CSMFO Magazine October 2016

CSMFO CALIFORNIA SOCIETY OF MUNICIPAL FINANCE OFFICERS

M A G A Z I N E

OCTOBER 2016 #8

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CSMFO MAGAZINE OCTOBER 2016

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GOVERNMENT BANKING. FOR US, IT’S PERSONAL.

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3 CSMFO MAGAZINE OCTOBER 2016

CSMFO

CALIFORNIA SOCIETY OF MUNICIPAL FINANCE OFFICERS

M A G A Z I N E OCTOBER 2016 #8

NOW IS A GOOD TIME

To empower employees to save for tomorrow without sacrificing today Empower Retirement works closely with plan sponsors to provide employees with personalized support and powerful online resources to help them plan for their long-term financial independence.

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2016 Board of Directors President John Adams, City of Thousand Oaks President-Elect Drew Corbett, City of San Mateo Past President Jesse Takahashi, City of Campbell David Cain, City of Fountain Valley Jimmy Forbis, City of Gilroy Brent Mason, City of San Bernadino Marcus Pimentel, City of Santa Cruz Karan Reid, City of Concord Chu Thai, City of Monterey Park Executive Director/Editor Melissa Dixon, MBA, CAE Editorial Designer & Photographer David Blue Garrison Additional Photography Pexels, Pixabay and Stocksnap The California Society of Municipal Finance Officers is the statewide organization serving all California municipal finance professionals. We promote excellence in financial management through innovation, continuing education and the professional development of our members. CSMFO members are deeply involved in the key issues facing local agencies. We value honesty and integrity, and adhere to the highest standards of ethical conduct.

Thank you to all the authors in this issue for sharing with us their time and expertise. If you have an idea for a future article, please contact Melissa Dixon at the CSMFO office at melissa.dixon@staff.csmfo.org.

Disclaimer: The views and opinions expressed in these articles are those of the authors and do not necessarily reflect the official policy or position of CSMFO.

1 Source: PLANSPONSOR, Top 10 Recordkeepers, 2015 Core securities, when offered, are offered through GWFS Equities, Inc. and/or other broker-dealers.

GWFS Equities, Inc., Member FINRA/SIPC, is a wholly owned subsidiary of Great-West Life & Annuity Insurance Company. Empower Retirement refers to the products and services offered in the retirement markets by Great-West Life & Annuity Insurance Company (GWL&A), Corporate Headquarters: Greenwood Village, CO; Great-West Life & Annuity Insurance Company of New York, Home Office: NY, NY; and their subsidiaries and affiliates. The trademarks, logos, service marks and design elements used are owned by GWL&A. Š2016 Great-West Life & Annuity Insurance Company. All rights reserved. PT257076 (2/2016)

CSMFO MAGAZINE OCTOBER 2016

For more information on CSMFO or this Magazine, please contact the CSMFO office at 916.231.2137 or visit the website at www.csmfo.org.

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CONTENTS OCTOBER 2016

6 President’s Message

31 My Final Stop on my

8 Executive Director’s Message

West Coast Tour as CSMFO President

10 Creatures of Habit: Protect Yourself from Yourself

34 2017 Host Committee

14 Getting the Most out of your ERP Investment

Running Diary

18 ‘Gen X’ sight in a ‘Gen Z’ world: A perspective

25 Job Opportunities

on Cybersecurity

22 Considering the People Side of Enterprise Implementations

24 Social Anxiety: Public Agencies on Social Media 28 Technology Committee Update 29 CSMFO Board Of Directors Elections

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ROBO-OFFICER...

OF FINANCE

PRESIDENT’S LETTER JOHN ADAMS

JOHN ADAMS FACTS

Favorite Halloween costume was SpiderMan.

As you know, technology plays a significant role in our lives, and impacts us both professionally and personally. This month, the CSMFO Magazine focuses on technology and the importance of technology in government finance. As a government finance officer, it is most certain that technology impacts your operations and in some cases you may be responsible for overseeing technology in your agency. To assist members, CSMFO provides educational sessions on technology at the annual conference. CSMFO has been fortunate to have the support of the CSMFOs Technology Committee and the Municipal Information Systems Association of California (MISAC) to assist in the development of those sessions. Hopefully you have attended past sessions at the conference and have found them useful, I sure have.

Talking about MISAC, I just had the pleasure of attending MISAC’s 15th Annual Conference in San Diego. As I finalize this month’s President’s message, I wanted to share a few of the highlights from the conference. The theme of the conference was “Securing IT’s Future: Today”. Based on the theme, one educational track was solely developed for “Cyber-Security”. This is a very relevant topic today for all agencies, and we should be working with our partners in information technology to protect our agencies. In attending sessions on cyber-security, the key takeaways for me were:

I also wanted to make a shout-out to the Technology Committee, both current and past members. For those that don’t know, 2017 will mark the 20th anniversary of the committee. The committee has played a key role for CSMFO over the past two decades.

Special thanks to Paul Arevalo, who was the first Chair of the committee and the main architect of its formation. Many people have been involved over the years, including Kirk Biglione, Mark Alvarado, Julia James, Josh Betta, Barbara Boswell, Chu Thai, Bill Statler, David Bass, Mark Moses, and Rick Teichert, just to name a few!!

• Resources: Proper resource allocation is critical.

As I conclude, I just want to thank the 2016 Technology Committee for their work this year. The committee has been • Evaluation: Security assessments working on evaluating new software to and penetration tests need to be enhance and improve our membership performed regularly. database. I look forward to the start of • Monitoring: Monitoring systems that project in 2017, as utilization and and developing security responses investment in technology will be a major are very important. initiative for CSMFO in the new threeyear strategic plan (2017 to 2019).

• Training: Training of all system users is required.

