#NCLGBA19 Recap Series: Checking the Boxes for a Successful Conference

Over the next few weeks, we will be featuring reflections on the 2019 Winter Conference. If you would like to share your experience, please email admin@nclgba.org.

Our third #NCLGBA19 Conference Recap comes from Rusty Mau, Winter 2019 Conference Scholarship Recipient and Budget Analyst, Buncombe County

Consider the last conference you attended (other than the NCLGBA winter conference).  After the conference, you probably received a survey that asked, “Would you recommend this conference to a colleague?”  The answer is not always “strongly agree”.  When I think about the NCLGBA winter conference, I “strongly agree” that every budget professional in North Carolina should attend!

The conference started on a high note, with NYC Parks Commissioner Mitchell Silver sharing why planning is critical in the 21st Century.  He discussed the “clash of values” between the 20th and 21st centuries and encouraged us to consider the importance of density in our communities.  The family unit of yesterday is not the family unit of tomorrow, Silver shared, as an estimated 25 million single family homes will be on the market by 2030 with no buyer.  How will a public trend towards density align with the powerful forces of NIMBYism?  What are the tax implications of density?  These questions came to my mind as Silver helped us peek into the future.

Throughout the conference, I came back to the question of “why?”  In The Value Beyond Strategy and Data, Mary Vigue with the City of Raleigh said Raleigh’s goal with innovation and performance management is to empower people to ask why.  In Jeff Richardson’s session on High Performance Leadership, we learned you must understand why managers, boards, and colleagues are motivated and successful in order to be successful yourself.  In the screening of All the Queen’s Horses, we saw what can happen when we don’t ask “why” when something doesn’t add up.  For local government to continue to improve, all employees must be empowered to both ask why and understand why.  This mutual understanding of why transcends innovation, routine operations, and even ethical behavior.

Before I “strongly agree” to recommend a conference, I must be able to check two boxes: solid content and ample time for valuable networking (plus, of course, good food).  While I thoroughly enjoyed the content, the networking opportunities were the highlight of our time.  In Buncombe County, for example, we are drafting a new grants policy.  I was able to ask several jurisdictions about their practices and provide a firm foundation for our first draft.  The conference also included opportunities for speed coaching, budget-focused networking, and informal conversation.  I am no “master networker”, but I truly appreciated the opportunity to learn from other attendees.  The diversity of expertise among attendees made the conference impactful.

When I reflect on the NCLGBA winter conference, I think about my motivation to attend.  First, I wanted to learn more about budgeting in North Carolina.  Second, I wanted to gain valuable insights that I could use in my work.  Third, I wanted to build connections that will help us build an even better budget.  All of these have been accomplished and more.

So, when I ask “why” I attended the conference, I realize my conference experience was a success.  I strongly encourage other budget professionals to reflect on why you attended and consider attending a future NCLGBA conference.  As I mentioned above, I “strongly agree” all of my colleagues attend!

Fiscal Analyst I, NC General Assembly (closes 2/27/20)

Click Here For the Full Description and/or to Apply for this Position

Closing:  February 27, 2020
Salary Range:  $55,551 – $75,000 annually


The North Carolina General Assembly is the bicameral legislature of the State of North Carolina, composed of the Senate and the House of Representatives. The North Carolina Constitution grants the General Assembly the authority to make or enact laws; to establish rules and regulations governing the conduct of the citizens, their rights, duties, and procedures; and to determine the consequences of certain actions.

The Fiscal Research Division (FRD) seeks dynamic individuals with strong analytical skills who excel under pressure. FRD analysts are nonpartisan legislative staff and serve as the primary budget and finance staff to the North Carolina General Assembly’s 170 legislators as well as its funding and policy committees. The budget issues are complex, diverse, and cross multiple subject areas. FRD analysts, along with other General Assembly nonpartisan staff, have a unique opportunity to provide counsel to policymakers and participate directly in the policy development process.

