Director of Budget, Financial Planning, and Shared Services

• Reports to: Associate Vice Chancellor for Financial Services

Director of Budget, Financial Planning, and Shared Services

Kelly Brooks Search Consultant – Athletic Practice Leader

Reporting to the associate vice chancellor for financial services and deputy chief financial officer, the director of budget, financial planning, and shared services (director) serves as a key resource and partner across Winston-Salem State University (WSSU) for all budgeting, financial analysis, and resource planning activities. The director oversees the development, ongoing maintenance, and strategic evaluation of the university’s all-funds operating budget, encompassing federal, state, auxiliary, overhead receipts, athletics, and student activities funding sources.

Additionally, the director leads the newly created shared services model to support, advise, and train campus units on financial management, while ensuring compliance with university policies, North Carolina Office of State Budget and Management (OSBM) guidelines, and state and federal regulations.

Primary Responsibilities:

• Budget Development and Financial Planning: Directs overall fiscal planning and budgetary strategy in alignment with WSSU’s Unleash the Genesis strategic plan. Oversees the technical implementation of the budget roll‐up and allocation processes, establishes sound revenue projections, and sets unit allotments across state, auxiliary, and trust funds.
• Financial Analysis and Executive Reporting: Conducts regular financial analysis, multi‑fund forecasting, and monthly performance tracking. Builds analytical models and executive dashboards to provide university leadership and the Board of Trustees with transparent, real‑time budget visibility throughout the year.
• Shared Services and Campus Partnership: Leads and establishes the university’s shared services framework from the ground up, serving as a central point of resource, guidance, and training for business managers and unit leaders across campus to foster institutional financial literacy and consistency.
• Systems Optimization and Modernization: Leads the campus‑wide transition from legacy spreadsheet tracking to enterprise system tools, driving the implementation and optimization of the Banner budget module.
• Long‑Term Financial Strategy: Collaborates with divisional leadership and the chief operating officer to build a three‑to‑five‑year long‑term financial planning model to strategically fund university priorities and maintain multi‑year fiscal sustainability.
• External and System Liaison: Serves as the primary campus liaison to the UNC system office and the Office of State Budget and Management for policy guidance, budget submissions, and compliance directives.
• Position Management and Compliance: Advises operational units on position management in coordination with human resources and serves on the Vacancy Review Committee to evaluate and validate position requests against operational budgets and strategic priorities.
• Departmental Leadership and Team Development: Provides direct supervision, operational leadership, and professional development for a four‑person team comprising two budget analysts and two senior business officers.

Qualifications and Characteristics of the Successful Candidate

A bachelor’s degree in business administration, accounting, finance, or a related field and a minimum of five years of progressive experience in accounting, budgeting, and fiscal management are required; a master’s degree is preferred. Candidates must also possess direct supervisory experience leading, mentoring, and evaluating financial professionals.

The ideal candidate will possess thorough knowledge of current higher education or public sector accounting practices, sound statistical research methods, and demonstrated expertise in managing large, complex, all‑funds budgets (including state, federal, auxiliary, trust, overhead receipts, athletics, and student activities funding). Direct experience with automated enterprise financial systems (such as the Banner budget module), advanced financial modeling, and familiarity with North Carolina Office of State Budget and Management regulations or public university system budget processes are highly desirable.

In addition to the qualifications stated above, key stakeholders identified the following capabilities and attributes of a successful candidate:

• Shared Services Visionary: Ability to design, implement, and institutionalize a campus‑wide shared services framework from the ground up, establishing central support, training, and resources for unit‑level business officers and department heads.
• Analytical and Strategic Financial Planner: A forward‑thinking financial strategist who can transition operations beyond traditional spreadsheet tracking to build robust three‑to‑five‑year financial models, perform regular trend analysis, and construct executive dashboards for leadership decision‑making.
• Supportive Team Developer and Mentor: An approachable, team‑oriented leader capable of retraining, inspiring, and rebuilding a direct report staff with diverse levels of experience following an extended period of leadership vacancy.
• Collaborative Customer Service Orientation: Exceptional communication and interpersonal skills to demystify complex financial concepts, explain state regulatory guidelines, and foster trust and consensus across academic and administrative divisions.
• Self‑Motivated and Adaptable Go‑Getter: High level of personal initiative, organizational ability, and agility to thrive in an environment affording significant operational autonomy while navigating competing priorities across multiple funding streams and elevating fiscal operations campus‑wide.

History of the Position

Historically, this position managed the university’s core budget development, financial reporting, and fiscal allocations. The position became vacant over a year ago following the retirement of the previous incumbent, who served in the role for over 25 years. Under previous leadership, tracking and reporting relied heavily on legacy spreadsheet models, and financial reporting was typically performed only on an annual basis. The scope of the role has been strategically expanded to modernize university budgeting and build out a brand‑new “shared services” model across campus units.

