Description:
The Fractional CFO will serve as a strategic financial partner to Senior Leadership, the Executive Team, and the Board, providing business acumen, growth planning, financial clarity, and team development. Which may include:
1. Strategic Growth & Expansion Planning
A. Multi-Location Expansion Strategy
• Develop a 5-year strategic financial growth plan
• Build financial models for:
o New location launch economics
o Attendance ramp assumptions
o Giving per capita sensitivity
o Capital requirements (lease vs. purchase vs. build)
• Define financial viability thresholds for new locations
• Create location performance scorecards
• Assist in site selection and financial due diligence
B. Capital Planning & Funding Strategy
• Long-range capital plan
• Debt capacity analysis
• Cash reserve policy design
• Capital campaign financial modeling
• Donor concentration analysis
• Evaluate financing options (bond, bank, internal funding, campaign-based)
C. Scenario Planning
• Best-case / base-case / downside models
• Stress-testing giving trends
• Liquidity protection strategy
• Economic downturn contingency plan
2. Financial Leadership & Governance
A. Executive-Level Financial Reporting
• Develop Board-ready financial dashboards
• KPIs tailored to multi-location operations:
o Giving trends by location
o Cost per attendee
o Ministry efficiency ratios
o Payroll ratio benchmarks
o Location contribution margin
• Cash flow forecasting (rolling 12-18 months)
B. Budgeting & Forecasting
• Transition from annual static budget to rolling forecast model
• Location-level budgeting discipline
• Ministry-level accountability frameworks
• Variance analysis process improvement
C. Internal Controls & Risk Management
• Review and strengthen:
o Segregation of duties
o Cash handling procedures
o Location-level controls
o IT/financial systems controls
• Policy documentation and standardization
• Fraud risk assessment
3. Organizational & Finance Team Development
A. Current Team Assessment
• Evaluate existing accounting and finance staff structure
• Skills assessment and role clarity
• Identify gaps for multi-location scalability
B. Organizational Design
• Recommend scalable finance org chart
• Define:
o Location finance roles
o Centralized vs. decentralized functions
o Reporting hierarchy
• Succession planning framework
C. Process Optimization
• Close process improvement (reduce days to close)
• Accounts payable and receivable process refinement
• Location reporting standardization
• Financial systems evaluation (if needed)
D. Leadership & Mentorship
• Ongoing mentoring of Controller/Finance Director
• Build analytical capability within team
• Establish financial literacy training for location pastors
4. Operational & Strategic Advisory
A. Business Acumen Integration
• Translate ministry strategy into financial reality
• Evaluate ROI of new initiatives
• Assess ministry program cost effectiveness
• Strategic staffing analysis tied to growth
B. Data & Decision Support
• Develop executive dashboard
• Attendance-to-giving correlation analysis
• Donor retention modeling
• Predictive growth modeling
C. Real Estate & Facility Strategy
• Financial analysis for lease vs. own decisions
• Long-term facility utilization modeling
• Multi-location overhead allocation strategy
Deliverables (First 6-12 Months)
Phase 1: Assessment (First 60-90 Days)
• Financial health diagnostic report
• Location-level profitability analysis
• Finance team capability assessment
Phase 2: Infrastructure Build (Months 3-6)
• 5-year financial model
• Rolling forecast model
• Executive dashboard implementation
• Org design recommendation
• Capital plan framework
Phase 3: Strategic Execution (Months 6-12)
• New location launch financial playbook
• Capital funding strategy execution support
• Ongoing board reporting enhancement
• Finance team mentoring and development
Engagement Structure
• Fractional CFO availability: X hours per week (typically 10-20) - TBD after we refine scope.
• Monthly executive strategy sessions
• Board participation
• Ongoing financial modeling and advisory support
Success Metrics
• Successful financial launch of new locations
• Improved cash reserve ratio
• Reduced month-end close timeline
• Improved budget-to-actual accuracy
• Clear financial visibility across all locations
• Strengthened internal control environment
• Finance team operating independently at a higher strategic level
Requirements: Ideal candidate will live within 2 hours of
Tampa, FLMust have some non-profit accounting experience
PM20
PIf656a1a69b95-2788
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