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Governing for an Uncertain Future

By | Finance Officer's Desk | No Comments

August 23, 2016

I recently presented to the Bay Area Chapter of the California Society of Municipal Finance Officers (CSMFO) on Governing for an Uncertain Future: Resiliency in Turbulent Times. We surveyed ways modern technology helps governments meet some of their most pressing challenges. More than ever, we need to protect our infrastructure, strengthen the workforce, create broad strategic alignment, and prepare for tomorrow.

1. Infrastructure investment is one of the League of California Cities’ top priorities, according to San Francisco’s Treasurer Jose Cisneros:

“Numerous studies suggest that not only is our infrastructure unprepared for growth, it isn’t in condition to adequately support even the current population. The infrastructure situation at the local level is bleak. Approximately 83 percent of Californians live, work and play in cities.”

It’s tough to reserve funds for future needs when today’s problems are so pressing. And it certainly isn’t easy to ask the electeds to set aside funds from current activities to replace or repair aging infrastructure, especially when infrastructure still works and may continue to perform beyond the electeds’ term.

Charlie Francis, a Subject Matter Expert at OpenGov, has written an Administrator’s Brief on Capital Improvement Planning and a Finance Officer’s Desk series on Capital Improvement Planning that provides considerable insight into this complicated subject.

Expensive, long-term issues like infrastructure are easier to manage when the government establishes a track record of open-handed and honest dialog, clear and accurate information, and proactive engagement. This gives local leaders a platform to work from when difficult decisions are needed. While the choices may still be as hard as ever, working from a basis of mutual trust and respect allows a more productive conversation and sets the stage for workable compromises.

When times are good, no one wants to think about bad times or put aside funds for a rainy day. Having a long-term perspective backed up by long-term history displayed meaningfully on the big screen can go a long way to advance the conversation.

2. Our changing workforce

37% of local government employees are over 50 years old and eligible for retirement soon; while just 12% are under 30 years old. You can read more about our thoughts and recommendations in the Administrator’s Primer on Enabling Millennials in Government.

“I’ll eat at least 30 slices of cake over the next five years” Andrew McCreery, Mt. Lebanon, Pennsylvania’s Finance Director says, “That’s one for every retirement party Mt. Lebanon, Pennsylvania’s municipal office will hold as about a quarter of our staff retires.”

He then describes three lessons he’s learned as a millennial finance director:

  • Millennials value data sharing.
  • They prefer speed and efficiency.
  • They’re working toward the same goals as other generations; they’re in government for the same reason other generations are: to serve citizens.

Modern technology helps governments meet these objectives by breaking down information silos between systems and departments. Better access to data and insights within the data enhances speed and fosters collaboration.

Julie Thuy Underwood asks some important questions we need to answer when recruiting millennials in Why Your Government Needs to Be a Hipster Organization. My own children could have been her models, and their job searches reflect the questions she asks:

  1. Does your organization place a high value on communicating a vision, goals, challenges and the big picture?
  2. Do employees have opportunities to learn new skills, gain valuable experience and possibly advance in their careers?
  3. Do employees have a say in their work environment or workplace conditions that affect them?
  4. Do you offer flexible work schedules?
  5. Are employees able to access workplace email, servers or key applications using their personal mobile devices?
  6. Does your organization have a diverse workforce?
  7. Do your managers provide ongoing feedback and input to employees?

We depend on strong resilient workforces that thrive in good times and bad. Tsunamis, tornadoes, and hurricanes demonstrate the vulnerability of modern infrastructures to nature. Wall Street’s meltdown and the subsequent recession remind us human-made disasters can also be devastating.

Groups, organizations, and even communities can develop a “culture of resilience:” the ability to rebound from the untoward effects of adversity – whether natural or man-made. Researchers have studied human resilience in individuals ranging from accountants to law enforcement personnel.

They found organizational resilience largely depends upon leadership. Key leadership personnel, often frontline leadership, appear to have the ability to “tip” an organization in the direction of resilience by demonstrating four core attributes:optimism, decisiveness, integrity, and open communications

Simply said, when a small number of high credibility individuals demonstrate, or “model” the behaviors associated with resilience, they have the ability to change the entire culture according to George S. Everly in Building a Resilient Organizational Culture from the Harvard Business Review.

