Chief Financial Officer

Community change depends on resources that arrive on time, stay accountable, and stretch further than anyone expects. This role owns the financial engine behind prevention, early intervention, and local leadership so partners can focus on people, not paperwork. You will turn donor trust, restricted funds, and multi-year commitments into a clear plan the board and community can stand behind.

Performance Objectives

• Deliver a multi-year financial plan that funds priority human-service outcomes and keeps operating reserves within board policy.
• Close the annual audit with an unmodified opinion and zero material weaknesses, and resolve management-letter items on a published timeline.
• Produce monthly forecasts the leadership team uses to reallocate at least 95% of unrestricted dollars before year-end.
• Cut grant and restricted-fund reporting cycle time so funders receive accurate packages before every deadline.
• Stand up a cost model that shows the true cost of each community investment and informs which programs to scale, redesign, or sunset.
• Raise finance-team capacity so month-end close finishes within 10 business days and managers can read their own budgets without a translator.
• Present risk, liquidity, and investment performance to the board in plain language that drives a documented decision each quarter.

Environment & Resources

You report to the chief executive and partner with program, fundraising, and community-impact leaders. A small finance and operations team, an engaged finance committee, and an external audit firm support the work. You steward operating, restricted, and endowment-style funds using a modern nonprofit accounting system, payroll, and donor CRM already in place, with authority to recommend system and staffing changes within an approved budget.

Essential Qualifications

• Led full-cycle nonprofit or complex fund accounting, including restricted revenue, allocations, and audit management.
• Built budgets and forecasts that leadership actually used to shift resources mid-year.
• Presented financial risk and performance to a board or finance committee and left with clear decisions.
• Managed a finance team through close, compliance, and process improvement without adding bureaucracy.
• Worked with funders, grants, or campaign revenue where timing and restrictions change the plan.
• CPA, equivalent credential, or a record of comparable technical depth in nonprofit finance.

Role Selling Points

• Money here is a community tool: every forecast ties to prevention, early help, and local leadership, not overhead theater.
• You sit at the strategy table, not in a back office waiting for the budget memo.
• Scale is human: a regional organization large enough for real systems, small enough that your judgment shows up in neighborhoods.
• Partners already collaborate and pool resources; your job is to make that collaboration financially durable.

If you want your next close, forecast, and board conversation to change what a community can afford to do, apply with a short note on a financial decision you owned and the outcome it produced.