Program Content
Fiscal pressures are forcing government agencies at all levels to adopt performance management – a focus on accountability for outputs and outcomes rather than cries for higher inputs (i.e., more budget funding and employees). The message is clear: better, faster, cheaper – hold the line on taxes, but don’t let service slip. You need to organize around results, not departments.
Performance Management should be a robust integration of methodologies such as balanced scorecards, strategy maps, budgets, activity-based costing (ABC), forecasts and resource capacity planning.
Most people who better understand what PM is conclude that it is obvious that there organization should proceed forward to achieve the full vision of PM – enterprise intelligence. However, there are speed bumps and obstacles that are slowing the rate of adoption, of implementing and then seamlessly integrating the components that constitute the PM portfolio suite.
Gary Cokins will moderate a panel discussion on the topic of what slows down the adoption rate of both Performance Management, and explain lessons learned that differentiate successful from unsuccessful implementations of Performance Management.
Learning Objectives
The attendee will learn the basic principals of implementing a successful Performance Management implementation in their organization:
- A brief recap summary of what Performance Management is and what it does.
- What has slowed the adoption rate for organizations to achieve the full vision of Performance Management.
- Lessons learned and tips for success.
- Why organizational change management and behavior modification is so central for successful implementations.
- The two sides of the debate for the best implementation approach – being “tops-down senior leadership commitment” versus “heroic bottoms-up pilot projects”.
Who Should Attend?
- Agency heads
- Program managers
- Budget managers
- Chief executive officers (CEOs)
- Chief operating officers (COOs)
- Strategists
- Chief financial officers, controllers and management accountants
- Performance improvement and quality managers
About Gary Cokins, CPIM, SAS; Douglas W. Webster, CFO, Department of Labor; and Danny Werfel, Office of Management and Budget (OMB); Steve Isakowitz, CFO, Department of Energy; and Michael Tinkler, VP, Synerma
Gary Cokins, CPIM, SAS
Gary Cokins is Manager of Performance Management Solutions for SAS, a market leader in data management, business intelligence, and analytical software. He is an internationally recognized expert, speaker, and author on advanced cost management and performance improvement systems. He is the author of five books:An ABC Manager's Primer,Activity-Based Cost Management: Making It Work, Activity-Based Cost Management: An Executive's Guide, Activity-Based Cost Management in Government, and his latest work, Performance Management: Finding the Missing Pieces to Close the Intelligence Gap. Cokins also authors a performance management blog Closing the Intelligence Gap. You can contact him at gary.cokins@sas.com.
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Learn how SAS performance management software can help you bring context and direction to your business intelligence initiatives and support a continuous process for improvement. |
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Douglas W. Webster, Chief Financial Officer, Department of Labor
Douglas W. Webster was sworn in as the Chief Financial Officer on January 7, 2008. A Presidential appointee confirmed by the Senate, he is responsible for the financial leadership of DOL. The Chief Financial Officer has responsibility for upholding strong financial management and accountability while providing timely, accurate, and reliable financial information and enhancing internal control.
Dr. Webster earlier served in government as the Principal Finance Advisor to the Iraq Ministry of Transportation under the Coalition Provisional Authority, Iraq from January to September, 2004. In that capacity he served as the Department of Defense representative with oversight responsibility of a ministry budget approaching $1B, provided financial advice to the Iraqi Minister of Transportation, and oversaw the creation of a 4,000 member ministry security force.
Dr. Webster began his service to the nation in 1972 when he was commissioned in the US Air Force. During his 21 year military career he served as a C-130 navigator, including seeing combat in Vietnam, as an air operations officer, and as a senior acquisition and engineering management officer. His final military assignment was in the Office of the Secretary of Defense, where he coordinated systems engineering policy across the Department of Defense.
Prior to rejoining the Department of Labor, Dr. Webster served as a senior manager at Grant Thornton LLP, where he led consulting engagement in cost management, performance management, strategic planning, and organizational change on behalf of federal agency clients.
