This document provides information about a two-day training forum on improving organizational outcomes through performance management and program evaluation for social services. The training will be held on June 18-19, 2009 in Washington, DC and will provide up to 12 CPE credits. Attendees will learn how to connect measures to strategic goals, evaluate efficiency and quality, and build a performance management system. The training will cover topics like developing outcome measures, strategy measures, and best practices in performance measurement and evaluation under the Obama administration.

1. Earn up to 12 CPE Credits
June 18–19, 2009 | Washington, DC
Training Forum
Improve Organizational Outcomes through Performance Management and Program Evaluation
You Will Learn to:
Connect Measures that Align with Your Strategic Vision Evaluate the Efficiency and Quality of Your
to Achieve Results Management Capacities
Create a management system that links evaluation, Determine strategies to measure your work and its
planning and performance to your organization’s mission relevancy to your program
Map Existing Activities, Outputs and Outcomes to Understand the Key Steps to Build a Performance
Improve Results Management System
Improve data collection and quality of performance Implement an effective performance management
across the board system to ensure optimal performance
Stay Current with the Recovery Act Legislation Affecting Social Service Performance Requirements
www.PerformanceWeb.org/Social
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2. Measuring and Evaluating Social Services Performance 2009
Who Day One: June 18, 2009
8:30
Should Attend: Conference Registration & Continental Breakfast
9:00
Integrate Planning, Evaluation and Performance Measurement
• Federal, State and Local
Human Services Officials • Develop a comprehensive management system in your organization to align evaluation,
strategic planning and performance measurement
• Federal, State and Local • Examine an applied evaluation approach that incorporates the outcome goals and
Contract Administrators activities of the organization
• Learn how to avoid common pitfalls organizations make in evaluation and
and Officers
performance measurement
• Procurement Officials
10:00
• Acquisition Managers
Link Performance Measures to Strategy in Social Services
• Program Managers • Understand the essential characteristics and elements of a comprehensive performance
management system
• Grants Managers
• Utilize proven methodologies such as the Logic Model to establish clear end and
intermediate-outcome goals and measures
• Grantees
• Discover resources to find common measures you can adapt to your organization
• Nonprofits and Community-
Based Organizations 11:00
Break & Refreshments
... And anyone else involved
in social services and
11:15
performance management!
Select the Right Performance Measures for Strategic Decision Making
To Increase Transparency
• Pinpoint the appropriate measure for your agency to meet specific requirements and
mandates to maintain complete transparency
• Learn why the quality of measures is more important than the quantity of measures
• Identify the essential characteristics and elements of a comprehensive performance
management system
12:15
Lunch Break
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3. Measuring and Evaluating Social Services Performance 2009
Top 5 Day One, Continued: June 18, 2009
Reasons to Attend: 1:15
Cascade Performance Measures to Process and Individual Levels for
Enhanced Accountability
1. Map existing activities, • Translate strategic objectives into integrated performance plans
outputs and outcomes to • Align output performance measures to unit outcome measures
ensure successful programs • Develop strategy maps and key performance indicators
2. Increase accountability and
2:15
transparency of services
Break & Refreshments
and programs
3. Establish a performance 2:30
evaluation capacity to Outcome Measures: Define Bottom Line Measures for Results in Social
Service Agencies
manage for results
• Develop measures that communicate program effectiveness
4. Strengthen outcome-oriented
• Establish clearly defined end and intermediate outcomes
management with the • Determine the difference between types of outcomes vs. outputs and activities
appropriate performance
measures
3:30
5. Align data management, Strategy Measures: Develop Strategy Effectiveness Measures
collection and analysis • Identify targets of change and goals for your programs
across your social • Develop measures to communicate internal and external priorities and progress towards
stated goals
services programs
• Evaluate and assess the effectiveness of a range of strategy measures
4:30
Adjourn
Create Meaningful Measures and Analyze Your
Organization’s Programs for Success
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4. Measuring and Evaluating Social Services Performance 2009
Day Two: June 19, 2009
Speaker Bio: 8:30
Jon Desenberg Continental Breakfast
9:00
Identify New Trends and Methodologies for
As the Policy Director for The Performance Management and
