Sound Check Trivia!

Sound Check & Trivia!

Zoom Chat Room

Question 1: Who sang the song “Don’t Stop

Believin’?”

Sound Check & Trivia!

Zoom Chat Room

Question 2: What is the name of the first Harry Potter book?

Welcome!

Welcome & Thank You!

Opening Remarks & Introductions

Ann Ebberts, M.S., PMPChief Executive Officer

Inside AGA

Thought Leaders & Problem Solvers

Gerry Boaz, CGFM, CPA, CGMA2021‐2022 National President

Goals as AGA National President

Increase AGA’s Influence and recognition of AGA and its members as thought leaders and problem solvers.

• Leverage AGA’s unique assets, including: • CGFM• Intergovernmental Partnership• Nationwide chapter presence

• Develop a long‐term membership recruitment and retention plan with clear guidance for chapters

AGA = Thought Leaders

• Review strategic goals and objectives for AGA • Serve as a catalyst for innovation and thought leadership in government financial management• Invest in “think time” on leading and emerging issues• Provide valued input on standards• Influence policymakers

AGA = Problem Solvers

Highlight existing tools and resources available for members (and future members) to use today, including:

• Internal Controls• Fraud Prevention• Enterprise Risk Management (ERM) Hub• Cyber Security Hub• Risk Assessment• Cooperative Audit Resolution and other

collaborative approaches


Working together we can create new solutions and approaches to common challenges:

• Leverage the Intergovernmental Partnership assets

• Highlight existing research reports • Identify prospective projects • Expand our collaboration with standards setters and policy makers


Expand AGA’s impact and our membership:• Who in your agency is NOT an AGA member?• What nearby government agencies are NOT

represented in your chapter?• Help others who are struggling to solve myriad

problems that AGA has or is tackling• Actively reach out to neighboring organizations to

collaboratively serve our government communities


Expand AGA’s impact and membership by actively reaching out to neighboring organizations and work collaboratively with other associations and organizations, such as:

• Government Finance Officers Association (GFOA)• National Grants Management Association• Others?

Highlight Member Successes

Recognize members for:• Thought leadership• Innovative ideas• Making a significant, positive impact on their

organizations• Making a difference for our fellow citizens

2021‐2022 President‐Elect

Melinda Miguel, CIG, CFSA, CICA, PMP

Adaptation Advantage: Leading in a Post Pandemic World Video

“Stretch‐a‐Latte”: Stretches and Coffee Break By: Elena Tercero

Break until 10:35 a.m. ET

Governance Structure

Justin Poll,Past Chair,Governance

Melinda Miguel, CIG, CFSA, CICA, PMP

2021‐2022 President Elect

AGA Governance OverviewMay 7, 2021

Virtual

AGA Governance Structure

Effective July 1, 2019

Boards, Committees, Task Forces,

Intergovernmental Partnership

National Office Staff

[Managed by the CEO]

Chapters and Members

National Governing Board (NGB) [17]

Voting: 16 2 Presidents (Current & Elect) 2 Treasurers (Current & Elect) 8 Directors (for Chapters) 2 Directors (At-Large) 1 PCB Chair 1 CPAG Chair

Non-Voting: 1 CEO

PNP/PNT Council

Chaired by Immediate PNP/PNT

National Council of Chapters (NCC)

One member per chapter; chaired by National Pres-Elect; 8 NCC members serve on NGB (one per

each of 8 geo areas)

2021‐2022 National Governing Board Members

Gerry BoazNational President Melinda Miguel

National President‐Elect

Doreen ShuteNational Treasurer

Eric BermanNational Treasurer‐Elect


Nic HalesDirector (for Chapters), Area 1

Melinda DeCorteDirector (for Chapters), Area 3

Misty SchuckDirector (for Chapters), Area 2

Tiffani DorsaDirector (for Chapters), Area 4


Benjamin ThayerDirector (for Chapters), Area 5

Benton CashDirector (for Chapters), Area 7

Angela McElrath‐ProsserDirector (for Chapters), Area 6

Johnny RamseyDirector (for Chapters), Area 8


Lynn Moaney Director (At‐Large)

Elena TerceroChair, Professional Certification Board

Suzanne BumpDirector (At‐Large)

David FitzChair, Corporate Partner Advisory Group

The new structure …

• Provides chapters more representation – a stronger voice in the running of their organization

