Dial-in Number: (800) 250-2600 Passcode: 197 9056 -...

Friday, December 5, 2014 Board of Directors Meeting

100 Civic Center Drive

Newport Beach, CA Room: Civic Center Community Room

11:30 a.m. - 2:30 p.m.

Dial-in Number: (800) 250-2600

Passcode: 197 9056 *For those participating by telephone, please mute your line when not speaking.

1) Introduction a) Welcome/Roll Call b) Additions to Agenda

2) Consent Items 11:30 a.m.

a) Approval of minutes from October 23, 2014 b) Financials as of October 2014

3) Discussion/Action Items 11:40 a.m.

a) Election Results Pamela Arends-King b) Awards Program Tracking Application Mike Gomez c) Annual Conference Handbook Revisions Ernie Reyna d) 2015 Annual Conference Budget Jesse Takahashi e) 2015 Operating Budget Jesse Takahashi f) 2015 Action Plan & Retreat Notes Jesse Takahashi

4) Officer Reports

a) President 1:45 p.m. Pamela Arends-King

b) Past President 1:50 p.m. Pauline Marx i) Chapter Activity Report

c) President-Elect 1:55 p.m. Jesse Takahashi

i) 2015 Annual Conference Update

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5) Board Liaison/Committee Oral Reports 2:05 p.m. a) Administration Ernie Reyna b) Career Development Scott Catlett c) Conference Site Selection Josh Betta d) Membership Benefits Steve Heide e) Professional Standards & Recognition Mike Gomez f) Program Viki Copeland

g) Technology Rick Teichert 6) League Policy Committee 2:20 p.m. a) Administrative Services Stuart Schillinger b) Community Services Irina Kumits c) Employee Relations Robert Harmon

d) Environmental Quality Vacant e) Housing, Community & Economic Development David Glasser f) Public Safety Lorinda Odell g) Revenue & Taxation Bob Biery

h) Transportation, Communications & Public Works Robin Borre i) Ad Hoc CalPERS Brent Mason

7) Other Items 8) Future Topics 9) Next Meeting 10) Adjournment 2:30 p.m.

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California Society of Municipal Finance Officers Board of Directors Meeting Minutes

October 23, 2014

In Attendance

Pamela Arends-King Pauline Marx Margaret Moggia Terri Willoughby Joan Michaels Aguilar Marcus Pimentel Barbara Boswell Steve Heide Mike Gomez Jason Al-Imam

Stephen Parker John Adams Scott Catlett Rick Teichert Christy Pinuelas Monica Lo Robin Borre Marisa Anticevich Brenda Michel Melissa Dixon

The California Society of Municipal Finance Officers (CSMFO) Board of Directors met via teleconference on October 23, 2014. President Pamela Arends-King convened the meeting and confirmed a quorum was in attendance at 2:18 p.m. The Board addressed the consent calendar. Director Margaret Moggia moved to approve the consent calendar, with the edit of Director Marcus Pimentel having made the Technology Committee report at the previous meeting. Director Pimentel seconded. The motion passed unanimously. Professional Standards & Recognition Committee Chair Mike Gomez and Vice Chair Jason Al-Imam presented a report to the Board, requesting direction on establishing professional standards for the CSMFO Resource Room on the website. The Board generally agreed that in terms of the Resource Room, the Technology Committee handles the backend/formatting, and the Professional Standards & Recognition Committee handles the content. Past President Pauline Marx suggested that if a professional standard developed by CSMFO is not specific to California, CSMFO share it with GFOA. The Board supports the direction as laid out by the Committee in the report. Executive Director Melissa Dixon presented the Board with an agreement for executing one of the three one-year extensions available on the existing contract between CSMFO and Smith Moore & Associates. Director Moggia moved to approve the extension as presented; Director Barbara Boswell seconded. The motion passed unanimously. Executive Director Dixon informed the Board that the next meeting of the Board would take place in person on Friday, December 5, at the Newport Beach City Hall from 11:30 a.m. to 3:00 p.m. Director Moggia moved to have CSMFO reimburse the cost of flights for Board members and committee chairs for any in-person meeting of the Board outside of those held in conjunction with the Annual Conference and the Planning Session. Director Terri Willoughby seconded and the motion passed unanimously.

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President Arends-King informed the Board that she had attended the conference for the Oregon Municipal Finance Officers Association (OMFOA), and that they announced during the event that they are changing their name to the Oregon Government Finance Officers Association (OGFOA). She will attend the Alaska conference next month. Past President Pauline Marx informed the Board that the next Chapter Chair conference call would be held on Monday, October 27. Meeting Planner Marisa Anticevich provided an update on the 2015 Annual Conference in President-Elect Jesse Takahashi’s absence, noting that we are planning to ‘go live’ with the website and open registration on October 31. The President’s Dinner will be held at the Carmel Valley Ranch, and the Committee is working on logistics for the Thursday night event. Administration Committee Vice Chair Stephen Parker informed the Board that the Committee is working on editing the Annual Conference Handbook based on the Board’s actions in September, as well as looking at the Odell Scholarship. Career Development Committee Chair Scott Catlett provided a quarterly report to the Board, noting that eleven webinars had been held or scheduled for 2014, along with 22 in-person training courses. Course evaluations continue to provide high marks. Membership Benefits Committee Chair Steve Heide informed the Board that the Orientation session at the Annual Conference will be held from 11:00-11:45 a.m. on Wednesday, just prior to the opening luncheon. The Committee is also reviewing and analyzing the existing CSMFO dues structure. Professional Standards & Recognition Committee Chair Gomez informed the Board that there were over 80 budget award applicants to date, and the Committee is working with Technology to refine the online submission process. Technology Committee Board Liaison Marcus Pimentel informed the Board that the Committee is focusing on reconciling the database to Quickbooks, as well as looking at a website redesign for 2015. The next meeting will be held in Newport Beach on Friday, December 5, from 11:30 a.m. to 3:00 p.m. President Arends-King adjourned the meeting at 2:58 p.m. Respectfully submitted, Melissa Dixon Executive Director

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11/10/14

Accrual Basis California Society of Municipal Finance Officers Statement of Net Assets

As of October 31, 2014

Oct 31, 2014 Oct 31, 2013 $ Change % Change

ASSETS

Current Assets

Checking/Savings

1005 · Bank of America

1050 · Chapter Fund Balances

1050.12 · San Gabriel Valley 919.67 0.00 919.67 100.0%

1050.14 · South Bay (LA) 741.15 0.00 741.15 100.0%

1050.16 · Orange County 4,000.00 0.00 4,000.00 100.0%

1050.19 · San Diego County 1,679.76 0.00 1,679.76 100.0%

Total 1050 · Chapter Fund Balances 7,340.58 0.00 7,340.58 100.0%

1005 · Bank of America - Other 196,946.01 343,006.36 (146,060.35) (42.58%)

Total 1005 · Bank of America 204,286.59 343,006.36 (138,719.77) (40.44%)

1040 · Investments LAIF 577,607.10 276,949.15 300,657.95 108.56%

Total Checking/Savings 781,893.69 619,955.51 161,938.18 26.12%

Accounts Receivable

1100 · Accounts receivable 857.50 1,452.65 (595.15) (40.97%)

Total Accounts Receivable 857.50 1,452.65 (595.15) (40.97%)

Other Current Assets

1080 · Undeposited Funds 1,585.00 410.00 1,175.00 286.59%

1250 · Prepaid Expense - General

1251 · Pre-Paid Expense Insurance 1,076.00 0.00 1,076.00 100.0%

1252 · Prepaid Admin Fees 8,646.20 0.00 8,646.20 100.0%

Total 1250 · Prepaid Expense - General 9,722.20 0.00 9,722.20 100.0%

1260 · Prepaid Expense Conference

1262 · Facilities Deposits 15,460.00 0.00 15,460.00 100.0%

1264 · Conference Services 1,122.38 7,141.30 (6,018.92) (84.28%)

1260 · Prepaid Expense Conference - Other 3,173.88 4,212.58 (1,038.70) (24.66%)

Total 1260 · Prepaid Expense Conference 19,756.26 11,353.88 8,402.38 74.0%

Total Other Current Assets 31,063.46 11,763.88 19,299.58 164.06%

Total Current Assets 813,814.65 633,172.04 180,642.61 28.53%

TOTAL ASSETS 813,814.65 633,172.04 180,642.61 28.53%

LIABILITIES & EQUITY

Liabilities

Current Liabilities

Accounts Payable

2000 · Accounts payable 17,845.68 1,367.13 16,478.55 1,205.34%

Total Accounts Payable 17,845.68 1,367.13 16,478.55 1,205.34%

Other Current Liabilities

2005 · Distinguished Service Awards 1,500.00 0.00 1,500.00 100.0%

Total Other Current Liabilities 1,500.00 0.00 1,500.00 100.0%

Total Current Liabilities 19,345.68 1,367.13 17,978.55 1,315.06%

Total Liabilities 19,345.68 1,367.13 17,978.55 1,315.06%

Equity

3020 · Retained earnings 562,236.67 420,249.98 141,986.69 33.79%

Net Income 232,232.30 211,554.93 20,677.37 9.77%

Total Equity 794,468.97 631,804.91 162,664.06 25.75%

TOTAL LIABILITIES & EQUITY 813,814.65 633,172.04 180,642.61 28.53%

NET ASSETS TEST

791,847.96 Add'l Sept Bank Merchant fees (46.61)

2,667.62 794,468.97 794,468.97

-

Previous Month Net Assets

Current Revenues over Expenditures

New Net Assets

Current Statement of Net Assets

Variance

Page 1 of 45

11/10/14

Accrual Basis California Society of Municipal Finance Officers Statement of Activities

October 2014

Oct 2014 Jan - Oct 2014 YTD Budget $ Over Budget % of Budget Annual Budget Jan - Oct 2014 Jan - Oct 2013 $ Change % Change

OPERATING REVENUES

4100 · Membership Dues 3,385.00 200,505.00 195,960.00 4,545.00 102.32% 195,960.00 200,505.00 199,875.00 630.00 0.32%

4200 · Interest Income 169.05 479.50 625.00 (145.50) 76.72% 750.00 479.50 539.46 (59.96) (11.12%)

4302 · Website Mini-News Ads 10,850.00 91,060.00 75,587.50 15,472.50 120.47% 90,705.00 91,060.00 82,946.25 8,113.75 9.78%

4306 · Web Advertising 550.00 3,520.00 0.00 0.00 100.0% 0.00 3,520.00 1,650.00 1,870.00 113.33%

4470 · Miscellanous Income 0.00 0.00 0.00 0.00 0.0% 0.00 0.00 0.00 0.00 0.0%

4490 · Budget/CAFR Fees 4,450.00 13,900.00 18,500.00 (4,600.00) 75.14% 18,500.00 13,900.00 15,250.00 (1,350.00) (8.85%)

TOTAL OPERATING REVENUES 19,404.05 309,464.50 290,672.50 18,792.00 106.47% 305,915.00 309,464.50 300,260.71 9,203.79 3.07%

OPERATING EXPENSES

6255 · GFOA Reception 0.00 3,489.75 5,000.00 (1,510.25) 69.8% 5,000.00 3,489.75 0.00 3,489.75 100.0%

6105 · Marketing/Membership 0.00 0.00 2,500.00 (2,500.00) 0.0% 2,500.00 0.00 0.00 0.00 0.0%

6106 · Storage Expense 10.80 117.88 0.00 117.88 100.0% 0.00 117.88 204.22 (86.34) (42.28%)

6110 · President's Expense 0.00 2,619.45 4,583.34 (1,963.89) 57.15% 5,500.00 2,619.45 3,699.13 (1,079.68) (29.19%)

6115 · Board of Directors 0.00 2,009.77 2,166.66 (156.89) 92.76% 2,600.00 2,009.77 624.00 1,385.77 222.08%

6120 · Committee/Chapter Support 0.00 1,663.50 4,166.66 (2,503.16) 39.92% 5,000.00 1,663.50 4,270.88 (2,607.38) (61.05%)

6125 · Board Planning Session-Retreat 311.67 23,416.65 28,000.00 (4,583.35) 83.63% 28,000.00 23,416.65 15,884.39 7,532.26 47.42%

6140 · Management Services 9,894.97 99,088.87 98,290.59 798.28 100.81% 119,447.19 99,088.87 114,945.24 (15,856.37) (13.8%)

6150 · Office Supplies 0.00 177.55 333.34 (155.79) 53.26% 400.00 177.55 24.83 152.72 615.06%

6155 · Merchant Fees/Bank Chgs. 1,021.18 14,784.64 15,416.66 (632.02) 95.9% 18,500.00 14,784.64 11,939.43 2,845.21 23.83%

6160 · Awards 0.00 216.35 416.66 (200.31) 51.93% 500.00 216.35 456.19 (239.84) (52.58%)

6165 · Printing 167.78 9,895.81 10,000.00 (104.19) 98.96% 12,000.00 9,895.81 11,394.97 (1,499.16) (13.16%)

6175 · Postage 43.22 2,767.06 3,750.00 (982.94) 73.79% 4,500.00 2,767.06 2,706.19 60.87 2.25%

6180 · Equipment Lease/Rental 0.00 0.00 3,000.00 (3,000.00) 0.0% 3,600.00 0.00 2,732.57 (2,732.57) (100.0%)

6185 · Telephone/Bridge Calls 356.78 2,823.21 2,625.00 198.21 107.55% 3,150.00 2,823.21 2,255.01 568.20 25.2%

6190 · Web and Technology 0.00 10,049.00 15,000.00 (4,951.00) 66.99% 18,000.00 10,049.00 11,732.93 (1,683.93) (14.35%)

6200 · Travel 0.00 0.00 416.66 (416.66) 0.0% 500.00 0.00 648.61 (648.61) (100.0%)

6220 · Audit & Tax Filing 0.00 9,075.00 7,916.66 1,158.34 114.63% 9,500.00 9,075.00 7,522.00 1,553.00 20.65%

6230 · Insurance 0.00 1,953.00 2,083.34 (130.34) 93.74% 2,500.00 1,953.00 2,094.00 (141.00) (6.73%)

6240 · Taxes 0.00 14,285.00 13,333.34 951.66 107.14% 16,000.00 14,285.00 14,217.99 67.01 0.47%

6250 · Miscellaneous 0.00 0.00 0.00 0.00 0.0% 0.00 0.00 6,289.50 (6,289.50) (100.0%)

6999 · Previous Year Adjustments 0.00 2,258.39 0.00 2,258.39 100.0% 0.00 2,258.39 810.00 1,448.39 178.81%

TOTAL OPERATING EXPENSES 11,806.40 200,690.88 218,998.91 (18,308.03) 91.64% 257,197.19 200,690.88 214,452.08 (13,761.20) (6.42%)

NET OPERATING REVENUES 7,597.65 108,773.62 71,673.59 37,100.03 151.76% 48,717.81 108,773.62 85,808.63 22,964.99 26.76%

Page 2 of 46

11/10/14

Accrual Basis California Society of Municipal Finance Officers Statement of Activities

October 2014

Oct 2014 Jan - Oct 2014 YTD Budget $ Over Budget % of Budget Annual Budget Jan - Oct 2014 Jan - Oct 2013 $ Change % Change

