congressional operations

Past CMF reports detailing compensation, benefits, and office management practices in the House and Senate.

Objective

The Congressional Management Foundation (CMF) conducts reviews of office operations for individual congressional offices. In general, the CMF office assessment will:

• assess the strengths and weaknesses of the office’s current operations;
• identify and develop corrective strategies for management problems;
• help the office clarify its goals and develop plans for achieving both short-term and long-term goals; and
• assist the office in establishing efficient systems for handling mail, casework, scheduling, projects and legislative activity.

Because each office is different, the CMF analyst will work with the Member and the Chief of Staff to tailor the assessment process to ensure that the review best addresses the unique needs of your office.

---

Benefits

It is beneficial for almost any organization to have an analyst from the outside periodically review its organization, operations and management practices. This is even more important for congressional offices because the constantly increasing demands placed on Members of Congress and their staffs have resulted in the need to continually improve the productivity and effectiveness of the office. Specific benefits to the office from the process can include:

• increased staff productivity through the identification and elimination of time-wasting processes or activities;
• improved service to constituents through improved processes;
• increased staff teamwork and commitment to the office; and
• reduced staff turnover rates and increased morale within the office.

---

Process

The CMF management review generally involves the following steps:

1. Meeting with both the Member and the CoS to ensure that they understand and are comfortable with the review process and that objectives and expectations for the review are agreed upon.
2. Introducing the consultant to the staff. The Member or CoS explains the purpose of the review and the consultant will discuss the review process. Staff will be asked to speak with the consultant on an individual and confidential basis about their views of the office’s operations.
3. Conducting individual, confidential interviews with the Member, CoS, and the entire Washington and district or state staff.
4. Augmenting the information from the staff interviews with additional data gathered from: (a)development, distribution and analysis of a written survey to all staff to measure the office strengths and weaknesses; (b)further analysis of those specific systems and practices identified as the sources of problems or inefficiencies.
5. Presenting the findings to the Member and the CoS in a written report and oral briefing.
6. Presenting the findings orally to staff.
7. Formulating an action plan to implement the recommendations. This plan may include items such as: developing a strategic plan, reorganizing management responsibilities or staff functions, improving communication and coordination, and revamping office systems in need of improvement (e.g. budgeting, scheduling, casework, mail).
8. Implementing changes and developing mechanisms for tracking progress on the implementation of these changes.

---

CMF Philosophy

CMF approaches every assignment without preconceived notions or any formula for how the office should do its work. There is simply no "one right way" to manage a congressional office. Practices that work in one office may be unworkable in another. Consequently, recommendations are tailored to address the specific needs of the office. They take into account the management style of the Member, the specific problems now facing the office, the present and anticipated demands confronting it, the needs of constituents, and the culture of the office -- the informal rules and values that shape how work is performed in an organization.

---

Cost

The cost to a House office for conducting a management review is at least $15,000, depending on the scope and depth of the work. This fee does not include travel time and expenses to the district office(s). CMF also offers a less comprehensive management review focused on certain aspects of the office that is negotiable in price; the price depends on the scope and depth of the work.

The cost to a Senate office for conducting the management review is at least $20,000, depending on the scope and depth of the work, and whether the final presentation is an oral briefing or a written, more heavily-researched report. This fee does not include travel time and expenses to the state office(s). CMF also offers a less comprehensive management review focused on certain aspects of the office that is negotiable in price; the price depends on the scope and depth of the work.

Depending on staff availability and the scope of the work, the review will be completed in 6 - 12 weeks.

---

Questions?

If you would like further information about this service, or would like to discuss other CMF services, please contact CMF at 202-546-0100 or through our Web form.

---

CMF Credentials

Several characteristics distinguish CMF from other management groups. These include:

• We have been researching, writing and providing advice on the subject of congressional management since 1977.
• We have successfully worked with over one hundred House and Senate offices and provide management services that are tailored to the unique needs of congressional offices, including dozens of mail system assessments.
• Our fees are 50-90% less than standard management consulting fees. We recognize that congressional offices cannot afford to pay either private sector or executive branch consulting fees.
• As a non-profit organization, we are able to set our fees at a level that is within reach of congressional office budgets.

