Our Clients are Hiring

Client Openings

Click on the relevant blue button below to view specific positions. Beneath the "Open Positions" heading, any positions currently accepting applications are listed by the title and location and are hyperlinked to the application portal. PLEASE NOTE: When positions close and applications are no longer being accepted, the title will be listed beneath the "Closed and Screening" heading, You can always go straight to the application portal to find all open positions and apply.

Open Positions

  • Check Back Soon!

Closed and Screening

Open Positions

  • Check Back Soon!

Closed and Screening

Open Positions

  • Check Back Soon!

For Technical Support: If you have difficulties submitting your application, please review the Government Jobs portal FAQs here or contact Holly Danford-Bishop, Client Services Manager for assistance: hdanfordbishop@developmentalassociates.com, (919) 813-6096, ext. 107.

Learn About Positions We’ve Filled

  • Admissions Director – Gaston Day
  • Executive Director – Lake Lure Classical Academy (2016, 2020)
  • HR Director – Cannon School
  • HR Director – Guildford Technical and Community College, Jamestown, NC
  • Director of Institutional Advancement – Ashley Hall School, Charleston, SC
  • Director of Institutional Technology, Cannon School
  • Director of Admissions and Enrollment Management – Ashley Hall School, Charleston, SC
  • Director of Admissions – Atlanta Girl’s School
  • Assistant City Manager of Community Services – Reidsville, NC
  • Town Manager, Clayton, NC
  • Town Manager, Garner, NC
  • City Manager, Burlington, NC
  • City Manager, Brevard, NC
  • Town Manager, Cary, NC
  • Town Manager, Weaverville, NC (2010)
  • City Manager, Rocky Mount
  • Town Manager, Fuquay Varina
  • Town Manager, Waynesville
  • RDU Airport Authority Director
  • Assistant City Manager, Greensboro, NC (2 positions)
  • Deputy City Manager, Durham, NC
  • Town Manager, Hendersonville, NC
  • Town Manager – Town of Morrisville, NC
  • Assistant City Managers (Two Positions) – Charlotte, NC
  • Deputy City Manager – City of Asheville, NC
  • City Manager – Monroe, NC
  • County Manager – Transylvania County (Brevard County Seat), NC
  • Town Manager, Rutherfordton, NC
  • City Manager – City of High Point, NC
  • Town Manager, Mills River, NC (2014, 2019)
  • Assistant County Manager – Cumberland County, NC
  • Executive Director – Triangle J – Council of Governments
  • Town Manager – Wake Forest. NC
  • City Manager – Reidsville, NC (2015, 2021)
  • Town Manager, Weaverville, NC (2015)
  • General Manager/ CEO – Go Triangle (Formerly Triangle Transit)
  • Town Manager, Lake Lure, NC
  • City Manager, Rocky Mount, NC
  • City Manager, Concord, NC
  • Deputy City Manager, Wilmington, NC
  • Deputy County Manager, Onslow, NC
  • Assistant City Manager, Rocky Mount, NC
  • Town Manager, Angier, NC
  • Town Manager, Rolesville, NC
  • Town Manager, Chapel Hill, NC
  • Town Manager, Holly Springs, NC
  • Town Manager, Wendell, NC
  • City Manager, Williamsburg, VA
  • Town Administrator, Youngsville, NC
  • City Manager, Statesboro, GA
  • Assistant Town Manager, Apex, NC
  • Executive Director, ARC of North Carolina, Raleigh, NC
  • Executive Director, Music Works, Asheville, NC
  • Executive Director, Nantahala Health Foundation, Franklin, NC
  • Executive Director, South Granville Water and Sewer Authority
  • Executive Director, United Way of Cumberland County, Fayetteville, NC
  • Assistant Town Manager, Morrisville, NC
  • Town Manager, Henderson, NC
  • Town Manager, Waxhaw, NC
  • City Manager, Eden, NC
  • Town Manager, Pittsboro, NC
  • Town Manager, Elizabeth City, NC
  • Executive Director, United Way of Cumberland County
