| Day
One: September 22, 2004 |
| 7:30 |
Conference
Registration and Continental Breakfast |
8:30 |
Keynote
Address: Show Me the Money: Funding Projects and Reducing
Expenditures through Effective IT Management
The drastic reduction in funding for city and county technology
programs reflects an ideological shift in the thinking of
budget authorities. What used to be a focus on IT deployment
as the almighty elixir for management and service woes, has
transformed into a focus on program results. Consequently,
local IT programs must meet the increased expectations of
constituents while working within the constraints of a depleted
budget. This session will explore the latest tools for funding
IT projects and how effective IT management can dramatically
reduce spending.
Michael Moore, Chief Information Officer, County of San
Deigo |
| 9:30 |
Latest
Initiatives in Managing, Measuring, and Planning for Local
IT
As budgetary dilemmas mount, government leaders are having
an increasingly difficult time implementing change within
their department. A comprehensive understanding of the latest
IT guidance at the local level is essential to driving the
change necessary to achieve mission goals. In this session,
discover the most recent guidance and mandates that promise
to influence the effectiveness and performance of your organization’s
IT programs.
Dianah Neff, Chief Information Officer, City of Philadelphia,
PA |
| 10:45 |
Break
& Refreshments |
| 11:00 |
Track
A: IT Capital Planning and Investment Management
Developing a Complete Investment Portfolio
• Develop a comprehensive investment portfolio system
to incorporate life-cycles and strategic business change
• Establish effective authority structures for IT investment
boards
• Plan for technology acquisition and architecture development
Bob Tettelbach, Vice-President for Consulting and Training,
The Performance Institute
Track
B: IT Cost Management
Emerging Lines of Practice in Cost Management
• Discover the latest trends in cost management for
IT
• Use effective cost management to reduce IT expenditures
• Develop a targeted strategy to improve cost accounting
Gail Roper, Director of Information Technology, Kansas
City, KS
|
| 12:00 |
Luncheon
Keynote: Latest Trends in Managing for Results in City and
County IT: Implementing Effective Investment Planning and
Cost Management
Performance-oriented investment management aids in selection,
management and control in the investment process. Combined
with comprehensive cost management, localities can more effectively
reduce costs and improve performance in IT programs. In this
session, discover the latest trends in IT investment and cost
management from a CIO who has lead the way for genuine reform
in the City of Chicago. Bring back the latest innovations
in IT management for use in your organization.
Christopher O’Brien, Chief Information Officer,
City of Chicago |
| 1:00 |
Track
A: IT Capital Planning and Investment Management
Implementing the Long Term Approach: Applications
for Long Term Investment Planning and Accounting for Life
Cycles
• Discover how comprehensive IT capital planning can
provide a structure that will reduce spending
• Learn how to develop and apply capital planning applications
into your organization to keep pace with technological growth
• Discover strategic tools for categorizing and prioritizing
investments and implement best practices
Gwen Cowart, Director of Communications and Information
Technology, City of Virginia Beach, VA
Track B:
IT Cost Management
Reducing IT Expenditures in Local Government through Activity-Based
Costing
• Establish clear objectives and performance plans
to ensure program success and survival
• Develop and implement a complete ABC/M framework
for IT
• Promote accountability and flexibility to better
align resources to priorities
Jo Anne Noble, Senior Fellow, The Performance Institute
|
| 2:15 |
Break
& Refreshments |
| 2:30 |
Track
A: IT Capital Planning and Investment Management
Implementing “Tough” Metrics: Using Applied Information
Economics to Maximize Return on Investment
• Develop quantitative metrics to measure performance
and ROI
• Evaluate risks and returns in IT investment portfolios
• Determine effectiveness to ensure quality deliverables
result from the investment process
Doug Hubbard, Hubbard Decision Research
Track B:
IT Cost Management
Full Cost Accounting: Evaluating Total Cost of Ownership
and Managing Life-Cycles
• Utilize ABC/M to align total cost of ownership with
IT cost management framework
• Determine and manage life-cycles to improve cost
allocation
• Correlate full assessment of direct and indirect
costs to intermediate outcome achievements
Jo Anne Noble, Senior Fellow, The Performance Institute
|
| 3:30 |
Track
A: IT Capital Planning and Investment Management
Case Study: Best Practices for IT Capital Planning
• Acquire best-in-practice strategies for effective
IT investment
• Understand key methodologies for managing a comprehensive
investment portfolio
• Discover lessons learned in using the ITIM framework
David Sullivan, Chief Information Officer, City of Virginia
Beach, VA
Track B: IT Cost Management
Calculating and Correlating Costs for Local IT Programs Using
a Performance Framework
• Acquire long-term and annual performance goals and
measures that monitor program success
• Develop performance-based functions that break down
silos and communicate success throughout the program
• Integrate goals, measures, outputs and activities
into a performance framework to illustrate success
Bob Tettelbach, Vice-President for Consulting and Training,
The Performance Institute |
| 4:30 |
Adjourn |
| Day
Two: September 23, 2004 |
| 8:00 |
Continental
Breakfast |
| 8:30 |
Keynote
Address: Technology Performance for Local Government: Delivering
and Measuring Taxpayer Value
Demonstrating project performance is of the highest priority
to budget authorities in cities and counties across the nation.