PROGRAM REVENUES

4501 · Chapter Income 4,710.00 18,555.58 0.00 18,555.58 100.0% 0.00 18,555.58 0.00 18,555.58 100.0%

4503 · Contributions and Donations 0.00 10,000.00 15,000.00 (5,000.00) 66.67% 15,000.00 10,000.00 13,971.53 (3,971.53) (28.43%)

4505 · Webinar 650.00 2,850.00 2,500.00 350.00 114.0% 3,000.00 2,850.00 1,650.00 1,200.00 72.73%

4520 · Weekend Training 7,575.00 15,375.00 6,313.00 9,062.00 243.55% 12,625.00 15,375.00 12,725.00 2,650.00 20.83%

4570 · Intro to Government 0.00 13,685.00 13,333.34 351.66 102.64% 16,000.00 13,685.00 15,300.00 (1,615.00) (10.56%)

4580 · Presentation/Fiscal Policy 1,150.00 12,475.00 11,000.00 1,475.00 113.41% 13,200.00 12,475.00 13,900.00 (1,425.00) (10.25%)

4590 · Intermediate Government Acct 1,350.00 32,100.00 30,000.00 2,100.00 107.0% 36,000.00 32,100.00 32,650.00 (550.00) (1.69%)

4594 · CMTA/CSMFO Course 75.00 3,787.50 0.00 3,787.50 100.0% 14,500.00 3,787.50 0.00 3,787.50 100.0%

TOTAL PROGRAM REVENUES 15,510.00 108,828.08 78,146.34 30,681.74 139.26% 110,325.00 108,828.08 90,196.53 18,631.55 20.66%

PROGRAM EXPENSES

6401 · Chapter Expenses 0.00 6,077.45 0.00 6,077.45 100.0% 0.00 6,077.45 0.00 6,077.45 100.0%

6594 · CMTA/CSMFO Course Exp 0.00 2,811.47 14,000.00 (11,188.53) 20.08% 14,000.00 2,811.47 0.00 2,811.47 100.0%

6420 · Weekend Trainings 0.00 0.00 8,197.00 (8,197.00) 0.0% 16,394.00 0.00 0.00 0.00 0.0%

6430 · Intro to Government 526.24 11,832.68 10,666.66 1,166.02 110.93% 12,800.00 11,832.68 11,873.25 (40.57) (0.34%)

6450 · Presentation/Fiscal Policy 0.00 6,222.69 11,250.00 (5,027.31) 55.31% 13,500.00 6,222.69 11,710.87 (5,488.18) (46.86%)

6470 · Coaching Program Consultant 17,175.75 43,027.25 66,750.00 (23,722.75) 64.46% 80,100.00 43,027.25 37,275.00 5,752.25 15.43%

6480 · Intermediate Governmental Acct. 2,738.04 30,710.32 27,000.00 3,710.32 113.74% 32,400.00 30,710.32 26,228.72 4,481.60 17.09%

TOTAL PROGRAM EXPENSES 20,440.03 100,681.86 137,863.66 (37,181.80) 73.03% 169,194.00 100,681.86 87,087.84 13,594.02 15.61%

NET PROGRAM REVENUES (4,930.03) 8,146.22 (59,717.32) 67,863.54 (13.64%) (58,869.00) 8,146.22 3,108.69 5,037.53 162.05%

TOTAL CONFERENCE REVENUE 0.00 630,390.00 557,860.00 72,530.00 113.0% 557,860.00 630,390.00 558,440.00 71,950.00 12.88%

TOTAL CONFERENCE EXPENSES 0.00 515,077.54 541,322.00 (26,244.46) 95.15% 541,322.00 515,077.54 435,802.39 79,275.15 18.19%

NET CONFERENCE REVENUE 0.00 115,312.46 16,538.00 98,774.46 697.26% 16,538.00 115,312.46 122,637.61 (7,325.15) (5.97%)

NET REVENUE 2,667.62 232,232.30 28,494.27 203,738.03 815.01% 6,386.81 232,232.30 211,554.93 20,677.37 9.77%

Page 3 of 47

10/13/14

Accrual Basis California Society of Municipal Finance Officers Statement of Net Assets

As of September 30, 2014

Management & General Fund Comments:

Prepaid Expense-Insurance (Acct. 1251) is for an insurance invoice sent to CSMFO by Travelers in error. After paying the invoice in June, the mistake was discovered and we have received $7,445.00 refund in October.

The remainder of $1,076 was actually owed to Travelers so they deducted this amount from the total paid of $8,521.00. Traveler's had sent us someone else's invoice instead of CSMFO's.

This annual insurance amount of $1,076 was not expensed monthly because of the confusion over transferring insurance companies, so it will be expensed at year end.

Management Services (Acct. 6140) is lower this year compared to last due to Board's request to allocate a portion of these fees to the Conference Budget.

Merchant Fees (Acct. 6155) is higher this year than last due to a substantial increase in Conference Revenue.

GFOA Reception (Acct. 6255) shows an amount for the current year but not for last year. In 2013, the GFOA Reception expense of $6,254 was coded to Miscellaneous Expense (Acct. 6250), which was then

reclassed by the auditors during the 2013 audit to GFOA Reception (Acct. 6255). This adjustment was dated 12/31/13 so the comparison will be reflected at the end of 2014.

Audit & Tax Filing (Acct. 6220) consists of $7,650 for the audit and $1,425 for tax preparation of 2013 taxes. Last year the tax preparation expense was coded to "Taxes" in error, which explains why the current

year expense is showing higher than last year.

Total Chapter Income of $18,555.58 consists of $7,340.58 chapter bank account fund transfers, and $11,215.00 of actual chapter income since July 2014 (when we began managing chapter activity).

Program Services Fund Comments:

Significant YTD Variances on Expenses:

Unless noted below, YTD budget amounts = 1/12th of the annual budget amount multiplied by the number of months reported:1

Annual Conference - YTD budget amount = 100% as of February 1 because event is held in February.2

Board Planning Session - YTD budget amount = 100% as of October because the event is held in October.3

Budget/CAFR fees - YTD budget amount = 0% through July 31; 33% as of August 31; 67% as of September 30; and 100% as of October 314

Communication skills - YTD budget amount = 0% through September 30; 50% as of October 31; then 100% as of November 305

Legislative seminar - YTD budget amount = 100% as of May 31 because event is held in May6

Membership dues - YTD budget amount = 100% as of January 31 because they are considered earned7

State meeting (fiscal summit) - YTD budget amount = 100% as of May 31 because event is held in May8

Weekend training - YTD budget amount = 0% through September 30; 50% as of October 31; then 100% as of November 309

Audit - YTD budget amount = 100% as of May 31 because audit is completed in April and billed in May10

Topical training (WebEx) - YTD budget amount = 25% through March 31; 50% through June 30; 75% through September 30; then 100% as of October 31

Statement of Activities

Budget Variance Report

For The Month Ended July 31, 2014

Management Discussion and Analysis

(The expense of $6,254 for GFOA Reception was not recorded to Miscellaneous Expense until July, 2013.)

Added Distinguished Service Awards to the Balance Sheet. $500 reserved for Receipients for 3 years from Award. Three receipients currently booked: Michael Coleman, Irwin Bornstein, and Bill Statler.

Accounts Receivable (Acct. 1100) consists of the education income sharing with CalCPA for their Quarter 4 (Feb-April 2014) that is due CSMFO. We are still working with them for payment.

Page 4 of 48

3:57 PM

11/10/14

Accrual Basis California Society of Municipal Finance Officers

Monterey Bay P&L January through October 2014

Jan - Oct 14

Ordinary Income/Expense

Income

4500 · PROGRAM REVENUES

4501 · Chapter Income

4501.08 · Monterey Bay 405.00

Total 4501 · Chapter Income 405.00

Total 4500 · PROGRAM REVENUES 405.00

Total Income 405.00

Gross Profit 405.00

Net Ordinary Income 405.00

Net Income 405.00

Page 1 of 79

3:56 PM

11/10/14


Channel Counties P&L January through October 2014

Jan - Oct 14


Income



4501.11 · Channel Counties 2,585.00

Total 4501 · Chapter Income 2,585.00

Total 4500 · PROGRAM REVENUES 2,585.00

Total Income 2,585.00

Gross Profit 2,585.00

Expense

6400 · PROGRAM EXPENSES

6401 · Chapter Expenses

6401.11 · Channel Counties 920.00

Total 6401 · Chapter Expenses 920.00

Total 6400 · PROGRAM EXPENSES 920.00

Total Expense 920.00

Net Ordinary Income 1,665.00

Net Income 1,665.00

Page 2 of 710

3:55 PM

11/10/14


San Gabriel Valley P&L January through October 2014

Jan - Oct 14


Income



4501.12 · San Gabriel Valley 2,319.67





Expense



6401.12 · San Gabriel Valley 1,097.09

Total 6401 · Chapter Expenses 1,097.09

Total 6400 · PROGRAM EXPENSES 1,097.09

Total Expense 1,097.09


Net Income 1,222.58

Page 3 of 711

3:55 PM

11/10/14


Central Los Angeles P&L January through October 2014

Jan - Oct 14


Income



4501.13 · Central Los Angeles 80.00

Total 4501 · Chapter Income 80.00

Total 4500 · PROGRAM REVENUES 80.00

Total Income 80.00

Gross Profit 80.00

Net Ordinary Income 80.00

Net Income 80.00

Page 4 of 712

3:54 PM

11/10/14


South Bay (LA) P&L January through October 2014

Jan - Oct 14


Income



4501.14 · South Bay (LA) 2,141.15





Expense



6401.14 · South Bay (LA) 949.95

Total 6401 · Chapter Expenses 949.95

Total 6400 · PROGRAM EXPENSES 949.95

Total Expense 949.95


Net Income 1,191.20

Page 5 of 713

3:53 PM

11/10/14


Orange County P&L January through October 2014

Jan - Oct 14


Income



4501.16 · Orange County 7,430.00





Expense



6401.16 · Orange County 2,150.09

Total 6401 · Chapter Expenses 2,150.09

Total 6400 · PROGRAM EXPENSES 2,150.09

Total Expense 2,150.09


Net Income 5,279.91

Page 6 of 714

3:46 PM

11/10/14


San Diego County P&L January through October 2014

Jan - Oct 14


Income



4501.19 · San Diego County 1,679.76






Net Income 1,679.76

Page 7 of 715

CSMFO BOARD REPORT Date December 5, 2014 FROM: Michael Gomez Chair, Professional Standards and Recognition Committee SUBJECT: Awards Program Tracking Application Background: The Professional Standards and Recognition Committee (PSRC) has been dedicated to the improving efficiencies of award submissions reviews. Over the past couple of years, the PSRC has moved the budget awards program from a paper-based process to an on-line process. Through the transition to an on-line process, a need developed to easily and efficiently move data from submission to review to award. The PSRC had used hyperlinks, Excel, Google Spreadsheets, and Dropbox to facilitate an on-line process. While the use of multiple tools has been successful, the PSRC realized that the awards submission information was being passed through too many systems. This created too many opportunities for something to be missed or lost. This past summer the PSRC reached out to CSMFO – IT and the Information Technology (IT) Committee to discuss a “single source” application or software that could be a central repository for award submission information and facilitate the award review process. Justin Lewis from CSMFO – IT presented to PSRC and the IT Committee a web application that could be a solution for PSRC. The web application presented was Trello. The PRSC and IT Committee believed Trello was the resource needed. As a next step the PSRC created a workflow graphic for Justin to understand an awards process. Justin then created a mock award submission to demonstrate to PSRC and the IT Committee that Trello is the best option. Below is the workflow graphic created by the PRSC showing the Budget Awards review process.

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Written Reports for Action and Information Items Page 2

Justin was able to successfully create PSRC’s budget process in Trello based on the workflow graphic displayed above. Both the PSRC and the IT Committee believed that Trello will accomplish the need to have a central repository to monitor award review. Below are screenshots of the Trello web application with a brief summary describing the workflow process.

Similar to the budget review process documented in the workflow graphic above, columns are created to identify PSRC member responsibility.

17


A “card” is created for each award submission. The card allows the PSRC to track the award type, assigned PSRC member, contact information, award application, budget submission, and a checklist of action completed. Further, the card also has a due date reminder component.

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Each card will be updated with additional attachments as the review progresses, resulting in a central repository for all documents related to an agency’s award submittal. The PSRC is grateful for the CSMFO – IT and the IT Committee for dedicating time to understanding our needs and working through a solution with us. The PSRC has “gone live” with the Trello application for the current awards season. Thus far there have been no application issues and committee members have used the software with a minimal amount of training. Recommendation: The PSRC recommends that the Board receive this report documenting the updated process in Trello for award program review.

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ANNUAL CONFERENCE HANDBOOK

Revised February 2013

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TABLE OF CONTENTS

INTRODUCTION ....................................................................................................................................................... 3

CONFERENCE SITE SELECTION COMMITTEE .............................................................................................. 3 RESPONSIBILITY OF THE CONFERENCE SITE SELECTION COMMITTEE ...................................... 3 SITE SELECTION POLICY .......................................................................................................................... 3 PROCESS FOR SELECTING CONFERENCE SITE .................................................................................... 4

MEETING PLANNER SERVICES ........................................................................................................................... 4 PRIOR TO CONFERENCE ............................................................................................................................ 4 DURING CONFERENCE .............................................................................................................................. 5 POST-CONFERENCE.................................................................................................................................... 5

CSMFO CONFERENCE POLICIES ........................................................................................................................ 5 POLICY ON CONFERENCE STAFF ........................................................................................................... 5 POLICY ON WAIVER OF CONFERENCE FEES AND HOTEL FEES ..................................................... 5 POLICY ON HOTEL SUITE ASSIGNMENT............................................................................................... 6 POLICY ON REIMBURSING CONFERENCE SPEAKERS ....................................................................... 7 POLICY ON HOSTED RECEPTIONS .......................................................................................................... 7 POLICY ON HOSTED DINNERS ................................................................................................................. 7 POLICY ON BANQUET OR EVENING EVENT ........................................................................................ 8 POLICY ON USE OF PRESIDENT'S HOSPITALITY SUITE .................................................................... 9

PROGRAM COMMITTEE RESPONSIBILITIES ................................................................................................. 9 COORDINATION WITH HOST COMMITTEE ......................................................................................... 10 PRE-CONFERENCE TRAINING ................................................................................................................ 10

HOST COMMITTEE RESPONSIBILITIES ......................................................................................................... 11 HOST CHAIR RESPONSIBILITIES ........................................................................................................... 11 CONFERENCE MATERIALS ..................................................................................................................... 13 CONFERENCE ON-SITE REGISTRATION .............................................................................................. 13 CONFERENCE LOGISTICS ....................................................................................................................... 14 CONFERENCE EVENTS ............................................................................................................................ 15 CSMFO VENDORS/EXHIBIT HALL ......................................................................................................... 15 CONFERENCE ITINERARY ...................................................................................................................... 16 CONFERENCE SCHOLARSHIPS .............................................................................................................. 16

UPDATE OF ANNUAL CONFERENCE HANDBOOK ...................................................................................... 17

CSMFO ANNUAL CONFERENCE THEMES ...................................................................................................... 18

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INTRODUCTION CSMFO promotes excellence in financial management through innovation, continuing education and the professional development of members. To this end, the Annual Conference provides all members with education and skills necessary to carry out a high level of professionalism in the field of municipal finance. CONFERENCE SITE SELECTION COMMITTEE

The annual three-day conference, generally held in February, is one of the most important activities of CSMFO. The city and venue of the Annual Conference has a direct bearing on the event's success. The CSMFO Board of Directors, in recognition of the Conference's importance, has created the Conference Site Selection Committee to oversee the site selection process. RESPONSIBILITY OF THE CONFERENCE SITE SELECTION COMMITTEE The Conference Site Selection Committee is responsible for recommending Conference sites to the Board of Directors, as well as providing assistance for the Conference. Such assistance should include reviewing the hotel proposals with the meeting planner, on-site visits during the planning process and assisting the Host Committee as requested. The CSMFO President appoints the Chair, Vice Chair(s), Senior Advisor(s) and Board Liaison of the Committee. The Board of Directors has authorized employing the services of a professional meeting planner to assist in site selection and Conference planning and negotiations. The Chair is also responsible for contacting the Finance Director of the City selected and maintaining a line of communication regarding local participation. SITE SELECTION POLICY Conference sites are selected, when possible, three to four years in advance. It is important to alternate Conference sites throughout the state. Historically, Conferences have been rotated to correspond with the section of origin of the CSMFO President; i.e., if the President-Elect being installed as President at the Annual Conference is from the northern part of the state, the Conference will be held in Northern California. The same holds true for Southern California. From time to time, the Board of Directors, depending on circumstances at the time, may choose to deviate from the north-south rotation policy. This decision can only be made by a vote of the CSMFO Board of Directors.

