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Government Finance Officers Association

Your


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

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

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

S11

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

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

S16

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


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

S27

Leadership in Government

GOVERNMENT FINANCE OFFICERS ASSOCIATION

In a world that is…

Volatile

Uncertain

Complex

Ambiguous


From Heroic Leadership to…

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.blessedquietness.com/journal/warroom_poetry_hidden_hand.htm&ei=XgJhVZCXLYrUsAWw2YH4Cw&bvm=bv.93990622,d.b2w&psig=AFQjCNEdRuZNNtFKEY5YbxXByxR_ynbh0g&ust=1432507234762720


Collaborative Leadership

S

3

2


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


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

34


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

35


Moving from

Or

to

And

Polarity

36

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


• Deciding with speed

and conviction

• Engaging for impact

• Adapting Proactively

• Delivering reliably

43


• 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

44


• 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

45


Communication key to leadership

46


• 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

47


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


• 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

50


• 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…

51


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?


Thank You

See you in beautiful LAS54

We offer

scholarships

for first time

attendees –

free

registration

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