P723 Web

Budgeting Week for Government

Course 1: Navigate the Budget ProcessLearn 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 ManagementUtilize activity based costing to effectively measure your programs’ cost effi ciencies

Featuring Three Interactive Courses:

Earn up to 30 CPE Creditswww.PerformanceWeb.org/Budgeting

November 2-6, 2009Washington, DC

Examine Leading Methodologies to Prepare and Execute a Results-Driven Budget


www.PerformanceWeb.org/Budgeting 2


Day One: Monday, November 2, 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, November 3, 2009 (Navigate the Budget Process), continued8:30 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 Justifi cation

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, November 4, 2009 (Performance- Based Budgeting)8:30 Continental Breakfast

9:00 Performance-Based Budgeting in Government: Concepts, Defi nitions 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, November 5, 2009 (Performance- Based Budgeting), continued8:30 Continental Breakfast

9:00 Interactive 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, November 6, 2009 (Activity-Based Cost Management)8:30 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 Day Five Adjourns

Agenda-at-a-Glance



Who Should Attend:

Financial Managers

Financial Analysts

CFOs

Budget Analysts

Budget Officers

Program Managers

Project Managers

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8:30 Conference Registration and Continental Breakfast

9:00

Learn What Budgeting is and Why it is NecessaryBudget Formulation: forecasting resource requirements Budget Justifi cation: budget review and passback (and appeals)Legislative review and actionBudget Execution: distribution of funds and reconciliation

Key Realities and Drivers of the Budget ProcessEvaluate the impact of a tight discretionary budget on the fi ght for resourcesUnderstand and navigate common problems with the current budget processUnderstand what drives the budget process in the public sector

12:00 Lunch Break

1:00

Examine Public Expenditure Management and Budgeting Review fi nancial management legislation and guidelines for budget formulationEstimate and forecast costs of program activities Account for capital assets, employee needs and costs and multi-year obligations

Interactive Application Session #1: Budget Formulation ExercisePractice formulating a “mock” budget for a government agencys Balance program priorities against scarce resources Construct a budget submission based on the knowledge you have acquired

4:00 Day One Adjourns

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Top 5 Reasons to Attend:

Understand how to track, monitor and modify a budget in the execution stage.

Align resources with strategic goals, objectives and performance measure

Examine real-world successes and failures and apply the lessons learned

Implement your performance-based strategic plan in your daily operations to achieve results

Learn budget justification and how to communicate with key stakeholders and new leadership

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Course One: Navigate the Budget Process

Day One:

Monday, November 2, 2009



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8:30 Continental Breakfast

9:00

Justify Your Budget and Gain Buy-In: Frameworks for Budget Development Design the “message” of your budget justifi cation and make it effectiveUnderstand what legislatures look for in budget justifi cationsUpdate on requirements from OMB Circular A-11 and Departmental guidance

Interactive Application Session #2: Strategic Marketing and Communications and Budget Justifi cation

Understand the differing priorities and perspectives of a budget offi cer and a budget examinerLearn to anticipate the concerns of your counterparts and adjust ahead of timeImprove your understanding of both sides of the budget review process

12:00 Lunch Break

1:00

Budget Execution and ReportingReview fi nancial management standards governing budget execution Manage to the legal availability of funds: purpose, timing and amountAlign your processes with fi nancial accounting and reporting schedules

Integrated Wrap Up: Drivers, Trends, Frameworks and TacticsDevise and stay within a spending planAnticipate and respond to the “what if” scenarios: mid-year reductions, continuing resolutions and/or budget bustingNavigate procedures for reprogramming within an appropriation

4:00 Day Two Adjourns

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“A budget is more than simply numbers on a page. It is a measure of how well we are living up to our obligations to ourselves and one another.”

— President Barack Obama

Course One: Navigate the Budget Process

Day Two:

Tuesday, November 3, 2009




9:00

Performance-Based Budgeting in Government: Concepts, Defi nitions and MandatesReview performance budgeting concepts, defi nitions and mandatesLearn the key components for formulating, justifying and executing a performance- based budgetUnderstand what drives the budget process in the public sector—and how performance-based budgeting improves on those driversnce

State of Practice in Performance Budgeting: Learn the Different Types of Performance-Based BudgetsUnderstand the different ways that you can present performance information in a budget:

Example 1: Traditional Activity-Based BudgetsExample 2: Strategic Plan Summary with Traditional Activity-Based BudgetExample 3: Cross-Walking Between Budget and Performance PlanExample 4: Integration of Performance Plan and Budget Example 5: Forecasting Performance for Different Budget Levels

