1. Government Performance December 7 – 11, 2009
Management Week
Arlington, VA
Government Performance
Management Week
Receive up to
30 CPE Credits
Featuring Three Interactive Core Courses:
COURSE 1: COURSE 2: COURSE 3 (OPTION 1):
Strategic Planning Performance Measurement Performance-Based Budgeting
Create clearly Learn how to use Implement budget-
defined end outcome organizational goals performance integration
goals and develop and objectives to to ensure resources
strategies to meet develop appropriate are being used and
organizational objectives performance measures allocated effectively
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www.PerformanceInstitute.org/GPMweek

2. Government Performance Management Week
COURSE 1: STRATEGIC PLANNING
Who December 7, 2009
Should Attend 8:30
Conference Registration and Continental Breakfast
• Directors of Strategic 9:00
Planning Step 1: Connect Strategic Planning and Organizational Results
• Program Managers • Discover why traditional strategic planning processes often fall short of
delivering results
• Program Analysts • Identify the characteristics and requirements of successful strategic plans, planning
processes and implementation
• Budget Officers • Receive updates on the latest government performance mandates
• Performance Analysts
Step 2: Identify the Seven Strategic Elements of Results
Oriented Agencies
Reasons
• Establish clear linkages to provide a visible chain of evidence to current
agency value
• Measure the importance and relative impact of agency strategies
to Attend • Clearly communicate agency priorities and goals to all stakeholders
12:00
1. Learn how to use the Lunch Break
performance measures your
organization has generated
2. Discover how to ensure
strategic initiatives stay
on track “ To help build a new foundation for
3. Align your program mission the 21st century, we need to reform our
and performance measures
for greater results government so that it is more efficient, more
4. Examine which programs
transparent and more creative. That will
are the best use of demand new thinking and a new sense of
agency resources
responsibility for every dollar that is spent.”
5. Overcome challenges
in performance-based PRESIDENT BARACK OBAMA
budgeting
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3. Government Performance Management Week
COURSE 1: STRATEGIC PLANNING
December 7, 2009, CONTINUED December 8, 2009
1:00 8:30
Continental Breakfast
Step 3: Evaluate Strategy and Assess
Stakeholder Involvement
9:00
• Conduct a SWOT analysis to analyze internal and
external factors Step 5: Implement and Manage Strategic Plans:
• Solicit stakeholder input for your strategic planning process Best Practices in Government Strategic Planning
• Identify all parties impacted by adopting new strategies and • Conduct an organizational readiness assessment to target
define a way to engage stakeholders barriers to change
• Define role for and appoint an external performance
advisory panel
Step 4: Conduct the Strategic Planning Process
• Appoint initiative owners to keep strategic initiatives on track
• Develop results-oriented strategies to achieve
departmental outcomes
12:00
• Develop statute-based mission statements and customer Lunch Break
focused values
• Assess internal & external factors affecting agency’s delivery
of outcome
4:00
Day One Adjourns
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4. Government Performance Management Week
COURSE 2: PERFORMANCE MEASUREMENT
December 8, 2009, CONTINUED December 9, 2009
12:30 8:30
Conference Registration Continental Breakfast
9:00
1:00
Step 3: Understand Logic Models
Step 1: Measure Performance for Results
• Define the relationship between outcomes, measures, activities,
• Understand why you should measure performance in
outputs and inputs
your agency
• Develop a framework and a process for planning, management
• Implement the four criteria of effective performance
and evaluation
measurements systems
• Provide a structure for understanding the situation that drives the
• Illustrate the linkages between daily activities and outcomes
need for an initiative
Step 2: Identify Characteristics of Effective Step 4: Identify Outcomes and Intermediate Outcomes
Performance Management Systems • Develop end outcomes that are grounded in mission and statute
• Understand the 8 critical success factors for effective and that assess progress toward strategic goals
performance management systems • Measure only the things you can count rather than things that
• Increase data availability and make sure the data is are strategically important
readily accessible • Use the SMART framework to develop effective outcomes
• Manage and Analyze data in a uniform and consistent manner
12:00
Lunch Break
4:00
Day Two Adjourns 1:00
Step 5: Develop Measures and Metrics
• Create meaningful measures useful for decision makers and
other stakeholders
• Develop clear measures that tells your departments story
• Create relevant measures that do not become obsolete too early
“ The instructors are very
Step 6: Narrow Casting and Targeting
knowledgeable.”
