Erin Riggs joined the Environmental Finance Center (EFC) in 2016. Her primary focus is research and writing on multiple topics, including innovative stormwater finance, nutrient management, water, and wastewater affordability, and the benefits of green infrastructure. She also engages in teaching and advising and is particularly interested in legal and policy questions related to her research. Riggs currently teaches the PUBA 787: Applied Environmental Finance course in the UNC Master of Public Administration program as an adjunct instructor. Prior to joining the EFC, Riggs worked as a Staff Attorney for the 13th Judicial Circuit Court in Tampa, FL, primarily in the Unified Family Court. Riggs holds a B.A. from the University of North Carolina at Chapel Hill and a J.D. from the University of Florida.
Kara Millonzi joined the School of Government in 2006. She specializes in local government finance law, general county law, school finance, utilities finance, development finance, and incorporation. She administers the Coates’ Canons Local Government Law Blog and has authored well over 100 posts on issues related to local government law and finance. Millonzi also administers NC Finance Connect, an online community portal, centered around the topic of local government finance. She has authored numerous publications, including A Guide to Billing and Collecting Public Enterprise Utility Fees for Water, Wastewater, and Solid Waste Services, Introduction to Local Government Finance (4th edition), and The Governance and Funding Structure of North Carolina Public Schools. She teaches several core finance courses and directs the NC County Attorneys Conference and Fundamentals Workshop and Local Government Finance Officers Conference each year. (A complete list of Kara’s blogs, courses, publications, and other resources are located under the corresponding tabs on this page.)
Millonzi is the lead faculty for Lead for North Carolina, a fellowship program that aims to recruit, train, and place the state’s most promising young leaders in paid local government fellowships as a means of strengthening our public institutions, supporting our local communities, and cultivating a new generation of public service leaders. Before joining the School, Millonzi practiced law with Testa, Hurwitz & Thibeault, LLP in Boston and clerked for the Honorable Louis F. Oberdorfer, United States District Court for the District of Columbia. She is a member of the North Carolina State Bar and the Bar of the Commonwealth of Massachusetts. Millonzi earned a B.A. in economics, summa cum laude, Phi Beta Kappa, from the University at Buffalo and an M.A. in economics from the University of Maryland at College Park. She earned a J.D., with highest honors, Order of the Coif, from the University of North Carolina at Chapel Hill, where she served as editor in chief of the North Carolina Law Review.
Selected Publications
Millonzi, Kara. 2018. Introduction to Local Government Finance (4th ed). The University of North Carolina at Chapel Hill School of Government.
Millonzi, Kara. 2008. A Guide to Billing and Collecting Water, Wastewater, and Solid Waste Utilities. The University of North Carolina at Chapel Hill School of Government.
Coates Canons Local Government Law Blog.
Bill Rivenbark joined the School of Government in 1999. Prior to that, he worked for the city of Greenville, South Carolina, in various management positions. His research at the School of Government primarily involves performance and financial management in local government and has appeared in Public Administration Review, Government Finance Review, Journal of Government Financial Management, Journal of Public Affairs Education, Journal of Public Budgeting, Accounting & Financial Management, Popular Government, Public Administration Quarterly, Public Finance Review, Public Performance & Management Review, and State and Local Government Review. He also is co-author of Performance Budgeting for State and Local Government (M.E. Sharpe, 2003). He helped to develop the County and Municipal Fiscal Analysis tool, a web-based dashboard designed to help North Carolina local governments analyze their fiscal condition. He served as director of the MPA program at the School of Government from 2011 through 2021. Rivenbark earned a B.S. from Auburn University, an M.P.A. from Auburn University at Montgomery, and a Ph.D. from Mississippi State University.
Selected Publications
Rivenbark, William C., Roberta Fasiello, and Stefano Adamo. 2019. “Exploring Performance Management in Italian Local Government: The Necessity of Outcome Measures and Citizen Participation.” American Review of Public Administration, 49 (5): 545–553.
