Foreword

Recent legislation aimed at improving Federal financial management has had a significant

impact on accountants. 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. With legislation such as the Government

Performance and Results Act (GPRA) and 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.

The Human Resources Committee (HRC) 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 (KSA) 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 and we will be issuing the revisions separately for each

occupational series. The qualification and classification standards for each occupation are

issued by the Office of Personnel Management.

This document, Core Competencies for Accountants, identifies the accountant’s KSAs,

learning objectives, and developmental activities to meet today’s changing environment.

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. OPM also issued the Leadership

Effectiveness Framework (LEF). The 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, which can be found in Appendix A. In March 1999, the HRC

issued an Executive Toolkit – Building a Financial Management Workforce Development

Plan, which can be found at www.financenet.gov/financenet/fed/cfo/hrc. All of the core competencies

documents which are posted on this website, will promote a better understanding of human resources

development in the Federal government. We are working toward a policy to promote the

professionalism of this occupational series by working with OPM, and developing a CFO

Council policy on professional certification. If you have any comments or changes to this

document, please contact HRC or JFMIP.
Contents

Foreword

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

Matrix

General Accounting..................................................................................................7

Federal Accounting ..................................................................................................7

Basic Government Accounting/Operations.............................................................9

Planning, Budgeting, and Accountability/Business Practices ................................12

General Management .............................................................................................14

Information Technology.........................................................................................17

General/Leadership Skills......................................................................................18

Appendices

A. CFO 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. Generic IDP Guide..........................................................................................25
Core Competencies for Accountants in the Federal Government

1

Introduction

Identifying and understanding necessary core competencies are more important than ever

before. Financial managers need highly qualified personnel who are well equipped to

contribute to the missions of agencies. The CFO financial management community has

recognized that there is imbalance between the skills and knowledge of the existing work

force and the new requirements for consolidated financial statements; accountability

reports; performance reporting; integrated financial management systems; commercial

transaction processing services; etc.

The impetus for developing core competencies began in 1994 following a governmentwide training symposium, sponsored by the Chief Financial Officers (CFO) Council and

the Joint Financial Management Improvement Program (JFMIP), to share information

and identify priorities for human resource development. The priorities identified at the

symposium included developing core competencies for financial management personnel,

which would assist CFOs and managers in obtaining and retaining a highly qualified

workforce with knowledge, and know-how. The first effort resulted in the Framework for

Core Competencies for Financial Management Personnel in the Federal Government

published in 1995. The Framework Document discusses the rationale, in broader terms,

for developing core competencies. In part, this Framework document states the time has

come for the Government to ensure that there is uniformity and consistency, to the extent

feasible, in human resource development.

This document is one of a series of core competencies publications developed by the

Human Resources Committee of the CFO Council and the JFMIP. The focus of the Core

Competencies for Accountants in the Federal Government is to highlight the knowledge,

skills, and abilities (KSAs) that accountants should develop in order to perform their

functions effectively. This document concerns the recruitment, development and retention

of staff for key financial management positions. The matrix that follows identifies formal

developmental activities (educational opportunities and work-related experiences) that

may help to build those KSAs. By using these and other core competencies as a guide for

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

their financial management performance.

Accountants play critical roles in the financial management community. Accountants

participate in a broad range of activities related to the accounting and budgeting practices

of their agencies. Under the GPRA , agencies need to ensure greater integration among

their planning, budgeting, analysis and accountability activities. Agencies can no longer

run their management processes as a series of independent activities. As a result,

accountants need to be aware of, and participate in planning and budgeting activities to

make accounting information more relevant to program managers.

An interagency working group began the core-competencies project by identifying

knowledge, skills and abilities for each position. Therefore, this document embodies these
Core Competencies for Accountants in the Federal Government

2

core competencies. The competencies are divided into seven categories:

♦ General Accounting

♦ Federal Accounting

♦ Basic Government Accounting/Operations

♦ Planning, Budgeting and Accountability/Business Practices

♦ General Management

♦ Information Technology

♦ General/Leadership skills

These are the seven general areas that every accountant should seek to develop. Because

employees in these positions cover such a broad range of functions, it is likely that

managers and employees will need to tailor the competencies to fully reflect what

accountants in their organizations should have knowledge of and be able to perform.

