2022 Government Performance Summit
Learn, Network, Share
Hosted annually since 1999, the Government Performance Summit (GPS) is the annual performance management event for the Federal, State & Local government organizations. The Summit is led by speakers from upper echelons of the Executive and Legislative branches, subject matter experts in Federal, State, and Local space as well as industry leaders well versed in implementing increased efficiencies, and improved processes with quantitative results acknowledged by their programs and agencies. GPS establishes a network of attendees and decision-makers who determine management policy from Federal, State, and Local Administrations as well as US Congress.
The Summit has been designed to help individuals and teams overcome their challenges by moving beyond basic measurement and reporting to better engage the executive team into driving transformational government performance improvement.
Chris served as the Director of Performance Excellence and the Deputy Performance Improvement Office at the U.S. Department of Commerce since 2010. In this role, she coordinated the development of Commerce’s Strategic Plan and OMB required reporting on plan implementation. In 2020, she began serving as Evaluation Officer.
Greg has been responsible for improving service delivery through measurement and analysis. A regular contributor on data and analysis topics for professional organizations.
Joshua has over a decade of experience in operational and strategic risk management, including work at the Department of Homeland Security Headquarters and the Federal Emergency Management Agency (FEMA) developing doctrine and a common framework for the assessment of enterprise risks.
A highly accomplished and motivated public servant, intrapreneur and community builder. Noha has served as a change agent and demonstrated leadership in catalyzing, developing and managing innovative initiatives at an enterprise-wide scale.
Rafael has improved the City’s ability to report and manage operational performance by helping successfully transition our performance reporting system and administrating the new system
Harvey has over 30 years of audit and financial management experience in the Federal sector. He led the internal audit function as Chief Audit Executive at the Federal Retirement Thrift Investment Board, where he reported to the agency’s Board.
Max has given plenary talks on public sector performance management in seven countries, including Canada. He was a principal lecturer at Sheffield Business School in the UK for over 25 years. The outcomes-focussed Public Sector Scorecard, which Max first developed in 2001, has been used in six continents.
Lenora currently serves as the Director of the Office of Strategic Planning and Performance Improvement, where she oversees the Treasury's internal management consulting program, Lean Six Sigma training program, and the Department's accountability and goal-setting processes.
Steve Brockelman oversees GSA’s organizational performance management and is responsible for developing the agency’s annual performance plan and Five-Year Strategic Plan. In prior roles at GSA, Steve led strategy and operations for the Office of Executive Councils, providing performance benchmarking and best practices to mission-support functions across Federal government.
Jason leads a professional staff in the implementation of the Government Performance and Results Modernization Act, Program Management Improvement Accountability Act, and the Foundations for Evidence-based Policymaking Act.
Judy leads Information Technology (IT) Portfolio and Financial Management in the Bureau of the Fiscal Service, overseeing the planning and performance of its $1.1 billion IT Portfolio.
Jason Miller has been Executive Editor of Federal News Network since 2008. Jason directs the news coverage on all federal issues. He has also produced several news series – among them on whistleblower retaliation at the SBA, the impact of the Technology Modernization Fund and the ever changing role of agency CIOs.
Christian leads the bureau’s strategic planning and governance, organizational performance, and evaluation functions.
Shamiah evaluated service delivery to D.C. residents and businesses provided by District government agencies and assessed equity in budgeting decisions. Kerney was previously a senior analyst at the United States Government Accountability Office with the Financial Markets and Community Investment team.
Bethany's passion is fostering intrapreneurship in Federal government, identifying and cultivating Fedpreneurial talent, and promoting the use of intrapreneurial practices. Her Federal career spans over 25 years, serving in multiple agencies before joining GSA to serve all agencies in advancing the use of performance practices.
Jennifer has worked to strengthen partnerships and collaborations in building employment and training programs that go beyond filling the jobs of today to creating life-long careers for all people. Jennifer is committed to a future in which individuals of all skill levels and experiences have access to mentorships.
