Under direction of the General Manager, the Chief Financial Officer (CFO) provides leadership and management for all financial functions, including budgeting, accounting, billing, customer service, and purchasing functions of the District. The CFO invests and protects the District’s assets; maintains effective internal fiscal controls and investment policies; provides highly responsible and complex administrative support to executive leadership; and performs other duties as required or assigned. The position manages an overall staff of 22, with three direct reports.
Essential Duties include but are not limited to the following:
Assist in the long-range financial planning, protection of the District’s assets, and maintenance of adequate internal financial controls.
Work with auditor on the preparation and issuance of the District’s annual financial reports.
Oversee and direct cash flow, bond issues, investment activities, budgeting, accounting, internal controls, payroll processing, federal and state grant administration, and assessments for community facility districts. Attend and participate in District Board meetings, professional organizations, and committee meetings, including the preparation and presentation of reports.
Serve as a District representative with other local, regional, and governmental agencies.
Perform special analytical studies; initiate and participate in the analysis and preparation of water rate studies, rate structures and other revenue enhancement programs. Prepare reports and internal policies/procedures as required.
Monitor legislation effecting the water industry. Stay current on best practices and processes.
Respond to and resolve sensitive and complex community and organizational inquiries and complaints.
Assist in the negotiation of terms of agreements, contracts and other documents on behalf of the District.
Identify and implement opportunities for cross-department coordination for effective operations. Encourage continuing education and development of personnel.
Develop and maintain financial and statistical reports and maintain internal controls.
Perform other related duties as required.
The Ideal Candidate
The ideal candidate will be an energetic, innovative team builder with effective communication and interpersonal skills necessary to build and maintain strong relationships both internally and externally. This is an exciting opportunity for an effective manager with a solid understanding of organizational culture that is able to assess and understand the needs of the department and foster a cohesive and positive working environment, and to mentor and develop employees for the next step in their careers. The selected candidate will be customer service-oriented, optimistic, and a self-starter who sees the value of employee training and development, coaching, and holding staff accountable while delivering results both individually and as a team. The incumbent will be self-motivated with good judgment and high ethical standards.
Key Competencies and Characteristics
A solid leader and staff manager with a positive presence who demonstrates initiative, is results-oriented, exercises good judgment, treats others with respect, and is open and approachable.
A relationship builder committed to excellence with a strong customer service ethic and the ability to empower employees while also holding them accountable.
An outstanding CFO with excellent technical skills who provides guidance and professional support to staff, offers regular feedback to employees, and serves as a mentor in providing training and growth opportunities.
Excellent written and verbal communication skills with the ability to articulate clear and direct information to various audiences.
A leader who is collaborative and supportive in working with executive leadership and others to ensure the organization works toward a common set of goals.
A person with the highest ethical standards who commands the trust and respect of peers through conduct of high integrity and professionalism.
Understanding County, regional and State water issues and trends. A background in Proposition 218 strategies, implementation, and sustainability challenges.
An active listener.
The West Valley Water District
Located in Rialto, California in San Bernardino County, West Valley Water District (District) has served the Southern California communities of Bloomington, Colton, Fontana, Rialto, unincorporated areas of San Bernardino County, and Jurupa Valley since 1952. During its early years, the District supplied more water for agricultural purposes than for domestic use. During the 1970s and 1980s, the District grew, and homes, businesses, schools, and parks soon surpassed agricultural water use. There were mergers where smaller water companies became a part of the District’s system. Over the years, through name changes and consolidations, the mission has always remained the same: West Valley Water District provides our community with high quality and reliable water service in a cost effective and sustainable manner.
To be considered, please electronically submit your resume, cover letter and a list of five professional references (references will not be contacted in the early stages of the recruitment) to: https://koffassociates.com/wvwd-chief-financial-officer/. Resumes should reflect years and months of positions held, as well as size of staff and budgets you have managed.
Located in Rialto, California in San Bernardino County, West Valley Water District (WVWD) has served the Southern California communities of Bloomington, Colton, Fontana, Rialto, unincorporated areas of San Bernardino County and Jurupa Valley since 1952. Through name changes and consolidation, the mission has always remained the same: to provide customers with safe, high quality, and reliable water service at a reasonable rate and in a sustainable manner. The District provides water for over 97,000 customers and is overseen by a five-member, publicly elected Board of Directors. During its early years, the District supplied more water for agricultural purposes than for domestic use. During the 1970s and 1980s, the District grew, and homes, businesses and schools soon surpassed agricultural water use. There were other mergers where smaller water companies became a part of the Water District. By the end of the 1980s, the District water facilities included 180 miles of pipeline, 12 reservoi