The Completed Staff Work

(CSW)
OD & PFMG Meeting
03.03.2023
 Contents
01. Objectives

03. Application to PFMG

02. Concepts

04. Interventions
01.

Objectives

 Introduce/re-introduce the concept/ principle of

Completed Staff Work (CSW)
 Highlight aspects of analytical work and review
roles and responsibilities
 Explore CSW processes that may help PFMG
 Discuss possible/necessary interventions on how to
develop CSW
 02.

The Concept
A single proposed (project) recommendation that:
-has been thoroughly analyzed
-has been coordinated
-identified the best recommendation
-determined appropriate authorities for
approval/disapproval
-completed work product
 02

Completed Staff Work (CSW)

 Adds value not cost  - Helps staff think things through

 Solves problems
 Presents solutions not questions
 Produces quality work the first time
 Encourages ownership and accountability
 - Raises question
 - Presents ideas and solutions
 - Identifies risks and consequences
 - Supports the recommendation
 - Provides an implementation plan
If you were the leader, would you be willing to sign off on a project
and stake your professional reputation on its being right?

If the answer is “no” take your

project back and work it over,
because it is not Completed
Staff Work.
03.

Applying CSW- Where?

(Applicable to PFMG)

-Written and verbal reports

-Presentations
-Procedures and process improvements
-When initiating action (new idea, tools,
processes, projects)
-Problem-solving or issue development
-In any decision making process
-Project or program development
03

CSW requires Coordination.

Who to consider before, during and after

project proposal/implementation?

 Subject Matter Experts (SMEs)

 Stakeholders (in and out DGS)
 Project sponsors
 Clients and customers
 Supervisors and managers
 Rank and file staff
03.
Major Requirements
SMEs
-An individual or group of
people who has/have
expertise and in-depth
knowledge in a particular
item.
Stakeholders and Customers
- Project Sponsors- Executive level staff who have ultimate responsibility
to see projhect through to completion (e.g. Head of Dept, PM, Head of
Sector)
- Stakeholders/Customers- End-users who have direct interest or
involvement with project and who we interact with and serve and support
daily (e.g. SPC units, BSP Management, Concerned external agencies,
suppliers/contractors/service providers etc)
 03.
Supervisor/Manager and Staff Roles
The Supervisor/Manager
 Clearly knows and state the problem
 Set limits and establish deadlines
 Makes one person or the team responsible
 Provides advice and guidance
 Be available for discussion
 Monitors and provides oversight
 Shares feedbacks and results
The Staff
 - Identifies, defines/explores a problem
 - Develops a unique project or action plan
 - Performs research and analysis leveraging credible sources
 -Identifies alternative solutions and options
 - Implements the desired course of action
 - Presents findings, proposes action, shares ideas and results
 - Communicates effectively
03.

ANALYTICAL WORK (How?)

- Conducting or coordinating an event or project prior
proposal/implementation, during execution and after
completion
- Providing total program evaluation (staffing, fiscal,
audits of the project/area)
- Proposing or assessing new program models,
systems or pilot projects
- Develops procedures or documenting processes
- Facilitates training, work meetings and focus groups

- Reviewing legislation or latest rules and analyzing the

impact of these laws, rules and regulations to the
project.

Analytical Thinking Teamwork Thoroughness

Applies technology to tasks Decision-making
Ethics and Integrity
Communication Information gathering
Personal Accountability
Creative Thinking Strategic thinking
Flexibility
03.

8 Steps of CSW
(Applicable to PFMG)

2 3 4
1
Define the problem and Gather information and Organize data and Analyze the information
scope data findings and data

5 6 7 8
Generate alternative Identify recommended Write the Implement, monitor,
solutions solution or preferred recommendation evaluate
alternative
03.

a. Understand the assignment.

b. Ask questions to clarify understanding.
c. Develop a problem statement.
d. Use problem solving techniques to identify root cause.

o Identify the scope o Define the problem in specific terms and present facts.
o Specify deliverables o Identify where the problem is appearing.
o Identify outcomes o Identify the size of the problem in measurable terms
o Clarify needs of decision maker (how often/ how much)
o Understand timeframes o Describe the impact the problem is having on the
o Create action plans organization

Understand the assignment Develop a problem statement.

03.

The root cause can be defined as a reason for the presence of a

defect/problem.
a. Work observations
b. Survey results The most basic reason, which if eliminated would prevent
c. Meetings recurrence.
d. Focus groups
e. Policies and procedures Ask questions to sort through layers or symptoms.

CREATIVE PROBLEM SOLVING

TECHNIQUES
Identifying the root cause

1. Fishbone Diagram
2. 5-Why Method
3. Mind Mapping
4. Brainstorming
5. Asking Questions
03.

How To Get Buy-In for Your Ideas

.. If your thoughts are…
be
ld
h ou
S
Hindi ko maexplain
at hindi nyo
maiintindihan kasi
Considerations: technical.

Who is the audience?

Only engineers
Who needs to see the data? and architects
Which methods are most efficient can understand
and easiest to understand? us.
What is the learning style of the
audience?
“It’s time to reset the mindset and explore the ability to translate and explain your work and discipline to any individual
regardless of age, level, class and type in ways they can understand.”
03.

Make inquiries related to the issue’s history and background.

Actively questions assumptions.

Examine the “current reality” of the situation and consider the

future

Look for gaps, connections or trends

Involve stakeholders and customers.

Draw logical conclusions using solid judgement

Identify whether the evidence and arguments support a

conclusion
03.

Brainstorm
Develop more than one solutions
Think outside the box
Fully address the issue
Status quo may an option

Criteria to Assess Alternatives:
Fiscal impact
Program integrity impact
Operational Impact
Customer service impact
Assess impact:
Who is affected?
Who needs to be involved in solution?
What policies will change?
Who created/ enforced those policies?
Who needs to pay for changes?
03.

Identify and compare consequences

Consider the pros and cons
Be able to convey and justify your recommendation
Consider a back-up solution
03.

Seek consensus or buy-in from stakeholders

Resolve conflicts
Circulate drafts for feedback
Check report against original problem statement
03.

10 Minute-Rule

-Devote 10 minutes per day per task

(Incrementally the task will get done
and eventually will be completed.)

Identify if the solution meets the goals and conditions set by the problem
Measure the impact of the solution
Determine if the goal was met
Communicate outcomes, seek/provide feedback effectively
Evaluate solutions
Interventions

 Review/Updating of Forms/Procedures

 Formulate guidelines on CSW

(including checklist on project
proposal/ implementation/ post
evaluation
 Require PFMG personnel to attend
CSW Training customized for
Facility Management
 Establish Roadmap/KPIs
 Benchmarking

 Job Rotation/ Restructuring

Thank you.