Nominations Accepted for S. Kenneth Howard Award – Due July 31st

This award is presented to honor the lifetime accomplishments of S. Kenneth Howard.   The award is presented annually to a distinguished practitioner in the field of public budgeting and financial management for lifetime achievement.  The award recipient should be an outstanding practitioner as judged by his or her record of service over a sustained period of time.  Nominations should include a 1-2 page letter outlining the significant accomplishments of the nominee, the nominee’s vitae, and no more than two additional letters of recommendation.  A committee will determine the award winner.

Nominations should be sent by July 31 to Beverly Bunch at

Job Opening: Assistant Director, Office of Budget, City of Dallas, TX (Closing 7/6/20)

Click Here for Announcement & Online Application Access

Assistant Director, Office of Budget, City of Dallas, TX

Salary: Depends on Qualifications
Location: Downtown Dallas, TX
Job Type: Full-time
Department: Office of Budget
Job Number: 24850-00
Closing: 7/6/2020 11:59 PM Central

Position Purpose

Oversee the development and monitoring of the operating, capital and debt service budgets for the City.  Oversee annual budget development for all operating funds of the City including the General Fund, Enterprise Funds, and Internal Service Funds, as well as oversee the development of the Capital Improvement Plan and debt management plan.   Works closely with the Director, Chief Financial Officer and City Manager in developing the annual budgets and making recommendations for cost-saving and other efficiency measures.   The City prepares a biennial budget and a five-year plan for all operating funds.   The Assistant Director will recommend financial policies for the City and oversee compliance and reporting of the City’s Financial Management Performance Criteria.  The Assistant Director is responsible for ensuring budget execution in accordance with the budget adopted by the City Council and routine reporting to management and City Council.  The Assistant Director will also oversee other projects as assigned by the Director of the Office of Budget.

Essential Functions

  1. Reviews budget allocation, employee assignments, objectives, and performance of subordinate managers and supervisors.  Recommends changes to Director and makes reassignments of resources.
  2. Coordinates programs and resource allocations with department executives, and executives in other departments.
  3. Monitors progress of service delivery elements through procedures and strategies to accomplish timely and effective utilization of available services.
  4. Evaluates and analyzes monthly management reports to make budgetary recommendations and strategic decisions.
  5. Reviews and approves HR actions including hiring, training, performance evaluations and other HR actions to ensure productivity and quality standards are maintained.
  6. Manages and coordinates special research requests and coordinates responses to the City Manager or City Council to provide accurate and timely results.
  7. Oversees administration of the department including department’s operating budget; recommends changes to Director to resolve budgetary problems.
  8. Identifies areas of quality management to enhance productivity through improved work procedures and practices, improved communication and accountability.
  9. Represents the City at local, state and national organizations and at professional activities to maintain the image of the City and to create public support for departmental programs.
  10. Supervises through subordinate staff the hiring, training, performance evaluations and other HR actions to ensure productivity and quality standards are maintained.
  11. Develops and manages annual budget development process from departmental kick-off through budget adoption by the City Council.
  12. Solicits budget requests from departments, analyzes requests to ensure technical accuracy, and makes recommendations to management.
  13. Responsible for revenue and expense forecast, analysis, and monitoring from budget development through budget execution.
  14. Responsible for routine reporting to City management and City Council to ensure transparency of the City’s budget.
  15. Develops, recommends, and monitors compliance of financial policies of the City including the Financial Management and Performance Criteria.
  16. Oversees the long-range financial plan of the City including the biennial budget, operating budget five-year forecast, Capital Improvement Plan, and 20+ year debt service plan.
  17. Provides assistance as needed on software implementation projects within the Office of Budget including systems for the development and monitoring of the operating and capital budgets.
  18. Assesses and evaluates the financial internal control framework for the City of Dallas to ensure that adequate controls are in place and operating in an effective and efficient manner.
  19. Works on special projects at the direction of the Director of the Office of Budget.
  20. Maintains regular, reliable, and punctual attendance.

Minimum Qualifications

Progressive leadership skills used to energize multi-disciplined work teams to respond to business needs; strong analytical, interpersonal skills, problem-solving and conceptual skills, project management skills, with experience in organizing, planning, budgeting and executing large-scale projects from the envisioning stage through implementation, involving internal and external personnel, contractors and vendors. Outstanding oral and written communication skills. Strongly self-motivated.

These minimum qualifications are intended to be generic in nature. It is not intended to determine specific duties and responsibilities of any particular position.

  • Bachelor’s Degree from an accredited college or university with major coursework in Public Administration, Business Administration, Accounting, Finance, Economics, Government, or similar field
  • Eight (8) years of increasingly responsible professional experience in budget development/monitoring, accounting, auditing, or public administration including five (5) years
    of administrative or supervisory responsibility
  • Effective Leadership skills
  • Effective oral and written communication skills
  • Intermediate knowledge of the Microsoft products:  Word, Excel, PowerPoint
  • Or Equivalent combination of education and experience

Knowledge, Skills & Abilities

  • Thorough knowledge of business principles, practices and techniques used in department management.
  • Knowledge of principles of personnel management and ability to plan, direct, and coordinate the work of others through subordinates.
  • Skill in oral and written communication.
  • Ability to work with a diversified group of individuals.
  • Ability to establish and maintain an effective rapport with all levels of city management, city officials, vendors, contractors, promoters, media, community business organizations, various associations and the general public.
  • May require knowledge of marketing and contracting regulations for municipal governments, and the ability to negotiate contracts.
  • Knowledge of local government budgeting and best practices.
  • Knowledge of operations of local government.
  • Operate with a high level of discretion, ethics, and integrity as well as possess excellent judgment
  • Strong analytical skills, attentive to details, operate with a sense of urgency.
  • Demonstrated effective organizational and leadership skills.
  • Provide technical and professional assistance to the Director in planning, managing and implementing all aspects of the Office of the Budget.