Rivenbark, W.C., Afonso, W. and Roenigk, D.J. (2018), “Capital spending in local government: Providing context through the lens of government-wide financial statements,” Journal of Public Budgeting, Accounting & Financial Management, Vol. 30 No. 4, pp. 402-414.
Rivenbark, William C., and Willow Jacobson. 2014. Three Principles of Competency-Based Learning: Mission, Mission, Mission. Journal of Public Affairs Education, 20 (2): 181–192.
Rivenbark, William C., Dale J. Roenigk, and Lidia Noto. 2013. Navigating Efficiency and Effectiveness Relationships across Local Government Services: Another Step toward Strategic Resource Management. Journal of Public Budgeting, Accounting & Financial Management, 25 (4): 675–692.
Bianchi, Carmine, and William C. Rivenbark. A Comparative Analysis of Performance Management Systems: The Cases of Sicily and North Carolina. 2012. Public Performance & Management Review, 35 (3): 509–526.
Rivenbark, William C., and Evans C. Ballard. Using Citizen Surveys to Influence and Document Culture Change in Local Government. Forthcoming in Public Performance & Management Review.
Coe, Charles K., and William C. Rivenbark. 2010. Implementing GASB 45: Recommended Best Practices in Local Government.Public Budgeting & Finance, 30 (4): 71–81.
Rivenbark, William C., Dale J. Roenigk, and Gregory S. Allison. 2010. Conceptualizing Financial Condition in Local Government. Journal of Public Budgeting, Accounting & Financial Management, 22 (2): 149–177.
Kelly, Janet M., and William C. Rivenbark. 2008. Budget Theory in Local Government: The Process-Outcome Conundrum.Journal of Public Budgeting, Accounting & Financial Management, 20 (4): 457–481.
Ammons, David N., and William C. Rivenbark. 2008. Factors Influencing the Use of Performance Data to Improve Municipal Services: Evidence from the North Carolina Benchmarking Project. Public Administration Review, 68 (2): 304–318.
Rivenbark, William C., and Janet M. Kelly. 2006. Performance Budgeting in Municipal Government. Public Performance & Management Review, 30 (1): 35–46.
Rivenbark, William C. 2006. Evolutionary Theory of Routine: Its Role in Results-Based Management. Journal of Public Budgeting, Accounting, and Financial Management, 18 (2): 223–240.
Rivenbark, William C., and Paul W. Menter. 2006. Building Results-Based Management Capacity in Nonprofit Organizations: The Role of Local Government. Public Performance & Management Review, 29 (3): 255– 266.
Rivenbark, William C. 2005. A Historical Overview of Cost Accounting in Local Government. State and Local Government Review, 37 (3): 217–227.
Rivenbark, William C., and Gregory S. Allison. 2003. The GFOA and Professionalism in Local Government. Journal of Public Budgeting, Accounting & Financial Management, 15 (2): 228-238.
Rivenbark, William C., and K. Lee Carter. 2000. Benchmarking and Cost Accounting: The North Carolina Approach. Journal of Public Budgeting, Accounting & Financial Management, 12 (1): 125–137.
Rivenbark, William C., and Janet M. Kelly. 2000. Performance Measurement: A Local Government Response. Journal of Public Budgeting, Accounting & Financial Management, 12 (1): 74–86.
Rivenbark, William C. 1998. The Tax Incidence of Casino Gaming in Mississippi. Public Finance Review, 26 (6): 583–598.
Rivenbark, William C., and Carla M. Pizzarella. 2002. Auditing Performance Data in Local Government. Public Performance & Management Review, 25 (4): 413-420.
Additional Publications
Articles
Rivenbark, William C., Dale J. Roenigk, and Lidia Noto 2014. Exploring Countercyclical Fiscal Policy in Local Government: Moving beyond an Aggregated Approach. International Journal of Public Administration.
Bianchi, Carmine, and William C. Rivenbark. 2014. Performance Management in Local Government: The Application of System Dynamics to Promote Data Use. International Journal of Public Administration.
