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Performance Budgeting for Government

Performance Budgeting for Government

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  • 1. June 22–26, 2009 Performance Budgeting for Government Washington, DC Examine Leading Methodologies to Prepare and Execute a Results-Driven Budget Featuring Three Interactive Courses: Course 1: Navigate the Budget Process Learn how to allocate resources in alignment with agency priorities Course 2: Performance-Based Budgeting in Government Align resource consumption with strategic goals, objectives and performance goals Course 3: Activity-Based Cost Management Utilize activity based costing to effectively measure your programs’ cost efficiencies Earn up to 25 CPE Credits www.PerformanceWeb.org/Budgeting 1 www.PerformanceWeb.org/Budgeting
  • 2. Performance Budgeting for Government Agenda-at-a-Glance Day One: Monday, June 22, 2009 (Navigate the Budget Process) 8:30 Conference Registration and Continental Breakfast 9:00 Learn What Budgeting Is and Why It is Necessary Key Realities and Drivers of the Budget Process 12:00 Lunch Break 1:00 Examine Public Expenditure Management and Budgeting Interactive Application Session #1: Budget Formulation Exercise 4:00 Day One Adjourns Day Two: Tuesday, June 23, 2009 (Navigate the Budget Process) 8:30 Continental Breakfast 9:00 Justify Your Budget and Gain Buy-In: Frameworks for Budget Development Interactive Application Session #2: Strategic Marketing and Communications and Budget Justification 12:00 Lunch Break 1:00 Budget Execution and Reporting Integrated Wrap-Up: Drivers, Trends, Frameworks and Tactics 4:00 Day Two Adjourns Day Three: Wednesday, June 24, 2009 (Performance-Based Budgeting) 8:30 Continental Breakfast 9:00 Performance-Based Budgeting in Government: Concepts, Definitions and Mandates State of Practice in Performance Budgeting: Learn the Different Types of Performance-Based Budgets 12:00 Lunch Break 1:00 Develop Effective Strategic Plans and Performance Measures to Drive Budgeting: The Critical Success Factors Create a Performance-Based Budget: A Seven-Step Process to Integrate Performance and Budget Information 4:00 Day Three Adjourns Day Four: Thursday, June 25, 2009 (Performance-Based Budgeting) 8:30 Continental Breakfast 9:00 Application Session #3: Develop a Performance-Based Budget Using the Seven Steps Framework Case Study: Program Evaluation: Key Questions to Ask Your Program in Presenting a Performance-Based Budget 12:00 Lunch Break 1:00 Elements One and Two: Program Purpose, Design and Strategic Planning Elements Three and Four: Program Management and Results 4:00 Day Four Adjourns Day Five: Friday, June 26, 2009 (Activity-Based Cost Management) 8:30 Registration and Continental Breakfast 9:00 Introduction to Activity-Based Costing and Management (ABC/M): What’s Worked for Other Organizations and What Hasn’t Implement an Activity-Based Costing (ABC) System Adopt a Framework for Cost Measurement and Allocation and Analyze Cost Drivers 12:00 Lunch Break 1:00 Interactive Application Session #4: Applying ABC/M in Government: A Case Study The Way Ahead: Adapting Your Organization to ABC/M 4:00 Conference Adjourns 2 www.PerformanceWeb.org/Budgeting
  • 3. Performance Budgeting for Government Who Monday, June 22, 2009 Course One Should Attend: Navigate the Budget Process 8:30 • Financial Managers Conference Registration and Continental Breakfast • Financial Analysts • CFOs 9:00 • Budget Analysts Learn What Budgeting Is and Why It is Necessary • Budget Officers • Budget Formulation: forecasting resource requirements • Program Managers • Budget Justification: budget review and passback (and appeals); Legislative review • Project Managers and action • Budget Execution: distribution of funds and reconciliation Top 5 Key Realities and Drivers of the Budget Process • Evaluate the impact of a tight discretionary budget on the fight for resources • Understand and navigate common problems with the current budget process Reasons to Attend: • Understand what drives the budget process in the government 12:00 1. Track, monitor and modify a Lunch Break budget in the execution stage 2. Align resources with strategic goals, objectives and 1:00 performance measures Examine Public Expenditure Management and Budgeting • Review financial management legislation and guidelines for budget formulation 3. Examine real-world successes and failures and apply the lessons • Estimate and forecast costs of program activities learned • Account for capital assets, employee needs and costs and multi-year obligations 4. Implement your performance- based strategic plan in your daily Interactive Application Session #1: Budget Formulation Exercise operations to achieve results • Practice formulating a “mock” budget for a government agency 5. Learn budget justification and • Balance program priorities against scarce resources how to communicate with key • Construct a budget submission based on the knowledge you have acquired stakeholders and new leadership 4:00 Day One Adjourns 3 www.PerformanceWeb.org/Budgeting