This was the first time I have attended the conference, and I was very impressed overall. The educational sessions were outstanding, and the vendor support was amazing. I would like to thank Bryon Horn, the President of MISAC, for the invitation; Brian Lewton, Past President, for the hospitality; and Joyce Starosciak for being the conduit between MISAC and CSMFO. CSMFO MAGAZINE OCTOBER 2016

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2016 TECHNOLOGY COMMITTEE DAMIEN CHARLETY, CHAIR EAST BAY MUD PAMELA ARENDS-KING, VICE CHAIR UNION SANITARY DISTRICT DAVID CAIN, SENIOR ADVISOR CITY OF FOUNTAIN VALLEY CHU THAI, BOARD LIAISON CITY OF MONTEREY PARK JOYCE STAROSCIAK, MEMBER SACRAMENTO REGIONAL FIRE/EMS COMMUNICATIONS CENTER MATT PRESSEY, MEMBER CITY OF SALINAS ANDREW THOMPSON, MEMBER CITY OF SAN RAFAEL RHONDA MCFARLANE, MEMBER RETIRED GLORIANN SASSER, MEMBER MORAGA-ORINDA FIRE PROTECTION DISTRICT

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Escape to Sacramento

EXECUTIVE DIRECTOR’S LETTER

Every year, the CSMFO leadership gets together to think strategically about the organization. And when I say “leadership”, I don’t mean just the Board. At CSMFO, your thoughts and ideas and opinions are important, whether or not you have an official vote at a meeting. During the last week of September, roughly 30 Board members, chapter chairs, committee

comprise it. All of it was inspirational and empowering, and I consider myself lucky to have been a part of it. I can’t wait to share with you the results of the session.

officers and League policy committee advisors gathered at the Hyatt Regency in Sacramento and spent a full day and a half with Neil Kupchin developing the next three-year strategic plan for CSMFO.

bicycles (commonly known as ‘beer bikes’, though no alcohol was involved!) to Escape Sacramento. Escape Sacramento has four different rooms/ games. Your job is to work together as a team to figuring out clues and puzzles in order to escape the locked room.

There’s a one-hour time limit, and an 18% overall success rate. CSMFO was divided into four groups (Presidents, Board Members, Chapters, Committees) and I’m proud to say that two of the groups (Board Members and Chapters) were able to escape the room! That’s a 50% success rate, significantly better than average. Plus, the staff at Escape Sacramento told me afterward that

What I CAN share with you are details on the team building activity— another thing that occurs every year in conjunction with the planning session.

This year, the leadership rode two group

MELISSA DIXON

MELISSA DIXON FACTS

Favorite Halloween costume was a Cabbage Patch Doll-complete with puffy cloth head and hands and really big yarn hair.

I can’t provide you with details yet on the mission, vision, values or strategic objectives, because they have yet to be ratified by the Board. I can tell you, though, that spending that time with this dedicated and driven group of people was inspiring. Their passion for the profession. Their camaraderie and banter. The thoughtfulness and attention to detail. The obvious love of this organization and the people that

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all of our teams were high-functioning as teams (which I believe is not very common). Everyone seemed to really have a great time, and, whether they succeeded or not, many people want to make plans to go back while we’re in Sacramento in February for the conference! I was fortunate enough to be able to participate, and can attest that it was challenging, very fun, and definitely required working with your teammates.

If any of this made you feel like you were missing out on something—it’s really easy to get involved! Committees and chapters are always looking for more assistance. If you’re interested in being on a committee for 2017, please fill out the Volunteer Interest form on the website or simply shoot me an email at melissa.dixon@staff.csmfo.org. I’d love to hear from you!

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Creatures of Habit: Protect Yourself from Yourself

Justin Lewis, Partner/CIO, Smith Moore & Associates

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Not even awake when I crush the

snooze button at 5 a.m. Bemoan life nine minutes later (why aren’t snoozes set to even numbers?). Shower. Dress.

Wake up kid. Dress kid. Make breakfast and lunch. Get to the car. Wrestle the kid into her seat. Get in the car.

Drive off. Turn right...Crap! Autopilot has me heading to work instead of the pediatrician. Familiar? Brains love routine because thinking is HARD. Humans use routine to avoid thinking and to streamline life. Driving to a new place is draining, mentally and physically. Drive to the same place once a week and it quickly becomes easy. Examples are all around us, new recipes, traveling, workouts, dancing, art.

Those who study this type of thing call it “procedural memory” and without it we wouldn’t get much done. Without procedural memory you wouldn’t know how to walk, ride a bike, drive a car or play an instrument. Procedural memory lets you stop thinking about tasks and still get things done. There’s a downside to autopilot though, and it can be more damaging than making a wrong turn CSMFO MAGAZINE OCTOBER 2016

when driving. Criminals the world over are using psychology and human nature to trick you into infecting your computer with viruses, into giving up sensitive login information, and into making decisions that you would not normally do if your autopilot had not kicked in to streamline your life.

In the past, getting infected was an inconvenience. It cost you some time, and made your computer run poorly until it was cleaned up. In today’s world, viruses are used to steal your bank account information, remove your access to your own files and spy on you so they can try to blackmail you later. In In recent history, In recent history, 2014 the Dyre variant most popular computer of viruses appeared. It’s most popular viruses are spread estimated that criminals through email. With computer viruses have used this campaign a simple messages to steal between are spread such as “See attached $500,000 to $1.5 million. invoice” thousands of through email.

One variety uses a tricky people continue to open step when sending its virusattachments when they laden emails.

Once infected the virus know they shouldn’t. In many cases, reads your email and looks for people built-in technology even tries stop the with whom you commonly communicate. evil that is about to happen, but then the Then, it will send those people email user steps in and, like 100 times before, that appears to be from you.

When an clicked the warning box without reading email comes from someone you interact or comprehending its message. Only with your brain lets down its guard. this time it is an issue and the user’s

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computer is infected. This story repeats itself in every sector where humans use computers for work. In 2015, Healthcare came in as the most attacked industry, with Government coming in fourth.

On an infected computer, aside from trying to spread itself, the Dyre variant lays dormant until you visit a banking website. At this point, it puts up a fake version of the site you’re visiting. As you enter your login information, the virus CSMFO.ORG

copies it and logs into the real bank website. While you fiddle with the fake site, it wires money from your account to a holding account that the attacker can access later. This whole process can happen in just a handful of minutes!

The other major variant of attack is known as Ransomware. Spreading in ways just like the Dyre virus, this virus will encrypt all the files on your computer and your network. When done, it will make you an offer on how to get your files back. Usually this involves paying them money by some difficult-to-trace mechanism. The attackers using this method are often targeting organizations, and adjusting the ransom based on the value of the data. A hospital in southern California paid $17,000 to the attackers in early 2016. Sharks smell blood and this large payout has drastically increased the volume of attacks on the Healthcare industry. As a result, other large organizations with deep pockets have become targets as well.

The last piece of human automation to guard against is just general conditioning. For most of us, when we see an email from our boss we

instantly want to be as accommodating as possible. “How can I help you?” becomes top of our list. Criminals know this too, and they’ve started to find ways to take advantage. One way they’re tapping into this is by investigating organizational websites and looking for the names of top executives and financial people. They craft a fake email that appears to be from the President or CEO that gets sent to someone who can wire money. This email contains a story about how the President needs them to wire money to an account ASAP. When questioned via email, they’ll respond as the boss to confirm. Guard against this attack by making it policy to have inperson or voice confirmation on all wire transfers!

email, and if something seems fishy, call IT. Good IT will appreciate your suspicion and help educate you about what you’re seeing.

