InnoGOV magazine

INNOGOV | MAY 2009 1

STRATEGIES FOR FINDING AND RETAINING THE BEST HIRE

THE TOP FIVE REASONS FEDERAL MANAGERS SHOULD BE ON GOVLOOP

PLUSInterview:MARCUS PEACOCK, Creator of PART

www.InnoGov.org

Special Edition | May 2009

innomag.indd 1 4/24/09 10:28 AM

2 INNOGOV | MAY 2009

FEATURES

3 The Top Five Reasons Federal Managers Should Be on GovLoop

4 You Want Performance? Let’s Start with Planning

15 Top 5 Strategies for Finding and Retaining the Best Hire

18 Interview: Marcus Peacock, Creator of PART

EVENTS

6 The 2009 Federal Workforce Policy Forum

8 The 2009 Federal Technology Policy Forum

10 The 2009 Federal Financial Policy Forum

IN EVERY ISSUE

19 Seen & Heard

EDITORIAL

Managing EditorNICOLE CATHCART

Associate Managing EditorTARA SHUERT

EditorsANNA LAFFERRE, MICHAEL FORD, MONICA HUIE

DESIGN

Art DirectorRACHNA BATRA

What is Innovations in Government?The start of the Obama Administration brings with it unprecedented citizen expectations. The promises of the campaign and the mandate for change are a call to government managers for transformation. In this new economic landscape, it is innovations in government that will deliver results to the American people. InnoGov.org is the platform for sharing these innovations.

A product of the leading good government groups, InnoGov.org is a collection of forums, research and recommendations to bring insight and transformation to the federal government. Our goal is to centralize the importance of performance, accountability and transparency in government. Our task is to disseminate the leading best practices to government managers. Our promise is to help you build the capacity to serve and defend our citizens.

1515 N. Courthouse Rd., Suite 600, Arlington VA 22201 | 703-894-0481 |

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Open Up the CommunityGreat ideas come from everywhere. However, a lot of the places where the government community connects and discusses ways to improve government have geographical and time constraints. As I attended more of these events, I thought more about the government employee who couldn’t attend events after work activities as they had to pick up their kids. Or all the govies outside of D.C. who couldn’t attend these events. Or have funding to at-tend these great conferences elsewhere. Or the just retired fed who lives in NC but would still like to share his/her ideas. Or the academic/student living in Madison or Lawrence. GovLoop opens up the community and eliminates these restrictions (you just need Internet).

Meet New PeopleWhile Facebook/LinkedIn are great, it is mainly about staying in connect with people you already know. I wanted to meet and connect innovative people in the government community that I don’t already know. (But GovLoop has privacy controls if you don’t want to do this). Personally, I’ve already met a ton of innovative people and found a number of great blogs through GovLoop.

Break Down SilosGovernment can easily be siloed. You can be stuck in your agency. Your community (HR, IT, Policy, etc). Or only talk to only one sec-tor of government (federal, state, local). But I noticed in my par-ticipation in conferences, there were a lot of great ideas and ac-tion going on in a wide range of places. However, they often did not know about each other but would always be excited when they could make the connections and learn from each other. Hope-fully, GovLoop will break down some silos and increase sharing across all levels.

Outlet for IdeasMost people who work in the gov-ernment community are passionate about public service. Additionally, they have a lot of ideas on improv-ing government. However, these ideas may not always have a voice at your agency. This could be due to your organization structure, budget constraints, or management. Gov-Loop offers an outlet for people to share their ideas from the inside on how to improve government.

Central HubIt is hard to keep track of all the good stuff happening in government. There are tons of great trade magazine, professional organiza-tions, and professional development events that are great for new and existing govern-ment employees to get ideas and improve their career. However the vit is hard to keep track of what is going on as these discussions are stuck in their siloes. For example, rather than just federal web managers talking about social media wouldn’t it be cool to open up the dialogue to academics/students who may be innovating, digital natives who use social media daily, as well as state/local innovators who have ideas. I hope GovLoop can serve as a central hub for these great conversations.

