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Day One:Thursday, March 5, 2009

Continental Breakfast and Summit Registration

Welcome and Registration

THEME 1: Integrating Strategic Planning and Operational Execution to Drive Organizational Performance

KEYNOTE SESSION: Creating a Strategy Execution Premium for Your Organization

Non-profit organizations and government agencies are under continuous pressure to achieve breakthrough performance.  However, breakthrough performance doesn’t come through simply building a scorecard. It comes through clarifying strategy and linking it to operations with the help of mission-critical information.  The value created through strategy clarification and the alignment of strategy and operations is known as the strategy execution premium.  In this keynote session, Dr. Robert Kaplan, co-creator of the Balanced Scorecard, will share his insights and secrets into how a strategy execution premium can be achieved.

Dr. Robert S. Kaplan
The Balanced Scorecard

Using the Balanced Scorecard to Effect Major and Lasting Change

Undergoing change is an integral part of the journey organizations must take to achieve greater levels of performance.  To generate positive results, change has to be managed and controlled.  Through the Balanced Scorecard (BSC), the impact of change can be understood and the path to sustainable organizational performance can be planned.  In this session, you will learn how to use the BSC to manage change in a way that will yield breakthrough results.

Dr. Jon Meliones
Chief Medical Doctor
Duke Children’s Hospital

Richard Ballard
Chief Operations Officer
Duke Children’s Hospital

Morning Break

Integrating Strategy into Day-to-Day Operations

Creating a strategy-aligned organization involves the cooperation of managers and
employees in making sure that the daily activities and functions of the organization are
relevant to strategy.  Through using management tools such as the Balanced Scorecard
(BSC), strategy can be articulated clearly and linked to specific objectives which are
related to the operations of the organization.  In this linkage, the employee can gain a
deeper understanding of how his or her efforts contribute to the fulfillment of the
organizational mission which can inspire greater individual performance.  In this
session, you will learn how Catholic Charities of Boston uses its BSC to be a
strategy-aligned organization.

Tiziana Dearing
Catholic Charities of Boston

Networking Luncheon

THEME 2: Aligning Your Organization to Execute Strategy

Aligning Organizational Units and Employees

Non-profit organizations and government agencies need the cooperation of employees and organizational units to execute strategy.  However, to enhance the effectiveness of their cooperative efforts, an organization has to communicate how the job of the employee and the function of the unit contribute to the fulfillment of the strategy.  Without the help of employees and organizational units, any organization will fail to execute the strategy and realize greater levels of performance.  In this session, you will learn how the BSC generates alignment between organizational units, employees, and strategy.

Allen S. Grossman
Professor of Management
Harvard Business School

Performance Breakouts
Track A: Organizational Alignment
Aligning the Workforce to Organizational Strategy

Individuals are the crucial component in the organization’s ability to execute strategy. 
While organizational executives and managers are responsible for creating strategy and communicating it to employees, the individuals are responsible for bringing the strategy to life through their daily activities.   Through making strategy relevant to the daily jobs of employees, managers can effectively develop an understanding amongst individuals of how their efforts contribute to organizational progress.  In this session, you will learn how performance management enables managers to align individuals to strategy and drive them to higher levels of performance.

David Schlendorf
Policy and Planning
Federal Bureau of Investigation (FBI)

Track B: Leadership and Succession Planning
Attracting and Training the Next Generation of Leaders in Non-Profits and the Public Sector

Non-profit organizations and government agencies don’t just need people to fill vacancies left by retiring baby-boomers.  They need leaders to fill the important positions that are crucial to the execution of strategy and the fulfillment of organizational vision.  Leaders inspire action and encourage their fellow employees to achieve higher levels of personal success in their jobs.  The work of leaders is necessary in driving organizational achievements and sustained performance.  In this session, you will learn the secrets behind recruiting and developing leaders that will drive organizational performance. 

Track C: Integrating Strategy and Fundraising
Using Your Balanced Scorecard to Drive Fundraising Success

The Balanced Scorecard (BSC) is a management tool that enables the nonprofit organization to break lofty goals down to understandable terms that inspire action from employees and managers.  Through the four perspectives of the BSC, employees and managers alike can gain a complete view of the performance of the organization.  The BSC also provides the organization with a path to align its operations to strategy.  Through translating its strategic financial goals down to terms that employees can understand, the BSC can provide an actionable path to driving the fundraising success of the organization.  In this session, you will learn how the BSC can be used to facilitate the achievement of financial goals and the alignment of operations to strategy.

Sue Dahling Sullivan
Chief Strategic Officer
Citi Performing Arts Center

Afternoon Break

Performance Breakouts

Track A: Organizational Alignment
Creating Alignment between Foundations, Donors, and Grantees

While performance measurement and assessment account for many of the activities that make up a nonprofit organization’s performance management program, communication is essential in creating the alignment or cooperation that is needed to execute strategy.  The Balanced Scorecard (BSC) and other proven performance management tools drive the communication process and break strategic objectives down to terms that all organizational stakeholders can understand.  Through this method of facilitation, the donors, grantees, and other external stakeholders of your organization can gain exposure to your mission, vision, and purpose.  In this session, you will learn how to use performance management to inspire the cooperation and ensure the alignment of donors,
grantees, and other external stakeholder to your strategy.

Ron Bialek, MPP
Public Health Foundation

Track B: Leadership and Succession Planning
Succession Planning: Filling the Void of Retiring Baby-Boomers

With the retirement of the baby-boomer generation from the public sector workforce, the pressure is on government agencies to fill the important mission-critical positions left open by recently retired professionals.  As the baby-boomer generation has begun retiring from the public sector, the need to execute an effective succession plan has reached the highest possible levels.  Through integrating succession plans into the organizational performance management system, succession planning efforts can be linked directly to strategy and enable the organization to prioritize these activities.  Succession planning can receive attention through its integration with the organizational strategic execution efforts.  In this session, you will learn how to overcome succession planning pressures through using performance management.

Jeff Risinger
Associate Executive Director, Office of Human Resources
U.S. Securities & Exchange Commission

Track C: Integrating Strategy and Fundraising
Another Fundraising Session

Panel – Ted Jackson client

Maximizing Program Effectiveness and Seizing Opportunities for Executing Strategy

Non-profit organizations and government agencies are inundated with new initiatives and programs on a continuous basis.  While new initiatives and programs are created with the best of intentions, they can also serve as a distraction to the execution of strategy.  Through prioritizing initiatives, non-profits and government agencies can ensure the effectiveness of their efforts and focus on the mission-critical needs of the organization.  In this panel discussion, you will gain insight into processes associated with prioritizing initiatives, managing portfolios, and identifying the opportunities that come through attempting strategy execution.

Dr. Robert S. Kaplan
The Balanced Scorecard

Laura M. Downing
Ascendant Strategy Management Group

4:45pm – 6:15pm
Networking Reception