Duties and Responsibilities

  • Working directly with legislators to develop the State’s budget and other legislation.
  • Analyzing and presenting information on existing and/or proposed programs and policies.
  • Providing accurate and reliable data and analysis.
  • Making presentations and answering legislators’ questions in public committee meetings.
  • Developing options to improve program efficiency and effectiveness.
  • Composing analyses on the fiscal impact of proposed legislation.
  • Collaborating closely with teammates and colleagues to support the legislative process.
  • Monitoring agency actions to ensure compliance with legislative intent.
  • Working objectively and impartially and adhering to strict confidentiality requirements.

Knowledge, Skills, and Abilities

To meet the duties outlined above, candidates should be flexible, highly-motivated thinkers and communicators. In addition, the following specific attributes are sought:

  • Ability to work cooperatively and maintain composure under pressure with legislators, legislative staff, colleagues, and the public on a daily basis.
  • Clear and concise oral and written presentation skills.
  • Demonstrated aptitude for providing high-quality program development and advice.
  • Willingness and ability to work extended schedules and to provide on-call support.
  • Comfort and proficiency in Microsoft Excel, Word, and PowerPoint or similar products.

Management prefers individuals who are:

  • Energized about public policy and delivering nonpartisan objective analysis
  • Creative problem solvers
  • Skilled at quantitative analysis
  • Excellent writers
  • Equally capable of successfully working independently or in a team environment.
  • Proficient public speakers


Education & Experience

We will only consider candidates with either:

  • A bachelor’s degree plus three years’ experience performing and presenting analyses, preferably in a public policy-related setting; or
  • A master’s degree plus one year of experience performing and presenting analyses, preferably in a public policy-related setting.

Work experience (internships, client projects, etc.) accumulated while in an academic setting can be applied to meet the experience requirements. Candidates anticipating the completion of a relevant master’s degree by May 2020 are encouraged to apply, provided that they meet all other requirements.

Public Policy Background

Candidates are expected to have a working knowledge of government functions and experience performing programmatic analyses.

Computer Skills

Candidates will be expected to demonstrate Microsoft Excel and Word proficiency in any potential in-person interview.

Human Resources Business Manager, Wake County (open until filled, first round review 2/13/20)

Click Here For the Full Description and/or to Apply for this Position

Closing:  Open until filled; first round review February 13, 2020
Hiring Range:  $78,410 – $109,770 annually


Wake County invites candidates to apply for a newly created Human Resources Department Business Manager position. Through strategic partnership with County leadership, the Human Resources Department provides collaborative, innovative human resource programs and services that are customer-driven and results-oriented. With 38 full-time employees and an annual operating and benefits budget of $52 million, the Human Resources Department manages a variety of services, including:

  • Benefits Administration;
  • Employee Wellness;
  • Talent Acquisition and Compensation;
  • Employee Relations and Staff Development;
  • Human Resource Information Systems; and
  • Payroll.

This position will plan and oversee the contracts, budgeting and financial operations for the Human Resources Department and Health Insurance Benefits and Wellness budgets. Duties include: contract development and monitoring while ensuring compliance with regulations and provisions; expenditure and revenue monitoring; data analysis, forecasting and metric management; project planning and management; request-for-proposal development and management; vendor management; accounts payable encumbrance management; budget validation and administration; and assisting with business plan development.

Additionally, the HR Business Manager will provide short and long-term budget forecasts and budget planning. This position is also responsible for ensuring that staff have the infrastructure and resources (space, equipment, supplies, etc.) necessary to optimally perform their jobs within the available budget and County guidelines. The position works with the HR Director in the development and analysis of metrics to measure productivity of department operations. This position supervises the fiscal and business functions of the department while providing oversight and guidance to the department Office Assistant.

Duties and Responsibilities

  • Monitors expenditures and revenue budgets while ensuring expenditures do not exceed budget authority
  • Provides planning, development, coordination, and oversight of departmental contracts while ensuring compliance with County policies
  • Conducts high-level, complex analysis and program evaluation using statistics, data management, benchmarking, survey development and focus groups. Researches best practices of other comparable jurisdictions to establish performance benchmarks related to Human Resource operations.
  • Creates and implements comprehensive project plans ensuring that project deliverables are achieved on time and in line with budgetary guidelines
  • Monitors vendor performance and provides oversight of contract budgets while ensuring services meet contract requirements
  • Partners with the County’s Benefit Consultant to forecast and budget health insurance on a plan year and fiscal year basis and develop employer and employee contribution rates
  • Assists in the preparation and coordination of the annual department budget, benefits and wellness budget, and departmental business plan