Govloop.com has over 1,300 blogs, 1,000 discussions, 200 videos, 3,000 photos, and 400 events.

aunched in june 2008, govloop.com is becoming the “Facebook for Government” where over 8,500 federal, state, and local government employees con-

nect to share best practices and ideas to improve govern-ment. There is a ton of great information on the site with over 1,300 blogs, 1,000 discussions, 200 videos, 3,000 pho-tos, and 400 events. Members range from city town man-agers, county CIOs, and municipal public affairs officials to federal senior executives, public policy professors, and brilliant new government innovators.

Especially of interest on GovLoop are the number of groups on the site ranging from Acquisitions 2.0, Human

Resources, Open Source Software, and Communications Best Practices. Additionally, members post job openings at their office so it is a great place to find new openings and recruit new staff. Further, GovLoop has expanded into other additional mediums with a Twitter feed (@govloop) and a Gov 2.0 Podcast (gov2radio.com) with guests includ-ing Tim O’Reilly and TweetCongress.

The site was started by Steve Ressler, a federal govern-ment employee and also the co-founder of Young Govern-ment Leaders. Steve explained the background of GovLoop in his blog post “Top 10 Reasons I Created GovLoop.” Here’s five of them:

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s the nation’s largest think tank dedicated exclusively to government performance, The Performance Institute works closely with government agencies to develop and implement meaningful performance measures for nearly every operational function and mission area. Through its work, The Institute has established and refined a proven methodology for measuring government performance: The Logic Model.

A Note from Jon Desenberg



The Logic Model “V”The Logic Model “V” is an addition-al framework to the traditional logic model. It is especially useful to policy driven organizations because it helps bridge the gap between HQ and pro-gram management by illustrating the linkage between program capabilities, resources, and outputs and agency goals. The Logic Model “V” helps define priorities that maximize the impact of program activities and pro-cesses on outputs.

The SMART Performance Measurement Criteria: Measures that are MeaningfulOnce the Logic Model “V” is con-structed, a more detailed and activity-oriented performance measurement system must be developed for day-to-day management purposes. The SMART Criteria are used to deter-mine the usefulness, validity and ac-curacy of the performance measures to be used by the program at all levels. For a performance measure to be ef-fective, it must be:

1. Specific: The performance mea-sure has to indicate exactly what result is expected so that the performance can be judged ac-curately. The specificity of the measure is aided by clear defini-tions and standards for data collec-tion, standardization and reporting across program lines and among program employees involved in use of the measurement.

2. Measurable: The intended result has to be something that can be measured and reported in quantita-tive and/or clear qualitative terms. This characteristic is achieved when programs set numeric targets or employ an evaluative approach that can ascertain in a definitive manner whether performance expectations have been met.

3. Accountable: The performance measure has to be “owned” by a specific program line or employee

base to the degree that produced. Accountability is more than clari-fying who is charged with achiev-ing the result; it requires that management has devised targets based on what reasonably can be produced by the program during a given period of time. Accountabil-ity cannot be achieved if targets are unreasonable from the start.

4. Results-Oriented: The perfor-mance measure must be aligned to the Logic Model and track an im-portant value or benefit needed to advance the strategies and achieve the end results of the program. A performance measurement meets this test if it 1) measures an end or

intermediate outcome or 2) links to another measure already existing within the program that measures an intermediate or end-outcome.

5. Time-bound: The performance measure must set a specific time frame for the results to be pro-duced as well as allow for the re-porting of performance in a timely manner. In this case, the program must have measures to provide fresh enough data to be used by management for adjustments in the program and corrective action if necessary.

Jon Desenberg is Senior Policy Director at The Performance Institute.



8:30 Conference Registration and Continental Breakfast

9:00 KEYNOTE ADDRESS: Insight on the New Workforce Agenda The Government Accountability Office lists strategic human capital

management as one of its “high-risk” areas in 2009. The federal government can create as many laws, mandates and executive orders as it likes, but without a trained, motivated workforce, government will not succeed. Throughout his campaign, President Barack Obama made promises that would completely shake up the federal workforce. He authored a document, “Blueprint for Change” that contains proposals to reassign middle managers, reduce the number of outside contractors and create new performance standards for workers. This keynote will explore the new workforce agenda and provide insight on what federal workers should expect.

