How I help
Practical support for the work that keeps local government moving
Local-government challenges rarely stay in one lane. A financial issue may also involve staffing, workflow, systems, communication or a decision that has been delayed because the full situation spans more than one area.
I start by understanding where things stand and what you want to accomplish. Then we decide what kind of support would be most helpful.
Focused Projects
Clarify the issue. Put the work in order. Move toward a defined result.
Some challenges need concentrated attention and a clear finish line. I work with leadership and staff to identify the real issue, define the desired result and establish a practical plan for getting there.
Areas of Expertise
Audit readiness, backlog recovery and finance-office stabilization
Budget process and management-reporting improvement
ERP and business-process assessment
Leadership transitions and staff-capacity development
Major operational or financial implementations
Board and leadership planning
Leadership & Operations Support
Talk it through. Decide with confidence. Keep moving.
Not every situation calls for a large project. A new finance officer may be inheriting work they did not create. A budget or finance leader may understand the issue but need help putting the next steps in the right order.
I provide clearly scoped support that gives leaders and staff a steady place to think through decisions, build confidence and keep important work moving.
Engagement Examples
Finance office organizational assessment
Building a budget process that increases understanding and buy-in
Onboarding and support for a new finance officer
Developing a board goals process that prioritizes staff work, including retreat facilitation
School operating budget analysis and funding strategies
Teach the reasoning. Use real examples. Create sustainable capacity.
Training
Most skill gaps are not ability problems. They happen because someone left, responsibilities shifted or there was never enough time to explain why the work is done a certain way.
I explain things the way I’d have wanted them explained when I was the one doing the job — with real examples and materials people can go back to.
Training Topics
Fund accounting fundamentals
Budget basics for department leaders
Excel and Pivot Tables for finance staff
State sales-tax processes
What auditors request — and why
Financial information for governing boards
“I looked forward to coming to work as I wasn’t intimidated by tackling new tasks because I had an amazing teacher to show me the way.”
— Melissa Miller, Deputy Finance Officer, Caswell County, NC
“Working with Johnna was a tremendous relief during one of the most challenging job experiences of my career. I always felt lighter after talking through issues with her.
— Jen Waterhouse, Chief Financial Officer, Lee County, NC
Six principles for Steady progress
The SHARPe & Steady™ Approach is grounded in six practical principles. They guide how I work and help teams create clarity, share knowledge, keep progress visible and improve what comes next.
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Agree on what needs to be true when the work is complete. A clear finish line guides priorities, decisions and progress.
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Look beyond the most visible symptom. Ask the questions that reveal what is actually holding the work back.
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Turn the desired result into a practical sequence with clear milestones and timeframes the team can follow.
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Document and share the work so progress, barriers, decisions and knowledge are visible to the people who need them.
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Every open item needs one clearly identified owner and one concrete next action. Naming both keeps responsibility clear and the work moving.
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Take time to look honestly at what worked, what could work better and what should change. Then build those lessons into the way the work is done going forward.
Let’s see what would be most helpful.
Every situation is different. Once I understand where things stand and what you want to accomplish, we can decide what kind of support—if any—would make sense.