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TRANSCRIPT
Government Finance Officers Association
Your
S2
Government Finance Officers Association
To advance excellence
in
government finance
4
GFOA is a non-profit association focused on the professional
management of governments
o Established in 1906
o 19,800 Members
o Offices in Chicago and Washington, DC
o Product and Services Best Practices
Annual Conference
Publications
Training
Award Programs
Consulting
Research
Current membership 19,800S5
Population Served % of Total
< 10,000 9.87%
10,000 – 49,999 26.69%
50,000 – 99,999 16.31%
100,000 – 299,999 19.38%
300,000 – 499,999 7.26%
500,000 – 999,999 8.44%
> 1,000,000 10.07%
Title of GFOA Members % of Total
Chief Financial Officer (Finance Director) 44.0%
Comptroller/Controller/Accounting Manager 14.5%
Accountant 9.9%
Analyst (Budget / Management) 6.3%
Budget Director 5.3%
Treasurer 4.2%
Chief Executive Officer (City Manager, Exec Dir) 2.7%
GFOA Best PracticesS6
http://www.gfoa.org/best-practices
2018
Best Practices in School BudgetingS8
http://www.gfoa.org/pk-12budget
http://smarterschoolspending.org/
GFOA Member Survey: Key ChallengesS9
Rank Challenge
1 Declining or limited revenue
2 Unstable revenue
3 Cost of new infrastructure
4 Pension costs/liabilities
5 Health care costs
6 Uncertainty with state government
7 Maintain existing infrastructure
8 Attracting qualified staff
9 State/Federal regulations
10 Cyber-security
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CAFR & Budget Award Programs
o Award for Best Practices in School Budgeting
o Award for Best Practices in Community College Budgeting
o Award Program for Small Government Cash Basis Reports
o Canadian Award for Financial Reporting
o Award for Excellence
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Certified Public Finance OfficerS12
National Training S13
Accounting Courses Level Length (Days)Accounting Academy Basic 4Intermediate Governmental Accounting Intermediate 2Advanced Governmental Accounting Advanced 2Accounting for Pensions and OPEB Intermediate 1Accounting and Financial Reporting for Capital Assets
Intermediate 1
Accounting and Financial Reporting for Enterprise Funds
Intermediate 1
Preparing a CAFR Basic 1Advanced Financial Reporting Advanced 2Evaluating Internal Controls Basic 1
Budget Level Length (Days)Budget Academy Basic 4Managing the Budget Process Advanced 2Long Range Financial Planning Intermediate 2Budgeting Best Practices Intermediate 2Effective Budget Presentation Basic 1
Capital Finance & Debt Management Various Levels
Financial Management Various Levels
Pension & Benefit Administration Various Levels
Treasury Management Various Levels
Webinar TrainingS14
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GFOA Consulting
o GFOA has become a nationally recognized leader in the
ERP system market generating value for clients through:
Software selection / contract negotiations
Reducing costs
Reducing risk during implementation
Providing best practice recommendations for improving business processes
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Research ReportsS17
http://www.gfoa.org/research-reports
GOVERNMENT FINANCE OFFICERS ASSOCIATION18
Financial Sustainability Framework
• Developed from Nobel Prize winning research on “common pool resource theory”
http://www.lincolninst.edu/publications/working-papers/financial-
sustainability-index
Financial Sustainability Framework
GOVERNMENT FINANCE OFFICERS ASSOCIATION19
Weeklong immersive leadership training designed for government finance officers (October 13 – 18)
GFOA Leadership Institute
Advocacy
o Congressional Advocacy • Tax exempt municipal bonds
• Infrastructure
• Deductibility of state & local taxes
• Pensions & benefits
• Infrastructure
o Executive Advocacy • SEC
• MSRB
o Amicus Briefs to
the Supreme Court
o GASB
Public Finance NetworkThe Big Seven1. National Governor’s Association2. US Conference of Mayors3. National Association of Counties4. National League of Cities5. ICMA6. Council of State Governments7. National Conference of State Legislatures
The Financial Four8. National Association of State Treasurers9. National Association of State Budget Officers10. National Association of Comptrollers, Auditors
and Treasurers
Schools24. National Association of School Boards25. National Association of College and
University Business Officers26. Association of School Business Officers27. National Education Association
Housing11. National Association of Local Housing Finance
