JFMIP-ET-99-11
U.S. Government Chief Financial

Officers Council

The Joint Financial Management

Improvement Program

The members of the U.S. Government Chief Financial

Officers (CFO) Council—the CFOs and Deputy CFOs of all

the 24 largest Federal agencies and senior officials of the

Office of Management and Budget and the Department of

the Treasury—work collaboratively to improve financial

management in the U.S. Government. The CFO Council

has become a strong force for active cooperation among

agencies dealing with common problems. Its composition

of both political appointees and senior career civil servants

ensures collaboration and continuity of effort.

Under the Chief Financial Officers Act of 1990, the

CFO Council was established to advise and coordinate the

activities of the agencies of its members on such matters as

consolidation and modernization of financial systems,

improved quality of financial information, financial data

and information standards, internal controls, legislation

affecting financial operations and organizations, and other

financial management matters.

The CFO Act legislated broad authority for each CFO

to oversee all financial management activities relating to

the programs and operations of the agency. With this

authority, the CFO will ensure that sound financial

management practices are applied in all organizational

components of his or her agency and that modern

automated financial systems and tools are used. Specific

CFO authority varies agency by agency, but may include

some or all of the following financial and general

management components: budget formulation and

execution, facilities or property management, financial

operations and analysis, financial systems, grants

management, information resources management,

personnel, and procurement. Information of the CFO

Council can be found at its website:

www.financenet.gov/financenet/fed/cfo/cfo.htm

The JFMIP is a joint and cooperative undertaking of the U.S.

Department of the Treasury, the General Accounting Office, the

Office of Management and Budget, and the Office of Personnel

Management working in cooperation with each other and other

agencies to improve financial management practices in

government. The Program was given statutory authorization in

the Budget and Accounting Procedures Act of 1950 (31 USC 65).

Leadership and program guidance are provided by the four

Principals of the JFMIP—Comptroller General of the United

States, Secretary of the Treasury, and the Directors of the Office

of Management and Budget, and the Office of Personnel

Management. Each Principal designates a representative to serve

on the JFMIP Steering Committee, which is responsible for the

general direction of the Program. The JFMIP Executive

Director, and a program agency representative (who serves for 2

years) are also on the Steering Committee.

The Program promotes strategies and guides financial

management improvement across government; reviews and

coordinates central agencies activities and policy promulgations;

and acts as catalyst and clearinghouse for sharing and

disseminating information about good financial management

practices. This information sharing is done through conferences

and other educational events, newsletters, meetings with

interagency groups and agency personnel, and through

FinanceNet, an electronic clearinghouse on the Internet.

The JFMIP has worked on interagency projects that

developed a financial systems framework and financial systems

requirements. For the future JFMIP plans to assist Federal

agencies in improving their financial systems through its

Program Management Office. The Office will work on revising

the Federal government’s requirements definition, testing, and

acquisition processes; the first target of opportunity is core

financial systems. The objectives of the Office are to develop

systems requirements, communicate and explain Federal and

agency needs, provide agencies and vendors information to

improve financial systems, ensure that products meet relevant

system requirements, and simplify the procurement process.

Information on JFMIP can be found at its website:

www.financenet.gov/financenet/fed/jfmip/jfmip.htm or call

202/512-9201.
Foreword

Recent legislation aimed at improving financial management has had a significant impact. With the

enactment of the Federal Financial Management Improvement Act, Agency personnel are now required

to use new Federal accounting standards that are intended to provide greater accountability and better

decision-making in a cost effective manner. Requirements associated with the Government

Performance and Results Act have created a stronger and more visible link between the use of financial

resources and the accomplishment of program goals. Highly qualified and multi-skilled personnel are

needed to perform the more complex tasks demanded of Federal financial managers to assist in having a

more efficient and effective government.

The Human Resources Committee of the U.S. Chief Financial Officers (CFO) Council and the Joint

Financial Management Improvement Program (JFMIP) have undertaken efforts to improve the

recruitment, training, retention, and performance of Federal financial management personnel. Since

1995, they have centered on a well-defined set of core competencies for financial management personnel.

 The core competency documents articulate the knowledge, skills, and abilities that are appropriate to

help individuals be successful in their jobs. A review board was established to ensure the currency of

these documents. Core competencies for accountants, budget analysts, and financial managers were

reviewed. We will be issuing the revisions separately for each of these occupations. Note: The U.S.

Office of Personnel Management (OPM) issues all qualification and classification standards. Therefore,

position qualification and classification standards are not included in these documents.

For the purpose of this document, a Financial Manager is defined as: An individual who is empowered

to manage the financial resources of an organizational segment, field establishment, bureau, department,

independent Agency, or other organizational entity of the Federal government. A financial manager is

responsible for managing/supervising financial staff services, controlling the financial resources of the

organization, managing and analyzing financial data, developing financial policies and procedures, and

assisting senior management in decision-making, goal development, and overall management activities.

 This document, Core Competencies for Financial Managers in the Federal Government, identifies

financial manager core competencies under four general categories: Strategic Vision, Resource and

Program Management, Human Resources Management, and General. These core competencies

(knowledge, skills, and abilities) enable financial managers to meet the challenges of today's changing

environment and the future.

In addition to the technical core competencies, leadership competencies must also be considered. 