David was responsible for leading the Agency-wide effort to develop NASA’s 2018 and 2022 Strategic Plans, as well as a variety of external reporting products stemming from both the GPRA Modernization Act and the Foundations for Evidence-Based Policymaking Act.
Beya works across all City departments in collaboration with City Leadership to identify strategies for increasing diversity, embedding systemic equity, and cultivating holistic inclusion. Before the City she worked for over 10 years in Student Affairs building retention programs for historically marginalized students and implementing diversity
Prior to joining Fiscal Service, Carie served as the Assistant Director of the Complaints Management Team at the Treasury Inspector General for Tax Administration. Carie has extensive evaluation and statistics experience including almost 12 years conducting evaluations, inspections, and audits.
Teri Caswell has over 30 years of experience working with operational, financial, and performance data, concentrating on capture, analysis, and reporting in the public safety arenas at the local, state, and federal levels. Teri’s career started in the DC Metro area in the IT industry supporting among others the US House of Representatives, US EPA, PBGC, Marriott, NAVSEA, and UUNet WorldCom.
Shah also serves as the Department’s staff level liaison with other government, international, and professional organizations in these areas. He provides authoritative advice on and is a champion for continuous improvement and promoting organizational performance and reliability. Mr. Shah’s experience spans 28 years.
Mike specializes in performance management for government. He served as Director of Performance Improvement as an appointee for Governor Larry Hogan in Maryland. And has worked with close to 50 federal agencies, state, and city governments on performance measures, data analytics, and customer experience. From the U.S. Department of State to the State of Maryland to New York City.
Mace serves on the planning team with the Texas General Land Office’s Community Development and Revitalization (GLO-CDR) program. During her tenure with GLO-CDR, She has assisted in the development of a regional planning studies program and Housing technology improvement and studies that utilize HUD’s CDBG-DR funding to conduct large-scale studies in disaster-impacted areas to assist communities in their planning efforts
Shawn Boland is a former Army officer with over twenty-seven years of leadership experience. During his career, he served at multiple command and staff levels including serving over forty-eight months as a Chief Human Capital Officer (J1/G1). He is currently serving as a management consultant for TMR Inc where daily, he leverages his vast military experience to develop recommended solutions to solve strategic workforce issues.
Greg is a senior level operations executive, serving as chief operating officer and other leadership roles in both public and private sectors for over 20 years. He is currently Deputy Commissioner for the Maryland Insurance Administration. Starting in 2016, he helped to roll out and implement Maryland Governor Larry Hogan's Customer Service Initiative across 40 state agencies and departments.
Harry is a Navy veteran, leader, and strategist. As a tri-sector leader in the government, military, and business he has gained a strategic-level understanding of global competitors and the core threats to U.S. national security, economic prosperity, supply chains, cybersecurity, manufacturing, and defense industrial base. He works closely with the Department of Commerce’s top political and career executives to strengthen American competitiveness and foster inclusive, equitable economic growth.
Katherine Clardy Key is an urban planner interested in how data can be used to create more equitable and efficient cities. As a member of the Alexandria, Virginia’s Office of Performance Analytics, she supports the city’s COVID recovery efforts, including collecting and analyzing eviction data to better direct resources to residents with housing instability. Katherine previously worked for a management consulting firm that specialized in nonprofit human resources solutions, where she conducted executive performance assessments and market compensation analyses in the community development, public media, and education sectors. Katherine earned her Master of Urban Planning from New York University’s Wagner School of Public Service while working as a data research assistant for the Furman Center for Real Estate & Urban Policy.
June 15, 2022 Day 1
The Biden-Harris Administration has named Strengthening and Empowering the Federal Workforce and Delivering Excellent, Equitable, and Secure Federal Services and Customer Experience as two of its three key priority areas in the President’s Management Agenda (PMA). Performance management plays in important role in making sure goals around employee engagement and customer experience are met, in turn transforming government to better work for the American people.