  • County Manager, Davie County, NC
  • Town Manager, Duck, NC
  • Assistant City Manager, Fayetteville, NC
  • Assistant City Engineer, Fayetteville, NC
  • Assistant Director of Public Services – Fayetteville, NC
  • Assistant Health Director – Mecklenburg County
  • Case Management
  • Clinical Services
  • Population Health
  • Preventive Health
  • Internal Health Administrator
  • Assistant Human Resources Director – City of Rocky Mount, NC
  • Assistant Town Manager/Director of Public Services – Town of Southern Pines, NC (2016, 2020)
  • Assistant Town Manager/ Planner – Elon, NC
  • Assistant Town Manager – Garner, NC
  • Assistant Director – Chapel Hill Transit, Chapel Hill, NC
  • Assistant Parks and Recreation Director – Town of Chapel Hill, NC
  • Assistant Director – Durham Parks and Recreation, Durham, NC
  • Animal Control Director, Cumberland County, NC
  • Animal Services Director, Onslow County, NC
  • Auditor – Onslow County, NC
  • Budget and Evaluation Director – Winston-Salem, NC
  • Budget and Management Services Director, Wake County, NC
  • Chief Financial Officer – City of Winston-Salem, NC
  • Chief Information Officer – Chapel Hill, NC
  • Chief Information Officer – Durham County
  • Chief Information Officer – City of Greensboro
  • Chief Information Officer – Winston-Salem
  • Chief Talent Officer – Chapel Hill, NC
  • City Attorney – Monroe, NC
  • City Attorney, City of Wilmington, NC
  • City Clerk, Durham, NC
  • County Clerk, Durham County, NC
  • Community Development Director, Winston-Salem, NC
  • Corporate Communications and Marketing Director – Charlotte, NC
  • County Attorney, Cumberland County, NC
  • Deputy Director – Field Operations – Greensboro, NC
  • Development Services Director – Rocky Mount, NC
  • Development Services Director, Waynesville, NC
  • Director of Administrative Services, Southern Pines, NC
  • Director of Engineering and Utilities, Brevard, NC
  • Director of Human Resources, Greensboro, NC
  • Director of Human Resources – Reidsville, NC
  • Director of Planning and Development Services – Chapel Hill, NC
  • Director of Planning, City and County of Durham, NC
  • Director of Water Resources, Greensboro, NC
  • Director of Transportation, Greensboro, NC
  • Downtown Development Director – City of Wilson, NC
  • DSS Director, Cleveland County, NC
  • DSS Director, Macon County, NC
  • DSS Director, Onslow County, NC
  • Deputy DSS Director – Pitt County, NC
  • DSS Director, Transylvania County, NC
  • Economic and Community Development Director, Fayetteville, NC
  • Economic Development Director, Garner, NC
  • Economic Development and Business Services Manager – City of Greensboro, NC
  • Economic Development Director – Craven County, NC
  • Economic Development Director – Danville, VA
  • Economic Development Director- Sampson County, NC
  • Economic Development Director – Vance County, NC
  • Emergency Communications Center Director – Durham, NC
  • Engineering and Infrastructure Director, Fayetteville, NC
  • Engineering and Inspections Director – Greensboro, NC
  • Engineer, City of Burlington, NC
  • Engineer, Town of Garner, NC
  • Engineer, Town of Morrisville, NC
  • EMS Director – Durham County
  • Emergency Medical Services Director, Onslow County, NC
  • Emergency Communications Director, Chatham County, NC
  • Finance Director, City of Charlotte, NC
  • Finance Director – Davidson, NC
  • Finance Director, Town of Garner, NC
  • Finance Director, Morrisville, NC
  • Finance Director, Town of Black Mountain, NC
  • Finance Director, Land of Sky Regional Council, Asheville, NC
  • Finance Director, Transylvania County, NC
  • Financial Controller – Agri Supply Company – Garner, NC
  • Finance Officer- Town of Matthews, NC