Leadership competencies are the personal and professional attributes that are critical to successful

performance in many occupations. The U.S. Office of Personnel Management (OPM) issued the

Leadership Effectiveness Framework (LEF). LEF defines 27 competencies that are important for

effective performance at all leadership levels within the Federal Government. OPM identified five

fundamental executive qualifications found on its website: http://www.opm.gov/ses/html/ecq4.htm.

In 1998, the CFO Council approved the Statement of Principles for Federal Financial Education and

Training (Appendix A). The Statement should be used in conjunction with this document and the

other core competencies documents (Appendix B). The core competencies documents will promote a

better understanding of human resources development in the Federal government. If you have any

comments or changes to this document, please contact the CFO Human Resources Committee or

JFMIP.
Core Competencies for Financial Managers

II

Contents

Introduction.......................................................................................................................................1

Matrix

 Strategic Vision ............................................................................................................................3

 Resource and Program Management............................................................................................6

 Human Resources Management.................................................................................................. 14

 General...................................................................................................................................... 16

Appendices

A............ Chief Financial Officers Council, Statement of Principles for Federal Financial Education

 and Training....................................................................................................................... 21

B Core Competencies Documents Issued for Various Disciplines .................................................. 22

C List of Abbreviations............................................................................................................... 23

D Major Contributors ................................................................................................................ 24

E Instructions for Completing the Generic Individual Development Plan Guide for Fiscal Year.... 25
Core Competencies for Financial Managers

1

Introduction

The focus of the Core Competencies for Financial Managers is to highlight the knowledge, skills and

abilities (KSAs) that financial managers should develop in order to perform their functions effectively.

The matrix that follows also identifies formal developmental activities that may help to build those

KSAs.

By using these and other financial management core competencies as a guide for staff training and

development, agencies will enhance the capabilities of their employees and improve their resource

management performance.

The matrix lists 22 core competencies for financial managers under four general categories:

ÿ Strategic Vision,

ÿ Resource and Program Management,

ÿ Human Resources Management, and

ÿ General.

Unlike the core competencies for budget analysts and accountants, these competencies are not broken

down into levels (entry, intermediate and senior). This is because the core competencies for all

supervisory and non-supervisory staff are basically the same.

While financial managers are strongly encouraged to pursue developmental activities under each of the

four general categories, they will need to use their discretion to decide what KSAs they need to develop

most in order to perform their functions. This matrix provides a framework from which financial

managers can make important professional development decisions.

Because the functions of financial managers vary from position to position and from Agency to Agency,

not every core competency listed in the matrix may appear to be relevant to every manager. If viewed as

a whole, the matrix will enable financial managers to consider the full spectrum of their developmental

needs and guide their decisions.

For example, a branch chief supervising employees who produce financial reports never considered the

utility of knowing how to develop budget submissions since another branch handled that function.

However, because budget formulation is a component of the Resource and Program Management core

competencies, the branch chief decides to take training on budget formulation. As a result, the manager

is able to see how reformatting spending reports could make them more useful to program managers

preparing the next budget submission.

How to Use this Document

This document is a guide to help financial managers and personnel when engaged in workforce

planning, career development, and other human resources functions. It should stimulate discussion

between management and staff regarding professional goals and expectations, and the appropriate

training choices and assignments to reach those goals. The individual and the manager should use this

guide when developing an Individual Development Plan (IDP) for the employee. A sample IDP can be

found in Appendix E. We also encourage the human resources community to use this guide, as well as

the other guides in this series, when servicing their financial/budget communities.

While this document attempts to provide guidance on what KSAs managers need to develop, each

financial manager will need to review this document closely and adapt the information to help set and

achieve personal development goals. Depending on their particular responsibilities, managers may

choose to emphasize certain competencies over others. For example, a division director overseeing 300

employees may want to spend more time on human resources management competencies, while a

policies branch chief focuses more on program development and evaluation.
Core Competencies for Financial Managers

2

In addition to listing core competencies for financial managers, this document provides guidance on

how to develop the competencies. It lists what the learning objectives should be for potential

developmental activities. A variety of courses and work experiences to achieve these learning experiences

are provided for each of the four general categories. By pursuing these developmental activities,

individuals should develop skills and expose themselves to information that will help them become

more effective in their critical positions as resource managers.

Training Resources

Agencies, educational institutions, and commercial training providers offer a range of courses to help

employees attain the competencies described in this document. Classroom instruction is generally

essential to learning the basic concepts, principles and policies of all the financial management

disciplines. The knowledge gained must also be reinforced with practical applications in the workplace.

 And since no discipline is static, learning must be a continuous exercise, both in and out of the

classroom setting.

An excellent resource for financial managers to find education and training suited to their specific needs

is through the Internet. The FinanceNet address--http://www.financenet.gov/--provides access

to the web pages that contain many of the course catalogs and training materials form both private and

public sector organizations in the education and training business.

Financial managers, as all workers, will also benefit from management training in leadership, quality

management, team management and oral and written communications.

Conclusions and Recommendations

The Human Resources Committee of the CFO Council, JFMIP, and other financial management

leaders throughout government have recommended and supported the development of the core

competencies documents. The Review Boards were established to ensure the currency and accuracy of

these documents. For core competencies to be most effective, financial managers and other leaders need

to fully support and promote their use within their organizations. Agencies are encouraged to share

their best practices in education and training with other departments and with JFMIP for posting on

FinanceNet to realize maximum benefit to the government.
Core Competencies for Financial Managers

3

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

A. Strategic Vision

1. Knowledge of applicable legislative, administrative and

regulatory requirements (including the Government

Performance and Results Act), and the impact of those

requirements on stakeholders, customers (and other

organizations), Agency strategic plans and Agency

operations.

