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  • Local Gov Data Part 3: Governance

    Contains 2 Component(s), 1.50 credits offered Recorded On: 02/15/2018

    Free on-demand webinar is part of a four-part series presented by SAS.

    In the third webinar in the series, Kay Meyer and Mary Anne Hopper will explain data governance, its necessity, and its value. They will discuss the essential components of data governance including the why, how, who and what of governance. Their guidance about data stewardship and governance will help your staff as it embarks on using your data productively and securely.

    You and your staff will discuss:

    • The benefits of data governance
    • The components of governance:
    • Why? Program Objectives
    • How? Guiding Principals
    • Who? Decision-making Bodies
    • What? Decision Rights
    • Data Stewardship
    • Considerations of/guidance about data governance

    NOTE: This is part three of a four-part series. All sessions are free. Registration is separate for each session; you may register for any or all of these sessions. This is a free webinar sponsored by an ICMA Strategic Partner who will have access to the registration contact information.


    This webinar is complimentary thanks to the sponsorship of an ICMA Strategic Partner who will have access to registration information.

  • Collective Bargaining Series

    Contains 2 Product(s)

    This two-part series will help participants gain a working knowledge of collective bargaining in a local government setting.

    The relationship between public employees and their governmental employers is paramount to providing services to the public. This two-part webinar series will provide instructions on how city/county managers, human resources and labor relations managers, and department heads can best prepare for collective bargaining and make proposals. The speakers will describe the fundamental concepts of the bargaining process itself such as scope of bargaining and good faith bargaining. They will also explain how to initiate collective bargaining, focusing on items to be discussed at the first, second, and following negotiating sessions. Topics will also include recent trends and developments and ongoing challenges facing collective bargaining.

  • Asking Police Chiefs the Right Questions to Make the Right, Data-Driven Decisions

    Contains 2 Component(s), 1.50 credits offered

    In this webinar, Leonard Matarese debunks some common myths about staffing police departments.

    Back by popular demand, Leonard Matarese returns with a police-only presentation to help you make informed policy decisions by knowing what to ask of your police departments.

    How many police officers do you really need? How well is your police department performing? Are "officers per 1,000" and "number of calls" really meaningful measures? Matarese will tackle these questions and provide data that will help you rethink the workforce allocation of your police department.

    The audience: Local government managers

    You and your staff will learn how to:

    • Understand the difference between “calls for service” and “workload”
    • Quantify actual workloads in police departments by seasonal and weekday variables and identify whether personnel are allocated correctly   
    • Get the metrics you need from police departments (such as the percentage of police officers' non-committed time) to make staffing decisions
    • Learn alternative strategies for handling calls for service
    • Establish goals and priorities and know what you need to analyze
    • Set measurable goals, identify performance problems, and apply strategies to follow the path of continuous improvement

    Leonard Matarese

    Director of Research and Project Development, Center for Public Safety Management

    Leonard Matarese is Director of Research and Project Development for the Center for Public Safety Management, the exclusive provider of public safety technical assistance to ICMA. Leonard has 46 years of experience as a law enforcement officer, police chief, public safety director, city manager and major city human resources commissioner. He has conducted or managed over 250 studies of public safety agencies with particular attention to matching staffing issues with calls for service workload.

  • New GASB Retiree Healthcare Standards: What Does It Mean for My Government

    Contains 2 Component(s), 1.50 credits offered

    Learn about GASB's Statement 75 on other post-employment benefits.

    The GASB’s new accounting and financial reporting standards on other postemployment benefits (OPEB), including retiree healthcare benefits, are required to be applied to financial statements for years ending June 30, 2018 and beyond. Government officials and external users of financial statements will see for the first time the entire OPEB liability being recognized in the financial statements and more extensive note disclosures and trend information related to that liability.

    To assist government officials to better understand that new information, this webinar will address key aspects of the new standards, including:

    • What benefits are captured in the calculation of the liability, including a discussion of implicit rate subsidies and the difference between legal obligations and constructive obligations
    • What factors are considered in determining the size of the liability, including the discount rate
    • What new information related to OPEB can be found in the note disclosures and trend information, including a sensitivity analysis of how changes in the discount rate and healthcare inflation rate could impact the liability.

