Government Finance Profession

1. I can influence the organisation’s business model and I’m adept at communicating it to internal and external audiences.

I can understand and can explain:

• the strategic financial imperatives within the business model and underpinning strategies and policies.
• how my business area contributes to these financial imperatives.
• how I can influence the delivery of financial targets and future financial shape of the business.

I can provide evidence that I have:

• influenced the strategic development of the business plan, including the financial elements.
• set goals and budgets for my business area that are directly linked to the long- and short-term corporate plan.
• led regular team briefings to set direction and assess progress against the business plan, including financial performance and targets.
• undertaken external presentations to stakeholders which included the financial context for strategies, policies, or decisions.

• Strategic thinking – coaching in longer-term business development and the different business models commonly employed to achieve them in both public and private sectors.
• Detailed briefings on the Government’s financial planning and financing regime. Awareness of the principles of market economics.
• Advanced interpretation of financial reports: P&L, balance sheet, ratios, and their use in investment decisions, etc. Inspirational presentation skills

2. I can ensure personal delivery against plan, and forecast accurately. I can set and influence stretching targets for improving the value achieved from resource inputs (people, budget and assets).

I can understand and can explain:

• the difference between categories of expenditure, eg resources and capital.
• some of the basic accounting principles, eg the significance of a balance sheet & operating cost statement.
• the responsibilities of key decision making authorities, including the Accounting Officer & Finance Director
• the relationship between inputs and outputs for key deliverables.

I can provide evidence that I have:

• made use of financial and planning tools to produce fully costed plans that identify significant risks & assumptions.
• produced accurate forecasts identifying opportunities for improvements and taking remedial action where appropriate.
• put in place effective arrangements to review and update my plans on a regular basis.

• Motivational abilities.
• Analytical and performance monitoring skills.
• Familiarising self with the organisation’s financial management regime and decision-making authorities (through e-learning, training course or coaching from Finance staff as appropriate).

3. I can work confidently with financial data when making decisions: interpret trends, issues and risks in routine and, where appropriate, investment appraisals.

I can understand and can explain:

• the availability of data within financial systems and how I use it in my decision-making and forecasting.
• key cost behaviours (e.g. fixed v variable) and the difference between cash and accruals, and why these are important factors in business decisions.
• the principles of investment appraisal (incl.Green Book) and what constitutes a rigorous business case.
• the process for internal decision-making within the organisation, and how I can contribute and influence.

I can provide evidence that I have:

• bid for appropriate budgets.
• managed budgets actively, maximizing the value achieved by the organisation through timely action.
• provided accurate and timely input to routine financial reporting, including updates to forecasts.
• presented or input to rigorous investment appraisals.

• Coaching in the processes used in budgeting, investment appraisal, bidding for additional funding, forecasting.
• Coaching in interpreting financial reports, including variance analysis.
• “Training for non-Financial Managers” in core financial tools and principles: P&L and balance sheet; cash v accruals accounting; cost behaviours; investment appraisal; ratios
• Assertiveness training, to facilitate a challenging approach.

4. I can lead by example when incurring expenditure and managing business relationships and risks. I promote and enforce appropriate business rules.

I can understand and can explain:

• the “Nolan Principles” of Public Life and the code of conduct for my organisation
• concepts of Regularity and Propriety
• accountability within the organisation and of the organisation to Parliament (role of the Accounting Officer, HMT, NAO)
• internal control procedures

I can provide evidence that I have:

• considered and documented legal and financial authority for new expenditure proposals;
• managed expenditure in line with Parliamentary and internal financial authorities and delegations
• maintained and documented appropriate controls in my area of responsibility;
• contributed to statements of assurance on internal control for more senior managers

• Induction briefings, organisational handbooks; “Government Accounting”, HMT regularity and propriety guide; internal and NSG courses.

5. I can engage with finance experts and know when to provide them with routine or exceptional information.

I can understand and can explain:

• what finance professionals know and do
• where finance professionals are located in my organisation and how to contact them
• what information I have to provide and when to divisional/central Finance teams

I can provide evidence that I have:

• involved finance professionals and finance team in expenditure proposals;
• provided accurate financial returns as required

• Induction briefings, organisational handbooks, Introductions to resource accounting