Skip to main content
Skip to "About this site"
Skip to section menu

Guide to the Financial Officer Competency Profile

7.0 APPENDIX A: Financial Officer Competency Profile

Interpersonal Competencies
Communications	listens and questions effectively shares information willingly presents ideas clearly and persuasively responds constructively to diverse views writes clearly and concisely maintains timely communications communicates in a manner that generates enthusiasm and commitment listens to other points of view and strives to give a balanced picture	describes complex financial / technical issues clearly for both non-financial and financial audiences builds a consensus and successfully addresses diverse views outlines policy requirements and provides guidance within policy	explains sensitive business matters and highly complex issues clearly
Integrity / Ethics and Values	exercises integrity and ethics in all transactions acts in the public interest	avoids conflict of interest and maintains political neutrality challenges unethical behaviour in others	sets an example for others to follow
Negotiating / Persuading	presents own point of view and takes issues forward supports position with convincing information based on fact and the input of others	faces conflict but knows when compromise is appropriate assists in making effective trade-offs builds on points of agreement to achieve alternatives that optimize stakeholders' satisfaction	works toward a shared understanding and agreement on a common goal and result
Service Orientation	identifies and anticipates clients' needs for financial information, advice and other financial services takes personal responsibility for timely and quality service	seeks feedback on value of services implements immediate corrective action maintains organization's capacity to meet client needs ensures that staff understand their clients and their role in serving them	actively markets finance services and competencies and develops and communicates services builds positive and productive client relationships
Teamwork	participates as a team member, and adds value to discussions and deliberations respects ideas of all team members openly receives input from all team members	recognizes when team work is / is not an efficient approach energizes team members and builds their confidence in order to achieve goals identifies team members' strengths and weaknesses and adjusts their roles to maximize team output recruits capable team members with complementary skills	creates team strategies that are aligned with business needs and goals empowers team leaders and members to achieve results
Insight / Judgment	selects the right tasks or issues to work on knows when to share information and consult	displays diplomacy and discretion	exercises authority wisely selects options and takes action with due consideration of organizational culture and politics
Creative / Innovative Thinking	is open-minded, flexible, and receptive to alternative views that show promise	sees opportunity for improvement creates and promotes new ideas	fosters a climate that encourages innovation, creativity and risk taking asks fresh questions to trigger different thinking about issues and problems
Business Perspective Competencies
Strategic Thinking / Visioning	demonstrates knowledge of strategic business issues participates in the planning process	develops systems to monitor and measure the implementation of business and strategic plans participates actively in the development of performance indicators	assesses objectives and strategies to ensure consistency with the mission advocates strategic thinking and strategic planning promotes a vision of the Public Service participates actively in the development of strategic business plans
Organization and Public-Sector Knowledge	understands the relationship between departmental programs and functional areas understands and applies the Financial Administration Act and other relevant policies to ensure effective management understands and identifies core business line operations understands and explains the interrelationships among program activities	maintains extensive knowledge of core operational processes in the department, and appreciates their strengths and weaknesses recognizes external factors affecting operational success understands the policy-making function in government contributes to policy making and implementation understands and explains the basic machinery of government, the role of public interest, and governance	integrates financial and non-financial information with business strategies
Business Analysis / Cognitive Capacity	looks for trends / patterns, variances and management issues defines problems, their causes and effects applies analytical techniques	develops explanations for trends / patterns, variances and exceptional results in data compiles appropriate information and results expectations analyses and synthesizes relevant information to draw conclusions and to plan for the management of results and resources notes and responds to varying quality of data	able to make decisions in the absence of sufficient data integrates financial and non-financial performance information
Risk Management	balances the level of risks and controls in operations when adopting alternative approaches learns from experience, assesses risks, and makes recommendations for effective management and program delivery recognizes and advises the probability of alternative outcomes for options, and realizes that not all new ventures will succeed participates in discussions to mitigate risk	encourages, implements, monitors and revises risk-management strategies	communicates to senior management the assessment of risk and ways to reduce risks to acceptable levels
Functional Competencies
Strategic Resource Management	prepares reports, business plans, and forecasts analyzes operational performance and evaluates alternative outcomes of business strategies liaises with managers to understand and develop explanations	develops specialized reports explains program variances and implications links financial and non-financial performance measurements analyses current trends and determines the financial implications of likely outcomes builds and presents new analytical approaches analyses financial implications of policy, program and project proposals and alternative strategies researches and prepares the groundwork for partnering agreements	assesses budgets to check alignment with the department's goals plays a challenge role in assessing the financial implications of program and project proposals and the quality of related financial information participates in the development of partnering arrangements takes responsibility for overall resource strategy including sources and mechanisms
