7:30
Registration, Continental Breakfast and Exhibits

8:30 Keynote Address: Progress Report on the Strategic Management of Human Capital Component of the President's Management Agenda Considerable progress has been made in the area of human capital planning since it was designated "high-risk" in 2001. Nevertheless, serious human capital shortfalls continue to erode the ability of many agencies to plan for their futures. In March 2003, the latest Executive Branch Management Scorecard was released to assess agency progress. The overwhelming majority of agencies showed progress, but 65 percent of them are still stuck at a "red light." Listen to the director of the Office of Personnel and Management discuss how agencies have moved beyond the planning stages and are now seeing true human capital transformation. Kay Coles James, Director, Office of Personnel Management

9:30
Leadership Panel: Emerging Innovations in the Management of Human Resources in Government
A panel of government human resources experts will discuss a variety of emerging management trends, including the recently passed Human Capital Performance Fund and the flexibilities allowed by the Homeland Security Act of 2002. Each panelist will deliver brief opening remarks and will participate in a facilitated question-and-answer period. Come prepared with questions!
Kevin Simpson, Executive Vice President and General Counsel, Partnership for Public Service
Bob Lavigna, President, International Public Management Association for Human Resources
Steve Nelson, Director, Merit Systems Protection Board
Ron Sanders, Associate Director for Human Resource Programs, Office of Personnel Management

10:45
Break

11:00
Track A: Human Capital Planning and Recruitment
Human Capital Planning: Meeting the Criteria of the PMA
• Align human capital strategies with mission, goals, and organizational objectives to improve performance and citizen satisfaction
• Determine core competencies to ensure that no skill gaps/deficiencies exist in mission-critical occupations
• Establish a strategic plan that attracts, retains and rewards talented employees
Marta Perez, Project Director for Human Capital Performance, Office of Personnel Management

Track B: Managing a Performance-Based Workforce
Establishing Employee Evaluation Reviews that Reward Outstanding Performance
• Establish clear and measurable performance goals and objectives, against which accountability will be established and performance assessments will be conducted
• Recognize and reward employee performance and acknowledge their contributions to the agency's mission
• Create a culture that encourages employees to assume more responsibility and accept assignments that provide leadership opportunities
Lou O'Boyle, Senior Fellow, Center for Human Capital Strategy, The Performance Institute

Track C: Improving the Management of Government HR Business Processes
Performance Measurement for Human Resources Functions
• Utilize best practices and innovative methodologies to build a comprehensive, end-result-driven recruitment process
• Establish appropriate performance goals and measures that ensure successful recruitment and retention of qualified candidates
• Achieve agency goals and stay aligned to your agency's overall mission
Felipe Monroig, Director of External Affairs, The Performance Institute

12:00 Luncheon Keynote: Legislative Views on Pay-for-Performance in Government The $500 million Human Capital Performance Fund will be used by federal managers to increase the salaries of their highest-performing employees - assisting with retention and recruitment efforts. In this keynote session, hear from a key congressional leader in on the role Congress is playing in government human resource management. Rep. JoAnn Davis, Chair, Subcommittee on Civil Service & Agency Reorganization

1:15
Track A: Human Capital Planning and Recruitment
Workforce Assessment and Analysis
• Anticipate how the nature of your agency's work will change and identify future human resources requirements
• Assess workforce needs based on your agency's strategic plan and project future workforce gaps
• Identify skill gaps caused by retirement, inter-agency transfers, and predictable employee turnover
Kirk Maconaughey, Environmental Protection Agency

Track B: Managing a Performance-Based Workforce
Flexibilities and Best Practices for Performance-Based Pay in Government
• Transition toward a "pay-for-performance" system to recognize and reward leadership and outstanding performance
• Ensure that your agency's performance management systems link to the agency's strategic plan, related goals, and desired outcomes in order to expand pay-for-performance systems
• Streamline your agency's HR system to focus on results, emphasize accountability, and strengthen the link between pay and performance
Chris Mihm, Director, Governmentwide Management Issues, General Accounting Office

Track C: Improving the Management of Government HR Business Processes
Technological Innovations for Human Resource Management
• Utilize technology to its fullest to provide services and information that is citizen-centered
• Establish techniques for meeting and exceeding citizen expectations through the use of technology
• Plan and justify agency IT requests on the basis of performance
Michael Armstrong, Chief Information Officer, City of Des Moines, Iowa

2:15
Break

2:30
Track A: Human Capital Planning and Recruitment
Using Competencies to Assess and Plan the Ideal Workforce
• Identify the skills currently available and the skill sets needed to meet future organizational requirements
• Assess employee work preferences in relation to specific job specifications and requirements
• Focus the hiring process on mission-critical skills that will result in superior performance
Julia Cronin, Director, Career Management and Recruitment, Internal Revenue Service