  • Fire Marshall, Greensboro, NC
  • General Manager, Durham County ABC
  • HR Director, Brevard, NC
  • HR Director, Burlington, NC
  • HR Director, Town of Chapel Hill, NC
  • HR Director, Town of Clayton, NC
  • HR Director, Town of Cornelius, NC
  • HR Director, Town of Garner, NC
  • HR Director, Durham County, NC
  • HR Director, City of Fayetteville, NC
  • HR Director, City of Raleigh, NC
  • HR Director, City of Rocky Mount, NC
  • HR Director, City of Laurinburg, NC
  • HR Director, Onslow County, NC
  • HR Director, Rocky Mount, NC
  • HR Director, Statesboro, GA
  • HR Director, Suffolk, VA
  • HR Director, Town of Wake Forest, NC
  • HR Director, City of Winston-Salem, NC
  • Human Relations Director – Fayetteville-Cumberland Human Relations Commission
  • Human Services Deputy Director – Pitt County, NC
  • Human Services Director – Wake County, NC
  • Inspections Director- Burlington, NC
  • Inspections Director – Morrisville, NC
  • Internal Auditor – Rocky Mount, NC
  • IT Director – Onslow County, NC
  • Library Director, Chapel Hill, NC
  • Library Director, Greensboro, NC
  • Library Director – Onslow County, NC
  • Management Information Systems Director – Chatham County, NC
  • Medical Director, Mecklenburg County Health Department
  • Neighborhood Development Director, Greensboro, NC
  • Parks and Recreation Director, Durham, NC
  • Parks and Recreation Director, Town of Garner, NC
  • Parks and Recreation Director, Town of Wake Forest, NC
  • Parks and Recreation Director, City of Greensboro, NC
  • Parks and Recreation Deputy Director – City of Greensboro, NC
  • Parks and Recreation Park Management and Operations Manager – City of Greensboro, NC
  • Parks and Recreation Division Manager, City of Greensboro, NC
  • Parks and Recreation Director, Kinston, NC
  • Parks and Recreation Director, Onslow County, NC
  • Parks and Recreation Director, Zebulon, NC
  • Parks and Recreation Director, Town of Wake Forest, NC
  • Recreation and Parks Director – Winston-Salem, NC
  • Planning Director – City of Burlington, NC
  • Planning Director – Town of Chapel Hill, NC
  • Planning Director – City of Greensboro, NC
  • Planning Director – Town of Morrisville
  • Planning and Development Director – Onslow County, NC
  • Planning Director – Wendell, NC
  • Planning Director – Town of Zebulon, NC
  • Public Health Department, Mecklenburg County, NC
  • Assistant Health Director – Case Management and Health/Community Partnerships
  • Assistant Health Director – Population Health
  • Assistant Health Director – Preventive Health
  • Internal Health Administrator
  • Public Health Director – Cleveland County
  • Public Health Director – Cumberland county
  • Public Health Director – Onslow County
  • Public Health Nursing Director – Onslow County
  • Public Works Director – Burlington, NC
  • Public Works Director – Reidsville, NC
  • Sanitation Superintendent, City of Burlington, NC
  • Sr. Planner – Danville, VA
  • Sr Services Director, Onslow County, NC
  • Social Work Program Manager – Onslow County, NC
  • Solid Waste Management Director – Cumberland County, NC
  • Solid Waste Director – Fayetteville, NC
  • Solid Waste Manager, Fayetteville, NC
  • Solid Waste Director, Onslow County, NC
  • Strategic Communications Manager, Wilson, NC
  • Tax Administrator – Cumberland County, NC
  • Tax Assessor – Beaufort County, NC
  • Town Attorney (Police), Town of Chapel Hill, NC
  • Town Attorney, Town of Chapel Hill, NC
  • Transportation Director, City of Greensboro, NC
  • Vehicle Maintenance Director, Onslow County, NC
  • Veteran Services Director, Onslow County, NC
  • Water Resources Director, Apex, NC
  • Water Resources Director, Greensboro, NC
  • Workforce Development Director, Greensboro, NC