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PROCESS FOR SELECTING CONFERENCE SITE The Conference Site Selection Committee is responsible for determining the potential city(ies) for the Conference. The professional meeting planner will solicit proposals for the Committee to review, and after the site visits are completed and the proposals reviewed the Committee will make a recommendation to the Board of Directors. Hotel proposals are to be reviewed by the Conference Site Selection Committee and site visits should be coordinated for each hotel with adequate facilities. CSMFO will bear the expense of travel and lodging for the Conference Site Selection Committee, meeting planner and/or his/her representative, and the Executive Director or his/her designee. Whenever possible, the venues being visited should provide lodging and meals, and travel costs should be kept to a minimum. The Conference Site Selection Committee may use the “Site Tour Instructions and Helpful Hints” (Exhibit A) as a tool to determine its recommendation to the Board of Directors. MEETING PLANNER SERVICES The meeting planner provides site selection assistance, negotiates with vendors on behalf of CSMFO, and assists in all ways and activities necessary to conclude the selection of site locations for the Conference. Meeting planning services will be contracted in conjunction with overall management services for the organization. The Board of Directors is responsible for these contracts. It is the responsibility of the consultant to monitor the scope of services, and bring to the attention of the Host Committee any items being requested that fall outside the contract. Listed below is a brief overview of services being provided, and shall not in any way supersede the contracted scope of work. PRIOR TO CONFERENCE – The meeting planner will be available to answer questions, meet with Board/committee members, and deal with any issues/problems that arise prior to Conference. As described in more detail below, planner will (with the direction of the committee/Board of Directors):

• Provide site selection assistance • Negotiate final contract with host and overflow hotels • Negotiate with hotel on food/beverage needs • Ensure adequate meeting space for anticipated program • Check banquet event orders and give final guarantees • Negotiate for entertainment, and/or decorations as needed • Arrange Board/committee travel arrangements for site selection • Make hotel arrangements, when necessary

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DURING CONFERENCE – The meeting planner will be available to provide complete oversight of Conference, including but not limited to:

• On-site 24 hours a day to answer questions • Meet with Host Committee/Board members • Attend a pre-Conference meeting with all appropriate hotel personnel to advise them of

any last minute program changes and to review entire program • Meet with banquet/convention services manager to review final details • Coordinate with Program Committee on each meeting room to ensure food/beverage and

audio/visual needs are as ordered and meeting room is set according to requested requirements (or manage volunteers to assist with process, especially during concurrent sessions)

• Work with Host Committee/Board to set up and oversee the registration desk • Review the hotel bill to validate all charges

POST-CONFERENCE – The meeting planner will meet with current and future Board/committee members for a “debriefing” of the Conference and make any recommendations for future Conferences. The meeting planner will also conduct a survey of attendees and exhibitors/sponsors to evaluate the Conference. CSMFO CONFERENCE POLICIES

Over the years, a number of Conference policies have been approved by the Board of Directors to help the Annual Conference Host Committee in planning the Annual Conference. These policies are reviewed by the Board on a regular basis. The Host Committee may make recommendations for review or edit of existing policies; however, until a policy amendment is approved by the Board of Directors, the existing policy must be followed. Board policies pertaining to the Annual Conference are listed below. POLICY ON CONFERENCE STAFF CSMFO shall have, at a minimum, five (5) staff members present at the Annual Conference; at a maximum, CSMFO shall have no more than one staff member per 100 registrations (or portions thereof). CSMFO will provide each of these staff members lodging for up to four (4) hotel nights, reimbursement for travel to and from the event, and meals during the length of stay. POLICY ON WAIVER OF CONFERENCE FEES AND HOTEL FEES The President, President-Elect and Past President shall be provided upgraded hotel rooms during the Conference, if they are available. The incoming President shall be provided the Presidential Suite (or comparable suite) at no cost to the President. The Conference Site Selection Committee shall strive to procure the Presidential Suite for the incoming President as part of the hotel

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contract. The President, President-Elect and Past President are required to pay the normal Conference registration fee; the President-Elect and Past President are required to pay their own hotel accommodations. Past-Presidents who are retired and are no longer working, inside or outside of government, are not charged for Conference registration. They are expected to pay for their hotel accommodations. Up to ten fifteen (105) Host and Program Committee members may receive either complimentary conference registration or three free hotel nights during the week of the Conference. The Host Committee Chairs shall determine which, if any, Host and Program Committee members receive this benefit; however such decision should be based on the level of participation and commitment leading up to the Conference. All other CSMFO members attending the Conference shall pay the appropriate Conference registration fees and hotel room rates. Those exempt from paying both Conference registration fee and hotel fee are: 1. An official representative of the Municipal Finance Officers Associations from

the states of Alaska, Oregon and Washington 2. The President of California Municipal Treasurers Association or designee 3. The President of GFOA or designee 4. Speakers who do not otherwise attend the Conference (speakers receive one night

hotel’s stay and the day of their speaking engagement complimentary, unless otherwise negotiated by the Program Committee)

The exemption from paying hotel room rates shall not exceed three nights. POLICY ON HOTEL SUITE ASSIGNMENT If upgraded rooms are available, they shall be assigned based on the following priority: 1. Incoming President (Presidential Suite or equal) 2. Co-Chair of Host Committee 3. Incoming President-Elect 4. Immediate Past President 5. Out-of-State Representatives and CMTA President 6. CSMFO Board Members

7. CSMFO Staff Even if some of the above have comped rooms, if upgraded rooms are available, then they should be assigned in the above order. The above list is strictly for use in determining who shall be assigned to suites if they are available. This depends on what is available at the hotel and what is negotiated in the hotel contract.

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POLICY ON REIMBURSING CONFERENCE SPEAKERS All requests for expense reimbursements of conference breakout speakers should be submitted no later than thirty (30) days after the completion of the Aannual cConference and should use the following format: Hotel – the amount should not exceed the cost secured at the discounted hotel rate at the Cconference. Meals – the amount should follow the guidelines set forth by the IRS for meals. Airfare – the amount should not exceed the “coach” rate of the airline being used. Expense reimbursements for keynote speakers may differ from the above, as negotiated per their contracts by the Program Committee. POLICY ON HOSTED RECEPTIONS All Conference receptions and cocktail parties shall be hosted by the incoming CSMFO President or his/her designee and shall be charged to the Annual Conference budget. The hosted receptions include the opening reception and a brief reception, if appropriate, before or after the banquet or evening event. Any deviation from this schedule that would affect the Board-approved budget must be revisited for approval by the Board. POLICY ON HOSTED DINNERS The Host Committee is responsible for planning all required dinners during the Conference. All expenses associated with the dinners shall be charged against the Conference budget. The required dinners are: 1. Presidents Dinner 2. Banquet or equivalent 3. Other dinners approved by CSMFO Board of Directors. Those to be invited to the hosted dinners: President’s Dinner (Host - Incoming President)

Past-Presidents, Board of Directors, Staff (up to 10 total, with guests), out-of-state guests, key members of the Host Committee, Standing Committee Officers, Chapter Chairs, GFOA President or his/her representative, President of CMTA or his/her representative, President of LOCC Fiscal Officers Division. All of the above invitees may bring a guest. The Incoming President may, at his or her discretion, invite up to an additional ten (10) guests, provided the event conforms to budgetary restrictions. If there are sponsors for the dinner, the number of representatives invited to the dinner will be concurrent with the published sponsorship levels.

Banquet or evening event (Host - Incoming President)

Formatted: Normal

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All Conference attendees. POLICY ON BANQUET OR EVENING EVENT The evening event of the Conference is intended as a social event, such as a banquet, however the Host Committee may develop other types of evening events to encourage social interaction.

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POLICY ON USE OF PRESIDENT'S HOSPITALITY SUITE It is customary for the incoming President or Host Committee Co-Chair to have available for his or her use, a hospitality room. In some cases, this can be part of the President's Suite. In other cases, it may be a separate room apart from the President's Suite. The use of the room is at the discretion of the President; however, customarily the room is used for social events hosted by the President and the Board of Directors. Expenses associated with the hospitality room shall be charged to the Conference budget. PROGRAM COMMITTEE RESPONSIBILITIES

ANNUAL CONFERENCE PROGRAM The purpose of the Program Committee is to set the educational content of the Annual Conference. The committee coordinates all speakers, with the exception of the opening keynote, which is coordinated with the Incoming President. The Program Committee should handle the following: 1. Developing Annual Conference program topics and schedule with review by the

Host Committee. 2. Arranging for speakers and negotiating speakers' contracts within the approved

Conference budget. 3. Creating captivating titles for each of the sessions. (Ask speaker first; however,

many appreciate assistance in creating a title that is appealing to our particular audience.)

4. Obtaining from each speaker:

a. Audio-visual equipment needs (see form) and a signed taping permission form, as applicable, from each speaker to provide to the Host Committee.

b. Employee Identification Number or Social Security Number on a W-9 form. The State of California now requires withholding on speakers who do not reside in California. Forward the W-9 or other tax forms and speaker fee amounts to CSMFO staff, who issues the 1099s for speakers.

c. A short biography.

d. Handouts should be posted on the CSMFO website, in advance if possible. Should a speaker insist on hard-copy handouts, the speaker must coordinate and bear the cost.

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5. Arranging for the moderators for each of the sessions, including moderator confirmations and distributing instructions and speaker bios. Submit the list of moderators to CSMFO staff.

6. Coordinating with Host Committee all special arrangements and estimated costs for the speakers, including transportation, hotel rooms and other incidentals.

7. Reporting to the Host Committee the status of speakers' arrangements and the budget.

8. Meeting, greeting and directing general session speakers to their sessions on the days of the Conference. Other speakers may check in at the registration desk.

9. Sending thank you letters to all speakers.

10. Making regular update reports to the CSMFO Board on the status of program content, selection and confirmation of speakers.

COORDINATION WITH HOST COMMITTEE One of the Program Committee members shall be designated the liaison between the Program Committee and the Host Committee. PRE-CONFERENCE TRAINING The Program Committee selects the topics and speakers for the pre-conference training. Any fees associated with the pre-conference training (speaker fees, audio visual, etc.) will be communicated to the Host Committee and meeting planner. Revenue and expenses for the pre-conference training are included in the overall Annual Conference budget. The Host Committee is responsible for all hotel logistics associated with the pre-conference training, while the Program Committee is responsible for speaker coordination. Registration fees for the pre-conference training are established by the Program Committee, and shall at minimum be set to break even on the session. Pre- and on-site registration is handled by CSMFO staff. The Host Committee, or designated chair, arranges for pre-conference participants to be able to pick up their full conference registration packet upon arrival at the pre-conference. Helpful Hints:

1. Working with a speakers bureau:

Program Committee may work with as many bureaus as desired, though it may get confusing to use more than two.

The bureaus will want to know general topic areas for which a speaker is required and a budget for each. Video clips are often available on websites.

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Program Committee may request that the bureau contact specific speakers even if they are not on their current list, though the committee may want to try to contact speakers directly to obtain a lower price.

The fees quoted by the bureaus are usually negotiable.

2. Legislators and their staffs are high-risk speakers, as they often have to cancel the engagement at the last moment. If booked, be sure to have a backup in case of cancellation. The people sent to fill in may not be people you want.

3. Taping permission form, if taping, is required and must be personally signed by the speakers. Emailed approval is not sufficient. Information should be forwarded to the Host Committee.

4. After all speakers have informed of their audio-visual needs, communicate same to meeting planner. The meeting planner will negotiate packages as necessary.

5. Let the CSMFO members assist in suggesting topics for concurrent sessions by means of a Call for Presentations. They know what they want to learn about and have great ideas. The email list is an easy way to do this. Also, use the Career Development Committee for ideas/feedback.

6. Getting moderators can be a time-consuming task. Scholarship recipients will be tasked with moderating or room monitoring; Chapter Chairs, Committee and Board members are also good places to start. Personal phone calls seem to work the best. Start early.

HOST COMMITTEE RESPONSIBILITIES

The Host Committee and the meeting planner are responsible for the production of the Annual Conference. The President-Elect (the person that will be installed as President of CSMFO at the Conference business meeting) serves as Conference Co-Chair, along with, generally, a CSMFO member from the area hosting the Annual Conference. Listed below are the normal responsibilities of the Host Committee. Each Host Committee may organize differently; however, someone must be responsible for the following assignments: HOST CHAIR RESPONSIBILITIES

1. Overseeing the overall Conference and Host Committee activities.

2. Appointing the Host Committee.

3. Developing Conference budget, in coordination with the meeting planner, and submitting it to the CSMFO Board for approval at the meeting held in conjunction

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with the annual Planning Session.

4. Providing oversight of financial management and recordkeeping for the Annual Conference, in cooperation with CSMFO staff.

5. Making regular update reports to the CSMFO Board on the status of hotel

negotiations, registration and sponsorship numbers and other financial reports as needed.

6. Providing to the Board of Directors, by no later than May 1 following the

Conference, a final financial accounting of all Conference activities.

Helpful Hints:

1. Special Meetings are frequently requested during the Annual Conference. These meetings often are related to special projects and goals planned by the Board. The Host Committee Chairs should encourage Board and committee members to identify any such meetings when the budget presentation is made at the CSMFO Board meeting in the fall.

2. Standing Committee meetings that are scheduled during the Annual Conference

should be noticed by Committee Chairs. 3. Other events such as a golf tournament, tennis tournament, tours, organized walk,

aerobics, etc., are acceptable. Scheduling of such events is up to the Host Committee. It should be noted, however, that assistance with such events is not included in the meeting planner or management contracts, and may be subject to additional fees should the event(s) not be completely managed by volunteers.

4. Invitations to out-of-state guests and other VIPs should be mailed no later than three months in advance of the Conference. Keep in mind that guests are probably not familiar with the Conference city. The invitation should include information about the area and any special events during the Conference. Each out-of-state guest should be assigned someone to assist them and ensure they know where they are to sit, what is expected of them, when they will speak, etc., as well as be sure they are made welcome.