  • 4. Performance Budgeting for Government Tuesday, June 23, 2009 Course One, Continued Navigate the Budget Process 8:30 1:00 Continental Breakfast Budget Execution and Reporting • Review financial management standards governing budget execution 9:00 • Manage to the legal availability of funds: purpose, timing Justify Your Budget and Gain Buy-In: Building an and amount Effective Business Case • Align your processes with financial accounting and • Design the “message” of your budget justification and make it reporting schedules effective • Understand what legislatures look for in budget justifications Integrated Wrap-Up: Drivers, Trends, Frameworks • Update on requirements from OMB Circular A-11 and and Tactics Departmental guidance • Devise and stay within a spending plan • Anticipate and respond to the “what if” scenarios: mid-year reductions, continuing resolutions and/or budget busting Interactive Application Session #2: Strategic • Navigate procedures for reprogramming within Marketing and Communications in Budget an appropriation Justification • Understand the different priorities and perspectives of a budget officer and a budget examiner 4:00 Day Two Adjourns • Anticipate the concerns of your counterparts and adjust ahead of time • Improve your understanding of both sides of the budget review process 12:00 Lunch Break 4 www.PerformanceWeb.org/Budgeting 4
  • 5. Performance Budgeting for Government Wednesday, June 24, 2009 Course Two Performance-Based Budgeting 8:30 1:00 Continental Breakfast Develop Effective Strategic Plans and Performance Measures to Drive Budgeting: The Critical Success Factors 9:00 • Examine the critical success factors that link your strategic plan Performance-Based Budgeting in Government: to the budget Concepts, Definitions and Mandates • Determine your strategic priorities for linking your measures to • Review performance budgeting concepts, definitions the budget and mandates • Evaluate your strategic plan and performance measures to • Learn the key components for formulating, justifying and determine the best possible direction for integration executing a performance-based budget • Understand what drives the budget process in the public sector—and how performance-based budgeting improves on Create a Performance-Based Budget: A Seven- those drivers Step Process to Integrate Performance and Budget Information • Step 1: Develop/Align to Strategic Plan (Mission, State of Practice in Performance Budgeting: Learn Outcomes, Strategies) the Different Types of Performance-Based Budgets • Step 2: Determine Outputs (By Program) for Each Strategy Understand the different ways that you can present performance • Step 3: Define Activities to Deliver Outputs information in a budget: • Step 4: Calculate Full Costs (Direct/Indirect for Each Output) • Example 1: Traditional Activity-Based Budgets • Step 5: Identify Cost Efficiency Improvements • Example 2: Strategic Plan Summary with Traditional Activity- • Step 6: Set Performance Targets (Revise after Based Budget Budget Finalization) • Example 3: Cross-Walking between Budget and • Step 7: Presentation of the Budget Justification Performance Plan • Example 4: Integration of Performance Plan and Budget • Example 5: Forecasting Performance for Different Budget Levels 4:00 Day Three Adjourns 12:00 Lunch Break “The instructor provided a wealth of real life examples to help explain the topics.” Monique Kennedy, Program Analyst, United States Department of Labor 5 www.PerformanceWeb.org/Budgeting 5
