The Financial Services Department serves as a strategic partner in support of all County missions, with responsibility for all financial services, including general accounting, payroll, investments, treasury functions, grants, financial reporting, the capital improvement program, budgetary compliance, providing fiscal and budget staff support for departments, and procurement. Mecklenburg County’s annual FY21 operating budget is $1.9 billion. The County also maintains a $1.75 billion 5-year capital plan that includes schools, government facilities, park and recreation, and libraries. The County is one of the top 10 employers in the County, with approximately 5,700 budgeted full-time County positions.
The Financial Services Department includes three divisions: Central Finance, Departmental Financial Services, and Procurement. The Central Finance Division is responsible for enterprise-wide financial management, including financial policies and internal controls, grants management, accounting, financial reporting, revenues, claims management, payroll, capital, and treasury services. Departmental Financial Services provides budget and financial support services on behalf of eleven County departments, including Health and Human Services and several small but critical offices.
The Chief Financial Officer (CFO)leads the Financial Services Department and reports directly to the Deputy County Manager for Financial Services. The Chief Financial Officer will lead a department with an annual budget of $14.6 million and approximately 140 employees.
The CFO is accountable for proactively directing the Financial Services Department, including its assets and resources. The CFO is also a member of the Manager’s Cabinet. As required by NC General Statutes, this position functions as the County’s finance officer, who is legally responsible for establishing the accounting system, controlling expenditures, managing cash and other assets, and preparing financial reports.
Other responsibilities include, but are not necessarily limited to, the following:
Function as the spokesperson for the County finance organization and coordinate all rating agency and State Treasurer relations
Make appropriate recommendations to the County Manager and the Board of County Commissioners; collaborate with all County department heads including the Executive Team and the County Attorney
Develop, communicate, and implement strategic initiatives
Partner with the County Budget Director to create the annual budget
Perform long-range forecasting and capital planning
Lead, motivate, and develop department employees by setting the tone, climate, and vision for the Financial Services Department
Ensure compliance with statutory responsibilities and directives, in particular, the County’s compliance with the Local Government Budget and Fiscal Control Act, as well as federal and state statutes related to procurement activities
Manage overall performance, continuous improvement efforts, and cost effectiveness
Experience: Six years of progressively responsible management experience directly related to the area assigned.
Education: Bachelor's Degree in a related field.
Equivalent Experience for Education Accepted? Yes
Licenses and Certifications: Valid NC or SC driver’s license and the ability to obtain and maintain a County Operator Permit.
10 years of progressively complex experience in governmental accounting and management
Bachelor of Science degree in accounting, finance, or business administration; Master’s degree in accounting, finance, business administration or related field and/or CPA / finance officer certification preferred
In depth knowledge of GAAP, GASB, NC/Other State Statutes for local government finance and procurement and technical pronouncements related to grants and Single Audit, such as Federal and State Compliance Supplements, Federal OMB Circulars, and Yellowbook
Treasury management experience overseeing a large, complex debt portfolio.
Technology related skills regarding appropriate software packages (Microsoft Word, Excel, enterprise financial and human resource systems, etc.)
Understanding of the procurement function preferred
Strategic thinking and planning abilities; ability to anticipate/recognize/investigate/analyze changing external factors; plan and react, accordingly
Strong, collaborative leader with proven track record for driving change and innovation, optimizing talent, and formulating vision into action
Ability to communicate professionally, both orally and in writing, with senior management, elected officials, other state and local government agency officials, rating agencies, financial advisors, underwriters, and funding partner CFOs
Ability to articulate complex financial matters with clarity and transparency
KNOWLEDGE, SKILLS AND ABILITIES
Business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources
Principles and processes for providing customer services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction
The structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar
Laws, legal codes, court procedures, precedents, government regulations, and agency rules, and the political climate
Expertise in area of assignment
Considering the relative costs and benefits of potential actions to choose the most appropriate one.
Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions
Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems
Talking to others to convey information effectively
Adjusting actions in relation to others' actions
Building Strategic Work Relationships – Developing and using collaborative relationships to facilitate the accomplishment of work goals
Aligning Performance for Success – Focusing and guiding others in accomplishing work objectives
Strategic Decision Making – Obtaining information and identifying key issues and relationships relevant to achieving a long-range goal or vision; committing to a course of action to accomplish a long-range goal or vision after developing alternatives based on logical assumptions, facts, available resources, constraints, and organizational values
Formal Presentation – Presenting ideas effectively to individuals or groups when given time to prepare; delivering presentations suited to the characteristics and needs of the audience
Leading through Vision and Values – Keeping the organization’s vision and values at the forefront of associate decision making and action
COMPENSATION & BENEFITS
In addition to a competitive salary, Mecklenburg County offers a generous benefits package which greatly increases your total compensation. Benefits include medical, dental, vision, life, short term disability, long term disability, accident, cancer, critical illness, medical bridge and pet insurance; dependent care, healthcare and commuter flexible spending accounts; health savings account; paid holiday, vacation and sick days; near site clinics for preventive care and illnesses; an employee discount program which provides discounts for retail, dining, shopping, travel, tickets and more; an employee assistance program including financial and legal counseling; access to Mecklenburg County fitness and aquatic facilities; paid family leave; tuition reimbursement; a 5% employer match on retirement savings plan contributions and a defined benefit plan for retirement.
REASONABLE ACCOMMODATIONS STATEMENT
To accomplish this job successfully, an individual must be able to perform, with or without reasonable accommodation, each essential function satisfactorily. Reasonable accommodations may be made to help enable qualified individuals with disabilities to perform the essential functions.
About Mecklenburg County
Mecklenburg County was formed in 1762 from the western part of Anson County and the first official governmental action took place in February 1763.
The North Carolina State Constitution approved in 1868 gave the citizens of all counties the right to elect a Board of County Commissioners to govern them.
From 1868 to 1986, Mecklenburg County was governed by a five member board elected at-large. The first seven-member board took office in 1986 and in 1994, the first nine-member Board took office. Six members are elected by districts and three are ?elected at-large.
Elections for the Board are held in November of even-numbered years. The Board takes office on the first Monday in December following the November election. A chairman and vice chairman are elected at the Board's first meeting in December.
The Board's primary responsibilities are to adopt an annual budget, set a property tax rate and establish priorities to address the County's needs, especially in the areas of health, education, welfare and mental health.
The Board's priorities are carried out by a staff of nearly five-thousand employees led by County Manager Dena Diorio. The County Manager is the... CEO of the organization and is appointed by the Board.
County Services, funded through property taxes, local sales taxes, fees and other sources, are provided to meet the community's priorities as defined by the Board of County Commissioners.
The Board has set a vision for the community. The Board's vision is summed up in the following statement:
"Mecklenburg County will be a community of pride and choice
for people to LIVE, LEARN, WORK and RECREATE."
Mecklenburg County uses a scorecard to translate its vision to action.
The Community & Corporate Scorecard includes 21 measureable goals. These goals are grouped into four related areas, called Focus Areas. All programs and services provided by Mecklenburg County fall into one of these
Community Health & Safety
Effective & Efficient Government
Social, Education & Economic Opportunity