Identify and interpret planning

requirements of major legislative and

administrative programs.

Define roles and missions of Agency

and component organizations as

necessary to carry out requirements.

Courses:

Principles of Federal Appropriations Law

Strategic planning

GPRA implementation

Budget formulation

Budget justification

Budget execution

Federal government accounting

CFO Act

Work Experience:

Developing strategic and operational plans.

Advocating Agency and organizational positions.

Managing organizations.

Resolving conflicts.

Testifying on behalf of Agency.

Building relationships/teams with peers/subordinates.

Rotating to other relevant program areas for experience.

Participating in Agency planning meetings.

Participating in inter-agency meetings, workgroups and

professional organizations.

2. Knowledge of the strategic planning process and how it

relates to the budget formulation process.

Identify major steps of effective

planning and resource projection

processes.

Identify potential linkages between

planning and budgeting.

Describe types of information needed

for strategic planning.

Courses:

Strategic planning

Principles of Federal Appropriations Law

Leadership

Customer orientation/service

Organizational theory

Decision making

Public relations

GPRA implementation

Budget formulation

Budget execution

Performance-based budgeting

Performance measurement
Core Competencies for Financial Managers

4

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

Program evaluation

Cost benefit analysis

Work Experience:

Developing strategic and operational plans.

Advocating Agency and organizational positions.

Managing organizations.

Building relationships/teams with peers/subordinates.

Participating in Agency planning meetings.

3. Ability to develop creative and innovative solutions to

complex financial, budget, and program management

issues that increase program effectiveness and customer

service, while decreasing/maintaining unit cost.

Identify problem-solving methods and

techniques, such as brainstorming and

reinvention exercises.

Identify best practices in leveraging

funds and using available funding

mechanisms.

Solve problems using appropriate

problem-solving methods and

techniques.

Courses:

Strategic planning

Budget formulation

Budget execution

Federal government accounting

Cost accounting

Federal auditing standards

Leadership

Customer orientation/service

Decision making

Creative thinking

Problem solving

Individual effectiveness

Work Experience:

Developing strategic and operational plans.

Managing organizations.

Participating in Agency planning meetings.

Rotating to an Agency with central responsibility for finance,

budget and program management policies.

Participating in inter-agency meetings, workgroups and

professional organizations.

Writing articles for professional journals, speaking before

professional groups or civic organizations.

4. Ability to identify problems and potential concerns,

provide leadership and involve others in the decision

Identify managerial and personal

characteristics in the context of impact

Courses:

Strategic planning
Core Competencies for Financial Managers

5

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

making process, and build support for options that

provide solutions.

on operations.

Describe models for decision making

and maximizing group strengths.

Demonstrate leadership tools and

techniques.

Congressional operations

Presentation skills

Leadership

Personnel management

Customer orientation/service

Organizational theory

Decision making

Public relations

Work Experience:

Developing strategic and operational plans.

Advocating Agency and organizational positions.

Managing organizations.

Resolving conflicts.

Testifying on behalf of Agency.

Building relationships/teams with peers/subordinates.

Rotating through or gaining background in other (relevant)

program areas.

Participating in Agency planning meetings.

5. Ability to identify problems, provide leadership, and

identify creative and innovative solutions to complex

financial management systems development issues.

Identify and interpret Federal

financial systems requirements from

the OMB, JFMIP and Treasury

Department issuances.

Identify functional and technical

requirements for major financial

system components.

Design complex financial system

components and interfaces.

Evaluate strategic information

technology directions for financial

systems plans.

Identify opportunities for business

Courses:

FFMIA

Capital Programming Guide (OMB Circular A-11, Part 3)

Federal procurement

Financial systems requirements

Financial reporting

Contract management

Work Experience:

Designing and implementing major financial systems.

Developing detailed specifications for financial system

components.

Developing financial system strategic plans.

Evaluating system development plans.

Developing budget justifications for major system 

implementations.

Participating in major system acquisition process from
Core Competencies for Financial Managers

6

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

practice improvements enhanced by

improved financial systems.

Understanding the concepts and

techniques of cross-servicing,

outsourcing and franchising as they

relate to the organizations needs and

support for financial systems.

RFP, bench marking, testing and implementation.

Managing financial systems operations.

Preparing A-127 reviews.

Participating in inter-agency meetings, workgroups and

professional organizations.

6. Knowledge of all applicable Agency, legislative,

administrative, and regulatory requirements that define

resource management functions and their impact on

external organizations and Agency operations.

Identify and interpret requirements of

major program and support areas.

Define roles and missions of

organizations as necessary to carry

out requirements.

Courses:

Federal budget process

Budget planning and formulation

Budget execution and funds control

FMFIA

FFMIA

CFO Act and other reform legislation

GPRA

GMRA

Management Accountability and Control

Principles of Federal Appropriations Law

Fundamentals of Government procurement

Cash management

Federal government accounting

Federal asset management

Federal auditing standards

Economic analysis

Capital Programming Guide (OMB Circular A-11, Part 3)

Work Experience:

Dealing with competing requirements for declining resources.

Preparing organizational budget submission.

Managing organization’s budget execution.

Instituting management controls and conducting reviews.