It’s important to note that these attackers are set up like legitimate software companies. They operate with project management software, track bugs and run email campaigns. They work consistent hours, like a real job.

To them, this is their real job! The first line of defense is your own suspicious mind, and letting your suspicions do their work. Do your best to avoid letting the autopilot take over when processing

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Getting the Most out of your ERP Investment

By Matt N. Pressey, CPA, Finance Director, City of Salinas Roberto Moreno, President, Government Financial Solutions, Inc.

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Is your financial management system ready to be replaced? Are you considering a new Enterprise Resource Planning (ERP) system? You know it will be a major capital investment and will take a lot of resources to implement. As such, perhaps you are hesitant. The City of Salinas certainly was. In 2014 the City of Salinas began the process to replace its 30year old, highly customized system because 1) the system was at the end of its useful life, 2) the City wanted to utilize new features available on new systems and 3) the system was getting harder to support. These are the typical reasons an agency replaces its financial management system.

There were two major reasons the City had not replaced the system: • The high cost of a new system

your future business model, where lean accounting and best practices have been applied.

• Conduct a Needs Analysis based on your future business model.

Identify what is needed in a new system to improve the finance operations and reach the desired future state. Supporting this future business model includes the development of a new Vision and Mission statement for the agency/ department. The Needs Analysis will assist in the definition of the requirements that are necessary to support the future business model.

• Conduct a Gap Analysis by comparing best practices and functionality available in the market to the current systems functionality.

• The amount of work required to implement

• Prepare an RFP based on the Needs and Gap Analysis, which includes your An ERP system requires a large ranked and prioritized investment in capital cost and is labor requirements. This intensive over a number of years. ensures that you don’t buy However, implemented correctly, it has features that you the potential for a return need and on investment through the Don’t rush the don’t that the system has improvement of financial implementation the functionality operations. or you will pay you want and will Keys to getting need in the future. the most out an ERP for it later.

• Select an ERP Investment system that will In order to get the biggest return perform the most critical on this large capital investment, the aspects of your financial purchase of an ERP system should not operations. Use the be viewed as merely a replacement of ranked and prioritized the current system. Implementing a new requirements to select the ERP is the perfect opportunity to improve system that supports your the agency’s financial operations. The core functions and best key to getting the most out of your meets your future business ERP investment is to take the following model. Learn what the proven steps: vendor’s plans are for the future development of the • Conduct a Business Process system. The ERP system Review – document how current should be able to handle processes take place. You may and grow with your be surprised by the number of business needs for at least outside systems (spreadsheets, the next 10 years. So plan paper ledgers, files, etc.) used for the future. by departments to track their finances, often due to limitations • Check the vendor’s past of the current system. Determine performance. Keep in mind how these current processes that you will have a long term can be improved through relationship with this company. standardizing and eliminating Don’t rely on what the sales unnecessary steps, some through persons or sales literature say. system automation. This becomes Talk to other agencies that use

their software and worked with the implementation vendor to set up the system. Ask for a full list of agencies similar to yours and talk to as many as you can, not just one or two. This was a critical aspect of the City of Salinas’ reference checks. The City checked with over 30 agencies through surveys, phone call interviews, and site visits. This proved to be a pivotal aspect of the decision making process.

• Plan the implementation thoroughly. Don’t rush the implementation or you will pay for it later. You do not want to come back and make changes once the system is configured. Ask plenty of questions and conduct prototyping of the solution from end to end.

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• Make Change Management an integral part of the implementation. Keep everyone informed of the process and progress. Remind users of the ultimate goal and how they will benefit from the change.

Employees need to know that CSMFO.ORG

there is something in it for them.

Change is very difficult for anyone to accept.

Steps to reducing the cost of your ERP purchase You can reduce the cost of a new system by utilizing your current infrastructure as much as possible or look to operating the solution in the cloud. You will need to keep this in mind when developing your RFP requirements.

Another step you can take to get the best pricing is to plan your purchase toward the end of a quarter or calendar year. Just like car dealers, if the vendor is close to meeting their sales quota for the quarter or year end, they may be more amenable to negotiate the price down. This proved very beneficial for the City of Salinas.

An emerging issue is that when you get down to the final vendors, the list may be very small. If you are a small agency you will likely have a good selection of systems to choose from. If you are a large agency, you too will likely have several choices. But if you are a mid-size agency your choice may

be limited to two vendors, or perhaps Benefits of a New ERP System even different software packages from If you do this right, you should see an the same vendor. This is becoming improvement in your agency’s financial a new issue with the consolidation operations, making it worth all the effort of software companies that has been of the implementation. Your operation taking place. In Salinas, the two finalist should be streamlined, were New World Systems’ providing electronic Logos.NET and Tyler’s A good project workflow approvals, MUNIS. Now Tyler owns manager will paperless processing, New World Systems along providing quick access to with several other software be well worth data, and analytical tools packages. When one to allow for well thought the cost. vendor owns a large share out and researched fiscal of the market, it gets harder decision. The City of to negotiate pricing. If you have minimal Salinas was able to achieve all of these choices in vendors and therefore limited benefits and is very pleased with the ability to negotiate, then research what outcome from this effort and continues to similar size agencies have paid for their refine its business processes.

ERP system to make sure the price you Lessons learned: are getting is reasonable. Vendors may not like this, but the purchase price of a • Start with a clear vision of what new system is public information. you want Do not over purchase. Buy only • Take your time and be thorough in what you really need. Get fixed the selection process pricing on additional features • Make sure IT is involved from the you may want to purchase in the beginning and all through the future. Before purchasing any process additional modules, wait until the system is fully operational • Implementation should be well and you are satisfied with how planned and executed the vendor has performed. This • Be sure to get employee buy-in will give you some leverage if early in the process the vendor is not performing * Involve all departments in the well. Many an agency has evaluation process to some purchased modules that they degree never implemented, or else chose not to use. * You need to own the implementation; do not rely Last but not least, lock in your on the vendor to make things annual software maintenance happen fees for at least the first three years, preferably five years. * Understand every decision While all software contracts have completely as you move provisions for adding additional forward software modules, they do not * Set reasonable implementation have provisions for deleting time-line goals and work hard software modules. As such, you to stay on schedule. end up paying for something you may choose not to use. Be sure * Back-fill duties of key staff so you understand the provisions for they have time to implement deleting software modules. and own the system

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If this is your first time buying a new ERP system, get some outside help. Don’t go it alone! A good project manager will be well worth the cost. The project manager for Salinas is what allowed the City to do its implementation on schedule and on budget. Many a system implementation ends up dragging on and on, which is detrimental to employee morale.

• Never leave a vendor discussion with unanswered questions If you have any questions or comments, you can send via email: Mattp@ci.salinas.ca.us; RobertoM@ GovernmentFinancialSolutionsInc.com.