Chief of Police / Deputy / Assistant Chief of Police

Municipal/ County


  • East Carolina University
  • Elon University
  • Fayetteville State University
  • Guilford Technical Community College
  • NC State University 2011, 2020
  • UNC Asheville – (Chief and Assistant Chief)
  • UNC Chapel Hill
  • UNC Charlotte
  • UNC Pembroke
  • UNC Wilmington (Deputy Chief)
  • Wake Forest University

Fire Chief / Deputy/ Assistant / Fire Marshall

  • Apex, NC
  • Asheboro, NC
  • Carrboro, NC
  • Chapel Hill, NC
  • Clinton, NC
  • Danville, VA
  • Durham, NC
  • Greensboro, NC
  • Hendersonville, NC
  • Hickory, NC
  • Kernersville, NC (2014, 2019)
  • Kinston, NC
  • Matthews, NC
  • Morrisville, NC
  • Savannah, GA
  • Statesville, NC
  • Wilson, NC
  • Winston-Salem, NC
  • Zebulon, NC

Emergency Services/ Emergency Medical/ Emergency Communications


  • Apex, NC
  • Asheboro, NC
  • Asheville, NC
  • Burlington, NC
  • Carrboro, NC
  • Chapel Hill, NC
  • Charlotte, NC
  • Durham, NC
  • Fayetteville, NC
  • Garner, NC
  • Gastonia, NC
  • Greenville, NC
  • Goldsboro, NC
  • Guilford County Sheriff’s Office, NC
  • Hanover, NH
  • Kinston, NC
  • Matthews, NC
  • New Bern, NC
  • RDU Airport Authority
  • Raleigh, NC
  • Southern Pines, NC
  • Thomasville, NC
  • Wilmington, NC
  • Wilson, NC
  • Wrightsville Beach, NC

Campus Policing

  • Duke University
  • East Carolina University
  • NC Central University
  • NC State University
  • NC A&T University
  • UNC Asheville
  • UNC Chapel Hill
  • UNC Charlotte
  • UNC Greensboro
  • UNC School of the Arts
  • UNC Wilmington
  • Wake Forest University
  • Villanova University

Fire Safety

  • Chapel Hill, NC
  • Durham, NC
  • Kernersville, NC
  • Raleigh, NC
  • Greensboro, NC
  • Winston-Salem, NC

Important Information for Applicants

Developmental Associates (DA) serves educational, government, and nonprofit organizations in recruiting, screening, promotion, and selection for key leadership positions. Employers choose us because we offer evidence-based, rigorous screening, and assessment of candidates using multiple methods to evaluate candidates’ skills. This ensures the best likelihood of a great fit for both the applicant and the organization.

Our Recruitment and Screening Process:
Developmental Associates is contracted by employers to assist with recruitment and/or skill evaluation of applicants. We want to ensure that each applicant’s experience and credentials are communicated in a consistent manner to our clients… comparing apples to apples rather than relying on gut judgments. To that end, we have an on-line application process powered by NEOGOV (governmentjobs.com) that ensures all applicants are compared against the same hiring criteria, which are determined through a comprehensive analysis of the job, the organization, and conversations with key stakeholders.

While applicants apply through Developmental Associates, we present all candidate application materials to the employer for consideration. Candidates who meet the minimum and preferred requirements are typically given higher consideration at the first stage The hiring entity—be it a Board, Council, Search Team, or Manager—determines who will be invited to participate in the next step of “secondary screening” which can include a phone interview, written answers to questions related to the job, and/or an assessment of emotional intelligence competencies. The secondary screening step is intended to go beyond the evaluation of your credentials and work experience to provide the decision-makers with more detail about your breadth and depth of experience and your skills.

Once again, Developmental Associates presents all data to the decision-makers who will then decide whom to invite to the next stage which may occur through video-conferencing or on-site and may consist of a series of behavioral interviews or an assessment center which Developmental Associates develops and facilitates.


We maintain confidentiality:

When involving a governmental employer, this process of sharing information requires applicants to provide a “limited confidentiality waiver” allowing us to share the information with those at the employing organization who are involved with the hiring process. If you apply, you will be asked to consent to this condition in order to have your application shared with and considered by the employer. We are required by law to maintain confidentiality.


Final steps:

Depending on how many people are invited to the skill evaluation stage (typically 4-6 for government positions and 3-4 for educational institutions), some organizations conduct another round of interviews to assess “mutual fit” between the organization and the top 1-2 candidates.

Developmental Associates always recommends that clients conduct a thorough background check, which, depending on the position, can include motor vehicle records, criminal records, drug tests, media searches, and/or detailed references. We will recommend professionals to carry out that step if the client desires.

How to Apply for a Client Opening

  1. All applications for positions managed by Developmental Associates, LLC must be completed through our application portal (unless otherwise directed in the job advertisement.) Some advertisers (such as Indeed or LinkedIn) may refer candidates to other sites to apply, but only applications completed through https://www.governmentjobs.com/careers/developmentalassociates can be considered.
  2. Our application portal is powered by NEOGOV and uses the governmentjobs.com platform. This applicant management software system, supports the latest browser versions of Google Chrome, Microsoft Internet Explorer, and Microsoft Edge. It is strongly recommended that you utilize or upgrade to one of these browser versions when applying for positions. NEOGOV does not support the Firefox browser.
  3. If this is the first time you are applying using our NEOGOV powered online job application system, you will need to create a governmentjobs.com account and select a Username and Password. Make sure you write down this username and password as it will be the one you use for ANY position you apply for with Developmental Associates or any entity using NEOGOV.
  4. After your account has been established, you can build an application called a “master profile” by clicking on the “Build Job Application” link. This application can be saved and used to apply for future job openings.
  5. Once you have a master profile in governmentjobs.com, just click on the position of interest on our Client Openings page which takes you to the DA portal, then click on the “Apply” link, and enter your UserName and Password to apply.