The incoming director will join the division of finance and administration and report directly to the associate vice chancellor for financial services and deputy chief financial officer (a position currently in an active search process). The director will supervise a four‑person team consisting of two budget analysts and two senior business officers.

Opportunities and Challenges of the Role

In transitioning to Winston‑Salem State University, the director of budget, financial planning, and shared services will encounter the following opportunities, priorities, and challenges, as shared by key campus stakeholders:

• Blank Slate to Establish Shared Services: Initiating a brand‑new function at WSSU offers the incoming director complete creative and operational latitude to design, build, and implement a campus‑wide shared services framework from the ground up.
• High‑Level Executive Sponsorship and Autonomy: Enjoying strong executive support from university leadership to modernize financial operations, raise institutional standards, and execute ideas with significant operational autonomy.
• Fresh Energy and Leadership Synergy: Partnering closely with the incoming associate vice chancellor for financial services and deputy chief financial officer to build a cohesive, forward‑looking financial leadership team for the university.
• Team Rebuilding and Capacity Building: Leading, mentoring, and retraining a four‑person direct report team, helping staff grow professionally and creating a high‑performing departmental culture.
• Board Visibility and Strategic Impact: Elevating the quality of financial analysis provided to the board of trustees through regular reporting, three‑to‑five‑year financial modeling, and real‑time executive dashboards that directly support WSSU’s Unleash the Genesis strategic plan through 2030.
• Integration into the “RAMily” and Triad Community: Joining a warm, welcoming HBCU campus community that embraces new leaders, paired with the high quality of life and dynamic economic environment of the North Carolina Triad area.
• Developing Shared Services Architecture: Defining and institutionalizing a new shared services delivery model across campus divisions that have not historically operated under a centralized fiscal support framework.
• Modernizing Legacy Systems and Workflows: Transitioning campus‑wide budgeting and reporting processes off long‑standing, manual spreadsheet models and driving full adoption of the Banner budget module.
• Team Retraining and Leadership Continuity: Rebuilding team cohesion, establishing clear job expectations, and upskilling direct reports who have operated without a direct manager for over a year.
• Navigating Campus Stakeholder Dynamics: Learning the university’s culture, building key relationships across academic and administrative divisions, and successfully guiding non‑financial stakeholders through budget planning and policy compliance.
• Complex Multi‑Fund Regulatory Environment: Managing varied budgetary constraints across state, auxiliary, overhead receipts, federal, athletics, and student activities funding, while adhering strictly to UNC system and Office of State Budget and Management regulations.

Measures of Success

The items listed below will define the director of budget, financial planning, and shared services’ success throughout the first year of employment:

• Established Shared Services Framework: Successfully defined, structured, and launched the university’s shared services model, providing clear guidance, training programs, and standardized fiscal resources to department heads and business managers campus‑wide.
• Financial Plan and Dashboards: Developed a robust, long‑term financial plan and implemented user‑friendly executive dashboards that deliver regular, multi‑fund budget visibility and projections for senior leadership and the board of trustees.
• Banner Budget Module Implementation: Transitioned core university tracking and reporting processes away from legacy spreadsheets into the Banner budget module, establishing standardized and efficient budget workflows.
• High‑Performing Team: Successfully re‑engaged, retrained, and mentored the four direct reports, establishing clear performance expectations, individual development plans, and a cohesive departmental culture.
• Streamlined Budget Cycle and Policy Compliance: Executed a seamless, timely university budget cycle in compliance with UNC system and Office of State Budget and Management policies, while maintaining strong position management through active participation on the Vacancy Review Committee.
• Cross‑Campus Trust and Integration: Built strong collaborative working relationships across academic and administrative divisions, earning a reputation as an accessible, trusted financial partner within the “RAMily” community.

Overview of the Division of Finance and Administration

The division of finance and administration comprises a team of professionals committed to delivering innovative, effective, and efficient customer services while maintaining fiscal integrity.

The division provides campus‑wide administrative and fiscal services in support of the university’s primary mission of instruction, research, and public service. The functions of recording financial transactions, safeguarding physical and financial assets, allocating resources, providing human resources services, and procuring and delivering basic university services are handled by the division. These processes are carried out by the departments of financial services, budget and analysis, business services, contracts and grants, facilities management, and purchasing, along with appropriate financial and administrative systems.

The division’s operations are guided by policies and procedures developed in accordance with the University of North Carolina general administration, the State of North Carolina, and federal requirements. The division provides financial information to WSSU senior leaders, the UNC general administration, external supporters, and the Board of Trustees to ensure compliance and informed decision‑making.

