Staffing, and Committees With special guest, Al Felzenberg
Jeff Adler CT D Commerce Brian Gadsden CA D Commerce Liz Montoya NM D Commerce Murphy MA D Commerce Edward Novakoff MA D Commerce Stephen Aldridge VA R Commerce Will Fitzgerald FL R Commerce Tim Heis OH R Commerce Shawn
Larry Harris MA D Criminal Justice and Legal Resources Lynn CA D Criminal Justice and Legal Resources Tony Pipa NC D Criminal Justice and Legal Resources Ryan Raffaelli CA D Criminal Justice and Legal Resources Christopher Reichert MA D Criminal Justice and Legal Resources Spangenberg NY D Criminal Justice and Legal Resources Kevin Crawford MO R Criminal Justice and Legal Resources Lance Jasper CA R Criminal Justice and Legal Resources Brad Rosen NJ R Criminal Justice and Legal Resources Alex Veytsman VA R Criminal Justice and Legal Resources Williams NC R Criminal Justice and Legal Resources Rebekah Francis Shermon
Sara Dawes NY D Energy and Natural Resources Kent Grasso WA D Energy and Natural Resources Carrie La. Crosse OR D Energy and Natural Resources Rafael Lopez CA D Energy and Natural Resources Stefan Reindl MA D Energy and Natural Resources Ryu CA D Energy and Natural Resources John Atilano CA R Energy and Natural Resources Scott Gallaway NJ R Energy and Natural Resources Sylvia Hartleif ID R Energy and Natural Resources Jason Jennaro OR R Energy and Natural Resources Kwang
Betsy Hosler OH D Foreign Affairs and National Defense Ben Kidder CO D Foreign Affairs and National Defense Carie Lemack MA D Foreign Affairs and National Defense Lance Pierce NJ D Foreign Affairs and National Defense Robert Schwartz MO D Foreign Affairs and National Defense Cynthia Smith NY D Foreign Affairs and National Defense Brooke Brody-Waite CA R Foreign Affairs and National Defense Jonathan Durfield CA R Foreign Affairs and National Defense Trenton Hamilton FL R Foreign Affairs and National Defense Joyce Hayes TX R Foreign Affairs and National Defense John Prior IN R Foreign Affairs and National Defense
David Burd NY D Health and Human Services Katherine Elliott NY D Health and Human Services Meredith Fascett SC D Health and Human Services Rosemary Marotta CA D Health and Human Services Vinci CA D Health and Human Services Kate Ferguson CT R Health and Human Services Luke Leininger CA R Health and Human Services Zeb Portanova FL R Health and Human Services Yasmina
Rebecca Goldenberg Reporter Energy and Natural Resources Lonsdale Green Reporter Health and Human Services Neuner Reporter Foreign Affairs and National Defense Seth Pendleton Reporter Commerce Beth Trask Reporter Criminal Justice and Legal Resources Carolyn Kousky Lobbyist Energy and Natural Resources Dan Mc. Kee Lobbyist Commerce Patrick Purcell Lobbyist Health and Human Services Stein Lobbyist Criminal Justice and Legal Resources Walentin Lobbyist Foreign Affairs and National Defense Jeremy Kara Elizabeth
Setting Course: A Congressional Management Guide -Congressional Management Foundation
Personal Staff Positions • Washington Staff – – – – – Caseworker, 12. 2 yrs, 50 k Chief of Staff, 10. 2, 95 k Federal Grants Coordinator, 8. 2, 50 k Legislative Director, 8. 0, 75 k Scheduler, 6. 6, 45 k Systems Manager, 6. 3, 40 k Correspondence Manager, 5. 7, 38 k Press Secretary, 3. 5, 55 k Legislative Assistant, 3. 3, 45 k Legislative Correspondent, 1. 6, 30 k
District Staff Positions • • • District Director, 6. 1 yrs, 75 k Caseworker, 5. 6 yrs, 39 k District Scheduler, 4. 4, 42 k Field Representative, 4. 3, 45 k Clerk, Secretary, 3. 1, 31 k
Strategic Planning • • Learning how to strategically say “NO” Sensible, flexible set of overall goals Provides purpose and direction for office Cannot address many questions without articulating your strategic plan – – – First year budget Legislative agenda Scheduling objectives Press plan Job Descriptions
Benefits of the Plan • • Clear Priorities Looking at “the big picture” Forward thinking instead of reactive Processes that allocate scarce resources Improving coordination Reducing frustration of staff Ability to measure progress
Planning Process • Time Frame – Two year plan with annual meetings – Conduct from Nov. -Mar. to take advantage of legislative break • Mission Statement – Clearly defined broad yet distinctive goals – Written – More focus = more direction
Planning Process • Developing Goals – Short term vehicles to pursue the broad themes of the mission statement • Evaluating Potential Goals Ability to Achieve High Impact Low 1 st 3 rd 2 nd 4 th
