Introduction To Completed Staff Work

Module 3 – Supervision (Public Safety Services)
INTRODUCTION TO COMPLETED STAFF WORK
Public Safety Senior Leadership Course

Completed Staff Work is a principle of management

which states that subordinates are responsible for
submitting written recommendations to superiors in
such a manner that the superior need do nothing
further in the process that review thee Submitted
document and indicate approval or disapproval.

STEPS IN THE PROCESS OF A COMPLETED STAFF

WORK

1. Issue and Establish Work Process
•Determine the scope of the issue. If there is a really

good place to do a good job on project research, it is in
the very beginning.

•The next step in determining the scope of the issue

would be to consider what the final product will look
like.

In the case of project research and reporting, this

foundation is essential to making sure the researchers
understand their responsibility and commitment to the
process and that they stay focused on working to
resolve the real problem.

•The next step in determining the scope of the issue

would be to consider what the final product will look
like.

a. Identify decision makers
•In all cases, you will need to consider the

Identification of the ultimate person(s) or group(S)
that Will make a decision regarding your
recommendation-if the objective is an Ordinance, for
example, the on Council would be the decision
maker.

•The other important consideration for identifying the

decision maker is that you will want to first consider the
position and feelings of that person or group regarding
the issue.

b. Clarify needs/expectations of the decision maker.
•Building on the previous work, it is now time to gain

some specific information regarding the project needs
and expectations of the decision maker.

•Another important item to discuss with the decision

maker is when the report is expected to be completed.

•Finally, take time to discuss how "red flag’’ issues

(those not anticipated by the Project leader or decision
maker prior to the start of the process) Will be
address.

•Whatever your experience has been, it is always

best to decide up front who will be the group issue
leader-the person assigned responsibility for the
project and the outcome of the group's work.

c. Assign a lead responsibility
• Although we would like to think that a very functional

team can work without leadership, experience tells
us that it isn’t always the case.

•This Is also the point where the Issue leader

conveys to the group the level of responsibility and
accountability the decision maker has bestowed on
him to get the work completed.

In the context of an organization, a report is a

permanent record or activities; a report is a
permanent record of activities, events or occurrences
Used by leaders and managers as basis in making
administrative and operational decisions.

d. Set the timetable
• At this point, you will have covered much of the

background work necessary to start your project
research.

• It should include information about how your

work will be scheduled to ultimately meet the
deadline set by the decision maker and also
meet any established benchmarks.

e. Identify internal and external stakeholders
• In all cases, you will need to consider the

Identification of the ultimate person(s) or group(S)
that will make a decision regarding your
recommendation-if the objective is an Ordinance, for
example, the on Council would be the decision
maker.

• If you are lucky enough to have completed any

strategic planning in your department, you surely will
have spent some identifying your organization's
customer groups. Project research also involves
Identifying the internal and external stakeholders that
may be affected by the issue you are addressing.

f. Identify the resources required.
• One of the final considerations of the Work process

includes identifying resources you will need to
complete minutes of the group’s progress.
Disseminating this information to organization
members helps remove the first barrier to potential
change, fear of the unknown.

• One of the final considerations of the Work process

includes identifying resources you will need to
complete minutes of the group’s progress.
Disseminating this information to organization
members helps remove the first barrier to potential
change, fear of the unknown.

g. Determine the characteristics of the project.
• Do not confuse this with determining the scope of

the issue completed earlier. Decide the
characteristics of the project.

2. Collect and Analyze Data
•The process to accomplish successful "Completed

Staff Work' is grounded in how well you research the
data that will be used to make your decision. This is
the point at which Successful people make their
decisions based on current actual and not perceived
reality.

a. Research data and information
• The beginning of the data collection effort should

start with basic inquiries related to the issue’s history
and background. One effective method for
accomplishing this type of detective work is to trace
the issue back to it’s origin. Consider first
interviewing all people who are currently or were
previously affected by the issue.

b. Involve Stakeholders
• Early in the research process, you spent time

determining stakeholders. Some organizations call
these stakeholders ‘’customer groups’’ because of
the link between them and the service delivery
aspect of the work. More on customer groups a little
later.

c. Seek Costumer input
• Customers should be considered as stakeholders,

the nature of your issue and the type of business you
are in it may well make it difficult for you to use your
customers as process stakeholders. This could be
the situation it a high level of technical expertise is
necessary to understand and resolve the issue.

