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 plan, agree and monitor the delivery of stretching targets. I can identify and implement innovative ways to improve efficiency and effectiveness in the use of resource and assets.

I can understand and can explain:

• the underlying assumptions of the organisation’s business plan.
• how to optimise the use of assets, working capital and cash in the delivery of targets.

I can provide evidence that I have:

• used comparative data (e.g. benchmarking) to develop and challenge performance levels.
• applied knowledge of cost behaviours to identify potential inefficiencies and taken action to reduce or control costs.

• Ability to look across the business unit and to balance performance, both from an output perspective as well as an input perspective.
• An understanding of the general direction of the organisation ensuring that the business unit is in sync with the overall approach.
• Strong negotiation abilities.
• Strong financial and performance management skills.

3. I can interpret a wide range of financial information (including corporate financial reports) to make management decisions. I’m competent when approving investment appraisals.

I can understand and can explain:

• the availability of internal and external financial data across the organisation and what to ask for to support my decision-making and forecasting.
• how I would like management information to be developed to enhance future decision-making.
• what constitutes a rigorous business case or policy proposal and the key financial variables I look for when reviewing cases.

I can provide evidence that I have:

• bid for appropriate budgets, and challenged bids from staff & peers
• line-managed resources actively, assessing different sources and methods to maximise value achieved.
• demonstrated as bias for action and decision-making.

• “Training for non-Financial Managers” in core financial tools and principles: P&L and balance sheet; cash vs accruals accounting; cost behaviours; investment appraisal; ratios, interpreting financial reports.
• Assertiveness training, to facilitate a challenging approach.
• Performance management to enhance line-management review of controls.

4. I can provide assurance to the Board on the achievement of the highest standards of internal controls and public sector governance.

I can understand and can explain:

• the role of Internal and External Audit;
• principles and methods of Corporate Governance
• presentation of Accounting Information

I can provide evidence that I have:

• encouraged ethical and soundly based business practice in my area of responsibility;
• worked with Internal and External Auditors on regularity audit;
• represented and advocated public sector values and practices to non-government organisations
• provided Parliamentary and Public with transparent financial data

• Understanding corporate governance.
• Seminars and courses on the role of non-executive directors.
• Seminars and courses on the role of audit and risk committees.

5. I can work in partnership with finance experts to achieve the organisation’s goals.

I can understand and can explain:

• respective contribution of finance and other professional staff to departmental goals
• the performance of my area of responsibility in financial terms both to Finance and my management team

I can provide evidence that I have:

• involved finance professionals in strategy development and performance tracking for my area
• reviewed financial accounting and reporting issues in my area with finance professionals
• communicated openly

• Understanding the basics of management accounting, tools and techniques.
• Understood the ‘scorecard’ approach to managing business performance.
• Understand the financial management information produced by the organisation’s Core System.