  • 6. Performance Budgeting for Government Thursday, June 25, 2009 Course Two, Continued Performance-Based Budgeting Elements One and Two: Program Purpose, Design 8:30 Continental Breakfast and Strategic Planning • Analyze your program’s mission and purpose and identify programs with a duplicative purpose 9:00 • Examine strategic planning strengths and deficiencies Interactive Application Session #3: Develop a • Analyze long-term and annual performance goals and measures Performance-Based Budget Using the Seven Steps Framework • Complete PART Questionnaire for your Program Elements Three and Four: Program Management • Create a business case for your budget request and Results • Formulate a performance-based budget request • Evaluate management of program goals as outlined in the strategic plan • Identify areas of management challenges in program stewardship Case Study: Program Evaluation: Key Questions to • Evaluate program success toward long-term goals and measures Ask When Presenting a Performance-Based Budget • Examine the Obama Administration’s focus and mandates for data collection, reporting and use of findings 4:00 Day Four Adjourns • Determine what type of evaluation is needed to develop the needed information and make informed decisions about the program • Select specific, researchable questions that can be asked to answer the general question “The instructor was very knowledgeable with great 12:00 Lunch Break presentation skills. He adapted to the needs of class members.” 1:00 Tim Bennett, Assistant Town Manager for Operations, Bluffton, South Carolina 6 www.PerformanceWeb.org/Budgeting
  • 7. Performance Budgeting for Government Friday, June 26, 2009 Course Three Activity-Based Cost Management 8:30 12:00 Continental Breakfast Lunch Break 9:00 1:00 Introduction to Activity-Based Costing and Interactive Application Session #4: Applying ABC/ Management (ABC/M): What’s Worked for Other M in a Government: A Case Study Organizations and What Hasn’t • Effectively utilize the tools and techniques you have learned and apply them to a real life case study • Understand the role of effective cost management in government today • Apply all the ABC/M principles you learned from collecting and reporting ABC/M information to avoiding common • Evaluate how activity-based costing directly supports costing pitfalls cost management • Walk away with a solid understanding of how you can apply • Align cost management to the overall objectives of ABC/M in your agency your organization The Way Ahead: Adapting your Organization to Implement an Activity-Based Costing (ABC) System ABC/M • Evaluate the best circumstances for ABC/M • First steps for deploying ABC/M • Examine the ideal environment for implementing ABC/M • Understanding ABC/M as it relates to government vendors • Canvass different strategies for effectively implementing ABC/M • What’s next after ABC/M? Adopt a Framework for Cost Measurement and 4:00 Allocation and Analyze Cost Drivers Conference Adjourns • Define cost measurement’s role in the cost management process • Specify cost measurement objectives, activities and drivers and choose the correct cost driver “The instructor has a broad • Examine a level-of-effort analysis and overhead to overhead analysis background to relate to federal, state and local government with examples.” Sylvia Owens, Program Manager, NASA 7 www.PerformanceWeb.org/Budgeting
  • 8. Performance Budgeting for Government Expand About the Trainers Lyle D. Wray, Ph.D., Senior Resource Consultant, Epstein & Fass Associates Your Knowledge: Lyle D. Wray serves as Executive Director of the Capitol Region Council of Governments based in Hartford, CT. He has a BA, MA, and PhD from the University of Manitoba, Winnipeg, Canada. Measuring and improving public services has been a key focus of Dr. Wray’s career for over Also available for purchase is 25 years, with citizen engagement also important to his work for at least the last 15. He served the “State and Local Government as County Administrator for Dakota County, MN, for five years, when he led the county to Budgeting Practices Handbook,” performance management, with monthly graphic performance reports of key results against a comprehensive resource that budget and performance targets. He also made public deliberation part of the budget process, takes you through all the steps that through citizen focus groups and broader public meetings. Before that, he was the county’s Human Services Director. As County Administrator and Human Services Director he was are hallmarks of good budgeting directly involved a pre-paid Medicaid demonstration initiative, expert systems development for practices. This book will show you public health case management and supported restructuring of public health administration and how to prepare sound budgets, do finance. Wray previously worked with developmental disabilities services as a court monitor strategic planning, measure your for federal court institutional reforms and deinstitutionalization for persons with developmental performance and more. And it’s all disabilities in Minnesota. He headed developmental disabilities services in Newfoundland presented in a clear, step-by-step and Labrador, and outcomes measurement in the Minnesota Department of Human Services. format that makes it easy to follow For 11 