Key principles of President's Management Agenda and how agencies are going to meet these priorities over the next 3 years. Insight into operational goals and strategies. This conversation will include 1) Strengthening and Empowering the Federal Workforce 2) Delivering Excellent, Equitable, and Secure Federal Services and Customer Experience 3) Managing the Business of Government
This session will focus on a critical but often neglected part of organizational performance and transformation: a focus on cultivating the organizational systems and culture that equip, empower and engage employees on a path of continuous improvement. This session will feature a panel of seasoned practitioners who have led transformational efforts within the Federal government and have more than a few battle scars to show for it along with a wealth of experience and insights. Expect to hear about topics such as elements of the employee experience that lead to dissatisfaction and those that lead to satisfaction, strategies for cultivating psychological safety, architecting collaboration and silo-busting, balancing accountability and empowerment and the future of work. Come prepared for an engaging discussion where you can walk away with a whole host of tools to add to your performance improvement toolbox.
Join an interactive group as they discuss how evidence-based analysis helps determine the viability of future programs. This panel will discuss the steps which they follow to validate if there is real need for programs. This will include an understand of their tools and analysis process.
How do you get employees to buy in on your performance management initiative beyond compliance with laws, regulations and policies? One way is by executing a successful customer service strategy. Government customer service initiatives can play a great role in cultural transformation that improves performance management and employee morale.
Join us for this panel discussion on understanding the role of customer service in performance management. For example, utilizing the Customer Perspective on a Balanced Scorecard to drive transformation and performance improvement. Lessons from the field include using customer
Do you think the Strategic Planning process is old, stale, out of date? Then maybe you should attend a conceptional presentation regarding upgrading the Strategic Planning process. This presentation will time 4 key concepts of the planning process and propose innovative thought toward improving 4 key areas: 1) Process flow 2) Tools 3) Timeline 4) Implementation
June 15, 2022 Day 2
Performance-based budgeting is based on the premise that each agency’s budget recommendations/requirements must be directly linked to an agency’s mission, goals, and objectives. OMB policy requires an integrated budget and performance submission describing outcomes and outputs in sufficient detail to adequately allow OMB to review an agency’s budget submission. To be consistent with this policy, agency budget submissions must include integration of performance measures that allow objective determination of an activity’s success in achieving its goals and the resources needed to achieve those goals. To execute this policy, it is imperative that agency budget requests be linked to performance to provide the means for determining what results are expected from the use of financial and personnel resources.
Join the City of San Luis Obispo for an informational discussion on how to successfully engage your community to advance diversity, equity, and inclusion (DEI) within your community. During this session, efforts such as the establishment of a DEI Taskforce, expanded DEI funding, community learning sessions, and DEI focused city planning will be shared to provide a robust picture of how to effectively advance DEI efforts within a predominately white affluent community. This session will provide you with tangible strategies to support your community’s efforts to be more diverse, equitable, and inclusive
June 15, 2022 Day 3
Join a discussion on growing your knowledge of diversity, equity and inclusion (DEI) and hidden biases in regard to internal and external relationships. Increase your understanding on the impacts of hidden bias, how to identify our own biases, and strategies to remove biased behavior in your organization. Start to shift your DEI commitment into an actionable and accountable plan.
No matter how nice you are to a customer, if it takes an elephant’s life span to get what they need, the CX is a flop. There is a tried-and-true way to make sure the time it takes to deliver a service/product and the quality are excellent and consistent. That way is “process management”. This presentation will explain the simple actions needed to manage a process and produce reliable service that can restore trust in government.
Join us for a discussion around how enterprise risk management can inform evidence-based innovation and performance management by building metrics into risk mitigation and planning and using the data as a decision-making tool to keep focused on performance goals. You’ll learn tips and tricks to make the most of limited resources and maximize your collaboration efforts while keeping focused on the end goal.
Lake County Workforce Development is a leader in the public workforce system creating innovative, value add solutions with employers across industry, public sector and government to address the skill shortages and hiring needs of today. Workforce Development maximizes partnerships and grants to lead out a county-wide multifaceted program, to successfully engage with both the individual job seeker, constituent, and the employer seeking help and connects the two through a subsidized ‘internship’ model that has proven to be effective and productive - individuals learn the technical and interpersonal skills needed in the workplace and employer attracts a more broad and diverse pool of candidates
June 16, 2022 Day 4
Data is critically important for performance management and to help make informed decisions to better deliver government services. But too often performance data are not well utilized or “weaponized.” What could performance management look like if we shifted the paradigm?