Rivenbark, William C., Roberta Fasiello, Dale J. Roenigk, and Stefano Adamo. 2017. “Exploring the Relationship between Operational and Financial Indicators: The Case of Water and Sewer Utilities.” International Journal of Public Administration, 40 (10): 888–895.
Rivenbark, William C., and Carmine Bianchi. Teaching Public Administration Abroad through the Fulbright Specialist Program. 2011. Journal of Public Affairs Education, 17 (2): 253–263.
Rivenbark, William C., and Dale J. Roenigk. 2011. Implementation of Financial Condition Analysis in Local Government. Public Administration Quarterly, 35 (2): 238–264.
Rivenbark, William C., and Evans C. Ballard. 2010. A Customer Service Intervention in Local Government. Public Management, 92 (7): 6–9.
Rivenbark, William C., Dale J. Roenigk, and Gregory S. Allison. 2009. Communicating Financial Condition to Elected Officials in Local Government. Popular Government, 75 (1): 4–13.
Rivenbark, William C., and Eric J. Peterson. 2008. A Balanced Approach to Implementing the Balanced Scorecard. Popular Government, 74 (1): 31–37.
Rivenbark, William C. 2007. Financial Forecasting for North Carolina Local Governments. Popular Government, 73 (1): 6–13.
Rivenbark, William C. 2007. Using Cases to Teach Financial Management Skills in MPA Programs. Journal of Public Affairs Education, 13 (2): 451–459.
Rivenbark, William C., David N. Ammons, and Dale J. Roenigk. 2007. Benefiting from Comparative Performance Statistics in Local Government. Popular Government, 72 (3): 34–42.
Ammons, David N., and William C. Rivenbark. 2006. Gainsharing in Local Government. Popular Government, 71 (3): 31–37.
Rivenbark, William C., and David N. Ammons. 2005. Rewarding Greater Accountability with Increased Managerial Flexibility in Davidson County. Popular Government, 70 (2): 12–19.
Rivenbark, William C. 2004. The GASB’s Initiative to Require SEA Reporting. Public Administration Quarterly, 27 (4): 491–508.
Rivenbark, William C., and Janet M. Kelly. 2004. Performance Budgeting in Federal, State, and Local Government. Journal of Government Financial Management, 53 (2): 50–58.
Rivenbark, William C. 2004. Defining Performance Budgeting for Local Government. Popular Government, 69 (2): 27–36.
Rivenbark, William C., and Gregory S. Allison. 2004. The GFOA and Professionalism in Local Government. Government Finance Review, 20 (1): 38–42.
Rivenbark, William C., and Janet M. Kelly. 2003. Management Innovation in Smaller Municipal Government. State and Local Government Review, 35 (3): 196–205.
Rivenbark, William C., Kevin M. FitzGerald, and Shannon H. Schelin. 2003. Analyzing Information Technology Investments in State Government. Social Science Computer Review, 21 (4): 497–505.
Rivenbark, William C. 2003. Strategic Planning and the Budget Process: A Survey of Municipal Government. Government Finance Review, 19 (5): 22–27.
Kelly, Janet M., and William C. Rivenbark. 2002. Reconciling the Research: Municipal Finance Officers on the Role of Performance Data in the Budget Process. Public Administration Quarterly, 26 (2): 218–233.
Rivenbark, William C., and Carla M. Pizzarella. 2002. Ensuring the Integrity of Crucial Data. Popular Government, 67 (2): 28-34.
Rivenbark, William C. 2001. Teaching Performance in Public Affairs Education. Journal of Public Affairs Education, 7 (4):
Rivenbark, William C., and George H. McCall. 2000. Promoting Higher Education in Fire and Emergency Services. Fire Engineering, 153 (9): 45-47.
Rivenbark, William C.2000. Embracing Risk-Based Auditing in Local Government. Government Finance Review, 16 (3): 17–20.
