+ Domus Supervisor Training April 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

+ 1. Planning 1. What is the need? 2. What revenues are needed to achieve results? 3. Budget should be tied to outputs (productivity) and outcomes (effectiveness) 2. Control 1. Ensure that expenses do not exceed revenues 3. Management 1. 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

LevelDescriptionExamples Behaviors & artifactsVisible indicatorsWhere the offices are located, how the offices are decorated, how people dress Shared perspectivesShared 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? AwarenessIdeals, 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 NetworkedCommunal 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 evolution 1. 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

+ 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

+ 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

+ Capitalize on your strengths… ANALYTICAL Logical Systematic Thorough Prudent Serious DRIVER Efficient Decisive Pragmatic Independent Candid AMIABLE Cooperative Supportive Diplomatic Patient Loyal EXPRESSIVE Persuasive Enthusiastic Outgoing Spontaneous Fun-loving

+ Drivers Strengths IndependentResults-orientedCandidPragmatic Overused Poor CollaboratorImpersonalAbrasiveShortsighted

+ Expressives Strengths ArticulateFast-pacedVisionaryFun-loving Overused Poor listenerImpatientImpracticalDistracting

+ Amiables Strengths DiplomaticCautiousSupportivePeople-oriented Overused Conflict avoiderRisk aversePermissiveInattentive to task

+ Analytical Strengths PrudentPainstakingTask-orientedSystematic Overused IndecisiveNitpickyImpersonalBureaucratic

+ 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