3. Develop and Assess Options
• Using all of the information you obtained in Step Two

should have provided you with a fairly clear picture or
the issue. From there it should be easy to see what
the root causes of the issue are and any disconnects
Keeping you from getting to your desired outcome.

a. Using criteria to develop a final Recommendation
• One of the best things about using the ‘’completed

staff work’’ model is that the consistent factors you
discussed in effect become the criteria by which you
can evaluate options.

b. Develop cost options.
• The first criterion, and frequently the most

disconcerting for fire chiefs, Is Cost-more specifically,
what is the cost associated with the alternatives.

c. Consider budget impacts
• A little different from the cost options of a particular

alternative. Is the effect it will nave on your current
and future budgets. Here, we are referring to the
overall implication of the alternative, not the
specifics of its cost.

d. Consider policy impacts
• A very important consideration is how the

alternatives mesh with current policy. The last thing
you want to do is start one of those Domino
problems because your recommendation doesn’t
mesh with existing policy.

e. Consider non-cost impacts
• Non-cost impacts with regard to "Completed Staff

Work" can involve any number of things. You need to
consider the amount of change your organization can
tolerate at one time as well as the prevailing culture.

f. Consider public relations and marketing aspects
• If your recommendation is going to have any Effect

on internal or external Customers, good or bad,
consider public relations. Making sure all
stakeholders understand the need for implementing
your recommendation is one of the keys to
success. Open and honest communication is vital in
public relations.

4. Recommendation and Draft Report
•At this point, you will have run your alternatives

through the filter and considered all of the issues
involving assessing the best option. You are now ready
to start the final process of making a specific
recommendation.

a. Seek consensus o stakeholders on recommendations
 There comes a time in all committee processes

when the group needs to line up behind a particular
recommendation. Evaluating all of the facts using
the information gathered in Steps 1-3, the group
must come to some sort of consensus on what the
final recommendation will be.

b. Select the best option
 Your criteria should have guided you to the best

option. Now it is only a formality to review the facts
and draft your report. The focus should be on how
well the recommendation answers the organization's
issue and serves the best interest of your customers.

c. Resolve conflicts
 Conflict resolution at this point should be minimal,

however, certain members might not agree with the
"best option selection. In this case, see if there a
solution or compromise that addresses everyone s
Concerns and still provides the desired Outcome.

d. Consider presentation method
• It is now time to consider the most effective manner

in which to present your report. Here, a little
homework on the part of the group members
regarding the decision maker's learning style can
mean the difference between success and failure of
the recommendation.

e. Draft report
• Your final piece of work will come in the form of a

report take report will speak to your professionalism
and to the quality of your group’s work. Make certain
it is a quality work and represents everything you
want it to be before it is handed off for review.

f. Circulate your drat report feedback
• Up to this point, you have hopefully done a great

job of communicating about your work throughout
the organization. It is now time to pick out a select
group of stakeholders for a more in-depth review of
your document.

5. Obtain Decision Maker approval
•It is now ‘’show time" for your project, and this is

where all of your hard work Starts to pay off. The
report is professionally put together, all that is left is
the formality of the presentation. This is the
scheduled time you have set aside for group, or the
groups project leader, to give the
report/presentation you determined would be
appropriate for the decision maker.

a. Alert decision maker to potential unresolved

conflicts
• Although most likely not a part or your final report,

there may be times when you will have unresolved
conflicts. This is especially true you are dealing with a
controversial Subject or the affected persons are
going to resist changes the recommendation will
bring.

