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everyone supportive and helpful

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constant change and moving target
re-scheduling calls
Jemina not doing review calls
timeline changed for TWC and others
EDs - given complexity and changes - I found myself focused on process vs. bigger picture outcomes - need to find better balance
"reducing complexity" - EDs didn't feel this way at all... not having call with Jemina was more challenging than simplifying.
window too quick, esp with new model; first review call was very soon in the window - almost impossible to do a team-collaborative process
some info dropped too late for the tight timeline

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since we focused fully on FTE counts, we ended up in some odd strategy situation - promoting someone not ready to use existing FTEs and can't hire... etc

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seemed like EDs weren't connecting the communicated info to the process of budgeting - people surprised they couldn't add new roles.
need to keep monitoring contractors - vChief and 33 Vincent more expensive - but I can have those if no FTE?

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RFE role clarity on this approval review committee process was not at all clear

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RFE role clarity on this approval review committee process was not at all clear

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need more training/clarity for RFEs - originally supposed to be Jemina and RFEs were not clear on the review committee work or their decision making process...
committee was either SUPER impactful (lots of cuts) OR not at all impactful (everything was approved)... or sometimes committee did work but budget overruled it.
Monika - as a committee member I didn't feel like my time was well used.

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planned new expense model aligned with strategy BUT...

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planned new expense model aligned with strategy BUT...

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the headcount restrictions and budget cuts at the end we just had to cut funds anyway even though it had a strong ties to strategy.
even cutting alumni work from alumni forward regions due to budget cuts which feels counter-productive

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we tried to tie back to strategy but in the end a lot of it came down to numbers - twin cities felt like budget was a moving target. we said "just spend less than last year" at the start but then had to go back and cut 200k.
strategic clarity was good but ended up having to cut a lot of it anyway.
could tie back increases in costs to strategy but a lot of times ended up getting cut

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i.e. who is checking clarity against the standardized form content? align on the front end

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Laura was responsive and flexible - moved things around to be on calls
in the beginning, I wasn't clear on what Paula wanted, to be able to pull me in. just to be clearer next year on what is the info we want to see to effectively prepare for those calls

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scattered support from the people team means I don't have a point person, I have to go to 4 different people to get people team info. can we go back to cohort-aligned?

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full budget window isn't all the time we have different timelines and then had to interpret each email to see if it applied to me

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if I'm an ED making sense of all info from where it's coming from - impact office/ P&A team, cohort, too much info in too many places
budgeting weekly helpful but hard to sort through all of info - could we synthesize into one?

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understanding the content can be challenging - understanding all of the source data; data quality score difficult to understand how to impact the scores
re-calculating the reserve draw down (red-yellow-green) was complex math

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helpful - wish I should have access sooner - COS should automatically get access on the front end to all regions approval rubric;
technical - seemed like it timed out quicker - annoying to keep signing back in

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duplicative and the spreadsheet didn't get us what we needed so then had to translate into Adaptive - and asked them to do it quickly with no real double checks for accuracy