The VPF is the chief financial officer of the college and oversees the financial management of the college, which includes: resource allocations, financial strategy, capital planning, debt management, cash flow optimization, and financial information systems. As a member of the College’s executive team and reporting to the President and the Board of Trustees, the VPF is a key advisor to the President on financial and non-financial strategic issues. The VPF is an enabler for other department heads to accomplish their objectives and thereby providing a collaborative foundation for organizational success. The VPF ensures the short and long-term fiscal health of the college; oversees the business practices of the college; and ensures that the budget models and practices are in alignment with the college’s strategic plans.
PRIMARY DUTIES AND RESPONSIBILITIES*
Financial Reporting and Planning
·Prepares and maintains long-term financial forecasts for all of the college’s funds. Monitors both short and long-term internal and external financial and operational developments to ensure that forecasts are current and accurate.
·Contributes to the college in meeting its strategic objectives by assisting administrators and department heads in conducting financial analysis of current and proposed activities.
·Develops annual budget and monitors the college’s financial condition.
·Continually monitors the College’s internal controls and ensures best practices are followed.
·Oversees preparation of monthly financial statements for the college. Reports the financial condition of the college to the board of trustees, other governmental agencies, and the college president and administrators on a regular basis.
·Establishes, coordinates, maintains, and systematically reviews the process for financial evaluation of the college instructional and non-instructional programs and activities; serves as a resource to college personnel in determining the cost effectiveness of current and proposed initiatives.
·Directs preparation of financial statements, business activity reports, financial position forecasts, annual budgets, and audits required by regulatory agencies.
·Oversees preparation of the annual budget whereby organizational needs are identified, consensus on priorities is obtained, and translates the consensus into a financial plan.
·Develops procedures that integrate business and strategic planning into the annual budget process.
·Monitors external events and developments to ensure that budget preparation incorporates the most current information.
Investment, Cash and Debt Management
·Monitors cash flow.
·Oversees investment activities and ensures appropriate supply of cash at highest possible yield while complying with statutory limitations on types of investments.
·Serves as an advocate for the college with rating agencies to ensure the highest possible rating for the college.
·Coordinates and monitors debt issuance with external financial advisors, bond counsel, etc.
·Ensures the timely collection of all accounts receivable.
·Monitors cash reserves to provide maximum practical protection.
·Provides oversight and advice regarding college financial risk.
·Coordinates the purchasing activities of the college, including contract management.
·Ensures that the college is compliant with financial regulatory, legal, administrative, contractual, procedural, and accounting standards.
General Supervision and Management
·Helps others be productive, grow professionally, and meet the needs of the college.
·Identifies, recommends, and implements appropriate/necessary training and professional development for self and staff reporting to the position.
·Practices continuous improvement; conducts and oversees work activity to increase efficiency of and improve the effectiveness and productivity of assigned areas.
Public, Regulatory and Intergovernmental Relations
·Serves as an advocate for the college’s interests. Represents the college by speaking to and making presentations to external groups who have the capacity to influence/affect the college’s successes.
·Maintains positive and productive relationships with federal, state, and local officials who interface with the college.
·Works collaboratively with other and department heads and administrators; serves as an internal consultant.
·Knowledgeable about the financial implications and reporting requirements of accrediting and other regulatory organizations.
·Provides leadership to assigned areas by planning and executing to help college management and the organization succeed and improve productivity, particularly by providing stakeholders with effective information, support systems, resources and business solutions.
·Creates and maintains a customer service culture, orientation and focus for assigned areas. Monitors departmental activities and customer satisfaction with service delivery; identifies and implements appropriate improvement measures.
·Supports college-wide management activities and contributes to their success. Serves as an advocate for and representative of management’s interests and position.
·Represents, explains, and advocates management’s position when interacting with others.
·Provides support and advice in the areas of investments, financial management and fund raising.
·Identifies the need for changes in policies, procedures, and processes and takes initiative to implement within assigned area of responsibility or make recommendations for change to responsible party.
·Provides input into state and national legislative activities that impact higher education finance and the finances of the college.
·Assists the president in developing and interpreting data relating to student services to ensure programs correlate with community needs.
·Performs other related tasks as required.
SUPERVISION – Reports to the College President and leads the finance, human resource development, facility and administrative operation departments.
·Master’s degree in accounting, business, or related field.
·Ten or more years’ experience in a financial leadership role.
·Demonstrated ability to work cooperatively and collaboratively with college faculty, staff, administrators and governing boards.
·Experience in operational and strategic planning, policy development, and financial analysis.
·Ability to effectively communicate ideas and information in written and oral format to administrative staff, professional colleagues, governing boards, and the general public in large or small group settings.
·CPA a plus.
JOB DIMENSIONS – Knowledge of work, impact, quality improvement, self-reliance, work standards, teamwork, technical/professional self-development, written communication, oral presentations, delegation, performance results, negotiation, sensitivity, initiative, analysis, decisiveness, dependability, planning and organizing, persuasiveness, attention to detail, stress tolerance, judgment, commitment to the college, informal communication, and influence.
About Boston Architectural College
The Boston Architectural College was established as The Boston Architectural Club in 1889 by a group of both young and established local architects. The BAC's founders designed hospitals, churches, libraries, schools, theatres, and many notable homes in Back Bay and Fenway; started influential companies, including Peabody & Stearns and A. H. Davenport & Company; and boasted two future AIA presidents, R. Clipston Sturgis and Robert S. Peabody. One notable founder, Edward C. Cabot, served as the president of the Boston Society of Architects for nearly 30 years and designed the Boston Athenaeum.
According to its original charter, the founders created the Club "for the purpose of associating those interested in the profession of architecture with a view to mutual encouragement and help in studies." The BAC was envisioned as a broad community not just for architects but also sculptors, painters, decorative artists, and patrons of the arts. Clarence Blackall, the Club's first president, was passionate about creating an open and inclusive society, a tenet that is an essential part of the BAC's mission today. This accessibility attracted many first- and second-generation immigrants, who often could not attend traditional colleges.