Institutionalizing the Doctrine of Completed Staff Work

[Public Safety Officers’ Basic Course (PSOBC)]

I. Completed Staff Work (CSW)

a. Definition of Completed Staff Work
b. Introduction
c. Recommendations for Completed Staff Work
d. The Seven (7) Steps to Completed Staff Work
e. Professional Development: Doctrine of Completed Staff work
f. Framework for Systematic Thinking
II. Project Proposal
a. Considerations in Choosing Projects
b. Project Conceptualization
c. Parts of Project Proposal
III. References
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I. Completed Staff Work (CSW)

a. Definition of Completed Staff Work
It is the study of a problem and presentation of a solution, by a staff officer, in
such form that all that remains to be done on the part of the head of the staff
division, or the commander, is to indicate his approval or disapproval of the
completed action.

b. Introduction
1. duty as a staff officer to work out the details
2. you should not consult your chief in the determination of those details, no
matter how perplexing they may be
3. may and should consult other staff officers
4. be worked out in finished form
5. inexperienced staff officer to ask the chief what to do, recurs more often when
the problem is difficult
6. advise your chief what he ought to do, not to ask him what you ought to do
7. he needs your answers, not questions
8. your job is to study, write, restudy and rewrite until you have evolved a single
proposed action
9. completed staff work results in a single document prepared for the signature of
the chief, without accompanying comment
10. the “completed staff work” theory may result in more work for the staff
officer, but it results in more freedom for the chief
a. The chief is protected from half-baked ideas, voluminous memoranda, and
immature oral presentations.
b. The staff officer who has a real idea to sell is enabled more readily to find a
market.
11. When you have finished your “completed staff work” the final test is this: If
you were the chief would you be willing to sign the paper you have prepared,
and stake your professional reputation on its being right?
12. the subordinate is responsible for identifying the problem or issue requiring
decision by some higher authority
c. Recommendations for Completed Staff Work
Completed staff work is a single proposed recommendation that:
1. has been thoroughly analyzed
2. has been coordinated
3. represents the best recommendation possible
4. requires simple approval or disapproval
5. is prepared in final form for signature

d. The Seven (7) Steps to Completed Staff Work

1. identify the issue
2. collect and analyze the data
3. develop and assess options
4. develop recommendations and draft of report or issue
5. obtain decision maker approval and present to the approving body
6. implement the approved decision
7. follow-up

e. Professional Development: Doctrine of Completed Staff work

1. study of a problem and the presentation of a solution
a. Complete Solution
1. consider all the alternatives and the implications of such action on
various constituencies (pros and cons), policies and budgets
2. research the details
3. present your recommended position for action
b. Attention to Detail and Concentration
1. concentration is "sequential attention to detail"
2. use "checklists" in their minds
3. carefully think through your project, one element at a time
c. Seeking Advice
1. do this by scheduling a meeting and coming prepared with well thought
out questions and ideas; you’ve done your homework will help others
help you
2. never conduct a blank slate “brainstorming session”
3. seeking advice does not imply asking your superiors to solve the
problem, but does include seeking a different perspective
d. Assessing Political Sensitivities
1. Will solving this problem in a certain way upset anyone?
2. Are there experts on this problem who would be upset if I didn’t
consult them?
e. Working Draft
• Before seeking advice or assessing sensitivity, create a working draft that
includes:
1. statement of the problem
2. existing policy/resources addressing the problem
3. possible solutions with pros and cons for each
4. considerations re: possible political sensitivities

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 f. Final Draft
1. worked out in finished form even if it is presented to the supervisor as a
draft
2. draft does not mean incomplete – a finished product to date

2. Resist the impulse, to ask your supervisor what to do, no matter how difficult
the problem.
a. Mental Frustration
• don't ever let yourself think or say the words "impossible" or "I can't"
• always say, "why not" or "I can do this"
b. Accept the Challenge
• great players don’t avoid the tough situation
• they know that challenges make them better and require them to step up
to the next level of performance
c. Answers and Questions
• begin by writing out all the questions you have and do your best at
answering the questions before asking anyone for help
• Repetition = Excellence
• one try does not produce a solution
• a great writer, write a thousand pages
d. Check Before Final Rewrite
• to present a final draft and to ask about preference in emphasis or
phraseology; this is an issue of presentation rather than solution
e. Include Other Departments or Organizations
• if a decision or solution involves other agencies, include those individuals
at the proper point to gain their needed support

3. Do not waste your time or the time of your supervisor by producing long
explanations, updates, or memoranda.
a. Finished product
• memorandum to your supervisor does not constitute completed staff
work, but writing a memorandum for him to send to someone else does
b. How Do You Know You Have “Finished Product”?
• your views should be placed before your supervisor in finished form
c. Single Document with Brief Rationale
• completed staff work results in a single document prepared for the
signature of the supervisor
• let your supervisor know where the controversial points are so that your
supervisor can prepare to deal with reactions to change

