Scope of Position:
The Chief Financial Officer (CFO) is responsible for providing leadership in developing and implementing practices and processes to support the overall business plan and strategic direction of Southern Arizona AIDS Foundation (SAAF) and its wholly owned subsidiary, Stephenson’s Place. The CFO works specifically in the areas of finance, accounting, budgeting, information technology, and strategic planning.
The CFO reports directly to the Chief Executive Officer (CEO). The CFO will lead a team of financial and IT professionals, while ensuring the organizations are properly supported by all related functions and activities. In partnership with the CEO, this position serves as a member of the SAAF Executive Leadership Team (ELT) and supports the organizations by providing appropriate financial reporting and analysis. As a key leadership team member, the CFO will model a collaborative management style and be a champion of cross-organization cooperation.
Primary Job Duties:
Financial Management The CFO provides a high-level perspective over SAAF's finances to guide organizational priorities and decision-making, ensuring the sound use and management of organizational resources and assets (including programs and sites). They lead the finance team, instilling a client-service approach to providing support to staff, which will maximize the organization's impact on behalf of donors, investors, partners, and the community. The CFO will provide regular communication with the Board, staff, professional advisors, and other key stakeholders (both external and internal) regarding financial performance. This includes but is not limited to:
- Overseeing and managing all financial operations, including accounting, budgeting, cash forecasting, and financial analysis.
- Ensuring the accuracy and completeness of financial records, including the general ledger, accounts payable and receivable, and other financial systems.
- Preparing and presenting financial reports to the CEO, ELT, and Board, providing analysis and recommendations as needed.
- Ensuring compliance with all financial reporting and regulatory requirements, including tax filings, audits, government grant, and other reporting requirements.
- Managing relationships with external partners, including vendors, banks, auditors, and other financial service providers.
- Maintains a rolling 20-year capital improvement plan, taking into account all owned properties.
Budgeting and Forecasting The CFO develops and oversees the annual budgeting process, working closely with program managers and other partners to develop realistic and achievable operating and capital budgets. They will also develop long-range forecasts and operating plans linked to the organization's strategic plan. To plan for financial impacts related to emerging economic conditions, the CFO will assess possible scenarios for potential risks and impact on SAAF’s overall business model and formulate strategies to mitigate them. In addition to the above, the CFO will:
- Monitor actual performance against budget and provide regular updates and analysis to the CEO, ELT, and Board.
- Develop and maintain financial forecasting models that support long-term financial planning and decision-making.
- Assist as needed in developing project and/or grant application specific budgets and forecasts.
Strategic Planning and Leadership In concert with the CEO and ELT, the CFO will help develop and implement strategic plans and goals that support the organization’s mission and vision. This requires a focus and understanding of the double bottom line of program impact coupled with financial stability and sustainability. To accomplish this the CFO, among other tactics, will:
- Partners with the SAAF Board Treasurer to lead the Finance Committee, collaborating with other committee members to provide strategic financial guidance and support to the organization.
- In partnership with the CEO and the Chief Development Officer (CDO), or designees, the CFO will further aim to diversify and optimize capital, financing, and revenue sources.
- Collaborate with other partners both internal and external to the organizations.
- Provide new insights into working with potential strategic partners and organizational investors, ideally in the areas of emerging strategic focus for SAAF (e.g. healthcare organizations and foundations, innovative financing, banking, etc.).
Board Relations The CFO is expected to interact with the Board as required by the CEO. The CEO is the sole direct report to the Board, but often the CFO is required to work directly with the Board on financial matters. This requires transparent communication and deliberate collaboration between the CEO and CFO, and a clear understanding of boundaries in working with the Board. Working with the Board include the responsibilities listed below as well as other assignments that may arise:
- Report on the financial performance of the organization to the Board, including regular updates on budget performance, forecasts, and financial risks and opportunities.
- Collaborate with the CEO and Board to develop and implement financial policies and procedures that align with the organization’s values and strategic goals.
- Represent the organization at internal and external events and meetings, providing financial guidance and support as needed.
- Presenting and explaining the annual organizational budget to the Board to ensure that a fully functional budget is adopted in a timely manner.
Staff Leadership and Management The CFO is responsible for all the work that the Finance team completes and must ensure the work is accurate and wholly complete. However, the CFO’s role goes beyond day-to-day management. The CFO will act as a leader, mentoring and developing the team and their abilities. This includes directing their work, teaching and training, and guiding them to self-sufficiency while producing accurate work. The list below outlines the minimum responsibilities though the CFO is expected to add their own strategies from their leadership experience:
- The CFO will significantly contribute to developing effective organizational performance metrics, setting goals, and reviewing performance for their staff.
- The CFO will champion cross-organizational cooperation and will focus on staff development and building a collaborative work environment that inspires confidence, innovation, advancement, and thoughtful contributions among all team members.
- The CFO will foster an environment of learning, fostering a culture of continuous improvement and professional development.
Systems Management & Improvement The CFO will lead an ongoing comprehensive review of financial and technology efficiencies and is responsible for continuous improvement of accounting and other data systems (including collaborative modifications with SAAF’s electronic health records and housing systems), which will allow for standardized policies, procedures, and value-added reporting formats across all SAAF programs and sites.
Technology and Cyber Management The CFO will manage the IT team who are responsible for technology hardware, software, data systems, data security, and proper IT protocols.