6. Present to Council ( if appropriate)
• If the report is to go to the next level, consider the

presentation approach just as you did for the
decision maker. Just remember, the higher you go,
the higher the stakes are for your department, your
boss, and your potential individual future.

a. Determine the best presentation method
• From this point on, the discussion concerning the

presentation has less to do with what the product
looks like than how it can best be communicated. The
process used will depend on the complexity,
seriousness, or perhaps the political potential of the
recommendation.

b. Position the product
• Selling any good idea is more than just good research.

In fact, even if the research is the best in the world, a
bad presentation could prevent the decision makers
from becoming engaged. They may come to see the
whole matter merely as something they have to
survive.

c. Publish report and make presentation
You have done your work, and the recommendation is

aligned because of the criteria used to determine it was the
best option. Stakeholders have been advised, conflicts were
resolved and communicated, the stage has been set, and
now all that is needed is a Council decision in your favor.

d. Obtain Council decision
 Up to this point, you have done a tremendous

amount of work to make sure your recommendation
is in the best interest of all those involved. That is
what this process Is all about. What you have to
keep in mind is that even if you conduct the entire
process perfectly, there is still a chance that you
won’t get a positive mood on the recommendation.

7. Implement Approved Decision
• Plenty of work still needs to be done to

communicate the approved decision, distribute the
report, and develop an implementation Strategy.

a. Determine implementation strategy
 This is the point where you should go back and review

the many previous steps involved in your process to see
now many or them will be helpful in developing a
strategy for implementing your recommendation is going
to be complex or involve multiple levels of your
organization.

b. What “hand offs’’ need to occur?
• In these situations, it is appropriate to hand or certain

tasks and responsibilities to people who can aid in the
process. Be very careful when handing off functions
the implementation success. In all cases, make sure
that the delegated tasks are accompanied by

8. Follow-Up
• These concepts become even more critical now

since the process must be evaluated for its intended
outcome.
• It is very important to keep in mind that approval for

the recommendation is really just a step toward the
desired outcome.

a. Monitor implementation
 The project leader must be in a position to

effectively monitor implementation activities. This
may take the form of benchmarks that determine if
progress is being made or just checking with
Stakeholders to make certain plans are progressing
as expected.

b. Evaluate implementation
• Finally, the real benchmark of success will be the

recommendation solved the problem. This evaluation
should involve a review of current reality to see if the
desired outcome has been achieved.

Project Proposal
A proposal is a request for financial assistance to

implement a project.

The proposal outlines the plan of the

implementing organization about the project,
giving extensive information about the intention,
tor implementing it, the ways to manage it and
the results to be delivered from it.

Getting Ready to Start a Project Proposal

1. From vision to proposal
•The first step is to decide what the problem is and

develop a rough idea (Vision) of how this could be
solved. This vision is then to be transformed into an
idea or a specific project proposal.

1. From vision to proposal
•A logical framework may help you to structure is

way, and clearly define the aim, purpose, outputs,
activities, means, costs and the methodologies for
monitoring and evaluation, and preparation of the
narrative of the proposal.

2. Identify potential funding option
•It is necessary to find out in advance what Sources

of funding are available, through governments,
International Cooperation agencies, some
international NGOs or private foundations.

3. Build a project proposal team
•A leader will be needed to manage the proposal

development in an efficient way, and therefore it is
advisable to assign the lead role to one specific
person.

•This person is then responsible for the coordination

of the overall proposal development, for
communication with potential funders and for making
sure that all different pieces of input are brought
together in a consistent text.

•Experts with more detailed technical knowledge

might be part of the team, or simply contribute to an
initial brainstorming session.

4. Hold a kick-off meeting
•It is helpful to discuss and develop the proposal in a

small team and share drafts with relevant disciplines
not Just from Within the administration, but also from
outside it. input from stakeholders or other specialists
with different helps bring in the necessary expertise,
but also a larger variety or ideas on how to solve a
particular issue and achieve the previously agreed
objectives.

Project proposal Outline

1. Executive Summary
•The goal of this section is to present the reasons for

doing this project as well as stating all or the project's
objectives.

2. Project Background
Explain what needs/problems you are trying to solve

and why these needs/problems are worth solving you
should provide a brier setting and history behind the
project. Include reference supporting documentation
such as research papers and articles. This information
can be placed in the index at the end.

