session two: organizing work and time c.too …...2016/02/19 · time wasters • rabbit trails •...

2/19/2016

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Effective Supervisory Practices

Session Two:

Sharpening Your Focus: Strategic Planning,

Managing Workflow and Budgeting

Michelle Poché Flaherty

City on a Hill ConsultingJon Johnson

Center for Priority

Based Budgeting

Chris Fabian

Center for Priority

Based Budgeting

Organizing Work and Time

Time Management Getting Organized

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Poll:What is your biggest time waster?

A. E-mail

B. Chit-chat

C. Too many meetings

D. Personnel issues

E. Inadequate tools/equipment

F. Burdensome bureaucratic

requirements

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Time Management:

Eisenhower Matrix

Urgent Not Urgent

Important

Not Important

5

Time Management:

Eisenhower Matrix

Urgent Not Urgent

Important Putting out fires

• Crises

• Deadlines

Not Important

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Time Management:

Eisenhower Matrix

Urgent Not Urgent


• Crises

• Deadlines

Not Important Many interruptions

• Phone calls

• Drop-ins

• E-mails

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Time Management:

Eisenhower Matrix

Urgent Not Urgent


• Crises

• Deadlines


• Phone calls

• Drop-ins

• E-mails

Time wasters

• Rabbit trails

• Idle chit-chat

• Web-surfing

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Time Management:

Eisenhower Matrix

Urgent Not Urgent


• Crises

• Deadlines

Planning

Evaluation (Checking)

Relationship Building


• Phone calls

• Drop-ins

• E-mails

Time wasters

• Rabbit trails

• Idle chit-chat

• Web-surfing

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Time Management:

Eisenhower Matrix

Urgent Not Urgent


• Crises

• Deadlines

Planning




• Phone calls

• Drop-ins

• E-mails

Time wasters

• Rabbit trails

• Idle chit-chat

• Web-surfingX

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Time Management:

Eisenhower Matrix

Urgent Not Urgent


• Crises

• Deadlines

Planning




• Phone calls

• Drop-ins

• E-mails

Time wasters

• Rabbit trails

• Idle chit-chat

• Web-surfingX

Work

above

the

line

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Poll:What is your biggest source of procrastination?

A. Dislike the task

B. Bored

C. Too tired

D. Afraid of failing

E. Competing commitments

F. Don’t know where to start

G.Resentment of an imposed task

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Time Management:

Prioritize Your Tasks

Focus on what is most important first.

First, schedule the “Important, Not

Urgent” items, then build the rest of your

schedule around them.

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Time Management:


Prioritize your “To Do” List. Use “ABC,123” method.

To Do

____Meet w/boss

____Meet w/team

____Plan budget

____Order supplies

____Return calls

____Research info

____File papers

____Walk around

A = Very Important

B = Average Importance

C = Low Importance

Next, number the items within

each letter.

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Time Management:



To Do

____Meet w/boss

____Meet w/team

____Plan budget

____Order supplies

____Return calls

____Research info

____File papers

____Walk around

A = Very Important


C = Low Importance


each letter.

A.

A.

B.

C.

B.

C.

C.

B.15

Time Management:



To Do

____Meet w/boss

____Meet w/team

____Plan budget

____Order supplies

____Return calls

____Research info

____File papers

____Walk around

A = Very Important


C = Low Importance


each letter.

A.1

A.2

B.

C.

B.

C.

C.

B.

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Time Management:



To Do

____Meet w/boss

____Meet w/team

____Plan budget

____Order supplies

____Return calls

____Research info

____File papers

____Walk around

A = Very Important


C = Low Importance


each letter.

A.1

A.2

B.2

C.

B.1

C.

C.

B.317

Time Management:



To Do

____Meet w/boss

____Meet w/team

____Plan budget

____Order supplies

____Return calls

____Research info

____File papers

____Walk around

A = Very Important


C = Low Importance

Complete all the A’s in order,

then all the B’s in order, then all the C’s in order.

A.1

A.2

B.2

C.2

B.1

C.1

C.3

B.318

Time Management:

Schedule Your Tasks

Start by scheduling time for “Important, Not Urgent” things first.