Knowledge, Skills, and Abilities

  • Broad understanding of governmental budgeting, finance and contract practices
  • Ability to gather, investigate, analyze, and evaluate data to make sound recommendations
  • Expert in Excel, pivot tables, statistical analysis and metrics
  • Ability to proactively analyze Human Resource data from various reports
  • Exceptional written, verbal and presentation skills including the ability to communicate and coordinate across all levels of the organization
  • Excellent time management, prioritization, and ability to work under tight deadlines

Education and Experience


  • Bachelor’s degree in Business Administration, Public Administration, or Finance.
  • Two years experience in finance, budgeting, policy or management analysis


  • Master’s Degree in Business Administration, Public Administration, Accounting or Finance
  • Financial/budgeting experience working within local, state or federal government

#NCLGBA19 Recap Series: Innovation and Change

Over the next few weeks, we will be featuring reflections on the 2019 Winter Conference. If you would like to share your experience, please email admin@nclgba.org.

Our second #NCLGBA19 Conference Recap comes from Mimi Clemens, Winter 2019 Conference Scholarship Recipient and MPA Candidate, UNC Chapel Hill

This December, I was able to attend the 2019 NCLGBA Winter Conference in Asheville, North Carolina with a scholarship from NCLGBA. Overall, the conference was a wonderful experience! Each day of the conference there was a general session in the morning followed by concurrent sessions with usually three sessions to choose from. At the end of Wednesday and Thursday, there were networking opportunities with roundtables and a happy hour. The conference concluded with the Economic Update and a raffle. I had a wonderful time meeting local government employees in different stages in their careers, including Budget, Finance, Performance, and Budget and Management Analysts, Senior Analysts, and Directors as well as City, Town, and County Managers. It was great meeting Analysts at the beginning of their careers in local government. This was greatly beneficial to me as a soon-to-be graduate of UNC Chapel Hill’s MPA program this May. It was enlightening hearing from them their experiences and advice after graduating from MPA programs within the state and what ways MPA programs translate well with the local government profession and lessons learned.

Three of my favorite sessions of the Winter Conference were: The Value of Planning in the 21st Century: What’s Next? presented by Mitchell Silver, High Performance Leadership: Connecting to Your Manager, Supervisor, and Your Board presented by Jeff Richardson, and Public Engagement Tools to Reach a 21st Century Audience presented by Ming-Chun Lee and Scott Correll. I was drawn to all three of these sessions due to their innovative nature. In Mitchell Silver’s presentation, the changing demographics of America will create new norms, expectations, and needs from communities for local governments to address. Jeff Richardson’s presentation encouraged self-awareness as public leaders to be able to understand elected officials, residents, and staff’s viewpoints when addressing issues in the community. The test we took during Richardson’s session was eye-opening by showing how the viewpoint and expectations of the community, staff, and elected officials can shape organizational culture and performance of the organization when addressing issues in the community. Lastly, Ming-Chun Lee and Scott Correll’s presentation on public engagement in the 21st century was fascinating. Correll discussed how the City of Charlotte’s Urban Design Center created a board game as a new way to engage with the public. This started a conversation in the community on what city residents would like to see Charlotte become in the next 20 years. With the many different paths Charlotte residents could choose in the game, the city was able to gain insight into what priorities the community values and how the community would like the city to manage growth. And Lee used new geospatial technologies to create an app that would augment reality for users on their smart phone. This app allowed for residents to see what neighborhoods in Charlotte looked like in the past as well as changing demographic trends.

I am grateful to be given this opportunity to attend the 2019 NCLGBA Winter Conference. With the new year, 2020 will bring new challenges and solutions for local governments. It is my hope that I can take what I learned from these sessions and apply it towards future challenges that may arise.