5. Invitations to the President’s Dinner should be sent approximately six weeks in

advance of the event. If the Dinner has a sponsor(s), include appropriate logos on the invitation. See the “Hosted Dinners” section for more information.

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CONFERENCE MATERIALS 1. After consultation with the Host Committee, the meeting planner should work

with the graphic designer to design the logo and create the brochure for the event. The logo and brochure are both subject to Host Committee review and approval. Brochures are posted to the website and should be distributed electronically to all available email addresses by mid-November for a mid-February Conference.

2. CSMFO contracts with a third-party provider to print name badges that work with

scanners at session doors to electronically log CPE hours. CSMFO staff prepares registration packets for pick-up on-site, including tickets and ribbons. Registration is done using the association’s database, and is maintained by CSMFO staff.

3. The CSMFO meeting planner will coordinate preparation of materials to be

handed out at the Conference registration desk, including conference gifts, on-site program, pocket program, list of attendees, etc.

4. CSMFO staff prepare packets for the room monitors to pick up at the registration desk. The packets include: meeting room/location, instructions, event sheet, copies of the speaker bios, speaker name tent card(s), speaker gift(s), and the name of the moderator.

5. CPE hours are tracked using name badges in conjunction with electronic scanners

outside each educational session where CPEs are available. Attendees can log in to a site after the event to print a certificate listing their total CPEs for the Conference.

6. After the event, the meeting planner will create and distribute to all attendees an

online survey to evaluate the success of the event.

Helpful Hints

1. Registration forms should include an area for special needs.

2. Registration forms should be distributed as possible to non-CSMFO members.

3. Whenever possible, registration materials should be provided to the Board of Directors prior to the Conference.

CONFERENCE ON-SITE REGISTRATION

1. On-site Conference registration is primarily handled by CSMFO staff. Staff may solicit volunteers to assist as they deem necessary.

2. At Conference registration, staff will check to ensure that proper registration fees

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have been paid and collect any unpaid fees. 3. Meeting planner should ensure extra materials are available for on-site

registrations. 4. Registration should stay open throughout the Conference to ensure attendees can

get their registration materials, name badges and event tickets. CONFERENCE LOGISTICS

1. Meeting Planner should contract with the audio-visual service to provide the requested equipment for general session speakers as well as the equipment for each of the breakout rooms. If it is determined that the Conference sessions will be taped, the meeting planning may arrange for a vendor to tape the sessions. The meeting planner should negotiate all audio-visual (A/V) contracts.

The meeting planner will work closely with the Program Committee to determine the A/V needs of each speaker and will make arrangements for the proper equipment in each room. The breakout session equipment will be standard; keynote speakers may request special A/V needs.

2. The meeting planner should keep the hotel/convention center management posted

on any schedule changes, and ensuring that dining rooms are ready on schedule. 3. The meeting planner should coordinate with hotel staff during Conference to

ensure that:

Seating arrangements are satisfactory Lighting arrangements are adequate Refreshments are sufficient in rooms Heating and air conditioning are working properly Flipcharts or other audio or visual aids are available and in place at proper

time.

4. The Scholarship Subchair appoints room monitors for each session, whose responsibility it is to report any equipment failures, notify staff of any room needs (additional chairs, temperature changes, refreshment needs, etc.), place appropriate signage and speaker identification name tents, etc. The Scholarship Subchair is required to utilize conference scholarship recipients as room monitors, although not exclusively; the list is then provided to CSMFO staff.

It is recommended that sufficient volunteers are recruited to provide at least one person for each event (see room monitors above). The event person will be the eyes and ears of the session and help to ensure the event’s success from a logistics point of view.

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CONFERENCE EVENTS

1. Work closely with the meeting planner on the following:

a. All meals including any for the Pre-Conference b. Refreshments for breaks including any for the Pre-Conference c. The banquet or special event theme, food, entertainment, decorations

2. Meeting planner should provide the food guarantees (numbers of persons to be

served) for breaks and for each meal. 3. Meeting planner should communicate any special dietary needs to the hotel staff.

CSMFO VENDORS/EXHIBIT HALL CSMFO vendors, sponsors and exhibit hall logistics are handled by the Meeting Planner.

1. Review prior year conference vendor/exhibit notes and forms.

2. Determine hours of exhibit hall. This is a key issue with vendors and plays an important role in their decision to participate.

3. Prepare vendor registration form. 4. Non-profit organizations may choose to exhibit at the lowest level for a discount

of 45% off the regular fee for that level. This discount is only available at the lowest level. Any non-profit organization desiring a higher level of participation is required to pay the stated fee for that level.

5. Prepare vendor solicitation letter with key data about Conference. Keep to one

page. Establish sponsor level amounts and other rates with approval by Host Committee.

6. Contact booth provider and determine what items are provided with the booth and

what items are costed separately, to be paid by the vendor/exhibitors (e.g., wastebaskets, chairs, tables, etc.)

7. With booth provider, determine layout of the Exhibit Hall, and get fire marshal

approval of floorplan. Keep Conference attendees mingling as much as possible in the Exhibit Hall by scheduling the snack breaks, continental breakfast, and “happy hour” events in the Exhibit Hall.

8. Have booth provider prepare an Exhibit Hall floor plan that can be updated as

registrations are processed and posted on the CSMFO website. Update regularly!

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9. Send a confirmation to each vendor once they have registered for a booth. Do not

reserve a booth until payment is received.

10. Determine how to recognize the vendors that contributed at the higher levels. Exhibit booth providers may be able to include their names and logos on signage.

11. At the Conference during the Exhibit Hall hours, keep in contact with the vendors

to make sure they have everything they need.

12. After the Conference, follow up with a satisfaction survey. Helpful Hints:

1. Vendor activities should not conflict with scheduled Conference events. The Host Committee must make a special effort to notify vendors of this policy and to make them aware of which night is left ‘open’ for vendor receptions, etc. Make sure that the hotel notifies the meeting planner if a vendor rents a room for hosting some event.

CONFERENCE ITINERARY The Host Committee, in collaboration with the Program Committee, is required to prepare or have Meeting Planner prepare a Conference Itinerary, which documents every event that occurs during the entire Conference. The Itinerary should detail for the Board members and other identified leadership any times and places they are recommended to be in attendance. In addition, a President’s Itinerary shall be created by CSMFO staff and/or the contract meeting planner, to assist him or her in Conference preparations. Helpful Hints:

1. Conference Itinerary should include a list of out-of-state guests, CMTA President, GFOA representative, LOCC Fiscal Officers Division President and their traveling companions.

CONFERENCE SCHOLARSHIPS The Host Committee shall identify an individual from within the committee to coordinate Conference scholarships. Such individual shall work with CSMFO staff to create the necessary forms, post said forms on the website and solicit applications from the membership. 1. Funding for a minimum of 10 full scholarships is to be included in the Annual Conference

Budget with additional funding at the discretion of the Host Committee based on Annual Conference Budget approved by the Board.

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2. The Host Committee will manage the scholarship process and selection of the recipients. 3. The scholarship application period shall run from initial registration date to a date previous

to the early-bird registration deadline, as determined by the Host Committee. Host committee is to provide notice to all applicants within two weeks.

4. Scholarship recipients must be a government member of CSMFO in the year the conference is to be held.

5. Recipient must not have received a scholarship from CSMFO in the past 18 months. 6. An agency shall not receive scholarship more than 3 times in 5 years. 7. Applicants must make a financial hardship statement on the application. 8. Scholarship recipient must be the only attendee from their Agency to attend. 9. To encourage involvement in CSMFO Committee and Chapters, applicants are to express

their involvement or desired involvement with CSMFO on the application form. 10. Scholarship recipient will be a room monitor for 2 break-out sessions or otherwise

volunteer at least 3 hours at the Annual Conference as identified by the Host Committee. 11. Scholarship recipient is eligible to receive conference registration and up to two nights of

hotel accommodations. The recipient will be responsible for travel to/from conference, additional nights of hotel accommodations, and all other incidentals.

12. Should more applications be received than budgeted, the Host Committee will provide preference for first time attendees, first time applicants and/or the potential recipient’s involvement with CSMFO.

13. At the Host Committee’s discretion, the application period can be extended if all scholarships have not been awarded.

14. Should the applicant live within 30 miles of conference, they will be encouraged by the Host Committee to commute to conference to provide additional funding for other scholarships.

UPDATE OF ANNUAL CONFERENCE HANDBOOK The Host, Program and Conference Site Selection Committees should make recommendations to the Administration Committee for updates of this handbook, as deemed necessary. The Administration Committee will periodically review this Handbook, but is required to review the Handbook after execution of any contracts, such as Management and/or Meeting Planner contracts, that may alter the content of the Handbook. Should this Handbook ever be in conflict with any contracts, the contracts shall prevail.

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CSMFO ANNUAL CONFERENCE THEMES 2015 Monterey The Changing Tides of California Finance 2014 Palm Springs Playing the Next Round 2013 Oakland California Finance…And All That Jazz 2012 Anaheim Soarin’ Over California Finance 2011 Burlingame Change is the Name of the Game of Public Finance 2010 Los Angeles LA Live 2009 San Francisco Climbing the Hills of Public Finance 2008 Anaheim The Wonderful World of Finance 2007 Modesto 50 Years of Fabulous Finance 2006 Palm Springs Rising to New Heights in Finance 2005 Burlingame Bridging our Financial Future 2004 Long Beach Navigating Financial Currents 2003 Sacramento The Capitol Connection 2002 San Diego Surfing the Waves of Change 2001 San Jose A Finance Odyssey 2000 Pasadena Expanding Horizons in Government Finance 1999 Monterey Sailing into the New Millennium 1998 Newport Beach An Ocean of Opportunities 1997 Pleasanton Harvesting Prosperity 1996 Burbank Lights, Camera, Finance 1995 San Luis Obispo Finance Off Ramp to the Information Highway 1994 Riverside Financial Futures: Survival of the Fittest 1993 Santa Clara Meeting with a Mission: Strategies and Tactics for the Business of Government 1992 Long Beach Finance is Management 1991 Millbrae Ethics, Excellence, Success 1990 San Diego Setting Sail toward Excellence 1989 Santa Rosa Uncorking the '90s 1988 Anaheim Managing for the Future 1987 Fresno Sharing the Best 1986 Claremont Quest for Knowledge 1985 San Jose Going for the Gold 1984 San Diego The Challenge of Change 1983 Sacramento Innovation of the '80s 1982 Anaheim Cost Effectiveness in the '80s 1981 Santa Clara California's Great American Cities 1980 Oxnard Changing with a Changing World 1979 Oakland (no file) 1978 San Diego (no file) 1977 Monterey The Future - Pro-Active or Active? 1976 Long Beach Future Fiscal Shock 1975 Sacramento New Thoughts for the Soaring Seventies

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1974 Pasadena The Making of a Vice President - Finance 1973 San Mateo Municipal Finance - Big Business 1972 Newport Beach Team Management to Meet the Fiscal Crisis 1971 Monterey Where Do We Go From Here? 1970 Beverly Hills Partners in Progress 1969 Oakland Urban Problems - Revenue Reform 1968 Palm Springs The City - Not the Department 1967 Palo Alto 1966 El Segundo 1965 Sacramento 1964 Santa Barbara 1963 Fresno 1962 Fresno 1961 Fresno

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Exhibit A Site Tour Instructions and Helpful Hints

The CSMFO Annual Conference Site Selection will be decided pending desired amenities. The important thing to remember when touring facilities is to put oneself in the participants’ shoes, and try to determine what things they will or won’t appreciate. Some items are requirements, others are merely desirable. Some of these include: The following are all mandatory requirements for the CSMFO Annual Conference Site Selection:

• Adequate and well-flowing meeting space • Adequate/expansive exhibit hall space • Adequate number of hotel rooms in reasonable proximity to host hotel/facility

The desirable criteria to be evaluated are:

• Attendees can all meet in one facility • Quality and conditions of meeting space • Most of the hotel rooms shall be in one facility (with some overflow to an immediately

adjacent hotel) • Quality and condition of hotel rooms • Hotel affordability (room rate< $200.00) • Location (is the city/location a draw for the members?) • Transportation (convenience to major airport, shuttle availability, affordability)

Bonus criteria consists of:

• Location relative to leisure activities • Golf Course availability • Guest Activities • Host City/Chapter willing to provide support

Some items to consider while looking at sites:

• Reviewing the location of meeting space to determine if the flow for general session, breakouts and especially our exhibitors works for us.

• For the convention centers: Are there areas for networking and easy flow for attendees? • Does the hotel have the correct “feel” for our attendees? Does it have the corporate feel

we want? Is it “worn” in any way that we cannot live with? Does it have networking areas after hours? Are we comfortable with locations where we may have to use more than one hotel?

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CSMFO BOARD REPORT Date November 24, 2014 FROM: Jesse Takahashi, President Elect SUBJECT: 2015 Conference Budget RECOMMENDATION Approve the proposed budget for the 2015 Annual Conference. DISCUSSION At the September 2014 Board of Director’s meeting the 2015 Conference budget was presented for adoption. One line item that garnered discussion was the absence of a budget for Wi-Fi in the meeting space. With the need for attendees to stay connected with their workplace, the Board felt that Wi-Fi access is a necessity at conferences for all attendees. The Board asked the Conference Host Committee to review this line item and bring back a recommendation for this expense at the December Board meeting. The Wi-Fi capability as it exists at the Portola Hotel and the Monterey Conference Center is as follows: At the Portola Hotel, if a guest signs up for internet in their room, they will be charged $5.00 per day for one device; this fee is normally $9.95 per day for the same connection. Not only will they have access in their sleeping room but this gives the guest access throughout the hotel, including meeting space in the hotel. In the Monterey Convention Center, the Wi-Fi is complimentary in all open and meeting spaces. After several inquiries with our convention services manager at the Portola Hotel we will only be able to offer Wi-Fi access in the hotel meeting space (for attendees not staying at their hotel) if we buy a block of internet on a per day basis at $5.00 per connection. The Hotel was not willing to provide individuals the ability to purchase access for one device on a daily basis from them directly. The host committee’s initial recommendation was to purchase a block of Wi-Fi access that we would have for purchase at the registration desk at a rate of $5.00 per day for one device. To make this fair and equitable to attendees staying at the hotel, we planned to require unique access codes be assigned by the hotel for each connection we offered for purchase. However, the Hotel was not able to meet our requirement since they are not capable of creating unique access codes in the open area of their facility.

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Page 2 Therefore, if we offer non hotel guests a code, we will not be able to charge them for it since the code is not unique, and anyone could share it with others for free. Upon discovering this situation, and to meet the Board goal of providing Wi-Fi access to the extent possible for our attendees, we now are recommending that CSMFO estimate the number of access connections that might be needed for each of the days of the conference and absorb the cost of user connections as part of the conference cost. Because many attendees already have mobile phones and devices with their own data plans, it is anticipated the demand for separate Wi-Fi will be modest, as long as the data connection is good. However, we will also be directing attendees to a special area in the Conference Center where a lounge/cyber café area will be set up and the Wi-Fi is complimentary. The cost of providing the Wi-Fi in the hotel meeting space over the course of the conference is estimated to be $3,000. FISCAL IMPACT The revised proposed budget contains estimated revenues of $565,440 and related expenditures of $565,068. The budget includes $3,000 to provide for Wi-Fi access in the Portola Hotel. In addition, there were some other minor corrections to the budget that were not identified at the time the initial budget was presented. They are identified on the attachment in a brown highlighting. With these minor adjustments, the final conference budget is projected to result in a net income of $372.

