Government Performance Improvement Strategies
Day One: Strategic Planning and Performance Management Updates
Monday, December 13, 2010
8:30 Registration and Continental Breakfast
9:00 Discuss the Recent OMB Performance Memo and High-Priority Goals
• Review the key initiatives that OMB has outlined for performance management
• Understand the importance of organizing regular meetings to monitor the progress of your high-priority goals
• Learn how to create better networks in and out of government to further expand performance initiatives
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
• Review planning processes and implementation steps
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
Evaluate Strategy and Assess Stakeholder Involvement
• Conduct a SWOT analysis to analyze internal and external factors
• Solicit stakeholder input for your strategic planning process
• Identify all parties impacted by adopting new strategies and define a way to engage stakeholders
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
Day Two: Continuation of Strategic Planning
Tuesday, December 14, 2010
8:30 Continental Breakfast
9:00 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
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
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
Day Three: Measure what Matters: Defining Performance Measures
Wednesday, December 15, 2010
8:30 Continental Breakfast
9:00 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
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 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
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
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
Communicate Your Measures to All Various Stakeholders
• Determine who is the audience or key audiences for your performance reports
• Identify what different needs must be met for different audiences
• Evaluate the tools available to best format and present performance information
4:00 Training Adjourns
Speaker and Presenter Information
As the Policy Director at Th e 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, Th e US Navy and Army, Th e Forest Service, NASA, Th e Department of Commerce, Th e Department of Treasury, Th e National Institutes of Health and more than 70 other state, local and Federal organizations. His recent work with the Federal intelligence community included several briefi ngs to the U.S. House of Representatives Permanent Select Committee on Intelligence and working in an advisory capacity to the House Budget Committee. Jon brings more than 19 years of public sector experience to his current position, specifi cally in the fi elds 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 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 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 coauthor of the textbook, Knowledge Management: A Foundation for E-Government. He received a B.A. from Th e University of Michigan and a J.D from American University’s Washington College of Law.When
Mon-Wed, Dec 13-15, 2010, 9:00am - 4:00pm
Where
The Performance Institute
1515 North Courthouse Rd., Suite 600
Arlington, VA 22201
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Website
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Organizer
The Performance Institute