The above statements are intended to describe the general nature and level of work performed by personnel assigned to this classification and is not necessarily an exhaustive list of all responsibilities, duties and skills required


GASB Hosting Survey on Investment Fees

The Governmental Accounting Standards Board (GASB) is conducting research on accounting for the investment fees paid by state and local governments, including public pension plans. The survey is part of a GASB research effort that, in part, will evaluate the need for specific guidance related to investment fee disclosures. (Further information about the research can be found at the bottom of this invitation.)

The survey generally should take about 15 minutes and can be accessed by clicking here.

If you would like to review the survey before responding, you can download it in its entirety from the first page of the survey. You also can save your survey answers once you have started and return to complete the survey later.

The deadline for completing the survey is Friday, July 10, 2020.

Thank you in advance for your feedback. Your input is vital to the GASB’s efforts to improve accounting and financial reporting.

If you have any questions, please feel free to contact Jialan Su (, Supervising Project Manager. We look forward to hearing from you.

Online Learning & COVID-19 Financial Response Resources & Information

You can view a recording of the March 26th webinar roundtable for assistance with online instruction below.

In addition, please check out these links below for articles and other resources for application in budgeting and financial management courses.


General Reference:

WellsFargo: Policy Response Monitor (Updated 24 April 2020)

CRFB: A Visualization of the CARES Act

ProMarket: Captured Western Governments Are Failing the Coronavirus Test

Governing: States and Cities Face the Prospect of Severe Budget Shortfalls

Making Smart Cuts: Lessons from the 1990s Budget Front

Committee for a Responsible Federal Budget: The Debt Fixer

NLC City Fiscal Conditions 2019 Report

NASBO COVID-19 Resources

GFOA Resource Center

ICMA Crisis Response Resources



Articles on Cutback Budgeting:

Levine, Charles H. “Organizational Decline and Cutback Management.” Public Administration Review.
Vol. 38, No. 4 (Jul. – Aug., 1978), pp. 316-325

Scoresone, Eric A. and Christina Pierhoples. “Fiscal Stress and Cutback Management Amongst State and Local Governments: What Have We Learned and What Remains to Be Learned?” State and Local Government Review. (August 13, 2010).

Nelson, Kimberly L. “Municipal Choices during a Recession: Bounded Rationality and Innovation.” State and Local Government Review. (July 23, 2012).

Pandey, Sanjay K. “Cutback Management and the Paradox of Publicness.” Public Administration Review. Vol. 70, Issue 4 (July/August 2010), pp. 564-571.


Public Finance Response:

Survey: COVID-19 Implications for NC Municipalities

Survey: COVID-19 Implications for NC Counties

Federal Reserve lowers Population Limits, expands Maturity Period on Municipal Liquidity Facility

The Viruscession: State Tax Implications From the Great Recession

CBO’s Current Economic Projections and a Preliminary Look at Federal Deficits and Debt for 2020 and 2021

Absent Fed Help, State Budgets Will Be the Worst in Decades

(Moody’s) Stress-Testing States: COVID-19

(Volcker) Special Briefing on Stress-Testing State Budgets and the Critical Role of Rainy Day Funds

What Policymakers Should Know About the Fiscal Impact of COVID-19 on Illinois

(Treasury) The CARES Act provides Assistance for State and Local Governments

COVID-19 is an unfolding health and financial crisis for US local governments

(NLC/USCM) The Economy and Cities: What America’s Leaders Are Seeing

Implications of the Coronavirus on Sales Tax Revenue and Local Government Fiscal Health

When will your city feel the fiscal impact of COVID-19?

State Budget Fallout: ‘A Hurricane That Hits All Over the Country’

Is Your City Playing by the (New) Rules to Support a Pandemic Economy?

A State Tries to Chart its Economic Rebound From a Pandemic

Cities and Counties Make Workforce Cuts as Coronavirus Financial Toll Mounts

GASB Considers Delayed Implementation of Several Significant Standards

Nearly 200 Cities Short on Supplies for Dealing With Coronavirus, Mayors Report

(NC) Which Tax and Retirement Deductions Must Be Taken from FFCRA Emergency Paid Leave?

Video: How Should the Federal Government Try to Save the Economy?

Video: Should Cities Bail Out Local Businesses During the Coronavirus Pandemic?

States Confront Fiscal Shock

Finding the Winners: A New Localized Municipal Bond Index

Webinar: NC Zoom Call for Finance Professionals about COVID-19 Response

NC League of Municipalities Projections for State-Collected Local Government Tax Revenue, FY19-20 and FY20-21

States and Cities Face the Prospect of Severe Budget Shortfalls

What the Coronavirus Stock Meltdown Could Mean for Pensions

Transit Agencies Seek Financial Aid


GASB Invites Proposals for Research Grants

The Governmental Accounting Standards Board (GASB) is encouraging academics and other researchers to conduct studies that would be relevant to the Board’s standards-setting activities under the auspices of its Gilbert W. Crain Memorial Research Grant.

The GASB hopes to promote more collaborative research efforts with academics by offering one or two research grants of up to $10,000. The grants will be awarded by June 30, 2020.

The GASB’s annual research grants were named for the late Dr. Gil Crain, an accounting professor at Montana State University and a long-time friend and colleague of the GASB, whose commitment to improving financial reporting for state and local governments was unsurpassed in his field.

The 2020 Request for Research is available on the GASB website. The deadline to apply is May 29, 2020.