Rivenbark, William C.2000. Managing and Accounting for Fixed Assets. Popular Government, 65 (3): 35-38.
Clynch, Edward J., and William C. Rivenbark. 1999. Need Money? Roll the Dice. International Journal of Public Administration, 22 (11&12): 1681–1703.
Rivenbark, William C., and Bradley B. Rounsaville. 1996. The Incidence of Casino Gaming Taxes in Mississippi: Setting the Stage. Public Administration Quarterly, 20 (2): 129–142.
Books
Kelly, Janet M., and William C. Rivenbark. 2011. Performance Budgeting for State and Local Government, 2nd edition. Armonk, NY: M.E. Sharpe.
Marlow, Justin, William C. Rivenbark, and A. John Vogt. 2009. Capital Budgeting and Finance: A Guide for Local Governments, 2nd edition. Washington, DC: ICMA.
Book Chapters
Ammons, David N., and William C. Rivenbark. 2008. Factors Influencing the Use of Performance Data to Improve Municipal Services. In Leading Performance Management, edited by David N. Ammons, 103–120. Washington, DC: ICMA. Reprinted from Public Administration Review, 68(2): 304–318.
Ammons, David N., and William C. Rivenbark. 2008. Gainsharing in Local Government. In Leading Performance Management, edited by David N. Ammons, 129–139. Washington, DC: ICMA. Reprinted from Popular Government, 71(3): 31–37.
Rivenbark, William C. 2008. Performance Budgeting in Local Government. In Performance Management and Budgeting, edited by F. Stevens Redburn, Robert J. Shea, and Terry F. Buss, 135–148. Armonk, NY: M.E. Sharpe.
Rivenbark, William C.2007. A Manager’s Toolbox. In Managing Local Government Services, edited by Carl W. Stenberg and Susan Lipman Austin, 391–411. Washington, DC: ICMA.
Vogt, A. John and William C. Rivenbark. 2006. Budget Preparation and Enactment. In County and Municipal Government in North Carolina, edited by David M. Lawrence, 15.1–15.43. Chapel Hill, NC: School of Government.
William C. Rivenbark and K. Lee Carter. 2003. Benchmarking and Cost Accounting: The North Carolina Approach. In Case Studies in Public Budgeting and Financial Management, edited by Aman Khan and W. Bartley Hildreth, 2nd edition. New York: Marcel Dekker, 485–492. Reprinted from the Journal of Public Budgeting, Accounting, & Financial Management, 12 (1): 125–137.
Book Reviews
Measuring the Performance of the Hollow State, David G. Frederickson, and H. George Frederickson, Georgetown University Press, 2007. International Public Management Journal, 11 (2): 247–251.
Virtue, Fortune, and Faith, Marieke De Goede, University of Minnesota Press, 2005. Perspective on Political Science, 34 (3): 180.
Financial Sector Governance, Robert E. Litan, Michael Pomerleano, and V. Sundararajan, eds., Brookings Institution Press, 2002. Perspectives on Political Science, 32 (3): 178.
If Americans Really Understood the Income Tax: Uncovering Our Most Expensive Ignorance, John O. Fox, Westview Press, 2001. Perspectives on Political Science, 31 (1): 49–50.
American State and Local Politics, Ronald E. Weber and Paul Brace, eds., Seven Bridges Press, 1999. Perspectives on Political Science, 29 (3): 171.
Inter and Intra Government Arrangements for Productivity, Arie Halachmi, and Peter B. Boorsma, eds., Kluwer Academic Publishers, 1998. Public Productivity & Management Review, 22 (1): 119–122.
High-Impact Hiring, Joseph Rosse and Robert Levin, Jossey-Bass Publishers, 1997. Public Productivity & Management Review, 22 (1): 119–122.
Power Steering, Michele M. Hoyman, University Press of Kansas, 1997. Public Productivity & Management Review, 22 (1): 119–122.
