P723 Web

November 2-6, 2009
Budgeting Week for Government
Washington, DC

Budgeting Week
for Government
Examine Leading Methodologies to Prepare and Execute a Results-Driven Budget

Featuring Three Interactive Courses:
Course 1: Navigate the Budget Process
Learn how to allocate resources in alignment with agency priorities

Course 2: Performance-Based Budgeting in Government
Align resource consumption with strategic goals, objectives and performance goals

Course 3: Activity-Based Cost Management
Utilize activity based costing to effectively measure your programs’ cost efﬁciencies

Earn up to 30 CPE Credits
www.PerformanceWeb.org/Budgeting


Agenda-at-a-Glance
Day One: Monday, November 2, 2009 (Navigate the Day Four: Thursday, November 5, 2009 (Performance-
Budget Process) Based Budgeting), continued
8:30 Conference Registration and Continental Breakfast 8:30 Continental Breakfast
9:00 Learn What Budgeting is and Why it is Necessary 9:00 Interactive Application Session #3: Develop a Performance-Based
Budget Using the Seven Steps Framework
Key Realities and Drivers of the Budget Process
Case Study: Program Evaluation: Key Questions to Ask Your
12:00 Lunch Break
Program in Presenting a Performance-Based Budget
1:00 Examine Public Expenditure Management and Budgeting
12:00 Lunch Break
Interactive Application Session #1: Budget Formulation Exercise
1:00 Elements One and Two: Program Purpose, Design and Strategic
4:00 Day One Adjourns Planning
Elements Three and Four: Program Management and Results
Day Two: Tuesday, November 3, 2009 (Navigate the
4:00 Day Four Adjourns
Budget Process), continued
8:30 Continental Breakfast Day Five: Friday, November 6, 2009 (Activity-Based
9:00 Justify Your Budget and Gain Buy-In: Frameworks for Budget Cost Management)
Development
8:30 Continental Breakfast
Interactive Application Session #2: Strategic Marketing and
9:00 Introduction to Activity-Based Costing and Management (ABC/M):
Communications and Budget Justiﬁcation
What’s Worked for Other Organizations and What Hasn’t
12:00 Lunch Break
Implement an Activity-Based Costing (ABC) System
1:00 Budget Execution and Reporting
Adopt a Framework for Cost Measurement and Allocation and
Integrated Wrap Up: Drivers, Trends, Frameworks and Tactics Analyze Cost Drivers
4:00 Day Two Adjourns 12:00 Lunch Break
1:00 Interactive Application Session #4: Applying ABC/M in
Day Three: Wednesday, November 4, 2009 (Performance- Government: A Case Study
Based Budgeting) The Way Ahead: Adapting Your Organization to ABC/M
8:30 Continental Breakfast 4:00 Day Five Adjourns
9:00 Performance-Based Budgeting in Government: Concepts,
Deﬁnitions and Mandates
State of Practice in Performance Budgeting: Learn the Different
Types of Performance-Based Budgets
12:00 Lunch Break
1:00 Develop Effective Strategic Plans and Performance Measures to
Drive Budgeting: The Critical Success Factors
Create a Performance-Based Budget: A Seven-Step Process to
Integrate Performance and Budget Information
4:00 Day Three Adjourns

2 www.PerformanceWeb.org/Budgeting


Course One: Navigate the Budget Process

Who
Day One:

Monday, November 2, 2009
8:30
Should Attend:
Conference Registration and Continental Breakfast

9:00
• Financial Managers
Learn What Budgeting is and Why it is Necessary
• Financial Analysts
• Budget Formulation: forecasting resource requirements
• Budget Justification: budget review and passback (and appeals) • CFOs
• Legislative review and action • Budget Analysts
• Budget Execution: distribution of funds and reconciliation
• Budget Officers
• Program Managers
Key Realities and Drivers of the Budget Process
• Evaluate the impact of a tight discretionary budget on the fight for resources
• Project Managers
• Understand and navigate common problems with the current budget process
• Understand what drives the budget process in the public sector

12:00
Lunch Break
Top 5
Reasons to Attend:
1:00

Examine Public Expenditure Management and Budgeting
• Review financial management legislation and guidelines for budget formulation 1. Understand how to track, monitor
• Estimate and forecast costs of program activities and modify a budget in the
• Account for capital assets, employee needs and costs and multi-year obligations execution stage.