years, Dr. Wray was Executive Director of the Citizens League, a more than 50-year-old and implement. civic organization that identifies important state and regional policy issues, and advocates for solutions developed through citizen research. During this period, he teamed with Paul Epstein Learn more or purchase and others to co-lead the Sloan Foundation funded research on citizen engagement and public the handbook by calling performance measurement that formed the initial basis for the book Results That Matter, which 703.894.0481 or visiting features the Effective Community Governance (ECG) Model. www.Sheshunoff.com He was a co-author of Results That Matter (Jossey-Bass, 2006). Dr. Wray pioneered the concept of multiple citizen roles in community improvement, which he first published in an article for ICMA’s Public Management. Results That Matter documents citizens playing multiple roles in numerous communities, and how governments and nonprofits support citizens in those roles, including roles related to government performance management. More recently, he and Epstein developed the “Community Balanced Scorecard,” which combines the community improvement power of ECG with the strategy alignment power of balanced scorecards. Dr. Wray has also been Director of the Ventura County Civic Alliance, a regional civic organization in California. He also has served nationally and internationally as a consultant to government and non-profit organizations, and he teaches graduate courses in public service outcomes measurement, e- government, and public service reform. John Miller, Managing Director, Arkonas Corp. Mr. Miller is a recognized expert and leading authority in the area of performance management and measurement. Mr. Miller has over 35 years of experience as a partner at Arthur Andersen and in industry where he held the positions of Chief Financial Officer for a publicly held New York Stock Exchange manufacturing company (NYSE:CIX) and for a privately owned independent exploration and production oil and gas company. In addition, he has held positions of corporate Director for Strategic and Operations Planning for two other large, publicly held Fortune 500 companies (NYSE:SII and NYSE:FMC). 8 www.PerformanceWeb.org/Budgeting
  • 9. Performance Budgeting for Government InnoGOV’s Calendar of Events POLICY FORUMS The 2009 Federal Technology Policy Forum The 2009 Federal Performance Policy Forum Insights and Ideas to Transform Federal IT Insights and Ideas to Transform Federal Program Management July 15-17, 2009 | Arlington, VA May 6-8, 2009 | Arlington, VA Program Highlights: Program Highlights: • Emphasize the central role of technology to achieve citizen • Develop a performance-based framework to achieve transparency and satisfaction program outcomes • Develop and maintain a collaborative, efficient and • Apply an objective evaluation system to measure success secure infrastructure • Link program results to fiscal priorities for taxpayer transparency • Utilize new technology to promote an ongoing dialogue between Designed for: Strategic Planning Directors, Program Managers, citizens and their government Program Analysts, Directors, Commanders, Chiefs of Staff, Budget Designed for: Chief Technology Officers, Chief Information Officers, Performance Evaluators Officers, IT Managers, IT Directors The 2009 Federal Workforce Policy Forum The 2009 Federal Financial Policy Forum Insights and Ideas to Transform the Federal Workforce Insights and Ideas to Transform Federal Financial Management June 10-12, 2009 | Arlington, VA August 12-14, 2009 | Arlington, VA Program Highlights: Program Highlights: • Strengthen organizational capacity through strategic recruitment, • Link agency budgets with annual performance plans development and retention • Communicate fiscal priorities to executive, legislative and citizen • Determine the correct balance of contracted versus government- stakeholders performed work • Manage tight budgets in this new economic landscape • Promote improved learning, communication and collaboration Designed for: Financial Managers, Chief Financial Officers, Fiscal throughout government Analysts, Accountants, Financial Management Analysts, Project Designed for: Chief Human Capital Officers, Human Capital Analysts, Budget Officers Planning Staff, Human Resources Managers, Personnel, Workforce Planning Managers, Staffing Directors, Training Officers THE 2009 GOVERNMENT PERFORMANCE SUMMIT Innovations in Government to Deliver Results to the American People September 23-25, 2009 | Washington, DC The Eleventh Annual Summit Features insights for program, budget, workforce, finance, IT and acquisition managers. Coming soon to GovernmentPerformance.org. 9 www.PerformanceWeb.org/Budgeting