• Enables communication & promotes efficiency/productivity • Enhances service to chapters and members• Uses AGA’s talent better; identifies and grooms individuals to be AGA leaders via a new Leadership Development Committee

• Gives national leaders flexibility and agility in making decisions• Creates a strategic and engaged Board• Increases overall participation

Transition Accomplishments• Created Leadership Development Committee

• Sought nominations for National Governing Board Officers (NGB)

• Established National Council of Chapters

• Selected National Council of Chapters Representatives to serve on NGB

Transition Accomplishments

• Kicking‐off new Sectional Leadership Meetings — LEAD!

• Amending Chapter Bylaws

• Prepping for first National Governing Board and National Council of Chapters meetings in July 2019

Purpose of the NCC

• Connect chapters and members to the National Governing Board (NGB).

• Improve communication among AGA leaders

• Make our chapters stronger – with new ideas and new energy

• Help EACH OTHER through the council

• Inspire chapters to move AGA forward

Role of NCC Reps• Attend and actively participate in NCC meetings; review materials in advance.

• Notify chair if unable to attend a meeting to provide input on agenda items in advance of the meeting.

• Provide input to the NGB on strategic issues/program impacts.• Participate in NCC working groups as needed.• Participate in annual leadership training meeting, mentoring and guiding chapter representatives.

• Mentor leaders of new chapters as requested.

Role of NCC Reps

• Communicate relevant information from the NCC and NGB to chapter members and leaders.

• Serve on chapter’s executive committee (in the role of NCC Representative) to keep current with the chapter’s needs and communicate council activities.

• Solicit suggestions and concerns from chapter members and leaders. • Collaborate with other NCC members and national staff.

Role of Directors for Chapters

• Serve as an active ambassador between the Association’s national and chapter leaders.

• Bring chapter/member issues, ideas and solutions from their chapter to the NCC to share with other chapters and the NGB, communicating accordingly with the national office where appropriate.

• Facilitate connections between chapters by sharing chapter successes and best practices while offering guidance to fellow council members.

• Be a bi‐directional conduit from the CEC to the NCC to the NGB.

Role of Directors At‐Large

• Very similar to the Directors for Chapters, however, the recruitment and selection mechanism is different.

• Provides an opportunity for the NGB and Leadership Development Committee to directly recruit, mentor and foster leaders with specialized skills or perspectives identified as a need for the current governing body.

What does it mean for you?

• More Support• More Communication• A Stronger Voice• Opportunity to Impact AGA

New Structure Helps Strategic Goals• Maximize Member Value• Serve as the catalyst for innovation and thought leadership in government financial management

• Advance CGFM as the certification for government accountability professionals

• Facilitate collaboration among multiple disciplines, sectors and levels of government

• Educate and empower professionals to advance government accountability

The Strength of AGA

Instructions for Table Discussions

Broadcast message to rotate

Leaving Breakout Rooms

Table Discussions on Governance Structure

Break11:40 – 11:50 a.m. ET

ACE Program

Doreen ShuteNational Treasurer

Nic HalesDirector (for Chapters),

Area 1

CRP vs ACE

• AGA formed a task force to update and simplify chapter recognition

• Based on a goal setting model• Each chapter can determine its own success!

Chapter Resources

• Sign into your account at agacgfm.org

Chapter Resources continued

Training Video

Data Recording Form

Best Practices Guide is AMAZING!!!

Chapter Finances and Best Practices

ACE:• File IRS Form 990‐N or e‐postcard by the appropriate deadline. (https://www.irs.gov/charities‐non‐profits/annual‐electronic‐filing‐requirement‐for‐small‐exempt‐organizations‐form‐990‐n‐e‐postcard)

• Chapter prepares and disseminates an annual report to its membership – this should include transparent financial information to your members

Chapter Financials and Best Practices Cont’d

• Chapter engages in annual audit or independent financial review (at an appropriate level for the chapter's funds) and sends results to [email protected] (per ACE – we will change the language to reflect evaluations or IC review/evaluation)

• Each chapter should have an annual evaluation or audit to ensure accurate accounting practices and appropriate internal controls. This audit or review may be pro bono by one of your members (who is not involved in chapter operations to maintain independence) or contracted with an accounting firm. The scope of the audit is dependent on the size and complexity of your programs. Ideally, an audit should be completed before a new treasurer takes office so that the new officer has some assurance that all funds have been properly used and accounted for by the current treasurer


• Sound Internal Controls and Processes • Dual signatures • Timely Deposits• Expense Reimbursement (advance approval only)• “Segregation of Duties” • Controls to not only protect the chapter, but also the treasurer

• Be aware and pay attention to potential phishing scams


Scroll Down to Treasurers/Finance & Budget

Questions?