Included among these competencies may be accounting principles, auditing and relevant

experience. It is recognized that some organizations may have unique requirements for

human resource development. This document focuses more on general applicability, rather

than unique needs.

The core competencies for accountants identify the knowledge, skill, and abilities

considered necessary to perform effectively in today's rapidly changing environment. In

the financial management community, the perception is that the skills of the Federal

financial work force must grow to keep up with changing demands. It has been recognized

that accountants in the early stages of their careers are not fully knowledgeable about

Federal accounting. We expect accountants' knowledge to grow over time. The

competencies have been designed to show the growth of accountants' knowledge.

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 .

We must change the way we have been doing business, essentially "reinvent government".

In implementing government-wide financial management improvements, one of the goals

of the CFO Council is to provide leadership to promote the efficient management of

government resources and assets. A strategy to achieve this goal is to attract, retain, and

develop highly qualified financial professionals who are valued members of the

management team.

As new legislative initiatives re-engineer Federal financial management, Chief Financial

Officers are concerned about the increasing difficulty in recruiting and retaining personnel
Core Competencies for Accountants in the Federal Government

3

with the skills needed to meet the new challenges. Recruiting and Retaining Financial

Management Employees - Useful Tools is a publication to help financial managers recruit

and retain highly qualified personnel to meet the demands of Federal CFO organizations.

The document describes authorities currently available to Federal financial managers for

incorporation into recruitment and retention strategies and including qualification tools.

The CFO Council and the Interagency Advisory Group of Federal Personnel Directors

state in the above document that:

It is difficult to recruit accountants with the substantive knowledge and

qualifications necessary to address the financial accounting issues common to the

current financial environment. The Office of Personnel Management mandated

requirement for 24 hours in unspecified accounting courses is no longer sufficient

for many accounting positions. Key accounting disciplines, such as cost

accounting, internal controls and auditing are mandatory to performing many of

today's accounting tasks. Additionally, accountants must function in a broad

interdisciplinary management context. Multi-disciplinary course work and/or

experience, such as in capital planning and information technology, are appropriate

supplement qualifications.

Existing qualification standards need to be raised. The Federal financial community

believes that in order for accountants to be at the full operating level, they should have a

four-year degree from an accredited college or university. Colleges and universities have

revised their curriculums to ensure that today's graduates acquire a strong foundation in

business issues and operations from a global perspective as well as a comprehensive, indepth understanding of accounting. Additionally, recent changes in the Federal accounting

profession implicate the use of tools from other disciplines, such as managerial economics,

as a means to enhance understanding issues concerning capital budgeting and cost benefit.

For the existing workforce, Individual Development Plans (IDPs) must be implemented

for accountants to ensure that they acquire the KSAs necessary to perform successfully in

today's environment. This document indicates the appropriateness of the core

competencies for three distinct levels, showing the advancement of knowledge.

Level 1 Entry level; typically consisting of introductory fundamental, basic, and

routine activities; normally 1 to 3 years of experience as an accountant.

Level 2 Journeyman level; typically consisting of activities which address specifics,

proficiency, applications, and local missions, normally a minimum of 4 years

of experience as an accountant.

Level 3 Senior level; normally a team leader or first level supervisor, typically

consisting of activities which address complexity, expertise, program impact,

or extended operations involving multiple organizations.

The KSAs are listed in the first column of the following matrix. The column entitled
Core Competencies for Accountants in the Federal Government

4

"Learning Objectives" describes the detailed KSAs. The last column describes

developmental activities that may be provided to the accountant in order to achieve these

competencies. These activities include on-the-job training and formal training courses.

Examples of the types of developmental activities to consider are listed in the last column

of the matrix.

How to Use This Document

This document should be used as a guide for making a multitude of workforce decisions

from considering what type of staff to hire, to planning and executing staff development

programs. It should stimulate discussion between management and staff regarding training

choices or rotational assignments and also assist management to communicate its

expectations to staff to help them grow personally and professionally. This guide should be

used in developing an individual development plan by the individual and manager. A

sample generic IDP can be found in Appendix E.

Employees should be aware that they have a responsibility for building these core

competencies in order to prepare themselves for effectively executing their duties.

However, this document is merely a guide. While providing advice to help accountants

become more effective, it does not guarantee promotion or qualification for specific

positions.

