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Speaking Faculty
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Featuring
a speaking faculty that includes:
Carl DeMaio, The Performance Institute/Reason Foundation
Jeff Bergin, The Performance Institute
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Agenda
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Day
One: January 22, 2004
Developing a Strategic Plan
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| 8:00 |
Registration
and Continental Breakfast |
| 9:00 |
Keynote
Overview: Strategic Planning integrating GPRA and PMA
Strategic
Planning is an initiative that focuses on creating long-term and
annual performance goals for government agencies. These plans are
used as the foundation for agency performance as well as a blueprint
for agency outputs. This keynote address will provide an overview
of strategic planning and managing for results as outlined in GPRA
and the PMA, as well as its role in the future. |
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The
Government Performance Logic Model
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| 9:45 |
Step
One: Managing Senior Leadership Involvement, Stakeholder Dialogue,
and Project Planning Teams
• Establish roles and
accountability of efficient teams to identify specific goals from
agency mission
• Incorporate the input
of stakeholders in the planning and performance measurement process
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10:30
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Step
Two: Defining Agency Mission
• Create a clear and defensible
agency mission that provides a unique, significant contribution
made by the organization
• Identify your program's
end benefit to justify to taxpayers |
| 11:00 |
Break |
| 11:15 |
Step
Three: Defining Outcome Goals
• Clearly identify "bottom
line" results for your organization
• Provide limited, yet
clearly defined pieces of evidence highlighting programmatic success |
| 12:15 |
Networking
Luncheon |
| 1:15 |
Step
Four: Issue Landscape Assessment (Internal and External SWOT Analysis)
• Conduct review of organizational
capacity for change and implementation
• Identify and address
areas of concern and potential within organizational structure |
| 2:00 |
Step
Five: Defining Strategies and Intermediate Outcome Goals
• Assess organizational
change required to meet program goals
• Arrive at clear, effective
strategies for achieving end outcomes |
| 3:00 |
Break |
| 3:15 |
Step
Six: Program Alignment and Workload/Output Goals
• Integrate budgetary
and management
• Identify necessary
administrative outputs operating outside the framework of outcomes
and strategies.
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| 4:30 |
Adjourn |
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Day
Two: January 23, 2004
Managing Change in Government
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| 8:30 |
Continental Breakfast |
| 9:00 |
Managing
Organizational Change in Government
Implementation
of new management initiatives must take into account the organizational
culture and acceptance for change. To successfully manage change
in an organization, capacity checks are required on an individual,
team, and corporate level. This overview will discuss the frameworks
required to manage change in your organization
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| 10:00 |
Assessing
Internal and External Resistance to Change
• Assess need for change
by examining stages of transformational change
• Evaluate risk and assess
the critical elements of change
• Ensure your organization
can sustain change through building resilience |
| 10:45 |
Break |
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11:00
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Developing
Change Management Strategies: Gauging initiatives for individuals,
teams, and the organization
• Establish strategy
for overall investment in change initiatives
• Acquire strategies
to determine the potential and the speed for change
• Ensure a positive
change process to allow future change initiatives
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| 12:00 |
Networking
Luncheon |
| 1:00 |
Role
of Effective Internal and External Communications in Leading Change
Through
the use of change management frameworks, examine how to best communicate
change management initiatives to your internal workforce as well
as to external stakeholders and taxpayers
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| 2:00 |
Case
Study One: Implementation of Effective Strategic Plans and Change
Management Strategies: Department of the Interior
• New FY2003-2008 Strategic
Plan and its emphasis on results
• Focus on broad department
missions while formulating GPRA performance plan
• Implementation of plan
across departmental |
| 2:45 |
Break |
| 3:00 |
Case
Study Two: Application of Strategic Plan in Government Organization:
Chesterfield County, Virginia
• Winners of the Senate
Productivity and Quality Award and Award for Continuing Excellence
• Creation of Chesterfield
University - organizational competency-based learning linked to
strategic goals
• Successful integration
of budget and performance, bureau, and individual lines |
| 3:45 |
Assessing
Organizational Response and Performance: Ongoing Assessment of the
decision making and the change initiatives occurring in the organization
• Establish quarterly reviews to re-assess performance measures
and the execution of the strategic plan
• Continue constant internal
and external communication to deliver key messages concerning project
implementation |
| 4:30 |
Adjourn |
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