2. Align resources with strategic
Interactive Application Session #1: Budget Formulation Exercise
goals, objectives and
• Practice formulating a “mock” budget for a government agencys performance measure
• Balance program priorities against scarce resources
• Construct a budget submission based on the knowledge you have acquired 3. Examine real-world successes
and failures and apply the
lessons learned
4:00
Day One Adjourns 4. Implement your performance-
based strategic plan in your daily
operations to achieve results

5. Learn budget justification and
how to communicate with key
stakeholders and new leadership

www.PerformanceWeb.org/Budgeting 3


Course One: Navigate the Budget Process
Day Two:

Tuesday, November 3, 2009

“A budget is 8:30
Continental Breakfast

more than 9:00

Justify Your Budget and Gain Buy-In: Frameworks for Budget Development
simply numbers • Design the “message” of your budget justification and make it effective
• Understand what legislatures look for in budget justifications
on a page. It is • Update on requirements from OMB Circular A-11 and Departmental guidance

a measure of Interactive Application Session #2: Strategic Marketing and Communications and
Budget Justification
how well we • Understand the differing priorities and perspectives of a budget officer and
a budget examiner
are living up to • Learn to anticipate the concerns of your counterparts and adjust ahead of time
• Improve your understanding of both sides of the budget review process
our obligations
12:00
to ourselves and Lunch Break

one another.” 1:00

— President Barack Obama Budget Execution and Reporting
• Review financial management standards governing budget execution
• Manage to the legal availability of funds: purpose, timing and amount
• Align your processes with financial accounting and reporting schedules

Integrated Wrap Up: Drivers, Trends, Frameworks and Tactics
• Devise and stay within a spending plan
• Anticipate and respond to the “what if” scenarios: mid-year reductions, continuing
resolutions and/or budget busting
• Navigate procedures for reprogramming within an appropriation

4:00
Day Two Adjourns

4


Course Two: Performance-Based Budgeting
Day Three:

Wednesday, November 4, 2009

8:30
Continental Breakfast “The instructor
9:00 has a broad
Performance-Based Budgeting in Government: Concepts, Definitions and Mandates
• Review performance budgeting concepts, definitions and mandates background
• Learn the key components for formulating, justifying and executing a performance-
based budget to relate to
• Understand what drives the budget process in the public sector—and how
performance-based budgeting improves on those driversnce federal, state
State of Practice in Performance Budgeting: Learn the Different Types of Performance-Based Budgets and local
Understand the different ways that you can present performance information in a budget:
Example 1: Traditional Activity-Based Budgets government
Example 2: Strategic Plan Summary with Traditional Activity-Based Budget
Example 3: Cross-Walking Between Budget and Performance Plan
Example 4: Integration of Performance Plan and Budget
with examples.”
Example 5: Forecasting Performance for Different Budget Levels
— Sylvia Owens,

12:00 Program Manager,
Lunch Break NASA

1:00

Develop Effective Strategic Plans and Performance Measures to Drive Budgeting
• Examine the critical success factors that link your strategic plan to the budget
• Determine your strategic priorities for linking your measures to the budget
• Evaluate your strategic plan and performance measures to determine the best possible
direction for integration

Create a Performance-Based Budget: A Seven-Step Process to Integrate Performance and
Budget Information
Step 1: Develop/Align to Strategic Plan (Mission, Outcomes, Strategies)
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
Day Three Adjourns



Course Two: Performance-Based Budgeting
Day Four:

Thursday, November 5, 2009

“The instructor 8:30
Continental Breakfast

provided a 9:00

Interactive Application Session #3: Develop a Performance-Based Budget Using the Seven
wealth of real- Steps Framework
life examples to • Complete PART questionnaire for your program
• Formulate a performance-based budget request

help explain • Create a business case for your budget request

the topics.” Case Study: Program Evaluation: Key Questions to Ask Your Program in Presenting a
Performance-Based Budget
— Monique Kennedy, • Examine the Obama Administration’s focus and mandates for data collection, reporting
Program Analyst, and use of findings
United States Department of Labor • Determine what type of evaluation is needed to develop the information and make
informed decisions about the program
• Select specific, researchable questions that can be asked to answer the general questions

12:00
Lunch Break

1:00

Elements One and Two: Program Purpose, Design and Strategic Planning
• Analyze your program’s mission and purpose and identify programs with
a duplicative purpose
• Examine strategic planning strengths and deficiencies
• Analyze long-term and annual performance goals and measures

Elements Three and Four: Program Management and Results
• Evaluate management of program goals as outlined in the strategic plan
• Identify areas of management challenges in program stewardship
• Evaluate program success toward long-term goals and measures

4:00
Day Four Adjourns



Course Three: Activity-Based Management
Day Five:

Friday, November 6, 2009

8:30 12:00
Continental Breakfast Lunch Break

9:00 1:00

Introduction to Activity-Based Costing and Management (ABC/M): What’s Interactive Application Session #4: Applying ABC/M in a Government:
Worked for Other Organizations and What Hasn’t A Case Study
• Understand the role of effective cost management in • Effectively utilize the tools and techniques you have learned
government today and apply them to a real life case study
• Evaluate budgetary alignment with program goals as outlined • Apply all the ABC/M principles you learned from collecting
in the strategic plan and reporting ABC/M information to avoiding common
• Evaluate how activity-based costing directly supports costing pitfall
cost management • Walk away with a solid understanding of how you can
• Align cost management to the overall objectives of apply ABC/M
your organization

The Way Ahead: Adapting Your Organization to ABC/M
Implement an Activity-Based Costing (ABC) System
• First steps for deploying ABC/M
• Evaluate the best circumstances for ABC/M
• Understanding ABC/M as it relates to government vendors
• Examine the ideal environment for implementing ABC/M
• What’s next after ABC/M?
• Canvass different strategies for effectively implementing ABC/M

Adopt a Framework for Cost Measurement and Allocation and Analyze 4:00
Day Five Adjourns
Cost Drivers
• Define cost measurement’s role in the cost management process
• Specify cost measurement objectives, activities and drivers and
choose the correct cost driver
• Examine a level-of-effort analysis and overhead to
overhead analysis

Become a Certified Government Performance Manager
To ensure professional success, you must continually expand your skills and education. The bar has been raised in government
agencies and organizations, and managers want to hire, promote and work with the most skilled individuals possible.

To address this need, The Institute offers a Certificate in Government Performance Management. Attend the three “core” courses
and an additional three “elective” courses based on the topics that meet your agency’s unique needs. The skills you acquire will
then be used to complete a “capstone project” on a particular issue that you and our department are facing, which will then be
evaluated by an expert member of our staff.

For more information about certification, please contact Melvin Hall at 202-739-9630, Melvin.Hall@PerformanceInstitute.org or
Dave Yerks at 858-866-9381, Dave.Yerks@PerformanceInstitute.org. www.PerformanceWeb.org/Budgeting 7


