Chief Financial Officer

Chief Financial Officer Houston‑Galveston Area Council (H‑GAC), Houston, Texas. Mackenzie Eason & Associates has been retained by H‑GAC to recruit its next Chief Financial Officer. H‑GAC is a mature, multi‑program regional enterprise operating at the intersection of regional governance, public service delivery, complex grant administration, financial stewardship, and intergovernmental coordination across one of the country’s fastest‑growing and most operationally demanding regions. Over the last five years, H‑GAC has grown considerably, doubling in both employees and budget and emerging as one of the largest Councils of Governments in the United States. The next Chief Financial Officer will join the organization at a significant point in its evolution. H‑GAC has expanded in size, scope, funding complexity, staffing, and regional impact. The organization’s financial and administrative systems must now continue maturing to support a larger enterprise, a more complex operating environment, and the long‑range needs of an agency that continues to grow and change. Recent financial and administrative improvements have included the implementation of MIP financial software, new budgeting software through Questica, and the establishment of a formal reserve policy for H‑GAC’s general fund. The next CFO will build on this foundation while helping H‑GAC think more broadly about the next generation of enterprise systems. The organization will need a more comprehensive ERP environment that supports not only finance, but the broader administrative and operational needs of the agency and its various business units.

CANDIDATE VISION STATEMENT

The ideal candidate will bring the technical depth, executive judgment, communication ability, and strategic mindset required to serve as H‑GAC’s senior financial executive. This individual will be a trusted advisor to the Executive Director, leadership team, board members, and external partners, helping translate complex financial, budgetary, grant, compliance, audit, and risk issues into clear recommendations that support sound decision‑making. This role requires a leader who understands that financial stewardship in a large regional agency is not simply about maintaining accurate books, producing an annual budget, and having a clean audit. H‑GAC’s next CFO must help the organization understand where it is financially, where it is headed, and what decisions are required to remain strong over the next three to five years. The right candidate will be able to see the organization as an enterprise, connecting financial strategy to staffing, systems, grants, compliance, procurement, program delivery, facilities, technology, and regional service obligations. The Chief Financial Officer will be expected to protect H‑GAC’s financial integrity while also helping the organization move with greater clarity, confidence, and coordination. The role requires someone who can preserve compliance and public trust without creating unnecessary barriers to efficient program delivery. H‑GAC needs a CFO who understands when to hold the line and how to explain risk, how to help departments identify a compliant path forward, and how to modernize a process that no longer fits the scale of the organization. The next CFO will also need to be a builder. H‑GAC’s continued growth requires stronger systems, clearer workflows, deeper staff capacity, and more integrated administrative infrastructure. This leader must be able to develop a high‑performing team, strengthen internal expertise, and create a finance and administration function that is viewed across the organization as credible, responsive, transparent, and mission‑supporting.

ABOUT H‑GAC

The Houston‑Galveston Area Council is one of the largest Councils of Governments in the United States, serving a 13‑county region of more than 7 million residents. Established in 1966, H‑GAC operates as a voluntary association of local governments and a regional service platform that supports intergovernmental coordination, regional planning, and program execution across issues that affect the region’s economy, infrastructure, workforce, environment, mobility, resilience, and quality of life. H‑GAC is distinguished by a unique mix of tools that enable impact across the full region. The organization serves small towns, rapidly growing suburban communities, rural jurisdictions, and one of the largest metropolitan areas in the country. Its work combines governance support, technical planning, program administration, funding stewardship, and shared services that help local governments and regional partners address issues that are too complex or too large for any one jurisdiction to solve alone. H‑GAC’s reach is reinforced through major regional bodies and affiliate entities, including the Gulf Coast Workforce Board and the Transportation Policy Council, which serves as the regional Metropolitan Planning Organization. The organization also supports entities such as the Local Development Corporation, the Gulf Coast Economic Development District, and the Corporation for Regional Excellence. H‑GAC’s work requires a strong administrative and financial backbone. The organization convenes and supports decision‑making bodies, manages major grant‑funded and contract‑driven programs, provides shared services, and maintains the compliance infrastructure necessary to move significant public resources into projects, programs, and services throughout the region. H‑GAC’s Core Values Service: H‑GAC is committed to providing excellent service to clients, meeting their needs, and exceeding expectations. Collaborative: H‑GAC values teamwork and believes collaboration leads to better outcomes. The organization encourages collaboration among staff and with clients. Accountable: H‑GAC takes responsibility for its actions and is accountable for meeting commitments to clients, colleagues, and the community. Leadership: H‑GAC strives to be a leader in public service, setting standards for excellence and inspiring others to follow its example. Innovative: H‑GAC embraces innovation and continuously seeks new and creative ways to improve services and processes. Integrity: H‑GAC acts with honesty, transparency, and ethical behavior in interactions with clients, colleagues, and the community. Community: H‑GAC recognizes its responsibility to the community and is committed to making a positive impact through its work.