12:00Lunch Break

1:00

Develop Effective Strategic Plans and Performance Measures to Drive BudgetingExamine the critical success factors that link your strategic plan to the budgetDetermine your strategic priorities for linking your measures to the budgetEvaluate your strategic plan and performance measures to determine the best possible direction for integration

Create a Performance-Based Budget: A Seven-Step Process to Integrate Performance and Budget Information

Step 1: Develop/Align to Strategic Plan (Mission, Outcomes, Strategies)Step 2: Determine Outputs (By Program) for Each StrategyStep 3: Defi ne Activities to Deliver OutputsStep 4: Calculate Full Costs (Direct/Indirect for Each Output) Step 5: Identify Cost Effi ciency ImprovementsStep 6: Set Performance Targets (Revise after Budget Finalization)Step 7: Presentation of the Budget Justifi cation

4:00Day Three Adjourns

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Course Two: Performance-Based Budgeting

Day Three:

Wednesday, November 4, 2009

“The instructor has a broad background to relate to federal, state and local government with examples.”

— Sylvia Owens,

Program Manager,

NASA



Course Two: Performance-Based Budgeting

Day Four:

Thursday, November 5, 2009


9:00

Interactive Application Session #3: Develop a Performance-Based Budget Using the Seven Steps Framework

Complete PART questionnaire for your programFormulate a performance-based budget requestCreate a business case for your budget request

Case Study: Program Evaluation: Key Questions to Ask Your Program in Presenting a Performance-Based Budget

Examine the Obama Administration’s focus and mandates for data collection, reporting and use of fi ndingsDetermine what type of evaluation is needed to develop the information and make informed decisions about the programSelect specifi c, researchable questions that can be asked to answer the general questions

12:00 Lunch Break

1:00

Elements One and Two: Program Purpose, Design and Strategic PlanningAnalyze your program’s mission and purpose and identify programs with a duplicative purposeExamine strategic planning strengths and defi cienciesAnalyze long-term and annual performance goals and measures

Elements Three and Four: Program Management and ResultsEvaluate management of program goals as outlined in the strategic planIdentify areas of management challenges in program stewardshipEvaluate program success toward long-term goals and measures

4:00 Day Four Adjourns

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“The instructor provided a wealth of real-life examples to help explain the topics.”

— Monique Kennedy,

Program Analyst,

United States Department of Labor



Course Three: Activity-Based Management

Day Five:

Friday, November 6, 2009


9:00

Introduction to Activity-Based Costing and Management (ABC/M): What’s Worked for Other Organizations and What Hasn’t

Understand the role of effective cost management in government todayEvaluate budgetary alignment with program goals as outlined in the strategic plan Evaluate how activity-based costing directly supports cost managementAlign cost management to the overall objectives of your organization

Implement an Activity-Based Costing (ABC) SystemEvaluate the best circumstances for ABC/MExamine the ideal environment for implementing ABC/MCanvass different strategies for effectively implementing ABC/M

Adopt a Framework for Cost Measurement and Allocation and Analyze Cost Drivers

Defi ne cost measurement’s role in the cost management processSpecify cost measurement objectives, activities and drivers and choose the correct cost driverExamine a level-of-effort analysis and overhead to overhead analysis

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12:00 Lunch Break

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Interactive Application Session #4: Applying ABC/M in a Government: A Case Study

Effectively utilize the tools and techniques you have learned and apply them to a real life case studyApply all the ABC/M principles you learned from collecting and reporting ABC/M information to avoiding common costing pitfallWalk away with a solid understanding of how you can apply ABC/M

The Way Ahead: Adapting Your Organization to ABC/MFirst steps for deploying ABC/MUnderstanding ABC/M as it relates to government vendors What’s next after ABC/M?

4:00 Day Five Adjourns

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Become a Certifi ed Government Performance ManagerTo ensure professional success, you must continually expand your skills and education. The bar has been raised in government agencies and organizations, and managers want to hire, promote and work with the most skilled individuals possible.

To address this need, The Institute offers a Certifi cate in Government Performance Management. Attend the three “core” courses and an additional three “elective” courses based on the topics that meet your agency’s unique needs. The skills you acquire will then be used to complete a “capstone project” on a particular issue that you and our department are facing, which will then be evaluated by an expert member of our staff.

For more information about certifi cation, please contact Melvin Hall at 202-739-9630, [email protected] or Dave Yerks at 858-866-9381, [email protected].



Wayne Simpson, Senior Fellow, The Performance Institute

Wayne K. Simpson founder is nationally recognized for his expertise in Activity Based Costing – Management. He was the former Activity Based Costing Coordinator for the City of Indianapolis. In this position, he managed, organized, and facilitated Activity Based Costing & Management efforts citywide. This included training of city employees on ABC principles and application and working with Management and Union on using the ABC information to improve operations and prepare for managed competition. A graduate of Purdue University, Mr. Simpson received his Bachelor of Science degree in Industrial Management and Accounting. He spent 13 years in the private sector, including 8 years with Dow Chemical, and had been with the City of Indianapolis for the past 20 years where his last position was CFO of the Department of Parks and Recreation.