10:00 Refreshment Break

10:15 LEADERSHIP PANEL: Capitalize on the Excitement in Public Service

11:15 RETENTION SPOTLIGHT: Now that you Have the Right People, How do you Keep Them?

12:15 Luncheon

WHO SHOULD ATTEND:• Chief Human

Capital Officers

• Human Capital Planning Staff

• Human Resources Managers

• Personnel Staff

• Workforce Planning Managers

• Staffing Directors

• Training Officers

IT IS TIME

... to Lead

... to Strengthen Organizational Capacity

... to Assess the Use of Contractors in Government Work

... for Collaboration between Agencies

... for Accountability to the People

... for Innovative Solutions to Workforce Challenges

IT IS TIME FOR CHANGE. ARE YOU READY?

1:15 CHOOSE FROM TRACK A OR B

Track A: Human Capital Systems

Strategic Human Capital Management: Manage by Current and Emerging Mission Requirements

Track B: Recruitment and Retention

The Call to Serve: Strengthen Organizational Capacity through Strategic Recruitment and Retention


2:30 Track A: Human Capital Systems

Results-Oriented Culture: Create a Line-of-Sight between Individual Performance and Organizational Outcomes


Innovations in Government Recruitment: A Spotlight on the Franklin Fellows Program

3:30 Track A: Human Capital Systems

Human Capital Leadership: An Integrated Strategy for Success


Manage the Generations: Understand and Overcome the Generation Gaps in the Workforce

4:30 Day One Adjourns

Day One: June 10, 2009




9:00 KEYNOTE SESSION: Labor-Management Partnerships: Champion Change and Quality Services for the American People

Delivering the highest level of service possible for the American people demands the cooperation and involvement of federal employees and their union representatives. Only when all stakeholders in this relationship—managers, employees and union leadership—work together as partners can comprehensive change be achieved. The role of the National Council on Federal Labor relations must evolve as government evolves, and the role of labor unions must be continually defined through legislative and executive means. This session will help you establish an ongoing dialogue, clear mutual outcomes and a role for performance in your labor relationship.


10:15 LEADERSHIP PANEL: Pay-for-Performance: Maintain an Objective and Productive Dialogue

11:15 SPOTLIGHT ON WEB 2.0: Use Social Media to Promote Your Organization’s Mission

12:15 Networking Luncheon

1:15 CHOOSE FROM TRACK C OR D

Day Two: June 11, 2009

Track C: Employee Development

Workforce Improvement: A Lifecycle Approach to Matching Employee Competencies to Agency Needs

Track D: Partner for Results

Workforce Accountability: Increase the Oversight and Transparency in the Contractor Workforce


2:30 Track C: Employee Development

Learning Development: Develop a Learning System that Achieves Efficiency and Effectiveness


The Blended Workforce: Utilize Government Service and Contract Employees

3:30 Track C: Employee Development

Leadership Competencies: Develop High-Potential Leaders for Tomorrow’s Challenges


Beyond the Beltway: Partner with Your State and Local Agencies to Foster Talent

4:30 Conference Adjourns

“This conference

provided a thoughtful

insight into the future of Government

HR.”

SHANAZ MOBLEY, Strategic Recruitment

Officer, HHS




8:30 KEYNOTE ADDRESS: A Vision for Transparent and Open Government

Obama’s vision of creating a new level of transparency, accountability and participation for American citizens begins today. No longer will government be viewed as being secretive and closed off to the public. But in order to transfer the mindset of all Americans to look at the federal government as being open and transparent, a vision must be clearly laid out and defined. This is a main objective of the administration and this keynote address will present an outline of what needs to be done in order to begin moving forward and make this vision a reality.