     

    David R. Bean

    Director of Research and Technical Activities, Governmental Accounting Standards Board (GASB)

    David R. Bean is the director of research and technical activities for the Governmental Accounting Standards Board. He assigns and provides oversight to the GASB’s research, technical, and administrative activities. Prior to joining the GASB in 1990, David worked in public accounting and government. He also has served as deputy chairman of the International Public Sector Accounting Standards Board (IPSASB). He was the lead author on the 1988 Governmental Accounting, Auditing and Financial Reporting and was the founder of the GAAFR Review. He was the last director of the National Council on Governmental Accounting before the formation of the GASB in 1984. David is a member of the Government Finance Officers Association, the Connecticut and Illinois Government Finance Officers Associations, the American Institute of Certified Public Accountants, the Illinois CPA Society, the Association of Government Accountants, the National Federation of Municipal Analysts, and the Municipal Analysts Group of New York.

    Dean Mead

    Senior Research Manager, Governmental Accounting Standards Board (GASB)

    Dean Mead is senior research manager at the GASB, overseeing the GASB’s research agenda, managing external research, coordinating stakeholder outreach and communication, and serving as the staff liaison to the GASAC. Dean is the author of the GASB’s User Guide Series and principal liaison to financial statement user organizations. In 2015, Dean received the Award for Excellence from the National Federation of Municipal Analysts for his efforts to educate municipal analysts about governmental accounting through his publications and presentations. He is a member of NFMA, MAGNY, ABFM, and GRA. Dean also is an adjunct member of the accounting faculty at Rutgers Business School, where he teaches governmental accounting & auditing, governmental financial analysis, and advanced topics in governmental accounting. He currently serves on the editorial board of Journal of Governmental and Nonprofit Accounting. Prior to joining the GASB, he was assistant director of research at the Citizens Budget Commission and an adjunct professor at New York University’s Robert F. Wagner Graduate School of Public Service

  • Asking Fire Chiefs the Right Questions: How to Make Data-Driven Decisions

    Contains 2 Component(s), 1.50 credits offered

    In this on-demand webinar, Leonard Matarese will share new information that will help address the tough issues that local governments face with regard to fire and EMS services

    Here are a few: How does your department compare with others whose workloads are about 80 to 85 percent EMS and 5 to 10 percent fire? What differences can a workload and operation analysis make on how you pay for fire and EMS?

    Back by popular demand, Leonard Matarese will share new information that will help you address the tough issues that local governments face with regard to fire and EMS services. Matarese is a nationally recognized public safety expert with a unique combination of experience as a city manager and public safety professional.

    You will discuss:

    • Real workloads how to know if staff is allocated correctly 
    • How to determine the number of firefighters and amount of equipment that is really necessary
    • Low firefighter utilization and how to deal with it
    • Goal-setting, performance management, and strategies for continuous improvement

    Leonard Matarese

    Director of Research and Project Development, Center for Public Safety Management

    Leonard Matarese is Director of Research and Project Development for the Center for Public Safety Management, the exclusive provider of public safety technical assistance to ICMA. Leonard has 46 years of experience as a law enforcement officer, police chief, public safety director, city manager and major city human resources commissioner. He has conducted or managed over 250 studies of public safety agencies with particular attention to matching staffing issues with calls for service workload.

  • Making Smart Local Government Technology Decisions

    Contains 2 Component(s), 1.50 credits offered

    Join us in this free webinar to discuss the results of new survey research to help managers understand emerging technology trends within local government.

    Do you feel left in the dark when it comes to learning about new technology that can help improve service delivery? Do you see other local governments launch innovative technology solutions and wonder where they learned them?

    Join us in this free webinar to discuss the results of new survey research to help managers understand emerging technology trends within local government.

    You and your staff will discuss:

    • How are local governments researching technology?
    • What information do local government leaders find most useful?
    • What publications do leaders use to learn more about technology?
    • How do local governments define their requirements from technology systems?