A Congressional Management Guide

---

Now in its 12^th edition, Setting Course is a comprehensive management guide to setting up and managing a congressional office. The book is organized into three main parts.

Part I: Geared toward Members-elect and freshman offices, the chapters in this section focus on the transition to Congress and setting up a new congressional office.

Part II: Provides leadership guidance to veteran Members of Congress and staff, and freshmen who have settled into their new jobs. Chapters in this section offer information on charting a path in Congress and being a leader of the office.

Part III: Explores the challenges of managing an established, veteran congressional office. The information presented in these chapters is basic, good management advice that benefits all congressional offices.

SNEAK PEEK:  Setting-Course-112th-Excerpt.pdf 3.45 Mb

---

Details

Copyright 2010, Congressional Management Foundation

Paperback: 302 pages
Publisher: Congressional Management Foundation; 12^th edition (November 1, 2010)
ISBN: 978-1-930473-14-0
Dimensions: 7.5 x 9.25 inches

---

Pricing 

Price: $25.00

Bulk Price (10+ copies): $25.00 $22.50 (10% off)

CMF offers a range of professional development opportunities for House staff.  To view scheduled courses by month, please visit our Events Calendar.

Chief of Staff Training

CMF offers a popular series of free management training programs throughout the year for House Chiefs of Staff and Staff Directors.

Legislative Director Training

CMF also offers a series of free management programs for House LDs. Programs are geared to and focus on how to be productive and effective in your current role while developing skills in preparation for the next step in your career.

District/State Staff Training

Under contract with the CAO, CMF is offering a series of webinars for House district staff geared toward specific job positions or office functions.

Effective Constituent Correspondence, Beginner

This course is for House staff who are new to writing constituent mail and need to know the basics. Courses are offered periodically throughout the year.

Effective Constituent Correspondence, Advanced

This course is for House staff who currently write and/or manage constituent mail and want to improve their writing and lessen the administrative burden of correspondence. Courses are offered periodically throughout the year.

A Guide for Managing Congressional District & State Offices

---

“All politics is local.”

Nowhere is this lesson heeded more diligently than in the district and state offices of Members of Congress. Whether a Member has one or multiple district/state offices, each functions as an integral part of the overall organization. Coordinating the widely varied activities of several offices — often hundreds of miles apart — is a tough management challenge, but a critical one to conquer.

That’s where Keeping It Local comes in. Now in its third edition, this results-driven manual provides guidance specifically designed to help offices create an equal partnership between the district/state and DC offices and improve the efficiency and effectiveness of district/state operations.

Keeping It Local:

• Helps District and State Directors, as well as Chiefs of Staff, manage an organization spread out in multiple locations while maintaining communication networks and good teamwork.
• Includes step-by-step instructions on how to establish, manage and implement a coordinated agenda and the benefits for doing so.
• Offers guidance on how to strategically approach and manage outreach, scheduling, events, casework and projects.

SNEAK PEEK:  Keeping It Local Excerpt (902 KB)

---

Details

Copyright 2010, Congressional Management Foundation
Paperback: 244 pages
Publisher: Congressional Management Foundation; 3rd edition (March 8, 2010)
ISBN-13: 978-1-930473-13-3
Dimensions: 7.5 x 9.25 inches

---

Pricing

Price: $25.00
Bulk Price (10+ copies): $25.00 $22.50 (10% off)

The tragic events in Arizona have put a new strain on working in congressional offices. Staff and Members view their constituent interactions through a different prism, and have a new awareness of the potential risks posed by public service.