Mr. Simpson had been involved in the city of Indianapolis’ Activity-Based Costing and Management program since its beginning in 1992, which in addition became the foundation for the city’s Performance Budget also known as the ‘Popular Budget.’ Wayne has also trained and consulted for various federal, university, city, county, and state organizations on activity based costing, management and budgeting.

He has written articles and book reviews for periodicals such as The Government Accountants Journal and Government Finance Review. He is regularly sought out as a reference and acknowledged in publications such as Coopers and Lybrand’s Activity Based Management in Government and Activity Based Management for Service Industries, Government Entities and Non-

profi t Organizations by James Brimson and John Antos. He has also been quoted in periodicals and awarded special recognition describing the Indianapolis program and its use of Activity Based Costing such as American Productivity & Quality Center’s 1997 report Activity-Based Management II Best Practices for Dramatic Improvement.

He has conducted over 60 seminars, workshops, and presentations to numerous groups including Executive Enterprises, Institute for International Research, The Conference Board, Performance Institute, and the Government Finance Offi cers Association on activity-based costing, management, performance budgeting, and alternative service delivery options.

Mr. Simpson belongs to the Government Financial Offi cers Association (GFOA) and has served on its Government Budgeting and Fiscal Policy Committee. He also has been involved in the Association of Governmental Accountants (AGA). He is a Certifi ed Government Financial Manager (CGFM).

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 partnerat Arthur Andersen and in industry where he held the positions of Chief Financial Offi cer for a publicly held New York Stock Exchange manufacturing company (NYSE:CIX) and for a privately owned independent

Benefi ts of Certifi cation

Advance Your Career Education and professional certifi cation are becoming necessary for promotion and requirements for coveted positions. In the Certifi ed Government Performance Manager program, you will acquire the skills and tools to make you the lead performance management resource for your organization.

Meet New Certifi cation RequirementsTo hold a position as a performance manager in government you must demonstrate compliance with new skills sets required by OMB and Congress. Receiving your certifi cate is one key way to demonstrate your skills.

Customize a Program to Fit Your NeedsWorking with Institute training managers, you can select courses that will have direct application and impact to your work.

For more information about certifi cation, please contact Melvin Hall at 202-739-9630, [email protected] or Dave Yerks at 858-866-9386, [email protected].

About the Trainers



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).

Lyle D. Wray, Ph.D., Executive Director, Capital Region Council of Governments

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 25 years, with citizen engagement also important to his work for at least the last 15. He served as County Administrator for Dakota County, MN, for fi ve years, when he led the county to performance management, with monthly graphic performance reports of key results against budget and performance targets. He also made public deliberation part of the budget process, 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 directly involved a pre-paid Medicaid demonstration initiative, expert systems development for public health case management and supported restructuring of public health administration and fi nance. Wray previously worked with developmental disabilities services as a court monitor for federal court institutional reforms and deinstitutionalization

for persons with developmental disabilities in Minnesota.He headed developmental disabilities services in Newfoundland and Labrador, and outcomes measurement in the Minnesota Department of Human Services.

For 11 years, Dr. Wray was Executive Director of the Citizens League, a more than 50-year-old civic organization that identifi es important state and regional policy issues, and advocates for solutions developed through citizen research. During this period, he teamed with Paul Epstein and others to co-lead the Sloan Foundation funded research on citizen engagement and public performance measurement that formed the initial basis for the book Results That Matter, which features the Effective Community Governance (ECG) Model.

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 fi rst published in an article for ICMA’s Public Management. Results That Matter documents citizens playing multiple roles in numerous communities, and how governments and nonprofi ts 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-profi t organizations, and he teaches graduate courses in public service outcomes measurement, e-government, and public service reform.

“The instructor was very knowledgeable with great presentation skills. He adapted to the needs of class members.”

— Tim Bennett,

Assistant Town Manager for Operations,

Bluffton, South Carolina



In-House Training

One of the more popular vehicles for accessing the Institute’s educational offerings is the 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 create an intimate training atmosphere that maximizes knowledge transfer to enhance the talent within your organization.

Customization: We realize that not all obstacles can be overcome by applying an “off-the-shelf solution”. While many training providers will offer you some variation of their standard training, 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 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 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. While the majority of on-site trainings are focused on smaller groups, The Performance institute also has the ability to accommodate organizational-wide training initiatives. Utilizing multiple instructors, The Institute has the capacity to deliver courses to groups of up to 300 participants per day.