Deputy Finance Director, Cabarrus County (closes 2/7/20)

Click Here For the Full Description and/or to Apply for this Position

Closing:  February 7, 2020
Hiring Range:  $69,326 – $79,019 annually


Cabarrus County seeks a dynamic professional with extensive experience in local government, financial management, and organizational effectiveness to serve as Deputy Finance Director. The Deputy Finance Director must be collaborative, analytical, detail-oriented, and a problem-solver by nature. The Deputy Finance Director performs difficult professional and executive work planning, organizing and directing the financial activities of Cabarrus County.

Duties and Responsibilities

  • Coordinates, assists with and reviews the comprehensive annual financial reports (CAFR).
  • Coordinates and manages the annual external audit; assists auditors by preparing and assisting with requested information and answering questions.
  • Works on special projects for the Finance Director and County Management.
  • Participates in the maintenance, design and installation of the accounting control, policies, records and filing systems.
  • Assists personnel in implementation of accounting policies, system and programs.
  • Responsible for directing, training, evaluating staff and has substantial influence in hiring and employment decisions; reviews and approves timesheets.
  • Assists in the budget process by providing financial data analysis and estimates for revenues; verifies financial data; reviews estimates.
  • Pre-audits contracts, wires, and purchase orders.
  • Oversees the annual sales tax return for refund and coordinates data during external audits related to sales tax returns.
  • Oversees the state, federal and county grants reporting for the single audit.
  • Preparation of the annual cost allocation report.
  • Oversees the preparation and submittal of the annual EMS Medicaid Cost Report.
  • Oversees financial analysis of revenues/expenditures of enterprise, internal service and special revenue funds.
  • Participates in the the review of County internal control policies and procedures.
  • Supplies financial information to appropriate persons, organizations, and citizens.
  • Works closely with Munis representatives.
  • Supervises daily operations of accounting operations and payroll processing including reporting to federal, state, and local entities.
  • Oversees the annual processing and reporting of W-2’s and start of year payroll benefits.
  • Oversees and reviews the AFIR (Annual Financial Information Report) to the state.
  • Responsible for the operations of the Finance Department and authorized to act on management team matters in the absence of the Finance Director.
  • Performs related tasks as required.

Knowledge, Skills, and Abilities

  • Comprehensive knowledge of the principles, methods and practices of accounting
  • Comprehensive knowledge of the laws, ordinances and regulations governing financial matters
  • Thorough knowledge of modern office methods, practices and equipment
  • Ability to prepare and maintain complex financial reports and records
  • Ability to analyze and evaluate complex financial systems
  • Ability to establish and maintain effective working relationships with County officials and associates
  • Ability to express technical ideas effectively, both orally and in writing
  • Ability to plan and supervise the work of subordinates.

Education and Experience

Graduation from an accredited college or university with major course work in accounting and considerable experience in governmental accounting and financial reporting. Other extensive accounting experience may be considered.

Certified Public Accountant and Local Government Finance Officer Certifications preferred.

Grants Writer/Manager, Cumberland County (open until filled)

Click Here For the Full Description and/or to Apply for this Position

Closing:  Open until filled
Salary Range:  $51,516 – $65,000 annually

Assigned to the Cumberland County Finance office, this position performs highly complex professional work in the areas of grant writing, maintaining a County-wide inventory of active grants, grant budgeting and tracking, grant analysis and reporting, grant compliance monitoring and periodic auditing of grant programs.

Duties and Responsibilities

  • Preparation of proposals, grant applications, and requisite reports; performance of responsible, professional, and administrative work in researching, identifying, developing, and responding to public and private grant opportunities
  • Conduct research on foundations and governmental agencies to identify and evaluate prospects for grant funding.  Responsible for conducting the full range of activities required to prepare, submit, and manage grant proposals
  • Collaborate with departments to gather information necessary for writing compelling and accurate grant proposals.
  • Develop an in-depth understanding of programs and program needs
  • Take a proactive approach in providing leadership and assistance throughout grant application processes
  • Manage timelines and deliverables
  • Research and analyze potential grant funding to determine whether there is a match between the funder’s initiatives and a related County departmental need or potential opportunities for improvements
  • Provide clear communication of proper rules and regulations for approving grants, all specifications, requirements, and objectives across all departments of the organization and management