How can you create a planning document for your organization that stands the test of time and doesn’t just sit on a shelf? Developing a strategic plan and establishing an ambitious performance framework can be difficult at the best of times. While CFO Act Agencies have the A-11 Part 6 as a guide to develop their new Agency Strategic Plans, current circumstances demand more agility and creativity in our planning and organizational performance management activities. This panel discussion with three Federal performance leaders will spotlight lessons learned and best practices for savvy strategic planning, opportunistic goal setting, and effective implementation during this time of change.
Cultivating the Adaptive Workforce
Organizations are challenged as never before to respond to change in their business and operational environments. As a result, their workforce is under pressure to quickly adapt and effectively to constantly evolving work requirements. This panel will discuss how to cultivate an adaptive workforce that is actively engaged, continuously learning, and focused on performance.
In 2021 the leadership of the Bureau of the Fiscal Service set out a goal to implement the Program Management Improvement and Accountability Act. Although not a new mandate, it was an important one given the number and dollar value of large programs and projects at the agency. By using data to drive the program’s implementation; aligning the agency’s strategic goals and objectives with the planning and roll-out of the project; and the collaboration of Information Technology, Performance, and Enterprise Risk Management done through an evaluation mindset, Fiscal Service is well on its way to a successful result. Join us to hear from each of the collaborators and gain a better understanding of the challenges and successes of the implementation.
June 16, 2022 Day 5
Discuss successes and methods for creating efficiencies to build capacity towards transparency in the Federal Government.
Cities churn out vast amounts of data 24x7. What happens when we start to convert this raw data into information, knowledge, and wisdom? Learn what happens when the City of Albuquerque combines technology, data, and the community to get people to classes quicker, get online, and spend family time in the park.
June 16, 2022 Day 6
The best decisions are made when operational units are empowered and equipped to make data-driven decisions. Attendees will learn about successful and unsuccessful efforts to empower and equip those departments. They will also learn how to develop a strategy that balances operational and enterprise-wide data analysis and decision making. This will be an interactive session where attendees will work on a strategy to democratize data-driven decision-making
No matter where you work in the customer service continuum, no matter what technology, your employee, customers’ expectations remain basically the same. “Tell me the truth” “Show me you care” “Don’t make it hard” “Don’t make me waste my time”
This session will explore how to use ERM as a framework for making data-driven decisions. ERM helps organizations identify the most actionable data that can inform strategic decisions - for leaders as well managers and front-line staff. ERM can help foster a data-driven culture, ensure data is centralized and accessible, and identify the most critical key risk indicators (KRIs) for an organization.
Performance management is often implemented top down, with limited involvement from service users, staff or other relevant stakeholders. This talk will begin by discussing a number of critical success factors for successful implementation of performance management in government and how these are taken into account by the Public Sector Scorecard, an outcome-focussed performance management framework which adapts and extends the balanced scorecard to fit the culture and values of the public and third sectors.
This talk will describe how the PSS works across organisational boundaries and involves service users, staff and other key stakeholders. Three case studies will be described: improving ethnic minority employment, reducing obesity, and integrating health and adult social care.
- Are there special discounts for groups?
- Will the event be in-person or virtual?
We're so excited to announce we'll be going back to in-person events in 2022! However, we will also have a virtual option available for our event in case you are in another state, country or don't feel like traveling yet.
- How can I get my SF-182 form for GPS22 in order to get authorization?
- How can I pay for the event?
You can pay for the event through our website, once you click on Buy Ticket you will be redirected to the checkout which will allow you to buy your ticket.
If you want to pay by check, please contact email@example.com
- Will I get a certificate for my participation?
Absolutely! You'll get your participation certificate whether you participate in person or virtually!