3. Strategic alignment: Transparency and consensus

Government operates in a fishbowl. Being a leader is like sitting on the dunking stool at the county fair – every day.  You just have to keep drying yourself off and getting back up on the dias. The issues are daunting:

  • Interest groups can turn out at the drop of the virtual hat over the Internet to defend the library, park, sports program, or favorite annual event.
  • Labor unions take hits in the lean times and expect to share in the good times.
  • Media publish narratives with varying degrees of relationship to reality.
  • People cling to slivers of information and build their own truth.
  • Governments have mixed success sharing financial and performance facts with their staff.
  • Strategic planning is difficult and implementing decisions even harder.
  • Polls show 72% of Americans still have trust in local government, but it is less clear how to convert that trust to action.

Transparency websites are now a normal part of good governance, and the latest technology pushes them far beyond online PDF’s. The public and staff alike learn by exploring interactive reports and digging into the details that interest them. Citizens that see data expand in front of them gain new learning pathways that citizens to their governments in ways unknown before.

Sharing the facts effectively encourages better discourse, both in public forums and around the water cooler. It is much easier to find alignment when everyone shares the same set of facts, and can explore the alternatives for themselves.

Conclusion

In each of these four areas, powerful technology can help governments fulfill their obligations to citizens. GovTech companies such as OpenGov are using powerful data science and engineering teams to build solutions that bring governments closer to data-driven governance.

Governments that deploy better technology today will increase the odds of resiliently navigating whatever tough times the future may hold. Through better reporting, better transparency, and better collaboration during the budget process, governments can use data to inform their toughest decisions and win buy-in for necessary policies.

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Mike McCann moved into government service in Ukiah, then Monterey CA, after beginning his career in corporate (ADP, Wells Fargo Bank, Blue Shield of CA), not-for-profit (Blue Shield of Ca, Mendocino Private Industry Council), and start-up accounting. For the last 20 years, Mike has been hands-on with budget, financial reporting and accounting operations, including City budgets and CAFRs. He holds a B.S.  in Accounting from SJSU and M.S. in Instructional Technology from  CSUMB.

Contact Mike with questions or comments at mmccann@opengov.com.

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LocalGov Hero: Tanisha Briley

By | LocalGov Heroes | No Comments

We’re excited to announce Tanisha Briley as the recipient of OpenGov’s LocalGov Hero Award for August! The designation honors innovative local government leaders, and Tanisha definitely deserves this recognition.

Tanisha serves as Cleveland Heights, Ohio’s City Manager. But her devotion to public service began long before she sat at her desk in Cleveland Heights’ City Hall. Tanisha’s humble beginnings gave her several experiences that instilled a deep appreciation for public service.

Tanisha’s interest in public service endured throughout college. What began as an aspiration to volunteer on weekends blossomed into a desire to serve in government. She wanted, and found, a career centered around “making sure the community is better off than it was yesterday.”

After completing a management fellowship, Tanisha decided to become a City Manager. When Cleveland Heights posted a job opening for a new City Manager, Tanisha got the job. At Cleveland Heights, Tanisha set out to combine human, capital, and financial resources to accomplish the City Council’s goals.

It wasn’t easy.

The city faced deficits when Tanisha arrived. These fiscal issues stemmed in part from Cleveland Heights’ data limitations. Financial data was siloed in green-screen systems from the 1990s. Department directors had system licenses, but few could get the information they needed to manage their budget requests, track performance, and foster accountability. Cleveland Heights had to centralize its budget process and minimize stakeholder involvement; even the finance team barely touched the budget.

Tanisha also needed a better picture of the financial situation. She wanted to understand which functions needed more resources, which were working well, and how to shore up spending or generate more revenue. And Cleveland Heights had issues communicating this information to citizens; the city hadn’t been publishing a budget book.

Cleveland Heights needed a process change and Tanisha and her team began searching for a solution.

While at ICMA’s annual conference, Tanisha encountered OpenGov – the leader in management reporting and transparency – and wanted to sign up for the platform. Her description of what happened next illustrates her skills as a manager. Instead of micromanaging implementation, Tanisha decided to empower her capable staff to install and manage OpenGov. “Without Finance Director Tom Raguz and IT Director Jim Lambdin,” she explains, “none of this would have been possible.”