And yet, most CIOs recognize that current IT performance measures
are inadequate as agencies struggle to reform and improve
citizen services. IT and e-government initiatives offer immense
opportunities to improve government performance - but only
if those initiatives are planned, budgeted, managed and evaluated
based on performance-oriented criteria. In this session, learn
how government agencies can develop mission-aligned performance
measures for IT investments that not only enhance business
case funding, but improve IT project management. Emerge from
this session with proven methodologies for evaluating performance
in IT and the ability to implement strategic plans that are
effective and results-oriented.
Carl DeMaio, President and Founder, The Performance Institute |
9:30 |
Track
C: e-Government and Enterprise Partnerships
e-Government Update: Innovations in Citizen Centered e-Government
and Service Delivery at the Local Level
• Discover the latest trends in the development and
deployment of effective municipal e-Gov
• Implement proven tools to enhance service delivery
to citizens and business
• Design a cross-departmental IT strategy that will
ensure improved citizen interaction
Michael Armstrong, Chief Information Officer, City of
Des Moines, IA
Track D:
IT Performance Measures and Project Management
Overview of IT Project Management Guidance and Methodologies
for Local Government
• Review local IT project management trends
• Consolidate and manage multidirectional project
guidance
• Update and news on latest methodologies and emerging
mandates
Robert LeGrande, Deputy Chief Technology Officer, District
of Columbia
|
| 10:45 |
Break
& Refreshments |
| 11:00 |
Track
C: e-Government and Enterprise Partnerships
Building an e-City: Integrated One-Stop Service Delivery
• Provide accessible and usable one-stop e-service
to constituents
• Integrate multi-functional IT systems into a single
architecture
• Streamline and automate processes to improve municipal
customer service
Michael Armstrong, Chief Information Officer, City of
Des Moines, IA
Track
D: IT Performance Measures and Project Management
Project Management Case Study: The Greater Oklahoma City
Information System
• Discover the necessary tools to stimulate economic
development in your community
• Examine the most effective practices for executing
and managing city and county IT projects
• Utilize Geographic Information Systems (GIS) to
enhance service delivery and project targeting
Brenda Workman, Greater Oklahoma City, Chamber of Commerce |
| 12:00 |
Luncheon
Keynote: Homeland Security, Emergency Response and the Role
of Local Technology: Best Practices for Enhancing Local, State
and Federal Collaboration
With the development of the Department of Homeland Security,
city and county information systems increasingly play an essential
role in law enforcement, public safety, public health and
emergency management service delivery. Awareness of this role
entails responsibility for assuring the security and reliability
of those information systems through tightly woven collaboration
with state and federal authorities and the local response
community. In this session, learn proven methods for communicating
information with state and federal agencies from a trend-setting
San Diego CIO at the forefront of effective emergency management.
Also, emerge from this session with the ability to accurately
communicate information throughout the response community.
