Wednesday, April 8, 2009

2009 ISPI Europe / EMEA Conference

An Organization IS its people

Surviving and, in Fact, Thriving in Challenging Times

7th ISPI Europe/EMEA Conference

November 5-7, 2009


A Unique Conference -
Based on an interesting
SIMULATION






You are invited

The International Society for Performance Improvement Europe (ISPI-Europe) invites you to submit a proposal for a unique conference organized around an exciting simulation and focused on the very timely theme - “An Organization IS its people: Surviv
ing and, In Fact, Thriving in Challenging Times.”


The conference is sched
uled from November 5-7, 2009 in Galway, Ireland. The original due date for submissions was June 1, 2009. However, in response to a number of requests from professionals interested in submitting proposals to present, we are extending the deadline for the 2009 Call For Proposals to July 1, 2009. We hope that you will take advantage of this opportunity!



Call for Proposals


Facing Challenging Times with Confidence


There is no doubt that we are facing challenging times that have had a dramatic effect on organizations of all sizes and types globally and will continue to do so for some time to come. Helping our client organizations (whether we are internal or external performance professionals or line managers) to not just survive, but to thrive, is an important objective. It means all investment in money and effort made by organizations, must count. No organization can afford solutions in search of a problem, programs that are only “nice to have” or approaches that are not linked to, or measured by, pay back in the form of customer satisfaction, loyalty, revenue or other valuable goals.

Most conferences provide value by assembling speakers who share their wisdom and insights against an interesting unifying theme. We at ISPI Europe/EMEA feel that we have a way to make our conference deliver significantly more value to both presenters and participants. Our conferences have always aimed to be smaller in size but much greater in level of participation and interactivity, than typical conferences. The 2009 conference will be our most innovative to date, beginning with this call for proposals. The 2009 Galway conference will be organized around a simulation that will run throughout the conference with all presentations selected based upon their ability to support participant success with the simulation, including the value of the content, design of the session and credibility of the presenters.

Therefore, we have attached the simulation description to this call for proposals to guide your ability to design and propose a session that will provide participants with ideas, models and approaches that they will be able to apply immediately to our simulation. Note that the simulation is not a fabricated case. It is based on a real client engagement. In this way, and through our design, which includes professionals acting as the client team, the simulation experience is able to come very, very close to what you would experience in the real world, but with the advantage of a safe and protected environment to experiment!


Join us in Galway, Ireland this November 5-7, 2009 to share your ideas, theories, observations, insights, case studies, testimonials, models and approaches to supporting performance improvement efforts that really work, are readily applicable and that truly address real world challenges and opportunities.

Invitation to come and join us



Those of you who joined us in Heidelberg, Germany, know that we successfully pilot tested our unique simulation-focused conference format. We started the conference with four (4) professionals playing the roles of key executives from the Executive Board of a real company that was seeking assistance in improving its results. The company and the situation presented were real with specifics and names changed to ensure the anonymity of the company and its executives.

The title of the simulation was, “How do you explain HPT to a client?” As we expected, the approaches, models, success stories and insights shared as part of last year’s many diverse presentations, as well as, during informal chat sessions, all served as resources for participant teams as they developed proposed project approaches to present to the Executive Board at the end of the conference. Encouraged by the very positive feedback from the Heidelberg conference, we plan to use our new simulation to both solicit presentation proposals and, then, in Galway as a way to support the active involvement of conference participants in discussing, sharing and applying performance development and improvement ideas, approaches and tools in a unique and practical way.

So, whether you are interested in sharing your experiences in a formal way by being a presenter or if you would rather come to learn, share, and contribute on a personal level, we encourage you to take advantage of this opportunity. This forum will be a way to:
  • Reinforce the exchange within our European network about how to optimize performance and help our clients survive and thrive.
  • Meet new business colleagues and professional partners in the fields of human performance improvement, human resources management and development, organizational development, training and learning, public policy, and business administration.
  • Prepare for the challenges that lie ahead of all of us to create healthy, prosperous organizations and communities.

More information


For more information about the International Society for Performance Improvement, please refer to the description at the end of this document or check out the website http://www.ispi.org/. For more information about this upcoming ISPI Europe conference (such as conference venue and fees), please refer to the ISPI Europe website http://ispieu.blogspot.com/

The Application Process



If you are selected to present at the conference, you agree to the following:
  • Register and pay the appropriate registration fee
  • Prepare an article or “white paper.” White papers submitted will be considered as candidates for a special edition of ISPI’s PI Journal focused on Europe, Middle East, Africa (EMEA) to be published in 2010.
  • Deliver your session on any of the conference days scheduled
You also agree that your session materials will be made available on the ISPI website after the conference.