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‘Gen X’ sight in a ‘Gen Z’ world: A perspective on Cybersecurity

By Dale Badore, CISSP, Datacenter Operations Supervisor, Rancho California Water District, MISAC Member

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I’m certain unless you live under a rock, you’ve noticed that the World… is changing. Long gone are the days of adjusting the ‘rabbit ears’ to try and tune into one of the three channels we would get on the TV. Now we have hundreds available at our fingertips.

‘Generation X’ folks will probably crack a smile at that statement, but the ‘Generation Z’ crowd will most likely say ‘What are ‘rabbit ears’?’ In this article I’ve defined ‘Gen X’ as those born between 1955 and 1976, while ‘Gen Z’ represents those born between 1977 and 2012. Regardless of which ‘Gen’ you fit in, if you take a minute to reflect on ‘change’ over your lifetime, or even career you will easily recognize its exponential nature.

I can’t think of where that ‘exponential nature’ is more evident than in technology and Cybersecurity. It’s in this arena that the paradigm of ‘Necessity is the Mother of Invention’ is transformed into ‘Inspiration is the Mother of Invention’. In the necessity model someone says ‘I need something

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that does ‘x’’, while in the inspiration model someone says ‘I bet I can make ‘x’ do ‘X10’!’

Realm! Things aren’t as hopeless as they may seem. When we recognize, as an organization that we can no longer just ‘stack rocks’ to try and defend from the inevitable, we can then adjust resources to make Cybersecurity an inherent part of our overall mission and strategy.

The problem is not that we lack ‘Gen Z’ sight, the problem is that we don’t recognize we lack it. Nor do we adjust at a pace that is capable of meeting this new demand.

As ‘Gen X’ we are at an immediate disadvantage to ‘Gen Z’. For us, technology is an adaptation to our processes, whereas it’s inherent to ‘Gen Z’. So what can we do about this?

Well, the first step in fixing a problem is recognizing you have a problem.

As a ‘defender’ with the ‘Gen X’ mindset you try ...we don’t to protect against the In the ‘inspiration model’ I threats you know about. spoke of earlier, don’t let the always While an ‘attacker’ tries term ‘inspiration’ fool you into recognize to find unknown exploits. the mental picture of success Something the defender and climbing mountains or when there hasn’t thought to protect, overcoming huge obstacles. is a need for In the ‘Gen Z’ Cybersecurity or simply doesn’t know about. ‘Gen X’ says ‘We’ll Cybersecurity world, that inspiration is a stack rocks to build a wall driving force behind ‘Threat involvement. around the castle so they Evolution’. When inspiration can’t get in’, meanwhile, is used in the nefarious world ‘Gen Z’ has been digging a tunnel right of Threat Actors, Hacktivists and enemy to your armory with the plan to use your Nation States, it is a very ‘not good’ own weapons against you. thing.

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But fear not, O’ Protector of the CSMFO.ORG

Many of us that fall into ‘Gen X’ can remember the ‘Cold War’, and spy stories from the 80’s with dark alleys handoffs and late night rendezvous.

While those things will never disappear completely, that model is on its way out… ‘Gen Z’ is more likely thinking, ‘What? Get a JOB to gain access to your info? Yeah right!’ They are content to simply sit on hi-jacked WiFi, possibly using stolen Credit Card data to buy or rent an exploit for your systems. All while looking for the already hacked username and password info from anyone even remotely associated with your organization on the Big Data mines available on the ‘Dark Web’.

tries to exploit. Then we must provide them, and our organizations with the resources necessary to not only keep up with, but to stay ahead of the ever changing and unknown risks that are inherent in the cyber world.

Another hurdle for ‘Gen X’ is the understanding that the Threat Evolution process can mean that something you were told at one time was ‘the most secure way to implement’ could at some point in the future, be the problem.

Let me explain. Say you put in a new system that had a 7-year ROI and was scheduled for a 10 life span. Just 5 years in, what was the most secure design for this system now has a critical Knowing that many Cyber attackers vulnerability that has been exploited have no other job than to compromise in the world. Your system now requires our systems, we must make every rework and some new technology attempt to reduce or eliminate our to secure this critical vulnerability. exposure. One way is by ensuring The Cybersecurity team will always that from the highest levels of the err on the side of protection, and as organization, Cybersecurity always has Sheepdogs will most likely ‘bark’ to a place at the table. We need to adjust ensure the required changes are made. our ‘Gen X’ vision and actions to make However, the business side will see Cybersecurity an inherent part of our that ROI has not been met and being systems and processes from the outset, at 50% of scheduled life span they and no longer an after-thought or bolt-on would resist those changes and provide adaptation. information to make a financially justifiable stand. So which one is right?

One very large hurdle ‘Gen X’ has to They’re both right. But if Cybersecurity overcome is the fact we don’t always doesn’t have a place at the table to recognize when there is a need for discuss the exposures and likelihoods Cybersecurity involvement. In the ‘Gen of exploitation, and what their window Z’ world of ‘Internet of into the ‘Gen Z’ world Things’, where almost shows, how can Executive The Cybersecurity every electronic device management make the communicates with team will always best and most informed something, we have err on the side of decision on how to move to take the position of forward in the best interest ‘If it turns on, we need protection... of the organization and the Cybersecurity’. You see, constituents it represents?

‘Gen Z’ attackers know

that will carry our agencies into the future. If we are not working on bridging the Cybersecurity gaps and constantly moving forward, then we’re merely staring down into the inevitable abyss of the ‘not if, but when’ Cybersecurity incident scenario.

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there is an exploit around every corner.

Even when we think we’ve applied the latest patch to plug that hole we’re still not necessarily safe. In the complex coded world we live in, it is entirely possible that the patch we applied to protect us has a different, or as yet unknown vulnerability or exploit.

This vision problem in a nutshell; ‘Gen X’ for decades has worked from a ‘Red or Black’ view, however in a ‘Gen Z’ world that view is too myopic to include our responsibilities to protect the data.

We must ensure we hold ourselves accountability for our Cybersecurity positions.

In the ever moving target of Threat Evolution and Cybersecurity it is incumbent on us to hire the sharpshooters of the Cybersecurity defense world. We must ensure we employ the people with the Sheepdog mentality and the drive to continually learn and adjust to the new and evolving threats that the Hacker world

As many ‘Gen X’er’s are preparing to enter into the sunset portion of their careers, we need to keep in mind that our organizations are only entering into the sunrise of the Cybersecurity world. It is critical that we recognize our responsibility in overcoming the gaps our ‘adapted’ vision of Cybersecurity can cause and implement a New vision

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Considering the People Side of Enterprise Implementations Patrick Griffin – Principal, NexLevel Information Technology, Inc. and former local government Finance professional

I get it.