Partners in Public Service, Lester M. Salamon, The John Hopkins University Press, 1995. Perspectives on Political Science, 25 (2): 93.
The Language of Public Administration, David John Farmer, University of Alabama Press, 1995. Public Administration Quarterly, 19 (4): 512–514.
Applied Research
Rivenbark, William C., Justin Marlowe, and A. John Vogt. 2010. Promote Economic Development with Public-Private Partnerships. ICMA InFocus, 42 (1): 1–21.
McLaughlin, Christopher B., and William C. Rivenbark. Statement of Revenue-Neutral Tax Rate: Questions and Answers. Local Finance Bulletin. University of North Carolina at Chapel Hill, Number 39, August 2009, 8 pages.
Millonzi, Kara A., and William C. Rivenbark. Phased Implementation of the 2007 and 2008 Medicaid Funding Reform Legislation in North Carolina. Local Finance Bulletin. The University of North Carolina at Chapel Hill, Number 38, September 2008, 19 pages.
Millonzi, Kara A., and William C. Rivenbark. Analyzing the Financial Impact of the 2007 Medicaid Funding Reform Legislation on North Carolina Counties. Local Finance Bulletin. University of North Carolina at Chapel Hill, Number 37, November 2008, 18 pages.
Rivenbark, William C., Shea R. Denning, and Kara A. Millonzi. 2007 Legislation Expands Scope of Project Development Financing in North Carolina. Local Finance Bulletin. University of North Carolina at Chapel Hill, Number 36, November 2007, 15 pages.
Rivenbark, William C., and Shea R. Denning. Project Development Financing: Combating Blight and Promoting Economic Development through Tax Increment Funding. Local Finance Bulletin. University of North Carolina at Chapel Hill, Number 35, October 2006, 14 pages.
Rivenbark, William C., David N. Ammons, and Dale J. Roenigk. Benchmarking for Results. The University of North Carolina at Chapel Hill: School of Government, December 2005, 25 pages.
Denning, Shea R., and William C. Rivenbark. Statement of Revenue-Neutral Tax Rate and Provision for Mid-Year Property Tax Rate Change. Local Finance Bulletin. The University of North Carolina at Chapel Hill: School of Government, Number 32, November 2004, 6 pages.
Rivenbark, William C., et al. Information Technology Investments — Metrics for Business Decisions. The University of North Carolina at Chapel Hill: Institute of Government, October 2001, 56 pages.
Rivenbark, William C., editor. A Guide to the North Carolina Local Government Performance Measurement Project. The University of North Carolina at Chapel Hill: Institute of Government, February 2001, 176 pages.
Rivenbark, William C.The Art of Using Performance and Cost Data. Local Finance Bulletin. The University of North Carolina at Chapel Hill: Institute of Government, Number 31, October 2000, 5 pages.
Rivenbark, William C., and Don E. Slabach. Who Pays to Play? Voluntary Tax Incidence and Mississippi Gaming. Mississippi State University: Institute of Government, 1996, 38 pages.
Technical Reports
Rivenbark, William C., and Dale J. Roenigk. Final Report on City Services for FY 2004–05. The University of North Carolina at Chapel Hill: School of Government, February 2006, 348 pages.
Rivenbark, William C. Final Report on City Services for FY 2003–04. The University of North Carolina at Chapel Hill: School of Government, February 2005, 328 pages.
Rivenbark, William C., and Matthew H. Dutton. Final Report on City Services for FY 2002–03. The University of North Carolina at Chapel Hill: School of Government, February 2004, 284 pages.
Rivenbark, William C., and Matthew H. Dutton. Final Report on City Services for FY 2001–02. The University of North Carolina at Chapel Hill: Institute of Government, February 2003, 270 pages.
Rivenbark, William C., and Carla M. Pizzarella. Final Report on City Services for FY 2000–01. The University of North Carolina at Chapel Hill: Institute of Government, February 2002, 250 pages.