Planning for and managing plant, property and equipment.

Managing organization’s procurement procedures and

processes.

Presenting and communicating program goals, objectives and
Core Competencies for Financial Managers

7

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

accomplishments, including resource requirements.

B. Resource and Program Management

7. Knowledge of structure for appropriations and other

funds that support programs and mission of the Agency

and how fund management impacts on program

achievement.

Identify statutory and regulatory

requirements associated with budget

execution.

Describe funds control and identify

internal policies that ensure

administrative control of funds.

Demonstrate necessary budget

functions to accomplish

organizational mission within legal

parameters.

Explain options for maximizing

resources in complex operating

environments.

Understand the concepts and

techniques of cross-servicing,

outsourcing and franchising as they

relate to the organizations needs.

Courses:

Federal Budget Process

Budget planning and formulation

Budget execution and funds control

Appropriations Law

Fundamentals of Government Procurement

Cash management

Credit Reform

Federal government accounting

Federal auditing standards

Federal asset management

Management and program analysis

Strategic planning

Risk analysis

Cost/benefit analysis

Managerial accounting

Management integrity

Contract management

Work Experience:

Dealing with competing requirements for declining resources.

Preparing organizational budget submission.

Managing organization’s budget execution.

Managing organization’s procurement procedures and

processes.

Rotating through or gaining managerial experience in a

distinct program area.

Working cooperatively with program managers to establish

program goals, including the alignment of resources and

requirements with program goals.

Assessing program performance.

Identifying weaknesses and developing improvement plans.

Networking with contacts of supporting organizations.
Core Competencies for Financial Managers

8

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

Communicating program goals, objectives, and

accomplishments.

Evaluating effective management controls.

Instituting management controls and conducting reviews.

Planning for and managing plant, property, and equipment.

Presenting and communicating program goals, objectives, and

accomplishments, including resource requirements.

8. Ability to assess risk and implement appropriate

management control systems within the Agency,

including a quality assurance program; and to effectively

support program auditors, respond to findings and

harness audit information for program improvement.

Identify legislative and administrative

requirements.

Identify specific functional areas

relevant to the review and

implementation of management

controls.

Describe roles and responsibilities

within the organization for

maintaining and monitoring the

controls.

Relate potential impacts of

requirements on operations.

Describe approaches to working with

auditors and using audit information.

Relate risk assessment and

management controls to program

performance management.

Courses:

FMFIA

FFMIA

CFO Act and related reform legislation

Appropriations Law

Federal government accounting

Federal auditing standards

Basic leadership methods

Management and program analysis

Basics of performance measurement

Reengineering techniques and processes

CIO Act – The Clinger-Cohen Act

OMB Circular A-130

Statistics

Strategic Planning

Risk analysis

Risk assessment

Cost/benefit analysis

Management integrity

Work Experience:

Developing performance plans and instituting performance

measures.

Instituting Agency management control programs.

Implementing and supporting management information
Core Competencies for Financial Managers

9

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

systems.

Presenting and communicating program goals, objectives, and

accomplishments, including resource requirements.

Rotating through or gaining managerial experience in a

distinct program area.

Providing customer feedback opportunities.

Establishing program goals, objectives, and milestones for 

new or existing programs, including resource requirements.

Assessing program performance.

Developing solutions to specific problems.

Identifying weaknesses and developing improvement plans.

Networking with contacts of supporting organizations.

Communicating program goals, objectives, and 

accomplishments.

Evaluating effective management controls.

Reengineering key organizational processes.

Managing processes for applying technology into workflow.

9. Knowledge of management and evaluation systems that

use performance measurement and cost accounting, and

the ability to use them to achieve program objectives.

Identify types of performance

measures and what level of

information they provide to decision

makers.

Describe methods for evaluating

programs with diverse customer base.

Identify principles of cost accounting.

Describe strategies for implementing

cost accounting for strengthening

resource management.

Identify potential benefits of

performance measurement and cost

accounting to strategic management

process.

Courses:

Federal budget process

Budget planning and presentation

Budget execution and funds control

FMFIA

FFMIA

CFO Act and other reform legislation

Public Finance

Appropriations Law

Federal government accounting

Federal asset management

Management and program analysis

Basics of performance measurement

Reengineering techniques and processes

Problem solving and decision making

Creative thinking

Strategic planning

Cost benefit analysis

Management integrity
Core Competencies for Financial Managers

10

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

Managerial economics

Managerial cost accounting

Modeling diagnostics (statistical)

Risk analysis

Briefing skills

Work Experience:

Dealing with competing requirements for declining resources.

Preparing organizational budget submission.

Managing organization’s budget execution.

Instituting management controls and conducting reviews.

Implementing and supporting management information

systems.

Planning for and managing plant, property, and equipment.

Presenting and communicating program goals, objectives, and

accomplishments, including resource requirements.

Rotating through or gaining managerial experience in a

distinct program area.

Developing and instituting performance measures.

Providing customer feedback opportunities.

Establishing program goals, objectives, and milestones for 

new or existing programs, including resource requirements.

Assessing program performance.

Developing solutions to specific problems.

Identifying weaknesses and developing improvement plans.

Networking with contacts of supporting organizations.

Communicating program goals, objectives, and 

accomplishments.

Evaluating effective management controls.

Reengineering key organizational processes.

Managing processes for applying technology into workflow.