Implementing a new ERP system is difficult. Not only does it consume a significant portion of your limited budget, it also greatly impacts you and your staff’s time and energy – time that is already a precious commodity in public sector Finance operations. Not to mention the risks that come with an enterprise system implementation – risks that can potentially derail or stop the project, and affect your reputation with the organization.

executive sponsor for the project. It was during this last implementation that I truly recognized and embraced the importance of considering the “people” aspect associated with enterprise application implementations. I want to take you through a set of processes and steps to help ensure that you get to a successful implementation – one that is completed on time and within budget, and that truly delivers on the vision for a new ERP. Identify Key Players

but support you as you move through it.

There will be times when you will need their influence and their authority to move the project along.

Similarly, I recommend letting your organization’s executive carry the message whenever possible. Let them provide updates to elected officials when appropriate, and have them mention the implementation project when providing updates to your organization’s staff. That way, the organization continuously sees that the Executive is fully supporting the project and its success.

To help ensure a successful implementation, a critical element is consideration of the people who will Document and Track Potential Risks be involved in the project. These Something that many Recognizing that you are about to key players need to organizations don’t undertake a difficult and potentially be educated about The next steps in do is to consciously risky project, you’ve done your your project and be homework, right? You’ve stepped your project’s march identify, document and on board with it in track potential project methodically through the maze of order to get to project to completion could risks. While this is a potential ERP solutions, carefully success. Key players basic tenet of effective be the most risky considering every aspect of the selection include your elected project management, process. You’ve perhaps engaged the officials, constituents, and difficult of all, not everybody takes the services of an outside consultant to executive and senior because these steps time to document risks, perform an organization-wide needs management in your and more importantly, assessment, develop a comprehensive entail the “people” organization, line to regularly review and Request for Proposal, and assist you staff, and of course track those risks. side of enterprise with a rigorous vendor demonstration of the end users of the its product’s capabilities. You’ve even Risks can run the gamut system, including implementations. negotiated an iron-clad contract with the staff throughout of importance - from selected vendor to ensure a successful major software update the organization and your external implementation and go-live. releases to the vacation schedule of the customers such as your vendors, your Accounts Payable Clerk. The point here So your set! Not so fast….. The employees, and third party customers is to maintain and regularly update a next steps in your project’s march to who have a need for financial data or completion could be the most risky transactions. These are the people, both risk tracking log to help mitigate those risks before they come to fruition. and difficult of all, because these steps inside and outside of the organization, entail the “people” side of enterprise who will need to be educated about the A side comment – do not minimize implementations. And as we know, project and kept informed about project the critical importance of identifying people can be unpredictable. status on a regular basis. staff in your organization who may be “naysayers” of the new system. These Who am I, you might ask, to be Gather Critical Support folks, regardless of their position in writing about ERP implementations?

Paramount to project success is the organization, can wreak havoc on During my career in the public sector, sponsorship from the executive level the progress, and overall success, of I participated in the implementation of of the organization – that is, your City a new system implementation. We’ve three ERP systems, the most recent being Manager / General Manager. They all had one or two of these folks in our at the City of Chino, where I was the need to not only support the project, lives - you know who I’m talking about

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– and I cannot stress strongly enough how important it is to begin helping them along in a respectful and focused way, so that they understand the project and get on board with it.

Get the Organization Ready for Change Process change is a natural bi-product of a new system implementation. Software developers have spent countless hours reviewing and programming to a set of process Best Practices – industry accepted procedures that are considered most effective for processing transactional data. Thus, process change is not undertaken for the sake of change, but to increase efficiency and improve effectiveness of the organization.

Ignoring them will not solve the issue, existing system. Introduce the concept and could cause serious negative project that added features and functionality of impacts. a new system will provide them added freedom to complete more critical As you embark on your When it comes to managing change, jobs and conduct necessary financial implementation project, it is critically consider the development of a formal analysis. I recommend establishing important to explain to the organization Change Management Plan to help a regular update tool (such as a bithat change is coming. Tell them what outline and prepare for the changes, monthly article) to keep the organization your approach to change will be – for and to help ensure change happens in posted on the status of the project and example: an organized way. recent project activities. This will take • We are going to Don’t let anybody Communicate / your commitment to delivering updates adopt software Communicate / regularly, and it will help ensure that be surprised that the system best Communicate your project progresses successfully. project is underway, Keep your Council/ practices at all So there you have it. Easy, levels or about the time Board informed about right? Seriously, an enterprise • We are going to project. Use system implementation is a massive and resources it is the carefully review opportunities to remind undertaking. It is complex, time the software taking to implement your elected officials, consuming, expensive, and risky. system best and the public, about the But having come out the other side the project. practices and ongoing project. Use with an on time and under budget make decisions forums available to you implementation, I can attest to the fact on a case by case basis including speaking at public meetings, that it can be done, if you go into it with providing regular status reports to eyes wide open so that you are aware • We are going to undergo a management, updating during the midof, and prepared for, the hurdles that Change Management process year and annual budget presentations, you will likely encounter along the way. wherein we provide the software company with our current process, and of course your organization’s website to get the word out about the and they provide their suggested ongoing status of the project. Don’t let process within the new system anybody be surprised that the project The point being that it is critical to is underway, or about the time and be “up front” with staff, explain your resources it is taking to implement the approach, answer their questions, and project. Communicate regularly by every ask for their support. means possible.

And as I mentioned earlier in this When it comes to your co-workers in article, it is important to start identifying the organization, it is just as important those in your organization who are to keep them informed – early and resistant to change. These individuals often. Let them know the “why” of a will need the most help, guidance, new system. Help them to “feel your support, and “course correction” pain” in terms of shortcomings of the 23 in order for them to get on board.

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CSMFO MAGAZINE OCTOBER 2016

Social Anxiety: Public Agencies on Social Media

By Chu Thai, Director of Management Services, City of Monterey Park, CA & Kirsten Wyatt, Executive Director, ELGL

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25 CSMFO MAGAZINE OCTOBER 2016

I am asked often why my current city does not have a Facebook page?!? For a prior city, it was very challenging to get community engagement, and it’s been a YUUUGE effort to get CSMFO’s FB page up. WTH, peeps? We have 2,000 members and only 361 FB likes.

Where’s our GovLove? It’s time I reach out to my social media guru, Kirsten Wyatt, ED of ELGL. She’s advised many cities about social media, works with ICMA, GFOA, WLG and other organizations prestigious acronyms, and hopefully she can help me out.

enclosed in your city newsletter is an easy way to ask about the social media tools your residents are using.

CT: Why should a boring finance department want to use social media?