Grants Management

  • Develop a tracking mechanism/grants inventory system to account for, record, maintain, and report on existing grants and new grant awards within the County
  • Keep the relevant staff informed about upcoming deadlines and deliverables, thereby ensuring smooth completion of work responsibilities
  • Oversee grants to ensure implementation is occurring according to the grant specifications and in the most cost-effective manner while maximizing the grants financial benefits
  • Monitor program budgets and expenditures and communicate with program managers to ensure effectiveness of grants
  • Administer grant records and evaluate financial reports to analyze progress.  Ensure all costs are expended within grant guidelines and within timeframes/deadlines provided
  • Analyze all processes in grants submissions and provide suggestions to enhance grant program entry for efficiencies
  • Monitor and analyze grant budget trends and make recommendations for cost control.  When applicable, make recommendations for future sustainability of programs if/when grant funds are set to expire
  • Accept and complete financial and accounting related projects that may involve independent research and analysis, balancing and preparing reports, training personnel, providing excellent customer service by assisting with inquiries, and/or assisting other departmental personnel with grant reporting assignments; this may involve making recommendations of process improvements to increase efficiencies
  • Perform other duties assigned

Knowledge, Skills, and Abilities

  • Must have high-level writing and research skills, outstanding written and verbal communication skills, including proofreading
  • Thorough knowledge of the methods, procedures and policies of Cumberland County as such pertains to the performance of the essential duties of the Grants Manager position
  • Thorough knowledge of principles and practices of accounting work to include performing grants management, budget and accounting activities, and financial and grant reporting
  • Working knowledge of the County’s financial systems to include chart of accounts and daily/monthly financial transactions
  • Considerable knowledge of financial systems & have significant knowledge of financial systems to analyze and modify operations
  • Considerable knowledge of the laws, ordinances, standards, and regulations pertaining to the essential duties and responsibilities of the position
  • Considerable knowledge of the organization of the County government, and of related departments and grantor entities
  • Strong interpersonal skills, creativity, and critical thinking
  • Ability to maintain cooperative and effective relationships with intra- and interdepartmental personnel, as well as any external entities with which position interacts
  • Ability to work in collaboration with team members from a wide variety of backgrounds and cultures
  • Maintain a high level of confidentiality


Bachelor’s degree in business administration, public administration, accounting, finance or a directly related field and four years of progressively responsible professional level experience to include grants management; or an equivalent combination of education and experience sufficient to successfully perform the essential duties of the job.

Management & Budget Intern, Wake County (closes 2/10/20)

Click Here For the Full Description and/or to Apply for this Position

Closing:  February 10, 2020
Hiring Range:  $15.00 per hour, 20 hours per week


In the summer of 2020, Wake will be upgrading its budget development software just after upgrading the Accounting and Human Resources systems in the spring. There will be significant opportunities to develop core analytical skills – data validation techniques; process improvement reviews; financial, personnel and performance reporting; etc.

Prior interns have

  • Lead and facilitated special projects
  • Prepared management and discussion analysis for the CAFR.
  • Conducted analysis to optimize the financial chart of accounts
  • Created tools to streamline budget development and management
  • Rewritten the department budget development guidance (aka, the Budget Manual)
  • Researched best practices in performance management, GFOA budget documents, etc.


Assist with Board work-sessions, public hearings, year end close out, budget upload to the financial system, contract review, pre-audit, business planning and financial forecasting. All summer interns are invited to attend site tours to learn about diverse County operations, including the jail, animal shelter, fire training center, landfill, EMS, crime scene investigation, etc.

Knowledge, Skills, and Abilities

Teamwork and Interpersonal Skills

  • Ability to actively participate as a team member to achieve goals; with Budget and Management Services, Wake County government and external partners.
  • Ability to build and to maintain ongoing, collaborative relationships with others to achieve continuous incremental improvement toward shared outcomes.

Customer Focus

  • Ability to assess options transparently and to collaborate with candor with stakeholders.
  • Optimize solutions to balance citizen, Board and county executive interests.

Personal Accountability

  • Ability to be relied on to ensure deliverables are completed on time and as communicated.
  • Ability to monitor programs and activities independently and to recognize when your work impacts others.
  • Ability to manage routine activities with little supervision.