• Set targets for your chosen measures
DAPHNE THORNTON, • Establish desired results within a specific timeframe
MANAGEMENT AND PROGRAM ANALYST, FEMA • Understand the four attributes of a quality target
Step 7: Manage through Measures
• Use measures to manage and motivate employees
• Manage your budget based on performance measures
• Develop performance-based statements of works to
manage contracts
4:00
Day Three Adjourns
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5. Government Performance Management Week
COURSE 3: PERFORMANCE-BASED BUDGETING
(OPTION 1)
December 10, 2009 December 11, 2009
8:30 8:30
Conference Registration and Continental Breakfast Continental Breakfast
9:00 9:00
Performance-Based Budgeting: Formulate, Justify Align Resource Consumption With Agency Goals
and Execute and Objectives
• Learn the key components to formulate, justify and execute your • Analyze your program’s mission and identify duplicative
performance-based budget programs that are a misuse of resources
• Identify the characteristics of results-oriented justification • Evaluate budgetary alignment with program goals as outlined in
• Learn how to do more with less during times of the strategic plan
financial constraint • Improve the dialogue between the resource requestor (your
agency) and the resource appropriator (Congress)
State of Practice in Performance Budgeting:
12:00
Evaluating the Different Types of Performance-
Lunch Break
Based Budgets
• Understand the different ways that you can present performance 1:00
information in a budget: Track, Monitor and Evaluate Program Spending
• Example 1: Traditional Activity-Based Budgets • Examine where your budgetary resources are going
• Example 2: Strategic Plan Summary with Traditional Activity- • Monitor your program spending to see if your resources are
Based Budget being used effectively
• Example 3: Cross-Walking Between Budget and Performance Plan • Justify program spending by showing how your resources are
• Example 4: Integration of Performance Plan and Budget contributing to the mission of your agency
• Example 5: Forecasting Performance for Different Budget Levels
Overcome the Challenges of Implementing a
12:00
Performance-Based Budget
Lunch Break
• Discover why performance-based budgets are sometimes hard
1:00 to execute
Create a Performance-Based Budget: A Seven-Step • Learn strategies to overcome barriers in performance budgeting
Process to Integrate Performance and • Examine ways to hold multiple actors accountable for jointly
Budget Information produced results
Step 1: Develop/Align to Strategic Plan (Mission, 4:00
Outcomes, Strategies) Conference Adjourns
Step 2: Determine Outputs (By Program) for Each Strategy
Step 3: Define Activities to Deliver Outputs
Step 4: Calculate Full Costs (Direct/Indirect for Each Output)
Step 5: Identify Cost Efficiency Improvements
Step 6: Set Performance Targets (Revise after
Budget Finalization)
Step 7: Presentation of the Budget Justification
4:00 www.PerformanceInstitute.org/GPMweek
Day Four Adjourns

6. Government Performance Management Week
Trainer Biographies
Jon Desenberg, Policy Director for The Performance Wayne K. Simpson, founder of Advanced Ideas in He has written articles and book reviews for
Management and Human Capital Management Government, is nationally recognized for his expertise periodicals such as The Government Accountants
Divisions at The Performance Institute, is responsible in Activity Based Costing – Management. He was Journal and Government Finance Review.
for developing, structuring and implementing the former Activity Based Costing Coordinator for the He is regularly sought out as a reference and
creative solutions for our client’s organizational and City of Indianapolis. In this position, he managed, acknowledged in publications such as Coopers
workforce planning needs. Jon has led engagements organized, and facilitated Activity Based Costing & and Lybrand’s Activity Based Management in
in strategic, succession, and human capital planning Management efforts city-wide. This included training Government and Activity Based Management for
with both private and public organizations. His of city employees on ABC principles and application Service Industries, Government Entities and Non-
clients have included the US Department of Health and working with Management and Union on using profit Organizations by James Brimson and John
and Human Services, the Department of Defense, the ABC information to improve operations and Antos. He has also been quoted in periodicals
The US Navy and Army, The Forest Service, NASA, prepare for managed competition. and awarded special recognition describing the
The Department of Commerce, The Department of Indianapolis program and its use of Activity Based
Treasury, The National Institutes of Health and more A graduate of Purdue University, Mr. Simpson Costing such as American Productivity & Quality
than 70 other state, local and Federal organizations. received his Bachelor of Science degree in Center’s 1997 report Activity-Based Management
Jon’s international clients include the Governments Industrial Management and Accounting. He II: Best Practices for Dramatic Improvement. He
of China, Spain, Italy, and British Columbia. His spent 13 years in the private sector, including 8 has conducted over 60 seminars, workshops,
recent work with the Federal intelligence community years with Dow Chemical, and had been with the and presentations to numerous groups including
included several briefings to the U.S. House of City of Indianapolis for the past 20 years where Executive Enterprises, Institute for International
Representatives Permanent Select Committee on his last position was CFO of the Department of Research, The Conference Board, Performance
Intelligence and working in an advisory capacity to Parks and Recreation. Institute, and the Government Finance Officers
the House Budget Committee. Association on activity-based costing, management,
Mr. Simpson had been involved in the city performance budgeting, and alternative service
Jon Desenberg brings more than 19 years of public of Indianapolis’ Activity-Based Costing and delivery options.
sector experience to his current position with The Management program since its beginning in
Performance Institute, specifically in the fields of 1992, which in addition became the foundation Mr. Simpson belongs to the Government Financial
performance management, strategic planning, and for the city’s Performance Budget also known as Officers Association (GFOA) and has served on its
knowledge management. As Managing Director, the ‘Popular Budget.’ Wayne has also trained and Government Budgeting and Fiscal Policy Committee.
he successfully led the United States General consulted for various federal, university, city, county, He also has been involved in the Association of
Services Administration’s (GSA) Performance and state organizations on activity based costing, Governmental Accountants (AGA). He is a Certified
Management program, which ultimately resulted management and budgeting. Government Financial Manager (CGFM).
