The Cal-ICMA Bylaws specify that the Budget Committee shall be composed of no fewer than three (3) full members. of the Collaborative and at minimum one (1) member of the Executive Committee. The Budget Committee shall present a budget to the Collaborative for consideration and adoption prior to June 30 of each Operating Year.

Committee members’ terms of office shall be two (2) years.

Learn more about the Ethics Program here.

The Cal-ICMA Bylaws specify that the Ethics Committee shall be composed of no fewer than eleven (11) full members of the collaborative. In the selection of members, consideration will be given to such representation factors as agency size, geographical location, membership profile (e.g., city, county, academic, etc.) and interest and experience in matters of ethics, professional conduct and professional development.

Committee members’ terms of office shall be two (2) years.

Duties and responsibilities are as follows:

a) promote the concept of professional local government management and the individual member’s responsibility to maintain standards of competence and integrity;

b) develop education and training resources on professional conduct and ethics.

The goal of the Cal-ICMA Manager Support Initiative (MSI) Committee is to develop programs designed to allow City Managers to thrive in their roles. In partnership with the California City Manager Foundation (CCMF), and the CalCities City Manager Department, the committee will develop programs and resources to educate elected officials on the role of City Managers, develop tools to help Managers under duress, and create a culture of mutual assistance and support.

The Marketing and Communications Committee is responsible for the communication and outreach efforts of Cal-ICMA.

Committee members’ terms of office shall be two (2) years.

Duties and responsibilities are as follows:

• Work with the ICMA Programs Manager for updating content on the Cal-ICMA website.

• Work with the Cal-ICMA President and ICMA Programs Manager on curating content of the organization's activities, initiatives, and events for the bi-monthly newsletters.

• Work with the other Cal-ICMA Committees (Nominations, Governance, and Membership; Scholarship and Events; and Sponsorship Committees) for graphic creation and content disseminations for outreach, initiatives and programs/events.

• Create and disseminate content on the Cal-ICMA social media channels.

The Board shall establish a standing Nominations, Governance, and Membership Committee. The Nominations, Governance, and Membership Committee shall be composed of no fewer than five (5) full members of the Collaborative, and the Past President of Cal-ICMA shall serve as the Chair of the Committee.

The Cal-ICMA Bylaws specify that the Scholarships and Events Committee shall be composed of no fewer than ten members. In the selection of members, consideration will be given to such representation factors as agency or jurisdiction size, geographical location, and membership profile (e.g., city, county, academic, Cal-ICMA members, etc.).

Committee members’ terms of office shall be two (2) years.

The Sponsorship and Corporate Partners Committee is responsible for establishing a sponsorship program for Cal-ICMA, and maintaining the relationship with our current Corporate Partners and developing new Corporate Partners.

Committee members’ terms of office shall be two (2) years.

Learn more about the program here.

In late 2016, Cal-ICMA announced the launch of a Talent Initiative to be undertaken by the Cal-ICMA Talent Development Team (formerly known as the Preparing the Next Generation Committee). The purpose of the Talent Initiative is to engage Chief Executives, HR Directors, and emerging leaders of cities, counties and special districts in a conversation about three questions:

1. What are the kinds of talent challenges that confound cities, counties and special districts local governments in California?

2. What obstacles hinder our efforts to address talent challenges?

3. What are the best practices from public and private, culture-building strategies, and other resources so we can better attract, retain and grow talent?