In the last few days CMF has reviewed available research, consulted with experts, and talked with some district and state directors of congressional offices. This is not security guidance. It is management guidance meant to supplement the excellent counsel about safety and security from the institutional offices of the Congress. This is human resources advice – how to manage through a crisis and the concerns that now exist in congressional offices. Here are four things you can do right now to manage during this personal safety crisis:

1. Conference Call with Members and Your Families.Consider organizing a conference call between your boss and the families of your staff. While your staff is concerned, your families probably have a different view. As one District Director said, "I get the mission of what I'm doing - my husband only sees the risks." One Member—parent of a young child–had to answer her son's question, "Are you going to get shot too?" This is a very scary time for the extended congressional family, but there is a person on your team who can bring great comfort to them right now: your Member of Congress.

   By talking directly to family members, the Member of Congress can personally articulate the importance of security in your office. It sends a powerful message that the leader in the office cares about the people who work for him. Your staff will appreciate both the gesture and the leadership that your Member of Congress can display by taking the time to listen to the staffer families’ concerns and communicating how she will help.

2. Over-Communicate.While your office and staffers may not have been physically affected during the recent events, it has sent feelings of concern throughout the Congressional family. Information is flowing and changing rapidly, events are in flux (like the House floor schedule), and people are feeling as though they don’t have control. After situations such as the recent events occur, employees are often asked how they felt, and the most common reply is: “I didn’t know what was going on.”

   Over the next few days we recommend that you convene short daily meetings with your staffs. This is both to provide you with a forum to communicate important information but also to give staff a license and opportunity to raise concerns. Forward any relevant email from leadership and institutional offices that is not restricted. If you see an individual exhibiting signs or stress or fear, invite them in to talk.

3. Outline the Rules and Conduct Training for Dealing with Difficult Constituents. Every congressional office interacts with – and is sometimes accosted by – difficult constituents. They can be angry with legislative action taken (or not) by the Congress, they can be upset with a federal agency regarding casework, or they can be genuinely mentally ill individuals. Ironically, those on the frontlines and on the phones in congressional offices are often the least trained or newest, making the challenge of interacting with these constituents even more difficult.
   

   Take the time to train all staff on how to deal with difficult constituents. (To aid in this effort, here is a link to a great publication by the California Psychological Association, “ A Legislator’s Guide: Communicating with Distressed Constituents” (418 KB). Occasionally a constituent will become belligerent, swear, and hurl derogatory epithets. Give clear guidance to staff on what they have to tolerate, and what they don’t. Also offer tips on warning signs that the constituent may be a threat to the Member or staffer.

4. Don’t Forget the Interns. If you think you and your staff are confused, just think how college students feel. Spend extra time with interns. Include them in all email and discussions. And perhaps contact their parents, either individually or through a conference call, to explain to them how your office is helping to enhance their personal safety.

The tragic events in Arizona have put a new strain on those working in congressional offices. CMF has reviewed available research, consulted with experts, talked with district and state directors, and offers the following guidance for managers in Congress. This is not security guidance. This is human resources advice – how to be proactive with personal safety, how to manage through a safety emergency, and how to address the concerns that now exist in congressional offices.

1. View a webinar CMF conducted in conjunction with the Society for Human Resource Management (SHRM) and the American Psychological Association (APA) for managers in congressional offices: Strengthening Emotional Well-Being and Personal Safety
2. Four things managers can do immediately: Managing Personal Safety Concerns: 4 Things Managers Can Do
3. From the California Psychological Association, “ A Legislator’s Guide: Communicating with Distressed Constituents.” (418 KB)

Normally the launching of a new website wouldn't warrant a lot of heralding – websites get launched every day. The Congressional Management Foundation's new website, CongressFoundation.org, is a bit different. More than a new online resource, CongressFoundation.org represents the expanding mission of CMF into some exciting new areas.

Part of the expanded mission of CMF through the Partnership for a More Perfect Union is to build a better understanding of how Congress works in the public mind. That job gets a little harder when solid mainstream news organizations perpetuate misperceptions about how Congress works. The Washington Post recently published a column on congressional recesses, which engendered this Letter to the Editor from CMF's President and CEO, Bradford Fitch.