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.
“ The instructors know the subject matter.
He was a Policy Analyst for GSA’s Knowledge They are experts in the field.”
Management Program and co-chaired the
Federal CIO Council Committee on Knowledge
Management. Jon Desenberg was awarded with MONICA LEONARD ,
several commendations for his Federal Service, PUBLIC HEALTH ADVISOR , CENTERS FOR DISEASE CONTROL AND
including the Presidential Leadership Award in 2000. PREVENTION
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
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College of Law.

7. Government Performance Management Week
Logistics & Registration
VENUE & HOTEL REGISTRATION
Government Performance Management Week will be held at The Performance Institute
in Arlington, VA, just one block east of the Courthouse Metro stop on the Orange Line. 1. ONLINE at www.PerformanceInstitute.org/GPMWeek
A public parking garage is located just inside of the building.
2. VIA FAX to 866-234-0680
The Performance Institute Training Center
1515 North Courthouse Rd., Suite 600
3. VIA PHONE to 877-992-9521
Arlington, VA 22201 4. VIA MAIL to
877-992-9521
The Performance Institute Headquarters
A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard 805 15th Street, NW, 3rd Floor
by Marriott at the prevailing rate of $223 until November 6. This rate is based on
Washington, DC 20005
the Government Per Diem and is subject to change. Please call the hotel directly
and reference code “Government Performance Management Week” when making
reservations to get the discounted rate. The hotel is conveniently located three blocks Yes! Register me for Government Performance Management Week
from the Rosslyn Metro station. Please ask the hotel about a complimentary shuttle that Yes! Register me for Strategic Planning
is also available for your convenience. Yes! Register me for Performance Measurement
Arlington Rosslyn Courtyard by Marriott Yes! Register me for Performance-Based Budgeting
1533 Clarendon Blvd. Please call me. I am interested in a special group discount for my team
Arlington, VA 22209
703-528-2222 | www.CourtyardArlingtonRosslyn.com
Delegate Information
TUITION
The tuition rate for the Government Performance Management Week is as follows:
Name Title
Offerings Early Bird Rate Regular Rate
One Course 999.00 1199.00
Two Courses 1599.00 1799.00 Office Organization
The Whole Week 1799.00 1999.00
* For the Early Bird rate, register before September 28, 2009
Address
GROUP DISCOUNTS
For more information on group discounts for the Government Performance
Management Week, please contact Melvin Hall at 202-739-9630 or email him at
Melvin.Hall@PerformanceInstitute.org City State Zip
CPE CREDITS
Delivery Method: Group-live Program Level: Basic Telephone Fax
Prerequisites: None Advanced Prep: None
CPE Credits: Up to 30
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 Email
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
Payment Information
Cancellation Policy or refund, please submit it in writing no later than
For live events: The Performance Institute will 10 business days after the end of the training to: Training Form/Purchase Order Check (accepted by mail only)
provide a full refund less $399 administration fee The Performance Institute Corporate Headquarters:
Credit Card
for cancellations four weeks before the event. If Quality Assurance, 805 15th Street, NW, 3rd Floor,
cancellation occurs within two weeks prior to Washington, DC 20005.
conference start date, no refund will be issued.
Registrants who fail to attend and do not cancel prior Note: As speakers are confirmed six months before the
to the event will be charged the entire registration fee. event, some speaker changes or topic changes may
occur in the program. The Performance Institute is Credit Card Number Expiration Date
All the cancellation requests need to be made online not responsible for speaker changes, but will work to
Your confirmation email contains links to modify or ensure a comparable speaker is located to participate
cancel registrations. Please note that the cancellation in the program.
is not final until you receive a written confirmation.
If for any reason The Performance Institute decides Name on Card 3 Digit Card verification #
Payment must be secured prior to the conference. If to cancel this conference, The Performance Institute
payment is not received by the conference start date, accepts no responsibility for covering airfare, hotel
a method of payment must be presented at the time of or other costs incurred by registrants, including
registration in order to guarantee your participation delegates, sponsors and guests.
at the event.
Billing Zip Code
Discounts
Quality Assurance • All ‘Early Bird’ Discounts must require payment
The Performance Institute strives to provide you at time of registration and before the cut-off date Please make checks payable to: The Performance Institute Priority Code: P711-WEB
with the most productive and effective educational in order to receive any discount.• Any discounts
experience possible. If after completing the course offered whether by The Performance Institute
you feel there is some way we can improve, please (including team discounts) must also require payment
write your comments on the evaluation form provided at the time of registration. • All discount offers www.PerformanceInstitute.org/GPMweek
upon your arrival. Should you feel dissatisfied with cannot be combined with any other offer.
your learning experience and wish to request a credit • Discounts cannot be applied retroactively

8. Government Performance Management Week
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.
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