Chief Financial Officer

REQUIREMENTS AND PREFERENCES The Broward County Board of County Commissioners is seeking qualified candidates for the Chief Financial Officer position in the Finance and Administrative Services Department. The Community Bordering Southeast Florida's Atlantic coastline, Broward County is the seventeenth most populous county in the nation and the second largest in the state of Florida. Home to over 2 million people, Broward County is located between Palm Beach and Miami-Dade counties, forming the center of South Florida's largest metropolitan area in which 6.1 million people reside. Within the County's approximate 1,300 square miles are 31 municipalities, the largest of which is Fort Lauderdale. About two-thirds of Broward County is part of the undeveloped Everglades conservation area. Broward County boasts 23 miles of pristine Atlantic coastline, and its beaches attract both the local population as well as tourists from around the world. With an average year-round temperature of 76 degrees, Broward County has a tropical climate and is a choice destination for over 19 million visitors every year. Broward County's warm climate, demographic diversity, robust and expanding economy, top-rated schools, colleges and universities, cutting-edge healthcare, and an advanced transportation system afford its residents an exceptional quality of life. Broward County offers world-class dining, high-quality theater, cosmopolitan nightlife, and premium shopping venues, as well as an abundance of recreational activities such as golf, pickleball, soccer, deep-sea fishing, boating and vast opportunities for fun on the beach. Fort Lauderdale-Hollywood International Airport is located in Broward County and is less than two miles from Port Everglades, where many major cruise lines homeport. Sawgrass Mills is among the County's major retail destinations. Broward County is also home to the Florida Panthers, while the Miami Heat, Miami Marlins, and Miami Dolphins are within a short drive or train ride. The County Government Broward County government was established under Charter in 1975 as a home‑rule government. The County has a Council/Manager form of government. The Broward County Board of County Commissioners is composed of nine members elected by district to staggered four-year terms. The Mayor and Vice‑Mayor are Commission members selected annually by the Commission for one-year terms. The Commission appoints the County Administrator, County Attorney, and County Auditor. The County Administrator serves as the Chief Executive Officer and manages the County's six major operating departments: Transportation, Aviation, Finance and Administrative Services, Human Services, Port Everglades, and Public Works and Environmental Services, which all together comprise over 70 line items of business. The County has nine offices: Convention & Visitor's Bureau, Emergency Management, Intergovernmental Affairs, Management & Budget, Medical Examiners & Trauma Services, Mobility Advancement Program, Office of Public Communication, Office of Economic & Small Business Development, and Regional Communications & Technology. The County has nearly 6700 employees and eight collective bargaining units. The County budget for FY26 is $8.75 billion of which $5.45 billion is Operating, $2.55 billion is Capital and $0.76 billion is Debt Service. The budget reflects strategic investments in transit, seaport, airport, and many other critical services to residents. The Department The Broward County Finance and Administrative Services Department (FASD) is led by the Chief Financial Officer and serves as the internal support system for the County's service delivery network. This department is responsible for overseeing the county's financial management and ensuring the prudent use of public funds. It plays a crucial role in managing the county's accounting, treasury, and revenue collection activities. It administers financial policies, develops comprehensive budgets for its divisions, and provides strategic financial guidance to support various county departments. The Finance Department also oversees payroll, vendor payments, and the investment of public funds, aiming to maintain transparency, fiscal responsibility, and compliance with all local, state, and federal regulations. Additionally, the department provides financial reports and analysis to ensure the county's financial health and long-term sustainability. It supports public initiatives by maintaining strong financial controls and offering financial insights for large projects, such as infrastructure development and public services. By managing bonds and debt obligations, FASD ensures adequate funding for essential services and future developments. With an annual operating budget in FY26 of $429 million and 472 staff, FASD is organized into six Divisions (Accounting, Enterprise Technology Services, Human Resources, Purchasing, Records, Taxes and Treasury, and Risk Management) and has functional responsibility for: Accounting and financial reporting Banking and investment of County funds Bond financing and debt management Employee benefits management Human Resources and Professional Standards Information systems and enterprise technology Labor Relations Official recording and archiving Payroll Purchasing Safety and risk management Workers' compensation The Opportunity Broward County is seeking to fill the position of Chief Financial Officer (CFO). This position requires the planning, direction and coordination of all of Broward County's financial activities at the highest level of management, formulates long-range financial goals for the organization, develops policy and position papers, and serves as lead negotiator representing County Administration. As the Finance and Administrative Services Department Director, this position oversees all Divisions within the Department, is an integral part of the County's executive management team, and has substantial interface with all departments of Broward County by providing assistance on highly complex financial and other related matters. The CFO is responsible for assisting with formulating policy alternatives, developing goals and objectives, managing staff, administering