Administration

The primary responsibility of the Budget and Analysis Section is to provide leadership and support to Departmental and Division management in areas of:

1. Planning, directing, coordinating and preparing the continuation and expansion budgets that are submitted to the Governor’s Office.
2. Analyzing, monitoring, and managing the Department’s operating budgets. The approval authority for any changes or movement within a division’s budget rests in the departmental budget office. The Section works at the agency level and controls the establishment of companies, funds and centers in the North Carolina Accounting System (NCAS).
3. Responding to requests for budgetary information from agency management, Fiscal Research, and the Office of State Budget and Management (OSBM)
4. Providing analysis and research of budgetary issues that impact the Department’s programs, budgets and plans,
5. Analyzing changes to legislative, budget and fiscal policies and communicating the budgetary impact to senior and division management.
6. Budgeting for Federal grants over multiple award years, with expenditures budgeted and expended simultaneously while ensuring the maximization of resources.
7. Position control and reconciling the salary reserve for the over 25 thousand permanent positions and monitoring the lapsed salary availability and usage for the Department. All position actions require the approval of the Budget Office.
8. Coordinating the capital and repair and renovation budgets with Departmental staff, ensuring compliance with funding rules and restrictions

NC Office of State Budget & Management State Budget Manual
 

Budget Director: Sharon Marsalis, Ph.D.

Information Technology provides tools to help the Department of Public Safety employees.

For Adult Correction, these tools address problems and needs at the working level: recording pertinent data about offenders; tracking their movements; and charting their progress in programs and other rehabilitative efforts. The tools also provide logistical support to the department: ordering and stocking materials, supplies, and equipment; and supporting the financial and human resource functions. The tools also provide decision support to management:

• monitoring the flow of offenders;
• assisting in immediate and long-term space and staff planning; and
• helping to select the most appropriate parole candidates.

Finally, these tools establish links from the department to the broader criminal justice community, receiving and supplying critical timely information to our courts, law enforcement and crime victims.

The Controller's Office of the Department of Public Safety is primarily responsible for the effective management of the agency's financial resources. Consequently, the section is charged with the responsibility for preparing and maintaining records, procedures, and organizational plans designed to provide reasonable assurance that:

1. Financial records are accurate, reliable, and prepared in accordance with generally accepted accounting principles and state and federal requirements.
2. Assets are properly acquired and safeguarded.
3. Transactions are properly authorized and processed in a timely manner.
4. Sound financial and policy guidance is provided to Department managers and various employees throughout the agency.
5. Excellent service is provided to both internal and external customers.

The Controller's Office is made up of employees performing functions which include:

• accounts payable
• accounts receivable
• payroll
• grant accounting
• general accounting
• fixed assets
• cash management
• policies and procedures development

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The Purchasing and Logistics Office is the centralized location for procurement, warehousing, transportation/communications, and leased property acquisition and management for the Department of Public Safety.

All of these unique responsibilities have accepted policies and procedures and this section genuinely concentrates on strict conformity without fail. Is what we do day-by-day a true support to the public safety environment and its multiple locations with such a variety of responsibilities?

We believe the answer to this question is, and always should be, YES.... The procurement processes will be open and clearly articulated; they will be predictable, logical, and streamlined when possible. The playing field will be kept on a level scale, thus providing fair and open opportunity for all the vendor community.

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