Outcome-Based Evaluation in Social Services
Human Capital Management Divisions at The Performance
Institute, Jon Desenberg is responsible for developing, structuring • Create a repeatable program evaluation system
and implementing creative solutions for our client’s organizational
• Incorporate performance measures into the evaluation process
and workforce planning needs. Jon has led engagements in
• Identify the role of program evaluation within the management
strategic, succession, and human capital planning with both
and budget cycle
private and public organizations. His clients have included the
US Department of Health and Human Services, the Department
of Defense, The US Navy and Army, The Forest Service, NASA,
10:00
The Department of Commerce, The Department of Treasury, The
Examine Critical Processes in Program Evaluation
National Institutes of Health and more than 70 other state, local
and Federal organizations. Jon’s international clients include the • Define the 5 major types of assessments
Governments of China, Spain, Italy, and British Columbia. His • Outline a formal framework for conducting program evaluations
recent work with the Federal intelligence community included
• Understand the emerging role of program evaluators
several briefings to the U.S. House of Representatives Permanent
Select Committee on Intelligence and working in an advisory
capacity to the House Budget Committee.
11:00
Jon Desenberg brings more than 19 years of public sector Break & Refreshments
experience to his current position with The Performance Institute,
specifically in the fields of performance management, strategic
11:15
planning, and knowledge management. As Managing
Director, he successfully led the United States General Services Collect and Map Accurate, Timely and
Administration’s (GSA) Performance Management program, Relevant Data
which ultimately resulted in aligned goals and measures
• Improve data quality using 11 key aspects of quality
cascading to all 13,000 employees.
performance information
Jon Desenberg began his career as a policy analyst and speech • Evolve from convenient to relevant and aligned
writer on Federal IT Issues. He contributed to the development performance measures
of the Federal CIO Legislation and wrote for the Congressional
• Depict the causal relationships between program activities,
Record and other publications on Federal technology policy.
strategies and results
He was a Policy Analyst for GSA’s Knowledge Management
Program and co-chaired the Federal CIO Council Committee on
Knowledge Management. Jon Desenberg was awarded with 12:15
several commendations for his Federal Service, including the Lunch Break
Presidential Leadership Award in 2000.
Jon has authored articles in Washington Technology,
Government Computer News, and the Washington Post. He
is co-author of the textbook, Knowledge Management: A
Foundation for E-Government.
He received a B.A. from The University of Michigan and a J.D
from American University’s Washington College of Law.
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4

5. Measuring and Evaluating Social Services Performance 2009
Day Two, Continued: June 19, 2009
1:15
Assess Causality between Programs and
Measured Results
• Determine individual program relevance to the organization’s overall mission
• Communicate effective performance and challenges
“The instructor • Align your program priorities and results from the top down
was well versed 2:15
Break & Refreshments
and helped me
understand the 2:30
Devise Evaluation Reports to Assess Effectiveness and Make
Improvements
subject matter.”
• Identify key questions to ask when developing any
performance report
Cheryl Ricks, Portsmouth
• Useful strategies for delivering a evaluative report
Department of Social Services
• Define program success and the consequences of failure
3:30
Dialogue Session: Best Practices in Performance Measurement and
Evaluation under the Obama Administration
• Examine the Obama Administration focus and mandates for data collection, reporting
and use of findings
• Examine and utilize the challenges and successes of a sample “best- in -class” social
services agency
• Share your measurement systems with social services agencies from across the country
4:30
Adjourn
www.PerformanceWeb.org/Social 5
5

6. Measuring and Evaluating Social Services Performance 2009
Bring this Program to Your Organization
Sponsorship One of the more popular vehicles for accessing the Institute’s educational offerings is the
Opportunities delivery of on-site trainings and management facilitations. Bringing a training or facilitation
in-house gives you the opportunity to customize a program that addresses your exact chal-
lenges and provides a more personal learning experience, while virtually eliminating travel
expenses. Whether you require training for your department or for an organization-wide
initiative, the advanced learning methods employed by The Performance Institute will create
As a conference and training an intimate training atmosphere that maximizes knowledge transfer to enhance the talent
provider, The Performance within your organization.