4. The theory of completed staff work does not preclude a “rough draft”, in fact
often this gives the superior, an opportunity to add her own “personal touch.”
a. Complete Work
• a “rough draft” is not the presentation of a ‘half-baked’ idea
• a rough draft must not be used as an excuse for shifting to the supervisor
the burden of formulating the action

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 b. Feedback of Supervisor
• writing style and presentation sequence are something that a staff
member must learn about the supervisor
c. Accept Criticism
• criticism is constructive feedback

5. Time deadlines are essential in completing staff work

a. Deadlines Are Essential
• a clear indication from your superior of the urgency of the issue
• don’t procrastinate (delay)
b. Feedback Deadlines
• give your supervisor enough time to edit and get it back
• be sure to give your supervisor a deadline for the return of any draft
c. What If You Think You Can’t Meet A Deadline?
• tell your supervisor immediately
• give your supervisor the chance to reorder your priorities to help you
meet a deadline
• never go to your supervisor the day something is due and ask for an
extension

6. Complete really means complete?

a. Include all Parts of the Solution
• if to be sent to higher authorities or other staff members for review
• have any attachments
• include a copy of the pertinent sections with the draft
b. Perfection
• perfection in the performance of an assigned task is possible
• most players have experienced "the perfect shot", "the perfect swing" or
"the perfect fake" at some moment
• don't quite achieve it, the result will be twice that of the person who
didn't give their best
c. Anticipation is Critical
• anticipate the work the supervisor is going to have to do to complete this
task and prepare as much of it as you can for him
d. Have Information With You for Meetings
• bring your complete folder on the project if you are having a meeting
with your supervisor

7. The “completed staff work” theory may result in more work for the staff
member, but it results in more freedom for the superior.
a. Time is Money
• the supervisor is getting paid more than you are, when you save time for
the supervisor you are saving money for the organization
b. Best Advice from Best Place
• completed staff work provides the supervisor with the best advice from
the level where the expertise should be the best
c. Getting the Supervisor to Do What You Want

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 • the staff member who has a good idea or solution is more likely to get
the problem solved

8. When you have finished your “completed staff work” the final test is this: If
you were the supervisor, would you be willing to sign the paper you have
prepared, and stake your professional reputation on it being right?
• If the answer is in the negative take it back and work it over, because it is not
yet completed staff work.

f. Framework for Systematic Thinking

• approach towards identifying possible solutions and achieving completed staff
work
1. Data
• What is the problem?
• Where is the data to support the problem?
2. Diagnosis
• What are possible causes?
3. Direction
• What strategies might be wise?
4. Do Next
• What are some specific next steps?

II. Project Proposal

Project
• the response to a need, the solution to a problem
• a scientifically evolved work plan devised to achieve specific objectives within
specified time limit consuming planned resources

Project proposal
• a well-developed and articulated proposal is the basic foundation for a successful
project - it is really an “Operational Expression” of a plan

Project management
• is the discipline of planning, organizing, and managing resources to deliver all the
work required to complete a project within defined scope, time, and cost
constraints
Phase 1: Planning and preparatory phase
Phase 2: Implementation
Phase 3: Monitoring and reporting
Phase 4: Documentation and dissemination

a. Considerations in Choosing Projects

The Project Selection Process
1. Checking Strategic Alignment
• list of all the potential projects that we could do
 to check whether it helps the company achieve its strategic goals
 have a defined strategy
 have the necessary skills to complete the work
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2. Financial Justification for a Project
• whether the project meets any pre-determined financial filters
• reasons, the investment you are making will provide a satisfactory return; if
not, it must meet some other strategic imperative, such as generating future
work or contributing to charity - you will go out of business fast.
• to keep in mind that it is not the client financing the project
• means that you need to know how this project is going to affect your
company financially

Six Financial Assessment Tools

a. Payback period - calculation of how long it takes to earn back the
investment
b. Profit margin - the company sets a required profit margin to be made; the
net profit made after costs, tax and depreciation have been removed
(income/revenue-gross)
c. Opportunity costs - the value of other projects is higher than this particular
project to reconsider which do
d. Net Present Value (NPV) is the value in today’s dollars of future cash flows
- spending money now to make money in the future
e. Return of Investment (ROI) - mean the gross financial return on the
investment
f. Internal Rate of Return (IRR) - the annualized and compounded interest
rate that the investment will return; most difficult to calculate but gives the
most accurate financial assessment

3. Non-Financial Justification for a Project

• decision what mix of financial and non-financial criteria to use in the project
selection method
4. Prioritizing projects
• resources to do, to rank, and the most important
• place a greater emphasis on financial return
• to use, such as reputation, difficulty, future growth, repeat business and
market share
5. Signing off and starting a project
• done via a project charter - birth certificate for a project

These are some of the questions a project charter can answer:

a. Does the project align itself with the organization’s strategic goals or its
core competencies?
b. Does it meet the necessary financial requirements?
c. Who is the client?
d. Has the client agreed to this project charter?
e. What is the known scope of work at this stage?
f. What is the known budget for the project at this stage?
g. What are the known time constraints at this stage?
h. Who will the project manager be?