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2014 Actual Est. Proposed 2015Attendance Attendance Rate Budget

GL # Description Notes

CONFERENCE REVENUE

Government Registrations

shown in the budget; scholarship recipients and comp registrations are not included in the "est

8105 Govt Non Member-Full Reg - NormalEarly (to 1/07/15) 15 14 485.00 6,7908106 Govt Non Member-Full Reg - Late (1/08/15 - 2/03/15) 6 5 535.00 2,6758108 Govt Non Member-Daily Reg - Normal Early (to 1/07/15) 4 4 260.00 1,0408109 Govt Non Member-Daily Reg - Late (1/08 - conf) 3 3 285.00 8558110 Govt Member-Full Reg - Early ( to 1/07/15) 326 293 350.00 102,5508115 Govt Member-Full Reg - Normal (1/08/15 - 2/03/15) 61 55 400.00 22,0008116 Govt Member-Full Reg - Late 08120 Govt Member-Daily Reg - Normal Early (to 1/07/15) 7 6 190.00 1,1408125 Govt Member-Daily Reg - Late (1/08 -conf) 9 8 215.00 1,7208150 GovtMember-Full Reg-on site (2/04 -->) 6 5 475.00 2,3758155 NonGovt-FullReg-OnSite (2/04 -->) 2 2 610.00 1,220

Sub-Total Government Registrations 439 395 142,365

Commercial Registrations 198 191 0.00 08225 Conf-Com-Exhibitor-Addn (new acct. prev all in 8235) 91 82 600.00 49,2008230 Comm Non Member-Full Reg - Normal (to 2/03/15) 18 16 710.00 11,3608231 Comm Non Member-Full Reg - Late (2/04 - conf) 11 10 785.00 7,8508235 Comm Member-Full Reg - Normal & All Exh Addn. 18 16 615.00 9,8408236 Comm Member-Full Reg - Late (2/04 - conf) 13 12 675.00 8,1008240 Comm Member - Full Normal 0 08245 Comm Member-Daily Reg - Normal (to 2/03/15) 25 23 375.00 8,6258250 Comm member-Daily Reg - Late (2/04 - conf) 1 1 425.00 425

<‐‐‐‐‐‐‐‐‐‐‐2015‐‐‐‐‐‐‐‐‐‐‐>

@ 90% of 2014 for

Govt.; 90% most comm

C:\Users\Melissa\Desktop\2015ConferenceBudget_DecMeeting.xlsx Page 1 of 842



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8260 Comm Non Member-Daily Reg - normal (to 2/03/14) 3 3 430.00 1,2908265 Comm Non Member-Daily Reg - Late (2/04 - conf) 5 5 480.00 2,400

Sub-Total Commercial Registrations* 383 359 99,090Total Government/Commercial Registrations 822 754 $241,455

Pre-Conference Registrations8371 Pre-Conference - Session A 40 125.00 5,0008373 Pre-Conference - Session B 20 50.00 1,000 1,000 Second session added 8375 Pre-Conference - Other

Total Pre-Conference Registrations $6,000

Extra Meals8560 Extra Meal Tickets - Wed - Friday Single8565 Banquet 15 12 120.00 1,4408500 Extra Meals - Other

Total Extra Meals $1,440

Event Registrations8610 Golf TBD8620 Tours 1,020 ‐1808630 Tennis TBD

Total Event Registration $1,020

Exhibitors Fees8700 Exhibitors Fees - Other8705 Platinum Package 5 6,000.00 30,0008706 Platinum Package with Sponsorship 2 8,000.00 16,000




<‐‐‐‐‐‐‐‐‐‐‐2015‐‐‐‐‐‐‐‐‐‐‐>

@ 90% of 2014 for


8715 Gold Package 11 4,500.00 49,5008725 Silver Package 40 3,000.00 120,0008735 Diamond Package 2 10,000.00 20,0008736 Diamond Package with Sponsorship 2 12,000.00 24,0008740 Bronze Package 16 1,800.00 28,8008790 Exhibitor Late Pmt. Fee - all levels 100.00 0

Sub-Total Exhibitor Fees 288,300

8800 Sponsorships 8835 Non-Booth Diamond 0 10,000.00 08840 Non-Booth Platinum 1 5,000.00 5,0008850 Non-Booth Gold 1 3,500.00 3,5008860 Non-Booth Silver 1 2,000.00 2,0008870 President's Dinner Sponsor 2 5,000.00 10,0008872 Additional Sponsorship Monies 30 200.00 6,0008880 Daily Sponsor Registrations

Sub-Total Sponsorships 26,500Total: Exhibitor/Sponsorships $314,800

8900 Conference Miscellaneous8905 Misc Conference Income8910 Cancellation Fees 35 / 75 725

Total: Miscellaneous $725

Total - Revenue $565,440

Food & Beverage9105 Tuesday - Volunteer Bag Stuffers - Lunch/Coffee 25 40.00 1,000




<‐‐‐‐‐‐‐‐‐‐‐2015‐‐‐‐‐‐‐‐‐‐‐>

@ 90% of 2014 for


9110 Tuesday - Board Meeting - Lunch 35 50.00 1,750 350Price change from $40 to $50

9125 Wednesday - Lunch 520 52.00 27,0409130 Wednesday - PM Break/Dessert 500 21.00 10,5009135 Wednesday - Exhibitor's Reception - Appetizers 12,0009138 Wednesday - Exhibitors Reception - Drinks 4,5009140 Thursday Chapter Chair Breakfast 30 45.00 1,3509143 Thursday - Breakfast 400 45.00 18,0009145 Thursday - Coffee Service 3,5009147 Thursday - Lunch 630 52.00 32,7609148 Thursday - PM Break 500 21.00 10,5009150 Friday - Breakfast 425 45.00 19,1259152 Friday - Coffee Service 1,8009155 Friday - Lunch 350 45.00 15,7509170 Staff Room Beverage Service 09180 Speaker Room Beverage Service 09190 Exhibit Hall Beverage Service 09195 Water for Sessions 09100 Food & Beverage - Other 0

Total Food & Beverage $159,575

President's Dinners92009210 Tuesday Board, Presidents, Past Dinner 100 20,3609220 Entertainment, Transportation, Décor, Favors 4,2509250 President's Dinner - Out of State guest dinner 10 0.00 0 ‐1,000 Eliminated

Total Presidents Dinner $24,610




<‐‐‐‐‐‐‐‐‐‐‐2015‐‐‐‐‐‐‐‐‐‐‐>

@ 90% of 2014 for


Banquet9310 Thursday Banquet - Music Entertainment 15,0059320 Thursday Banquet-Food/Open Bar 440 120.00 52,800

Thusday Banquet-Beverage tickets 440 25.00 11,0009330 Thursday Banquet - Decorations 6,6109340 Thursday Banquet - Miscellaneous 2,000

Total Thursday Banquet $87,415

Speakers/Meetings/Scholarships9410 Speakers - honorarium 35,0009420 Speaker Expenses - Lodging 15 206.44 3,0979430 Speaker Expenses - Transportation 3,0009440 Speaker Expenses - Meals/Registration 4009445 Speaker Expenses - Misc. 1,200

Total Speaker Fees $42,697

9450 Comps9460 Other Guests Lodging (OOS Guests) 15 206.44 3,0979465 Board Scholarships 30 206.44 6,1939450 Comps-Other 4 206.44 826

Total Comps $10,116

Meetings9476 Audio Visual & Lighting 83,7969477 Taping 09478 Opening Session/Color Guard 250




<‐‐‐‐‐‐‐‐‐‐‐2015‐‐‐‐‐‐‐‐‐‐‐>

@ 90% of 2014 for


9479 WiFi Internet 600 5.00 3,000 3,000 100,200,200,1009480 Electric Power/Rigging/ 5,0009481 Attendance Tracking/CPE 8,3759485 Other Convention / Hotel Costs 24,1409475 Meetings - Other

Total Speakers/Meetings $124,561

Pre-Conference Workshop9494 Pre-Conf - Food & Bev 60 40.00 2,400 800 +20 for session B9495 Speaker Fees & Expenses 1,0009496 Pre-Conference - Other 7009490 Pe Conference Workshop Other

Total Pre-Conference Workshop $4,100

Exhibits9510 Decorator Booth Fee 6,3509520 Signage - exhibit hall 8009530 Emergency Medical (EMS)9540 Security 2,8759542 Hotel9545 Miscellaneous9500 Exhibits - Other 7,500

Total Exhibits $17,525

Gifts & Giveaways9610 Conference Gifts/Attendees 775 20.00 15,5009620 Speaker/Board/Committee Mementos 2,650




<‐‐‐‐‐‐‐‐‐‐‐2015‐‐‐‐‐‐‐‐‐‐‐>

@ 90% of 2014 for


9630 Gift Baskets (VIPs, Committee, Board) 5509675 Vendor Reception entertainment

Total Gifts $18,700

Events9732 Tournament Expenses TBD9740 Gifts9750 Other Event Expenses TBD

9760 Tours 2,020 1,120Cost of wine tour, permit for run, bus

9799 Misc.9700 Other

Total Event $2,020

Printing, Copying & Administrative9805 Conference Marketing 2,6009810 Conference Contract Services 42,0009815 Printing /Copy/Conference Media 12,3509816 Printing 9817 Printing & Copying 9818 Office/telephones/printer 2009820 President Expenses 5009831 Supplies - Badges, Ribbons, Etc. 5009840 Postage & Shipping 1,1009845 Registration Packets9875 Signage 5009890 Conf Committee Expenses Incl. Lodging & Board mtg. 10,000




<‐‐‐‐‐‐‐‐‐‐‐2015‐‐‐‐‐‐‐‐‐‐‐>

@ 90% of 2014 for


9892 Transportation combine with 98959895 Staff Exp Inc. Lodging & Travel 206.44 4,0009800 Printing, Copying & Admin.9800 Total Printing, Copying & Administrative $73,750

9000 Conference Expenses Other (Prepaid future conf)

Total - Expense $565,068

Estimated Revenue $565,440Estimated Expenses $565,068

Net Income / Loss $372


2015 2014 2014 2013 2012 2011 2010Operating Revenues Budget Estimated Year-End Budget Actual Actual Actual Actual

Membership dues 200,495.00 200,495.00 195,960.00 199,930.00 178,965.00 177,225.00 181,455 Interest income 620.00 575.40 750.00 717.91 974.20 1,197.00 1,107 Advertising income 91,126.43 94,530.00 90,705.00 97,471.25 79,262.50 59,490.00 52,555 Miscellaneous - - - - 5.00 108.00 1,822 Budget/CAFR fees 15,600.00 15,600.00 18,500.00 15,600.00 16,200.00 19,900.00 15,000

Subtotal Operating Revenues 307,841.43 311,200.40 305,915.00 313,719.16 275,406.70 257,920.00 251,939

Program and Other RevenuesContributions and Donations 15,000.00 13,000.00 15,000.00 16,140.90 12,561.20 10,100.00 - Webinar 3,000.00 3,550.00 3,000.00 2,075.00 3,115.00 2,625.00 - Legislative seminar - - - - - 8,029.00 6,465 Weekend Training (formally "Training") 13,000.00 15,375.00 12,625.00 15,050.00 11,875.00 10,850.00 13,250 Introduction To Government 19,800.00 14,000.00 16,000.00 15,300.00 7,100.00 5,300.00 10,600 Intermediate Government 39,600.00 32,100.00 36,000.00 37,000.00 6,335.00 10,450.00 - CMTA/CSMFO Joint Education 4,950.00 3,750.00 14,500.00 - - - - Presentation Skills/Fiscal Policy 14,200.00 12,475.00 13,200.00 14,275.00 7,835.00 6,120.00 2,500

Subtotal Program and Other Revenues 109,550.00 94,250.00 110,325.00 99,840.90 48,821.20 53,474.00 32,815

Total Revenue from Operations 417,391.43 405,450.40 416,240.00 413,560.06 324,227.90 311,394.00 284,754

Operating Expenses President's expense 5,500.00 4,120.43 5,500.00 3,635.13 4,858.19 3,312.00 1,362 Board of directors 2,600.00 3,500.00 2,600.00 3,132.14 650.00 3,871.00 5,809 Committee/Chapter support 5,000.00 4,000.00 5,000.00 4,459.49 527.28 156.00 963 Board planning session (Retreat) 32,500.00 29,438.92 28,000.00 23,075.39 25,222.88 23,950.00 23,478 Bad debt expense - - - - 200.00 - - Management services 129,733.55 119,347.19 119,447.19 135,903 131,716.07 129,674 125,462 Office supplies/Storage 500.00 450.00 400.00 302.14 318.15 72.00 447 Merchant fees 19,617.40 19,056.17 18,500.00 19,664.59 14,808.99 13,671.00 10,787 Awards 500.00 216.35 500.00 456.19 - 223.00 333 Printing 11,000.00 9,941.00 12,000.00 11,452.64 9,905.40 9,814.00 11,241 Marketing/Membership 12,500.00 - - - 500.00 - - Postage 4,500.00 4,500.00 4,500.00 3,265.07 4,575.98 6,918.00 5,644 Equipment lease - - 3,600.00 2,732.57 5,115.44 5,040.00 5,040 Telephone/Bridge calls 3,850.00 3,600.00 3,150.00 3,313.00 2,485.50 2,251.00 826 Web and technology expenses 29,500.00 13,950.00 18,000.00 13,382.92 11,454.96 12,147.00 10,472 Special Web Project - - - - - - 32,464 Travel 500.00 500.00 500.00 221.32 885.11 1,150.00 959 Audit 7,800.00 9,075.00 9,500.00 7,522.00 9,470.00 8,490.00 9,322 Insurance 2,500.00 2,500.00 2,500.00 2,094.00 2,260.00 2,400.00 2,430 Taxes 15,000.00 15,000.00 16,000.00 19,659.00 12,645.98 3,936.00 3,084 Miscellaneous - 2,300.00 - - 545.00 GFOA Reception 5,000.00 3,500.00 5,000.00 2,345.50 - 2,754 Donations - - - - - 63.00 50,000

Subtotal Operating Expenses 288,100.95 244,995.06 254,697.19 256,615.81 237,599.93 227,683.00 302,880

Program Expenses Legislative seminar - - - - - 4,282.00 5,967 Weekend Training (formally "Training") 17,000.00 16,394.00 16,394.00 15,754.74 10,697.33 10,667.00 12,857 Introduction to Government 19,200.00 12,000.00 12,800.00 11,873.25 4,159.53 1,642.00 2,745 Intermediate Government 33,360.00 31,000.00 32,400.00 39,533.53 6,543.88 11,582.00 Topical Training (Webex) - - - - - 203 Presentation Skills/Fiscal Policy 15,460.00 6,500.00 13,500.00 13,579.05 7,436.82 1,320.00 3,648 CMTA Collaboration 4,850.00 3,000.00 14,000.00 - Coaching progam training consultant 81,336.00 80,100.00 80,100.00 54,200.00 48,100.00 48,100.00 48,100

Subtotal Program Expenses 171,206.00 148,994.00 169,194.00 134,940.57 76,937.56 77,593.00 73,520

Total Expenses from Operations 459,306.95 393,989.06 423,891.19 391,556.38 314,537.49 305,276.00 376,400

Total Operating Revenues over Expenses (41,915.52) 11,461.34 (7,651.19) 22,003.68 9,690.41 6,118.00 (91,646)

Annual ConferenceConference revenues 565,440.00 630,390.00 557,860.00 557,240.00 586,880.21 462,370.00 532,710 Conference expenses 565,068.00 515,078.00 541,322.00 436,177.99 487,339.58 389,089.00 419,555

Subtotal Conference Revenues over Expenses 372.00 115,312.00 16,538.00 121,062.01 99,540.63 73,281.00 113,155

Total Revenue over Expenses (41,543.52) 126,773.34 8,886.81 143,065.69 109,231.04 79,399.00 21,509

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CALIFORNIA SOCIETY OF MUNICIPAL FINANCE OFFICERS

Action Plan 2014-2016

Goal Area: Organizational Sustainability Goal 1: CSMFO will leverage human and financial resources to ensure the organization's fiscal stability and overall strength.