Step One: Choose a Session Topic



The focal point for the conference is to apply concepts, models and tools around the theme of “Organizations ARE Their People, surviving and, in fact, thriving, in challenging times” to our simulation client case. We, of course, must keep in mind the key principles of improving performance:
  • Focusing on outcomes and results
  • Taking a systemic approach
  • Adding value, focusing on the business and an organization’s purpose
  • Establishing partnerships and working collaboratively

We are looking especially for sessions that will present successful examples of and/or models, approaches and tools that can be applied by participants to our simulation client case. That is, we will give the greatest consideration to sessions that will give participants the opportunity to discuss, share tools and job aids and/or review case studies focused on performance areas such as the following:
  • Gaining and maintaining/growing the confidence of client team decision makers
  • Obtaining the commitment and support of interview subjects
  • Supporting the formation of linkages and partnerships within and among parts of the client organization
  • Working effectively within a project team
  • Identifying improvement opportunities and communicating them such that they are clear, specific, understandable by the client and defensible
  • Making recommendations that are logical, valuable to the client and actionable
  • Ensuring the transfer of “ownership” of findings and recommendations to key members of the client organization
  • Leaving behind more than a set of findings and recommendations

Submitters will be asked to choose a category for their session topic from the following list of relevant performance areas:
  • Determine “What Is”
  • Identify Opportunity
  • “Test” Findings
  • Suggest Actions
  • Project and Client Management – Client Relationship Management, Teaming, Team Leadership, Partnering

Step Two: Prepare Your Session Proposal



Your proposal should describe what you intend to discuss, how it links to and prepares participants for success with the simulation case, considering the conference theme. Further, your proposal should clearly present how you intend to facilitate the session, and your experience with the topic. Proposals should include a draft sample of a job aid/performance tool that you will share with session attendees and that will be made available on the conference website.

Participants at ISPI Europe conferences are very bright and typically very anxious to get involved and play an active role in learning and sharing. They are also a richly diverse group in terms of national origin, education and skills background, as well as, the industry or subject matter that has been the focus of their experience. The multinational character of ISPI-Europe makes it critical that all presenters are prepared to interact with participants who are non-native English speakers. Therefore, please give special consideration to how you will accommodate participants who do not speak English as their native language. Examples of how this may be done include, by providing clear, complete handouts, visuals or other supporting material with meaningful graphics. All session proposals must include a description of how the presenter(s) intend to accommodate a diverse audience consisting of many participants who do not speak English as their native language.

Your proposal will be evaluated by a team of reviewers against the criteria below.

IMPORTANT: Structure your proposal using the headings provided below. This will make it easier for reviewers to find required information and, hence, will increase the likelihood that your proposal will receive maximum consideration.
A. Title


The title for your session should be brief but descriptive and attract the participants’ interest. In addition to the title, please indicate the category that is the best fit for your session, i.e., WI - Determine “What Is”, IO - Identify Opportunity, TF - “Test” Findings, SA - Suggest Actions or PCM - Project and Client Management.
B. Session Description + Objectives / Benefits


Describe your session in 120 words or less. Use clear, conversational language. Include clear objectives and how/why participants will benefit from your session (including the ability of participants to immediately apply what they learn to our simulation client case).

In addition to your session description, indicate the level of experience participants should have with the subject matter of your session by selecting one of the following categories:


Session Prerequisite Knowledge


Beginner Participant is able to understand and make use of the core concepts
of the subject matter.

Intermediate Participant is able to apply core concepts and practices of the subject
matter to a problem or situation.

Expert Participant is able to fluently create and evaluate solutions to problems
in the area of the subject matter.

Indicate session type as described below and the level of interactivity and engagement participants can expect from your session by selecting one of the following categories:


Session Type

Briefing 60-minute intense briefing covering theoretical, research style aspects
of the subject matter. Activities are not required.

Workshop 90-minute laboratory-style workshop allowing the participants to apply
briefly introduced concepts to a given problem or situation in a team environment. Highly interactive with at least 30 minutes activity time.

Pre-Conference 3 hour or 6 hour extended workshop allowing the participants to apply Workshop comprehensively introduced concepts to given problems or solutions in a small team environment. Highly interactive with at least 60 minutes or 120 minutes of activity time respectively. Pre-conference workshops will take place on November 5, 2009.

