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Budgeting and Forecasting In Association with:

co nfe re nce 2011 January 31–February 2, 2011 | Dallas, TX

Integrate New Budgeting and Forecasting Techniques to Maximize Efficiency and Profitability

ÌÌ Explore New Balanced Scorecard Techniques for Improved Budget Management

Use Balanced Scorecard Principles to Maximize the Efficiency and Effectiveness of Budgets

ÌÌ Implement Rolling Forecasts to Increase Your Organization’s Flexibility Improve the Predictability of Financial Outputs with Rolling Forecasts

ÌÌ Cultivate a Culture of Transparency Through Demand-Driven Budgeting Establish Accountability at all Levels of the Budgeting Process

ÌÌ Utilize Analytics to Improve Your Forecasting Accuracy

Incorporate a Diverse Set of Tools and Techniques to Develop Precise Forecasts

ÌÌ Identify Key Business Drivers to Enhance Your Organization’s Forecasts Create Performance Measures that Correlate with Industry and Strategy

Earn up to 18 CPE Credits

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day one

Budgeting and Forecasting

January 31, 2011 8:30 Conference Registration & Continental Breakfast

9:00 keynote address

Use Performance Management to Transform Budgets and Forecasts into Value-added and Strategic Components of Business Operations Integrating performance management with the budgeting and forecasting process is essential to an organization’s ability to adhere to the bottom line. By doing so, high-performing organizations have been able to achieve new levels of financial performance while augmenting their strategic capabilities. The following topics will be discussed in this keynote address: ÌÌ Align budgets with strategic plans to eliminate waste and capitalize on financial opportunities ÌÌ Maximize the efficiency and accuracy of the budgeting and forecasting process to achieve a higher ROI ÌÌ Develop strong performance management methods that maximize the value derived from the budgeting and forecasting processes

Mitch Max CEO, Virtual Profit Solutions 10:15 Break & Refreshments

10:30

Utilize Budgets as a Foundation for Achieving Strategic Objectives ÌÌ Effectively direct and manage resources to achieve objectives ÌÌ Realize budgeting as a performance management method that drives strategy execution ÌÌ Eliminate performance gaps with tactical, sound operation budgets

Skylor Rayburn Director, CFO Advisory, KPMG LLP 11:45 Networking & Lunch Break

who should attend:

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ÌÌ CFOs

ÌÌ Forecasting Analysts

ÌÌ VPs of Finance

ÌÌ Financial Analysts

ÌÌ Controllers

ÌÌ Budgeting Directors

ÌÌ Directors of Finance

ÌÌ a  nd anyone involved with budgeting and forecasting!

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day one

Budgeting and Forecasting

January 31, 2011 1:00

Link Budget Details to End-User Accountability ÌÌ ÌÌ ÌÌ ÌÌ

Track budget details to those items for which operational end users are accountable Help managers identify the elements of the business model impacted by their decisions Provide the framework for managers to engage in “what if” analysis and assess scenarios Discuss what budgeting methods are being used to create ownership and accountability for the process

Todd Patterson Manager, Financial Planning& Budget Process Re-engineering, PPL Electric Utilities 2:15 Break & Refreshments

2:30

Application Requirements for Rolling Forecasts The challenges for implementing rolling forecasts often boil down to how well your planning software handles three critical processes. Based on customer case studies, this fast-paced workshop will explore how robust functionality in these three areas will help you implement a true rolling forecast process. The processes to be explored in this workshop are as follows: ÌÌ S  cenario analysis: You can’t predict the future, but you can set up ‘what if’ scenarios that let you explore in real time how you might behave or decide if things are better, worse or just different. ÌÌ Driver-based planning: You need to reduce data volumes. You do this with driver-based planning where material items in a financial plan are linked to operational drivers of the business. ÌÌ Integrating actuals: It’s not just importing. You need to integrate actuals into your plans, lining up actuals and plan data to identify trends and using actuals as drivers for forecast time periods.