3. Goals and Objectives
• State explicitly what goals the project is aiming to

achieve.

4. Target group/Beneficiaries
• This section defines the target group and show how

it will benefit from the project. The project should
provide a detailed description of the size and
characteristics of the target groups, and especially of
direct project beneficiaries.

5. Proposed Methodology
•This section details the plan or how the project will

be achieved. It usually starts provides details on
methodology, the with a description of the overall
approach. Then it provides details on methodology,
the population being addressed and how anticipated
problems will be managed.

6. Project Risk Management
This section details the major project and delineates

the plans to alleviate or
Control them. Make sure to address each risks
likelihood or occurring as well as its impact on the
project and the organization.

6.1. Risk Management Plan
• This is the detailed plan of action to minimize and

contain any risk factors that may come up as the
progresses.
6.2. Risk Register
•Be sure to include this line-item list of risks and counter

efforts.

7. Budget/Project Cost
• In this section, you will need to estimate the overall

cost of the project.

8. Monitoring and Evaluation
• The basis for monitoring is set when the indicators

for results are set. The project proposal should
indicate: how and when the project management
team will conduct activities to monitor the project's
progress, which methods will be used to monitor and
evaluate, and who Will do the evaluation.

9. Conclusion
• In this section, you should try to tie-up all the above

information in a short summary that explains the
potential value of the project and emphasizes its
feasibility.

10. Annexes
•This is where you should put additional charts,
graphs, reports, etc. that were not appropriate to place
in the main body of the document.

More Tips to write a Successful Proposals (Adapted

from AMERICAN RED SROSS 2006)

Introduction To Completed Staff Work

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Module 3 – Supervision (Public Safety Services)

INTRODUCTION TO COMPLETED STAFF WORK

Public Safety Senior Leadership Course

Completed Staff Work is a principle of management

Public Safety Senior Leadership Course

STEPS IN THE PROCESS OF A COMPLETED STAFF

Public Safety Senior Leadership Course

1. Issue and Establish Work Process

•Determine the scope of the issue. If there is a really

Public Safety Senior Leadership Course

•The next step in determining the scope of the issue

Public Safety Senior Leadership Course

In the case of project research and reporting, this

Public Safety Senior Leadership Course

•The next step in determining the scope of the issue

Public Safety Senior Leadership Course

a. Identify decision makers

•In all cases, you will need to consider the

Public Safety Senior Leadership Course

•The other important consideration for identifying the

Public Safety Senior Leadership Course

b. Clarify needs/expectations of the decision maker.

•Building on the previous work, it is now time to gain

Public Safety Senior Leadership Course

•Another important item to discuss with the decision

Public Safety Senior Leadership Course

•Finally, take time to discuss how "red flag’’ issues

Public Safety Senior Leadership Course

•Whatever your experience has been, it is always

Public Safety Senior Leadership Course

c. Assign a lead responsibility

• Although we would like to think that a very functional

Public Safety Senior Leadership Course

•This Is also the point where the Issue leader

Public Safety Senior Leadership Course

In the context of an organization, a report is a

Public Safety Senior Leadership Course

d. Set the timetable

• At this point, you will have covered much of the

Public Safety Senior Leadership Course

• It should include information about how your

Public Safety Senior Leadership Course

e. Identify internal and external stakeholders

• In all cases, you will need to consider the

Public Safety Senior Leadership Course

• If you are lucky enough to have completed any

Public Safety Senior Leadership Course

f. Identify the resources required.

• One of the final considerations of the Work process

Public Safety Senior Leadership Course

• One of the final considerations of the Work process

Public Safety Senior Leadership Course

g. Determine the characteristics of the project.

• Do not confuse this with determining the scope of

Public Safety Senior Leadership Course

2. Collect and Analyze Data

•The process to accomplish successful "Completed

Public Safety Senior Leadership Course

a. Research data and information

• The beginning of the data collection effort should

Public Safety Senior Leadership Course

• Early in the research process, you spent time

Public Safety Senior Leadership Course