Director of Financial Planning & Analysis

Top Accountabilities

• Annual Operating Plan Ownership

• Rolling Forecasts and Scenario Planning

• Program Economics and Sustainability

• KPI, Performance, and Variance Reporting

• Leadership Decision Support

What will you be doing in your role?

Annual Operating Plan Ownership

• Lead a collaborative, driver-based Annual Operating Plan (AOP) process that links CCFW strategy, program priorities, staffing, funding assumptions, service capacity, and expected mission outcomes.

• Treat the AOP as a living management plan rather than a once-a-year finance exercise; maintain clear assumptions, owners, milestones, and decision points as actual results and external conditions change.

• Translate the AOP into understandable program and department expectations, resource guardrails, and performance measures so leaders share accountability for execution.

• Partner with the Controller and designated Accountant(s) to ensure planning begins with reliable actuals and reflects grant restrictions, reimbursement timing, and other funding realities.

• Maintain the planning calendar, templates, assumptions, and version control needed for a disciplined, repeatable organization-wide process.

Rolling Forecasts and Scenario Planning

• Maintain rolling forecasts that update expected revenue, expenses, staffing, program volume, funding, and cash implications as new information becomes available.

• Build decision scenarios for funding changes, grant renewals, staffing actions, program demand, capacity shifts, service-model changes, and other material operating decisions.

• Identify emerging gaps, opportunities, and early-warning indicators before they become year-end surprises; distinguish timing issues from structural performance issues.

• Model the financial implications of alternative choices and clearly communicate assumptions, sensitivities, risks, and tradeoffs to the CFO and operating leaders.

• Support the CFO with forward-looking analysis that informs enterprise sustainability, liquidity planning, and resource allocation without duplicating the CFO's governance responsibilities.

Program Economics and Sustainability

• Develop consistent program and department views of revenue, full cost, staffing, capacity, funding sources, restrictions, and long-term financial sustainability.

• Analyze program economics using reliable accounting data and agreed allocation methods, separating controllable operating performance from shared-cost allocations when communicating with program leaders.

• Partner with program leadership to understand cost drivers, caseload or service-volume assumptions, labor utilization, reimbursement, grant coverage, and funding concentration or renewal risk.

• Help leaders evaluate when a program should be protected, redesigned, expanded, partnered, scaled differently, or reconsidered based on mission impact, demand, capacity, and financial sustainability.

• Build practical models that show the full cost and resource requirements of new initiatives or growth opportunities before commitments are made.

KPI, Performance, and Variance Reporting

• Maintain decision-ready dashboards that connect financial performance with operating drivers, service capacity, funding health, and measurable mission outcomes.

• Lead monthly and quarterly variance analysis against the AOP and current forecast; explain root causes, not simply the numerical difference.

• Translate complex financial information into concise, accessible narratives for executives, program leaders, and other nonfinancial audiences.

• Establish consistent KPI definitions, reporting logic, and performance thresholds in partnership with the Finance Systems & Process Manager and other data owners.

• Surface performance trends, funding risks, and forecast changes early enough for leaders to take corrective action.

Leadership Decision Support

• Serve as a hands-on financial thought partner to the CFO, Executive Leadership Team, and program leaders on resource choices, corrective actions, staffing, investment, and program decisions.

• Frame decisions with clear alternatives, financial implications, mission considerations, risks, and recommended actions; challenge assumptions constructively when the data does not support the status quo.

• Develop business cases and investment analyses for major initiatives, funding opportunities, service-model changes, and capacity decisions.

• Provide analysis and supporting materials for Finance Committee, Board, Endowment, and executive discussions as requested by the CFO.

• Build financial fluency across CCFW by helping leaders understand the economics they can control or influence and the decisions required to stay aligned with the AOP.

Are you the next Director of FP&A?

• Bachelor's degree in finance, accounting, economics, business, or a related field required
• MBA, CPA, CMA, or comparable advanced credential preferred.
• 8-10+ Years of progressive finance experience with substantial responsibility for FP&A, forecasting, financial modeling, and executive decision support; director-level or equivalent scope strongly preferred.
• Demonstrated success leading driver-based annual planning, rolling forecasts, scenario analysis, program or business-unit economics, and performance reporting in a complex organization.
• Experience in nonprofit, human services, healthcare, education, government-funded, or another multi-funder environment strongly preferred; familiarity with restricted funding, grants, reimbursement models, and shared-cost allocations is highly valuable.
• Advanced financial modeling and spreadsheet capability, strong analytical judgment, and experience translating data into clear dashboards and executive-level recommendations.