Important Tips to Ensure Your Application Gets Reviewed –

  1. Fully Complete the Application. In order to ensure that your application is given due consideration by our clients, make sure that when you complete your master profile (application) that you have fully answered all questions about education, positions, certifications, number of employees supervised, reason for leaving positions, etc. It is not sufficient to say “see resume.”
  2. Make sure you list all promotions/jobs/ranks working for a single employer. For example, don’t say you have been a police chief or fire chief for 25 years when you have served multiple ranks during that time. The reason is that the employer wants to know how long you were in each rank and what responsibilities you held at each promotion.
  3. Attaching a resume and cover letter is desired (but not required) by clients - Please attach your resume or upload as a text document so we have it to compare against your application. Cover letters can be addressed to the Hiring Manager.
  4. Be sure to answer all supplemental questions. In order to respond to multiple select questions, be sure to follow the instructions for your type of computer (PC or Mac).
  5. If you have forgotten your user id, password, or are having other difficulties logging in, refer to governmentjobs.com help link.
  6. If you run into specific problems or have questions about the position itself, please email hiring@developmentalassociates.com for further inquiries, call (919) 813-6096, ext 104 for tech support, or refer to the governmentjobs.com FAQs page.
  7. Please note that applications may be rejected if incomplete.
  8. Online applications are stored on a secure site. Only authorized employees and hiring authorities have access to the information submitted.

Successfully Evaluating Candidate Skills with Assessment Centers

The evaluation of an individual’s potential to perform in a managerial capacity is an important problem for those responsible for the development of managers. Present methods of evaluating the development of managers have not changed significantly in several decades, while the types of service provided by state and local jurisdictions are becoming increasingly complex and important.

In order to make an effective assessment, we need more detailed information than that obtained through traditional methods. The qualifications needed for management responsibilities differ from those needed on non-management assignments. Exposures to simulated, as well as real, management problems and administrative experiences help establish an individual’s capabilities, as well as his or her like or dislike for management responsibilities.

A method that many companies and governmental organizations have implemented to identify management potential is the assessment center approach. In general, research findings on assessment centers are quite promising; the assessment center evaluations predict success in a given position considerably better than tests alone, biographical data alone, supervisors’ evaluations of performance, or ratings of promotional potential. Clients hire DA to develop skill evaluations that will accurately evaluate a candidate’s abilities. These skill evaluations are commonly referred to as assessment centers and follow the preliminary screening of applications as well as secondary screening using phone or video interviews and online surveys.

What exactly is an Assessment Center?

An assessment center is a means of gathering relevant information, under standardized conditions, about an individual’s capabilities to perform a managerial position. In essence, an assessment center puts candidates through a series of group and individual exercises designed to simulate the conditions of a given job and determines if they have the skills and abilities necessary to perform that job. It does this by bringing out the candidate’s behavior relevant to the job, while being observed by a group of assessors. In addition, the assessors judging a candidate’s behavior see all individuals from a common frame of reference in the various assessment activities. These procedures help to ensure that the judgments made are relatively free of the many forms of rater bias, are reliable, and can serve as the basis for meaningful predictions of a candidate’s potential.

Additional benefits of an assessment center include:

  • Assessment centers measure job-related behaviors rather than other characteristics that are not directly related to effective job performance.
  • Assessment centers measure a broader range of knowledge, skills, and abilities than more traditional methods, such as written tests or interviews.
  • Assessment centers are standardized because testing conditions are similar for all candidates. This standardization insures that no candidate receives better or worse treatment than another.
  • Assessment centers are fair regardless of age, gender or race. Unlike some testing programs, research has suggested that a candidate’s age, gender, or race has no influence on the assessment ratings received.
  • Candidates typically view assessment centers as a fair promotional method.
  • Assessment centers serve as a learning experience for assessors as well as for candidates. Assessors benefit from their training and experience as assessors; they can serve as a management-training tool that helps assessors improve their observational skills and their ability to accurately evaluate performance. Candidates benefit from the feedback they receive after going through the center. The assessment center identifies their strengths and areas in need of improvement.
  • Assessment center ratings tend to be much more accurate than conventional ratings because the assessment center provides an opportunity for direct observation of behavior in a controlled setting with trained raters.