The session description, the objectives/benefits, as well the information regarding the session prerequisite knowledge and session type will be published in the conference program to market your presentation.

Evaluation criteria are:
  • Describes the content clearly
  • Relates to the conference theme and is directly applicable to the simulation client case
  • Includes performance-based objectives
  • Describes the value of the workshop to the attendee
  • Indicates the prerequisite knowledge for the session
  • Indicates the session type and level of interactivity
  • Is limited to 120 words

C. Link Session Design to Human Performance Technology and the Simulation


Describe in a paragraph or two how your session relates to, supports, or enhances the field of Human Performance Technology in and how it helps HPT practitioners to successfully support the simulation client and their ability to achieve valuable goals. Evaluation criteria include:
  • Describes how the workshop will support ISPI’s mission, goals and values and/or explains the link to performance improvement; more specifically, it shows how the session content will help participants to create value for the simulation client case. (Refer to http://www.ispi.org/ to learn more about ISPI.)

  • Addresses a specific performance need or issue

  • Uses case studies and examples of successful, EMEA region-focused performance improvement projects

  • Supports participants working on the client simulation to:
  1. Gain and maintain/grow the confidence of client team decision makers
  2. Obtain the commitment and support of interview subjects
  3. Support the formation of linkages and partnerships within and among parts of the client organization
  4. Work effectively within a project team
  5. Identify improvement opportunities and communicate them such that they are clear, specific, understandable by the client and defensible
  6. Make recommendations that are logical, valuable to the client and actionable
  7. Ensure the transfer of “ownership” of findings and recommendations to key members of the client organization
  8. Leave behind more than a set of findings and recommendations

D. Session Design Plan


Provide a high-level design plan of your session. This section is important; it will receive the most attention by the team of reviewers. Evaluation criteria are:
  • Session design appropriately reflects the session type (briefing, workshop, or pre-conference workshop)
  • Demonstrates sound instructional design principles
  • Matches the objectives/benefits and session description
  • Matches the expected level of prerequisite knowledge of session attendees
  • Includes a topic outline + time frames for each topic
  • Includes instruction/presentation method for each topic (e.g., lecture, discussion, activity)
  • Is achievable in the time requested
  • Requires participants to engage with the content at the level stated in the objectives
  • Provides enough detail for the reviewer to visualize the session delivery
  • Describes how participants who are non-native English speakers will be accommodated

Please note that there are a limited number of pre-conference slots available for extended workshops (3hrs or 6hrs length). If you feel that your topic and/or expertise warrant such an extensive exchange with the conference participants, please provide an extended workshop design plan for both a 3 hour and a 6 hour version. Based on all submissions, the team of reviewers will discuss with you the preferred option for this conference.

E. Job Aid / Performance Tool (not applicable to briefing sessions)


Job-relevant information, references and/or tools are very important to ISPI audiences. Provide a draft sample of the performance tool which you will introduce during your presentation or refine with the attendees during your workshop (i.e., job aid, process model, idea synopsis, and reference guide). Evaluation criteria are:
  • Is a well-designed performance tool
  • Provides a reference for future use

F. Facilitator Personal Information / Presenter Experience


Please provide your personal data (Name, Position Title, Organization, Address, Telephone, and Email).

Describe your expertise regarding your session topic in 75 words or less per facilitator. Please do not attach resumes or list-style biographies!

Evaluation criteria are:
  • Demonstrates sound expertise in session content by citing own relevant experience, research, or writing
  • Demonstrates experience presenting to ISPI or a similar audience
  • Is limited to 75 words
Step Three: Send in your Proposal


Save your proposal as a MS Word document. Additional material such as job aids etc. can be in other document formats, such as PPT or PDF. Send your combined proposal materials to arnoud@webperformance.info with “Session proposal for ISPI Europe Conference 2009” in the subject line.

Your proposal must be received no later than July 1, 2009.



The ISPI Europe conference program committee will confirm the receipt of your proposal via email. You will be notified via email by the end of July, whether your proposal is accepted, conditionally accepted, or rejected.

If your proposal is accepted, ISPI Europe will:
  • Ask you to register for the conference and to reserve your hotel
  • Request your audio-visual requirements
  • Collect your session materials for publication on the conference website or via CD
  • Ask you to commit to previewing your session, either following the opening ceremony for the conference or after the first keynote address.




Questions

If you have any questions regarding the submission of a proposal or the conference in general, please review the ISPI Europe’s blog at http://ispieu.blogspot.com/

Or contact ISPI Europe at:


What is HPT?