Purpose of the Core Competencies Series

The series of documents is intended for the respective financial management disciplines as

a reference tool. In addition to serving as a reference tool, this document can be used in

developing the Core Competencies for persons in financial management, human resources

management, and other related fields who have a need to understand what constitutes core

competencies, learning objectives, and related developmental activities.

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 framework and core competencies documents. 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.

Training Resources
Core Competencies for Accountants in the Federal Government

5

For the competencies described in this document, there are numerous courses available

within each agency from established educational institutions, and from the many vendors

in the business of professional education. Classroom instruction is very important in order

to gain the essential principles and policies of various financial management processes and

techniques. However, this knowledge must be reinforced with practical applications

toward achieving these competencies. Accountants will also benefit from management

training in leadership, quality management, team management and oral and written

communications in terms of facilitating their application of financial management

principles.

For on-the-job training, especially in high performance organizations, reinforce classroom

training.

An excellent resource for accountants to find the types of training to meet 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 from both private and public sector organizations in the education and training

business.

Core Competencies for Accountants in the Federal Government

7

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

A. General Accounting

 1 Generally Accepted Accounting

Principles (GAAP) and concepts

 X

 X

 X

 X

 X

 X

 X

 X

 X

Obtain general understanding of

accounting practices, operations, and

procedures

Acquire knowledge on the different

methods and applications of accounting

including accrual, obligation, and cost

methods

Interpret and apply existing, new, or

revised accounting principles and

concepts to make accounting reports

accurate and comply with requirements

Courses:

• Various accounting

Other Activities:

• Conferences/Seminars

• Current professional literature

• Publish articles

• Presentations

• Serve on panels and committees

• Complete certification program

 (e.g. CPA, CMA, CIA, CGFM)

• Apply GAAP to specific financial events

B. Federal Accounting

 2 Federal accounting concepts and

standards, including cost accounting

Basic accounting concepts and principles

including agency budget procedures and

system(s) relationship with financial

management

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

Acquire knowledge of Federal

accounting principles and concepts

Acquire a working knowledge and

understanding of:

• Federal accounting concepts and

appropriation process

• Federal financial/accounting

standards

Accurately record documents for

reporting purposes (e.g., budget reports,

agency reports, financial reports)

Understand the principles of managerial

cost accounting standards

Determine the appropriate application of

Federal cost accounting standards

Courses:

• Basic Federal Accounting Principles

• Federal Management Training Seminars

• Appropriations Law

• U. S. Standard General Ledger (SGL)

• Federal accounting standards including FASAB and

other standard-setting bodies

• Government accounting principles

• Managerial cost accounting

• OMB Circulars and Bulletins

• Annual government financial management

conferences

• Professional association meetings

• Sources of Funding

• Appropriations

• Reimbursable work

• Revolving funds

• Non-appropriated fund activities

• Trust funds
Core Competencies for Accountants in the Federal Government

8

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

Assess impacts on agency/organization

policies, systems and procedures and

provide substantive analysis and

recommendations

Analyze Federal legislation and policies

and provide management with

substantive analysis and

recommendations

Understand accounting terminology and

application.

Appropriately apply accounting

principles and procedures to work

products

Understand the functions of agency

financial systems

Efficiently retrieve, use and analyze

information pertinent to daily work

• Gifts/donations

• Cooperative Work

• Deposit funds

• Special funds

Work Experience:

• Analyze proposed federal legislation, policies,

and/or guidance and develop appropriate

implementation plans and changes to local policies

and procedures

• Review new/revised federal legislation, policies,

and/or guidance and develop appropriate

implementation plans and changes to local policies

and procedures

• Detail to office coordinating agency cost accounting

• Projects involving analysis of cost and/or

performance data

 3 Federal Financial Statements and

Reports

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

Acquire general understanding of

Federal financial reporting

Acquire knowledge of the components of

the agency/organization’s financial

statement and financial reports

Identify the requirements of Federal

financial statements and reports

Prepare accurate reports

Analyze financial reports

Draft narrative sections and prepare

Courses:

• Revenue Standard/Form and Content Statements

• Fundamentals of Federal Financial Statements

• Audited financial statements

• Accountability reports

• Treasury and OMB financial reports such as 133,

2108, etc.

• SF 224: Statement of Transactions

• Contents and purpose

• Impact/connection to GAAP, FASAB, etc.