9:30 LEADERSHIP PANEL: Citizen Transparency in the 21st Century

Scott Burns John Wonderlich CEO & Co-Founder Policy Director GovDelivery, Inc. Sunlight Foundation

10:45 Break and Refreshments

11:00 Roadmap to Collaboration Across Government

12:00 Lunch Break

1:00 Government 2.0: Leverage Social Networks in Government

Steve Ressler Founder of GovLoop Co-founder of Young Government Leaders

2:00 Cyber Security: Secure the Nation’s Public and Private Information Networks


3:15 Understand Privacy Protections for the Digital Age


WHO SHOULD ATTEND:• Chief Technology

Officers

• Chief Information Officers

• Deputy CTOs and CIOs

• IT Managers

• IT Directors

• IT Security Officers

• Government Contractors

IT IS TIME

... to Lead

... to Transform Government Through the Use of Technology

... to Renew our Nation’s Information Superhighway

... for Improved Coordination for Cyber Security Research and Development

... for Citizen Transparency

... for a Meaningful Debate about Our Fiscal Priorities


Day One: July 15, 2009




8:30 KEYNOTE SESSION: A Time to Lead: Utilize IT to Realize Agency Strategy

Today’s managers in IT are accountable not only for using technology to enable government processes but also for helping shape the strategic direction of their organizations and improving results to the taxpayer. During this session we will examine the role of government IT managers and learn about the latest trends and technologies to become less a technologist and more an agency business leader and strategic partner.

9:30 LEADERSHIP PANEL: Strategic IT: Acquire and Manage your Departments IT


11:00 Overcome Budgetary Challenges to Fund Necessary IT Projects and Programs

David HollisDirector of Cyberspace Programs Office of the Secretary of Defense

12:00 Lunch Break

1:00 Improve Infrastructure and Energy Efficiency: ‘Greening’ Your IT Department

2:00 Increase Transparency Between Agencies: The Advantages of Cloud Computing


3:15 Improve Infrastructure and Energy Efficiency: Understand Office Virtualization


Day Two: July 16, 2009

“I would recommend

this conference to a colleague

because the subject matter

was very informative.”

PATRICIA POOLE, Centers

for Disease Control




9:00 KEYNOTE ADDRESS: Future of Federal Financial Management The weakened state of the economy brings with it a new challenge to

government to find innovative ways to manage its money and show citizens it is transparent and accountable. With a new Administration, and a new party, in the White House, there will be new financial mandates and regulations designed to streamline processes, eliminate waste and ensure accuracy in financial reporting. This keynote will shed light on the future of federal financial management and what your agency should expect moving forward.


10:15 Improve the Relevance of Financial Reports: Examine the Performance and Accountability Report (PAR) Pilot

11:15 SPOTLIGHT ON CONGRESS: Examine the American Recovery and

Reinvestment Act

12:15 Lunch Break

1:15 Understand the Latest Financial Reporting Guidelines


2:30 Develop and Monitor a Proper Internal Controls System

Daniel Fletcher Deputy CFO Department of the Interior

3:30 Report Financial Results Clearly and Concisely to Taxpayers


WHO SHOULD ATTEND:• Financial Managers

• Financial Analysts

• CFOs

• Budget Analysts

• Budget Officers

• Program Managers

• Project Managers

IT IS TIME

... to Lead

... Develop a Performance-Based Framework for Accountability

... to Link Budgets to Annual Performance Plans

... for an Objective System to Evaluate Program Success

... for Citizen Transparency

... for a Meaningful Debate about Our Fiscal Priorities


Day One: August 12, 2009




9:00 KEYNOTE SESSION: Manage Your Budget and Fund Necessary Programs in a Tough Economy

With a national debt of $10.9 trillion and the necessity of a $787 billion economic stimulus bill designed to bring the United States out of the recession, it is safe to say these are tough economic times. Although budgets are tight and funding is often hard to come by, taxpayers still demand results. With increased competition for resources, it is imperative that your organization take initiative in developing better financial practices. This keynote will equip you with resources to create new and more efficient ways to manage your budget and fund programs.


10:15 LEADERSHIP PANEL: Implement Shared Services to Cut Costs and Improve Taxpayer Services

11:15 SPOTLIGHT ON CONGRESS: Defend Your Program’s Funding with Clear Performance Reporting

12:15 Lunch Break

1:15 Examine Requirements for Auditing Financial Statements


2:30 Discover Strategies to Minimize Improper Payments and Prevent Loss of Dollars

3:30 Create Relevant, Timely and Accurate Financial Performance Information


Day Two: August 13, 2009

“Very useful information

from knowledgeable

and experienced speakers.”