Rand Heer CEO, Alight Planning 4:30 Day One Adjourns

4:45 Cocktail Reception

top five reasons to attend: Overcome forecasting roadblocks and challenges

Apply Balanced Scorecard techniques to your budgeting process

Incorporate budgeting best practices to improve accuracy

Streamline your forecasting methods to enhance quality

Implement forecasting techniques to assess risk

www.ASMIweb.com/Budgeting

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day two

Budgeting and Forecasting

February 1, 2011 8:30 Continental Breakfast

9:00 keynote address

Use Budgets and Forecasts as Fundamental Components in Creating a More Agile and Flexible Organization A critical success factor in an organization achieving a sustainable level of performance is its ability to adapt its performance management model to create more dynamic processes. Thus, organizations will need to explore innovative management processes geared towards embracing change and creating more flexible budgeting and forecasting processes. Organizations that exhibit such characteristics do not see change as a threat, but as an opportunity to move forward. In this session you will learn how to: ÌÌ B  ecome a “sense and respond” organization that is flexible despite the demands of the ever-changing business environment ÌÌ Use budgets and forecasts to translate strategy into a coherent set of initiatives and operating plans ÌÌ Integrate contingency planning into budgeting and forecasting processes to create more functional and competitive financial strategies

Larry Williams Director of Sales Planning and Forecasting, Cooper Tire 10:15 Break & Refreshments

10:30

Utilize Demand Forecasting to Drive a Long-Term, Flexible Planning Processes ÌÌ E  mbrace “change and chance” while creating more flexible demand forecasting and budgeting processes ÌÌ Realize collaborative forecasting as a key component in achieving excellence in forecasting and planning ÌÌ Complement nontraditional methods with established approaches in forecast model development

Hans Levenbach Program Director, Certifying Professionals in Demand Forecasting (CPDF)

11:45 Networking & Lunch Break

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February 1, 2011 1:00

Utilize Budgeting and Forecasting to Drive Efficiency in Resource Allocation

day two

Budgeting and Forecasting

ÌÌ Learn best practices for allocating and aligning resources to strategic plans ÌÌ Develop a forward-looking strategic budget to support change and make well-informed decisions ÌÌ Use budgeting to accurately forecast the demand for resources

Mitch Max CEO, Virtual Profit Solutions 2:15 Break & Refreshments

2:30

Lead Change: Cultivate Organizational Buy-In and Facilitate Transparency in Budgeting and Forecasting Processes ÌÌ Implement change management initiatives from the top-down and bottom-up ÌÌ Foster a culture of communication to enhance transparency on all levels ÌÌ Establish performance standards throughout the organization to establish ownership and accountability

Jean Nitchals ASMI Senior Fellow; Performance Management Consultant, STAR Collaborative 3:45 Conference Adjourns

Good presentation with applicable tactics to take and implement the concepts in our own situations.” – Christine U., Controller, MOPS International

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workshop

Budgeting and Forecasting

February 2, 2011 8:30 Workshop Registration and Continental Breakfast Post-Conference Workshops are practical, supplementary application sessions that incorporate and review tools, techniques and methods presented during the event. Participants will obtain a further understanding of how to use newly acquire tools and cutting-edge strategies to improve strategic planning and financial management performance. Through group exercises and scenario-based learning, you’ll walk away with the expertise and resources needed for immediate and practical application. Enrollment space is limited, so register today to reserve your place.

9:00 workshop a

Employ Driver-Based Planning Techniques to Model and Forecast Key Business Drivers Being able to forecast financial information over time will help your organization identify previously unseen trends and predict fluctuations. With the right tools, key business drivers such as market conditions, performance measurements, customer demographics and marketing activities can be tracked to help uncover these trends and to recognize what to look for. Developing measurements and metrics for various business factors can be incorporated into your forecasting models for improving results. In this dynamic, hands-on workshop, you will gain information on how to: ÌÌ ÌÌ ÌÌ ÌÌ ÌÌ

Identify the key business drivers that link to financial measures Define and test linkages of drivers to measures of financial and business performance Layer forecast elements and scenarios for effective modeling Track forecast submissions to improve accuracy over time Align forecasts, plans and actual results in an actionable framework

Mitch Max CEO, Virtual Profit Solutions 12:00 Lunch Break

1:00 workshop b

Strategic Budgeting — Use Proven Balanced Scorecard Techniques to Align Budgets to Business Performance Planning Budgeting and forecasting are critical internal processes that require an advanced performance measurement tool in order to be considered value-added activities for the organization. An advanced measurement tool such as the balanced scorecard has emerged as a fundamental component by which organizations can take a holistic approach to assessing performance while unifying business activities with strategic endeavors. When applied with a strategic purpose, the balanced scorecard will enhance the effectiveness of business activities and lay the foundation for performance planning. In this dynamic, hands-on workshop, you will gain information on how to: ÌÌ Learn about the 25 BSC Hall of Fame best practices and award winning case organizations ÌÌ Hands on exercise to learn proven techniques ÌÌ Deploy initiative prioritization methods to align your budgets to your strategy