Institute is an expert in bringing
Customization
together leaders to share
We realize that not all obstacles can be overcome by applying an “off-the-shelf solution”.
and discuss best practices
While many training providers will offer you some variation of their standard training, The
and innovations. We connect Performance Institute’s subject matter experts will work with you and your team to examine
decision-makers with respected your programs and determine your exact areas of need. The identification of real life ex-
amples will create a learning atmosphere that resonates with participants while at the same
solution providers.
time providing immediate return on your training investment. Using interactive exercises that
employ actual projects or scenarios from your organization, instructors can address specific
The Institute offers four different challenges and align the curriculum of each session to your objectives. While the majority of
on-site trainings are focused on smaller groups, The Performance Institute also has the ability
pre-designed sponsorship
to accommodate organizational-wide training initiatives. Utilizing multiple instructors, The
packages: Institute has the capacity to deliver courses to groups of up to 300 participants per day.
• Event Co-Sponsor Areas of Expertise
On-site delivery of single courses, certification programs and entire packages of specialized
• Session Sponsor
courses are available in the following areas:
• Luncheon Sponsor • Strategic Planning
• Performance Measurement
• Exhibit Booth Sponsor
• Project Management
• Lean Six Sigma
• Workforce Management
For more information on
• Performance-Based Budgeting
sponsorships or to get started,
• Performance-Based Contracting
contact Jessica Ward at
• Performance Reporting
703-894-0481 ext. 215 or
• Program Evaluation
Ward@PerformanceWeb.org
• Administrative Management
• Leadership and Change
For more information about in-house training options available to you, please contact
Tara Shuert at 703-894-0481 x 223 or email him at Shuert@PerformanceWeb.org.
www.PerformanceWeb.org/Social 6

7. Measuring and Evaluating Social Services Performance 2009
Logistics & Registration
REGISTRATION
VENUE & HOTEL 1. ONLINE at www.PerformanceWeb.org/Social
2. VIA FAX to 703-894-0482
Measuring and Evaluating Social Services Performance 2009 will be hosted at The
Performance Institute’s training center in Arlington, VA, just one block east of the 3. VIA PHONE to 703-894-0481
Courthouse stop on the Orange Line of the D.C. Metro. A public parking garage
4. VIA MAIL to 1515 N. Courthouse Road, Sixth Floor
is located inside of the building, for $10.00 per day. Continental breakfast and
Arlington, VA 22201
refreshments will be provided for delegates on each day.
The Performance Institute Training Center
Yes! Register me for Measuring and Evaluating Social Services
1515 North Courthouse Rd., Suite 600
Performance 2009
Arlington, VA 22201
Please call me. I am interested in a special group discount for my team
703-894-0481
Delegate Information
A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard by
Marriott at the prevailing rate of $209.00 until May 17, 2009. Please call the hotel
directly and reference code “Measuring Social Services” when making reservations to
get the discounted rate. The hotel is conveniently located three blocks from the Rosslyn Name Title
Metro station. Please ask the hotel about a complimentary shuttle that is also available
for your convenience.
