+

Domus Supervisor TrainingApril 2015

+Agenda

Financial Management

The Effective Organization

Organizational Culture

Self-Assessment Inventory

+Financial Management

Resource Acquisition (Funding)

Resource Allocation (Budgeting)

Resource Dispensation (Spending)

Resource Reporting (Reporting & Evaluating)

+Funding

1. Government Grants & Contracts

2. Fundraising

3. Fees

4. In-Kind

5. Investment Income

6. Earned Income

+Government Funding

Grants

Contracts

+Fundraising

Individuals Annual Fund Major Gifts

Foundations

Corporations

Religious & Civic Organizations

Special Events

+Fee for service

Insurance Companies

Clients

+In-Kind

Materials, equipment or services that are given without charge to an organization.

+Investment Income

Income received from the sale, interest or dividends derived from an investment

Endowment income

+Earned Income

Revenue generated from the sale of goods, services or work performed

+Budgeting

+Budgeting

1. Planning1. What is the need?

2. What revenues are needed to achieve results?

3. Budget should be tied to outputs (productivity) and outcomes (effectiveness)

2. Control1. Ensure that expenses do not exceed revenues

3. Management1. Ensure that resources are expended efficiently

2. Ensure that expenses and revenues are in line with expectations

+Types of Budgeting

Incremental You predict future revenues and expenses based on past results. Increases or decreases are usually marginal or based on new

information. Focus on inputs and activities

Planning Budget tied to goals and objectives Focus on outputs (productivity) and outcomes (effectiveness)

Zero Based Expenses and revenues must be justified annually Every function is analyzed for need and cost May be a rolling process with areas analyzed each year

+Annual Budget

Budget

Salaries $600,000

Benefits $120,000

Subtotal $720,000

Other costs $280,000

Total Budget $1,000,000

+Benefits

FICA (social security)

Medicare

Insurance Health Life Disability

Other Insurance Worker’s Compensation Unemployment

Retirement plan

+Other Costs

• Contracted Services• Dues & Subscriptions• FFE (Furniture, Fixtures

& Equipment)• Food• Lab & Medical Services• Legal & Accounting• Outside Consultants• Printing• Rent• Repair and

Maintenance

• Business Insurance• Staff Training• Supplies• Telephone• Transportation• Travel & Mileage• Utilities

+Reporting & Evaluating

External Government funders Corporate & Private Foundations United Ways

Internal Board of Directors Executive Director Management Staff

+The Effective Organization

Culture

Decision-making & Structure

People

Work Processes

& Systems

Leadership

+Key Areas

Leadership: Clear vision & priorities Cohesive leadership team

Decision-making & Structure Clear roles & accountabilities for decisions Organization structure that support objectives

People Organization & individual talent necessary for success Performance measures & incentives aligned to objectives

Work Processes & Systems Superior execution of work processes Effective & efficient support of processes & systems

Culture “High performance” values & behaviors Capacity to change

+Organizational Culture

+A couple of quotes…

“If you get the culture right, most of the other stuff will just take care of itself.”

Tony Hsieh, CEO of Zappos

“Culture can become a ‘secret weapon’ that makes extraordinary things happen.”

Jon Katzenbach, Booz & Co.

+What is culture

“The soul that holds things together and gives it life force.”

The preferred way to think and act within an organization.

Accepted values within an organization.

How organizations “do things.”

+Levels of organizational culture

Level Description Examples

Behaviors & artifacts Visible indicators Where the offices are located, how the offices are decorated, how people dress

Shared perspectives Shared rules & norms that employees use to guide problem solving

Are decisions made based on what is best for the clients? How much money it will cost?

Awareness Ideals, standards and goals held by most people in the organization

Lifelong recovery

Unconscious assumptions

Unconscious beliefs people hold about the nature of people, relationships, time, and the relationship of individuals & organizations to their environments

“People never really change.”

+Organizational Culture is reflected in the ways…

• people dress• people act (both on

and off the job)• people present

themselves• people conduct their

work• supervisors are

encouraged to manage departments

• clients are treated and served

• workers interact with supervisors

• workers interact with each other

• people interact across departments

• people interact with the public

• business is conducted and done

+Examples of Cultural Artifacts

+Exercise

Identify five distinctive artifacts (objects) that represent the Domus culture.

 What values are important in the Domus culture?

 Are there sub-cultures within the Domus culture? What are some of the sub-cultures? How do they differ from the Domus culture? How did the sub-cultures emerge?