You are welcome to contact Nic or Doreen with questions:

Nic Halesnhales@wvc‐ut.gov

Doreen [email protected]

Table Discussions on ACE Program

Lunch Break12:50 – 1:35 p.m. ET

OMB Circular A‐123 History

• 1981 – OMB First Issued Circular No. A‐123, Internal Control Systems• 1982 – OMB Issued Internal Control Guidelines and the Federal Managers Financial Integrity Act was enacted

• 1983 – OMB Issued an Updated Circular No. A‐123, Internal Control Systems

• 1986 – OMB Updated A‐123 to Require Management Control Plans to guide efforts

• 1995 – OMB updated A‐123, Management Accountability and Control to reflect GPRA, CFO Act, IG Act

Z Sample CPE Tracking Letter

CPE Tracking Example

• F100A‐ CPE Letters• F100B‐ CPE Letters• F100C‐ CPE Letters• F100D‐ CPE Letters• F100E‐ CPE Letters

CPE Related [email protected]

Session F100: How to Engage Your Members

Bobby Derrick, MBA, CGFMField Representative & Past

National President

If your membership were a car, engagement would be the gasoline

Gone are the days…

• Professionals simply belong because they should (baby boomer paradigm)

• Today people join to connect, build relationships, status, career—ROI

Members who never volunteered…

1. Time constraints (54%)2. Not knowing what was involved (42%)3. Because no one asked (31%)

Volunteers bring value…•Maintain their memberships for longer periods•Provide direct labor through

• Leadership•Content creation•Mentorships•Other high‐engagement activities

Value to the volunteers…

• Learn to lead others—improving upon one’s skills• Effective way to demonstrate to prospective employers your skills as a leader

• Improving communication skills—relate to others• Leading a team• Speaking to a large group of people• Building new relationships

Value to the volunteers…

• Not what you know, but who you know• One factor that will give competitive advantage—Exposure• Building advocacy relationships and to demonstrate leadership and communication skills

• Learn to network effectively—showing perspective employer(s) how important increasing your professional and personal development is to you

• Take pride that you want more than the status quo

Leadership Builds Character and Broadens One’s Ability to Handle Multiple Tasks

Successfully

Figure Out What Members Value Most

•Conduct a member satisfaction survey•Ask members – one to one conversations•Analyze the data you collect

What happens in the first 90 days…

• The first 3 months are important to your new member retention efforts

• Numerous studies have shown that new members are more likely to renew if engagement occurs within the first 3 months

Sample 90‐Day Plan…

1. Thank them for joining your Chapter—gives feeling of appreciation• Send email• Make a phone call• Celebrate by listing each member in the newsletter and website

• Consider sending new members a welcome gift (AGA branded item)

Sample 90‐Day Plan…

2. Give them an orientation…what to expect and where to go for information• What communications can they expect to receive• Direct them to online resources—such as calendar of events, Chapter and AGA National websites, online communities

3. Connect them with volunteer ambassadors—helps new member to get to know the Chapter and AGA and feel welcome

What Does Engagement Mean?

It is the ongoing interaction between a member and the organization in exchange for meaningful value.

Engaging at Photography Association Dinner gave me guidance for setting lights at my first wedding

Why is Engagement Important?Retention, Recruitment, Non‐Dues Revenue!• You want current members to be satisfied so at renewal time, they simply renew!

• You want current members to bring in new members!• You want everyone to be attending your events!