Expenditure and Cost Accounting	identifies and applies relevant cost accounting techniques (e.g., activity-based costing)	develops cost-accounting techniques to specifically address departmental / organizational needs	participates with senior management in strategic decision-making as a result of cost-accounting information accounts for expenditures (e.g., line objects, standard objects for sound expenditure management) provides information and advice in the development of expenditure reports (within department, Parliament and Public Accounts)
Revenue Management	interprets and applies fee-setting policy carries out credit checks, billing and collection	provides advice on revenue-generating opportunities advises on pricing strategies and fee setting	establishes revenue management policies works with TB / Central Agencies in identifying sources of funds / elimination of barriers / irritants provides advice on how to balance revenue-generation activities and the mandate of the organization has adequate understanding of the users, concerns and the related impacts on the sector participates in consultation with the users during the fee-setting exercise
Systems, Processes and Technology	identifies and explains the basic business functions, financial processes and administrative procedures of the organization recognizes the flow of transactions through the department maintains computer literacy on systems / applications critical to finance develops reports to respond to management information needs recognizes the interrelated links between systems, processes, and technologies trains others to use systems between applications (e.g., HR — Finance)	designs and maintains accounting systems and key financial business processes integrates new applications / software into work activities to improve processes identifies user requirements and related options to results in the organization and / or programs	aligns the structure of accounting processes to fit the overall organizational structure integrates information technology as a strategic resource communicates with internal and external stakeholders partners in developing the corporate technology strategy addresses the links between applications and ensures integration is able to re-engineer processes
Internal Control	applies appropriateness, adequacy, accuracy and reliability of internal control to protect assets (e.g., financial reporting and privacy of information) and identifies deficiencies	develops and implements appropriate internal control systems while providing flexibility so that managers may achieve results implements corrective action to address control deficiencies	designs delegation framework and authorities to allow for management flexibility while ensuring accountability advises on, and implements, government-wide standards for control to promote a sound management framework
Financial and Statutory Reporting and Accounting Principles	demonstrates basic knowledge of professional standards and practices that are relevant to the public sector applies generally accepted accounting principles, including accrual accounting and the Financial Information Strategy	demonstrates thorough knowledge of professional standards and practices that are relevant to the public sector presents and discusses applicability of, and arguments for and against, alternative accounting principles	demonstrates expert ability in the creation of new accounting principles anticipates the effect of new accounting principles on the organization and assists in the transition represents the department to the Auditor General, Public Accounts, Treasury Board, etc.
Leadership / Management Competencies
Effectiveness / Stamina / Stress Resistance	invests extra effort when required while balancing family and health pursues goals with determination and perseverance learns continuously	sets ambitious but attainable goals for self and the unit allows staff to balance workload and personal life	deals with conflictual, complex and / or stressful situations with composure and professionalism creates a performance-oriented environment has a high tolerance for ambiguity and stress creates a learning environment for others
Self-Confidence	retains composure and professionalism takes ownership and responsibility for decisions that may not be popular and / or may carry a risk of failure	promotes ideas or positions, even those that are unpopular deals with ambiguity and stays on track behaves in a consistent, predictable manner	makes decisions and has confidence to take on new challenges seeks opportunities to build his or her confidence
Developing People / Coaching	accepts, and acts on, constructive feedback helps staff develop their career plans	establishes and communicates performance expectations provides specific, constructive and positive feedback on performance	provides relevant information / coaching to improve performance and define career development needs (e.g., training, mobility, succession planning) encourages risk taking and makes allowances for mistakes
Change Management	responds positively to new ideas and the prospect of changing his or her perceptions	applies the principles of change management understands the extent of change possible given the current culture in the organization gains support and buy-in for non-traditional or innovative activities / decisions	has an implementation plan that allows staff and clients to make transitions deals practically with changes to processes and systems, and with the technology that enables the change
Project Management / Action Management	manages time effectively (e.g., schedules work, tracks time, handles more than one task at a time, provides status reports) highlights developing problems to colleagues and supervisors	balances time, resources and quality for optimal outcomes contributes to the development of a comprehensive project plan (e.g., goals, activities, tasks, time, responsibility, measurement) delegates work deals with problems and maintains control	identifies and sets scope and needs anticipates and manages external factors that are beyond control develops appropriate contingency plans to resolve problems allocates and reallocates resources across multiple projects to meet changing circumstances monitors performance and evaluates results
Problem Solving / Decision Making	knows when to seek help involves the right people in the decision-making process	defines the problem, weighs the options, and decisively selects a course of action	assesses risks and other environmental factors with political, bureaucratic and organizational consequences improves the performance of employees, and the organization as a whole, in the delivery of services considers the long-term implications of decisions develops proactive strategies to prevent or solve problems

Date modified:: 2008-07-10