Dr. Webster received a Bachelor of Science Degree in Engineering from the University of California-Los Angeles in 1972, a Master of Science in Systems Management from the University of Southern California in 1983, and a Doctorate in Business Administration from US International University in 1991. He served as an examiner in the United States Senate Productivity and Quality Award for Virginia — the Virginia equivalent of the Malcolm Baldrige. He is a Certified Government Financial Manager, a Project Management Professional, is certified in Information Technology Infrastructure Library, and co-author of the book Activity-Based Costing and Performance.
Danny Werfel, Office of Management and Budget (OMB)
Danny Werfel is the Acting Controller of Office of Federal Financial Management (OFFM) within the Office of Management and Budget (OMB). He is responsible for coordinating OMB's efforts to initiate government-wide improvements in all areas of financial management.
Werfel plays a leadership role in coordinating OMB review of agency efforts under the Financial Performance, Real Property, and Improper Payments initiatives of the President's Management Agenda.
Werfel is also responsible for coordinating the development of government-wide policy on financial accounting standards, grants management, and financial systems.
Prior to his current position, Werfel served as the Chief of the Financial Integrity and Analysis Branch within OMB, as a budget examiner in OMB's Education Branch, and as a policy analyst in OMB's Office of Information and Regulatory Affairs. Mr. Werfel also served as a Trial Attorney in the Department of Justice's Civil Rights Division.
Werfel is a recipient of both national and local awards from the Association of Government Accountants for his contributions to Federal financial management.
Werfel holds a Masters Degree in Public Policy from Duke University, a Juris Doctor from the University of North Carolina at Chapel Hill, and a Bachelors Degree in Industrial and Labor Relations from Cornell University. Werfel joined the Board in May 2006.
Steve Isakowitz, CFO, Department of Energy
Steve Isakowitz was sworn in June 1, 2007 as Chief Financial Officer of the Department of Energy after being unanimously confirmed by the United States Senate. As CFO, Mr. Isakowitz plays a vital role in the Department’s $24 billion budget that supports important energy, scientific, and national security investments. He has overall responsibility for the Department’s financial management, budget formulation and execution, program analysis and evaluation, corporate information systems, and loan guarantee program.
Prior to DOE, Mr. Isakowitz held important positions in policy, finance, program management, and engineering. Since 1991, he has led key efforts for the US Government in support of major national goals in research and development, space exploration, and national security. At the Office of Management and Budget, he supported the White House in overseeing $50 billion in Federal science and technology programs across multiple Federal agencies and led development of major interagency initiatives. At the National Aeronautics and Space Administration, he was the Deputy Chief Financial Officer and Comptroller responsible for directing the agency’s $16 billion annual budget, and Deputy Associate Administrator in charge of major space exploration programs. At the Central Intelligence Agency, he was a senior manager with the Science & Technology Directorate responsible for devising innovative technical projects and addressing high priority issues within the intelligence community.
Previously, Mr. Isakowitz was a corporate manager and senior engineer at Lockheed Martin Corporation and a senior consultant at Booz, Allen & Hamilton. He is also the recipient of the Presidential Distinguished Rank Award, a top award for executive performance, and an author of a technical book on space launch vehicles.
A native of Cleveland, Ohio, Mr. Isakowitz graduated from the Massachusetts Institute of Technology with a bachelor’s and master’s degree in aerospace engineering.
Michael Tinkler, VP, Synerma
Michael Tinkler, CA, CMC, FCMA has over twenty-five years of management consulting experience, as well as about ten years of experience teaching management accounting at the university level. He has an in-depth knowledge of Activity-based Costing and Activity-based Management, having applied these tools in numerous consulting projects in both the public and private sectors. Specializing in management accounting and in costing, with a particular emphasis on ABC/ABM, he has led a significant number of projects in transfer pricing, unit costing, alternate service delivery and pricing. He has developed and presented many training sessions in ABC/ABM, as well as in other areas of financial management, in Canada and internationally.
He is Vice-President of Synerma Inc. Synerma is one of the world’s leading consulting organizations in using activity-based management to address critical management concerns, such as customer and product profitability, product and service pricing to external and internal customers, cost reduction, performance measurement and resource planning.