Authorities12. National Council of State Housing Agencies
Power28. Large Public Power Association29. American Public Power Association
Conduit Issuers13. National Association of Health & Educational
Facilities Finance Authorities14. American Hospital Association
Public Works and Utilities15. American Public Gas Association16. American Public Transportation Association17. American Public Works Association
Water18. American Water Works Association19. Association of Metropolitan Water
Agencies20. National Association of Clean Water
Agencies21. Water Infrastructure Network22. National Water Resources Association23. Water Reuse Association
All Other Partners30. The National Association of Towns
and Townships31. American Planning Association32. American Society of Civil Engineers33. International Economic
Development Council34. International Public Management
Association for Human Resources35. National Association of County and
City Health Officials36. National Association of County
Community and Economic Development
37. National Association of Development Organizations
38. National Association of Regional Councils
39. National association of Resource Conservation and Development Councils
40. National Community Development Association
41. National Council on Teacher Retirement
42. National Association of State Retirement Administrators
#builtbybonds
GFOA.org
Engaging our membersS23
Future of the profession initiativeS24
$100,000
Inspiring Careers in Local Gov’tS25
Code of Ethics ModernizationS26
• Current code decades old
• Goal is to develop new
code that is:
Values based
Addresses current
realities
• Use latest research:
Giving Voice to Values
Ethicalsystems.org
Crucial Conversations
• Engage members in
process
• Support with research &
training
Getting Involved with GFOA
Committees
National and Internet Training
Participation in Research Project
Award Reviewer
Networking Group
Urban Forum
Small Government Forum
Utility Forum
Black Caucus
Women’s Public Finance Network
GFOA Social Media
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Leadership in Government
GOVERNMENT FINANCE OFFICERS ASSOCIATION
In a world that is…
Volatile
Uncertain
Complex
Ambiguous
GOVERNMENT FINANCE OFFICERS ASSOCIATION
From Heroic Leadership to…
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Collaborative Leadership
S
3
2
GOVERNMENT FINANCE OFFICERS ASSOCIATION
The evolution of motivation
1.0: Work to survive
2.0: 1.0 + seek reward and avoid punishment
3.0: Inner drive to work without external
rewards
Motivation and Engagement
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Task or Relationship
Candor or Diplomacy
Structure or Flexibility
Logic or Emotion
Responsibility or Freedom
Stability or Change
Financial or Environmental
Unsure or Confident
Leadership Polarities
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Task and Relationship
Candor and Diplomacy
Structure and Flexibility
Logic and Emotion
Responsibility and Freedom
Stability and Change
Financial and Environmental
Unsure and Confident
Leadership Polarities
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Moving from
Or
to
And
Polarity
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Values = positive results of focus on the left pole
Values = positive results of focus on the right pole
Fears = negative results of over-focus on the left pole to the neglect of the right pole
Fears = negative results of over-focus on the right pole to the neglect of the left pole
Deeper Fear – Loss of GPS
Greater Purpose Statement (GPS) - why leverage this polarity?*
**
and
/ *Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
Polarity Map®Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Copyright © Polarity Partnerships 2013 Polarity Map® Slide # 37
Values = positive results of focus on the left pole
Values = positive results of focus on the right pole
Fears = negative results of over-focus on the left pole to the neglect of the right pole
Fears = negative results of over-focus on the right pole to the neglect of the left pole
Deeper Fear – Loss of GPS
Greater Purpose Statement (GPS) - why leverage this polarity?*
**
and
/ *Thanks to John Scherer, The Scherer Leadership Center / ** Thanks to De Wit & Meyer BV / *** Thanks to Todd Johnson, Rivertown Consultants
Polarity Map®Action StepsHow will we gain or maintain the positive results from focusing on this left pole? What? Who? By When? Measures?
Action StepsHow will we gain or maintain the positive results from focusing on this right pole? What? Who? By When? Measures?
