Missouri State University

4059 Senior Accounting and Budgeting Analyst

POSITION IDENTIFICATION

TITLE Senior Accounting and Budgeting Analyst

CLASSIFICATION NUMBER 4059

GRADE 45

CLASSIFICATION Exempt
 
IMMEDIATE SUPERVISOR Director of Accounting and Budgeting
 
MAJOR ADMINISTRATOR Chief Financial Officer
 
GENERAL FUNCTION

The primary duty of the Senior Accounting and Budgeting Analyst is the performance of professional accounting and administrative work involved in the daily organization, operation, and supervision of the University’s and the Foundation’s accounting and budgeting systems, assistance in the design of computer support systems, and the establishment of policies and procedures for the overall accounting and budgeting functions.   The Senior Accounting and Budgeting Analyst exercises independent judgment and discretion in planning and carrying out the work procedures and methods. The Senior Accounting and  Budgeting Analyst’s work is primarily reviewed through normal accounting and budgeting systems and audits.

MINIMUM ACCEPTABLE QUALIFICATIONS

Education: A Bachelor’s degree in Accounting or a related field is required.

Experience: At least five years experience in accounting, business planning/operations, or financial analysis is required. Certification as a Certified Public Accountant (CPA) is preferred.

Skills: High aptitude in accountancy and a good understanding of computers and their functions in accounting is required. Must have the ability to work and communicate effectively with individuals possessing varying levels of accounting/budgeting knowledge.

ESSENTIAL DUTIES AND RESPONSIBILITIES

1. Prepares the University Internal Operating Budget by developing methods, models, and other decision support systems and establishes timelines and deadlines which assure timely submission.  

2. 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.

3. Maintains the accuracy of financial data through assigning the 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.

4. 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.

5. Coordinates the preparation and construction of a detailed campus operating budget and works with key personnel in its implementation into other University systems by overseeing the solicitation of program resource needs and budget plans and the communication of completed budgets from the individual operating units.

6. Ensures budgetary controls by reviewing expenditure totals, preparing budget allotment changes, and reviewing and approving personnel changes.

7. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses required by the Director of Accounting and Budgeting.

8.  Contributes to the overall success of the Office 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.

SUPERVISION

The Senior Accounting and Budgeting Analyst is supervised by the Director of Accounting and Budgeting and supervises other professional accounting and budgeting staff, accounting clerks, temporary employees, and students.

OFFICE OF HUMAN RESOURCES
DECEMBER 2007

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 3 - 270 Points: Supervision of a limited number of (a) operative, administrative support, or paraprofessional employees who do not exercise a full range of supervisory responsibilities over other full-time employees, (b) a very small number of professional employees, or an equivalent combination of (a) and (b). The incumbent performs a full range of supervisory responsibilities including performance reviews of subordinates. The incumbent is generally responsible for training, planning, and directing the work of permanent employees, and provides major input into hiring decisions. Supervisory responsibilities consume moderate amounts of work time and may include general work planning tasks.

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 3 - 500 Points: The employee operates under general supervision expressed in terms of program goals and objectives, priorities, and deadlines. Administrative supervision is given through statements of overall program or project objectives and available resources. Administrative guidelines are relatively comprehensive and the employee need only to fill in gaps in interpretation and adapt established methods to perform recurring activities. In unforeseen situations, the employee must interpret inadequate or incomplete guidelines, develop plans, and initiate new methods to complete assignments based on those interpretations. Assignments are normally related in function, but the work requires many different processes and methods applied to an established administrative or professional field. Problems are typically the result of unusual circumstances, variations in approach, or incomplete or conflicting data. The employee must interpret and refine methods to complete assignments. Characteristic jobs at this level may involve directing single-purpose programs or performing complex, but precedented, technical or professional work.

Factor 5: Managerial Responsibility

Level 3 - 850 Points: Work involves providing significant support services to others both within and outside of the department that substantially influences decision-making processes. Work activities are complex and others rely on the accuracy and reliability of the information, analysis, or advice to make decisions. Work activities have a direct, but shared, impact on further processes or services, affect the overall efficiency and image of the department, and may have material impact on costs or service quality within the cost center. Incumbents may be responsible for identifying areas of need and for developing proposals that request funding to fulfill those needs.