Tom and Jim worked with OpenGov’s Customer Success Team to quickly deploy and launch Cleveland Heights’ OpenGov portal. Tom continues to run the city’s OpenGov operation. Tanisha recognized the power of collaboration and took advantage of it foster innovation in her administration.

The efforts paid off.

Cleveland Heights’ first achievement with OpenGov was revamping the budget process. Tom ensured department directors got access to interactive charts and tables that depicted the city’s financials and performance. Since OpenGov understands complex government financials, department managers could pivot across revenues and expenses.

This increased accountability and ownership. Department directors could now participate in the budget process, and felt better about decisions. They had a better feel for where budget dollars were going. And after budget adoption, Tanisha and Tom could hold department managers accountable for their results. The budget process also now begins and ends with the finance team, as it should.

Cleveland Heights also improved labor negotiations using OpenGov. Since data in OpenGov reflects the city’s financial accounting structure, it’s easier for unions to trust city-provided data. Tanisha describes how referring labor councils to OpenGov built trust between the two sides during difficult negotiations.

We’re proud to call Tanisha Briley a Local Government Hero. By recognizing a serious problem, working with her team to innovate toward a solution, and collaborating with stakeholders across the government, Tanisha helped position Cleveland Heights’ government for success. We look forward to working with Tanisha, Tom, Jim, and others in Cleveland Heights to build on their progress.

Congratulations Tanisha!

millennials having coffee

Millennials: My Last Management Frontier

By | Finance Officer's Desk | No Comments

Click here to see a list of all editions of the Finance Officer’s Desk column.

Last week we explored how I managed multiple generations as a finance director.

My final challenge came when millennials entered the workforce, making my city multi-generational again! Millennials are motivated by working with other bright individuals and enjoying more time off. They are a product of the “drop down and click menu”.

Soaring like an Eagle

To better understand and manage millennials, I drew a matrix of generational motivations. It looked like this:

Traditionalists Baby-Boomers Generation X’ers Millennials
Motivated by… Being respected.

Security.

 

Being valued and needed.

Money.

 

Freedom and removal of rules.

Time Off.

 

Working with other bright people.

Time Off.

Then it suddenly struck me that I wasn’t looking at a matrix of competing values, but rather a continuum of human maturation! Let’s use some new terms:

Traditionalists Baby-Boomers Generation X’ers Millennials
Motivated by… From:

Being respected.

Security.

 

From:

Being valued and needed.

Money.

 

From:

Freedom and removal of rules.

Time Off.

 

From:

Working with other bright people.

Time Off.

  To:

Meeting one’s physiological and security needs.

To:

Meeting one’s security and social needs.

To:

Meeting one’s social and esteem needs.

To:

Meeting one’s esteem and self-actualization’s needs.

The trans-generational shift in our workforce over the last 60 years is akin to seeing Maslow’s Hierarchy of Needs pyramid being constructed through the lens of history!

With this revelation, I re-inventoried my management and mentoring skillset. It was time to emerge as a leader, not just a manager/mentor. Kicked out of the nest, growing my wing feathers, and learning to fly and hunt were but the forerunners of becoming a majestic, soaring bald-headed eagle! (Figurative as well as literal).

And, from the eagle’s view, I found I didn’t have a challenge at all! I had the opportunity to not just integrate, but assimilate the best practices, values, and motivators of all generations into a highly effective workforce. I enabled multi-generational exploration of new ways to use emerging technologies to process data more timely and accurately, and with less repetitive tasks. We encouraged breaking business-process rules that did not have to result in layoffs to the existing workforce (like my first job). Instead, workers were adding value to information, not just processing information.

When I retired, we weren’t just a finance department processing debits and credits. No, we were more than a lean, mean accounting machine. We were multi-generational financial strategists, delivering timely and accurate financial analyses and reports that would keep our city financially resilient long into the future.

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Charlie Francis is a municipal finance expert. He has more than forty years of local government financial management experience in both the public and private sector, including twenty years of experience as a Chief Financial Officer. Most recently, he served as the Director of Administrative Services and Treasurer for the City of Sausalito where he earned the unofficial title of “OpenGov super user”.  He has also served as a finance manager for the Town of Colma, CA, and as CFO and acting City Manager for the Cities of Indian Wells, CA and Tracy, CA.

Questions or comments? Email Charlie at cfrancis@opengov.com.

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