Planning Process • Developing Action Plans – Strategies to achieve a goal – List three specific actions to achieve a goal – Goal v. Functionally-Oriented Action Plans • Implementation – Written and distributed to staff – Update and fine-tune • • • Frequent ad hoc planning meetings Weekly or monthly progress reports Monthly strategic planning meetings Quarterly senior management meetings Timelines
Budgeting & Financial Management • Annual Size: $1. 2 million for Reps. ; $2. 2 -$3. 7 million for Senators • Decide on: – – – – Staff number Salary for each staffer Number of district offices Type of computer system to operate Travel Mail Professional training
Avoiding Financial Problems • Don’t spend on the wrong things – Consider how purchase affects long-term goals • Don’t spend more than you have – Member is personally liable for excess expenditures – May need to forego later expenditures • Don’t give the media reason to scrutinize – Expenditure reports are public information
Budgeting Toward Your Goals 1. Note any changes to your strategic plan or office priorities 2. Brainstorm: What resources will it take to accomplish the revised priorities 3. Look at last year’s budget with an eye toward surprises 4. Take note of the rules changes 5. Determine variable and fixed costs 6. Critically review major allocations 7. Build a new month-by-month budget reflecting changes
Financial Procedures • Written Office Policies – Avoid questions and inconsistency, write policies on paper and provide to staff • Accounting System – Record Keeping: track paperwork – Payment Processing: determine who can authorize expenditures, set rules for travel spending, establish a good relationship with the Finance Office employees – Reconciliation: monthly financial statements – Auditing: review financial expenditures • Monthly Financial Review
Implementing Performance Management for Staff Step 5: Reward High Performing Staff Step 4: Follow Up to Prepare Each Staffer for the Upcoming Year Step 1: Establish Performance Goals for Each Staff Step 2: Provide Feedback and Coaching During the Year Step 3: Conduct Formal Evaluations
Challenges • Staff have different needs – Keeping star-performers motivated – Addressing sub-par performers • Managing District/Capitol Office Relations – The offices perform different functions – Communication is imperative
Managing Ethics • Gray Area: Gap between technical compliance and behaving in a manner consistent with the public’s expectations for public officials • Institutional: House Committee on Standards & Official Conduct, Senate Select Committee on Ethics • In practice: Ethics reviewed on the frontpage or the evening news
Ethics Lesson “An office that never proofreads letters runs a high risk of typographical errors. Similarly, an office that does not give adequate attention to managing ethics runs a high risk of ethical lapse. ”
Guidelines • There is a difference between not violating the rules and being ethical – Examine every ethics rule with an eye to understanding its underlying principle – Use the ethics committee as a resource before you get into trouble • Don’t assume smart, honest people will always make correct ethical judgments – Develop clear, written policies for staff to follow
Guidelines • The Member sets the ethical tone for the office – Consciously set a high ethical tone, lead by example • Staff (tend to be young and inexperienced) may avoid questions on ethical grounds – Create policies that give staff license to raise questions with other staff, management and the Member
Guidelines • Good ethics frequently conflicts with what is quick, easy, and politically expedient – Ethics should be part of every decision a Member will make
Questions for Political/Ethical Analysis • • • What are the relevant House rules? What are the principles underlying the rules? What is the politically advantageous course of action? From an ethical perspective, what is the right course of action? What is the source of tension inherent in the situation? What is the full range of options available? What are the likely consequences of those options? Which of these options could not be effectively defended if they became public? Of the remaining options, which best balances political and ethical interests
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