Track B: Managing a Performance-Based Workforce
Establishing Effective SES Performance Management Systems
• Assess agency positions to determine whether they meet SES placement criteria
• Design strategies to aggressively evaluate and recruit quality senior managers
• Ensure that senior managers are evaluated with strict accordance to the goals and measures set forth in the agency strategic plan
Evelyn White, Deputy Assistant Secretary for Management and Operations, Department of Health and Human Services
Frank Sullivan, Associate Administrator for Extramural Affairs, Substance Abuse and Mental Health Services Administration, Department of Health and Human Services

Track C: Improving the Management of Government HR Business Processes
Innovations in Managing Benefits in Government
• Create a system that gives employees the opportunity to design benefits plans that best meet their needs
• Utilize private-sector competition to keep costs reasonable, ensure high-quality care, and spur innovation
• Study new approaches to better administration of government benefits
Reginald Wells, Deputy Commissioner for Human Resources, Social Security Administration

3:30
Track A: Human Capital Planning and Recruitment
Innovative Recruitment Practices
• Develop a framework for strategic recruitment that begins with workforce analysis and ends with effective performance measures
• Utilize best practices and innovative methodologies to build a comprehensive and results-driven recruitment process
• Assemble a hiring plan that ensures your agency will be well-staffed in an improved economy
Lou O'Boyle, Senior Fellow, Center for Human Capital Strategy, The Performance Institute
Blake Zach, Associate Director, Center for Human Capital Strategy, The Performance Institute

Track B: Managing a Performance-Based Workforce
Enhancing Quality of Life in the Government Workplace
• Design a hiring process that shortens the timeframe between application and offer
• Establish agency incentives to attract employees motivated by the desire to balance the demands of work and family
• Provide employees with the flexibility to better-manage their work and personal responsibilities
John Palguta, Vice President for Policy and Research, Partnership for Public Service

Track C: Improving the Management of Government HR Business Processes
Managing the Training Function in Government
• Develop strategies for effectively administering training and development programs
• Align training initiatives with the goals set forth in the President's Management Agenda
• Examine best practices and lessons-learned from leading federal agencies
Jerome Butler, Director, Office of Training and Human Resources, Department of Energy

4:30
Adjourn

7:30
Registration, Continental Breakfast and Exhibits

9:15
Track A: Human Capital Planning and Recruitment
Tailored Strategies to Recruit Specific Skills
• Integrate the identification of mission-critical occupations with competency-based analysis of "profiles for positive hires"
• Devise segmented and profile-specific marketing strategies to target the skills needed by your agency
• Maximize partnerships with professional associations and key academic institutions
Office of Human Resources, Department of Labor

Track B: Managing a Performance-Based Workforce
Crafting and Implementing Employee Development Plans
• Implement management techniques that best suit the needs of your agency
• Develop an employee performance plan that furthers the mission of your agency and enhances the quality of its workforce
• Promote a climate of continuous learning and professional growth, helping to sustain employee performance
Paul Barsnica, Director, Office of Training and Knowledge Management, Department of Commerce

Track C: Improving the Management of Government HR Business Processes
Effective Collaboration with Employees and Unions
• Improve labor-management relations to deliver the best possible citizen services
• Ensure that labor-management relational policies and practices help your agency achieve its mission
• Develop labor-management relations to increase employee morale and bring employees and management closer together
Bobbie Kelly, Director, Personnel Policy & Programs Division, Internal Revenue Service

10:30
Break

10:45
Track A: Human Capital Planning and Recruitment
Using Internships and Fellowships for Recruitment
• Further short-term and alternative staffing options to fill various human capital needs
• Utilize a willing and ready pool of talent to expose students to the work of the federal government
• Cultivate future leadership and promote workforce diversity by recruiting students with mission-critical skills.
Mary Ellen Beach, Chief, Workforce Planning and Information Management, Nuclear Regulatory Commission

Track B: Managing a Performance-Based Workforce
Succession Planning and Leadership Development
• Establish a process that recruits employees, develops their skills and prepares them for advancement while ensuring a return on investment
• Maintain a system that places highly qualified people in all positions, not just today, but tomorrow, next year, and five years from now
• Identify and track high-potential employees for leadership positions
Jim Trinka, Director, Leadership and Organizational Effectiveness Internal Revenue Service

Track C: Improving the Management of Government HR Business Processes
Providing Effective ADR/Mediation Services
• Identify workforce and regulatory trends resulting in formal employee complaints
• Increase your awareness of current issues that pose organizational and human resource challenges in your agency
• Integrate best practices and performance-based measures from private- and public-sector models
Deborah Laufer, Director, Federal ADR Network

12:00 Luncheon Keynote: Human Resources in an Integrated PMA Improving program results - whether in the areas of performance-based budgeting, financial management, competitive sourcing, electronic government or human capital - requires an integrated, coordinated effort from talented, well- motivated employees. The President's Management Agenda places equal priority on each of those areas and demands that equal attention be paid to them by agency officials. The most successful agencies thus far have been the ones who coordinate planning and growth activities across the five areas to discover that improvement in one area can lead to improvement in the others. Carl DeMaio, one of the nation's most sought-after experts on the PMA and performance- based management in government, will explain from the human resources point- of-view how the five goal areas inter-relate and how harnessing those relationships can improve your agency's results. Carl DeMaio, President, The Performance Institute and Senior Fellow, Reason Foundation