About the Trainers
Benefits Wayne Simpson, Senior Fellow,
The Performance Institute
profit Organizations by James Brimson and
John Antos. He has also been quoted in
periodicals and awarded special recognition
of Certification Wayne K. Simpson founder is nationally
describing the Indianapolis program and
recognized for his expertise in Activity
Based Costing – Management. He was the its use of Activity Based Costing such as
former Activity Based Costing Coordinator American Productivity & Quality Center’s
Advance Your Career for the City of Indianapolis. In this position, 1997 report Activity-Based Management II
Education and professional he managed, organized, and facilitated Best Practices for Dramatic Improvement.
certification are becoming necessary Activity Based Costing & Management He has conducted over 60 seminars,
for promotion and requirements for efforts citywide. This included training of workshops, and presentations to numerous
coveted positions. In the Certified city employees on ABC principles and groups including Executive Enterprises,
Government Performance Manager application and working with Management Institute for International Research, The
program, you will acquire the skills and Union on using the ABC information Conference Board, Performance Institute,
and tools to make you the lead to improve operations and prepare for and the Government Finance Officers
performance management resource for managed competition. A graduate of Purdue Association on activity-based costing,
your organization. University, Mr. Simpson received his Bachelor management, performance budgeting, and
of Science degree in Industrial Management alternative service delivery options.
and Accounting. He spent 13 years in the
Meet New Certification private sector, including 8 years with Dow Mr. Simpson belongs to the Government
Requirements Chemical, and had been with the City of Financial Officers Association (GFOA) and
To hold a position as a performance Indianapolis for the past 20 years where his has served on its Government Budgeting and
manager in government you must last position was CFO of the Department of Fiscal Policy Committee. He also has been
demonstrate compliance with new skills Parks and Recreation. involved in the Association of Governmental
sets required by OMB and Congress. Accountants (AGA). He is a Certified
Mr. Simpson had been involved in the city Government Financial Manager (CGFM).
Receiving your certificate is one key
of Indianapolis’ Activity-Based Costing and
way to demonstrate your skills.
Management program since its beginning John Miller, Managing Director,
in 1992, which in addition became the Arkonas Corp.
foundation for the city’s Performance Budget
Customize a Program to Mr. Miller is a recognized expert and
also known as the ‘Popular Budget.’ Wayne
Fit Your Needs has also trained and consulted for various leading authority in the area of performance
Working with Institute training federal, university, city, county, and state management and measurement. Mr. Miller
managers, you can select courses organizations on activity based costing, has over 35 years of experience as a
that will have direct application and management and budgeting. partnerat Arthur Andersen and in industry
impact to your work. where he held the positions of Chief
He has written articles and book reviews Financial Officer for a publicly held New
for periodicals such as The Government York Stock Exchange manufacturing
For more information Accountants Journal and Government company (NYSE:CIX) and
about certification, please contact Finance Review. He is regularly sought for a privately owned
Melvin Hall at 202-739-9630, out as a reference and acknowledged independent
Melvin.Hall@PerformanceInstitute.org in publications such as Coopers and
or Dave Yerks at 858-866-9386, Lybrand’s Activity Based Management
Dave.Yerks@PerformanceInstitute.org. in Government and Activity Based
Management for Service Industries,
Government Entities and Non-



exploration and production oil and gas for persons with developmental disabilities
company. In addition, he has held positions in Minnesota.He headed developmental
of corporate Director for Strategic and disabilities services in Newfoundland and “The instructor
Operations Planning for two other large, Labrador, and outcomes measurement in the
publicly held Fortune 500 companies
(NYSE:SII and NYSE:FMC).
Minnesota Department of Human Services.
was very
For 11 years, Dr. Wray was Executive
Lyle D. Wray, Ph.D., Executive Director, Director of the Citizens League, a more than knowledgeable
Capital Region Council of Governments 50-year-old civic organization that identifies