  • 10. Performance Budgeting for Government Sponsorship In-House Training One of the more popular vehicles for accessing the Institute’s educational offerings is the Opportunities: delivery of on-site trainings and management facilitations. Bringing a training or facilitation in-house gives you the opportunity to customize a program that addresses your exact challenges and provides a more personal learning experience, while virtually eliminating travel expenses. Whether you require training for your department or for an organization- wide initiative, the advanced learning methods employed by The Performance Institute will As a conference and training create an intimate training atmosphere that maximizes knowledge transfer to enhance the provider, The Performance Institute talent within your organization. is an expert in bringing together leaders to share and discuss best Customization: practices and innovations. We We realize that not all obstacles can be overcome by applying an “off-the-shelf solution”. connect decision-makers with While many training providers will offer you some variation of their standard training, respected solution providers. The Performance Institute’s subject matter experts will work with you and your team to examine your programs and determine your exact areas of need. The identification of real The Institute offers four different life examples will create a learning atmosphere that resonates with participants while at the same time providing immediate return on your training investment. Using interactive pre-designed sponsorship packages: exercises that employ actual projects or scenarios from your organization, instructors can address specific challenges and align the curriculum of each session to your objectives. • Event Co-Sponsor While the majority of on-site trainings are focused on smaller groups, The Performance • Session Sponsor institute also has the ability to accommodate organizational-wide training initiatives. • Luncheon Sponsor Utilizing multiple instructors, The Institute has the capacity to deliver courses to groups of up to 300 participants per day. • Exhibit Booth Sponsor Areas of expertise: For more information on sponsorships On-site delivery of single courses, certification programs and entire packages of or to get started, contact Jessica specialized courses are available in the following areas: Ward at 703-894-0481 x 215 or • Strategic Planning Ward@PerformanceWeb.org • Performance Measurement • Project Management • Lean Six Sigma • Workforce Management • Performance-Based Budgeting • Performance-Based Contracting • Performance Reporting • Program Evaluation • Administrative Management • Leadership and Change 10 www.PerformanceWeb.org/Budgeting
  • 11. Performance Budgeting for Government Logistics & Registration REGISTRATION 1. ONLINE at www.PerformanceWeb.org/Budgeting VENUE & HOTEL 2. VIA FAX to 703-894-0482 Performance Budgeting for Government will be held at The Performance Institute in 3. VIA PHONE to 703-894-0481 Arlington, VA, just one block east of the Courthouse Metro stop on the Orange Line. A 4. VIA MAIL to 1515 N. Courthouse Road, Sixth Floor public parking garage is located just inside of the building. Arlington, VA 22201 The Performance Institute ❍ Yes! Register me for Performance Budgeting for Government 1515 North Courthouse Rd., Suite 600 ❍ Register me for the following course(s) only: (choose one or two) Arlington, VA 22201 Course 1 703-894-0481 Course 2 A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard Course 3 by Marriott at the prevailing rate of $209 until May 21. This rate is based on the ❍ Please call me. I am interested in a special Group Discount for my team Government Per Diem and is subject to change. Please call the hotel directly and reference code “Budgeting Week” when making reservations to get the discounted rate. Delegate Information 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 Name Title 1533 Clarendon Blvd. Arlington, VA 22209 Phone: 703-528-2222 / 1-800-321-2211 Office Organization www.courtyardarlingtonrosslyn.com TUITION & GROUP DISCOUNTS Address The tuition rate for Performance Budgeting for Government is as follows: Early Bird Rate Regular Rate City State Zip One Course $1099 $1199 Two Courses $1699 $1799 Full Training $1899 $1999 Telephone Fax *For the Early Bird Rate, register before April 13, 2009 For more information on group discounts for Budgeting Week for Government, please contact Email Damian Wingate at 703-894-0481 or email him at Wingate@PerformanceWeb.org CPE