    Terri Jones

    Government Marketing Portfolio Manager, OnBase by Hyland

    Terri Jones is a member of the Hyland Software Government Team. Before joining Hyland, Terri worked in state and local government for 13 years in the areas of community and economic development, training and affordable housing development. She also worked as an IT Director deploying data and document management systems for her agencies. She has degrees in economics, law and public policy.

  • Board Challenges: How to Generate Better Decisions

    Contains 2 Component(s), 1.50 credits offered

    In this webinar, the speakers discuss an approach where directors can greatly improve the quality (and quantity) of their discussions, leading to greater insight and generating better decisions.

    Want your board to perform like a well-oiled machine? Explore “generative governance,” a concept that helps high-performing boards find ways to serve as the organization’s “sense-makers,” deciding which issues to pay attention to, and interpreting what those issues mean for shareholders, investors, and other stakeholders. Through this approach, directors can greatly improve the quality (and quantity) of their discussions, leading to greater insight and generating better decisions.

     You and your staff will discuss:

    •  Ways to re-frame problems and consider issues from multiple perspectives simultaneously;
    • “Generative thinking” – which can lead to a host of creative/better outcomes to challenging situations; and
    • Opportunities for robust discussion in board meetings – allowing space for board members to be curious, intrigued, and highly engaged

    ​Dottie Schindlinger

    Vice President of Marketing and Governance Technology, Diligent Corporation

    Dottie Schindlinger is vice president of Marketing & Governance Technology Evangelist for the Diligent Corporation – the parent company of BoardDocs. In her role, Dottie promotes the intersection of board governance and technology as a recognized expert in the field. She provides thought leadership through a variety of digital and print publications, webinars, conferences, and in boardroom presentations to directors and executives globally. Over the past twelve years, Dottie helped to launch and grow BoardEffect – a board management software firm (acquired by Diligent in late 2016) – from a 4-person start up to an industry leader in the nonprofit sector. She spent the decade prior to BoardEffect working in a variety of governance-related roles, including as a board liaison, board member, senior executive, consultant and trainer for nonprofit, healthcare, education, and corporate boards. Dottie received her undergraduate degree from the University of Pennsylvania.

  • The Next Gen: How to hire and inspire them

    Contains 2 Component(s), 1.50 credits offered

    Learn how to hire, inspire, and engage this dynamic generation in the local government work environment.

    Hungry to learn. Open to change. Motivated to help others. If you think this sounds like an ideal local government employee, you’re right. So why is it so hard to attract (and keep) millennials in local government?

    Learn how to hire, inspire, and engage this dynamic generation (and Generation Z which is soon to follow).

    You and your staff will discuss:

    • Understanding millennials (starting with why they don't like to be called that in the first place)
    • Market competition and how to be an employer of choice for incoming generations
    • Why you must reform recruiting, marketing and hiring processes to attract the next generation
    • Culture shifts that will support growth for the next generation (and help them to really deliver)
    • How to create an environment that successfully blends workers from different generations
    • Understanding what job satisfaction is for Generation Z
    • How does Generation Z see government?

    James Lewis

    City Manager, Pismo Beach, CA

    Jim Lewis became city manager of Pismo Beach on March 1, 2013. Prior to serving as city manager of Pismo Beach, Jim served as the assistant city manager and president of the office of economic development for the City of Atascadero. Prior to this role, Jim served as the assistant to the city manager for the City of Claremont. In both positions, Jim was successful in transforming downtowns and building pride and positive relationships amongst business owners, community groups, neighborhoods and the city.

    Jim served as president of the Municipal Management Association of Southern California (MMASC) in 2001 and currently serves as the First Vice President of the League of California Cities City Manager’s Department ad as a Trustee of the California City Management Foundation.