High‐level Priority Action A: Determine standardized chapter governance and administrative structure.

Strategy Responsible Parties

Timeline Year 1 Year 2 Year 3

1) Retain members through annual renewal process

Membership Benefits Committee

Develop metrics to evaluate retention rates

Apply metrics Refine metrics

2) Expand the number of individual members within existing member agencies


Identify agencies with potential to add additional members

Formally enlist support of active members in targeted agencies

Review and refine list

3) Increase Chapter Chair outreach Administration; Technology; Chapter Chair Liaison

More information in the handbook; Chapter Chair portal on website

Provide orientation/training to new Chairs (at Conference?)

4) Institute a Chair/Vice Chair structure Chapter Chair Liaison Communicate with Chapter Chairs

Each Chapter have Chairs/Vice Chairs assigned by year‐end

5) Encourage volunteers for specific Chapter tasks Chapter Chair Liaison Communicate with Chapter Chairs

Formatted: Highlight



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6) Develop/Implement sponsorship guidelines for Chapter meetings

Administration Committee

Develop guidelines; get Board approval

Communicate guidelines to Chapter Chairs; incorporate into Chapter Chair Handbook

7) Reach out to remote geographical areas to gauge interest in Chapter involvement/activities

Membership Committee

Survey inactive Chapters to determine if they are sufficiently served

Develop plan based on survey results

Formatted Table

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High‐level Priority Action B: Develop leadership skills and volunteer capacity through committee and chapter involvement.



1) Explore options to ease the administrative burden of chapter meeting registration/payment collections

Board of Directors, Administration Committee and Executive Committee

Contact chapters and do research on their needs and create an action plan.

Implement changes, if any

Repeat annually

2) Develop informational tools to introduce members to volunteer leadership opportunities


Determine date, presenter(s), content; add to annual calendar

Refine based on evaluations and member feedback

Repeat annually

3) Incorporate volunteer leadership messaging into new member orientation in conjunction with Annual Conference

Executive Director Coordinate with session presenter(s)

Refine based on evaluations and member feedback

Repeat annually

4) Assign committee chairs' responsibility to identify, recruit and recommend their successor

Board of Directors; Committee Chairs, President‐Elect and President

Establish a process and mechanism for chairs to formally request and recommend a successor

Implement process Repeat annually

5) Assign responsibility to each committee to identify, recruit and appoint at least one new committee member annually

Committees Establish a process and mechanism to nominate new committee members

Implement process Repeat annually

6) Consider formalizing the role of past presidents and past committee/chapter chairs to retain knowledge and foster continuity

Executive Committee Conduct phone interviews and develop options or action plans with key members or hold a focus group to gauge interest

If there is interest, define the role and responsibilities of individuals and collective group

Formally introduce concept at 2016 Annual Conference

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High‐level Priority Action B: Develop leadership skills and volunteer capacity through committee and chapter involvement.



7) Develop/Implement committee membership application process, with selection by committee leadership


Develop/Implement Volunteer form

8) Develop/Implement a committee member evaluation process to provide input to the incoming president


Develop exit interview/survey process for committee chairs/members

President‐Elect to utilize exit interviews/survey in making committee appointments

9) Encourage all committees to have members in addition to officers

President‐Elect President‐Elect to discuss committee composition with chairs

10) Develop individual Committee Handbooks to formalize transfer of information from one chair to the next

Administration Committee

Expand on committee chair roles in the Roles & Responsibilities document

Each committee to develop and maintain its own handbook, with copies held at the CSMFO office


High‐level Priority Action C: Meet strategic objectives in a fiscally responsible manner.



1) Ensure the strategic plan is integrated into the CSMFO budget cycle and budget allocations

Board of Directors; Administration

Engage committee chairs

Identify future operational needs

Propose budget expenditures linked directly to










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reflect strategic priorities adopted by the Board of Directors

Committee, President‐Elect, Committee Chairs

in the CSMFO budget process

by strategic goal area

strategic goals and High‐level Priority Actions

2) Maintain a balanced operational policy that meets or exceeds targeted reserves

Board of Directors; Administration Committee

Update reserve and investment policies, if needed

Develop a policy and process for distributing excess reserves

Implement new policy


High‐level Priority Action D: Assess and evaluate membership needs and impact of demographic trends.



1) Invest in a survey instrument that queries the membership on key data points, and commit to using the data collected to sustain the organization

Board of Directors; Smith Moore; Administration Committee

Determine the key data points needed to strengthen and improve the organization by creating a questionnaire on the membership application

Interpret Data Use data in the strategic planning process

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High‐level Priority Action E: Communicate the value of CSMFO to local government decision‐makers.



1) Expand communication methods to reach beyond the membership

Executive Director Evaluate database, email distribution list, listserv, website and other communication channels

Identify gaps in coverage and establish mechanism to inform wider audience

Test new communication method(s)

2) Review marketing brochure and update if necessary to market to public agency decision makers

Board of Directors; Membership Committee and Administration Committee as necessary

Ensure current strategic goals are reflected in brochure, and update if necessary

Develop electronic version of brochure for broad distribution

Continue to update and re‐distribute

3) Develop a consistent organization‐wide communication strategy

?? Develop targeted communication groups (cities, special districts, geographically, etc.; Determine how often and who distributes what information to membership

Develop a style guide to provide guidance and reinforce a consistent ‘look’

4) Evaluate alternatives for communications and how they complement current messaging (social media, MiniNews, website, etc.)

5) Communicate the value and position of CSMFO to outside stakeholders (continue relationships with GFOA, LCC)





Formatted: Font: +Body (Calibri)

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6) Appoint individual(s) or an ad hoc committee as a point of contact for communications for SMA.

Formatted: Font: +Body (Calibri), 11 pt, Not Bold, Not Allcaps, Highlight

Formatted: Body Text

Formatted: Not Highlight

Formatted: Font: +Body (Calibri)

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Goal Area: Membership Engagement Goal 2: CSMFO will sustain and grow the membership and encourage active participation in the organization.

High‐level Priority Action A: Increase membership from 10 new agencies.



1) Develop a strategy to recruit from 10 new agencies


Develop targeted list of agencies and strategy to contact each

Follow up with targeted agencies that have not joined CSMFO

Identify new agencies to solicit


High‐level Priority Action B: Add structure to chapter governance.



1) Strengthen the structure of the chapter network by encouraging each chapter to have a chair and a vice chair; and explore options to ease the administrative burden

Board of Directors; Chapter Chair Liaison

Appoint an ad hoc work group and task with specific assignments

Propose changes, if any


2) Executive Committee approval of new Chapter Chairs and Vice Chairs

Chapter Chair Liaison and outgoing chapter chairs

Implement new process

Formatted: Font: Italic, Highlight

Formatted: Font: Italic, Highlight

Formatted: Font: Italic

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High‐level Priority Action C: Explore membership structure format to enhance deeper participation within each member agency.



1) Develop ideas to increase and engage the number of individual members within existing member agencies


Identify agencies with potential to add additional members

Formally enlist support of active members in targeted agencies

Review and refine list

2) Evaluate the dues structure and make recommendations on changes, if warranted

Board of Directors; Membership Benefits Committee

Examine the bylaws to affirm or adapt dues structure

Propose changes, if any



High‐level Priority Action D: Consider opportunities for student engagement and involvement.



1) Gather and analyze data on current student members and develop a plan to promote the profession

Executive Committee and Smith Moore and Associates; ad hoc committee to be determined

Determine which schools and majors produce the greatest number of CSMFO members

Develop and recommend best practices based on high performing schools and majors

Consider further incentives (dues, scholarships, etc.) to build a cadre of student members

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Goal Area: Professional Development Goal 3: CSMFO will offer relevant training and varied educational opportunities to enhance the knowledge and skills of finance

professionals throughout California. High‐level Priority Action A: Utilize the Annual Conference to broaden CSMFO’s educational reach.



1) Refine call for sessions to solicit general membership ideas

Program Committee Refine the call for sessions and solicit new ideas from broader audience

Solicit new ideas from broader audience

Integrate new ideas into Annual Conference program

2) Re‐distribute program content from Annual Conference throughout the year through chapter meetings and webinars

Career Development Committee; Program Committee; Chapter Chairs

Incorporate questions into call for sessions about re‐distributing content

Review session evaluations to identify speakers and topics of interest at chapter level and via webinar

Repeat Annual Conference program offerings throughout the calendar year

3) Establish a "Finance 101" track in conjunction with Annual Conference

Career Development Committee; Program Committee

Develop content for the Finance 101 track as a stand‐alone program or component of overall conference

Market the Finance 101 track as a stand‐alone program or component of overall conference

Review session evaluations to determine what modifications need to be made

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professionals throughout California. High‐level Priority Action B: Strategically position the Coaching Program as a readily accessible member benefit and professional development tool.



1) Create marketing plan for the one on one Coaching Program to increase participation

Career Development Committee

Conduct phone interviews with participants to‐date and develop a cohesive "brand" for the program

Re‐introduce the Coaching Program to the membership and advertise to non‐members

Consider an alumni group or networking circle for past participants

2) Creating materials and content to facilitate the success of the one on one Coaching Program


Conduct focus groups among member and non‐member up and coming finance directors to determine coaching needs

Target marketing efforts to specific job categories

Evaluate program and make modifications, if necessary

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professionals throughout California. High‐level Priority Action C: Expand CSMFO’s core training offerings by leveraging technology to encompass a broader audience.



1) Continue to increase the number of webinars and expand the size of the webinar library


Offer 10‐12 webinars annually

Build the library by five additional webinars annually

Maintain up‐to‐date listing of available topics and promote availability

2) Evaluate need for additional live courses throughout the year

Career Development Committee; Program Committee

Survey chapter chairs on needs and interests of membership; Monitor listserv for "hot topics" of discussion

Examine pricing practices to determine if multi‐agency or non‐member incentives are warranted

Evaluate annual calendar to ensure volume supports additional live courses

3) Promote educational opportunities through regular updates

Career Development Increase marketing efforts by featuring programs and putting a spotlight on presenters

Increase marketing efforts by featuring programs and putting a spotlight on presenters

Increase marketing efforts by featuring programs and putting a spotlight on presenters

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professionals throughout California. High‐level Priority Action D: Evaluate need for best practices and consider the role CSMFO committees play in developing standards.



1) Establish an inventory of existing professional standards and certifications to determine if gaps exist

Professional Standards and Recognition Committee

Establish inventory and identify where CSMFO is the appropriate entity to fill gaps, if they exist

Assess CSMFO's ability to develop additional standards, and, if capacity exists, assign to appropriate committee(s)

Develop, test and launch new standards

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ACTIONS TO INTEGRATE INTO THE CSMFO ACTION PLAN CONSISTENCY IN BRANDING/COMMUNICATIONS 1. Develop a consistent, organization-wide communication strategy.

Targeted communication groups (special districts, cities, counties, CEOs to lower staff)

Develop a style guide to provide guidance and reinforcement for a consistent “look.” Determine how often we communicate through the various vehicles (for news,

trainings, etc.). Decide who will be distributing communications. Consider sending communications

through one point of contact (SMA staff). 2. Evaluate alternatives for communications and how they complement current messaging (i.e.,

social media, Mini News, website). 3. Communicate the value and position of CSMFO to outside stakeholders.

Continue relationships with GFOA and the League. CHAPTER LEADERSHIP STRUCTURE 1. Increase chapter chair outreach.

More information in the handbook, chair portal, welcome information, information sharing, more resources available to share ideas – an informal way to get new chairs active and engaged.

Provide orientation training to new chairs/vice-chairs. 2. Institute a chair/vice-chair policy. 3. Encourage chapter volunteers for specific tasks. 4. Implement vendor sponsorship program/guidelines. 5. Reach out to remote membership to gauge interest in periodic remote location

trainings/meetings. Find out how they want to be involved and how CSMFO can serve them…do a

survey and reach out by phone to those who seem more engaged. Include a chapter chair training session at the Annual Conference.

COMMITTEE LEADERSHIP STRUCTURE 1. Develop/implement a committee membership application process that ensures a competitive

process with selection by committee leadership and develops future leaders. 2. Develop/implement a committee member evaluation process to provide input to the

incoming president. Develop/implement a chair to member annual end-of-year interview process.

3. Document the appropriate standardized committee structure. Encourage all committees to have members in addition to the chair, co-chair, vice-

chair and senior advisor. One size does not fit all. No mandated term limits – encourage committee rotation.

4. Create a committee chair guidebook to formalize the information transfer. General guidance should include expectations of committees, deliverables and what

they will do in the future. Guidebook also should include committee-specific guidance.

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SUMMARY Board Retreat – September 22, 2014

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Board Retreat Strategic Planning Notes

September 22, 2014 8:30 a.m. – 2:00 p.m.

WELCOME/INTRODUCTIONS/OVERVIEW Share with the group something about yourself they would be surprised to learn. “It‘s not the plan that’s important, it’s the planning.” “The essence of strategy is choosing what NOT to do.” ~ Michael Porter

Focus for Today What have we accomplished? Where do we need to focus our efforts? What actions do we need to take?

GOALS AND EXPECTATIONS Tailor CSMFO programs to support the strategic plan. Structure meetings and content to ensure

alignment with the strategic plan. ACCOMPLISHMENTS ON CSMFO’S CURRENT ACTION PLAN ADMINISTRATION COMMITTEE Goal 1.C.2. Maintain a balanced operational policy that meets or exceeds targeted reserves.

Working on creating policies to address how to maintain reserves and what, if anything, should be done with excess reserves.

Goal 1.D.1. Invest in a survey instrument that queries the membership on key data points and commit to using the data collected to sustain the organization.

Annually, send out a survey asking to rate consultants currently being used by CSMFO. Survey results will be presented at the September Planning Session.

CAREER DEVELOPMENT COMMITTEE Goal 3.A.1. Redistribute program content from Annual Conference throughout the year through

chapter meetings and webinars. Surveyed the membership to find out which conference sessions were most desirable for

presenting as webinars this year. Repeated modified versions of several conference sessions as webinars. Working with the Program Committee on the front end for the 2015 conference.