Bob Paladino ASMI Senior Fellow; Founder, Bob Paladino Associates 4:00 Workshop Adjourns

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Budgeting and Forecasting

Logistics & Registration venue and hotel

cpe credits

Budgeting and Forecasting Conference 2011 will be held at The Dallas Forth Worth Airport Marriott Hotel. Conference Address: The Dallas/Fort Worth Airport Marriott Hotel 8440 Freeport Parkway Irving, Texas 75063 USA Phone: 1-972-929-8800 Fax: 1-972-929-6501 A limited number of rooms have been reserved at the The Dallas Forth Worth Airport Marriott Hotel at the prevailing rate of $139 until January 1 2011.  Please call the hotel directly and reference code “Budgeting and Forecasting Conference” when making reservations to get the discounted rate.

tuition & group discounts The tuition rate for attending Budgeting and Forecasting Conference 2011 is as follows: Offerings

*Early Bird Rate

Regular Rate

Conference

$1699

$1799

Each PostConference Workshop

$199

$199

*For the Early Bird Rate, Register by November 25, 2010 For more information on Group Discounts for Budgeting and Forecasting Conference, please contact Paul Rogers at 858-737-4122 or email him at Paul.Rogers@ASMIweb.com

Delivery Method: Group-live Program Level: Basic Prerequisites: None Advanced Preparation: None CPE Credits: 18 Credits The American Strategic Management Institute (ASMI) is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Nashville, TN 37219-2417. Website: www.nasba.org.

Quality Assurance ASMI strives to provide you with the most productive and effective educational experience possible. If after completing the course you feel there is some way we can improve, please write your comments on the evaluation form provided upon your arrival. Should you feel dissatisfied with your learning experience and wish to request a credit or refund, please submit it in writing no later than 10 business days after the end of the training to: ASMI: Corporate Headquarters; 805 15th Street NW, 3rd Floor; Washington, D.C. 20005 Note: As speakers are confirmed six months before the event, some speaker changes or topic changes may occur in the program. ASMI is not responsible for speaker changes, but will work to ensure a comparable speaker is located to participate in the program. If for any reason ASMI decides to cancel this conference, ASMI accepts no responsibility for covering airfare, hotel or other costs incurred by registrants, including delegates, sponsors and guests. Discounts & Payment • All ‘Early Bird’ Discounts must require payment at time of registration and before the cut-off date in order to receive any discount. • Any discounts offered whether by ASMI (including team discounts) must also require payment at the time of registration. • All discount offers cannot be combined with any other offer. • Discounts cannot be applied retroactively Payment must be secured prior to the conference. If payment is not received by the conference start date, a method of payment must be presented at the time of registration in order to guarantee your participation at the event.

sponsorship opportunities As a conference and training provider, The American Strategic Management Institute is an expert in bringing together leaders to share and discuss best practices and innovations. We connect decisionmakers with respected solution providers. ASMI offers four different pre-designed sponsorship packages: u Event Co-Sponsor u Session Sponsor u Luncheon Sponsor u Exhibit Booth Sponsor For more information on sponsorships or to get started, contact Meredith Mason at 202-739-9707 or Meredith.Mason@ASMIweb.com www.ASMIweb.com/Budgeting

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Budgeting and Forecasting

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Cancellation Policy: ASMI will provide a full refund less a $399 administration fee for cancellations requested four weeks prior to the event start date unless cancellation occurs within two weeks prior to the event start date. If a cancellation is requested less than two weeks prior to the event start date, no refund will be issued. Registrants who fail to attend and do not cancel prior to the event will be charged the entire registration fee. All cancellations must be requested through the cancellation link found in your attendance confirmation email. Please note that cancellation is not final until you receive a cancellation confirmation email. ď Ż I have read and accepted the Cancellation Policy above. ACKNOWLEDGED AND AGREED By: __________________________________________________________________________________________

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Budgeting & Forecasting