    Lee Feldman

    City Manager, City of Fort Lauderdale, FL

    Mr. Lee Feldman is currently the City Manager for the City of Fort Lauderdale, Florida; a position he has held since June 2011. He is the president of the International City and County Management Association and has served as the president of the Florida City and County Management Association and was named the Florida League of Cities’ “City Manager of the Year” in 2006.  Mr. Feldman is a member of the United States Federal Emergency Management Agency National Advisory Council; serves as Chair of the National League of Cities’ City Futures Panel on Public Finance; serves as a member of the National League of Cities Steering Committee on Public Safety and Crime Prevention and Advocacy; chaired the International City and County Management Association’s Governmental Affairs and Policy Committee and serves on the Association’s Sustainability Advisory Group and has served on the Association’s Task Force on Community Tools for Ending Racism. Additionally, he teaches newly elected municipal officials the principles of finance and taxation in Florida and is frequently called upon to speak to professional groups on a variety of municipal issues.

  • Building and Maintaining Your Best Board

    Contains 2 Component(s), 1.50 credits offered

    This webinar discusses how to use the four-part board development cycle to create an effective, engaged board.

    When you can't control who gets appointed to a board, how can you ever create a sense of unity and engagement among its members? By adhering to a board development cycle, you can create an effective, well-functioning board.

    Getting the board development cycle right takes careful planning, consistent execution, and truthful evaluation. Join BoardDocs on a fast-paced trip through the four-part board development cycle.

    You and your staff will discuss:

    • Board development planning and board member recruitment (including strategies for appointments)
    • Sound strategies for orientation and on-boarding
    • Tactics to build board engagement
    • Handling board assessments, as well as retaining (or removing) members

    ​Dottie Schindlinger

    Vice President of Marketing and Governance Technology, Diligent Corporation

    Dottie Schindlinger is vice president of Marketing & Governance Technology Evangelist for the Diligent Corporation – the parent company of BoardDocs. In her role, Dottie promotes the intersection of board governance and technology as a recognized expert in the field. She provides thought leadership through a variety of digital and print publications, webinars, conferences, and in boardroom presentations to directors and executives globally. Over the past twelve years, Dottie helped to launch and grow BoardEffect – a board management software firm (acquired by Diligent in late 2016) – from a 4-person start up to an industry leader in the nonprofit sector. She spent the decade prior to BoardEffect working in a variety of governance-related roles, including as a board liaison, board member, senior executive, consultant and trainer for nonprofit, healthcare, education, and corporate boards. Dottie received her undergraduate degree from the University of Pennsylvania.

  • Free Webinar: Disaster Recovery in the Aftermath of Hurricanes Harvey and Irma

    Contains 2 Component(s), 1.50 credits offered

    This on demand presentation will help you navigate recovery efforts to maximize the federal assistance available for local government.

    As communities are left with the devastating effects of Hurricanes Harvey and Irma, they will soon be faced with making decisions that will shape their path to recovery. The recovery process can be long and complex. However, recovery can also be an opportunity. If managed successfully, communities can recover from the disaster stronger, safer, and more resilient. Making strategic and timely decisions about the recovery approach is critical to any long-term recovery plan. 

    This webinar will provide a disaster recovery overview for local governments. You and your staff will discuss:

    • What you need to know about available disaster programs
    • FEMA Public Assistance
    • FEMA Mitigation
    • HUD funding provided through the Community Development Block Grant Disaster Recovery (CDBG-DR)

    Paul J. Shives

    Business Administrator

    Paul J. Shives has been the business administrator for the township of Toms River, New Jersey since 2009. He has 40 years of professional municipal management experience and has been a member of ICMA for 39 years. Additionally, Paul is an adjunct professor of political science.  

    Matthew Hochstein

    Director of Market Strategy and Implementation

    Matt Hochstein is a skilled leader with extensive experience managing and delivering complex projects. Widely regarded as an accomplished facilitator and skilled at guiding senior-level briefings, programmatic workshops, and policy implementation strategies, he has extensive experience staffing and managing teams of various sizes.

    Matt’s career is filled with notable achievements, but three in particular stand out: he designed a test strategy and served as test manager for the world’s first integrated testing effort between SAP and GIS leading a testing team of over 30 people; he led a 25-person team in the New Madrid Seismic Zone (NMSZ) Catastrophic Planning initiative, the first and largest multi-state/multi-region effort for the Federal Emergency Management Agency (FEMA), spanning four FEMA regions and eight states; he transformed FEMA’s post-disaster commodity distribution strategy by developing a data collection and analysis tool that modeled required commodity levels.