10. Ability to acquire and analyze financial data and

communicate the results to a diverse audience. Ability

to establish and maintain an integrated financial

management information system, including the

establishment and maintenance of appropriate internal

Identify sources of financial

information and describe the

capabilities of the systems in which

the information is gathered, stored,

and generated.

Courses:

Federal budget process

Budget planning and formulation

Budget execution and funds control

FMFIA
Core Competencies for Financial Managers

11

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

controls to ensure the generation of timely, accurate,

and consistent financial information. Identify potential users of financial

information and the specific

information required to carry out

assigned responsibilities.

Identify internal and external

reporting requirements that

incorporate financial data.

Describe pre-programmed and routine

reports from key systems, along with

other strategies for satisfying the

organizational needs for financial

information.

Identify best practices for

implementing and maintaining

financial information systems.

Identify techniques for evaluating and

improving internal controls and the

accuracy of financial information.

FFMIA

CFO Act and other reform legislation

Appropriations Law

Fundamentals of government procurement

Cash management

Federal government accounting

Federal asset management

Capital Programming Guide (OMB Circular A-11, Part 3)

CIO Act – The Clinger-Cohen Act

Problem-solving

Creative thinking

Basic leadership methods

Federal financial management systems

Contract management

Work Experience:

Dealing with competing requirements for declining resources.

Preparing organizational budget submission.

Managing organization’s budget execution.

Instituting management controls and conducting reviews.

Implementing and supporting management information

systems.

Planning for and managing plant, property, and equipment.

Managing organization’s procurement procedures and 

processes.

Presenting and communicating program goals, objectives, and

accomplishments, including resource requirements.

11. Ability to prepare budget submissions according to

prescribed format and specifications.

Describe the budget formulation cycle.

Identify requirements for various

stages in the budget formulation cycle.

Describe theory and options in

addressing budget strategies.

Identify key issues and potential

Courses:

Federal budget process

Budget planning and formulation

Budget execution and funds control

FMFIA

CFO Act and other reform legislation

Appropriations Law

Problem-solving

Creative thinking
Core Competencies for Financial Managers

12

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

barriers to effectiveness. Basic leadership methods

Work Experience:

Dealing with competing requirements for declining resources.

Preparing organizational budget submission.

Managing organization’s budget execution.

Instituting management controls and conducting reviews.

Implementing and supporting management information

systems.

Planning for and managing plant, property, and equipment.

Managing organization’s procurement procedures and 

processes.

Presenting and communicating program goals, objectives, and

accomplishments, including resource requirements.

12.

Knowledge of budget activities and the relationship of

these activities to the organization and the program

goals.

Identify primary legislative, regulatory

and administrative requirements

pertaining to function-specific

performance.

Interpret requirements for

implementation within the context of

Agency organization.

Identify and interpret authoritative

guidance and establish procedures to

ensure compliance and consistency

within program/account areas.

Identify the awareness of customer

needs and their impact on function

performance.

Courses:

Management and program analysis

Basics of performance measurement

Statistics

Strategic planning

Risk analysis

Cost/benefit analysis

Managerial cost accounting

Management integrity

Reengineering techniques and processes

Work Experience:

Rotating through or gaining managerial experience in a

distinct program area.

Developing and instituting performance measures.

Providing customers feedback opportunities.

Establishing program goals, objectives, and milestones for 

new or existing programs, including resource requirements.

Assessing program performance.

Developing solutions to specific problems.

Identifying weaknesses and developing improvement plans.

Communicating program goals, objectives, and 
Core Competencies for Financial Managers

13

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

accomplishments.

Evaluating effective management controls.

Reengineering key organizational processes.

Managing processes for applying technology into workflow.

13. Knowledge of and ability to use principles, methods,

techniques, and systems of financial management to

improve program effectiveness and customer service.

Describe innovative and emerging

trends in financial management to

improve operations and customer

service.

Identify technological and processoriented tools to support financial

management functions.

Share implementation strategies to

increase the impact of new

technologies and process

improvements.

Courses:

Management and program analysis

Strategic planning

Basics of performance measurement

Statistics

Modeling diagnostics (statistical)

Problem solving and decision making

Creative thinking

Risk analysis

Cost/benefit analysis

Managerial cost accounting

Managerial economics

Public finance

Management integrity

Reengineering techniques and processes

Briefing skills

Work Experience:

Rotating through or gaining managerial experience in a

distinct program areas.

Developing and instituting performance measures.

Providing customers feedback opportunities.

Establishing program goals, objectives, and milestones for 

new or existing programs, including resource requirements.

Assessing program performance.

Developing solutions to specific problems.

Identifying weaknesses and developing improvement plans.

Networking with contacts of supporting organizations.

Communicating program goals, objectives, and 

accomplishments.

Evaluating effective management controls.

Reengineering key organizational processes.
Core Competencies for Financial Managers

14

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

Managing processes for applying technology into workflow.

14. Ability to assess customer needs and customer

satisfaction, make recommendations and implement

improvements to enhance the delivery of goods and

services to customers.

Discuss methods and tools to

measure customer satisfaction and

monitor customer needs.

Identify methods and techniques to

benchmark and assess delivery of

goods and services to customers and

actions to improve such delivery.

Identify modifications to improve

customer service.

Courses:

Management and program analysis

Basics of performance measurement

Statistics

Problem solving and decision making

Creative thinking

Strategic planning

Reengineering techniques and processes

Work Experience:

Providing customers feedback opportunities.