I also am a strong advocate for Twitter, because the news media relies on Twitter to share and receive information. This makes sharing information and news with the local press easier than ever before.

Instagram and SnapChat are great tools for telling your local government’s stories through pictures. And NextDoor is another tool that is widely used, especially in communities with clearly defined neighborhoods.

KW: First of all - finance departments aren’t boring! ELGL members know that you’re the lifeblood of any local government. Roads get paved, libraries get books, planners get maps, parks get playgrounds because of financial planning and processes. That being said, finance departments have a story to tell so everyone else can understand how critical finance is to local government.

Social media is the perfect way to do this. The budget document is the most succinct expression of a local government’s priorities, and the audit document tells the story about resource allocation. However - how many people have read these important documents?

Not as many as we’d like. And so, social media channels are great ways to give people interesting nuggets of information from these documents (and other financial planning tools) to get them interested and engaged with local government finance.

Chances are, your local government (through the communications or manager’s office) already has social media channels up and running. City staff that manage these channels will welcome your additions to their news feed, and in this article I’ll share some ideas about how a finance department can tailor information so it is compelling on social channels.

CT: There are so many out there now, FB, Twitter, Instagram, Weibo, etc. What’s hot?

KW: This will depend on the demographics of your community, and discerning this can be as easy as asking residents about the social media tools they prefer. A simple web or paper survey CSMFO MAGAZINE OCTOBER 2016

Another easy way to get started on social media is to create a city Facebook account because Facebook is the most widely used social media channel.

According to market research firm BrandWatch, Facebook adds 500,000 new users every day, or six new profiles every second. Current estimates show that 72% of all online adults visit Facebook at least once a month. Chances are, many of your citizens are also using Facebook.

CT: Some financial documents are so long or hard to read. Any advice of what or how to post?

KW: We know that finance professionals are gifted chart and graph makers, and so that’s a great place to start. A simple yet colorful chart comparing your community’s tax rate to the neighboring communities can tell a story about regional differences. Or, a graph showing the relatively slow growth of your organization’s expenditures over time can tell a story about the fiscal priorities of your agency.

Another great approach is to use pictures. Showing a picture of the planned nature park that is scheduled in year three of your six-year capital improvement plan is a way to capture people’s interest in your long range project planning. Or, sharing a picture of that morning’s slurry sealing with a caption that residents’ street fees paid for that project reminds people of the immediacy of local government projects.

These are eye catching ways to make a reader stop scrolling, read the caption, and then click on the link to the full budget, audit or CIP document to learn more about the work of a finance department, and the interplay between local government finance and policies,

projects and priorities.

CT: Are residents expecting much out of municipal social media?

KW: Absolutely. At a recent Governing Magazine Leadership Forum, Steve Hurst with Accenture Public Services shared his research on the public’s expectations for digital services from government.

Most notably, the findings show that the public wants government to be as sophisticated as private sector; there is no “free pass” for being a public agency when it comes to what people want from government digital services. His findings concluded that 85 percent of citizens expect digital public services to be as good as or better than commercial digital customer services.

What does this mean for local government finance departments? It is important to strive to meet or exceed our private sector counterparts as it relates to sharing and receiving information via social media channels.

CT: I’ve heard some agencies only got negative comments on their social media page. They probably deserved it.

KW: The key concept with social media is that it is a public engagement forum.

Negative comments are going to happen in any public forum that you choose to engage with - digital or traditional. In addition to a social media policy, a public agency should also have an expressed commitment to using social media to share and receive information.

What does this look like? Social media should never be used to only “push” information out to the community. Social media is a listening tool, which means that you should be prepared to not just share information, but also receive feedback.

To reflect back on the example from the above question - let’s say you post that picture on Facebook of the nature park from year three of your CIP. And then imagine you get a few comments - some are bound to be be positive: “I love this property and can’t wait for it to be a park!” or, “My dog can’t wait to walk on the trails.” But some commentators will not be supportive: “are my tax dollars paying for this?” or, “this should have been a lacrosse field!”

CSMFO.ORG

In this scenario, it’s important to engage with each comment. Perhaps for the positive comments, you can “like” their comment - to reaffirm your community’s commitment to this new park.

And for the negative comments, you can “reply” to each with the clarifying information and the link to the supporting documentation. For example: “this park is paid for by system development charges, learn more here: www.parksCIP.gov…” or “...the 20 year parks and recreation master plan allocates two percent of all city park land to open space use, learn more here: www.parksmasterplan. gov…”).

CT: OK, I’m almost convinced.

Too bad our agency doesn’t have money to hire a social media expert.

KW: Never fear! The ubiquitous nature of social media means that you likely already have a social media expert in your midst. As your agency works toward a full-scale social media presence, it is entirely realistic to work with your existing staff to identify people who have the writing skills, good judgement and social media aptitudes to take over your social media page(s).

A great way to determine if you have staff with these skills is to ask, and

then consider adding this to someone’s workload. A selling point is that local government social media management is a desired skill in a rapidly digitizing workplace.

KW: A great first step into the social media waters is to find peers or other agencies that you admire that are using social media. In California, I think that Santa Monica City Manager Rick Cole, Hayward City Manager Kelly McAdoo As your agency grows more and Mountain View Police Captain Chris comfortable with social media, you Hsuing are doing exemplary jobs of using can consider whether a full time communications and social media position Twitter to personalize and humanize local government service. On Facebook, the is important to meet your goals. city of Redwood City and the city of West CT: Should that designated Hollywood are doing wonderful work person have certain skill set? Are mixing city business with fun posts. there any good SM policy out Social media is still too new for anyone there? to truly be an expert. And the landscape KW: Again, social media requires both is changing so quickly that there are no storytelling and listening, so the best local tried and true best practices. The best government social media users are strong advice is to: communicators, exhibit great judgement, • Learn from peers you admire; and are in tune with the decisions and • Use social media to talk and listen; policies that the agency makes on a day to day basis.

• Continue to learn and refine your ELGL has compiled many sample social media policies online at ELGL.org.

And another great approach is to find a similar agency as yours, and then ask them for their policy. There’s no need to reinvent the wheel if someone you admire is already managing social media in an admirable way.

CT: Thanks for your time. Aside from ELGL.org, any other good URL out there?

approach;

• Join ELGL to continue the conversation about how finance departments and social media use go hand-in-hand.

Please stay in touch - my email is kirsten@elgl.org, I’m on Twitter at @ kowyatt and @ELGL50, and we’re on Facebook at /ELGLNetwork.

