Chief Financial Officer – Midland

This job has been Expired
Job Overview

Located at the southern end of Georgian Bay‘s 30,000 Islands, Midland is the economic centre of the region, with a 125-bed hospital and local airport and is a popular summer destination when the area’s population grows to over 100,000 with visitors to more than 8,000 cottages, resort hotels, provincial and national parks.

Midland is a popular boating destination with several marinas and easy access sheltered waters of the Georgian Bay and tourists flock to Midland’s Annual Butter Tart Festival.

In winter, well maintained trails attract snowmobilers and the Midland Curling Club has provided members and guests with a fantastic curling and social experience since 1919.

Local culture and history can be experienced at the Huronia Museum, Sainte Marie Among the Hurons, the Martyr’s Shrine and the Wye Marsh Wildlife Centre and the Midland Cultural Centre provides a facility for music, art, theatre and culture with ongoing programs and events.

The Opportunity
Reporting to the CAO, the Chief Financial Officer (CFO) will be responsible for the statutory duties of Treasurer and the financial management of the Town of Midland. Leading the Finance Department, the CFO will coordinate and manage the annual budgeting process, the preparation of financial statements, financial analysis and will provide variance forecasting, accounting, taxation, water/wastewater/utility billing & collections and provide support to procurement and asset management. The Chief Financial Officer (CFO) will lead a team of 8 including a Deputy Treasurer and will be responsible for a $54 million operating budget and a $14 million capital budget.

Required Core Competencies

People Leadership: The ability to create and communicate a vision and engage others in its achievement. The ability to demonstrate behaviours that model and support the organization’s aspirations and values and ensure its success.

Change Leadership: The ability to initiate, facilitate or implement change. Helping employees and stakeholders understand what the change means to them, building a shared vision and providing the ongoing guidance and support which will generate and maintain enthusiasm and commitment to the change process.

Strategic Orientation: The ability to link long-range vision and concepts to daily work. Strategic orientation moves from understanding business fundamentals and strategies to a sophisticated awareness of the impact of the external environment on strategies and how external factors affect choices.

Culture-Shaping: The ability to work effectively within structures, stakeholders and relationships within Midland. The ability to identify the decision-makers and the individuals who can influence them and work with them to achieve objectives. The ability to predict how new events or situations will affect individuals and groups both within and external to Midland and to utilize that knowledge to achieve the organization’s objectives.

Relationship Building: Establishing, building, and maintaining strong and reciprocal relationships and a network of contacts to keep a pulse on Midland’s, political and internal issues and to make informed decisions. Identifying who to involve and when and how to involve them in order to accomplish objectives and minimize obstacles.

Political Acuity: Dealing with the culture of Midland. Navigating the formal and informal channels and networking with Council, the Senior Management Team, management groups, the media and the community.

Innovation: An effort to enhance performance by being creative, promoting new ideas and introducing new solutions or processes.

Customer First Orientation: A desire to identify and meet/exceed the requirements of both internal AND external customers / clients. Clear emphasis on service to customer groups:

  • Recognizing the variety of “customers” within Midland and at all levels of the organization and accommodating their diverse needs;
  • Recognizing the variety of external customers including residents, community groups and key stakeholders.

Communication: High degree of interpersonal skill, tact and diplomacy. Ongoing contact and dialogue with members of Council and various stakeholders at all levels. External contact with Community stakeholders and partners, the provincial and federal governments, the media and related organizations to provide and exchange information and solve problems. Able to adapt and tailor the conversation / presentation to a variety of audiences and contexts.

Partnering: Creating an organizational environment that is open to alliances and attracting partnerships. Able to strategically identify and then approach potential partners – understands what’s in it” for the other partner. Negotiating and managing the strategic nature of alliances and determining when adjustments, fine tuning or termination of partnerships is required.

Results Orientation: The desire or drive to achieve or surpass identified goals. Establishes performance objectives and measures to continuously improve performance and the standard of excellence across Midland. Includes innovative or entrepreneurial behaviours.

Holding People Accountable: Ensuring others meet objectives and expectations in an appropriate and effective manner. Ensuring the performance management process is conducted throughout the year. Provides clear direction, appropriate tools, resources and authority to support success.

Fiscal Accountability: The ability to effectively manage and optimize human, financial and physical resources, undertake qualitative and quantitative measurement, planning and control of resources to maximize results.

Teamwork: Being part of a team and working co-operatively with others. “Team” is broadly defined as any task or process-oriented group of individuals working towards a common goal.

Key Responsibilities

  • Being a strategic partner to Council, the CAO and the Corporate Leadership Team, providing financial guidance and sound advice on financial issues and their operational implications, including financial strategies for major projects and financial modelling.
  • Seeking innovative solutions to complex problems and working with Town staff to seek funding to meet Town priorities. Demonstrating leadership expertise to implement leading-edge financial reporting systems and financial controls and structure that will ensure that Town assets are protected.
  • Leading the preparation and control of Towns’s Operating, Capital Water and Sewer, and Equipment budgets. Recommending budget guidelines and policies as well as changes to the budget process, conducting long-term financial planning for the Town and developing long term funding strategies.
  • Providing guidelines and technical assistance to all Town departments in the preparation of Operating and Capital budgets and participating in Budget Committee meetings.
  • Developing and monitoring finance division budget, setting divisional strategies and priorities within context of Corporate and departmental goals.
  • Developing the year-end audit procedure and overseeing the year end process.
  • Assisting all the ongoing implementation, training, security and support of the financial systems in partnership with Technology Services.
  • Making presentations to Council related to own division operations as well as corporate financial analysis.

Desired Qualifications & Experience

  • Post-secondary education and five or more years of experience as a CFO or senior finance leader in a municipality or other public, private or not-for-profit, multi-service organization of similar or larger size and scope.
  • Experience in strategic and visionary leadership, motivation, teambuilding, financial and operations management, labour relations, strategic/business planning and working with a board of directors or municipal council.
  • Strong analytical skills to initiate and execute programs, identify and resolve problems, formulate policies and procedures, build consensus and influence decisions.
  • Ability to develop and implement a compelling vision and strategy and establish targets and standards of performance and service.
  • Excellent interpersonal skills to interact with management and staff, Council, senior government officials and other senior leaders in the municipality.

Key Stakeholders
Mayor and Council | MPs and MPPs | Indigenous Leaders | Senior Management Team and Staff | Community Leaders | Other Municipal Leaders and Elected Officials

Current Finance Team (8 FTE’s)

  • Manager, Financial Operations/Deputy Treasurer
  • Financial Planning Analyst
  • Utility Billing Clerk
  • Financial Officer
  • Financial Clerks (3)
  • Customer Service Clek

Feldman Daxon Partners Contact Information:
To apply to this exciting role, email a cover letter and resume by January 24, 2020 to:
Patrick Rowan, Partner Feldman Daxon Partners
45 St. Clair Avenue West, Suite 700, Toronto, Ontario M4V 1K9
416-515-7600 x254

Job Detail
  • Offered SalaryN/A
  • Career LevelOfficer
  • ExperienceLess than 2 years
  • SECTORMunicipal Government
  • QualificationAssociate Degree
  • Application Closing Time24.01.2020 15:53
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