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Transferring Knowledge to Transform Government

Performance Institute Events

Government Performance Management: Planning and Measurement (May 2019)


View Agenda and Brochure


The Advanced Performance Management for Government Week is designed for individuals who will lead or play a key execution role in performance improvement initiatives in their organization.

This course is not for beginners.

It involves a vetting process to ensure you are ready to participate in this level of coursework. Attendees are asked to bring a project they are working on to the class or to identify a project that they would like to see implemented within their agency.

What you will learn:

You will emerge from this interactive workshop with the skills you need to lead successful performance improvement initiatives, including the following competencies:

  • Secure buy-in from elected officials, political appointees, senior managers, and line managers for using performance management in government
  • Overcome resistance to performance measurement transparency and reporting requirements
  • Integrate performance management initiatives into other management improvement efforts already underway in your agency
  • Lead cultural change within government to achieve improved results
  • Utilize performance measures with state-of-the-practice techniques of evidence-based analysis, data analytics, performance reporting, benchmarking, etc.
  • Devise and lead performance improvement teams – working across program silos to get better results

Obtain the skills and a pathway to taking a leadership role on performance improvement initiatives in government

Proven approaches for aligning programs and management initiatives to an integrated performance management system for your government organization

Tools and methodologies for managing the deluge of performance information to find the most meaningful measures and data sets

OVERCOME INTERNAL RESISTANCE: Techniques for gaining leadership buy-in for performance improvement initiatives – and building a performance team of program managers and line employees sets

Refine and adjust your performance measures and initiatives to fit changing environments in government


  • Government Performance Manager Career Path: What it takes to lead performance improvement initiatives
  • Landscape: Update on the latest trends and mandates in government performance management
  • Opportunities: What roles do performance manages play in government?
  • Advancement: How do you position yourself for one of these roles?
  • Skills Development: What key skills do you need to be a performance manager?
  • The Community: How you can network with other performance improvement leads in government to access lessons and best practices


  • The Five Major Barriers to Strategy Execution in Government
  • Definition of the Barriers and Signs Your Organization Has A Problem With Them
  • Vision Barrier
  • Requirements Barrier
  • Resources Barrier
  • Measurement Barrier
  • Leadership Barrier


  • Assessing Your Starting Point: The Government Performance Management Maturity Model
  • Conducting a comprehensive assessment of your government organization’s current use of performance management concepts
  • Identifying weaknesses in the current approach to performance management
  • Tailoring your approach to performance management to build the capacities lacking within your government organization


  • Defining the Scope of Your Performance Management Initiative
  • Selecting Your Targets: Identify performance improvement opportunities and cross-walk to external mandates or internal leadership policy goals
  • Project Management Fundamentals for Performance Improvement Initiatives
  • Managing and scheduling kickoffs, working sessions, review points, and more
  • Resourcing your initiative: understanding your own budgetary and resource constraints


  • Identifying and Developing Your Performance Improvement Team
  • Policy Leaders: The core group of leaders responsible for setting overall direction, approving lower-level plans, and determining the approach to and success of the implementation management program
  • Planning Process Leader (PPL): The individual responsible for developing and managing the planning schedule, coaching individual teams and team leaders, and integrating final results into integrated implementation plans
  • Planning Unit Team Leaders: Individuals responsible for creating a team and performing the work associated with Situation Assessments and Action Plans
  • Primary Planning Unit Team Leaders
  • Issue-Unit and Cross-Unit Team Leaders
  • Other Team Leaders
  • Team-building and team development


  • RF AIM: Gaining Senior-Level Leadership Buy-In
  • Identify alignment opportunities between performance management and political, legislative, or Administration priorities
  • Looking for external supporters – stakeholders, program partners, media, legislative leaders
  • Making the pitch – and the importance of putting a price tag on leadership saying “yes”


  • RF AIM: Strategy Development and Situation Assessments
  • Unit overview of primary activities, deliverables, customer focus, size
  • Stakeholder analysis: whose interests are served and how well
  • Trend analysis of size and key operational measures
  • Values Analysis of customer and stakeholder values
  • Cost analysis for status quo
  • Competitive benchmarks for performance comparisons and important developments
  • External factor analysis and their potential implications
  • SWOT summary


  • RF AIM: Using “Performance Analytics” to Select the Right Performance Measures
  • 11 key criteria for effective performance measurement systems
  • Mapping all performance measures using the Logic Model
  • Activating only the vital few performance measures for actual use
  • Developing your measurement approach – the fewer the better
  • Setting up your own Measurement and Data Analytics function that drives the need for an initiative


  • RF ALIGN: Cascade Goals, Initiatives, and Measures into Action Plans for Each Major Program
  • Program Alignment: Using Requirements to Results approach to aligning program activities to new goals, strategies, and measures
  • Management Function Alignment: Identifying ways to harness existing management initiatives to integrate with your performance management initiative
  • Cross-Cutting Initiatives: Identify performance goals and measures that require inter-governmental collaboration and facilitating buy-in process for those


  • RF ALIGN: Management Function Alignment: Identifying ways to harness existing management initiatives to integrate with your performance management initiative
  • Human Resources/Workforce Management
  • Financial Management/Budget
  • Enterprise Risk Management
  • Information Technology/Digital
  • Open Government/Transparency
  • Customer Service/Process Improvement
  • Legislative Affairs/Government Affairs
  • Regulatory Management
  • Acquisition and Contracting


  • RF ALIGN: Dealing with Cross-Cutting Performance Goals
  • Coordinating performance across programs within your organization
  • Coordinating performance across programs across government
  • Coordinating performance across levels of government (federal, state, local)


  • RF ALIGN: Internal Communications Plan and Change Management Approach
  • Develop and roll out internal Strategy Communications Plan
  • Clear expectations for Progress Reporting: what, who, when how
  • Clear expectations for Progress Reviews: who, what, inputs, agenda, outputs
  • Approach for tracking decisions and responses
  • Keeping it all in the right place: Strategic Plan, Performance Plan, Performance Report, Budget Justification, Open Data portal, internal data portal, etc.
  • Develop and implement needed Reinforcing Mechanisms
  • Results Management PRO to track, analyze, and report progress
  • Needed data integration plan, systems, and report development
  • Required key personnel additions
  • Required training initiatives
  • Performance evaluation and incentive systems adjustments
  • Recognition programs
  • Shared learning approach


  • RF ACHIEVE: Driving the Achievement of Performance Goals
  • Data-Driven Performance Reviews: Facilitating a process for analyzing and using performance information internally to drive improvements
  • Performance Analysis: Selecting programs and initiatives for advanced program evaluation, data analytics, performance auditing, benchmarking, etc.
  • Post-Planning Adjustments to the Team: Evolving your team members and roles based on capability, interest and involvement


  • RF ACHIEVE: Agile Performance Management Techniques to Evolve Your Measures and Initiatives 
  • Adjusting Measures and Targets: Identifying which measures are actually being used, provide the most meaningful information, drive the most change, etc.
  • Refining Initiatives: Identifying which performance strategies are working, which are not. Prioritizing based on ROI, launching new initiatives, etc.


  • RF ACHIEVE: Communicating Your Performance Story
  • Going beyond your Performance Report to make your successes known
  • Outreach to media, legislative leaders, stakeholders, and program partners
  • Developing your external communications plan

Venue:   The Performance Institute

Venue Phone: 8779929521

1440 G St NW, Washington, District of Columbia, 20005, United States
  • August 7, 2017 - August 9, 2017
    8:30 am - 4:30 pm