    Currently Matt is responsible for developing and implementing Hagerty’s 2016 Business Development and Executive Relationship Plan.  Matt also manages Hagerty’s Washington, D.C. office, where his responsibilities include coordinating all federal business activities and collaborating with Hagerty leaders across the firm on significant company-wide initiatives. Prior to Hagerty, Matt worked with Deloitte Consulting as a Manager in the Strategy and Operations practice area; there he was responsible for operational management of client engagements in addition to supporting business development and personnel management within the firm. At Credit Suisse Securities, Matt worked in the Strategic Change Management Group where he managed global resources by through implementation of operations-focused initiatives. Matt’s first consulting role was with Public Consulting Group, Inc. where he was elevated to the level of Senior Consultant while managing third party liability/recovery contracts for multiple State Medicaid Agencies. Matt is a certified Project Management Professional (PMP) and completed the Homeland Security Exercise and Education Program (HSEEP). He received a Master of Business Administration from the Kenan-Flagler Business School, University of North Carolina, and, a Bachelor of Arts, Government, from Wesleyan University (CT). He lives in Virginia with his wife and children.

    Mark Misczak

    Director of Recovery

    Mark Misczak has 24 years of leadership and experience in emergency management, policy and regulatory development, and delivery of federal disaster programs, most recently helping New York City recover from Hurricane Sandy. Mark is CEM credentialed and recognized as a national expert in complex disaster recovery efforts. Prior to joining Hagerty, Mark served as the Deputy Director of FEMA’s Individual Assistance (IA) division, where he oversaw the programs that delivered funding and direct assistance to our nation’s disaster survivors. Mark led many transformational events while at FEMA, including his service as the Director of the office of Cerro Grande Fire Claims and as Deputy of FEMA’s Integrated Services Team that responded to the Deepwater Horizon Oil Spill.

    While serving as a Deputy Director in FEMA’s Recovery Directorate, Mark spent the first three months in New York City advising Mayor Michael Bloomberg’s Housing Recovery Office and other local officials. He worked in partnership with other FEMA leaders, the Governor’s Office and the Mayor’s staff to provide assistance to survivors in ways never previously offered by FEMA. One of the key programs Mark helped institute was the NYC Rapid Repairs Program, a novel program praised for its innovations and efficiencies in serving the needs of disaster survivors. To develop Rapid Repairs, Mark recommended changes, provided commentary and advice, and suggested improvements based on his extensive knowledge of FEMA policies and regulations. The finished program is the one that will best get the work done, and clearly the one FEMA is eager to approve.

    Upon leaving FEMA, Mark joined Hagerty Consulting as the Director of Recovery. In this role, he is a key policy advisor to the New York City Office of Management and Budget. His signature accomplishments in this executive consulting role include:

    - Directing the development and submission of the City’s FEMA federal grant claims for over $9.5 billion in reimbursements for Sandy related damages across 54 City agencies;

    - Leading a team of six consultants in the delivery of $4 billion in HUD funded disaster recovery programs (housing recovery, business recovery, and City infrastructure recovery and resiliency investments);

    - Coordinating and providing strategic guidance to the City’s sub-applicants across multiple federal disaster recovery funding streams including, but not limited to, FEMA PA, HUD CDBG – DR, and FHWA and FTA ER, to ensure compliance and streamline program delivery;

    - Developing a historic agreement with FEMA on Direct Administrative Costs, which will result in reduced administrative burden for both FEMA and the City; and

    - Designing the operational components and agreements utilized in implementing the new Section 428 Public Assistance Alternative Procedures pilot program for permanent work. This new pilot program was created by the Sandy Recovery Improvement Act and is helping applicants to rebuild in more functional and resilient ways. 

    Mark is a graduate of the Senior Leadership Program from George Washington University and Harvard University’s National Preparedness Leadership Initiative. He travels widely on assignment, is in high demand as a speaker, and calls Virginia home.