Reynaldo Arellano, Deputy City Manager and Chief Information
Officer, City of San Diego, CA |
| 1:00 |
Track
C: e-Government and Enterprise Partnerships
Enterprise Partnerships with the Private Sector: Best Practices
for Devising and Implementing e-Government Strategies through
Private Sector Collaboration
• Utilize the assets and expertise of private sector
companies to achieve new levels of IT program performance
• Develop a comprehensive plan to enhance collaboration
and effectiveness
• Identify program goals and prioritize agency needs
Christopher Neff, National Information Consortium
Track
D: IT Performance Measures and Project Management
Show Me the Measures for Local IT: Gauging Program Success
and Efficiency
• Implement performance measures that will evaluate
program success and serve as a management tool for decision
making
• Integrate performance measure with IT strategy to
create efficient, measurable results
• Assess quality to streamline and reduce number of
measures
Bob Tettelbach, Vice-President for Consulting and Training,
The Performance Institute
|
| 2:15 |
Break
& Refreshments |
| 2:30 |
Track
C: e-Government and Enterprise Partnerships
Enterprise Partnerships for G2G Business Functions: The
New York State-Local Internet Gateway Prototype
• Forge strategic partnerships to channel multiple
G2G business functions
• Develop common standards for aligning IT programs
with overarching architecture requirements
• Discover solid middleware application standards
for enhancing data management, information quality and communication
Meghan Cook, Center for Technology in Government, University
of Albany
Ed Hemminger, Chief Information Officer, Ontario County,
NY
Track
D: IT Performance Measures and Project Management
Implementing the Government Performance Logic Model to Develop
and Manage Common IT Performance Measures
• Establish a clear strategy for overcoming pitfalls
facing IT programs
• Define intermediate and end outcomes for your IT
program
• Develop common IT performance measures that communicate
your program’s internal and external priorities
Bob Tettelbach, Vice-President for Consulting and Training,
The Performance Institute
|
| 3:30 |
Track
C: e-Government and Enterprise Partnerships
Enterprise Partnerships for Customer Service: Coordinating
Across Multiple City and County Agencies to Improve Information
Quality and Service Delivery
• Collaborate across agencies and city/county lines
to streamline services and improve efficiency
• Develop a cross-departmental framework to link GIS
and document management to implement complete information
processing capabilities
• Provide increased citizen services online that are
automated and cost efficient
Greg Scott, e-Government Manager, County of Fairfax, VA
Track D:
IT Performance Measures and Project Management
Understanding and Implementing Earned Value Management
• Develop and integrate IT performance requirement
with resource planning and life-cycles
• Assess and minimize program risk
• Evaluate performance against budget restraint and
promote competitive sourcing
Prasad Kodukula, Kodukula & Associates
|
| 4:30 |
Adjourn |
| Post-Conference
Workshops: September 24, 2004 |
| 8:30 |
Continental
Breakfast & Workshop Registration |
9:00 |
Workshop
A: Making the Case for City and County IT: Building Better
Business Cases and Budget Justifications
Information
technology is an important but expensive tool for delivering
mission results. This pressing dilemma is exponentially
worsened by increased budget constraints. Consequently,
local governments are now being asked to explain more precisely
how their IT spending will support the achievement of agency
missions. In order to achieve full funding for your IT projects,
it is vital for your agency to stay on top of the latest
changes and aware of best practices for building better
IT business cases. IT investments that are accurately aligned
with results are vital to the development of effective and
usable e-Gov at the local level. In this workshop integrate
specific and dependable performance measures into your IT
business case.
• Identify and use all relevant guidance and instructions
• Apply project management techniques to complete
the budget justifications
• Integrate the business case development process
into your agency’s life-cycle management
|
| 12:00 |
Networking
Luncheon |
| 1:00 |
Workshop
B: Recruiting and Retaining World-Class Technologists for
Local IT
Local agencies have traditionally engaged in a “spray
and pray” approach to recruiting IT staff, wherein
the age-old practice of filling empty seats has been the
focus of recruitment initiatives. In this workshop you will
develop a framework and discover necessary tools to stimulate
more effective recruitment planning for IT.
• Define and implement a strategy for an effective
human capital recruitment plan
• Utilize emerging recruitment flexibilities to simplify
the hiring process and to cut off the bureaucratic red tape
• Develop a framework for strategic recruitment, that
begins with workforce analysis and ends with effective performance
measures
|
| 4:00 |
Workshops
Adjourn |
|
|