Mon., Oct. 13, 2015

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10

11

12

1

2

3

4

5

Important,

Not Urgent

Important,

Not Urgent

Lunch Break (call Mom)

Wrap-Up Time

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Time Management:

Schedule Your Tasks


Then enter tasks into your calendar in the time that remains.

Mon., Oct. 13, 2015

9

10

11

12

1

2

3

4

5

Important,

Not Urgent

Important,

Not Urgent

Tasks A.2, A.3

Tasks B.1, B.2

Task A.1.


Wrap-Up Time

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Time Management:

Schedule Your Tasks


Then enter tasks into your calendar in the time that remains.

Do the same thing when planning for the

team that you do for yourself.

Mon., Oct. 13, 2015

9

10

11

12

1

2

3

4

5

Important,

Not Urgent

Important,

Not Urgent

Tasks A.2, A.3

Tasks B.1, B.2

Task A.1.


Wrap-Up Time

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Get Organized with PDCA:

Plan, Do, Check, Act

Planning

• What are the

priorities?

• Who will do what by when?

• Does everyone know who, what,

how, where, when and why?

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Doing

• Most of this is their

job, not yours.

• Be willing to pitch in when there’s a need.

• Model best

behaviors.

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Checking

Quality: Is it as good as it should be?

Progress: Are we on time and on budget?

Safety: Are we taking care?

Materials/Equipment: Adequate?

Purpose: Are we heading in the right direction?

People: Does everyone have what they need to perform well? How are they feeling about it?

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Acting

• Take the initiative to correct anything that is off track.

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Thinking and Acting Strategically

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Leading Strategically:

Setting – and Managing by – Goals

Goal: a target that defines an

outcome to be achieved.

Visualized

Inspirational

Specific

Time-Bound

Assessable

What tasks and activities

will help your team achieve

its goals?

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Thinking Strategically

• Where are we going?

• When we get there, what will success look like?

• What are the priorities?

• Why are they the priorities?

• What difference will our work make to the community we serve?

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Acting Strategically: Start with Heart

• Have a plan before taking action Anticipate obstacles and how you will remove them

or overcome them

• Align your plan with established priorities

• Obtain the necessary approvals

• Create the buy-in to succeed

• Communicate the plan

• Prepare everyone involved: Who will do what by when and where

How to do it well

Why it matters

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Acting Strategically: Finish Strong

• Celebrate small wins along the way

• Correct mistakes along the way Learn from mistakes and prevent repeating them

Hold people accountable when appropriate

Take responsibility when reporting up the chain of command

• Communicate victories Congratulate, celebrate and thank your team

members, privately and publicly

Give your team credit to those up the chain of command

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Leaders articulate the “WHY”

Don’t just tell them when and how to do it. Tell them why it matters.

This is the difference between managing and leading.

Employees who understand what to do and when to do it are efficient.

Employees who also understand how to do it best are effective.

Employees who understand why it’s worth doing are committed.

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The Budget:What is it and why is

it important to me? ?

So, what am I supposed to do with this?

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©

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©

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0

20

40

60

80

100

120

140

160

1st QTR 2nd QTR 3rd QTR 4th QTR

Product 1

Product 2

Product 3

Product 4

Product 5

Product 6

Product 7

Product 8

Product 9

Product 10

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0

20

40

60

80

100

120

140

160

1st QTR 2nd QTR 3rd QTR 4th QTR

Product 1

Product 2

Product 3

Product 4

Product 5

Product 6

Product 7

Product 8

Product 9

Product 10

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Expenditures

Category 1

Category 2

Category 3

Category 4

Category 5

Category 6

Category 7

Category 8

Category 9

Category 10

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“I’ll pause for a

moment so

you can let this

information sink in.”

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GOVERNING

"Failure to understand financial outcomes is

more dangerous to states and localities

than ever, and there’s a big gap between what public leaders know about finance and what they need

to know.”

http://www.governing.com/finance101/gov-financial-illiteracy-feature.html

©

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What is the Budget?

