2023 Curriculum Theme
Leadership Responsiveness in the New World of Work
*Faculty and speakers are being announced daily. Sessions, faculty, and speakers are subject to change.
Executive Treasury Management Track
Day 1: Sunday, July 16
11:00 a.m.–2:00 p.m.
Registration
3:00–4:15 p.m.
Treasurers Leadership (ETM)
Topics on Leadership in the New World of Work – A Chat with Four Treasurers
4:30–5:30 p.m.
NIPF Opening Keynote: 76th United States Secretary of the Treasury Jack Lew (Core)
Jack Lew was confirmed by the United States Senate on February 27, 2013, to serve as the 76th Secretary of the Treasury. Secretary Lew previously served as White House Chief of Staff. Prior to that role, Lew was the Director of the Office of Management and Budget (OMB), a position he also held in President Clinton's Cabinet from 1998 to 2001. Before returning to OMB in 2010, Lew first joined the Obama Administration as Deputy Secretary of State for Management and Resources.
Day 2: Monday, July 17
8:00–9:00 a.m.
Continental Breakfast
9:00–10:15 a.m.
Keynote Panel Discussion: “From the Treasurers’ Perspective” (Core)
10:30–11:45 a.m.
Recruiting and Retention Challenges (ETM)
• Articulating Goals and Objectives for Treasury operations
• How do we set HR policies and procedures (what are the process considerations)?
• How do we attract or cover non-traditional pools of professionals (focus on broad representation)
• Are there salary and benefit components to consider in light of the change in the work force?
• "Cost of doing business” - how do you handle the dichotomy of wages for new versus longer tenured employees
• What is the engagement strategy for our team?
• How do you frame attrition as a leadership issue?
• This will be Solution Driven!
• How do we set HR policies and procedures (what are the process considerations)?
• How do we attract or cover non-traditional pools of professionals (focus on broad representation)
• Are there salary and benefit components to consider in light of the change in the work force?
• "Cost of doing business” - how do you handle the dichotomy of wages for new versus longer tenured employees
• What is the engagement strategy for our team?
• How do you frame attrition as a leadership issue?
• This will be Solution Driven!
11:45 a.m.–1:00 p.m.
Lunch
1:00–1:45 p.m.
Leadership Development Strategies (ETM)
• How do you develop professionals from within / how do you build your bench?
• What are the dynamics of the work force today – particularly what drives succession planning – how do we identify and plan for succession?
• What management training opportunities should be considered
• Are there differences between large and small offices and how do we balance political versus professional staff, particularly on development issues?
• What are the dynamics of the work force today – particularly what drives succession planning – how do we identify and plan for succession?
• What management training opportunities should be considered
• Are there differences between large and small offices and how do we balance political versus professional staff, particularly on development issues?
2:00–3:00 p.m.
Change Management for the Office—A Teaching Session (ETM)
• What is change management (you can’t make good decisions amid chaos so how do you manage change)?
• How do we prepare for transitions, particularly when we know it is coming in advance (e.g., term limits versus election results)
• How do we make sure change initiatives don’t fail?
• What are the steps to effective change?
• Are there operational considerations for a new work environment?
• Are there tools we can share to manage change (this comes from the July 2022 meeting with the Advisory Board)
• Physical operating changes (brick and mortar vs WFH)
• Biggest challenge is engagement … it’s not just rolling out new policies and procedures but it’s getting people to adopt them
• This would be the “how-to” session
• How do we prepare for transitions, particularly when we know it is coming in advance (e.g., term limits versus election results)
• How do we make sure change initiatives don’t fail?
• What are the steps to effective change?
• Are there operational considerations for a new work environment?
• Are there tools we can share to manage change (this comes from the July 2022 meeting with the Advisory Board)
• Physical operating changes (brick and mortar vs WFH)
• Biggest challenge is engagement … it’s not just rolling out new policies and procedures but it’s getting people to adopt them
• This would be the “how-to” session
3:00–4:15 p.m.
Joint Session - A Discussion with Regulators (ETM)
A joint session with the Public Finance and Debt Management Track (ETM) where Treasury, SEC and MSRB leaders will review priorities, offer insights on the key regulatory topics of the day, and engage in Q&A.
Day 3: Tuesday, July 18
8:00–9:00 a.m.
Continental Breakfast
9:00–10:15 a.m.
Embracing and Integrating Generational Workforce Elements (Core)
10:30 a.m.–12:00 p.m.
Organizational Design for the Delivery of Constituent Services (ETM)
• How do we “build a better mousetrap for the public?” (e.g., how do you develop, manage and improve call centers)
• What’s the “change” impact in the delivery of services? (consider, too, language and accessibility issues)
•How do we gauge, measure and test User Experience?
• How do we blend technology with constituent services (e.g., benefits payments, payment alternatives – even for consumer facing programs)?
• An important element here is that States are responsible for the work provided by the private sector, so there is a delivery of services to the States and then the delivery of services to the constituents. The Advisory Board would like both points addressed
• How do partners manage both the state’s expectations and the retail consumer
• [Gary will share an article on Organizational Design]
• What’s the “change” impact in the delivery of services? (consider, too, language and accessibility issues)
•How do we gauge, measure and test User Experience?
• How do we blend technology with constituent services (e.g., benefits payments, payment alternatives – even for consumer facing programs)?
• An important element here is that States are responsible for the work provided by the private sector, so there is a delivery of services to the States and then the delivery of services to the constituents. The Advisory Board would like both points addressed
• How do partners manage both the state’s expectations and the retail consumer
• [Gary will share an article on Organizational Design]
11:45 a.m.–1:00 p.m.
Lunch
1:00–2:15 p.m.
Governance and Oversight (ETM)
• An opportunity to identify from the top a variety of risks faced by Treasury organizations or as managers of public fund programs (e.g., financial institutions, economic markets, litigation, cybersecurity and related fraud)
• What factors or indicators should administrators look for?
• How do the factors get assess?
• What is the appropriate response to complex situations (it may depend on the risk itself) and how do you respond to complex situations
• What factors or indicators should administrators look for?
• How do the factors get assess?
• What is the appropriate response to complex situations (it may depend on the risk itself) and how do you respond to complex situations
2:30–3:45 p.m.
Policy Initiatives (ETM)
• Topics to be determined by the Deputies / COS Committee
• Is there a policy initiative here? How do we gauge, measure and test User Experience?
• Employment policies?
• Is there a policy initiative here? How do we gauge, measure and test User Experience?
• Employment policies?
Day 4: Wednesday, July 19
7:30–8:30 a.m.
Continental Breakfast
8:30–9:45 a.m.
On the Horizon - Technology Integration into Treasury – Highlighting AI and ChatGPT (Core)
10:00–11:45 a.m.
Lessons Learned / Take-aways (ETM)
• Are there particular policies or lessons that can be implemented right away or in the near term?
• Part of this discussion should also be how NAST or other entities (maybe even the Corporate Sponsors) can help deliver or facilitate solutions to issues raised.
• Ultimately, the content of this session will be driven by the Deputies / Chiefs assigned as Panelists
• Part of this discussion should also be how NAST or other entities (maybe even the Corporate Sponsors) can help deliver or facilitate solutions to issues raised.
• Ultimately, the content of this session will be driven by the Deputies / Chiefs assigned as Panelists