Areas of expertise:

On-site delivery of single courses, certifi cation programs and entire packages of specialized courses are available in the following areas:

Strategic Planning Performance Measurement Project Management Lean Six Sigma Workforce Management Performance-Based Budgeting Performance-Based Contracting Performance Reporting Program Evaluation Administrative Management Leadership and Change

For more information about in-house training options available to you, please contact Jennifer Mueller at 703-894-0481 x 217 or email her at [email protected].

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Sponsorship Opportunities:

As a conference 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.

The Institute offers four different pre-designed sponsorship packages:

Event Co-Sponsor Session Sponsor Luncheon Sponsor Exhibit Booth Sponsor

For more information on sponsorships or to get started, contact Jessica Ward at 202-739-9630 or [email protected]

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REGISTRATION1. ONLINE at www.PerformanceWeb.org/Budgeting2. VIA FAX to 866-234-0680 3. VIA PHONE to 877-992-95214. VIA MAIL to 805 15th Street NW, 3rd Floor

Washington, D.C. 20005

Yes! Register me for Budgeting Week for Government Register me for the following course(s) only: (choose one or two)

Course 1: Navigate the Budget Process Course 2: Performance-Based Budgeting Course 3: Activity-Based Cost Management

Please call me. I am interested in a special Group Discount for my team

Delegate Information

Name Title

Offi ce Organization

Address

City State Zip

Telephone Fax

Email

Payment Information Training Form/Purchase Order Check (accepted by mail only) Credit Card

Credit Card Number Expiration Date

Name on Card 3 Digit Card verifi cation #

Billing Zip Code

Please make checks payable to: The Performance Institute Priority Code: P723-WEB

Logistics & RegistrationVENUE & HOTELBudgeting Week for Government 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 for $10/day.

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

A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard by Marriott at the prevailing rate of $233 until October 1. This rate is based on the 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. 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: 703-528-2222 / 1-800-321-2211www.courtyardarlingtonrosslyn.com

TUITION & GROUP DISCOUNTSThe tuition rate for Budgeting Week for Government is as follows:

Early Bird Rate Regular Rate

One Course $1099 $1199

Two Courses $1699 $1799

Three Courses $1899 $1999

*For the Early Bird Rate, register before August 24 , 2009 For more information on group discounts for Budgeting Week for Government, please contact Melvin Hall at 202-739-9630, [email protected] or Dave Yerks at 858-866-9381, [email protected].

CPE CREDIT

Delivery Method: Group-live Program Level: BeginnerPrerequisites: None Advanced Preparation: NoneCPE Credits: 30 Total (Course One: 12, Course Two: 12, Course Three: 6)

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 fi nal 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

Cancellation Policy: For live events: The Performance Institute will provide a full refund less $399 administration fee for cancellations four weeks before the event. If cancellation occurs within two weeks prior to conference start date, no refund will be issued. Registrants who fail to attend and do not cancel prior to the event will be charged the entire registration fee. For webinars: The Performance Institute will provide a full refund less $50 administrative fee for cancellations four weeks before the event. If cancellation occurs within two weeks prior to conference start date, no refund will be issued. Registrants who fail to attend and do not cancel prior to the meeting will be charged the entire registration fee. All the cancellation requests need to be made online. Your confi rmation email contains links to modify or cancel registrations. Please note that the cancellation is not fi nal until you receive a written confi rmation. Payment must be secured prior to the conference. If payment is not received by the conference start date, a method of payment must be presented at the time of registration in order to guarantee your participation at the event.

Quality Assurance: The Performance Institute strives to provide you with the most productive and effective educational experience possible. If after completing the course you feel there is some way we can improve, please write your comments on the evaluation form provided upon your arrival. Should you feel dissatisfi ed with your learning experi-ence and wish to request a credit or refund, please submit it in writing no later than 10 business days after the end of the training to: The Performance Institute: Corporate Headquarters805 15th Street NW, 3rd FloorWashington, D.C. 2005Note: As speakers are confi rmed six months before the event, some speaker changes or topic changes may occur in the program. The Performance Institute is not responsible for speaker changes, but will work to ensure a comparable speaker is located to participate in the program. If for any reason The Performance Institute decides to cancel this conference, The Performance Institute accepts no responsibility for covering airfare, hotel or other costs incurred by registrants, including delegates, sponsors and guests.

DiscountsAll ‘Early Bird’ Discounts must require payment at time of registration and before the cut-off date in order to receive any discount.Any discounts offered whether by The Performance Institute (including team discounts) must also require payment at the time of registration.All discount offers cannot be combined with any other offer.Discounts cannot be applied retroactively

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About The Performance InstituteCalled “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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