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Domus Supervisor
Training
April 2015
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Agenda

Financial Management

The Effective Organization

Organizational Culture

Self-Assessment Inventory
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Financial Management

Resource Acquisition (Funding)
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Resource Allocation (Budgeting)
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Resource Dispensation (Spending)
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Resource Reporting (Reporting & Evaluating)
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Funding
1.
Government Grants & Contracts
2.
Fundraising
3.
Fees
4.
In-Kind
5.
Investment Income
6.
Earned Income
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Government Funding

Grants

Contracts
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Fundraising
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Individuals
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Annual Fund
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Major Gifts
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Foundations
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Corporations
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Religious & Civic Organizations
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Special Events
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Fee for service
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Insurance Companies
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Clients
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In-Kind

Materials, equipment or services that are given without
charge to an organization.
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Investment Income

Income received from the sale, interest or dividends derived
from an investment
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Endowment income
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Earned Income

Revenue generated from the sale of goods, services or work
performed
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Budgeting
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Budgeting
Planning
1.
1.
2.
3.
What is the need?
What revenues are needed to achieve results?
Budget should be tied to outputs (productivity) and outcomes
(effectiveness)
Control
2.
1.
Ensure that expenses do not exceed revenues
Management
3.
1.
2.
Ensure that resources are expended efficiently
Ensure that expenses and revenues are in line with
expectations
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Types of Budgeting

Incremental
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

Planning
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
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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
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
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Annual Budget
Budget
Salaries
$600,000
Benefits
$120,000
Subtotal
$720,000
Other costs
$280,000
Total Budget
$1,000,000
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Benefits

FICA (social security)
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Medicare
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Insurance
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Other Insurance
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Health
Life
Disability
Worker’s Compensation
Unemployment
Retirement plan
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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
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Reporting & Evaluating


External

Government funders

Corporate & Private Foundations

United Ways
Internal

Board of Directors

Executive Director
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Management Staff
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The Effective Organization
Decisionmaking &
Structure
Leadership
Culture
Work
Processes
& Systems
People
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Key Areas
Leadership:



Decision-making & Structure
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Organization & individual talent necessary for success
Performance measures & incentives aligned to objectives
Work Processes & Systems
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Clear roles & accountabilities for decisions
Organization structure that support objectives
People
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Clear vision & priorities
Cohesive leadership team
Superior execution of work processes
Effective & efficient support of processes & systems
Culture
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“High performance” values & behaviors
Capacity to change
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Organizational Culture
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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.
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What is culture

“The soul that holds things together and gives it life force.”
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The preferred way to think and act within an organization.

Accepted values within an organization.
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How organizations “do things.”
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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.”
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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
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Examples of Cultural Artifacts
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Exercise

Identify five distinctive artifacts (objects) that represent the
Domus culture.
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What values are important in the Domus culture?
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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?
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Cultural Relationships
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Sociability
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Personal interactions
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Measure of emotional relations
Solidarity
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Ability to pursue shared objectives
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Relationships based on common tasks, mutual interests or shared
goals
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Four Types of Community
• High
Sociability/Low
Solidarity
• Low
Sociability/Low
Solidarity
• High
Solidarity/High
Sociability
Networked
Communal
Mercenary
Fragmented
• High
Solidarity/Low
Sociability
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Culture Reform Considerations

What is the dominant culture?
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Are you trying to change sociability or solidarity?
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If sociability, do you want to increase or decrease?
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To change solidarity, you need
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
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A shared vision
To set high standards for performance
Core principles for culture reform
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Leadership
Empowerment
Accountability
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People who move ahead…
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know and respect the company's culture
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pay attention to expected norms of behavior
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build and maintain positive working relationships with
supervisors, co-workers and clients
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value constructive criticism as a means to improve and
enhance personal performance
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display interest in the company
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maintain a positive attitude
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Culture is kept alive by:

Selection
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Management
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Socialization
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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
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How you fit into a culture…
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Self-Assessment Inventory
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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%).
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Each item has a word that suggests a comparison, think in
terms of “more than” or “ slower than” half of the population
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Assertiveness Continuum
Less
Assertive
More
Assertive
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Assertiveness
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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.
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Responsiveness
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The degree to which a person is seen by others as showing
emotions and demonstrating awareness of the feelings of
others.
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Responsiveness Continuum
Less
Responsive
More
Responsive
Less
Less
Less Assertive
&
Less Responsive
R
E
S
P
O
N
S
DRIVER
More Assertive
&
Less Responsive
More
ANALYTICAL
ASSERTIVENESS
AMIABLE
Less Assertive
&
More Responsive
I
V
E
N
E
S
S
More
EXPRESSIVE
More Assertive
&
More Responsive
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Drivers
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Fast-paced
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Decisive
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Work efficiently
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Want the assignment completed “yesterday”
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Direct & to the point
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Not detail-focused
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Task-oriented
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Expressive
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Flamboyant & theatrical
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Energetic
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Visionaries
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Fast-moving
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Weak follow-through
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Impulsive
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Upfront
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Anti-paperwork
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Amiable
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People-oriented
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Friendly & easygoing
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Empathetic
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Like to work in small groups or one on one
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Doesn’t seek the spotlight
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Open to alternative opinions
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Reluctant to “tell it like it is”
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Seek harmony
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Perform best in a stable, structured situation
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Shine as maintainers
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Analytical
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Perfectionists
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High standards
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Detail-focused
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Hard on themselves and others
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Love data – “Knowledge is power”
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Introverted
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May seem aloof
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Quiet – think before speaking
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Task-oriented
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Capitalize on your strengths…
ANALYTICAL
DRIVER
Logical
Systematic
Thorough
Prudent
Serious
Efficient
Decisive
Pragmatic
Independent
Candid
AMIABLE
EXPRESSIVE
Cooperative
Supportive
Diplomatic
Patient
Loyal
Persuasive
Enthusiastic
Outgoing
Spontaneous
Fun-loving
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Drivers
Strengths
Overused
Independent
Poor Collaborator
Results-oriented
Impersonal
Candid
Abrasive
Pragmatic
Shortsighted
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Expressives
Strengths
Overused
Articulate
Poor listener
Fast-paced
Impatient
Visionary
Impractical
Fun-loving
Distracting
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Amiables
Strengths
Overused
Diplomatic
Conflict avoider
Cautious
Risk averse
Supportive
Permissive
People-oriented
Inattentive to task
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Analytical
Strengths
Overused
Prudent
Indecisive
Painstaking
Nitpicky
Task-oriented
Impersonal
Systematic
Bureaucratic
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Backup Styles
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Expressives (assertive & emotionally demonstrative) attack
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Drivers (assertive and emotionally restrained) become
autocratic
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Amiables (less assertive and emotionally demonstrative)
acquiesce
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Analyticals (less assertive and emotionally restrained) avoid
participation and emotional involvement.
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Backup Damage Control
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Separate yourself

Exercise self control

Avoid making decisions when in backup
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Style Adjustment

Identify

Plan

Implement
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Evaluate