Background information on ISPI
and the Performance Improvement community


What Is HPT?


Human Performance Technology (HPT) can be described as a comprehensive set of tools and techniques for achieving organizationally desirable and “marketplace” effective results, through the management of people and processes. HPT uses a wide range of approaches and tools that are drawn from many other disciplines including behavioural psychology, instructional systems design, organizational development, and human resources management. As such, it stresses a rigorous analysis of present and desired performance, identifies the causes for the performance gap and/or the nature and extent of the improvement opportunity, offers a wide range of tools and approaches to improve performance, guides the change management process, and evaluates the results.

What Is ISPI?

Founded in 1962, the International Society for Performance Improvement (ISPI) is the leading international association dedicated to improving individual and organizational productivity and total performance results in the workplace. ISPI represents more than 10,000 international and chapter members throughout the United States, Canada, and 40 other countries.

ISPI's mission is to improve the performance of individuals and organizations through the application of Human Performance Technology (HPT). Organizing annual conferences & expos and other educational events such as the Performance Improvement Institutes, publishing books and periodicals, and supporting research are just some of the ways ISPI works toward achieving this mission.

In 2001, a group of performance improvement practitioners from various countries founded ISPI EMEA with the vision of supporting the concept of ISPI in our geographical areas, sharing and increasing knowledge of ISPI practitioners and sustaining the application of HPT across Europe, the Middle East and Africa. Ours is a widely diverse cultural landscape and translating HPT concepts and applications is a key factor in the global expansion of ISPI.

09 Conference - Simulation Case Overview

Borough Case Overview
© CMP Associates, 2008. All rights reserved.

Introduction

This simulation is designed to give participants an opportunity to complete some initial data gathering and analysis at the start-up of a comprehensive performance improvement project for a new client, Pleasantview Borough, a municipality in New Jersey, USA. The overall goal of this project is to help the Borough to improve the efficiency and effectiveness of Borough operations, including, but not limited to an ability to satisfy the service requirements of property owners and residents, without a need for additional tax revenue. The consulting teams present, are all being given the opportunity to complete initial data gathering and analysis in order to prepare preliminary findings and recommendations for improvement action and next steps. However, only one team will earn the confidence of the ultimate client, the Borough Council, and be asked to continue on with the project.

Their analysis will allow each consulting team to prepare a Project Progress Report to the Borough Council. With this Progress Report, teams will summarize what they have learned so far in the form of findings and recommendations for improvement, where possible. They will also outline critical next steps for continuing on with further data gathering and analysis necessary to achieve overall project goals. Note that, for practical reasons, actual data gathering will be limited to an opportunity to interview three of the department heads from the paid staff of Pleasantview Borough. The balance of the interview data will be provided to all teams equally in the form of interview notes, gathered and summarized for the teams in advance, instead of allowing them to interview the other department heads.

Client/Situation Background

Pleasantview Borough is an affluent community located about an hour from New York City. The Borough doesn’t have many “ratables” or large businesses, in addition to residential property owners, to pay taxes. Therefore, the majority of the Borough’s tax revenue comes from residential property owners and a limited number of small to medium-sized businesses. Most property owners and other residents are well educated and many work in New York City.

The Borough is governed by a Council of elected officials. The Council consists of six (6) council members and a Mayor. (Note that the Mayor only votes to break a tie.) Terms of office are for three (3) years, but terms are staggered, so that there is never a time when all Council members change at the same time. Though this does provide for some continuity, it’s also true that the Council is different every year, because there are new members every year. The Council sets the strategic direction for the Borough, which means that it is responsible for setting the overall goals and objectives for the Borough’s paid staff.

Note that, though the Borough Council is elected to be the strategic governing body for Pleasantview Borough, the Council is still subject to the programs, policies and regulations enacted by the State of NJ. Furthermore, the largest portion of local taxes billed and collected by the Borough, actually go to the County and State.

There are a total of 45 fulltime paid staff working for the Borough. Roughly half of the Borough Staff, or twenty (20) people, work for the Police Department and, as such, are not directly managed by the Borough Administrator (BA), who is the highest-ranking staff member. For the balance of the staff, who report to the Borough Administrator, the majority are long tenured and more than half have been working for the Borough between 18 and 25 years. The Borough Administrator is responsible for day-to-day operations, reports directly to the Borough Council and attends all Borough Council meetings. Regular monthly Council meetings are publicized and open to the public.