Rivenbark, William C., and Carla M. Pizzarella. Final Report on City Services for FY 1999–00. The University of North Carolina at Chapel Hill: Institute of Government, February 2001, 278 pages.
Rivenbark, William C., and Carla M. Pizzarella. Final Report on County Services for FY 1999–00. The University of North Carolina at Chapel Hill: Institute of Government, February 2001, 180 pages.
Rivenbark, William C., and Paula K. Few. Final Report on City Services for FY 1998–99. The University of North Carolina at Chapel Hill: Institute of Government, February 2000, 239 pages.
Rivenbark, William C., and Paula K. Few. Final Report on County Services for FY 1998–99. The University of North Carolina at Chapel Hill: Institute of Government, February 2000, 143 pages.
Rivenbark, William C., and James B. Kaatz (Principal Investigators). The City of Gulfport Personnel Study. Mississippi State University: Institute of Government, 1996, 250 pages.
Rivenbark, William C. (Principal Investigator). The City of Ocean Springs Personnel and Compensation Study. Mississippi State University: Institute of Government, 1996, 84 pages.
Rivenbark, William C.(Principal Investigator). The City of Petal Personnel and Compensation Study. Mississippi State University: Institute of Government, 1996, 48 pages.
Rounsaville, Bradley B. (Principal Investigator), Gary C. Varsel, Brian Paul Freese, and William C. Rivenbark. The City of New Albany Personnel and Compensation Study. Mississippi State University: Institute of Government, 1995, 150 pages.
Rounsaville, Bradley B. (Principal Investigator), Gary C. Varsel, and William C. Rivenbark. DeSoto County Organization, Compensation, and Personnel Study. Mississippi State University: Institute of Government, 1995, 151 pages.
Rounsaville, Bradley B. (Principal Investigator), Anita Owens Crowe, and William C. Rivenbark. Lauderdale County Organizational, Personnel, and Compensation Study. Mississippi State University: Institute of Government, 1995, 160 pages.
Gregory S. Allison is a teaching professor at the School of Government, where he lectures and provides technical support in the field of governmental accounting and financial reporting. He has been on the faculty since 1997 and is director of the School’s Municipal and County Administration course. He was an assistant director with the Government Finance Officers Association of the United States and Canada in Chicago, Illinois; former finance director for the City of Morganton, North Carolina; and an auditor with the international accounting firm Deloitte and Touche. He is also co-author of the 8th and 9th Revised and 10th editions of Governmental and Nonprofit Accounting, published by Prentice Hall.
Allison was awarded the Outstanding Conference Speaker Award for both 2000 and 2001, the Outstanding Chapter Speaker Award in 2005, the Outstanding Discussion Leader Award in 2006, 2007, 2008, 2013, and 2015, the 5.0 Discussion Leader Award in 2014, and the 2014 R. Donald Farmer Award by the NC Association of Certified Public Accountants. He was awarded the Association’s Outstanding Member in Government Award for 2000–2001. He was also recognized as the Albert and Gladys Hall Term Lecturer for Teaching Excellence for 2002–2004, and the Term Faculty Achievement Award for 2010–2012.
Whitney Afonso is an associate professor at the University of North Carolina at Chapel Hill’s School of Government. Whitney’s research focuses on state and local public finance with an emphasis on local sales taxes. Whitney won the Burkhead Award for best manuscript published in Public Budgeting and Finance in 2015 and the Curro Award for best student paper in 2010. She also has served on the executive committee of the Association for Budgeting and Financial Management since 2018. In addition to her traditional research and teaching, her position at UNC engages her with elected officials and practitioners within the state. She is the liaison for the North Carolina Local Government Budget Association. Whitney received her bachelor’s degree from Vanderbilt University, completed a master’s program at Texas A&M University, and received her Ph.D. from the University of Georgia.
Selected Publications
Afonso, Whitney B., 2019. “The Barriers Created by Complexity: A State-by-State Analysis of Local Sales Tax Laws in Light of the Wayfair Ruling,” National Tax Journal, National Tax Association; National Tax Journal, vol. 72(4), pages 777-800, December.