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Goal 3.A.2. Establish a "Finance 101" track in conjunction with Annual Conference. Partnered with Program Committee to develop the “Finance 101” track. Working with the Technology Committee to implement the changes to the website.

Goal 3.B.1. Create marketing plan for the one on one Coaching Program to increase participation.

Approved the marketing plan on August committee call. Working with Don Maruska, the Technology Committee, and CSMFO staff to make updates to the program and related website content.

Goal 3.B.2. Create materials and content to facilitate the success of the one on one Coaching Program.

See status update under 3.B.1. above.

Goal 3.C.1. Continue to increase the number of webinars and expand the size of the webinar library. On track to hold 11 webinars this year. Targeting 12 webinars for 2015.

Goal 3.C.2. Evaluate need for additional live courses throughout the year.

Completed implementation of the Investment Accounting course in partnership with CMTA. Evaluating other possibilities. Would also like to focus on the fee structure and other aspects of the Weekend Training as a goal for 2015.

Goal 3.C.3. Promote educational opportunities through regular updates. Created a one page flyer that highlights all of our training offerings.

Discussion What’s the Finance 101 Track? An educational component for individuals new to municipal finance. The coaching program was very important and helpful – would like to see it reinvigorated. Am on the coaching list and haven’t been called – it may be a promotional issue – don’t think people

know about it. On reinvigorating the coaching program, there is good information on the website and people willing

to work on it. It’s the relationships that help people. Suggestions would be helpful on what to do to get it going again.

We have lots of coaches who have never been called – figure out a way to engage membership and find a way to match people with coaches.

Webinars are popular – talked about reaching out to chapters to get the content out to people and continue to expand the chapters.

Our chapter is sending a survey on Listserv to get input on communication strategies to make sure we get a full view of what’s going on and study the results for a few months before making any changes.

CONFERENCE SITE SELECTION COMMITTEE MEMBERSHIP BENEFITS COMMITTEE Goal 1.A.1. Retain members through annual renewal process.

Working toward standardization of renewal tracking methods. Working on an exit survey for non-renewing members to be sent out annually beginning 2015.

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Goal 1.A.2. Expand the number of individual members within the existing member agencies. Updating the promotional brochure.

Goal 1.B.2. Develop informational tools to introduce members to volunteer leadership opportunities.

Created a draft volunteer interest form – developed a draft online version for the website.

Goal 1.B.3. Incorporate volunteer messaging into new member orientation in conjunction with Annual Conference.

To be addressed in late 2014.

Goal 1.B.4. Assign committee chairs’ responsibility to identify, recruit and recommend their successor.

Clarification at the Board planning session in September for meeting this goal.

Goal 1.B.5. Assign responsibility to each committee to identify, recruit and appoint at least one new committee member annually.

Near end of each committee year, assess projected needs for committee membership the following year.

Ensure appointment of one or more new members for the following year.

Goal 1.C.1. Ensure the strategic plan is integrated into the CSMFO budget cycle and budget allocations reflect strategic priorities adopted by the Board of Directors.

Established a plan to bring forth budget requests to further the Board’s goals.

Goal 1.E.2. Review marketing brochure and update if necessary to market to public agency decision makers.

Need clarification on this goal to better define public decision makers.

Goal 2.A.1. Develop a strategy to recruit from 10 new agencies Melissa Dixon is in discussions with a key contact at CSAC to explore a possible reciprocal or

strategic partnership with CSAC.

Goal 2.C.1. Develop ideas to increase and engage the number of individual members within existing agencies.

Discussed how we can be more accessible to counties. Conducted outreach to local counties using chapter membership lists to contact the key

county members in each of our prospective areas, to encourage attending a chapter meeting, as well as getting feedback.

Discussed strategies to conduct outreach at the chapter level to promote CSMFO membership to non-members of existing member agencies, as well as other non-members at chapter meetings.

Discussed possibly creating business cards for chapter chairs.

Goal 2.C.2. Evaluate the dues structure and make recommendations on changes, if warranted. Recommend broadening “municipal” member definition to specifically include JPAs. No changes to current dues structure recommended at this time – will review in future. Need to develop strategies to quantify and define value of membership.

Goal 2.D.1. Gather and analyze data on current student members and develop a plan to promote the

profession. Committee recommends that this goal be placed on hold at this time.

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Discussion An agenda item tomorrow is to talk about the promotional brochure. How many of you knew about

the brochure? A few. We’ll be asking for direction and getting feedback on the draft update version for supporting chapters and trainings and other forums for current and potential members.

With subscription recruiting, there are two price points; consider different price points to get members in early on with the finance directors at one cost and others at a lower cost.

Dues structure comes up annually – it’s complex, and there are philosophical views that come up. We’re aware it needs to be addressed.

There is work to be done at the chapter level to increase the number of members – Joe’s chapter has good turnout by non-members (30-40 percent) at chapter members. We engage them on what it would take to get them to be members. We have very low turnout from counties – getting feedback on what would be beneficial for them on career development and training would be helpful. Touches on 2.A.1 with CSAC.

PROFESSIONAL STANDARDS AND RECOGNITION COMMITTEE Goal 3.D.1. Establish an inventory of existing professional standards and certifications to determine if

gaps exist. Created a subcommittee to review, organize and plan for meeting the goal. Report at planning

meeting. PROGRAM COMMITTEE Goal 1.B.5. Assign responsibility to each committee to identify, recruit and appoint at least one new

committee member annually. Actively looking to identify new members. Just added Drew Corbett to the committee and

retained John Adams.

Goal 3.A.1. Refine call for sessions to solicit general membership ideas. The Call for Session form was revised to emphasize that general members are invited to

submit ideas or sessions.

Goal 3.A.2. Re-distribute program content from Annual Conference throughout the year through chapter meetings and webinars.

Work with the Career Development Committee/Chapter Chairs on selection of appropriate sessions and assist with speaker contact.

Goal 3.A.3. Establish a "Finance 101" track in conjunction with Annual Conference. Established a Finance 101 track for the upcoming 2015 conference.

Goal 3.C.2. Evaluate need for additional live courses throughout the year.

Will assist the Career Development Committee with evaluation of additional live courses throughout the year as needed.

Discussion We are working to actively retain/recruit members on the committee. Will see growth on the

committee. Half are retirees and half are currently working.

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TECHNOLOGY COMMITTEE Did not report.

FOCUS OF SURVEY RESULTS – KEY AREAS Consistency in Branding/ Communications Strengthening CSMFO Structure (Chapter Leadership, Committee Leadership, Past-President

Involvement) Comments on the Survey The consistency in Branding/Communications also includes advocacy and the endorsements

previously discussed. This reflects on how the organization wants to be perceived. Moving the administrative side of the chapter work to SMA has been beneficial. This new process will work well – moving the administrative responsibilities away from chapters will

allow us to get into marketing, work to improve attendance and focus on relationship-building. Goal is to make it easier for chapters to succession plan. Have trouble finding people to take on the

responsibility. Some chapters are going to co-chairs; however, this can become financially difficult for CSMFO for events and the President’s Dinner due to the cost of paying for an additional person. Would like to move to vice-chairs rather than co-chairs.

Great idea having a chair and vice-chair. For my chapter, it’s critical for succession planning and the transition of officers.

Being able to take credit cards is good; we now have the link to see how many people have signed up for events. This will help to recruit future chapter chairs.

CONSISTENCY IN BRANDING/COMMUNICATIONS WHAT’S WORKING WITH CONSISTENCY IN BRANDING/COMMUNICATIONS We’re well respected in the industry and recognized. At the Washington Finance Officers’

organization, when I said where I was from, heard really good things about us. At the city manager and council levels, they recognize CSMFO as a statewide organization. They

think CSMFO makes accounting rules (this could be a credibility issue). Concur with that. The electric industry is aware of and values CSFMO as the only finance officers’

organization. It crosses industries and has breadth. We’re increasing in size, continuing to grow and reaching out to other groups – we’re looking at ways

to grow. People are talking about CSMFO and telling their friends when they go to other conferences. This speaks to having consistent messaging. When thinking of vendors, we have core vendors who have been with us for several years – have

noticed new folks who see the CSMFO brand – they become a great resource for coaching or other issues.

The listserv is dynamic – it’s effective and responsive. A valued added. Michael Coleman have done a good job of bringing in really good speakers. Seeing the smaller agencies and special districts taking advantage of the listserv. Used to be finance

director oriented. Getting tremendous responses from people who know the answers. It’s a great mechanism for engagement. You know the logo when you see it. There’s a recognition of CSMFO’s visual components. Annual Conference – hear it’s really good – we focus on good quality sessions with good speakers.

People recognize we are a training organization and help people do their jobs.

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There is also recognition on the part of the speakers – they know they’ll have an audience in CA who is ready to hear what they say and they’re not wasting their time.

There are analysts from other departments who want to get on the listserv. Training isn’t just about a bunch of accountants getting together – it’s well rounded-people recognize that. We wear many hats.

The Annual Conference has driven a lot of membership – volume of webinars and trainings is making the value year round.

WHAT’S NOT WORKING WITH CONSISTENCY IN BRANDING/COMMUNICATIONS Elected officials and city managers need more education about what CSMFO does. Do we need them to know what we do? Benefit is they’ll be more open to having people attend conferences and train and will set aside funds

in their budgets. It’s important for them to understand that’s where we get trained; the cities that failed could have had

training in best practices and standards. Being able to communicate to whom? County folks or small cities we haven’t met? How do we target

the right groups of people and package the message to engage them? On the listserv, sometimes wonder why questions are asked. That may be a good point to reach out

for coaching. Divide up responsibilities for those who know the answers. It’s an opportunity for exposure and to reach out and engage them by training and matching them with coaches.

Need to be careful as to how we respond to individuals on listserv, so they don’t stop using it. Bring in more people from the counties. When working in large organizations like county or state, you

become more specialized. CSMFO covers diverse topics and doesn’t always address the specific needs of organizations/segments. If recruiting people form the county, think about how to address their needs from a programmatic perspective.

Talk about going deeper in to the organization to make sure we have something to give them and be able to train whomever we bring into the organization rather than just increasing numbers.

There are a lot of trainings we do – send first notice and reminders about trainings – need to try to organize ourselves better on communication. GFOA sends out a weekly notice on trainings.

We have many avenues for communicating with members – send emails through the database template branded as CSMFO, emails through listserv, chapter chairs send out emails, webinar emails are sent out – is that effective and does it all say CSFMO? Should we streamline it?

Are the messages consistent? Do we need to bombard people, which decreases value? Need to look at those and who sends them out.

With chapter messages, is there consistent delivery? When looking at updating materials or creating new materials, we need to look at consistency of messaging.

We have PIOs responsible for information going out and on the website. Is there consistency on that with all the sources of dissemination? Do we need standards and uniform review before things go out for uniform messaging and look?

We can have overarching consistent messaging that stays the same. How do we distinguish ourselves as a partner with GFOA and their website – take advantage of that

and brand it? How can we leverage it to improve our brand and be an effective partner? We can figure out how and to whom to send the messages, but if we want to expand whom we bring

in, have to decide what we’re going to offer them and if it will dilute what we’re trying to do and our core members. When talking about bringing counties in, it would be a great resource, but our interests are not always aligned. Have to have that conversation if we’re going to dilute our core.

We do spell out that we’re here to serve counties. May need to revisit our mission. It could be any group – are we leveraging/supporting the brand or diluting it? Have to articulate what we’re going to offer and provide value before we do the recruiting.

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Have to control our growth – if we grow too much, exceed our capacity to serve, and spread ourselves too thin, we lose the emphasis on the core of what we do. It can be challenging to build more infrastructure due to growth. Must ensure we can maintain whatever size structure we build.

What are the structures in place to ensure we do the check-in and not build haphazardly? On social media and how we develop who we are, we could use more social media to promote who

we are through technology. Look at multiple ways of distributing messages. If we get the counties in, what do we offer them? In talking with them, they still have to worry about

various issues – we have the core – it’s a matter of communicating what we have. We’re already offering what they do in their professions, they just don’t know about it.

We’re digging deeper in the organization – the practical, on-the-ground, turn-the-wheel things – want them to hear about these things, but we have to be able to meet their needs today to ensure they’ll be the leaders tomorrow.

We modified the mission statement to be more inclusive. Have we sat down with the county folks to understand what their needs are that we could meet? Lots of them are very specialized. They are a unique animal – 58 of them. Need to understand what their needs are to determine if we can or cannot help them.

American Governance of Counties has meetings with the same speakers that conflict with ours – need to ensure we don’t compete with them.

How do we centralized our discussion with the counties – how to market to the counties or special districts (who don’t care about Michael Coleman), auditors or treasurers offices or CEOs – have to market to counties to show our value. Do our core of training and provide resources and everything falls into place. We should make a major focus on recruiting counties.

There’s not a lot populated on the website for future resources from the surveys, and it doesn’t represent our competency or activities. It needs to be more professional and complete. The results are not going from the email surveys to the website in a consistent presentation.

Mini News is a two-page PDF linked in an email and to a webpage. Is it effective? Struggle monthly to come up with things to include.

People like knowing it comes monthly around the same time. If I don’t have time, I know it can be accessed on the website. I scan it.

Hard to keep up on all the communication. Would be happy with quarterly rather than every month. How do you communicate to membership on a regular basis on important issues? If I want to know

about trainings and opportunities, Mini News provides that. It doesn’t always need a president’s article. Would hate for us to reduce our communication.

Consolidate trainings and send them on a monthly basis. May scan the president’s message, but we’re getting technical literature and so much other information to read.

We could do quarterly Mini News but need to report out on monthly meetings, trainings and job opportunities – could have a means for those. Frequency could be different if find a solution for these.

Monthly may be too much, but it’s important to hear from the president and executive director in some form.

Add to the Mini News highlights on what’s happened on the listserv. Would be great to consider a Mini News chair or liaison – a subject-matter expert to help SMA find

articles of interest to members. STRENGTHENING CSMFO STRUCTURE (CHAPTER LEADERSHIP, COMMITTEE LEADERSHIP, PAST-PRESIDENT INVOLVEMENT)

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WHAT’S WORKING WITH CHAPTER LEADERSHIP There’s a waiting list for meetings and great topics. Amount of topics and ability to tap colleagues are

working great. Speakers were easy to gather – topics were great. It’s a regional problem – difficult to get attendance

and topics in some areas. In Southern CA, there’s a wealth of topics and good support system with colleagues and mentors. Emphasis on chapters this past year have been excellent – especially with the administrative help –

we went back to our roots where chapters are our focus and we’re continuing to support chapters. From a budgetary standpoint, we’re allocating resources to chapters for speakers. We’re trying new things – remote chapters are trying teleconferencing and other things. We’re

making the effort. Board members are liaisons to each chapter. I make an effort to attend each chapter to ensure they

know the Board supports them. WHAT’S NOT WORKING WITH CHAPTER LEADERSHIP The role of past presidents to provide leadership to chapter chairs – when coming off a three-year

involvement, the least involvement occurs in the year when they’re reaching out to chapter chairs. They’re exhausted after a year of planning and being president, then it gets a lot of a focus in the third year. It’s a regional issue. Need more concerted effort from CSMFO leadership.

Some things are working for individual chapters, but it’s inconsistent from chapter to chapter, so it’s difficult to see what’s working as a whole. It’s a structural issue.

