putting success in succession planning · – economist and project manager – financial advisor...
TRANSCRIPT
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Putting Success in Succession Planning
Building and Maintaining a 21st Century Finance Office
Ken Rust, CFO
City of Portland, Oregon
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City of Portland Facts and Trivia
Population of 630,000; 26th largest
City in the United States
Often viewed as the most “bike
friendly” City in the country
Featured in the TV show “Portlandia”
Unofficial slogan is “Keep Portland
Weird”
Only major American city using the
Commission form of government2
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Presentation Overview
The changing role of the finance office and
the finance officer
Succession Planning and organizational
development strategies
Implementing leadership changes—the last
100 days
Summary and recommendations
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The Changing Role of the Finance Officer
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Introduction and Background
Professional career began as a public sector consultant
– Economist and Project Manager
– Financial Advisor
Hired by the City of Portland in 1993
– Debt Manager
– Chief Financial Officer
– Chief Administrative Officer
Left the City in 2011
– Private consulting and financial advisory work
Returned to the City as CFO in 2014
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Growth in Complexity of the Finance Function
Financial volatility and unpredictability
Financial reporting complexity
Growing complexity and sophistication of
funding/financing needs
– Infrastructure, pensions, P3s
– Changing regulatory framework
Changing technology
Changing workforce
Public expectations6
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Changing Role of the Finance Officer
Then
Regulator
Controller
Gate Keeper
Tactician
Policy Enforcer
Fiscal Compliance
In the backroom
Now
Collaborator
Advisor
Problem Solver
Strategist
Policy Maker
Fiscal Sustainability
In the boardroom7
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Succession Planning Strategies
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Office of Management and Finance
Central services organization
– 650 employees
– Annual budget of $450 million
Organization is headed by the
Chief Administrative Officer
– Reports directly to the Mayor
and City Council
CAO serves as “de facto” City
Manager
OMF
Internal Business Services
Financial Services
Human Resources
Technology Services
Revenue
Enterprise Business Solution
(SAP)
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2006 OMF Workforce Demographics
0
20
40
60
80
100
120
140
20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69
Age
Nu
mb
er
of
em
plo
ye
es
Change was coming whether we wanted it or not!
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Succession Plan Development
Involvement of employees
Tailored to the specific needs
of each OMF Bureau
Creation of information that
can be used in recruitment:
– Within OMF and the City
– Job fairs
– Outreach to the education
community
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Succession Plan Strategies
Import talent
– Recruitment
– Retention
Build more stairs/grow
longer legs
– Training
– Mentoring
– Career development
Match capacity through re-
organization
Combined approach
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Importing Talent: Underappreciated Risks
Gambling that talent will
be available when needed
Competing against other
employers facing similar
talent needs
Tendency to accept
whatever happens to get
“caught in the net”
Key challenge: How to improve your odds to ensure better results
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City Job Fair April 2007
More than 2,300 people
attended
OMF prepared a booth
to show wide variety of
work available
Primary goal—increase
visibility
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Higher Education Partnerships
Portland State University
has 5 graduate internship
programs – one in public
financial management
Students from across the
country participate
Recommend partnering
with higher ed through
internships, job fairs, guest
lectures, job shadows
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Summer Youth Employment
70 youth participated in paid internships
Introduce students to public sector as a career choice
62% of young professionals said no one marketed public sector employment (CAL-ICMA)
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City Cooperative Leadership Institute
3 utility bureaus formed pilot, with mentors throughout the City, including OMF
Focus is on self-paced training, outside reading, mentorship
Designed for mid-career employees interested in professional growth
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Implementing Succession Plan Strategies
Bureau of
Financial Services
Accounting
Division
Financial Planning
Division
Treasury Division
Debt Management
Division
12 Months of Change
Key Retirements
– Chief Financial Officer
– Controller
– Financial Planning
Manager
Key Resignations
– Treasurer
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Applied Succession Planning(aka—Finding Puzzle Pieces)
Strategy 1: Import Talent
– Chief Financial Officer
– Controller
Strategy 2: Build Stairs
and/or Grow Longer Legs
– Financial Planning Manager
Strategy 3: Re-organization
– City Treasurer
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Preparing for a Change in Leadership: The Last 100 Days
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History of Prior OMF Leadership Changes
1996
– Director appointee was former City budget director
15 plus years of experience at the City
Strong working relationship with City bureaus
Strong working relationship with Council offices
GFOA Past President
2006
– Director appointee was former City CFO
13 plus years of experience at the City
Strong working relationship with City bureaus
Strong working relationship with Council offices
GFOA Past President21
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State of the Organization in 2011
SAP implementation was comfortably behind the
City organization, and stable
Significant personnel and organizational
changes in key finance functions had been
completed
Stability in other OMF leadership positions
City financial health not yet significantly
impacted by 2008 recession
City Council stable, but still dysfunctional
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Process for CAO Succession Plan
Internal appointment of new CAO– Business services manager for the Fire Bureau
– Well regarded within the Fire Bureau and by peers
Administrative manager experience
Limited experience working with all Council offices
Limited experience working across all City bureaus
Not a GFOA Past President
Overlap of two months for transition
Transition occurred in July, well ahead of the
annual budget process
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My Job Was Done—Time for Fun!
18 plus years at the City
Helped City maintain its “Aaa”
bond rating throughout tenure
Maintained and added to the
City’s reputation for financial
excellence
Successfully served three
Mayors and multiple City
Commissioners
Left the City stronger than
when I arrived24
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And Then the Wheels Fell Off…
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Organizational Impacts
Resignation of the City
Treasurer
Retirement of the Human
Resources Director
Elimination of the CFO
position
Creation of an independent
Budget Office
Termination of the CAO
Near constant stream of bad
press
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So What Went Wrong?
Network Strength (too low)
– Relationships with Bureaus
– Relationships with City Council
Organizational Support (not enough)
– Competing agendas/opportunities
Political Intransigence (regime change is hard)
– Lame duck Mayor
– Portland’s form of government
Tactical Missteps (pick your battles)27
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Strategies and Ingredients for Success
Promote from within:– Pros: Organizational familiarity
– Cons: Potential conflict with diversity/equity goals
Increase transition time:– Pros: More time to build relationships and understand
organization
– Cons: Budget constraints and organizational confusion
Create Deputy position:– Pros: Provides structural succession plan
– Cons: Budget constraints
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Summary and Lessons Learned
Know the unique needs and culture of your
organization
Start early in the succession planning process
Invest time/resources in the mentoring process
Things will be different than planned—both in
good and bad ways
If at all possible, put your organization’s
future in the hands of a GFOA Past President!