Afonso, W.B. (2019), “The Impact of the Amazon Tax on Local Sales Tax Revenue in Urban and Rural Jurisdictions.” Public Budgeting & Finance, 39: 68-90.
Spreen TL, Afonso W, Gerrish E. “Can Employee Training Influence Local Fiscal Outcomes?” The American Review of Public Administration. 2020;50(4-5):401-414.
Nelson, K.L. and Afonso, W.B. (2019), “Ethics by Design: The Impact of Form of Government on Municipal Corruption.” Public Admin Review, 79: 591-600.
“Citizens Engaging Government: The Case of Participatory Budgeting in Greensboro” 2017. Public Administration Quarterly 41(1): 7-42.
“Time to Adoption of Local Option Sales Taxes: An Examination of Texas Municipalities.” 2016. Public Finance Review. DOI: 10.1177/1091142116673147
“The Effect of Connecticut’s Income Tax Adoption on Migration.” 2016. Journal of Public Policy. https://doi.org/10.1017/S0143814X16000234
“The Equity of Local Sales Tax Distributions in Urban, Suburban, Rural, and Tourism-Rich Counties in North Carolina.” 2016. Public Finance Review 44(6): 691-721.
“Leviathan or Flypaper: Earmarked Local Sales Taxes for Transportation.” 2015. Public Budgeting & Finance 35(3): 1-23.[1]
“State Income Taxes and Military Service Members’ Legal Residency Choices.” 2015. Contemporary Economic Policy 33(2): 334-350.
“Fiscal Illusion in State and Local Finances: A Hindrance to Transparency.” 2014. State and Local Government Review 46(3): 219-228.
“Local Sales Taxes as a Means of Increasing Revenues and Reducing Property Tax Burdens: An Analysis Using Propensity Score Matching.” 2014. Public Budgeting & Finance 34(2): 24-43.
Sharon Edmundson is the current secretary of the Local Government Commission and a deputy treasurer for the state and local government finance division of the North Carolina Department of State Treasurer. She has over 30 years of experience in governmental and public accounting. Sharon received her B.S. in business administration with a concentration in accounting from the University of North Carolina at Chapel Hill, and a master’s degree in public administration from North Carolina State University. She is a member of the Governmental Accounting and Auditing Committee of the North Carolina Association of Certified Public Accountants and was twice awarded the Outstanding Member in Government award. Sharon is a graduate of Leadership North Carolina, Class XXII, and currently serves as the treasurer for the Raleigh/Wake Partnership to End Homelessness.
Julie Brenman joined the School of Government as adjunct faculty in 2008. She has over 15 years of municipal executive experience and currently works as a management consultant to governments and nonprofits. Previously, she served as director of strategic initiatives, assistant city manager, and director of budget and management services for the City of Durham. Before moving to North Carolina, Julie worked for the city and county of San Francisco, CA, as director of planning and budget, budget and fiscal operations manager, and budget manager with the Department of Human Services, and as budget/policy analyst in the Office of the Mayor. Her publications include Local Government Budgeting: A Guide for North Carolina Elected Officials and a chapter on Using Trained Observer Ratings in the Handbook of Practical Program Evaluation. She is a member of the International City/County Management Association and a Credentialed Manager and has served on the Board of Directors of the North Carolina Local Government Budget Association. Julie holds a B.A. in political science from the University of California, Berkeley, and an M.A. in public policy from Harvard University.
Selected Publications
Allison, Gregory S., and Brenman, Julie M. 2013. Local Government Budgeting: A Guide for North Carolina Elected Officials. Chapel Hill, NC. The University of North Carolina at Chapel Hill School of Government.
Newcomer, Kathryn E.; Hatry, Harry P.; and Wholey, Joseph S. 2015. Handbook of Practical Program Evaluation, 4th Edition. Jossey-Bass. “Using Trained Observer Ratings” chapter.