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 Project Selection: Five Things Every Organization Should Consider
1. Ensure that the project aligns with your organizational strategy
• key stakeholders are in the room, and that they are familiar with your
overall strategy
• each project might meet multiple organizational goals
2. Identify a project champion
• to make sure everything proceeds as smoothly and efficiently as possible
3. Conduct an organizational or environmental assessment
• broad and intensive an effort for the project will be for the organization
4. Assess your resources
• resources have at hand
• resources may mean people, time, or budget
5. Identify your parameters for success
• nail down your parameters for completing the project, particularly the
timeframe
• track not only your results, but your progress along the way

 implementing your project – and managing it to a successful conclusion.

b. Project Conceptualization
Conceptualization – the ability to invent or formulate an idea or concept
Project conceptualization – is the initial process of designing a project that leads to
a project concept document.

Steps involved for developing a project concept

1. prepare a situation analysis
2. prepare a stakeholder analysis and engage stakeholders
3. develop a Theory of Change (problem analysis and propose intervention logic
of intended results and means)
4. prepare the project concept document

Three Main Stages of Project Concept

1. Risk Analysis
o screen the project concept for environmental and social safeguards
o undergo private sector risk screening (if applicable)
o screen potential partners for risk
2. Financial planning
o prepare an indicative budget
o prepare a cost-benefit analysis (if applicable)
3. Appraisal and approval

Project Conceptualization
• determining if you have the necessary resources, skills, and staff to perform the
work
• to consult colleagues, review the literature, develop a clear-cut statement of the
need for your project, and write a short description of your project to help
identify appropriate funding sources
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 • Considerations:
1. Identification of Funding Sources
• local government agencies, and private foundations and corporations
• may request a personalized search to identify possible funding agencies and
granting mechanisms
2. Proposal Writing
• identifying sponsor; developing the project budget and justification; discuss
your project with your department
3. Proposal Budget
• A proposal budget and line item justification are prepared in conjunction
with the proposal narrative

c. Parts of Proposal
Project Proposal: Cheezewiz Server Replacement
I. Purpose and Justification
• the justification and validity of the project needs to be confirmed before
the project proceeds
• this document is used to clarify the project purpose and justification and to
gain approval to proceed
II. Project Requestor
• this person will serve as the project Client who is responsible for clearly
defining the project objectives and acceptance criteria
III. Statement of the Problem or Need
• describe the purpose / need / rationale for the project
• what problem is this project designed to address
IV. Project Deliverables and Beneficiaries
• describe the objective of the project; what the project is to achieve, create,
or deliver; identify who will derive a direct benefit from the expected
outcome
V. Strategic Context
• explain how the project relates strategic plan and initiatives
VI. Time Factors
• any time factors, such as deadlines
VII. Special Provisions
• any environmental factors, such as regulatory requirements, ethical
considerations, or legal ramifications
VIII. Related Projects
• any projects that may affect this project and/or may be affected by this
project
IX. Project Assumptions and Constraints
• assumptions (true) made so far or constraints (restrict) identified
X. Project Risks
• risks associated with the project; e.g., will there be data that should not be
available to the public
• any known risks that might preclude a successful project outcome
XI. Project Expenses
• as well as the sources for the funding; provide the most accurate estimates
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 XII. Project Champion
• responsible for championing the project throughout the organization and
interceding
• should be as high up in the organization as possible
XIII. Primary Contact
• person to be contacted for questions regarding this request
XIV. Major Stakeholders
• person or group to have input into the requirements and expectations

Research Proposals
1. Cover Letter
2. Title Page
3. Abstract or Summary
4. Table of Contents
5. Background or Significance
6. Project Purpose
7. Plan or Approach
8. References
9. Institutional Resources
10. Budget
11. Appendices
12. Biosketches (investigators chance to highlight their experience and expertise)

• A successful project completion involves the good project management team,

which includes the project core team, support team, internal, and external
stakeholders.
• The project manager plays an important role in facilitating, coordinating, and
managing the team and implements the project activities and achieves the
deliverables in a given time.
• The project management systems and process play a very significant role in the
success of the project.

III. References
• The Doctrine of Completed Staff Work, http://govleaders.org/completed-staff-
work.htm
• Professional Development: Doctrine of Completed Staff work, by Donna Lopiano,
Ph.D., President, Sports Management Resources
• Completed Staff Work Revisited, by Russ Westcott, 2002
• Project Management in Government 2011, Government of Karnataka,
Administrative Training Institute, Mysore.
• http://orsp.umich.edu/develop-proposal/proposal-writers-guide/research-proposals-
parts-proposal
• http://seanwhitaker.com/choosing-the-right-projects/, April 27, 2013 Sean
Whitaker
• http://www.bigskyassociates.com/blog/project-selection-5-things-everyorganization-
should-consider, By Brittany Andrews
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PLTCOL JOSE C COBALLES, Ph.D. Crim. – Lecturer
September 2019