CARMEN ORTIZ, Human

Resources Specialist, Department of Treasury





Develop Accurate and Effective Employment BrandingThe first mistake organizations often make in re-cruiting is assuming the job description is the most important factor in finding the right candidates. The employment brand has equal importance in attracting the right person. “The job itself is only half the equation,” explains Jon Desenberg, senior consultant for human capital management at The Performance Institute. “When employees leave in their first 3-6 months of employment, the over-whelming cause is a cultural clash. Finding po-tential employees to thrive in your unique culture is the real challenge.”

The first step in forming your employment brand is to take an honest look at your internal culture. Is it faced-paced and entrepreneurial? Does creativity reign supreme, or are metrics at the core of every strategy? Defining and com-municating what makes working at your or-ganization unique, just as you would uniquely define your company brand in the market, will capture long-term employees. Determine these values by creating employee focus groups and surveys to develop your brand and ensure cred-ibility with your workforce. Diane Thielfoldt, co-founder of The Learning Café, suggests that finding a match for the social environment at your organization is also a key in developing a happy and engaged workforce. “You have to hire for fit, fit for the job, fit for the culture, and fit for the social network,” says Thielfodt.

Diversify Your OutreachRecruitment is like any other advertising—the most comprehensive ap-proach includes marketing your position through multiple channels and media. Relying on one approach can result in a homogeneous candidate pool, which may not yield the best choice. The basic online job posting is now the standard, but there are many options to supplement this strategy. Your company website should feature a careers section, where you can post openings or solicit resumes for a general job bank. Career fairs are a great way to pre-screen large numbers of applicants or fill a larger volume of positions. Social networking sites such as LinkedIn.com and Facebook are new avenues and alternatives for traditional networking and often allow you to preview an applicant’s recommendations or work samples.

Forming relationships with area universities and colleges gives you a great pipeline of talent, especially for hard-to-fill positions. Intern-ships, fellowships and scholarships are all ways to promote and recruit top talent. The federal government, for example, has significant short-ages in cyber security specialists, so they instituted a coveted Scholar-ship for Service (SFS) program. “The SFS program is a great example of innovative thinking. The best measure of success is that participants are staying beyond their mandated years of service. It may not be pos-sible for every organization to follow this model, but there are a few replicable elements here. Not only does the relationship between the organization and the university create a greater pool of applicants, but the agencies are creating the supply to match their demand,” Desen-berg says. Washington Area universities have career centers that can help organizations set up internship programs or participate in career fairs, regardless of organization size.

Sharing job opportunities and requesting recommendations from cur-rent staff is another great way to diversify your options. Referral incen-tives can drive applications from qualified individuals in your employees’ networks. Hiring friends or well-respected contacts of your current staff will increase retention in your organization. In fact, a poll by Gallup Management Journal (GMJ) found that employees with friends at work are seven times more engaged than their counterparts.

Written by Nicole Cathcart



Design a Comprehensive On-boarding ProgramAlthough seemingly premature to focus on an activity that occurs after recruitment, on-boarding, a term used to describe the initial training and adjustment period for new hires, helps increase the efficacy of your recruiting. The time and money spent finding a new employee can be wasted if your organiza-tion lacks a program to orient new hires from day one. Many challenges exist when integrating new employees into your culture, but on-boarding is one of the easiest techniques for keeping newly-acquired talent.

From the start, equip your new employee with the tools needed for success, including access to your organiza-tion’s strategic plan. “New hires, like all employees, should understand the mission and vision of your organization. Knowing where you fit in the big picture helps define priorities and responsibilities, even in the early days of em-ployment,” notes Desenberg. You can facilitate your new employees’ integration into the organization by institut-ing mentoring programs and encouraging peer relation-ships, but most importantly—give and receive feedback at frequent, scheduled intervals, with sit-down meetings and surveys. This sort of consistent communication encour-ages a transparent and honest environment that will drive performance and innovation.