INSIDE LOOK

Technology Committee Update Helping CSMFO thrive with 21st century tools

Listserv Upgrade

The last major undertaking of the year is linked to both of the other major projects and, as such, will most likely extend into 2017. It involves improving the current listserv system by folding all of the great CSMFO resources – documents, webinars and, most importantly, its members, Enhanced Membership into a content management system. The Management System proposed system would catalog all of the The key mission for the year is the current content and allow for new content selection, design and implementation of to be automatically added. It would an enhanced membership management include the ability to search topics and system. The committee has researched, find information currently scattered on the demoed, and reviewed proposed systems website and in previous questions and and is ready to make a recommendation to answers residing in members’ inboxes. It the executive committee this fall. The new would also allow for members to customize system will allow more tools for CSMFO on which topics to receive questions and to manage all aspects of membership and updates and to self-identify as resources on provide new tools for members for a better specific topics. Most importantly, it would user experience. end the dreaded “reply-all” capability that Modern Sharing and Conferencing has plagued the listserv throughout the years.

Tools 2016 is a busy year for the Technology Committee with an ambitious agenda to introduce and expand the use of new digital tools and blend technology into the backbone of CSMFO’s infrastructure.

Another project this year is the evaluation of more modern conferencing tools to allow greater and more efficient collaboration for the Board and the committees. The Technology Committee is using its regular meetings to try different conferencing tools and their capabilities in video, sound, document sharing and ease of use.

At the end of the year, the Committee will make a recommendation for a new tool to be gradually implemented throughout the leadership in 2017. Enhanced use of modern conferencing tools will breed familiarity amongst leadership members, their organizations and overall membership to create more efficient meetings.

CSMFO MAGAZINE OCTOBER 2016

Continued Achievements In 2016, work also continued on past years’ achievements including the rollout of the new website redesign, social media tools evaluation and collaboration with the Board’s Communication Strategy workgroup.

Role Going Forward The committee is also reviewing its role within the organization. Originally created to handle technological challenges that have now become obsolete, there is a need to reflect on the committee’s role going forward. Some of the initiatives for the year attempt to help define this role. It included collaboration with other committees on evaluating software solutions and studying tools that will benefit the leadership, members and the organization as a whole.

If you’re interested in participating on the Technology Committee, or any committee with CSMFO, please fill out our Volunteer Interest Form on the CSMFO website.

CSMFO.ORG

CSMFO Board of Directors Elections Each year, the CSMFO membership elects a new Northern California Board Member, Southern California Board Member and President-Elect (from either the North or the South, depending on the year). The slate of candidates is developed by a Nominating Committee, appointed each year by the President per the Bylaws. The Nominating Committee is responsible for identifying potential candidates, contacting them and confirming they’re interested in running, and then developing the final slate. For this year, the slate will be as follows:

President-Elect Brent Mason, City of San Bernardino Margaret Moggia, West Basin Municipal Water District

Board Member – North Jennifer Wakeman, City of Lafayette Brad Wilkie, City of Lompoc

Board Member – South Scott Catlett, City of Yorba Linda Steve Heide, Chino Valley Independent Fire District

Watch your email in November to vote for the new 2017 Board Members and President-Elect!

2016 Nominating Committee President-Elect, Chair – Drew Corbett, City of San Mateo President – John Adams, City of Thousand Oaks Past President – Jesse Takahashi, City of Campbell Board Member – Marcus Pimentel, City of Santa Cruz Committee Chair – Joan Michaels Aguilar, City of Dixon Chapter Chair – Teri Albrecht, City of Merced Chapter Chair – Marc Puckett, Town of Apple Valley Member At Large – Bob Biery, City of Westlake Village Member At Large – Mary Bradley, City of Fremont

29 CSMFO MAGAZINE OCTOBER 2016

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INSIDE LOOK

My Final Stop on my West Coast Tour as CSMFO President One of the honors I’ve had as CSMFO President is to attend and represent California at nearby state government finance associations. In late September, I was able to attend the Washington Finance Officers Association (WFOA) Annual Conference in Spokane, Washington. The theme for the conference was a play on Star Wars and named: “Power of the Past, Force of the Future”. For those Star Wars fans reading this article, you would have enjoyed the Thursday banquet where attendees dressed in their best Star Wars costumes.

The conference took place in the recently renovated Spokane Convention Center, which is a beautiful facility overlooking the Spokane River. Riverfront Park is located near the facility and downtown Spokane is within walking distance, allowing me to do a little sight-seeing.

One of my favorite sites was the Monroe Street Hydroelectric Plant, which was built in 1890 and is the oldest hydroelectric site in Washington.

The plant generates 14.8 megawatts of electricity, which is enough to power over 11,000 homes. I also visited the government center in Spokane which houses both City and County offices.

Of course the nicest building located at the center was Public Works…they must have over-budgeted on other projects in order to build their headquarters.

the profession. Just to note: In 2015, CSMFO gave Stephen the Distinguished Service Award, which is the highest honor CSMFO provides in recognition of a lifetime of dedication to the profession.

As my world tour comes to an end, I just want to thank the membership for the opportunity to represent CSMFO as your president, or in this case, Jedi Master, when visiting these other associations in 2016.

In addition to the educational sessions, I was able to attend several special events during my time in Spokane. On opening night, there was a nice event at the Steam Plant, which is celebrating its 100 year anniversary.

But the best highlight for me was dinner with WFOA leadership and a discussion with Stephen Gauthier regarding GFOA & GASB 34. In conversation, Stephen and I were reminiscing about the 1999 GFOA Annual Conference in Nashville, Tennessee, in which Zane Johnston (2003 CSMFO President) challenged the GFOA Board at the Annual Business meeting about supporting the As far as the annual conference, Governmental Accounting Standards WFOA’s conference is much larger Board (GASB) and supporting the than Oregon’s and Alaska’s annual New Reporting Model (GASB 34). conferences. Attendance ranges from Apparently, Zane was considered a 600-800 attendees, and there may gadfly of the GASB, and his attendance be between 4-6 breakout sessions at the business meeting caught GFOA per time slot. Similar to CSMFO and off guard. Since that event, GFOA GFOA, the sessions ranged from GASB now has a person who is familiar with & MSRB Updates to Common FLSA parliamentary procedures in attendance Mistakes; there was a session for every just in case, ready to guide the GFOA finance professional. Two of my favorite President through the meeting. For those sessions were keynotes. The first that were in Nashville, it was a big towas the Wednesday keynote entitled do.

“What If”, with speaker Mike Rayburn.

In closing, for those of you who have The second was “Interpreting Local not had the opportunity to visit Spokane, Government Financial Statements”, not I would highly recommend it. I would because of the content, but because it like to thank Carmen Hayter for being may be the last time I would attend a a tremendous host and congratulate her training with Stephen Gauthier as the on an outstanding conference. Also, presenter from GFOA. Stephen recently a special thanks to Brad Posenjak for announced his retirement, which gave being my wingman, Dale Hough for WFOA the perfect opportunity to introducing me to everyone, and Adé recognize Stephen for all his work in Ariwoola as the new WFOA President.