THE ROLE: CHIEF FINANCIAL & ADMINISTRATION OFFICER

The Chief Financial Officer reports to the Executive Director and serves as H‑GAC’s senior executive for financial and administrative leadership. The role is responsible for highly advanced policy administration and managerial work across a designated division that may include multiple departments. The CFO works closely with the Executive Director on day‑to‑day agency operations, long‑range budgeting, fiscal policy, division operations, and organization‑wide administrative matters. This is an executive leadership role with substantial latitude for initiative and independent judgment. The CFO acts as a consultant and advisor to departments and office directors, supports the coordination of division and department operations, develops long‑range budgets and fiscal policies, establishes and implements policies and procedures, and provides counsel to the Executive Director on issues affecting multiple departments. In practical terms, the Chief Financial Officer must lead at four levels simultaneously: Financial stewardship and public trust The CFO must ensure that H‑GAC maintains strong financial controls, transparent reporting, audit readiness, and compliance with applicable federal, state, grant, and accounting requirements. Responsible for helping the organization understand financial risk, protect restricted funds, preserve public confidence, and maintain the discipline required of an agency responsible for significant public resources. Strategic financial leadership The CFO must help H‑GAC move beyond a one‑year budget mindset. The organization needs a financial executive who can look ahead, anticipate the implications of growth, evaluate emerging funding opportunities, forecast future needs, and align financial strategy with organizational priorities. Include helping the Executive Director and leadership team understand the long‑term consequences of decisions related to staffing, programs, systems, facilities, technology, and funding. Enterprise administrative leadership The CFO will help strengthen the infrastructure that allows programs to operate effectively, including financial systems, budgeting processes, reporting, procurement coordination, internal controls, risk management, and administrative workflows. The leader must be able to improve speed, clarity, and accountability without compromising compliance. Organizational partnership and team leadership The CFO must build trust across the organization and develop the capacity of the finance and administrative team. Surround themselves with capable experts, empower staff, clarify roles, develop future leaders, and build a department known for both technical excellence and service orientation. Work effectively with other executives and directors, recognizing that finance is one critical expert function within a larger public‑service enterprise.

THREE‑ TO FIVE‑YEAR LEADERSHIP AGENDA

Build a more forward‑looking financial strategy Help develop clearer view of future operating model, including financial implications of staffing growth, program expansion, technology investment, facilities needs, funding changes, indirect cost recovery, and restricted versus unrestricted resources. Work with leadership to understand options, risks, trade‑offs, and timing. Advance enterprise systems and ERP readiness Lead assessment, planning, and organizational preparation for a more integrated environment. Benefit from strong partnership across departments; unify finance, HR, procurement, contracts, technology, and program areas into a single approach. Strengthen the finance and administration team for scale Assess team structure, develop staff, strengthen succession, clarify decision rights, and build a culture where expertise is valued and shared. Build a team capable of supporting a large, complex, grant‑funded regional agency with confidence and consistency. Improve process, clarity, and organizational responsiveness Identify where administrative friction slows the organization and where processes can be improved without weakening controls. Balance safeguards with understandable, proportional, and aligned processes. Reinforce transparency, compliance, and confidence Continue strengthening transparency, internal controls, audit readiness, compliance, and communication. Explain financial decisions clearly, respond to questions without defensiveness, and help stakeholders understand why controls or requirements exist.