TRUE or FALSE:

“The budget is the single most important

policy document a local government

adopts”

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What is a budget?

an accounting exercise to satisfy the needs of the Finance/Budget Office?

a necessary evil to meet the mandates

of state legislation and city code?

a waste of time (and paper) since once it’s adopted, no one pays attention to it?

©

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What is a budget?

A statement of priorities

for the community that:

Communicates to stakeholders what services

they can expect and how their tax dollars are

being spent

Defines how the local government allocates

its resources to achieve what is important to the community

Translates policies into action

©

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What is a budget?

A critical control tool that:

Provides the legal authority to conduct day-

to-day operations

Sets clear boundaries related to spending and

fiscal oversight

Ensures accountability, trust and transparency in managing “someone else’s money”

Offers a monitoring device to ensure compliance with “the plan”

©

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What is a budget?

A management tool that:

Establishes a spending plan for the upcoming fiscal year

Demonstrates how services are being delivered in the most effective and efficientway possible

Identifies and articulates how much it coststo provide services

Offers staff a “line of sight”, connecting “what” they do with “why” they do it to benefit the community

©

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What is a budget?

A planning tool that:

Establishes a link between strategic objectivesand how resources are allocated

Offers a “roadmap” for carrying out elected

official’s policy objectives

Helps decision-makers make the best use of

limited resources

Provides for long-term financial sustainability

©

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Ultimate Goal

TO PREPARE A BUDGET THAT:

– Reflects the priorities and long-term interests of the community

– Offers assurance that funds are being used to achieve those priorities

– Insures objectivity and transparency in decision-making

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I DON’T KNOW ANYTHING ABOUT

ACCOUNTING …

so what is my role in the budget process?

©

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Budgeting Basics“How much does the organization have available to

spend?”

(Not “How much do I need?”)

“Spend Within Our Means”

©

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Budgeting Principle No.1:

Spend Within Your Means

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DO YOU…

– Understand the organization’s overall financial situation?

– Understand where revenues come from?

– Distinguish one-time from ongoing sources anduses?• Operating Budget – recurring expenditures for day-to-day needs

• Capital Budget – non-recurring “one-time” expenditures

– Differentiate general government revenues from program revenues?• Revenue Diversification• Cost Recovery

©

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Looks like a financially “healthy” organization – right?

©

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Let’s look through a different lens!

©

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©

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Budgeting Basics

“Why do we need to keep money in

the bank?”

Establish and Maintain Reserves

©

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Budgeting Principle No. 2:

Establish and Maintain Reserves

DO YOU…

– Understand what makes up “Fund Balance” and why the organization has reserves?

– Set aside funding for long-range plans, major maintenance and asset/equipment replacement?

– Maintain contingency “reserves” within your own operating budget?

– Know if there are any statutory restrictions on how much your organization can spend?

©

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Budgeting Basics

“What’s the difference?”

Understand Variances (Budget to Actual)

©

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Understand Variances

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DO YOU…

– Monitor the budget regularly to ensure you “won’t run out of money”?

– Analyze variances between “budget” and “actual” revenues and expenditures? • Do you adjust budgets to eliminate recurring variances?

– Count on “savings” resulting from budget to actual variances?

– Have large capital project “carry-forwards” at year-end?

– Spend your entire budget whether you need it or not?

©

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Budgeting Basics

“What’s the plan and what could cause it to change?”

Economic Analysis and Long-Term Planning

©

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Budgeting Principle No. 4:Economic Analysis and Long-Term Planning

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DO YOU…

– Pay close attention to what is going on around you in the

community, at the state or federal level or in the economy

that might impact your organization’s fiscal health?

– Prepare a comprehensive, multi-year Capital

Improvement Plan (CIP), and clearly identify associated

ongoing operating costs?

– Incorporate ALL long-term plans developed within the

organization into your financial forecasts?

– Rely on the budget as a planning guide and refer to it

frequently throughout the fiscal year?

©

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Budgeting Basics

“What exactly do we do and how much

does it cost?”

Identify programs and services and what they cost

©

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Identify Programs and What they Cost

DO YOU…

– Have a “program inventory” that lists all the programs your department provides?