1:15
Track A: Human Capital Planning and Recruitment
Recruiting and Retaining a Diverse Workforce
• Compile and analyze diversity statistics to identify underrepresented groups
• Develop a marketing and recruitment campaign to reach candidates in underrepresented groups
• Involve agency employees in the development and implementation of diversity recruitment initiatives
• Cultivate partnerships with organizations yielding qualifies and diverse candidates
Napoleon Avery, Acting Chief Human Capital Officer, Internal Revenue Service

Track B: Managing a Performance-Based Workforce
Taking Corrective Action: A Step-by-Step Guide to Redirect an Employee While Minimizing Risk
• Learn how to communicate effectively with employees and ensure that they are aware of management expectations
• Distinguish between situations that require corrective action and situations that may require some other managerial approach
• Help employees improve performance by providing specific recommendations and requirements
Skip Petit, President, International Training Consortium

Track C: Improving the Management of Government HR Business Processes
Defining the Role of Human Resources in Competitive Sourcing
• Meet new requirements for competitive sourcing called for by the revised OMB Circular A-76
• Identify the benefits and drawbacks of outsourcing HR functions and decide whether it is appropriate for your agency
• Communicate effectively with employees and unions about the potential repercussions for resources management
Tom Kaplan, Competitive Sourcing Specialist, Office Personnel Management
Ann Benson, Senior Project Manager, Jupiter Corporation

2:15
Track A: Human Capital Planning and Recruitment
Effective Branding and Marketing of Agency Mission
• Identify a clear brand related to agency mission that markets to potential employees
• Consider a government-wide or mission specific "call-to-service" campaign
• Develop department-wide marketing strategies and recruitment structures
Anne Marie Acton, Director, Central Office Human Resources, General Services Administration

Track B: Managing a Performance-Based Workforce
Soliciting and Responding to Employee Feedback
• Develop an easily accessible system for comment and complaint submission and processing
• Utilize employee feedback to improve your organization's management
• Understand the basic guidelines necessary for analyzing employee feedback
Jeri Buchholz, Director of Human Resources, U.S. International Trade Commission
Tim Barnhart, President, Federal Management Partners

Track C: Improving the Management of Government HR Business Processes
The Diplomatic Readiness Initiative: A Human Capital Success Story
• Lessons-learned in utilizing the Web to streamline the hiring process at the State Department
• Obtain proven strategies to successfully recruit future civil service leaders
• Learn how to intensify the recruitment of minorities through collaborative partnerships
Niels Marquardt, Special Coordinator for Diplomatic Readiness, Department of State

3:15
Break

3:30
The 21st Century Federal Manager
How well federal agencies fulfill their missions directly determines their impact on the American people. The size and scope of those missions may vary greatly, but they share a common trait - their success depends on individual civil servants doing their jobs well. For that to happen, good leadership is essential. Listen as experts from the National Academy of Public Administration discuss the changing roles of federal managers in the 21st century and the strategies and actions needed to enhance managerial effectiveness.
Frank Cipolla, National Academy of Public Administration

4:30
Adjourn

7:30
Registration and Continental Breakfast

8:30
Workshop A: Alternative Dispute Resolution in Government
This hands-on interactive workshop takes participants through the strategic development of a conflict management system. No one likes conflict. But all human resource managers know that conflict is an inevitable fact of life in the workplace. This session will show HR managers how to:
• Prevent conflict from escalating into costly legal disputes
• Identify internal and external factors affecting your program goals and objectives

Workshop B: Performance Measures for Government Human Resources
Using the Logic Model methodology, develop a clear set of goals and objectives in order to develop an effective human capital strategy. Identify effective performance measures and strategies that link resources to results and gauge the effectiveness of your strategic plans.
• Improve the quality and effectiveness of recruitment transactions
• Focus your human capital plan on strategies for recruiting, retaining, and training employees contributing to the attainment of agency mission goals

11:45
Lunch

1:00
Workshop C: HR's Role in Competitive Sourcing
The federal government's rules for competitive sourcing changed drastically this year, and not just for procurement officials - the revised OMB Circular A-76 are thoroughly changing the role of HR managers, too! At the end of the comprehensive workshop you will emerge with the tools to:
• Identify the work that can be contracted to the private sector and opportunities to de-layer management
• Effectively manage major aspects of programs under the new A-76 mandates

Workshop D: Comprehensive Strategic Human Capital Planning
Human capital plans link HR processes to the mission requirement of the agency. This workshop will delve deeply into the development of a strategic human capital plan that is aligned with the agency's overall strategic plan and based on a workforce analysis that integrates data on mission-critical skills and competency gaps.
• Ensure that your agency focuses its human capital plan on strategies for recruiting, retaining, and training employees
• Implement a human capital plan that meets agency requirements and addresses important President's Management Agenda guidelines

4:00
Adjourn