Establishing program goals, objectives, and milestones for 

new or existing programs, including resource requirements.

Assessing program performance.

Rotating through or gaining managerial experience in a

distinct program area.

Networking with contacts of supporting organizations.

Communicating program goals, objectives, and 

accomplishments.

Reengineering key organizational processes.

C. Human Resource Management

15. Knowledge of how human resources policies and

practices support the missions and functions of the

Agency; applicable legislative, administrative, and

regulatory requirements; and impacts of human

resources policies on external organizations and Agency

Explain the primary statutory and

regulatory provisions governing the

Agency’s program performance and

decision-making processes in regard to

human resources.

Courses:

Management fundamentals

Federal personnel procedures

Public administration

Motivation and coaching

Managing diverse staffs
Core Competencies for Financial Managers

15

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

operations. Describe the roles of Agency support

organizations and how they support

the organization’s personnel function.

Identify requirements, techniques, and

processes involved with recruiting,

evaluating, and terminating

employees.

Identify organizational and

administrative barriers to program

effectiveness.

Describe Agency’s relationship with

OMB, other agencies, and public,

private and non-profit organizations

in regard to human resources

management and related processes.

Identify management controls and

key documents associated with

human resources functions.

Conflict resolution

Team-building

Interpersonal skills

Organizational development

Organizational behavior

Employee problem resolution

Negotiation skills

Multiple project management

Individual strengths and assessment

Mentoring

Evaluating performance

Equal employment opportunity

Sexual harassment

Adverse action

Disability awareness

Substance abuse awareness

Ethics, standards of conduct

Labor management

Work Experience:

Managing a diverse workforce.

Developing and implementing a recruitment plan.

Providing employees with evaluations.

Negotiating customer service.

Serving on Agency human resources councils.

Rotating to other relevant areas for experience.

Managing cross-agency teams.

Negotiating and resolving management/labor issues.

16. Ability to manage human resource planning, recruitment

and selection processes to acquire and maintain a diverse

workforce in support of the Agency’s mission and

meeting customer needs.

Identify statutory and regulatory

requirements associated with funding

positions.

Identify requirements as they impact

subordinate and component staffs. 

Courses:

Management fundamentals

Federal personnel procedures

Managing diverse staffs

Organizational development

Organizational behavior
Core Competencies for Financial Managers

16

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

Explain options for maximizing

human resources in complex operating

environments. Describe effective

workload models for computing

manpower needs.

Explain advantages, challenges, and

special skills associated with

maintenance of diverse workforce.

Public Administration

Negotiation skills

Interpersonal skills

Multiple project management

Labor management

Budget formulation

Budget execution

Work Experience:

Managing a diverse workforce.

Developing and implementing a recruitment plan.

Negotiating customer service.

Assisting staff with individual development plans.

Leading team-building exercises.

Serving on Agency human resource councils.

Negotiating and resolving management/labor issues.

17. Skill at building teams and fostering cooperation

throughout the organization.

Identify principles of team-building

and group dynamics.

Demonstrate team-building

techniques and methods.

Describe basic conflict resolution

methods and their application to

workplace situations.

Demonstrate how to resolve conflicts

and maintain a team environment.

Courses:

Management fundamentals

Federal personnel procedures

Motivation and coaching

Managing diverse staffs

Conflict resolution

Team-building

Interpersonal skills

Organizational development

Employee problem resolution

Negotiation skills

Multiple project management

Individual strengths assessment

Mentoring

Evaluating performance

Ethics, standards of conduct

Labor management

Work Experience:

Managing a diverse workforce.

Developing and implementing a recruitment plan.

Providing employees with evaluations.

Negotiating customer service.
Core Competencies for Financial Managers

17

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

Assisting staff with individual development plans.

Leading team-building exercises.

Serving on Agency human resource councils.

Rotating to other relevant areas for experience.

Managing cross-agency teams.

Negotiating and resolving management/labor issues.

18. Ability to optimize workforce potential to meet the

Agency’s strategic vision.

Identify options for motivation and

development of subordinate staff.

Describe necessary characteristics of

effective development programs.

Detail effective motivational strategies

for function-specific work.

Describe coaching techniques and

other practices encouraged to assist

employees in achieving their

maximum performance potential.

Describe mechanism for providing

constructive feedback, flexibility, and

encouragement.

Identify options for assigning and

monitoring workloads among staff to

achieve maximum results and benefits

for organization.

Courses:

Management fundamentals

Federal personnel procedures

Motivation and coaching

Managing diverse staffs

Conflict resolution

Team building

Interpersonal skills

Organizational development

Employee problem resolution

Negotiation skills

Multiple project management

Individual strengths assessment

Ethics, standard of conduct

Work Experience:

Managing a diverse workforce.

Developing and implementing a recruitment plan.

Providing employees with evaluations.

Negotiating customer service.

Assisting staff with individual development plans.

Leading team-building exercises.

Serving on Agency human resource councils.

Rotating to other relevant areas for experience.

Managing cross-agency teams.

Negotiating and resolving management/labor issues.

D. General
Core Competencies for Financial Managers

18

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

19. Ability to advocate positions, communicate information

and present ideas and instruction both orally and in

writing to internal and external groups.

Explain methods and techniques for

organizing information in a coherent

and logical manner.

Gain experience speaking in front of

groups and in impromptu settings.

Identify proper grammar and

acceptable sentence structure for

business writing.