– Understand what it costs to provide each individual program you offer (both direct and indirect costs)?

– Establish fees for service that recover the cost to offer

that service?

– Promote enhancement of cost recovery for

programs where appropriate?

– Manage and maintain the resources utilized in

providing your programs?

• Human

• Financial

• Physical

• Technology©

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Budgeting Basics

“What are we as an organization in business to do?”

Identify Results

©

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Identify ResultsDO YOU…

– Have a shared vision of what your organization is expected to

accomplish by the community?

– Ensure that your individual department’s objectives are clearly

aligned (and in sync) with entity-wide objectives?

– Create a “line of sight” for your employees between the jobs they

perform and the results being accomplished?

– Clearly link requests for budget dollars to the results the community

expects?

– Use the budget to “tell your story” in terms of how resources are

being used to accomplish what is important in the eyes of the

community?©

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Start with “Why”

WhatEvery organization on the planet knows

WHAT they do. These are products they sell or the services they offer.

HowSome organizations know HOW they do

it. These are things that make them special or set them apart from their

competition.

WhyVery few organizations know WHY they do what they do. WHY is not about

making money. That’s a result. It’s a purpose, cause or belief. It’s the very

reason your organization exists.

©

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City of Wheat Ridge, Colorado

SAFE COMMUNITY

Offers and supports a variety of safe activities and facilities that provide for the physical health

and social well-being of the community

Fosters a feeling of personal safety throughout the

community by establishing a visible, accessible presence that proactively provides for

prevention, intervention, safety education, and community

involvement

Offers protection, enforces the law and is well-prepared to

promptly and effectively respond to emergencies and

calls for service

Creates a secure, well-regulated, well-maintained community that is healthy, clean, well-lit and visually

attractive

Provides for a safe transportation network that is well-maintained, accessible,

enhances traffic flow and offers safe mobility to motorists, cyclists and pedestrians alike

Provides for the protection and sustainability of the

environment through regulatory compliance, planning and effective

stormwater management

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Budgeting Basics

“How well are we doing?”

Sufficient Delivery of Effective and Efficient Services

©

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Budgeting Principle No. 7: Sufficient Delivery of Effective and Efficient Services

DO YOU…

– Develop, maintain and analyze key indicators,

measures and metrics that gauge how well department’s

programs are achieving results?

– Assess level of services being provided to determine if they

are “too little”; “too much” or “just right”?

– Regularly review processes to evaluate if they could be done

more efficiently?

– Routinely question how the program could be delivered more

cost effectively, utilizing fewer or “different” resources to

accomplish the same outcomes?©

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Types of Budget Methods Line-item Based

Most traditional – builds the budget by types of expense

Focuses on what the organization “buys”

Zero-BasedBuilds budget “from scratch” each year

Focuses on what the organization “buys”

Program-BasedBuilds the budget by “how” money is spentFocuses on what the organization “does”

Performance-BasedBuilds the budget by “how much” is doneFocuses on inputs, outputs, level of service

Results-BasedBuilds the budget by linking resources to outcomes

Focuses on “why” the organization does what it does©

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Types of Budget Methods

PRIORITY BASED BUDGETINGProvides framework for allocating resources to the priorities of your

community

Combines principles of “Zero-Based”; “Program-Based”;

“Performance-Based” and “Results-Based”

Avoids “Across-the-Board” mentality

©

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Recommended Resources:

Budgeting:• “A Budgeting Guide for Local Government” Robert Bland, ICMA

Press

• Government Finance Officers Assn: www.gfoa.org

Time Management:• “Eat That Frog!” by Brian Tracy

• “Death by Meeting” by Patrick Lencioni

Strategic Planning:• Books and workbooks by John M. Bryson on

strategic planning for public/nonprofit organizations

http://www.gfoa.org/

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Navigating the Knowledge Network

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Questions:

• Michelle Poché Flaherty [email protected]

• Jon [email protected]

• Chris [email protected]

session two: organizing work and time c.too …...2016/02/19 · time wasters • rabbit trails •...

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