Lyle D. Wray serves as Executive Director of
important state and regional policy issues,
and advocates for solutions developed
with great
the Capitol Region Council of Governments through citizen research. During this period,
based in Hartford, CT. He has a BA, MA, he teamed with Paul Epstein and others presentation
and PhD from the University of Manitoba, to co-lead the Sloan Foundation funded
Winnipeg, Canada. research on citizen engagement and public skills. He
performance measurement that formed the
Measuring and improving public services
has been a key focus of Dr. Wray’s career initial basis for the book Results That Matter,
which features the Effective Community
adapted to the
for over 25 years, with citizen engagement
also important to his work for at least the last Governance (ECG) Model.
needs of class
15. He served as County Administrator for He was a co-author of Results That Matter
Dakota County, MN, for five years, when he
led the county to performance management,
(Jossey-Bass, 2006). Dr. Wray pioneered the members.”
concept of multiple citizen roles in community
with monthly graphic performance reports of improvement, which he first published in
key results against budget and performance an article for ICMA’s Public Management. — Tim Bennett,
targets. He also made public deliberation Results That Matter documents citizens Assistant Town Manager for Operations,
part of the budget process, through citizen playing multiple roles in numerous Bluffton, South Carolina
focus groups and broader public meetings. communities, and how governments and
Before that, he was the county’s Human nonprofits support citizens in those roles,
Services Director. As including roles related to government
County Administrator and performance management. More recently,
Human Services Director he and Epstein developed the “Community
he was directly involved Balanced Scorecard,” which combines the
a pre-paid Medicaid community improvement power of ECG with
demonstration initiative, the strategy alignment power of balanced
expert systems development scorecards. Dr. Wray has also been
for public health case Director of the Ventura County Civic Alliance,
management and supported a regional civic organization in California.
restructuring of public
health administration and He also has served nationally and
finance. Wray previously internationally as a consultant to government
worked with developmental and non-profit organizations, and he teaches
disabilities services as a graduate courses in public service outcomes
court monitor for federal measurement, e-government, and public
court institutional reforms service reform.
and deinstitutionalization



Sponsorship In-House Training
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
challenges and provides a more personal learning experience, while virtually eliminating
travel expenses. Whether you require training for your department or for an organization-
As a conference and training wide initiative, the advanced learning methods employed by The Performance Institute will
provider, The Performance Institute create an intimate training atmosphere that maximizes knowledge transfer to enhance the
talent within your organization.
is an expert in bringing together
leaders to share and discuss best
Customization:
practices and innovations. We
We realize that not all obstacles can be overcome by applying an “off-the-shelf solution”.
connect decision-makers with
While many training providers will offer you some variation of their standard training,
respected solution providers. 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
The Institute offers four different life examples will create a learning atmosphere that resonates with participants while at
pre-designed sponsorship packages: the same time providing immediate return on your training investment. Using interactive
exercises that employ actual projects or scenarios from your organization, instructors can
• Event Co-Sponsor 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
• Session Sponsor
institute also has the ability to accommodate organizational-wide training initiatives.
• Luncheon Sponsor Utilizing multiple instructors, The Institute has the capacity to deliver courses to groups of
• Exhibit Booth Sponsor up to 300 participants per day.

Areas of expertise:
For more information on sponsorships
On-site delivery of single courses, certiﬁcation programs and entire packages of
or to get started, contact Jessica specialized courses are available in the following areas:
Ward at 202-739-9630 or
Jessica.Ward@PerformanceInstitute.org • 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

For more information about in-house training options available to you, please contact
Jennifer Mueller at 703-894-0481 x 217 or email her at Mueller@PerformanceWeb.org.