Some chapters are too big – we’re not structured right geographically. Central Valley distance was too long. Need to look at district lines of chapters to improve engagement.

Have not spent time on chapter leadership structure; we let them run on their own. Need to give more structure as a Board on what chapters should look like. Provide training on running a chapter…provide leadership development for incoming chairs.

New ideas can be helpful for geographically stretched areas. Changing boundaries won’t make a difference.

There has been a recent effort between chapter breakfasts at conferences to get people attending, but there’s still a disconnect in high Northern CA – we can’t identify people to be involved. Need to find a way to reach out and do a teleconference.

It’s a big state – have to look at alternate ways of engaging members. Chapter chairs are thrown in to hit the ground running – provide orientation for chapter chairs and a

mentorship program. Don’t want to lose the networking in lieu of teleconferencing. Would hurt our chapter. Weigh interaction against teleconferencing.

Use the chapter chair listserv to answer questions for new chairs. Can do better on Board members as liaisons to chapters. Orientation is a good idea and could help

chairs and vice-chairs. Teleconferencing is a viable option for remote locations, but looking at the number of members, such

as an area with six members – is it cost-effective? Do we need to get more members engaged in those areas?

There are different roles of mentoring at the chapters – from the executive level, a past president worked with the chapter chairs collectively. The organization needs to provide additional support, so all the good ideas aren’t lost.

Talked to the chapter chair in an isolated area and had a speaker willing to travel but couldn’t engage them.

It goes back to structure – we have tracks for education, management, labor, technical and one other – and we put sessions in those tracks. We could have chapter meeting contents parallel those tracks.

How do we stay aware of what’s regionally relevant? If it’s relevant, they’ll come to the meetings. It’s not so easy because we’re all so busy.

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Co-chairs: is it Good, Important, Confusing? Some chapters have gone to co-chairs to help in the transition. It makes sense to go to a vice-chair. We accomplish the same thing by retitling them and containing the cost. It works for us as co-chairs – we’re on opposite sides of Monterey Bay. We try to be invigorating and

bring together both sides of the Bay. Share in gathering presentations and other duties. Could do it as chair and vice-chair, too.

How long is the commitment for chairs? If someone’s willing to be a chair, they just keep doing it. Found out we have bylaws that talk about

an annual meeting that elects the chair. We have to identify the people and when they say how long is it, we can’t say, “Until we find someone to replace you.” No one is saying they want to be chapter chair until they die. President has the opportunity to evaluate committee chairs. For chapter chairs, it’s whoever is there.

When I wanted to transition to a Board office, I was begging people to be the chapter chair. Didn’t know about the bylaws. There’s a real inconsistency.

Have asked at meetings if anyone wants to get involved. No one has come forward to be a chapter chair. With the chair and vice-chair functions and administrative duties going way, it may facilitate getting new chairs.

It’s also how you package the message. We used to do an election at the meetings. When someone walks in as a chapter person, help them understand their role and responsibilities.

We don’t communicate well what we want them to do. Develop a form (like the volunteer opportunity form) for chapter leadership.

The issue of regions will always be an issue. There are four chapters without a chair; two with chairs who are inactive. Don’t know if it’s because

we don’t have membership (do we let them be inactive until we have membership) or have focused inclusion in the areas.

Chapter structure and the value of chapters has changed. Ours has great networking opportunities. Need to revisit the number of meetings. With teleconferencing, may not need so many meetings.

Some chapters are meeting annually and some every other month – makes it look like we don’t know what we’re doing. There’s an opportunity for standardization and systemization.

Our chapter tries to meet six times a year. It’s a great networking opportunity and provides social interaction. Attendance varies from 50 to 100.

Do finance officers meet in addition to those? We have six meetings a year covering several topics for all types of members. It’s important for members to understand when the meetings will be held and where and the topics. We have economic updates every January – people look forward to that. Consider changing to

venues that are attractive to members. Wouldn’t want to change the flexibility of regions. Inland Empire is very congested – for other areas,

wouldn’t want to discourage getting together once a year. Keep the price-point low. Get sponsors for the meetings to reduce costs to get more lower level staff. Orange County combined meetings of CSMFO with CMTA to draw more people. Our chapter has so many counties; chapter voted to have quarterly meetings. To revive our chapter,

changed the location, so different people can come and we keep the price low. We held meetings at a library conference room to contain costs and got more people to attend – both members and non-members.

Central L.A. chapter has combined with the South Bay chapter because attendance has been low. Still have a low attendance. Tried changing locations and having good topics. Had a survey recently on topics. We’re trying our best but still running into a little trouble. It gets discouraging.

Who are you sending invitations to? Sending messages to chapter listservs.

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We have a separate list of 90 individuals to send invitations to. When signing up as a member, you have to include yourself on the listserv.

More information about orientation (required orientation) for chairs and co-chairs would be good to get to the consistency level. Reducing cost of meetings and addressing locations will help.

We used specialized mail lists for first meetings, which were very vendor heavy. It’s difficult to be bombarded at meetings by vendors. Sent meeting invitations through chapter listserv – it’s more member pure with fewer venders.

Chapter has finance officers groups that meet often and are very active – not training oriented. Chapters are a bit duplicative. Sponsored a two-day training on cashiering. It’s inconsistent what we’re all doing.

Not sure it’s inconsistency…we tailor our meetings to what our members are interested in. Have 10 cities – half are going through conversions resulting in a self-made program. Problem is trying to reach out to those that are not cities.

When someone signs up as new member and designates a chapter, do they get a welcome letter? The get a welcome email and are put on the chapter listserv – not sure they’re reached out to

personally. Leaders get new chapter listings monthly – we reach out to them. It’s not consistent. I like the listserv – I get the invitation and share it with others. New members are not being made

aware of the opportunities. Use other lists to encourage membership in CSMFO. Don’t have to be a chapter member to be on the chapter listserv. Is there a vehicle for chapter chairs to share topics or speakers? Topics in our area are stale. There are bi-monthly conference calls for chapter chairs but very few attend. Topics are listed on the website. Registration is handled on the website where you can see the

topics. Have been expanding webinar offerings to general members – there’s less incentive to go through

chapters. We’re increasing the general membership benefit while decreasing the chapter benefits. Is there a sponsorship policy? There is no policy. Consider an action item to develop a policy for vendor relationships. Topic came up whether vendors could underwrite chapter trainings. It has not been formalized into a

policy. Some people feel awkward asking a commercial vendor to sponsor an event. A policy needs to be developed and shared. To what extent do we advertise their names when they underwrite an event? We determine sponsorship levels and what they get for each level. There were chapters charging an additional amount and keeping the money…there’s a lack of policy

and consistency. We charge for the January economic update – first four get to sponsor the meeting for $500 each.

We allow them to say a short speech and have small sponsor stands at the event. Without sponsorships, we would have had to charge $80 vs. $40 with sponsors. Commercial members provide 60 percent of the revenue for the conference – they do a great job. It’s

a balancing act. WHAT’S WORKING WITH COMMITTEE LEADERSHIP Dedicated individuals who want to see the organization grow and prosper. Committed volunteers

trying to make a difference. Vice-chair structure is good – it’s a team approach. Vice-chairs handle some of the activities and are

groomed to be chairs. Senior advisor works well – provides historical perspectives for the committee. Board liaisons who are active and participate helps. Having the committee decide if they want extra members beyond the formal structure, which gets

more people involved and moving up the ranks.

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WHAT’S NOT WORKING WITH COMMITTEE LEADERSHIP Lack of structure. Kept rolling over. No defined commitment. Volunteers don’t know what they’ll have

to do and how long they’ll be serving and are not sure what they’re committing to. In the past, it has been Southern CA focused. Committees were much smaller and had to have a

representative from Northern and Southern CA. A member wanted to be involved with a committee, approached the chair and didn’t get a response.

Don’t think there’s a special district member on the Program Committee to address their interests. Need to develop bench leadership in the committee structure…succession planning. Make sure committees know it’s okay to have members on a committee without being an officer to

develop the bench. Had members drop off from the North and South – consciously tried to get one from both regions to

balance it out. It’s easier to get members from the South to participate. Volunteer form will help. What’s the procedure for following up? There may not be a fit for the interest they request but maybe something else. Need more structure for the follow-up.

We task members who are not officers with a project. It gives us an idea of who can move into leadership to get a variety of opinions.

It’s good to get the extra perspective, but we have members who don’t participate. Need to know the volunteers will participate rather than just having numbers. Important for chairs to evaluate that so you don’t just have numbers and have members who will contribute.

With the strategic plan, membership has projects to work on. We created four subcommittees to allow some people to have a leadership role and to parcel out the work. Succession planning is a goal in the strategic plan; have an exit conference with each member as to their participation and interests to have continuity going forward.

Do you have the latitude to ask members to leave if they’re not participating (BICs)? The Board has the latitude to evaluate chairs. It’s not easy to have the discussions but necessary. Would like structural clarification on how many officers the committees have. Chair, vice-chair, senior advisory and liaisons – should there be more than one or fewer? Should it be

set by policy? It will cost us more money if we keep adding officers. It’s a mystery from year to year depending on who will be serving – we’re in a holding pattern during

reshuffling of the deck. Would depend on what the committee is tasked with – some are more focused than other. May be

important to have more members with expertise/history on certain committees. It’s the title that gets you to the meeting. With an expanded roster, who is making the decision on selecting officers? We allow the incoming president to make the appointments of officers, hopefully with chairs’ input. With more titles, costs increase. As a volunteer, some feel they don’t have the time and prefer to job

share. Could select one person to attend events or bite the bullet and accept the increased cost. Could have a “no more than” (minimum/maximum) policy for officers. One committee grew to

accomplish assignments from the strategic plan. Have to recognize people for the work they do if they’re not going to be invited to events and we’re

trying to generate more involvement to have more commitment. Clarify who can attend events, but find a way to recognize those who are not allowed to attend the events.

Have to ask people if they want to continue in their committee roles or move to other committees. Need structure for length of terms for committee officers. President-elect selects the chair, vice-chair and senior advisors, so not sure we can establish terms. May have to change the bylaws. There’s an expectation the president-elect won’t change officers if

they still want to serve. Puts a lot of responsibility on incoming the president to not shake things up. Need to figure out how to do it and remain flexible.

Exit interviews are intriguing to engage the interests of committee members – what’s working/not working; what do you like about the role.

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Having an exit interview with committee officers gives feedback on how they performed as chairs. Need a minimum of two years to serve as chair - possibly longer depending on what’s on your plate. Want consistency and have people go up through the ladder – don’t want inexperienced people

leading the committees. Make sure people have experience and give them the time to do a good job – establish maximum/minimum terms.

One year is not sufficient. A minimum of two years would be a good thing with a ceiling of three to five years with the expectation to bring someone new in – gives enough time to identify a new person to bring in new blood – person could remain as a senior advisor.

Without minimum/maximum terms, a lot of us have served on different committees – there’s a natural progression to move into other areas. Being involved for two or three years may be essential given the work being done to maintain consistency.

Past President’s Involvement – What’s Not Working? There is no formal past president involvement. Some are chairs, vice-chairs or senior advisors;

others drop off the radar. It’s based on the desire to serve. We contact the president-elect and express an interest to serve.

President has the difficult discussion with those who are not active but want to continue to serve. Lot of past presidents have a lot to offer. Others may not have the time/availability. Could do

something to promote involvement of past presidents. Develop guidelines for checking in with past presidents to encourage involvement. Could have a committee of past president to re-engage them, even through Facebook. Sometimes other commitments take them in other directions; others are retired and want to continue

to be involved. Past presidents do have something to offer – institutional knowledge and an understanding of leadership in the organization that we don’t want to lose - their input is invaluable. Develop an informal way to check in with them and keep their fingers on the pulse and dialed in.

Have committee chairs who have moved on after serving a number of years – should they be part of the conversation and asked to be part of the process again?

CONSISTENCY IN BRANDING/COMMUNICATIONS WHAT ACTIONS IN SUPPORT OF THE STRATEGIC PLAN SHOULD CSMFO TAKE? 1. Develop a consistent, organization-wide communication strategy.

Targeted communication groups (special districts, cities, counties, CEOs to lower staff) Develop a style guide to provide guidance and reinforcement for a consistent “look.” Determine how often we communicate through the various vehicles (for news, trainings, etc.). Decide who will be distributing communications. Consider sending communications through

one point of contact (SMA staff). 2. Evaluate alternatives for communications and how they complement current messaging (i.e., social

media, Mini News, website). 3. Communicate the value and position of CSMFO to outside stakeholders.

Continue relationships with GFOA and the League. Discussion Make sure people understand the value and importance of CSMFO. It’s good that we are looking at branding/communications to see what it needs to be – not clear on

who will be doing it. Identify a committee to look at branding/communications or form an ad hoc committee or workgroup.

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CHAPTER LEADERSHIP STRUCTURE WHAT ACTIONS IN SUPPORT OF THE STRATEGIC PLAN SHOULD CSMFO TAKE? 1. Increase chapter chair outreach.

More information in the handbook, chair portal, welcome information, information sharing, more resources available to share ideas – an informal way to get new chairs active and engaged.

Provide orientation training to new chairs/vice-chairs. 2. Institute a chair/vice-chair policy. 3. Encourage chapter volunteers for specific tasks. 4. Implement vendor sponsorship program/guidelines. 5. Reach out to remote membership to gauge interest in periodic remote location trainings/meetings.

Find out how they want to be involved and how CSMFO can serve them…do a survey and reach out by phone to those who seem more engaged.

Include a chapter chair training session at the Annual Conference. Discussion Chapters run the gamut from very very active to six that are inactive. Need to look at ways to engage

inactive chapters. In the chapter chair outreach, does that get into mentoring and orientation/training? Yes. We also brought up the retirees and how they could be involved – during the conference, have one

breakout session for the chapters to train on how to be a chapter chair. Ways to support chapter chairs – engage past presidents. Structurally, do we want to standardize the chapter officer terms and whether they’re elected or

appointed? We talked about it and like the idea of flexibility but were limited to five strategies. With the administration piece taken care of, we may not have to beg people to be chapter chairs.

Leave it open, remain flexible and consider it in a couple of years. COMMITTEE LEADERSHIP STRUCTURE WHAT ACTIONS IN SUPPORT OF THE STRATEGIC PLAN SHOULD CSMFO TAKE? 1. Develop/implement a committee membership application process that ensures a competitive process

with selection by committee leadership and develops future leaders. 2. Develop/implement a committee member evaluation process to provide input to the incoming

president. Develop/implement a chair to member exit interview process.

3. Document the appropriate standardized committee structure. Encourage all committees to have members in addition to the chair, co-chair, vice-chair and

senior advisor. One size does not fit all. No mandated term limits – encourage committee rotation.

4. Create a committee chair guidebook to formalize the information transfer. General guidance should include expectations of committees, deliverables and what they will

do in the future. Guidebook also should include committee-specific guidance.

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Discussion Did you discussing setting term limits? Answer: We didn’t talk about a number – each situation is

different. We don’t want to discourage involvement. We don’t want to set a term limit but want to encourage movement among committees. Want to encourage people to work on various committees.

NEXT STEPS SMA will ensure the priority actions tie back to the action plan/strategic plan, incorporate them into

the action plan and present it at the October Board meeting. Appoint individual(s) or an ad hoc committee as a point of contact for communications for SMA.

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