Early WarningsMeasurable indicators (things you can count) that will let you know that you are getting into the downside of this right pole.
Early Warnings***
Measurable indicators (things you can count) that will let you know that you are getting into the downside of this left pole.
Copyright © Polarity Partnerships 2013 Polarity Map®
A. Identify the unique
positives of Roanoke
B.Begin new initiatives
with understanding
of the past
A.Encourage all to
enter the dialogue
about progress
B.Actively search for
best practices in
urban America
A.Vocal opponents try
to stop even the
discussion of a
progressive project
B. Improvements
necessary for
financial
sustainability are
stopped
A.A community sense
that Roanoke could
be anywhere USA
B.The city starts trying
to simply copy other
communities.
Build a strong, resilient community
Lose competitiveness to detriment of
community
• Ensures authenticity
• Learn from the past
• Positively engage those
focused on the past
• Comfortable
• Create sense of vibrancy
• Learning community
• Encourages focus on
best practices
• Creates sense of moving
forward
• Limits us to what we are
today; stagnant
• A few decide they know
what is and what is not
Roanoke
• Discourages innovation
• Any change is perceived
as threat to tradition
• Loss of unique identity
• Abandoning important
community traditions
• Repeat past without
knowing it
• Change for change sake
Tradition Progress
GOVERNMENT FINANCE OFFICERS ASSOCIATION39
GOVERNMENT FINANCE OFFICERS ASSOCIATION40
GOVERNMENT FINANCE OFFICERS ASSOCIATION41
GOVERNMENT FINANCE OFFICERS ASSOCIATION42
GOVERNMENT FINANCE OFFICERS ASSOCIATION
• Deciding with speed
and conviction
• Engaging for impact
• Adapting Proactively
• Delivering reliably
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
• A wrong decision is often better
than no decision at all
• Framing question
What’s the impact if I get it wrong?
How much will it hold other things up if I
don’t move on this?
• CEO’s fired over issues related to
decision making
1/3 lost job because of a bad call
2/3 ousted for being indecisive
Deciding with speed & conviction
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
• Plan and execute disciplined
communications and influencing
strategies
• Recognize everything
communicates
• Willing to engage in conflict –
give everyone a voice but then
make the tough decision
Engaging for impact
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Communication key to leadership
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
• Spent more than 50% of time on
the long term issues
• Scan wide networks and diverse
data to find relevance and
anticipate change
• Treat mistakes as opportunity to
learn – adopting a “growth
mindset”
Adapting pro-actively
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Hallmarks of potential
• Curiosity: a penchant for seeking out new
experiences, knowledge, and candid feedback
and an openness to learning and change
• Insight: the ability to gather and make sense
of information that suggests new possibilities
• Engagement: a knack for using emotion and
logic to communicate a persuasive vision and
connect with people
• Determination: the wherewithal to fight for
difficult goals despite challenges and to
bounce back from adversity
GOVERNMENT FINANCE OFFICERS ASSOCIATION49
GOVERNMENT FINANCE OFFICERS ASSOCIATION
• Boards love a steady hand and
employees trust predictable
leaders
• Set realistic expectations
• Strong organization and planning
skills, including dashboards of
metrics and monitoring
performance
• Surround themselves with strong
teams
Delivering reliably
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
• Humility
• Self awareness (emotional intelligence)
• Engagement & communication
• Balance (Polarity) – “and” not “or”
• Motivation: Bias toward action
• A growth mindset – curiosity and learning
• Adaptability & Flexibility
• Ability to use conflict productively
• Collaboration
Common themes: Leaders demonstrate…
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
1. Individual silent reflection 1 minute
2. Generate ideas in pairs 2 minutes
3. Share ideas in groups of four 4 minutes
4. Groups share ideas with all 5 minutes
Liberating Structures – Activity
From “Liberating Structures by Henri Lipmanowicz and Keith McCandless
“You cannot cross the sea by merely standing and staring at the water.”
- R. Tagore
What do you have the freedom and resources to do now to foster collaborative leadership in your organization?
Government Finance Officers Association
Thank You
See you in beautiful LAS54
We offer
scholarships
for first time
attendees –
free
registration