Remember what former members who never volunteered said in a national survey…

• 54% said they didn’t volunteer because of time constraints

• 42% said they didn’t know what was involved

• 31% said BECAUSE THEY WERE NEVER ASKED

One Size Doesn’t Fit All

• AGA membership is neither ‘one size fits all’ nor ‘all or nothing’

• The AGA value proposition changes throughout the stages of people’s lives

• Think about your own AGA journey and share what AGA has meant to you at the different stages of your life

Table Discussions on F100: How to Engage Your Members

Break2:35 – 2:45 p.m. ET

Session F101: How to Convey Value Proposition via Storytelling

Lynn MoaneyDirector At‐Large

Kimberly JonesSenior Program Manager, CGFM and Education

Why Use Storytelling?

“A good story can convey a message, entertain or ignite a fire within your audience…Whether you are trying to attract new customers or engage your current ones, quality storytelling is the way to go.”

‐Viteszlav Becka, Author

“Listening to a storyteller can create lasting personal connections, promote innovative problem solving and foster a shared understanding regarding future ambitions.”

‐Stephen Denning. Author

“Business storytelling begins by considering the needs of the audience the networker wishes to reach, asking, ‘What is it about what I do that my audience is most interested in?’ and ‘What would intrigue them the most?’ ”

‐Ester Choy, Author

“Everyone has good stories to tell. It's time to dig them out, brush them off, and put them to good use.”

‐Annete Simmons, Storytelling Coach

The most winning stories are those that:1.Communicate your message2.You enjoy telling3.You actually tell in real‐life situations

‐Annete Simmons, Storytelling Coach

Lynn’s Story

Lynn’s Story

Lynn’s Story

Lynn’s Story

Lynn’s Story

Kim’s Story

Table Discussions on F101: How to Convey Value Proposition via

Storytelling

Break3:45 – 3:55 p.m. ET

Session F102: Planning for Hybrid Events

Jerome Bruce, MBA, DES, CAE, CMM, CMP, CEM

Director of Meetings and Expositions

Ann Ebberts, M.S., PMPChief Executive Officer

Meetings and Events – The “What”• What is the purpose of your meeting?

• Education – PDT w/multiple sessions, webinar with a single session

• Collaboration – problem solving/info sharing on a technical issue

• Networking and Socializing – meeting new people, engaging old & new members

Meetings and Events – The “Who”• Education – Technical topics or personal development?

• Speakers – Government and/or private sector functional experts, senior leaders, professors…

• Attendees – members and nonmembers (i.e., prospective members )

Events Can Bring Together Likeminded Professionals • AGA and non‐AGA members seeking certification? GFM courses and course segments.

• Webinars• List of AGA provided on‐site courseshttps://www.agacgfm.org/Training‐and‐Events/Attend‐in‐Person/On‐site‐Courses.aspx

Current Environment

• Vaccine is here!• Cases are still up• Check your State’s COVID‐19 restrictions

Should You Meet Face‐to‐Face?

• You answer• Survey Members• Pros/Cons• Virtual will never replace face‐to‐face

Hybrid Event

• What is a hybrid event?• Full Virtual vs Hybrid• 2021’s Biggest Event Trend

Advantages of Hybrid Events

• Human Connection• Best of Both Worlds• More Value to Sponsors• New Audience

Challenges of Hybrid Events

• Two Different Audiences• Different Engagement Tools• Safe Meeting• Social Distancing• Pricing

Yes! Let’s Hold a Hybrid Event• Check State restrictions• Plan for fewer in‐person participants• Know your audience• Extra planning• Technology• Work with your venue

Reagan Building Ballroom Diagram – BEFORE COVID595 people capacity

Reagan Building Ballroom Diagram ‐ TODAY115 people capacity; 6’ apart, 80% reduction

Safety Protocols• 5W’s: wear mask, wash hands,

watch your distance, wellbeing check, walk with the flow

• Mask on or mask off?• Vaccination proof?• COVID‐19 questionnaire• Temp check• Audience section

Marketing Strategies

• Use the same marketing channels• Timing is different• Delivery format• Communicate! What to expect• Update website• Collaborate with other chapters

COVID‐19 Questionnaire

Engagement Tools• Polling• Q&A• Surveys• Live chat• Gamification

• Social feed• Networking/HH• Peer to peer conferencing

Willing to Embrace Constant Change

AGA Meetings Contact:

Jerome Bruce at [email protected] Lor at [email protected]

Monica Cordova at [email protected]

Table Discussions on F102: Planning for Hybrid Events

Closing Remarks

Ann Ebberts, M.S., PMP

Chief Executive Officer

Documents

Sound Check Trivia!