This document provides information about an upcoming conference on Measuring and Evaluating Social Services Performance to be held on March 22-23, 2010 in Arlington, VA. The conference will teach attendees how to build a successful performance management system, develop appropriate measures aligned with strategic goals, map activities and outcomes to improve results, and evaluate management capacities. Speakers will explore topics like establishing performance evaluation, strengthening outcome-oriented management, increasing accountability and transparency, and aligning data collection. The conference aims to provide social services professionals with tools and best practices for performance measurement and evaluation.

1. Measuring & Evaluating
Social Services Performance
March 22–23, 2010March 22–23, 2010
Arlington, VAArlington, VA
www.SocialServicesSummit.orgwww.SocialServicesSummit.org
Improve Organizational Outcomes through Performance
Management and Program Evaluation
You Will Learn To:You Will Learn To:
Build a Successful Performance
Management System
Implement an effective performance management
system to ensure optimal performance
Develop Measures that Align with Your Strategic
Vision and Connect to Organizational Goals
Create a management system that links evaluation,
planning and performance to your organization’s mission
Map Existing Activities, Outputs and
Outcomes to Improve Results
Improve data collection and quality of performance
across the board
Evaluate the Efficiency and Quality of
Your Management Capacities
Determine strategies to measure your work and its
relevance to your program
Earn up to 12 CPE CreditsEarn up to 12 CPE Credits

2. 2 www.SocialServicesSummit.org
Reasons to Attend:
Establish
a performance
evaluation capacity
to manage for results
Strengthen
outcome-oriented
management with
the appropriate
performance
measures
Increase
accountability
and transparency
of services and
programs
Align
data management,
collection and
analysis across
your social services
programs
Map
existing activities,
outputs and outcomes
to ensure successful
programs
About The
Performance Institute
C
alled “the leading think tank in perfor-
mance measurement for government” on
OMB’s ExpectMore.gov, The Performance
Institute has been a leader in Performance Man-
agement training and policy since the 2000 ad-
ministration transition. As part of the Government
Performance Coalition, a group of good gov-
ernment 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.

3. Measuring & Evaluating Social Services Performance
March 22, 2010
Day1
8:30
Conference Registration & Continental Breakfast
9:00
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
Link Performance Measures to
Strategy in Social Services
• Understand the essential characteristics and
elements of a comprehensive performance
management system
• Utilize proven methodologies such as the Logic
Model to establish intermediate-outcome goals
and measures
• Develop cross cutting measures to measure
program success
Break & Refreshments
Integrate Planning, Evaluation and
Performance Measurement
• Develop a comprehensive management system
to align strategic planning, performance
measurement and evaluation
• Examine an applied evaluation approach that
incorporates the outcome goals and activities
of the organization
• Learn how to avoid common pitfalls organizations
make and performance measurement
12:15
Lunch Break
1:00
Obtain Performance Measures to Enhance
Individual Levels of Accountability
• Translate strategic objectives into integrated
performance plans
• Align output performance measures to unite
outcome measures
• Develop strategy maps and key
performance indicators
Break & Refreshments
• Federal, State & Local Human Services Officials
• Federal, State & Local Contract Administrators
& Officers
• Procurement Officials
• Acquisition Managers
• Program Managers
• Grants Managers
• Grantees
• Nonprofits & Community-Based Organizations
…And anyone else involved in social services &
performance management!
Who Should Attend?
www.SocialServicesSummit.org 3

4. Measuring & Evaluating Social Services Performance
March 22, 2010
Day 1 Continued:
Outcome Measures: Define Bottom Line
Measures for Results in Social Service Agencies
• Develop measures that communicate
program effectiveness
• Establish clearly defined end and
intermediate outcomes
• Determine the difference between types of
outcomes vs. outputs and activities
Strategy Measures: Develop Strategy
Effectiveness Measures
• Identify targets of change and goals for
your programs
• Develop measures to communicate internal
and external priorities and progress towards
stated goals
• Evaluate and assess the effectiveness of a range
of strategy measures
4:00
Adjourn
About the Trainer
Jon Desenberg,
Senior Consultant, The Performance Institute
Desenberg@PerformanceInstitute.org
202-739-9642
A
s the Policy Director for The Performance Management
and Human Capital Management Divisions at The
Performance Institute, Jon Desenberg is responsible for
developing, structuring and implementing creative solutions for
our client’s organizational and workforce planning needs. Jon
has led engagements in strategic, succession and human capital
planning with both 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, The Department of Commerce, The Department
of Treasury, The National Institutes of Health and more than 70
other state, local and Federal organizations. Jon’s international
clients include the Governments of China, Spain, Italy and British
Columbia. HisrecentworkwiththeFederalintelligencecommunity
included 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.
JonDesenbergbringsmorethan19yearsofpublicsectorexperience
to his current position with The Performance Institute, specifically
in the fields of performance management, strategic planning and
knowledge management. As Managing Director, he successfully
led the United States General Services Administration’s (GSA)
Performance Management program, which ultimately resulted in
aligned goals and measures cascading to all 13,000 employees.
Jon Desenberg began his career as a policy analyst and speech
writer on Federal IT Issues. He contributed to the development
of the Federal CIO Legislation and wrote for the Congressional
Record and other publications on Federal technology policy.
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
several commendations for his Federal Service, including the
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.
Day1
“I now have a greater
understanding of the terms I
see in the contracts I monitor
and the training manual will
be an excellent reference.”
— Robert Abney, DC Child and Family Services
4 www.SocialServicesSummit.org