Borough Staff offices are located in Borough Hall, which is a circa 1800 building. It was operated as a gristmill, sawmill, cider mill and distillery in the mid 1800s.

Issue/Project Opportunity

The Borough’s paid staff is responsible for providing all of the services required by residents, property owners and businesses. Examples of services include: maintaining the roads and the sewer system, trash pick-up, leisure and recreation facilities and programs, and ensuring that the properties within the Borough are maintained to a standard desired by property owners, as defined by local ordinances.

The Borough’s budget is developed by the Borough Administrator in cooperation with members of the Finance Committee of the Borough Council, for final approval by the full Council, based on the services required by residents and planned projects. Budget proposals from the various functions serve as input into the Borough’s overall operating budget. However, the County and the State of NJ actually make the final determination on the allowable tax rate (revenues) for all municipalities and there is an annual 4% cap on tax increases, in any case. As a result, there is an expected revenue shortfall, when considering operating costs in the context of tax revenue alone. There is a need to:

  1. contain costs while simultaneously improving service results and “customer” satisfaction,
  2. identify resource-sharing opportunities that would benefit both the Borough and other neighboring municipalities as well as
  3. offset costs, where permissible, with specific fees for services.

The Borough staff has outgrown the historic mill building in which Borough offices are located. Borough staff is unionized. Borough Council meetings are characterized by a constant series of complaints from residents. There is a need to do more with less, but, at the same time, to address the overwork situation for several key staff members. Further, for certain strategically important positions, such as Planning, 1) there is no succession plan and 2) there is concern that the job incumbent may soon burn out if nothing changes. There is no HR professional on the staff and, therefore, current position accountabilities and performance measurement requirements have been developed and documented independently by position incumbents. Borough staff departments are required to submit status reports monthly, which are compiled into a single document for Borough Council consideration.

The Borough Council, as the strategic management team (akin to the Board of Directors of a corporation), has engaged external consultants, who are performance improvement professionals, to help identify improvement needs and to recommend related solutions and implementation strategies.

Borough Operations

Functions/departments that comprise Borough operations: (organization chart attached)

Borough Administrator and Finance – develops, prepares justification and proposes the Borough’s operating budget to the Council, documents the finalized budget as approved/established and manages day-to-day operations. The objective of day-to-day management is to remain in compliance with budget requirements and/or to identify actions that must be taken in order to remain within the budget and maintain services even in the face of unplanned spending requirements, uncontrollable price increases or other.

Borough Clerk – issues licenses, records and maintains records of vital statistics, prepares and distributes Borough Council meeting agendas and other documents, records the minutes at Borough Council meetings and other related responsibilities

Tax Assessor
– establishes the market value of Borough real estate to which a tax rate will be applied as determined by the County. Pleasantview Borough made the strategic decision to update/calculate assessments every year.

Tax Collector – using the assessed value information and the tax rate established by the County, along with amount required by the County and State, the Tax Collector sends out tax bills, collects, accounts for and deposits tax revenue.

Construction – issues construction permits for construction projects and coordinates the inspection process for these projects to ensure the quality (compliance with building codes/standards) of completed projects

Zoning Planning – ensures that all construction and development projects are in compliance with zoning ordinances as established and in force within the Borough

Zoning Enforcement – ensures that all Borough properties are in compliance with all Borough zoning ordinances

Public Works – is responsible for maintaining all Borough streets and roads and the sewer system, including snow removal, leaf collection, tree trimming and maintenance of Borough compost facility

Recreation – (as a self-funding operation) prepares and coordinates the delivery of athletic and other recreational programs, maintains parks and ball fields and operates the Borough pool to benefit Borough residents and also other non-residents (for an additional fee)

Consulting Challenge

The consultant’s should prepare credible, comprehensive and practical findings, recommendations and next steps based on the data available at this early point in the analysis. An important challenge for each consulting team is to present their preliminary findings, recommendations and next steps in such a way as to earn the client’s commitment and active support for moving forward with the project.

As indicated above in the Introduction, interview notes will be provided to all teams, representing data gathering conducted in a cross section of Borough functions (departments). Teams will also have the opportunity to interview 3 department heads for departments not covered by the notes. Interview subjects will be available during the last 30 minutes of the kick-off session. Since interviews will be simultaneous, consulting teams will need to “split up” in order to cover all three (3) interviews. There will be opportunities for teams to work together throughout the conference.

Consultants will need to keep in mind –
  • their obligations to the client,
  • what they actually know,
  • what they don’t know, and
  • their relationships, going forward, with the client as well as with the Borough staff.