InnoGOV magazine

INNOGOV | MAY 2009 1
STRATEGIES FOR
FINDING AND RETAINING
THE BEST HIRE
THE TOP FIVE REASONS
FEDERAL MANAGERS
SHOULD BE ON GOVLOOP
PLUS
Interview:
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 Editor
NICOLE CATHCART
Associate Managing Editor
TARA SHUERT
Editors
ANNA LAFFERRE,
MICHAEL FORD, MONICA HUIE
DESIGN
Art Director
RACHNA 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,ArlingtonVA 22201 | 703-894-0481 |
4
86

Open Up the Community
Great 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 People
While 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 Silos
Government 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 Ideas
Most 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 Hub
It 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:

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
Meaningful
Once 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
IT IS TIME FOR
CHANGE. ARE
YOU READY?
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 Hollis
Director 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
IT IS TIME FOR
CHANGE. ARE
YOU READY?
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 Branding
The 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 Outreach
Recruitment 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 Program
Although 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” Recruitment
One 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 atThe Performance Institute.
From a recentWhite Paper written with support fromTheWashington 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 703-894-0481
www.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 Forum
Insights and Ideas to Transform Federal Program Management
May 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 Forum
Insights and Ideas to Transform the Federal Workforce
June 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 Forum
Insights and Ideas to Transform Federal IT
July 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 Forum
Insights and Ideas to Transform Federal Financial Management
August 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 Measures
June 30, 2009 | 8-10 AM |
Arlington, VA
The Acquisition
Workforce: Defining the
Job Requirements and
Competencies of the Future
Contractor Workforce
July 23, 2009 | 8-10 AM |
Arlington, VA
Labor Relations: Balancing
the Rights of Union Members
and the Public Interest
August 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 Quality
May 20, 2009 | 12 PM
Planning and Budgeting for
DoD: Applying a Strategic,
Risk-based Framework to
Determine Priorities
June 23, 2009 | 12 PM
IT Security: Managing the
Delicate Balance between
Information Security and
Citizen Transparency
August 19, 2009 | 12 PM
INNOGOV’S
CALENDAR OF EVENTS

LOGISTICS
REGISTRATION
InnoGOV Sponsorship
As 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 Ward@PerformanceWeb.org
Intent to Register Form
Call 703-894-0481
Fax this form to: 703-894-0482 or
Visit www.InnoGOV.org
Fill out the form below and we will follow up with you about
registration options.
o Yes! Contact me about the Federal Workforce Policy Forum
o Yes! Contact me about the Federal Technology Policy Forum
o Yes! Contact me about the Federal Financial Policy Forum
NAME TITLE
ORGANIZATION DEPT.
ADDRESS
CITY STATE ZIP
TELEPHONE FAX
EMAIL
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 Institute
1515 North Courthouse Rd., Suite 600
Arlington, VA 22201
703-894-0481
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 22209
Phone: 703-528-2222
Phone: 1-800-321-2211
www.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
Wingate@PerformanceWeb.org

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 600
Arlington, 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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