Work Experience:

• Prepare and/or analyze financial statements
Core Competencies for Accountants in the Federal Government

9

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

explanatory tables, graphs, and charts

that report program performance,

including financial statements, based on

the requirements of the GPRA and other

legislation for inclusion in

Department/Agency wide

Accountability Reports to the President,

the Congress and the taxpayers. (Prepare

and/or analyze narratives, footnotes,

and performance measures for financial

statements and/or financial reports.)

C. Basic Government Accounting/Operations

 4 Missions, functions, and organizational

structure of the agency and its offices

 X X

 X

 X

 X

 X

 X

 X

Understand the organization’s mission in

context of its legislative mandates and

Administration priorities for the agency

Acquire knowledge of the

agency/organization’s structure,

mission, functions, and major

components

Comprehend how the agency is

organized to achieve its mission

Create a shared vision of the

organization; promotes wide ownership;

champions organizational change

Courses:

• Internal orientation briefings

Work Experiences:

• Read and discuss with supervisor agency

authorizing legislation and agency mission

statements

• Rotational assignments, including finance office

• Attend and participate in key management and

strategic planning meetings and/or briefings

 5 Mission and functions of central agencies

such as OMB, Treasury, GSA and OPM

play in government operations

 X X

 X

 X

 X

Acquire knowledge of the roles and

missions of the central agencies and

other service providers and how they

interface with your agency

Comprehend the relationships of central

agencies to agency operations

Courses:

• Federal government operations

• Public administration

Work Experiences:

• Details to central agencies

• Projects working on functions requiring interaction

with central agency staff
Core Competencies for Accountants in the Federal Government

10

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

 X X Maximize support for agency mission by

working with central agencies

 6 Agency accounting policies and

procedures

 X X

 X

 X

 X

Acquire knowledge of

agency/organization:

• Accounting policies and procedures

• Agency financial reporting

Develop, implement, maintain, and

document accounting procedures to meet

changing requirements

Courses:

• Financial policy

• Standard accounting codes and entries

Work Experience:

Demonstrate and apply proficiency with accounting

policies and procedures in daily work

 7 Public laws, executive orders, OMB

circulars, bulletins, agency directives,

Comptroller General decisions and court

opinions governing the agency’s

management processes

 X X X Comprehend and incorporate legislative

and administrative requirements into all

work products

Courses:

• Appropriations law

• Budget formulation

Work Experience:

• Details to planning, budget, and finance offices.

 8 Audits and formal reviews X X Acquire experience in dealing with

auditors, including preparation for

audits, working with auditors,

commenting on audit reports, and

developing corrective action plan, and

developing responses to audit reports

Work Experience:

• Basic financial audits

• Auditing standards

• GAO reports

• Compliance reviews

• FMFIA

• Internal controls reviews

• Financial statement audit reviews

• Rotational assignment to internal review/agency

inspector general offices

9 Management Controls (Internal Controls) X

 X

 X

 X

 X

 X

 X

 X

Acquire a general understanding of the

importance of a strong system of

management controls

Acquire knowledge in management

control concepts and principles

Acquire an understanding of how

management controls reasonably ensure

that:

• Financial integrity is maintained for

Courses:

• Basic accounting course which includes discussion

of the issues of management control

• Management controls

Work Experience:

• Demonstrate and apply proficiency with

management control concepts in daily work

• Annual assurance memorandum

• Management control reviews

• Review of management controls reporting of
Core Competencies for Accountants in the Federal Government

11

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

the recording of transactions and the

recording of results

• Transactions are executed in

accordance with management’s

general or specific authorization

• Resources are safeguarded against

waste, loss, and misuse

Identify and implement appropriate

controls and application controls

Establish management controls

Assess, improve and correct

management controls

Apply checks and balances to

transactions and procedures to ensure

data integrity and regulatory compliance

Monitor and evaluate systems of

management controls with appropriate

documentation, identify deficiencies,

and assist in correcting deficiencies

Develop, implement, maintain, and

document management control policies

and procedures

external audits

• System development

• System process review

D. Planning, Budgeting, and Accountability/Business Practices

10 Planning and Evaluating X X

 X

 X

 X

 X

 X

Plans and coordinates with others

Understanding of the major components

and the requirements of the agency’s

strategic plan

Establishes policies, guidelines, plans,

and priorities

Identifies required resources

Courses:

• Customer service

• Creative decision making

• Leadership

• GPRA

• Business process re-engineering

• Project management
Core Competencies for Accountants in the Federal Government

12

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

 X

 X

 X

 X

Monitors progress and evaluates

outcomes

Improves organizational efficiency and

effectiveness

Acquire knowledge and experience in

project management

11 Specific agency/organization business

practices

 X X

 X

 X

 X

Acquire knowledge of principles and

processes of business practices

Knowledge of business practices as they

relate to the financial system(s). Apply

principles and processes of business

practices to include:

• Procurement policies and

procedures

• Property management

• Travel

• Budget concepts

• Cost control

• Management controls

• Fiscal procedures

• Performance measurements

• Customer service

• Quality control

• Ethics/Financial Stewardship

Courses:

• Computer security awareness

• Customer service

• Industry training courses

Work Experience:

• Rotational assignments are strongly encouraged

• Business process reengineering initiatives

• Participation in industry interest group meetings

12 Basic budgeting and program concepts

and principles including agency budget

procedures and relationship with

financial management system(s)

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

Understand budget terminology and

application

Acquire knowledge of agency’s general

budget principles, operations, and

procedures

Understand the functions of agency

financial systems

Appropriately apply budget principles

Courses:

• Federal budget process

• Budget formulation

• Budget presentation

• Budget execution

Work experience:

• Rotational assignments to planning, budgeting,

finance, and program organizations are strongly

encouraged
Core Competencies for Accountants in the Federal Government

13

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

 X

 X

 X

 X

 X

and procedures to work products

Efficiently retrieve, use and analyze

information pertinent to daily work

Comply with the agency/organization’s

budget formulation and execution

requirements and procedures including

documentation, processes, and controls

Effectively interact with budget

personnel by providing financial

information to facilitate budget

formulation and execution

• Participate in agency budget planning

13 Structure of appropriations and other

funds which support the agency’s

mission.

 X X

 X

 X

 X

 X

 X

Comprehend the statutory and

regulatory requirements associated with

budget execution

Develop an understanding of internal

agency fund control practices

Develop and apply funds control and

internal policies that ensure

administrative control of funds

Courses:

• Federal budget process

• Budget planning and formulation

• Appropriations law

• Cash management

• Government accounting

Work experience:

• Supporting manager in budget execution

14 Agency’s budget execution operations

and processes and how obligations and

expenditures are incurred for assigned

program areas

 X

 X

 X

 X

 X

 X

Gain an understanding of how

obligations and expenditures are

recorded

Record obligations and expenditures in

the financial system

Courses:

• Federal accounting courses

• Program regulations and operations

• Budget execution

Work Experience:

• Details to program offices

• Joint projects with program office staff

15 Current accounting issues and state-ofthe-art developments in resources

management field; areas outside of the

budget which have financial importance

 X Ability to explain importance and

impact of specific accounting issues to

high-level officials

Courses:

• Relevant graduate-level courses

• Continuing education in the accounting field
Core Competencies for Accountants in the Federal Government

14

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

to the programs of the agency Work experience:

• Interacting with peers and customers

• Participating in and attendance at professional

seminars and symposia

• Permit accountant to understand the agency's

activities to be able to relate accounting to program

activities

E. General Management

16 Basic techniques of financial

management, economic analysis,

management controls, auditing, and

program evaluation

 X X

 X

 X

 X

 X

 X

Comprehend the fundamentals of

financial management

Convey fundamentals of internal

management controls and control

techniques

Apply range of bench marking, analysis

and program evaluation techniques

Explain principles of Federal auditing

and their application to program

management

Courses:

• Accounting controls

• Business administration

• Analytical techniques

• Process re-engineering

• Program evaluation

• Fundamentals of Federal procurement

• Contract management

• Grants management

• Economics

• Federal auditing principles

Work experience:

• Serving on process reinvention team

• Projects involving in-depth program evaluation

• Evaluating management controls

17 Performance measures and analysis X

 X

 X

 X

 X

Acquire knowledge of the

agency’s/organization’s requirements

Review the uses and possible application

of performance measurements,

particularly in relation to the GPRA

Demonstrate how performance

measurement can be integrated into the

accounting process

Define, analyze and prepare explanatory

Courses:

• Information systems

• Performance measures

• Overview of results-based performance

measurement

• Program analysis

• GPRA

• Customer Service

Work experience:

• Projects involving analysis of performance data
Core Competencies for Accountants in the Federal Government

15

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

 X data and information on the planning and

execution of strategic plans required by

the GPRA including specific

performance measures that describe

success or failure in quantifiable terms.

