4061 Director, Accounting and Budgeting
TITLE Director, Accounting and Budgeting
CLASSIFICATION NUMBER 4061
IMMEDIATE SUPERVISOR Chief Financial Officer
MAJOR ADMINISTRATOR President
The Director, Accounting and Budgeting is responsible for development and oversight of the University’s annual operating budget, preparation of the fee resolution annually, preparation of carry-forward reports, preparation of reporting to the Board on expenditures made from the President’s carry-forward account, oversight of accounts payable and correct payment of University disbursements, and reconciliation of the University’s bank account. The Director, Accounting and Budgeting assists deans and department heads with planning and projecting revenues and expenses and produces budget reports that allows departments to manage and analyze their budgets. The Director, Accounting and Budgeting processes personnel action forms and positions authorizations to verify positions and budget and maintains salary savings and the master vacancy listing. The Director, Accounting and Budgeting prepares budget transfers and journal entries, including monthly internal billings. The Director, Accounting and Budgeting assists the Chief Financial Officer in budget planning and analysis activities. The Director, Accounting and Budgeting supervises accounting professionals and accounting clerks and works with academic and administrative staff and internal and independent auditors to ensure adherence to prescribed accounting principles, standards, and procedures.
MINIMUM ACCEPTABLE QUALIFICATIONS
Education: A Bachelor’s degree in Accounting or a related business field with at least twenty hours of coursework in accounting is required; a Master’s degree in Accounting or a related business field with at least twenty hours of coursework in accounting is preferred.
Experience: At least five years of experience in accounting, business planning or operations, or financial analysis is required.
Certification: Certification as a Certified Public Accountant (CPA) is preferred.
Skills: High aptitude in accountancy and a good understanding of computers and their role in accounting is required. The ability to work and communicate effectively with individuals possessing varying levels of accounting and budgeting knowledge is required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required.
ESSENTIAL DUTIES AND RESPONSIBILITIES
1. Manages many of the daily accounting functions of the University by overseeing the maintenance of the University’s accounts payable, general ledger updating, reconciliation of the University’s bank account.
2. Prepares the University’s Internal Operating Budget by developing methods, models, and other decision support systems and establishes timelines and deadlines which assure timely submission.
3. Sets up budget phases for the budget process in budget development and salary planner, works directly with auxiliaries in planning and preparing the budget, coordinates the development of the budget book by working with professional accounting staff to enter the data and reconcile budgets, loads the board-approved budget into Banner, and manages the various budget process required in the Banner system.
4. Prepares various reports and statistical data outlining the University’s financial position in areas of income and expenditure based on past, present, and forecasted operations by overseeing the collection, organization, and analysis of financial data for the preparation of the University’s internal operating budget and state appropriation request.
5. Maintains the accuracy of financial data by assigning correct budget numbers and expense codes, reviewing or approving transactions, properly recording transactions via journal entries, preparing or reviewing budget adjustments, researching and analyzing data regarding updates needed, updating the position control system, and preparing monthly reconciliations.
6. Updates, coordinates, and prepares the fee resolution for Board approval, maintains carry-forward by department, prepares reports for the Board on expenditures made from the President’s carry-forward account, and maintains the master vacancy listing.
7. Assists in the establishment of system-wide policies and procedures which ensure that resources are used in the most effective and efficient manner by all campuses of the University.
8. Ensures budgetary controls by reviewing expenditure totals, preparing budget allotment changes, and reviewing and approving personnel changes.
9. Ensures that proper accounting principles and standards are followed by reviewing the daily, monthly, and yearly internal controls in the department.
10. Coordinates with Computer Services to obtain various reports and information as needed for position budgeting.
11. Prepares year-end procedures and audit workpapers.
12. Serves as a member of the Wyrick Commission and prepares the budget report.
13. Develops a competent, productive, and efficient departmental staff by supervising, directly and through delegation, professional accountants and accounting support personnel.
14. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.
15. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses as required by the Chief Financial Officer.
16. Contributes to the overall success of Financial Services by performing all other duties and responsibilities as assigned, maintaining high levels of accuracy, maintaining a professional demeanor and appropriate levels of confidentiality, and providing excellent customer service.
The Director, Accounting and Budgeting is supervised by the Chief Financial Officer and supervises professional accounting and budgeting staff, accounting clerks, temporary employees, and student employees.
OFFICE OF HUMAN RESOURCES
JOB FAMILY 4
Factor 1: Professional Knowledge, Skill, and Technical Mastery
Level 5 - 3300 Points: Knowledge of the principles and methods of an administrative, managerial, or professional field such as accounting or auditing, financial management, information technology, business administration, human resources, engineering, law, social sciences, communications, education, or medicine. Knowledge permits employee to supervise projects and/or departments using standard methods to improve administrative and/or line operations. Knowledge also permits employee to plan steps and carry out multi-phase projects requiring problem definition and modified techniques, to coordinate work with others, and to modify methods and procedures to solve a wide variety of problems. Knowledge at this level requires a Bachelor's or Master's degree with substantial related work experience, including up to two years of administrative or supervisory experience. Alternatively, this level may require a professional or clinical degree beyond the Bachelor's degree with moderate related work experience; knowledge requirements include significant levels of related work experience.
Factor 2: Supervisory Responsibility
Level 5 - 730 Points: Supervision of (a) several work teams or work team leaders, (b) a rather large group of operative, administrative support, or paraprofessional employees, (c) a work group involving direction of skilled technical employees, (d) professionals in technical and skilled areas, and/or (e) subordinate supervisory personnel. The incumbent performs a full range of supervisory responsibilities including the authority to hire, train, transfer, promote, reward, or discipline others. Supervision will likely be general rather than close supervision of others. At this level, supervisory responsibilities consume significant amounts of work time and include substantial responsibility for work planning activities, staffing, and performance management as well as budgeting and planning functions.
Factor 3: Interactions with Others
Level 4 - 500 Points: Interactions with others are somewhat unstructured. The purpose may be to influence or motivate others, to obtain information, or to control situations and resolve problems. Interactions may be with individuals or groups of co-workers, students, or the general public, may be moderately unstructured, and may involve persons who hold differing goals and objectives. Individuals at this level often act as a liaison between groups with a focus on solving particular unstructured problems. Interactions at this level require considerable interpersonal skill and the ability to resolve conflict.
Factor 4: Job Controls and Guidelines
Level 4 - 850 Points: The employee operates under administrative supervision and makes decisions based on broadly-stated University objectives and available resources. Administrative guidelines are expressed in terms of project or program outcomes and deadlines with few comprehensive guidelines. Decisions are based on inadequate guidelines that require considerable interpretation and force the employee to plan all phases of the assignment. Assignments may be unrelated in function and the work requires many different processes and methods and a great deal of analysis to identify the nature and extent of problems. The work may require the employee to develop new methods and to deal with many variables, including some that are unclear or conflicting. Characteristic jobs at this level may involve directing large and/or complex programs, projects, or departments in which the work cuts across functional lines or requires dealing with unprecedented issues.
Factor 5: Managerial Responsibility
Level 5 - 2350 Points: Work involves primary accountability for a larger department, program, or process. Work activities involve managerial decisions that directly affect the efficiency, costs, reputation, and service quality of the department, program, or process. Work affects a limited range of professional projects or administrative activities of the University, influences internal or external operations, or impacts students, faculty, and/or staff. Work activities have a direct and significant impact on the department. Work activities also have a significant effect on the efficiency and reputation of the cost center and represent a relatively major function within the cost center. At this level would be jobs in which the incumbent may have responsibility for developing budgets, distributing budgeted funds, and exercising primary control over a moderately-sized budget.