CREDIT Payment Information Delivery Method: Group-live Program Level: Beginner Training Form/Purchase Order Prerequisites: None Advanced Preparation: None Check (accepted by mail only) CPE Credits: 25 Credit Card The Performance Institute is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Nashville, TN 37219-2417. Website: www.nasba.org Credit Card Number Expiration Date Cancellation Policy: Quality Assurance: For live events: The Performance Institute will provide The Performance Institute strives to provide you with a full refund less $399 administration fee for cancel- the most productive and effective educational experi- Name on Card 3 Digit Card verification # lations four weeks before the event. If cancellation ence possible. If after completing the course you feel occurs within two weeks prior to conference start there is some way we can improve, please write your date, no refund will be issued. Registrants who fail comments on the evaluation form provided upon your to attend and do not cancel prior to the event will be arrival. Should you feel dissatisfied with your learning Billing Zip Code charged the entire registration fee. experience and wish to request a credit or refund, please submit it in writing no later than 10 business For webinars: The Performance Institute will provide days after the end of the training to: Please make checks payable to: The Performance Institute a full refund less $50 administrative fee for cancel- lations four weeks before the event. If cancellation The Performance Institute: Quality Assurance Priority Code: P715-WEB occurs within two weeks prior to conference start 1515 N. Courthouse Road, Suite 600 date, no refund will be issued. Registrants who fail Arlington, VA 22201 to attend and do not cancel prior to the meeting will Note: As speakers are confirmed six months before be charged the entire registration fee. Discounts the event, some speaker changes or topic changes • All ‘Early Bird’ Discounts must require payment at time of registration and before the cut-off date in order to All the cancellation requests need to be made online. may occur in the program. The Performance Institute receive any discount. Your confirmation email contains links to modify or is not responsible for speaker changes, but will work cancel registrations. Please note that the cancellation to ensure a comparable speaker is located to partici- • Any discounts offered whether by The Performance Institute (including team discounts) must also require is not final until you receive a written confirmation. pate in the program. payment at the time of registration. • All discount offers cannot be combined with any other offer. Payment must be secured prior to the conference. If If for any reason The Performance Institute decides payment is not received by the conference start date, to cancel this conference, The Performance Institute • Discounts cannot be applied retroactively a method of payment must be presented at the time of accepts no responsibility for covering airfare, hotel 11 www.PerformanceWeb.org/Budgeting registration in order to guarantee your participation or other costs incurred by registrants, including at the event. delegates, sponsors and guests.
  • 12. About The Performance Institute Called “the leading think tank in performance measurement for government” on OMB’s ExpectMore.gov, The Performance Institute has been a leader in Performance Management training and policy since the 2000 administration transition. As part of the Government Performance Coalition, a group of good government organizations, the Institute worked in 2000 to deliver recommendations to the then new administration on what would become the President’s Management Agenda. In 2009, the Institute is leading Innovations in Government: From Transition to Transformation, or InnoGOV.org, a collection of forums, research and recommendations to bring insight and transformation to the federal government. The goal of InnoGOV.org is to centralize the importance of performance, accountability and transparency in government and to disseminate the leading best practices to government managers. The Performance Institute has published several research reports regarding performance management initiatives and trains over 10,000 government managers per year on performance-based topics. Dedicated to improving citizen services and taxpayer transparency, the Institute uses a best-practices foundation to deliver the most effective and tested methodologies for improving performance. For More Information, Visit Our Website at www.PerformanceWeb.org

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