Try “Boomerang” RecruitmentOne way to reduce costs in retention is to hire back high-performing, experienced former employees, or “Boomer-angs.” Although applicable for numerous industries, includ-ing Washington Area company Booz Allen Hamilton, this technique has gained popularity in the healthcare field. In the latest Nursing Economics, Karen Hart of Bernard Hodes Group Health Care Division notes that the healthcare indus-try has several professional groups that are primarily female, and include past workers that may have left the workplace to have children. Employees in the industry also frequently leave to pursue educational goals. This group is a prime tar-get for re-joining past workplaces.

Keeping track of former high-performers in an internal database is a great way to access intelligence for fast recruiting in tough times. The State Department, for example, keeps of database of workers and their unique skill sets to quickly recruit or tap expertise during critical staffing shortages. To start, look back at top employees who left on good terms over the last few years and build a database that includes their contact information, past salary information and skill sets.

The best part of this strategy? A study in the Harvard Business Review reported rehires are 40% more productive in their first quarter of work, and on average, stay longer than other hires.

Understand Workforce Demographics You’re heard of Generation Y or Millennials (1977-1990), Generation X (1965-1976) and Baby Boomers (1946-1964)—but should you approach recruitment efforts differently for each of these generations? Surprisingly, despite the much-hyped differ-ences, the generations have remarkably similar needs. On a macro-level, these generations differ significantly in their views of the workplace, needs from direct managers, expectations in careers and approaches to technology and communication. This is not to say there is significant variation in the quality of the work output by generation, but rather suggests utilizing different ap-proaches to achieve the desired output.

Start a generation-sensitive approach by forgetting any stereotypes you may have regarding different age groups. Since they have the highest readership of newspapers, it might seem logical to reach Baby Boomers through that medium, but according to the Pew Internet & American Life Project, 35% of internet users are now Boomers and 46% of internet us-ers are over 44. “Baby Boomers are all about building networks. They may not be as quick to embrace new technology, but they are growing savvier with the latest social networking tools, such as LinkedIn.com and Facebook,” says Thielfoldt. Think Generation Y is the only online generation? Pew reports that Generation X has the most active online life, and they are the generation most likely to shop, bank and look for information online.

Creating open lines of communication during on-boarding and maintaining communication throughout employment can help when managing any generation, but expect different feedback. “Generation X and Y are job consumers. They aren’t afraid to ask for what they need,” notes Thielfoldt, “and be ready to spend twice or three times as much time man-aging a millennial, or Gen Y worker, than other generations.”

Younger workers have also reported social responsibility and “green” companies as factors in their job searches. Even in positions with limited salaries, positioning an organization with a mission that resonates with workers and makes them feel like they are making a difference in the world can yield greater recruitment results. A recent report from the Johns Hopkins Listening Post project reported that for the nonprofit sector, consistent communication of an organization’s so-cial mission to employees and managers creates a measurable impact on recruitment success.

Nicole Cathcart is Senior Manager at The Performance Institute. From a recent White Paper written with support from The Washington Post. Read the entire paper at www.PerformanceWeb.org/RecruitingTips



How can President Obama use social media tools to show transparency to citizens? Social media is wonderful for connecting people with common experiences or interests and letting them share ideas, opinions, news, art . . . almost anything. So it could be a very effective tool to show people with specific interests what the government is doing and how it is performing. For instance, if someone was interested in farm spending. The Administration could set up a place that would show how much money is going to whom and for what purpose. Most importantly, it would show, specifically, what we expected to get from the farm programs before the money was spent and what we actually did get after it was spent. Also, the President could solicit opinions on how the government could change its farm programs. What social media tools can government managers use internally as well as externally? As a Chief Operating Officer, I used a blog to communicate to employees to encourage certain behavior and give everyone an idea of how the Agency was performing. It seems to me, depending on the purpose and type of organization, any number of tools may make sense. For instance, twitter has been an excellent way for emergency responders to communicate with each other (and the press) during a crisis. What are the biggest challenges the government will have to overcome in using social media tools? The biggest barriers have been legal and cultural, but I see both of these being overcome quickly. The longer term barrier is marrying up those people who operate gov-ernment systems (e.g., grant making, writing regulations, procurement, inspections) with those people who understand the capabilities of these new tools and figuring out how operations can be improved. That’s tough because the tools themselves keep evolving but I expect we will see some radical changes in how government does business in the next several years. As the inventor of PART, what improvements would you make? The greatest benefit of PART was establishing acceptable performance measures for virtually every federal program and creating a system of public accountability. Both the measures and system could be improved, but the greatest change that is needed is that the information be used to make decisions. When creating the budget, or deciding on a policy, or making FTE allocations, decision makers need to ask for and use PART information.

