| Outcomes of effective performance | Evidence that the competency level is achieved | Potential development activity |
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| 1. I have an intimate understanding of, and can guide the long-term development of, the organisation’s business model. I’m a compelling communicator of strategies, trends and risks. |
I can understand and can explain: - the financial strategy of the organisation within the broader government arena, including risks, constraints and policy implications.
- the recent financial performance of the organisation, why key trends have occurred, and what strategies are in place to improve future performance.
- the main economic and financial strategies of government.
I can provide evidence that I have: - made confident appearances at Select Committees and similar fora, explaining complex financial issues with clarity aligned to audience needs.
- led compelling internal staff briefings to set business direction, ensuring an understanding of key financial plans, goals, issues and risks.
- influenced Board decisions on key financial matters.
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- “Mini MBA” covering theory and practice of financial management, corporate finance and market economics.
- Briefings on economic policy.
- Updates on government economic and financial performance.
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| 2. With Board colleagues, I can set and monitor challenging business plan goals, targeting continuous improvement in the overall efficiency and effectiveness of the organisation’s resources. My long-term, innovative thinking and networking stimulates new opportunities or solutions and the early identification of corporate risks |
I can understand and can explain: - why the particular targets/ goals have been set for the organisational/ business plan.
- the relative costs and benefits of pursuing different delivery options.
- the key features of the Operating and Financial Review and Statement of Internal Control.
- general/ specific comparisons between public and private operations.
- how political and business issues/ drivers impact on the business.
- effective corporate governance and risk management.
I can provide evidence that I have: - been instrumental in agreeing/ influencing the targets included in the business/organisational plan
- identified systematic issues/problems which would impact on ability to deliver the plan and developed solutions to deal with these.
- identified and promoted opportunities to instil rigor into the organisation’s systems and procedures.
- researched commercial practice, challenging and taking up best examples.
- made effective representation in the commercial and public service arenas.
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- Provision of briefings for Permanent Secretary and Ministers alike • Strong financial and performance management skills
- Develop an awareness of political and business issues/ drivers.
- Gain experience and network within the wider commercial market.
- Enhance skills in corporate governance and risk management.
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| 3. I am fluent at interpreting a wide range of financial information, including market analyses, and can use this to determine policy and strategy. |
I can understand and can explain: - what financial data I need to support my decision-making and forecasting.
- how management information needs to be developed to improve Board decisions and what organisational risks exist in the meantime.
- the key financial variables I look for when assessing or reviewing policy and investment decisions.
I can provide evidence that I have: - challenged plans and budgets at Board level
- undertaken routine reviews of financial performance and held staff to account for their decisions.
- demonstrated as bias for action and decision-making.
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- “Mini MBA”: core financial tools and principles: strategic financial management, corporate finance, interpreting financial reports.
- Performance management to enhance line-management review.
- One to one coaching in accounting and financial management on the more complex areas e.g. long-term financing.
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| 4. I can foster an organisational culture that encourages best practice and public sector governance. I consistently monitor business performance against these standards. |
I can understand and can explain: - institutional structures and organisational behaviors;
- comparative practice in public and private sector bodies
I can provide evidence that I have: - reviewed and set governance and internal control framework for my area;
- advocated high standards of ethical behaviour to colleagues and subordinates
- advised Ministers/Board on issues of regularity and propriety
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- Service as a non-executive director for a public sector body.
- Service on an audit and/or risk committee.
- Practical experience of governance practice in other organisations
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| 5. I can champion the role of Finance within the organisation, and maintain an effective relationship with my Finance Director. |
I can understand and can explain: - the strategic role of finance and financial management
- structure of professional development for finance professionals and finance management skills for other staff in my organisation
- sources and significance of strategic level financial information
I can provide evidence that I have: - worked with senior finance professionals to integrate finance issues into corporate strategy
- collaborated to specify meaningful strategic level financial information requirements
- nsure effective collaboration between finance and other staff in my command.
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- Have undertaken structured training in the area of strategic financial management.
- Understanding of the impact of changes in accounting policy to short, medium and long term financing.
- Seek one-to-one coaching from the appropriate financial professional.
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