June 18–19, 2009 | Washington, DC

                                                     Earn up to 12 CEUs and 12 CPE Cred...
Measuring and Evaluating Social Services Performance 2009

Who                            Day One: June 18, 2009

Measuring and Evaluating Social Services Performance 2009

Top 5                            Day One, Continued: June 18...
Measuring and Evaluating Social Services Performance 2009

Measuring and Evaluating Social Services Performance 2009

                                    Day Two, Continued: June...
Measuring and Evaluating Social Services Performance 2009

                                      Bring this Program to ...
Measuring and Evaluating Social Services Performance 2009

Logistics & Registration
About The Performance Institute
Called “the leading think tank in performance measurement for government” on
OMB’s ExpectM...
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  1. 1. June 18–19, 2009 | Washington, DC Earn up to 12 CEUs and 12 CPE Credits This program is approved by the NASW (Provider #886517424) for 12 CE contact hours 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 www.PerformanceWeb.org/Social 1
  2. 2. Measuring and Evaluating Social Services Performance 2009 Who Day One: June 18, 2009 8:30 Should Attend: Conference Registration & Continental Breakfast 9:00 • Federal, State and Local Integrate Planning, Evaluation and Performance Measurement 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 and Officers • Learn how to avoid common pitfalls organizations make in evaluation and 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 www.PerformanceWeb.org/Social 2
  3. 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 manage for results Service Agencies • 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 services programs stated goals • 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 www.PerformanceWeb.org/Social 3
  4. 4. Measuring and Evaluating Social Services Performance 2009 Day Two: June 19, 2009 Speaker Bio: 8:30 Jon Desenberg Continental Breakfast 9:00 As the Policy Director for The Performance Management and Identify New Trends and Methodologies for Human Capital Management Divisions at The Performance Outcome-Based Evaluation in Social Services 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 strategic, succession, and human capital planning with both • Identify the role of program evaluation within the management 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 National Institutes of Health and more than 70 other state, local Examine Critical Processes in Program Evaluation 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 planning, and knowledge management. As Managing 11:15 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 cascading to all 13,000 employees. • Improve data quality using 11 key aspects of quality 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. www.PerformanceWeb.org/Social 4 4
  5. 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 Department of Social Services • Useful strategies for delivering a evaluative report • 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. 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 together leaders to share Customization and discuss best practices We realize that not all obstacles can be overcome by applying an “off-the-shelf solution”. 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- solution providers. amples will create a learning atmosphere that resonates with participants while at the same 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 pre-designed sponsorship on-site trainings are focused on smaller groups, The Performance Institute also has the ability 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 • Session Sponsor On-site delivery of single courses, certification programs and entire packages of specialized courses are available in the following areas: • Luncheon Sponsor • Strategic Planning • Performance Measurement • Exhibit Booth Sponsor • Project Management • Lean Six Sigma For more information on • Workforce Management sponsorships or to get started, • Performance-Based Budgeting contact Jessica Ward at • Performance-Based Contracting • 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. 7. Measuring and Evaluating Social Services Performance 2009 Logistics & Registration REGISTRATION VENUE & HOTEL 1. ONLINE at www.PerformanceWeb.org/Social Measuring and Evaluating Social Services Performance 2009 will be hosted at The 2. VIA FAX to 703-894-0482 Performance Institute’s training center in Arlington, VA, just one block east of the Courthouse stop on the Orange Line of the D.C. Metro. A public parking garage 3. VIA PHONE to 703-894-0481 is located inside of the building, for $10.00 per day. Continental breakfast and 4. VIA MAIL to 1515 N. Courthouse Road, Sixth Floor refreshments will be provided for delegates on each day. Arlington, VA 22201 The Performance Institute Training Center 1515 North Courthouse Rd., Suite 600 Yes! Register me for Measuring and Evaluating Social Services Arlington, VA 22201 Performance 2009 703-894-0481 Please call me. I am interested in a special group discount for my team 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 Delegate Information 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 Metro station. Please ask the hotel about a complimentary shuttle that is also available Name Title for your convenience. Arlington Rosslyn Courtyard by Marriott 1533 Clarendon Blvd. Office Organization Arlington, VA 22209 703-528-2222 | www.CourtyardArlingtonRosslyn.com TUITION Address The tuition rate for attending Measuring and Evaluating Social Services Performance 2009 is as follows: City State Zip Early Rate* Regular Rate Conference $699 $799 * For the Early Bird Rate, Register By: April 30, 2009 Telephone Fax GROUP DISCOUNTS For more information on group discounts for Measuring and Evaluating Social Services Email Performance 2009 please contact Melvin Hall at 703-894-0481 or email him at Hall@ PerformanceWeb.org. Payment Information CPE CREDITS Training Form/Purchase Order Check (accepted by mail only) Delivery Method: Group-live Program Level: Beginner Credit Card Prerequisites: None Advanced Preparation: None CPE Credits: 12 The Performance Institute 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 Credit Card Number Expiration Date 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. Name on Card 3 Digit Card verification # CONTACT HOURS This program is approved by the National Association of Social Workers (provider #886517424) for 12 continuing education contact hours. Billing Zip Code Cancellation Policy For live events: The Performance Institute will provide a Payment must be secured prior to the conference. If Please make checks payable to: The Performance Institute 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. prior to the event will be charged the entire registration fee. Note: As speakers are confirmed six months before the Discounts event, some speaker changes or topic changes may • All ‘Early Bird’ Discounts must require payment at For webinars: The Performance Institute will provide a Quality Assurance occur in the program. The Performance Institute is not time of registration and before the cut-off date in full refund less $50 administrative fee for cancellations The Performance Institute strives to provide you with the responsible for speaker changes, but will work to ensure order to receive any discount. four weeks before the event. If cancellation occurs within most productive and effective educational experience a comparable speaker is located to participate in the • Any discounts offered whether by The Performance two weeks prior to conference start date, no refund will possible. If after completing the course you feel there program. Institute (including team discounts) must also require be issued. Registrants who fail to attend and do not is some way we can improve, please write your payment at the time of registration. cancel prior to the meeting will be charged the entire comments on the evaluation form provided upon your If for any reason The Performance Institute decides to • All discount offers cannot be combined with any registration fee. arrival. Should you feel dissatisfied with your learning cancel this conference, The Performance Institute accepts other offer. experience and wish to request a credit or refund, please no responsibility for covering airfare, hotel or other costs • Discounts cannot be applied retroactively All the cancellation requests need to be made online Your submit it in writing no later than 10 business days after incurred by registrants, including delegates, sponsors confirmation email contains links to modify or cancel the end of the training to: The Performance Institute: and guests. registrations. Please note that the cancellation is not final Quality Assurance, 1515 N. Courthouse Road, Suite until you receive a written confirmation. 600, Arlington, VA 22201 www.PerformanceWeb.org/Social 7
  8. 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