31 CSMFO MAGAZINE OCTOBER 2016

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INSIDE LOOK

2017 Host Committee Running Diary Drew Corbett, CSMFO President-Elect As President-Elect and Host Committee Chair Drew Corbett works on preparations for the 2017 Annual Conference in Sacramento, he thought it would be fun to give the membership a glimpse into the process of putting the conference together.

Each month, Drew will provide a running commentary on some of the work that goes into conference preparations.

August 29, 2016: Melissa and I received a great idea from a member to do a promotional contest to correspond with the opening of conference registration, with members submitting videos explaining “Why I Love CSMFO”.

In thinking through the execution of this idea, we also thought it would be fun if I did a video promoting this contest and the opening of conference registration. I had originally intended on sending out an email to the membership in September with all of the details on registration, but working off the momentum of the conference promotional contest, I decided instead to do a video announcement. I was due to arrive in Sacramento on August 29th for a GFOA commitment that I had on August 30th, so I arrived a bit early and went to the SMA offices to do the filming. I also did my interview for the CSMFO 60th anniversary video.

I must admit, I arrived at SMA expecting to be there for a while. I figured that it would take a number of attempts for me to get everything right. Fortunately, I did not have to do the entire announcement in one shot, as David Garrison, SMA’s video and film expert, ran the video the entire session and edited in the best segments to create the announcement. I thought it turned out great and that David did a really nice job taking what I gave him and turning it into something usable. Many thanks for Amanda Smith, also of SMA, for her work that day, including serving as my interviewer for the 60th anniversary video.

CSMFO MAGAZINE OCTOBER 2016

DREW CORBETT September 1, 2016: Each year, all former CSMFO presidents are invited to the annual President’s Dinner, which takes place on the Tuesday night prior to the conference’s opening on Wednesday.

Usually around this time of the year, we send out a “Save the Date” postcard to make them aware of the date of the event to they can plan accordingly.

With the 2017 conference marking our organization’s 60th anniversary, I am hoping to get as many past presidents to the President’s Dinner as possible. Melissa and Pam Arends-King, who leads the President’s Dinner sub-committee, had the idea to write a letter to the past presidents personally inviting them to the event as opposed to sending the standard postcard, which I thought was a nice touch. I drafted the letter this evening and sent it off to Melissa and Pam to review. Hopefully this will have the effect we are hoping for in bringing as many past presidents as possible to Sacramento next February.

September 2-3, 2016: Exchanged some emails with folks on the Membership Benefits Committee to discuss the timing and content of the “Getting the Most Out of CSMFO” session, which will be held right after the Early Bird Session on Wednesday morning. This is a great session and is not just for our newer members. This is a great opportunity to learn how to maximize your benefit out of CSFMO and figure out ways that you can get involved in the organization. I hope to see you at this session in February!

September 9, 2016: Met with Janet, Jesse, and Pam to review the proposed conference budget, which will be presented to the Board of Directors for approval later in September. The conference budget is a real moving target because it is predominantly driven by the estimated number of total attendees, and Janet Salvetti did a great job of analyzing past conferences and general trends to come up with all of the underlying assumptions about attendance. These assumptions were then the primary drivers for the revenue and expense estimates.

Janet got the draft done a few days in advance and sent it out to Jesse, Pam, and me for review and feedback in preparation for our meeting. As has been the case for most things related to the Host Committee, the group decided to have a sub-committee handle the review of the budget. I specifically asked Jesse and Pam to be a part of that committee since both have been in the President’s role before and have experience preparing the conference budget for Board review and approval.

We had a great conversation and made a few slight tweaks to the draft that was originally provided.

September 10, 2016: I took the draft budget and consolidated it into a 1-page memo for Board consideration at the end of September. This memo highlighted the major revenue and expense categories and explained the rationale for a budget that included negative net income . That’s right, the budget I took to the Board for approval contained a deficit of about $25,000.

While not ideal, there were a couple of unique expenses related to our conference location and our 60th anniversary that drove this situation. Fortunately, our 2016 conference in Anaheim generated about that amount in net income (after also being budgeted to have a deficit), so our overall financial picture is not significantly impacted as a result of the 2017 conference budget. Furthermore, like all good finance folks, we’ll continue to look to reduce expenses and increase revenue opportunities as we move towards the conference date in an effort to turn that deficit around into a break-even conference.

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Monthly *Increase of 3.9% July 1st Application Deadline: 21-Oct-16 CONTRACTS & BUDGET SPECIALIST, First 5 Alameda County Salary Range: $57,239 - $77,272 Application Deadline: 14-Oct-16 Deputy Director of Finance - Treasury, City of San JosĂŠ, CA Salary Range: Annual salary range: up to $168,861 Application Deadline: Open until filled ?

First review of resumes 10/28/2016 Accountant, Monrovia Salary Range: $66,181.90 - $88,690.07 Application Deadline: 12-Oct-16 Financial Services Manager, StopWaste Salary Range: $8,866/mo. - $10,773/mo. depending on experience, plus excel Application Deadline: October 28th, 2016.

5pm Accounting Manager, WESA Salary Range: $8,160.53 - $10,706.80 a month plus generous benefits Application Deadline: 10/7/2016 Finance Administrator, City of Irvine Salary Range: $80,392.00 - $126,443.20 Annually Application Deadline: 7-Oct-16 Senior Accountant, Benicia Salary Range: $70,387.20 - $85,550.40 Application Deadline: 10/26/2016 Senior Buyer, Sunnyvale Salary Range: $77,838.80 to $99,344.34 Application Deadline: 10/24/2016

Director of Finance, Irvine Salary Range: $134,804.80 $210,017.60 Application Deadline: 1-Nov-16

Finance Director, Prothman Company Salary Range: $103,554 - $139,204 Application Deadline: First review: October 30, 2016 (open until filled).

Senior Management Analyst, City of Berkeley Salary Range: $7,670.00 - $9,274.00 Monthly Application Deadline: October 17, 2016 at 5:00 PM (PST)

Accounting Manager, Bell Gardens Salary Range: $81,036.00 - $98,508.00 Annually Application Deadline: Continuous

Senior Administrative Analyst, Stockton Salary Range: $6,496.22 - $8,340.59

Senior Accountant, Union Sanitary District Salary Range: $46.0577 - $60.4507 Application Deadline: Friday, October 21, 2016 by 4:00 p.m.

35 CSMFO MAGAZINE OCTOBER 2016

CSMFO MAGAZINE OCTOBER 2016

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