Explain key principles of effective

communication and rhetorical

analysis.

Prepare and present a briefing.

Prepare and/or review written

correspondence.

Courses:

Effective writing and editing

Listening

Briefing techniques

Congressional operations

Networking

Interagency program issues

Conflict management

Customer orientation/TQM

Work Experience:

Working with program offices.

Serving on intra-agency workgroups.

Providing reports to Agency management.

Supporting budget requests/proposals.

Responding to phone/written inquiries.

Briefing managers outside chain on organization’s 

activities/plans.

Preparing responses for central agencies.

Serving on interagency workgroups.

Responding to inquiries from public, Congress, other agencies,

and other organizations.

Preparing or delivering testimony.

Representing Agency before outside organizations.

Providing oral information or issuing correspondence to 

Congress, central agencies, State and local governments, and

other non-governmental organizations.

20. Ability to identify key internal and external contacts and

maintain the appropriate personal networks in support of

the organization’s information needs and interests.

Identify key contacts within the

Agency, other government offices and

the private sector.

Describe benefits of establishing and

maintaining a network of contacts.

Identify techniques for maintaining

personal networks.

Courses:

Effective writing and editing

Listening

Briefing techniques

Congressional operations

Conflict management

Customer orientation/TQM

Work Experience:
Core Competencies for Financial Managers

19

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

Working with program offices.

Serving on intra-agency workgroups.

Providing reports to Agency management.

Supporting budget requests/proposals.

Responding to phone/written inquires.

Briefing managers outside chain on organization’s 

activities/plans.

Preparing responses for central agencies.

Serving on inter-agency workgroups and participating in

professional financial organizations.

Responding to inquiries from public, Congress, other agencies,

and other organizations.

Preparing or delivering testimony.

Representing Agency before outside organizations.

Providing oral information or issuing correspondence to 

Congress, central agencies, State and local governments, and

other non-governmental organizations.

21. Ability to work well on teams and in support of common

objectives among groups.

Identify personal strengths and

weaknesses.

Participate in exercises designed to

underscore group dynamics and

personal effectiveness.

Provide an assessment of the impacts

of various personal styles as they

relate to effectiveness in group

situations.

Courses:

Effective writing and editing

Effective listening

Interpersonal skills

Briefing techniques

Congressional operations

Public administration

Conflict management

Customer orientation/TQM

Organizational behavior

Work Experience:

Working with program offices.

Serving on intra-agency workgroups.

Providing reports to Agency management.

Supporting budget requests/proposals.

Briefing managers outside chain on organization’s 

activities/plans.

Serving on interagency workgroups.
Core Competencies for Financial Managers

20

CORE COMPETENCIES

(Knowledge of, Ability to Use, or Skill

in Using:)

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

Responding to inquiries from public, Congress, other agencies,

and other organizations.

Preparing or delivering testimony.

22. Ability to generate understanding and support from

higher-level management.

Identify chain of command and

determine the level of organization

support for various decisions.

Describe various techniques for

keeping management informed and

interested in organization’s

performance.

Courses:

Effective writing and editing

Listening

Briefing techniques

Congressional operations

Networking

Interagency program issues

Conflict management

Customer orientation/TQM

Work Experience:

Working with program offices.

Serving on inter-agency workgroups.

Providing reports to Agency management.

Supporting budget requests/proposals.

Briefing managers outside chain on organization’s 

activities/plans.

Responding to inquiries from public, Congress, other agencies,

and other organizations.

Preparing or delivering testimony.
Core Competencies for Financial Managers

21

Appendix A

Chief Financial Officers Council

Statement of Principles for Federal Financial Education and

Training

The Federal financial management community must make substantial investments in professional

development of its workforce in order to successfully meet requirements for financial services and

integrity. Well-designed and delivered education and training programs are critical to developing and

maintaining the required level of technical, professional and managerial expertise for Federal financial

management.

The following principles apply to planning and evaluating education and training programs for federal

financial management.

Quality and Accreditation

Education and training providers should meet the standards for accreditation or certification that are

appropriate for their course offerings. Providers should have an on-going process to assess and enhance

the relevancy, currency and technical soundness of course content. These assessments should draw from

customer as well as internal evaluations. Instructors should be evaluated for their effectiveness in

communicating course content.

Core Competency Profiles

Education and training courses should demonstrate, in an affirmative manner, that each course is

consistent with the core competency profiles for financial management occupations that have been

identified by the CFO Council and published in partnership with the JFMIP. Where appropriate,

practical application of course material to the Federal financial management environment should be

emphasized.

Delivery

Education and training providers should provide flexible, effective alternative methods of course

delivery, including on-site classroom, distance learning, self-study, etc., in order to meet the diverse

needs of agencies and students.
Core Competencies for Financial Managers

22

Appendix B

Core Competencies Documents Issued for Various Disciplines

Core Competencies in Financial Management for Program Managers in the Federal

Government

Core Competencies for Financial System Analysts in the Federal Government

Core Competencies in Financial Management for Information Technology Personnel

Implementing Financial Systems in the Federal Government

Core Competencies in Financial Management for Management Analysts and Financial

Specialists in the Federal Government

Core Competencies for Accountants in the Federal Government

Core Competencies for Budget Analysts in the Federal Government

Core Competencies for Financial Managers in the Federal Government
Core Competencies for Financial Managers

