Finance Director

Job Title

Under executive direction, develops, directs and manages the financial operations of the City of Mesquite, including a comprehensive program of managing and safeguarding City financial assets while facilitating the effective use of public tax dollars.

Examples of Duties

Serve as a representative of the City of Mesquite, demonstrating a positive attitude and progressive actions through the display of professionalism, courtesy, and appropriate tact and discretion in all interactions with other employees and with the public.

Plan, direct, manage and oversee the financial operations of the City

Develop, implement and monitor short- and long-term strategies, goals and objectives in support of the City's vision and strategic plan

Manage the day-to-day operations of the Finance Department including accounting operations (accounts receivable and accounts payable), treasury/cash management, debt, investments and auditing and internal controls.

Direct and oversee the development and administration of the annual operating budget for both the Finance Department and the City, including coordinating the City budget with the City's capital improvements program, asset management plan, and vehicle and equipment replacement schedules.

Oversee the preparation of the City's annual financial statements and coordinate with the City's outside auditor regarding the associated audit report.

Assist in ensuring that the financial needs of the city are met; raises funds through various financings, bond issues; evaluates alternative financing methods of all major projects and acquisitions; and assists in negotiating major financial transactions.

Provide expert financial assistance to the City Manager, Mayor and City Council; prepares reports, agreements, contracts, resolutions, ordinances and other necessary correspondence; reviews comprehensive financial, political and policy analysis reports; attends City Council meetings and present on related subjects as needed.

Monitor regional, state and federal legislative developments related to finance and accounting matters and evaluate the short- and long-term impacts on City operations; provide related testimony as needed.

Act as City Treasurer

Define the responsibilities, authority, and accountability of subordinate employees and provide them with regular reviews and general guidance; develop training programs and provide effective and positive motivational leadership.

Attend and participate in professional group meetings; stay abreast of trends and innovations in the field of finance and public administration, and incorporate new developments as appropriate.

Perform related duties and responsibilities as required.

Typical Qualifications

The degree of knowledge and ability as outlined under this section is that which is necessary to satisfactorily perform the essential functions of this position.

Knowledge of:

• Operations, services and activities of municipal accounting and finance administration.
• Rules, regulations, policies, and procedures of a municipal finance department
• Principles and practices of municipal budget preparation and administration
• Principles and practices of governmental accounting and the regulation governing the reporting of municipal government financial activities.
• Principles and practices of financial planning, investment planning, debt management, internal auditing, budgeting and computerized data information systems.
• Municipal financing techniques including bonds, assessment districts, fees, lease/purchases, and private/public partnerships.
• Strategic planning practices and procedures
• Principles and techniques of negotiation.
• Interrelationships of local, state and federal governments, and other public agencies.
• Principles of leadership, supervision, training and performance evaluation.
• Pertinent federal, state, and local laws, codes, and regulation.
• City Council procedures, City Charter; collective bargaining agreements, and labor law as applied to municipal governments in Nevada.
• Governmental Accounting, Auditing and Financial Reporting (GAAFR or Blue Book) Standards and Government Accounting Standards Board (GASB) statements.

Ability to:

• Analyze and evaluate department operations and develop and implement corrective action for improvement.
• Interpret, apply, explain and enforce applicable laws, codes, regulations, policies and procedures.
• Analyze problems, identify alternative solutions, project consequences of proposed actions, recommend best options and implement approved solution in support of goals.
• Communicate clearly and concisely, both orally and in writing with individuals and groups regarding complex or sensitive issues or regulations.
• Seek and accept input and assistance from others.
• Establish and maintain effective working relationships with those contacted in the course of work
• Delegate authority and responsibility.
• Perform and supervise complex financial research and modeling.
• Work non-standard hours such as evenings, weekends and holidays.

Experience, Education and Training : Any equivalent combination of training, education and experience which provides the individual with the required knowledge, skills, and abilities to perform the job. A typical way to obtain the required knowledge and abilities would be:

Education : Bachelor's degree in finance, accounting, business or public administration or a field related to the essential functions.

Experience: Six years of increasingly responsible experience in financial management, accounting or a related field, including three years of management responsibility. Nevada governmental accounting experience desired.

License or Certificate : Must possess at the time of employment and continuously throughout employment a valid Nevada or "border state" driver's license, as defined by NRS 483.

Certified Public Finance Officer (CPFO) or Certified Public Accountant (CPA) Certification preferred.

Competencies:

Strategic Thinking - Effective performers act with the future in mind. They plan and make decisions within the framework of the City's strategic intent. They know and understand the factors influencing strategy (e.g., core competence, customers, and the organization's current strengths and limitations). They consider future impact when weighing decisions. They constantly think in terms of continually improving City services.

Visioning - Effective performers are imaginative. They are able to create a vision of a preferred future for their teams. They communicate it clearly and enthusiastically in such a way that others are attracted to it. They are able to bring the vision to life for team members.

Diplomacy - Effective performers work well within the City's power network. They are perceptive to social cues in the environment. They recognize personal agendas. They are skilled at handling situations without arousing hostility and are able to navigate the political water of the City. They forge coalitions and know how to stay viable within the system.

Business Thinking - Effective performers see the City as a series of integrated and interlocking business processes. They understand general business concepts that govern these systems and their interfaces. They create and/or realign these systems in response to changing needs. They understand that a change in one process can have dramatic and unintended impact across the entire City. They are adept at using these interdependencies to synergistic advantage.

Risk-Taking - Effective performers have a history of, and propensity for, taking calculated changes to achieve goals. They find a balance between analysis and action. When they fail, they accept it, learn from it, and move on to the next challenge.

Financial Acumen - Effective performers understand the financial framework of the City. They establish and monitor appropriate financial measures (e.g., balance sheet, income statement, cash flow, etc.). They interpret and use financial data to make informed business decisions.

Presentation Skills - Effective performers are able to organize and deliver public speeches that effectively inform or persuade audiences. They are adept at using current presentation technologies and media formats. They are able to field audience questions comfortably and confidently.

Assertiveness - Effective performers readily offer opinions and take action even when their position may be unpopular. They are willing to challenge others appropriately when required. They are self-confident - they trust their own judgment and are not overly dependent upon the approval of others.

Global mindset - Effective performers see the City's business in a global context. They look beyond their own borders for opportunities for continuous improvement.

Leader Identification - Effective performers identify with the role of leader and enjoy positions of responsibility and the exercise of authority. They understand that management is a distinct vocation and choose to be in a leadership position.