What can the Obama Administration do to improve science and technology measures, especially in research and development? There is a long trend of the science and technology budget being driven less and less by merit and more and more by earmark or other political considerations. The research budget is so important to the future economic well-being of the country that this trend needs to be stopped and reversed. The Administration should better focus federal spending and tax incentives on those areas where there is no or limited commercial interest such as basic research or areas of high risk but potentially high return. Outside of those areas where the government directly benefits, such as national defense, we should not be helping bring already viable technologies to market.

“ The longer term barrier is marrying up those people who operate government systems with those people who understand the capabilities of these new [social media] tools and figuring out how operations can be improved.”

Marcus Peacock Creator of PART

INTERVIEW



Driven by Values.Measured by Results.

Project Management

Strategic Planning

Performance Management

Resource Alignment & Management

Reporting & Evaluation

Workforce Development

Process Improvement

For more information about on-site training options and/or consulting services, please contact us at 703-894-0481www.PerformanceWeb.org/Consulting



The Performance Institute and IBM Cognos hosted a luncheon for government managers at the Atlanta Aquarium last month. Participants discussed the Economic Slowdown, the Incoming Administration and Performance Management.

We’ll be in Minneapolis, MN, Huntsville, AL and Austin, TX next — check www.PerformanceWeb.org to find out when we’ll be in your town!

“ The performance of our federal employees and managers is essential to the success of our government. We will do well to invest in them through training and professional development.” SENATOR DANIEL AKAKA, Chairman of the Homeland Security and Governmental Affairs Subcommittee on Oversight of Government Management, the Federal Workforce and the District of Columbia

“ We are asking the American people to trust their government with an unprecedented level of funding to address the economic emergency. In return, we must prove to them that their dollars are being invested in initiatives and strategies that make a difference in their communities and across the country.” PRESIDENT BARACK OBAMA, when signing the Recovery Act



POLICY FORUMS

The 2009 Federal Performance Policy ForumInsights and Ideas to Transform Federal Program ManagementMay 6-8, 2009 | Arlington, VA

Program Highlights:

• Develop a performance-based framework to achieve program outcomes

• Apply an objective evaluation system to measure success

• Link program results to fiscal priorities for taxpayer transparency

Designed for: Strategic Planning Directors, Program Managers, Program Analysts, Directors, Commanders, Chiefs of Staff, Budget Officers, Performance Evaluators

The 2009 Federal Workforce Policy ForumInsights and Ideas to Transform the Federal WorkforceJune 10-12, 2009 | Arlington, VA

Program Highlights:

• Strengthen organizational capacity through strategic recruitment, development and retention

• Determine the correct balance of contracted versus government-performed work

• Promote improved learning, communication and collaboration throughout government

Designed for: Chief Human Capital Officers, Human Capital Planning Staff, Human Resources Managers, Personnel, Workforce Planning Managers, Staffing Directors, Training Officers The 2009 Federal Technology Policy ForumInsights and Ideas to Transform Federal ITJuly 15-17, 2009 | Arlington, VA

Program Highlights:

• Emphasize the central role of technology to achieve citizen transparency and satisfaction

• Develop and maintain a collaborative, efficient and secure infrastructure

• Utilize new technology to promote an ongoing dialogue between citizens and their government

Designed for: Chief Technology Officers, Chief Information Officers, IT Managers, IT Directors

The 2009 Federal Financial Policy ForumInsights and Ideas to Transform Federal Financial ManagementAugust 12-14, 2009 | Arlington, VA

Program Highlights:

• Link agency budgets with annual performance plans

• Communicate fiscal priorities to executive, legislative and citizen stakeholders