Office Organization
Arlington Rosslyn Courtyard by Marriott
1533 Clarendon Blvd.
Arlington, VA 22209
703-528-2222 | www.CourtyardArlingtonRosslyn.com Address
TUITION
City State Zip
The tuition rate for attending Measuring and Evaluating Social Services Performance
2009 is as follows:
Early Rate* Regular Rate
Telephone Fax
Conference $699 $799
* For the Early Bird Rate, Register By: April 30, 2009
Email
GROUP DISCOUNTS
For more information on group discounts for Measuring and Evaluating Social Services Payment Information
Performance 2009 please contact Melvin Hall at 703-894-0481 or email him at Hall@
Training Form/Purchase Order Check (accepted by mail only)
PerformanceWeb.org.
Credit Card
CPE CREDITS
Delivery Method: Group-live Program Level: Beginner
Credit Card Number Expiration Date
Prerequisites: None Advanced Preparation: None
CPE Credits: 12
The Performance Institute is registered with the National Association of State Boards of Accountancy (NASBA)
Name on Card 3 Digit Card verification #
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.
Billing Zip Code
Cancellation Policy
Please make checks payable to: The Performance Institute
For live events: The Performance Institute will provide a Payment must be secured prior to the conference. If
full refund less $399 administration fee for cancellations payment is not received by the conference start date, Priority Code: S265-WEB
four weeks before the event. If cancellation occurs within a method of payment must be presented at the time of
two weeks prior to conference start date, no refund will be registration in order to guarantee your participation at
issued. Registrants who fail to attend and do not cancel the event.
Note: As speakers are confirmed six months before the Discounts
prior to the event will be charged the entire registration fee.
event, some speaker changes or topic changes may • All ‘Early Bird’ Discounts must require payment at
Quality Assurance occur in the program. The Performance Institute is not time of registration and before the cut-off date in
For webinars: The Performance Institute will provide a
responsible for speaker changes, but will work to ensure order to receive any discount.
full refund less $50 administrative fee for cancellations The Performance Institute strives to provide you with the
a comparable speaker is located to participate in the • Any discounts offered whether by The Performance
four weeks before the event. If cancellation occurs within most productive and effective educational experience
program. Institute (including team discounts) must also require
two weeks prior to conference start date, no refund will possible. If after completing the course you feel there
payment at the time of registration.
be issued. Registrants who fail to attend and do not is some way we can improve, please write your
If for any reason The Performance Institute decides to • All discount offers cannot be combined with any
cancel prior to the meeting will be charged the entire comments on the evaluation form provided upon your
cancel this conference, The Performance Institute accepts other offer.
registration fee. arrival. Should you feel dissatisfied with your learning
no responsibility for covering airfare, hotel or other costs • Discounts cannot be applied retroactively
experience and wish to request a credit or refund, please
incurred by registrants, including delegates, sponsors
All the cancellation requests need to be made online Your submit it in writing no later than 10 business days after
and guests.
confirmation email contains links to modify or cancel the end of the training to: The Performance Institute:
registrations. Please note that the cancellation is not final Quality Assurance, 1515 N. Courthouse Road, Suite
www.PerformanceWeb.org/Social 7
until you receive a written confirmation. 600, Arlington, VA 22201

8. About The Performance Institute
Called “the leading think tank in performance measurement for government” on
OMB’s ExpectMore.gov, The Performance Institute has been a leader in Performance
Management training and policy since the 2000 administration transition. As part of
the Government Performance Coalition, a group of good government organizations, the
Institute worked in 2000 to deliver recommendations to the then new administration on
what would become the President’s Management Agenda.
In 2009, the Institute is leading Innovations in Government: From Transition to
Transformation, or InnoGOV.org, a collection of forums, research and recommendations
to bring insight and transformation to the federal government. The goal of InnoGOV.
org is to centralize the importance of performance, accountability and transparency in
government and to disseminate the leading best practices to government managers.
The Performance Institute has published several research reports regarding performance
management initiatives and trains over 10,000 government managers per year on
performance-based topics. Dedicated to improving citizen services and taxpayer
transparency, the Institute uses a best-practices foundation to deliver the most effective
and tested methodologies for improving performance.
For More Information, Visit Our Website at
www.PerformanceWeb.org