic Improvement.   He has conducted over 60 seminars, workshops, and presentations to numerous groups including Executive Enterprises, Institute for International Research, The Conference Board, Performance Institute, and the Government Finance Officers Association on activity-based costing, management, performance budgeting, and alternative service delivery options.

            Mr. Simpson belongs to the Government Financial Officers Association (GFOA) and has served on its Government Budgeting and Fiscal Policy Committee. He also has been involved in the Association of Governmental Accountants (AGA).  He is a Certified Government Financial Manager (CGFM).

Venue and Hotel

Government Performance Management Week will be hosted at The Performance Institute in Arlington, VA, just one block east of the Courthouse Metro stop on the Orange Line. A public parking garage is located just inside of the building.

Training Facility Address:

The Performance Institute
1515 North Courthouse Rd., Suite 600
Arlington, VA 22201
877-992-9521

Hotel

A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard by Marriott at the prevailing rate of $170. This rate is based on the Government Per Diem and is subject to change. Please call the hotel directly and reference code “Government Performance Management Week” when making reservations to get the discounted rate. The hotel is conveniently located three blocks from the Rosslyn Metro station.  Please ask the hotel about a complimentary shuttle that is also available for your convenience.   

Arlington Rosslyn Courtyard by Marriott  

1533 Clarendon Blvd.

Arlington, VA 22209

Phone:  1-703-528-2222

Phone: 1-800-321-2211

www.courtyardarlingtonrosslyn.com