Winston‑Salem State University appointed Jeremy Alltop as its first chief operating officer in August, 2025. The creation of this new role reflected the university’s commitment to strengthening cross‑divisional collaboration and ensuring long‑term sustainability in a resource‑conscious environment.

In his role as COO, Alltop oversees an integrated portfolio that includes human resources, campus safety and police, emergency management, facilities, financial planning and budget, business and auxiliary services, financial services, and information technology. By aligning these critical areas under one office, WSSU has enhanced efficiency and strategic decision‑making to better serve students, faculty, staff, and the broader community.

Alltop joined WSSU with a distinguished career in financial strategy, operations, and higher education leadership. He previously served as vice president of administration and finance at Northern Kentucky University and as chief financial and operating officer at Lamar University in Texas. His leadership experience also includes senior financial and operational roles at public schools of medicine and health sciences centers. Most recently, he was chief financial officer of a federally qualified health center in Lexington, Kentucky.

Overview of the Finance Team

The finance team within the division of finance and administration supports the university’s mission, strategic vision, goals, and objectives by providing key financial services efficiently and effectively. The finance team provides financial services directly to students and the campus community.

Financial services consists of two functional areas: accounting operations, which include disbursement services, student accounts, purchasing, and payroll; and financial reporting, which consists of general ledger, state funds accounting, capital improvement accounting, trust funds accounting, endowment accounting, debt service accounting, fixed assets accounting, and fiscal reporting.

Student Accounts

Student accounts and cashiering provide all financial management and accounting for university students, including billing for student tuition and fees, processing payments for tuition and fees, processing account adjustments, and issuing disbursements.

Budget and Analysis

The department of budget and analysis provides institutional support by translating the institution’s ongoing operational needs, strategic goals, and objectives into an itemized and authorized fiscal plan for university operations.

Institutional Overview

Winston‑Salem State University is a distinguished institution that combines academic excellence, community engagement, and a commitment to fostering student success. Founded in 1892, WSSU enjoys a distinguished reputation as a historically black constituent institution of the University of North Carolina that offers a rich curriculum rooted in a high‑quality, liberal education.WSSU is proud to be North Carolina’s only university to earn the distinguished designation of Opportunity …​… 

Located in Winston‑Salem, North Carolina, known as the City of Arts and Innovation, WSSU provides students with opportunities to engage in a dynamic mix of professional, social, and cultural experiences. Winston‑Salem is home to thriving arts, healthcare, and technology sectors, offering students, faculty, staff, and family members unique collaboration opportunities, professional development pathways, and an excellent quality of life. With its beautiful campus, strong sense of community, and dedication to fostering personal and professional growth, Winston‑Salem State University is an ideal place to teach, work, and learn.

The Student Body

Undergraduate: 4529

Graduate: 681

Male: 26%

Female: 74%

African American/Black: 79%

Asian: >1%

White: 3%

Two or More Races: 2%

Unknown: 11%

Institutional Leadership

Bonita J. Brown

Chancellor

Bonita J. Brown is the 14thchancellor of Winston‑Salem State University. She was elected by the University of North Carolina Board of Governors, following her nomination by University of North Carolina System President Peter Hans. Brown assumed the role of WSSU chancellor on July 1, 2024. Previously, she served as the interim president at Northern Kentucky University (NKU). During her tenure at NKU, she led the campus through a leadership transition and navigated significant financial challenges and declining enrollments. Before becoming interim president, she served as vice president and chief strategy officer at NKU, where she led the campus in implementingSuccess by Design, the university’s strategic plan focused solely on student success, which increased retention and persistence rates by over five percent.

Brown previously worked as the vice president of network engagement at Achieving the Dream, a national non‑profit leader that champions evidence‑based institutional improvement in community colleges across the country. In that role, Brown was responsible for supporting a network of over 220 community colleges in 41 states as they worked to implement sustainable, campus‑wide student success efforts.

The UNC System and its constituent institutions offer a flexible and comprehensive package of benefits, along with valuable work and family programs. These programs can help employees attain retirement savings and career goals, as well as help meet everyday needs. These programs are designed to allow employees to tailor a benefits package that best meets their unique needs. Review the current benefits summary(PDF) .

Application

Winston‑Salem State University is committed to providing an inclusive, welcoming, and safe environment for all members of the university community and an institutional environment free from unwelcome and unwarranted prohibited conduct. The university strongly condemns all forms of sex discrimination, including sexual misconduct, sexual assault, dating violence, domestic violence, and stalking offenses.

Winston‑Salem State University complies with the Title IX of the Education Amendments of 1972, which prohibits discrimination on the basis of sex in all activities in the University’s educational programs and activities. Title IX helps to foster a safe university environment for students, faculty, staff, and visitors from sex/gender‑based discrimination.