Project Management

  • Ability to establish and carry out a timeline of tasks to accomplish an intended outcome and timeline.
  • Ability to ensure actions are performed to achieve intended project results.


  • Agility in adapting to change.
  • Resilience and persistence to continue to adapt in a high-growth environment.
  • Ability to adjust course when provided feedback or circumstances change.
  • Ability to triage priorities when responding to multiple deadlines.

Problem Solving

  • Ability to identify problems, determine appropriate and possible solutions, and actively works to resolve the issues.


  • Ability to convey information clearly and concisely to various audiences — from large groups to individuals — both verbally and in writing, ensuring they understand the information and the message intent.
  • Ability to listen actively and respectfully, to confirm mutual understanding, and to respond appropriately.
  • Willingness to ask for assistance and clarification.

Education and Experience

Graduate student in a Master’s degree program in Public Administration or Public Policy.

RSVP to the Summer 2020 Conference Planning Meeting

On behalf of the NCLGBA Board, we invite you to the NCLGBA 2020 Summer Conference Planning Meeting on Friday, February 21st, 2020!

The objectives are to:

  1. brainstorm conference session topics that are exciting and relevant to our members,
  2. secure volunteer commitments including moderators and registration help, and
  3. network with state-wide colleagues!

Click here to RSVP (yes or no) by Friday, January 31st, 2020. Even if you can’t attend, please follow the link to share ideas for session topics, speakers, and/or volunteer to be a moderator or help at registration.

Join us in downtown Charlotte (free parking) between 12pm-3pm at the:

Charlotte Fire Department Headquarters
500 Dalton Ave.
Charlotte, NC 28206

Lunch (including VG, V, GF, etc.) options will be provided from 12pm-1pm. If you can join us, select your lunch option using the link above.


Where and when is the 2020 Summer Conference?

Doubletree by Hilton, Atlantic Beach between July 15-17 (hotel reopening soon!)

Is the Planning Meeting only meant for Board Members?

No, all local government budget professionals are welcome! Even if you do finance, strategic planning, data analytics you are welcome!

Is a teleconference line available to join the planning meeting?

No, the teleconference option hasn’t worked too well because of how loud and decentralized (group-work) the conversation is.

If you can’t make it, the best way to share with us your ideas is through the RSVP link and then we can follow up accordingly and include your ideas as part of the conversation.

As always, thank you all for coming together to create great experiences and professional development opportunities for our colleagues across the State. If you have any questions, feel free to contact our Conference Planners, Brian or Paarth.


#NCLGBA19 Recap Series: Building Connections to Increase Meaning

Over the next few weeks, we will be featuring reflections on the 2019 Winter Conference. If you would like to share your experience, please email admin@nclgba.org.

Our first #NCLGBA19 Conference Recap comes from Ellenore Holbrook, Budget Analyst, City of Asheville

The 2019 Winter Conference addressed a wide variety of topics throughout its sessions, but I found one dominant theme between them all: connecting with one another.

I am not talking about connecting in the formal, shake hands and talk about the weather sense of networking. Rather, talking about the differences in our experiences, acknowledging them, and learning from one another.

I first noticed this theme during the opening session with Mitchell Silver who discussed how to plan for the 21st century. He spoke about changing demographics at the local, state, and national levels and how they would impact the challenges our communities face over time. What struck me was when he spoke openly about the different generations, their attributes, and how we are able to learn from one another to better support our organizations. As the demographics of NCLGBA change, we continue to learn new ideas from one another and push ourselves to be better.

The theme of connection continued throughout a number of sessions, including the panel on the Recession. As someone who was in high school during the Great Recession, I do not have a clear idea of how it impacted our organizations. By being able to hear from those who experienced it firsthand, we are able to gain an understanding of how we can better address the next recession.

Finally, my favorite session (and I promise it was not because I helped plan it!) was Speed Coaching. Entirely centered on connecting with those in your field, it provided a space for those beginning their budget career to ask questions and listen to those who have a wide breadth of experience. With the time constraint, it pushed participants to ask valuable questions quickly, rather than attempting to make small talk. The best part was after the session officially ended, most individuals remained in the room to continue their conversations and meet others.