Logistics & Registration REGISTRATION
1. ONLINE at www.PerformanceWeb.org/Budgeting
VENUE & HOTEL
2. VIA FAX to 866-234-0680
Budgeting Week for Government will be held at The Performance Institute in Arlington, 3. VIA PHONE to 877-992-9521
VA, just one block east of the Courthouse Metro stop on the Orange Line. A public 4. VIA MAIL to 805 15th Street NW, 3rd Floor
parking garage is located just inside of the building for $10/day.
Washington, D.C. 20005
The Performance Institute
Yes! Register me for Budgeting Week for Government
1515 North Courthouse Rd., Suite 600
Arlington, VA 22201 Register me for the following course(s) only: (choose one or two)
703-894-0481 Course 1: Navigate the Budget Process
A limited number of rooms have been reserved at the Arlington Rosslyn Courtyard by Marriott Course 2: Performance-Based Budgeting
at the prevailing rate of $233 until October 1. This rate is based on the Government Per Diem Course 3: Activity-Based Cost Management
and is subject to change. Please call the hotel directly and reference code “Budgeting Week”
Please call me. I am interested in a special Group Discount for my team
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
Delegate Information
is also available for your convenience.
Arlington Rosslyn Courtyard by Marriott
1533 Clarendon Blvd. Name Title
Arlington, VA 22209
Phone: 703-528-2222 / 1-800-321-2211
www.courtyardarlingtonrosslyn.com Office Organization

TUITION & GROUP DISCOUNTS
The tuition rate for Budgeting Week for Government is as follows: Address

Early Bird Rate Regular Rate
One Course $1099 $1199 City State Zip
Two Courses $1699 $1799
Three Courses $1899 $1999
Telephone Fax
*For the Early Bird Rate, register before August 24 , 2009
For more information on group discounts for Budgeting Week for Government, please
contact Melvin Hall at 202-739-9630, Melvin.Hall@PerformanceInstitute.org or Dave Yerks at Email
858-866-9381, Dave.Yerks@PerformanceInstitute.org.

CPE CREDIT Payment Information
Delivery Method: Group-live Program Level: Beginner Training Form/Purchase Order
Prerequisites: None Advanced Preparation: None Check (accepted by mail only)
CPE Credits: 30 Total (Course One: 12, Course Two: 12, Course Three: 6) Credit Card
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 Credit Card Number Expiration Date
Cancellation Policy: Quality Assurance:
For live events: The Performance Institute will provide a The Performance Institute strives to provide you with the
full refund less $399 administration fee for cancellations most productive and effective educational experience
four weeks before the event. If cancellation occurs possible. If after completing the course you feel there is Name on Card 3 Digit Card verification #
within two weeks prior to conference start date, no some way we can improve, please write your comments
refund will be issued. Registrants who fail to attend on the evaluation form provided upon your arrival.
and do not cancel prior to the event will be charged the Should you feel dissatisfied with your learning experi-
entire registration fee. ence and wish to request a credit or refund, please
submit it in writing no later than 10 business days after
For webinars: The Performance Institute will provide a full Billing Zip Code
the end of the training to:
refund less $50 administrative fee for cancellations four
weeks before the event. If cancellation occurs within The Performance Institute: Corporate Headquarters
two weeks prior to conference start date, no refund will 805 15th Street NW, 3rd Floor Please make checks payable to: The Performance Institute
be issued. Registrants who fail to attend and do not Washington, D.C. 2005 Priority Code: P723-WEB
cancel prior to the meeting will be charged the entire Note: As speakers are confirmed six months before the
registration fee. event, some speaker changes or topic changes may
All the cancellation requests need to be made online. occur in the program. The Performance Institute is not Discounts
Your confirmation email contains links to modify or responsible for speaker changes, but will work to ensure
cancel registrations. Please note that the cancellation is a comparable speaker is located to participate in the • All ‘Early Bird’ Discounts must require payment at time of registration and before the cut-off date in order to
not final until you receive a written confirmation. program. receive any discount.
• Any discounts offered whether by The Performance Institute (including team discounts) must also require payment
Payment must be secured prior to the conference. If If for any reason The Performance Institute decides to at the time of registration.
payment is not received by the conference start date, cancel this conference, The Performance Institute accepts
a method of payment must be presented at the time of no responsibility for covering airfare, hotel or other costs • All discount offers cannot be combined with any other offer.
registration in order to guarantee your participation at incurred by registrants, including delegates, sponsors • Discounts cannot be applied retroactively
the event. and guests.

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

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