8:00 Chairperson’s Welcome And Opening Remarks

8:15 Opening Keynote: Procurement Cost Efficiencies In The Federal Space

Having listened to the concerns of managers throughout government, the Chief Performance Officer and his team at the Office of Management and Budget have created an ambitious agenda addressing the focus needed for the greatest impact on government programs. As part of these priorities, it will be critical that those who contract with the government are delivering what they promised, in terms of price, schedule and performance.

This session, led by OMB Controller for the Office of Federal Financial Management, Danny Werfel, provides you the opportunity to be part of this important dialogue and effort.

Danny Werfel
Controller, Office of Federal Financial Management
Office of Management and Budget

Following his Keynote, join Mr. Werfel for a 15-minute interactive Q&A session on the OMB’s priorities and how to move these strategies down to the tactical level.

9:15 Keynote: Financial Management: A New Way Forward

With the cost of financial system management modernizations rising, human capital challenges become more acute and a rising demand from the public for real time and reliable information on where and how taxpayer dollars are being spent, it has never before been more critical for the Federal financial community to embrace a new and better direction for financial management. Over the past several months, OMB has been working closely with the CFO Council, the Treasury Department, the CIGIE and GAO to identify strategies for meeting new and emerging demands on the financial management and audit communities.

Speaker to be announced.

11:00 Panel Discussion: Change Management: The Cornerstone Of Effective Transformation

The current environment of transparency, efficiency and effectiveness constitutes a change in the way the government does business today. Declaration of a new concept can only be effective if an Agency or organization is willing to adapt to and adopt to this new way of doing business. Change Management – the cornerstone of effective transformation – is a significant tool in helping to shift the behaviors of an organization to support a new mission, vision or direction. In this session, you will learn how to:

• Address stakeholder needs, secure their support and minimize resistance to change
• Determine which combination of techniques to draw upon from across a diverse set of disciplines – business process, human capital strategy, strategic communications, learning and performance
• Discuss the critical success factors to implement and sustain tangible results

Moderator: Dave Mader
VP
Booz Allen Hamilton

Visit www.businessofgovsummit.com for panelist updates.

Panelists:

1:00 Start-Up Success Stories: From Organizational Models To Rollout Strategies

Initiating a strict commitment to a high-performance government operation can be intimidating, even with the recognized positive outcomes; however, when designing your organizational framework, an educated decision on which model and rollout strategy is right for you is the key to success. What types of models have worked well in the public sector already, and who is currently using them? What did these organizations take into account when establishing an agenda for a smooth rollout? This presentation will provide specific examples and answer the fundamental questions that go into deciding on an organizational model and learning how to effectively put it into action. In this session, you will learn about the following:

• The difference between various performance-driven approaches, from decentralized to centralized, to help you decide on an organizational model that works for you
• Types of organizational models and successful examples of each in the public sector
• Specific variables that need to be accounted for when deciding on an appropriate rollout strategy—one that will lead to sustainability and allow opportunity for growth
• Options for rollout strategies and who has used them

Sam Poston
SVP-Shared Services and Federal Government Lead
ScottMadden

2:00 Strategic Achievement Through Tactical Tools: Using Lean To Improve Your Organization One Process At A Time

High quality and performance are dictated by the successful completion of innumerable small tasks that are often forgotten amid the grand scope of an organization's vision. As a result, many improvement initiatives are doomed before they are even started. In this session, the process of determining where you are, where you are going and how you will get there using a logical framework and measurable objectives is laid out. In this session, you will learn how to:

• Increase buy-in of improvement efforts through the inclusion of the entire team
• Improve process cycle time by identifying and eliminating waste
• Measure performance through standardized processes

F. Lee Campbell IV
Chief of Strategic Planning, U.S. Army
Military District of Washington

3:30 Implementing A True Quality Assurance Program For Improved Customer Satisfaction

A fundamental part of establishing and successfully operating a highperformance organization is to understand not only what services are important to your customers, but also how well you are performing in these areas. Using a strong customer satisfaction measure will enable your organization to establish a quantitative measure of overall performance and track how you will improve over time. In addition, implementing a strong Quality Assurance Program can aid in the identification and implementation of continuous improvement opportunities within the organization. In this session, you will learn how the following outcomes were achieved:

• Identified potential cost avoidance of over $7 million dollars per year associated with HR Servicing Ratio improvement from current 1:61 to public sector benchmark 1:88
• Improved Customer Satisfaction rating to over 80% on an average monthly basis
• Average time to respond to an inquiry addressed via the tiered service delivery model is at less than 3 days.

Melissa Lytell
Director, HR Shared Services
U.S. Department of State

4:15 Using A Metric-Based Operational Framework To Establish Goals, Track Performance And Diagnose Problems

There’s a saying widely used in the business world that applies equally to Government: What gets measured gets done. But how do you make sense of all the data? And do your agency’s strategic goals and measurements have a clear link to the performance of programs and employees? Because metrics used in the Government have traditionally been process-oriented and not outcomes-based, many areas of Government has fallen short in using these measures to effectively drive organizational change. In this session, you will learn about the following:

• Improve response time to address change by identifying appropriate, targeted metrics
• Enhance resource utilization with a clearly-defined process of monitoring, documenting and reporting metrics
• Manage effective change and avert risk with a prescriptive topdown/ bottom-up approach

Betsy Murphy
Managing Director, Oversight and Management Analysis
U.S. Department of State

5:00 Case Study: Mitigating Risk By Defining Project Targets Upfront And By Building A Business Case With The Customer In Mind

Though not the first – and certainly not the last – the State of Tennessee faced a number of unique challenges and factors as it considered adopting a unique service delivery model and its strongest advocates were tasked with building a business case that addressed the 3 issues standing in the way of stakeholder buy-in: perception, performance and talent management. In this session, you will learn how Tennessee developed its business plan and learn what they know now that they didn’t know then, including how to:

• Effectively anticipate and address a number of critical issues upfront (funding, costs, timing, governance and whether to mandate the program) to reduce overall risk and enhance your prospects for success
• Leverage customer satisfaction surveys and performance reports for continuous improvement
• Protect the State’s $134 million ERP investment by supporting politically powerful small state agencies with limited administrative capacity to successfully transition from legacy HR and accounting systems

Carol White
Executive Director, Shared Services Solutions
State of Tennessee

5:45 End Of Conference Day 2