23

Appendix C

List of Abbreviations

CFO Chief Financial Officer

CFO Act Chief Financial Officers Act of 1990

CIO Chief Information Officer

FFMIA Federal Financial Management Improvement Act of 1996

FMFIA Financial Manager Federal Integrity Act

GAO General Accounting Office

GMRA Government Management Reform Act

GPRA Government Performance and Results Act of 1993

IT Information Technology

JFMIP Joint Financial Management Improvement Program

OMB Office of Management and Budget

OPM Office of Personnel Management

RFP Request for Proposal

TQM Total Quality Management
Core Competencies for Financial Managers

24

Appendix D

Contributors to the Revised Core Competencies for Financial

Managers:

Kassie Billingsley, Equal Employment Opportunity Commission (retired)

Doris Chew, Joint Financial Management Improvement Program (JFMIP)

Brian Dixon, JFMIP

Barbara Freggens, Environmental Protection Agency (EPA)

Robert Gramling, General Accounting Office (GAO)

Willa Green, Department of Labor

Lutricia Jackson, Defense Finance and Accounting Service (DFAS)

Ted Kontek, Department of Labor

Lin Latham, DFAS

Janet McBride, JFMIP

Richard Noll, National Science Foundation

Thane Thompson, DOL Presidential Management Intern

Betty Weber, National Aeronautics and Space Administration

Betty White, EPA

Nancy Zmyslinski, DFAS

This document was developed under the auspices of the CFO Council Human Resources Committee

and JFMIP

Kenneth M. Bresnahan

Acting Chief Financial Officer, Department of Labor

Chair, CFO Human Resources Committee

Karen Cleary Alderman

Executive Director, JFMIP
Core Competencies for Financial Managers

25

Appendix E

Instructions for Completing the

GENERIC INDIVIDUAL DEVELOPMENT PLAN GUIDE FOR FISCAL YEAR 

Instructions Examples

(Follow these examples by using the document, “Core

Competencies for Budget Analysts in the Federal

Government.”)

Items A through D are self explanatory. (Self explanatory)

E. E1.Select and enter (in Section E1) the appropriate

Core Competencies/Learning

Objectives (Knowledge of, Ability to Use, or

Skill in Using) listed in the applicable financial

management core competencies document table.

For instance, using the core competencies for budget

analysts document, you could select the category, “A. 

Budgeting Concepts and Processes.”

F. Select and enter the applicable

Competency(ies) to be developed

from the list of core competencies provided under

the category identified in E above.

An example would be competency No. 2, “Nature,

characteristics, application and structure of appropriations

and other funds that support accomplishment of the

Agency’s mission” which is listed under the category

selected in the example above.

G. From the Developmental Activitie s

column, select and enter the activity(ies) that

coincides with the core competencies/learning

objective selected in F above.

The associated developmental activities for the above

example are the courses - Federal Budget Process and

Appropriations Law - and work experience (OJT).

Enter the appropriate Training Priority

code.

The code entered is based on how critical the

developmental activity is to your ability to perform your

job. For instance, the course on the Federal Budget Process

might be crucial to your ability to understand and apply 

budget formulation and execution procedures. In this

instance, the code A (Essential) would be the appropriate

entry.

H. Enter the appropriate Type of

Development Activity(ies) as indicate in

the core competencies table.

Continuing with the examples provided, activity code C

(denoting course(s)) would be entered here. Also, for work

experience, one or a combination of the other activity

codes could be applicable, depending on the method you

plan to use to acquire the desired knowledge (i.e., OJT,

Detail, or Other).

This form is provided as a tool to help employees and supervisors realize the full benefits of the financial management training

needs assessment, core competencies-based training, and individual development plan processes.

Before completing the form, be sure to have available a copy of each applicable core competencies document, published by the Joint

Financial Management Improvement Program, in conjunction with the Chief Financial Officers Council, Human Resources

Committee. These documents are available via the Internet at: www.financenet.gov/financenet/fed/cfo/hrc/core.htm.
Core Competencies for Financial Managers

26

I. Enter the applicable training Dates. (For course information, the FinanceNet training webpage-

-www.financenet.gov/financenet/jobs--is a useful tool in

locating applicable training vendors, courses and dates.)

J. Enter the No. of Hours associated with the

training activities denoted in G above.

(Course schedules usually specify this information. For

other training, such as OJT, details, self-development, etc.,

enter the estimated number of training hours if exact hours

are not known.)

K. Enter the Cost of the training activity. (Self explanatory)

L. The Supervisor enters an Assessment of

the information contained in the IDP Guide.

An assessment might read, “I concur with the information

provided” or the supervisor may wish to add, delete, or

change information reflected in the employee’s IDP.

Section M is self explanatory.
Requests for Publications

JFMIP documents may be accessed electronically on FinanceNet Internet site:

http://www.financenet.gov/financenet/fed/jfmip/jfmip.htm

The JFMIP uses the General Accounting Office’s Document Distribution Center to fulfill

publication requests which are made after mail list distribution. The first copy of each

publication requested is free. Additional copies are $2 each. Orders for 100 or more copies

to be mailed to a single address are discounted 25%. Orders should be sent to the following

address accompanied by a check or money order made out to the Superintendent of

Documents, when necessary.

Orders by mail:

U.S. General Accounting Office

PO Box 37050

Washington, DC 20013

Orders may also be placed by calling 202/512-6000, by fax 202/512-6061 or TDD

202/512-2537.