5. Measuring & Evaluating Social Services Performance
March 23, 2010
Day2
8:30
Continental Breakfast
9:00
Identify New Trends and Methodologies for
Outcome-Based Evaluation in Social Services
• Create a repeatable program evaluation system
• Incorporate performance measures into the
evaluation process
• Identify the role of program evaluation within the
management and budget cycle
Examine Critical Processes in Program Evaluation
• Define the 5 major types of assessments
• Outline a formal framework for conducting
program evaluations
• Understand the emerging role of
program evaluators
Break & Refreshments
Collect and Map Accurate, Timely and
Relevant Data
• Improve data quality using 11 key aspects of
quality performance information
• Evolve from convenient to relevant and aligned
performance measures
• Depict the causal relationships between program
activities, strategies and results
12:15
Lunch Break
1:00
Assess Causality between Programs and
Measured Results
• Determine individual program relevance to the
organization’s overall mission
• Communicate effective performance
and challenges
• Align your program priorities and results from the
top down
Break & Refreshments
Devise Evaluation Reports to Assess Effectiveness
and Make Improvements
• Identify key questions to ask when developing any
performance report
• Useful strategies for delivering an evaluative report
• Define program success & the consequences of failure
Dialogue Session: Best Practices in
Performance Measurement and Evaluation
Under the Obama Administration
• Examine the Obama Administration’s 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
4:00
Adjourn
www.SocialServicesSummit.org 5

6. 6 www.SocialServicesSummit.org
One of the more popular vehicles for accessing the Institute’s educational offerings is the 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 challenges 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 an intimate training atmosphere that maximizes knowledge
transfer to enhance the talent within your organization.
Customization:
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 Performance Institute’s
subject matter experts will work with you and your team to examine your programs and determine
your exact areas of need. The identification of real life examples 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 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 to accommodate organization-wide training initiatives. Utilizing multiple instructors, The
Institute has the capacity to deliver courses to groups of up to 300 participants per day.
Areas of Expertise:
On-site delivery of single courses, certification programs and entire packages of specialized courses
are available in the following areas:
For more information about in-house training and certification options, please contact Blake Zach at
877-992-9521 or Blake.Zach@PerformanceInstitute.org.
Measuring & Evaluating Social Services Performance
In-House Training & Customization
• Strategic Planning
• Performance Measurement
• Project Management
• Lean Six Sigma
• Workforce Management
• Performance-Based Budgeting
• Performance-Based Contracting
• Performance Reporting
• Program Evaluation
• Administrative Management
• Leadership and Change
To learn more about exhibiting and sponsorships at Measuring & Evaluating Social Services Performance,
please contact Meredith Mason at 202-739-9707 or email her at Meredith.Mason@PerformanceInstitute.org
Exhibiting & Sponsorship:

7. www.SocialServicesSummit.org 7
Venue and Hotel:
Measuring & Evaluating Social Services Performance will
be hosted at The 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 is located inside of the building for $10/day.
Continental breakfast and refreshments will be provided
for delegates on each day.
The Performance Institute Training Center
1515 N. Courthouse Rd., Suite 600
Arlington, VA 22201
877-992-9521
A limited number of rooms have been reserved at the
Arlington Rosslyn Courtyard by Marriott at the prevailing
rate of $233.00 until January 17, 2010. This rate is
based on the Government Per Diem and is subject to
change. Please call the hotel directly and reference code
“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
for your convenience.
Arlington Rosslyn Courtyard by Marriott
1533 Clarendon Blvd.
Arlington, VA 22209
Phone: 703-528-2222 / 1-800-321-2211
www.courtyardarlingtonrosslyn.com
Tuition & Group Discounts:
The tuition rate for Measuring & Evaluating Social Services
Performance is as follows:
Offerings Early Bird Regular Rate
Conference $699* $799
* For the Early Bird rate, register before: December 28, 2009.
For more information on group discounts for Measuring
& Evaluating Social Services Performance please contact
Melvin Hall at 202-739-9630 or email him at
Melvin.Hall@PerformanceInstitute.org
CPE Credits:
Cancellation Policy:
For live events: The Performance Institute will provide a full refund less $399
administration fee for cancellations four weeks before the event. If cancellation
occurs within two weeks prior to conference 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 the cancellation requests need to be made via Cvent or email. Your
confirmation email contains links to modify or cancel registrations. Please note
that the cancellation is not final until you receive a written confirmation.
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.
Quality Assurance:
The Performance Institute 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:
The Performance Institute: Quality Assurance
805 15th Street, NW
3rd Floor
Washington, DC 20005
We will evaluate individual complaints in a context of collective comments
from the event.
Note: As speakers are confirmed six months before the event, some speaker
changes or topic changes may occur in the program. The Performance Institute
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 The Performance Institute decides to cancel this conference,
The Performance Institute accepts no responsibility for covering airfare, hotel or
other costs incurred by registrants, including delegates, sponsors and guests.
Discounts:
• 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 The Performance Institute (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
Delivery Method: Group-live
Program Level: Beginner
Prerequisites: None
Advanced Preparation: None
CPE Credits: Up to12 for the training
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 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.
Measuring & Evaluating Social Services Performance
Logistics & Tuition

8. 8 www.SocialServicesSummit.org
Registration Form
Yes! Register me for Measuring & Evaluating Social Services
Please call me. I am interested in a special Group Discount for my team
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Priority Code: S277-WEB
To Register:
Call
877-992-9521
Fax this Form to
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www.SocialServicesSummit.org
Measuring & Evaluating Social Services Performance
Registration Form