KEY RESPONSIBILITIES

Strategic leadership and financial direction: Serve as the senior financial advisor to the Executive Director, executive leadership team, board members, and department directors. Lead long‑range financial planning, forecasting, fiscal policy development, and resource strategy. Translate complex financial, grant, compliance, audit, and risk issues into clear recommendations for non‑financial decision‑makers. Evaluate the financial implications of organizational growth, program expansion, technology investments, staffing needs, facilities, and major policy decisions. Help align financial strategy with H‑GAC’s mission, regional priorities, and enterprise goals. Financial management, compliance, and reporting: Oversee budgeting, accounting, cash management, financial reporting, audit preparation, grant financial management, internal controls, and compliance. Ensure adherence to applicable accounting standards, grant requirements, federal and state regulations, and internal policies. Maintain a strong audit‑ready posture and support transparent, accurate, and timely financial reporting. Safeguard restricted and unrestricted resources and ensure sound stewardship of public funds. Advise departments on financial matters, spending decisions, budget management, compliance requirements, and allowable uses of funds. Administrative and enterprise leadership: Manage and coordinate assigned administrative functions, departments, and division operations. Establish and implement policies, goals, objectives, and procedures that support agency strategy and operational effectiveness. Strengthen enterprise workflows, reporting tools, approval processes, and administrative systems. Support ERP planning and broader technology modernization efforts that improve finance and administrative operations. Provide information and advice to state agencies, internal stakeholders, and the public regarding division activities and responsibilities. Team and organizational leadership: Build, develop, and retain a high‑performing finance and administrative team. Review and support the performance of key management positions within the division. Clarify roles, strengthen accountability, and develop internal leadership capacity. Foster a culture of service, collaboration, integrity, transparency, and continuous improvement. Lead change with emotional intelligence, practical judgment, and respect for the organization’s culture. Board, stakeholder, and external engagement: Prepare and present reports and recommendations that support timely, well‑informed decision‑making. Communicate effectively with board members, elected officials, executive leaders, funding agencies, auditors, department directors, staff, and external partners. Respond to legislative inquiries and requests, and provide testimony when required. Represent H‑GAC with professionalism, credibility, and sound judgment in public and governmental settings.

QUALIFICATIONS

Required Bachelor’s degree in Accounting, Finance, Business Administration, Public Administration, or a closely related field. Significant progressively responsible experience in governmental finance, public administration, policy administration, or a similarly complex public‑sector, grant‑funded, or intergovernmental environment. Experience leading financial operations, budgeting, accounting, internal controls, reporting, compliance, audit preparation, and fiscal policy. Knowledge of local, state, and federal laws and regulations, and the principles and practices of public administration and management. Demonstrated ability to direct and organize program or division activities, establish goals and objectives, evaluate alternatives, implement effective solutions, and supervise the work of others. Ability to prepare concise reports, make presentations, communicate effectively, and advise executive leadership on complex financial and administrative matters. Preferred Master’s degree in Accounting, Finance, Business Administration, Public Administration, or a closely related field. Certified Public Accountant. Executive financial leadership experience in a Council of Governments, Metropolitan Planning Organization, local government, state agency, regional agency, public authority, or similarly complex governmental entity. Experience with federal and state grants, restricted funds, indirect cost allocation, pass‑through funding, intergovernmental agreements, public‑sector audits, and compliance monitoring. Experience leading or supporting ERP implementation, finance system modernization, administrative technology initiatives, or enterprise process redesign. Demonstrated experience leading long‑range financial planning, multi‑year forecasting, team development, and organizational change. Contact Information

PO BOX 22777

Houston , TX 77227-2777 United States #J-18808-Ljbffr ICMA