the annual budget of the department, and directing financial operations of the County. Duties and Responsibilities Direct the operations of the County's Finance and Administrative Services Department. Work closely with and provide operational assistance to the Value Adjustment Board and Documents Manager to coordinate VAB activities. Oversee preparation of proposed and final Department budgets for presentation to the Office of Management and Budget, County Administrator, and County Commission. Direct and coordinate financial and budget activities to fund operations, maximize investments, and improve efficiency. Appoint division directors and assign or delegate responsibilities. Analyze operations and performance to identify opportunities for cost reduction, program improvement, or policy change. Direct, plan, and implement policies, objectives, and activities to support continuing operations, maximize investment returns, and increase productivity. Oversee high-dollar-value and high-risk negotiations. Participate in debt financing, bond issuance, and debt management activities, including rating-agency surveillance and work with underwriters and financial advisors. Manage large-scale contracts involving public-private partnerships. Perform complex financial analyses and investigate critical aspects of operating a large and complex organization. Coordinate the activities of the Department and its divisions with other County departments and with public and private organizations when necessary. Review organizational patterns, work relationships, office space, equipment, and staff utilization; promote effective operations through standardization, improvement, simplification, and installation of new operating systems. Interpret and enforce applicable policies, regulations, and standards, and verify that subordinate employees administer them correctly. Lead a large and diverse workforce with strong interpersonal skills and a focus on effective and efficient operations in a complex financial environment. Competencies Business Insight: Applies knowledge of business, the marketplace, policy, and external factors to advance organizational goals and make sound decisions. Financial Acumen: Interprets and applies financial indicators, anticipated returns, risks, performance data, economic trends, and analysis to improve decisions. Tech Savvy: Anticipates and adopts innovations in digital and technology applications that improve organizational outcomes. Manages Complexity: Synthesizes complex, high-volume, and sometimes contradictory information; anticipates future challenges and develops alternatives. Balances Stakeholders: Anticipates and balances the needs of multiple stakeholders while promoting ethical standards and cross-cultural sensitivity. Strategic Mindset: Looks ahead to future possibilities and translates them into breakthrough strategies and long-term direction. Ensures Accountability: Holds self and others accountable, measures performance against goals, and addresses poor performance directly. Manages Conflict: Handles conflict fairly and effectively, facilitates open discussion, finds common ground, and builds consensus. Communicates Effectively: Communicates clearly to varied audiences and all organizational levels while ensuring a free flow of information. Organizational Savvy: Navigates complex policy, process, cultural, and political dynamics and secures commitment from champions and advocates. Drives Vision and Purpose: Creates and communicates a compelling vision and motivates others to commit to the organization's long-term direction. Courage: Addresses difficult issues promptly, says what needs to be said, and models principled leadership under pressure. The Ideal Candidate The ideal candidate should possess a solid foundation in public sector finance and a comprehensive understanding of local government operations. This individual must exhibit strong analytical skills to assess financial data, trends, and risks, enabling them to provide actionable insights to County leadership. A key attribute is an ability to effectively communicate complex financial information to a variety of stakeholders, including County officials, the public, and potential investors. Solid experience in budget management, financial forecasting, and long-term strategic planning is essential, as is familiarity with regulatory compliance and public funding mechanisms unique to Florida. Equally important is the CFO's commitment to transparency, accountability, and ethical governance. The ideal candidate will demonstrate exceptional leadership skills, fostering a culture of collaboration and continuous improvement within the finance department. A proactive approach to optimizing resources and pursuing innovative financial solutions, including grants and partnerships, will be essential in addressing the diverse needs of Broward County's residents and visitors. Additionally, experience in leveraging technology for financial management and reporting can lead to operational efficiencies and enhance decision-making processes, ultimately contributing to the county's fiscal health and sustainability. As is expected of all Broward County leaders, the ideal candidate will thrive in an environment where rolling up one's sleeves is commonplace. The individual will maintain professional comportment while juggling multiple complex projects in a highly challenging environment. The ideal candidate will have the confidence to stretch themselves and others in order to be innovative and take reasonable and appropriate risks. Demonstrated history of relational and collaborative approaches that create and preserve long‑term relationships; A facilitator of innovation and an implementer of new ideas and strategies; The ability to understand and apply broad concepts as well as the critical operational details that impact organizational effectiveness; A leadership style that strengthens and enhances relationships within all levels of the organization; Critical review and analysis skills in order to monitor the financial practices of the County, and be comfortable with making recommendations on ways to improve the financial systems and processes of the #J-18808-Ljbffr