• Manage tight budgets in this new economic landscape

Designed for: Financial Managers, Chief Financial Officers, Fiscal Analysts, Accountants, Financial Management Analysts, Project Analysts, Budget Officers

INSIGHT BREAKFASTS

Performance Management for Intelligence: Unique Challenges in Defining Outcomes and MeasuresJune 30, 2009 | 8-10 AM | Arlington, VA

The Acquisition Workforce: Defining the Job Requirements and Competencies of the Future Contractor WorkforceJuly 23, 2009 | 8-10 AM | Arlington, VA

Labor Relations: Balancing the Rights of Union Members and the Public InterestAugust 27, 2009 | 8-10 AM | Arlington, VA

INSIGHT WEBINARS

Process Improvement: Utilizing Lean Six Sigma and Project Management for Dramatic Improvements in Costs, Efficiency and QualityMay 20, 2009 | 12 PM

Planning and Budgeting for DoD: Applying a Strategic, Risk-based Framework to Determine PrioritiesJune 23, 2009 | 12 PM

IT Security: Managing the Delicate Balance between Information Security and Citizen TransparencyAugust 19, 2009 | 12 PM

INNOGOV’S CALENDAR OF EVENTS



LOGISTICS & REGISTRATION

InnoGOV SponsorshipAs a public policy think tank and training provider, The Performance Institute is an expert in bringing together leaders to share and discuss best practices and innovations. We connect decision-makers with respected solution providers. For more information on sponsorships or to get started, contact Jessica Ward at 703-894-0481 x 215 or [email protected]

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Venue:The Policy Forums will be held at The Performance Institute in Arlington, VA, just one block east of the Courthouse Metro stop on the Orange Line. A public parking garage is located just inside of the building.

The Performance Institute1515 North Courthouse Rd., Suite 600Arlington, VA 22201703-894-0481 www.PerformanceWeb.org

Hotel:A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard by Marriott at the prevailing rate of $165 until July 11. This rate is based on the Government Per Diem and is subject to change. Please call the hotel directly and reference the name of the event when making reservations to get the discounted rate. The hotel is conveniently located three blocks from the Rosslyn Metro station. Please ask the hotel about a complimentary shuttle that is also available for your convenience.

Arlington Rosslyn Courtyard by Marriott 1533 Clarendon Blvd.Arlington, VA 22209Phone: 703-528-2222Phone: 1-800-321-2211www.courtyardarlingtonrosslyn.com

Tuition: The tuition rate for the Policy Forums is as follows:

Offerings for Government Employees

On-site Regular Rate

Policy Forum $899 $799

Workshop A: Full-Day Workshop

$650 $599

Workshop B: Full-Day Workshop

$450 $33x9

Group Discounts:For more information on group discounts for the Policy Forums, please contact Damian Wingate at 703-894-0481 x 228 or email him at [email protected]



PerformanceInst Stimulus site pulls 3,000 hits per second

2:30 PM Feb 25th from web

InnoGov CIA 2.0 The CIA moving into Web 2.0 with Intellipedia the Wikipedia for spies? >>link to Wikipedia for Spies: The CIA Discovers Web 2.0 - TIME

2:15 PM Apr 8th from Power Twitter

NASA Astronaut Mike Massimino is using Twitter to provide a behind the scenes peek at his training for the Hubble mission. @Astro_Mike

2:15 PM Apr 8th from Power Twitter

1515 N. Courthouse Rd., Suite 600Arlington, VA 22201

InnoGov Why aren’t agencies using internship programs to help with long-term #workforce planning? >>link to Good government group criticizes agencies use of internships (4/7/09) -- www.GovernmentExecutive.com

10:01 AM Apr 8th from Power Twitter PerformanceInst Fed. Reserve Chair Ben Bernanke said the recession could end in 2009, paving the way for a “year of recovery” in 2010.

8:41 AM Feb 25th from web

USAgov Government 2.0 on USA.gov: Visit USA.gov’s newest page, Government 2.0, where you can find blogs, RSS feeds, vid... >>link to Government 2.0: USA.gov

8:59 AM Feb 25th from twitterfeed


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