+Cultural Relationships

Sociability Personal interactions Measure of emotional relations

Solidarity Ability to pursue shared objectives Relationships based on common tasks, mutual interests or

shared goals

+Four Types of Community

• High Solidarity/Low Sociability

• Low Sociability/Low Solidarity

• High Solidarity/High Sociability

• High Sociability/Low Solidarity

Networked Communal

FragmentedMercenary

+Culture Reform Considerations

What is the dominant culture?

Are you trying to change sociability or solidarity?

If sociability, do you want to increase or decrease?

To change solidarity, you need A shared vision To set high standards for performance

Core principles for culture reform Leadership Empowerment Accountability

+People who move ahead…

know and respect the company's culture

pay attention to expected norms of behavior

build and maintain positive working relationships with supervisors, co-workers and clients

value constructive criticism as a means to improve and enhance personal performance

display interest in the company

maintain a positive attitude

+Culture is kept alive by:

Selection

Management

Socialization

+Changing Culture

1. Match strategy & culture

2. Focus on a few critical shifts in behavior

3. Honor the strengths of your existing culture

4. Integrate formal and informal interventions

5. Measure & monitor cultural evolution1. Performance

2. Behaviors

3. Milestones

4. Beliefs, feelings & mindsets

+How you fit into a culture…

+Self-Assessment Inventory

Read each item from the standpoint of the way you think other people see you.

If you think neither statement reflects how you come across to others, choose the statement you think more closely describes how others view your behavior.

For the statements where you think some people would describe you one way and others another, select the statement that represents how the majority might view you (even a majority of 51%).

Each item has a word that suggests a comparison, think in terms of “more than” or “ slower than” half of the population

+Assertiveness Continuum

Less Assertive

More

Assertive

+Assertiveness

The degree to which one’s behavior is seen by others as being forceful or directive.

Some assume that lower levels of assertiveness indicate submissiveness. Not so. They may simply use less forceful ways to achieve their goals.

+Responsiveness

The degree to which a person is seen by others as showing emotions and demonstrating awareness of the feelings of others.

+Responsiveness Continuum

Less Responsive

More Responsive

+Drivers

Fast-paced

Decisive

Work efficiently

Want the assignment completed “yesterday”

Direct & to the point

Not detail-focused

Task-oriented

+Expressive

Flamboyant & theatrical

Energetic

Visionaries

Fast-moving

Weak follow-through

Impulsive

Upfront

Anti-paperwork

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Amiable People-oriented

Friendly & easygoing

Empathetic

Like to work in small groups or one on one

Doesn’t seek the spotlight

Open to alternative opinions

Reluctant to “tell it like it is”

Seek harmony

Perform best in a stable, structured situation

Shine as maintainers

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Analytical Perfectionists

High standards

Detail-focused

Hard on themselves and others

Love data – “Knowledge is power”

Introverted

May seem aloof

Quiet – think before speaking

Task-oriented

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Capitalize on your strengths…ANALYTICAL

LogicalSystematicThoroughPrudentSerious

DRIVER

EfficientDecisive

PragmaticIndependent

Candid

AMIABLE

CooperativeSupportiveDiplomatic

PatientLoyal

EXPRESSIVE

PersuasiveEnthusiastic

OutgoingSpontaneous

Fun-loving

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Drivers

Strengths

Independent

Results-oriented

Candid

Pragmatic

OverusedPoor

Collaborator

Impersonal

Abrasive

Shortsighted

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Expressives

Strengths

Articulate

Fast-paced

Visionary

Fun-loving

OverusedPoor

listener

Impatient

Impractical

Distracting

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Amiables

Strengths

Diplomatic

Cautious

Supportive

People-oriented

Overused

Conflict avoider

Risk averse

Permissive

Inattentive to task

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Analytical

Strengths

Prudent

Painstaking

Task-oriented

Systematic

Overused

Indecisive

Nitpicky

Impersonal

Bureaucratic

+Backup Styles

Expressives (assertive & emotionally demonstrative) attack

Drivers (assertive and emotionally restrained) become autocratic

Amiables (less assertive and emotionally demonstrative) acquiesce

Analyticals (less assertive and emotionally restrained) avoid participation and emotional involvement.

+Backup Damage Control

Separate yourself

Exercise self control

Avoid making decisions when in backup

+Style Adjustment

Identify

Plan

Implement

Evaluate