Building connections with one another is important but also difficult. It can be hard to get over the awkwardness of meeting new people, asking potentially difficult questions, and making yourself vulnerable in recognizing what you do not know. This conference provided opportunities for everyone to open up, learn about something new, and connect with others in a valuable and mutually beneficial way.

Budget Director, Cabarrus County (1/24/20)

Click Here For the Full Description and/or to Apply for this Position

Closing:  January 24, 2020
Hiring Range:  $76,440 – $87,131 annually


Cabarrus County, North Carolina is conducting a comprehensive search for a results driven leader with a passion for public service to be our next Budget Director. This is an exciting opportunity to provide leadership and support for one of the fastest growing and diverse counties in North Carolina.

Cabarrus County seeks a dynamic professional with extensive experience in local government, budgeting, management, and organizational effectiveness to serve as Budget Director. The Budget Director must be collaborative, analytical, detail-oriented and a problem-solver by nature. For FY2020, the Cabarrus County budget totaled just under $300 million across all funds with 1,243 authorized positions.

About the Budget Division 

The Budget division is responsible for the development and direction of the County’s annual operating budget.

The division also prepares the five-year capital improvement plan.

The department:

  • Supports the Board of Commissioners and County Manager with financial information and guidance
  • Assists departments with financial conditions and analysis
  • Provides policy and management analysis
    Administers the County’s performance management system

About Cabarrus County

Comprised of Concord, Harrisburg, Kannapolis, Midland, and Mt. Pleasant, Cabarrus County is one of the fastest-growing counties in the state, with a population of 213,000 (2019). The community relies on forward-thinking and innovative leaders to manage the rapid growth.

Cabarrus is home to Atrium Health Cabarrus and the North Carolina Research Campus. Other industries include biotechnology, healthcare, manufacturing, industrial and business parks, warehousing and distribution, entertainment and hospitality, retail and aviation.

Duties and Responsibilities

Directing the budget process for the County’s operating and capital improvement plan including preparation, adoption and implementation; overseeing the County’s grants administration function including identification of grant opportunities and required financial and performance reporting; facilitating the County’s strategic planning efforts including the development of goals and objectives, key performance indicators and ongoing performance monitoring.

  • Direct the budget preparation process for the County’s operating and capital improvement plan including development of the annual budget calendar and process.
  • Coordinate among County Administration and departments for the preparation and submission of the Manager’s Recommended Budget.
  • Work with Commissioners to obtain adoption of the annual budget;
  • Routinely forecast the County’s short and long-term financial condition and develop response recommendations for County Administration and Commissioners.
  • Ensure position control management.
  • In conjunction with the Finance Department, oversee the County’s Community Investment Fund (CIF) and debt model.
  • Review, verify and approve budget amendments.
  • Oversee the County’s strategic planning efforts including annual updates to the County’s Strategic Plan.
  • Assist with the development of key performance indicators and monitor performance.
  • Oversee the County’s grants administration function including identification of grant opportunities and required financial and performance reporting.
  • Performs related tasks as required.

Knowledge, Skills, and Abilities

  • Comprehensive knowledge of the theories, principles, practices and techniques of municipal accounting, finance and budgeting
  • Comprehensive knowledge of the state and federal laws and local ordinances applicable to budget preparation approval and administration
  • Thorough knowledge of the functions and operations of municipal agencies; general knowledge of public/charter school budgeting
  • Ability to analyze and develop budget estimates
  • Ability to plan and supervise the work of subordinates
  • Ability to develop and conduct technical training programs
  • Ability to conduct detailed research and prepare reports and findings
  • Ability to establish and maintain effective working relationships with associates.

Education and Experience

Any combination of education and experience equivalent to graduation from an accredited college or university with major course work in accounting or related field and a minimum of five years professional experience in a government budget office. Master’s in Public Administration, Certified Public Accountant and/or Budget Officer Accreditation is preferred. An equivalent combination of training and experience may be considered.

Management prefers 5 plus years of leadership experience in a governmental budget department/office, coupled with budget experience at the operating department level. Experience at that level with more than one entity is a plus.