(Track agency/organization’s

performance in terms of mission work

flow to identify and analyze problem

areas and identify potential solutions.)

• Serve on committees to develop/review

performance measures and indicators

• Participate in agency planning meetings

18 Generally accepted management

principles and practices

 X X X Understand accepted management

principles and practices, organizational

development concepts and principles

Courses:

• College management courses

• Conferences and workshops

Work Experience:

• Process reengineering team

• Human resource projects

• Organizational reviews

19 Organizational development concepts

and organizational analysis techniques,

performance effectiveness concepts,

productivity measurement and

measurements system

 X X Understand and apply principles and

applications of organizational

assessment, management intervention

and change management, management

indicators, effectiveness and efficiency

measures, and measurement system

design techniques

Courses:

• Organizational development

• Change management

• Benchmarking

• Program analysis

• Performance management

Work experience:

• Rotating to Human Resource Office

• Participating on performance measure development

teams

20 Federal procurement, contract

management and grants management

 X X Identify and interpret Federal policies

regarding procurement, contract

management, cooperative agreements

and grants

Courses:

• Federal procurement

• Grants

• Contract management

• Project officers training

• Loan processes

• Credit reform
Core Competencies for Accountants in the Federal Government

16

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

Work experience:

• Developing statement of work for contract

• Rotational assignments

21 Productivity improvement systems and

business Reengineering processes

 X X Understand processes for reviewing and

Reengineering business practices.

Interpret and apply knowledge and

design, acquisition process, procedures,

terminology and documents, and

implementation of productivity

improvement systems

Courses:

• Productivity improvement

• Benchmarking

• Process reengineering

• Workflow analysis

Work experience:

• Reengineering team

• Rotation to planning office

F. Information Technology

22 Basic personal computer applications;

Automated data processing concepts,

tools, systems and Internet capability

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

Acquire knowledge of automated data

processing concepts and tools

Acquire knowledge of basic

communications hardware and software

Use automated accounting and financial

systems to record and classify financial

transactions

Apply computer application skills to

present financial data using the

appropriate format (i.e., spreadsheet,

narrative, graphic)

Integrate new applications/software into

work activities

Courses:

• Basic computer use

• Software applications used by agency (i.e.,

spreadsheets, graphics, presentation software)

Work experience:

• Incorporate learned skills into day-to-day work

assignments, as applicable

• Use software such as word processing, spreadsheets,

and database programs

• Prepare charts and graphs using automated software

• Attend/participate in meetings, workshops, and

briefings concerning information technology (e.g.,

use of telecommunications, teleconferencing, LAN,

Internet, e-mail)
Core Competencies for Accountants in the Federal Government

17

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

 X

Develop requirements for automated

accounting and financial systems to meet

changing requirements and to improve

processes

23 Federal Financial Management System

(FFMS); automated data systems

development, documentation, and data

administration policies, concepts, tools,

and standards

 X

 X

 X

 X

 X

 X

 X

 X

 X

 X

General understanding of the

fundamentals of agencies/organization’s

FFMS

Acquire knowledge of automated data

systems development, documentation,

and data administration policies,

concepts, tools, and standards

Operational applications:

• Data structure

• Query reports

• Problem Solving

• Integration with other systems

• Integration with other applications

Develop requirements for automated

data systems development,

documentation, and data administration

policies, concepts, tools, and standards

Advanced applications; Exposure to the

development or modification of financial

systems including determining FFMS

requirements:

• User requirements

• Testing

• Training

• System reconciliation

• System design

Courses:

• Financial Systems Design and Implementation

Work Experience:

• Use the FFMS in daily work activities (Inputs,

Outputs, and Controls)

• Rotational assignments that include systems

development

24 Financial System’s Functionalities

NOTE:

Refer to Core Competencies for

 X X X General understanding of the general

functionality of the financial systems and

their interfaces with other systems

Courses:

• Financial Systems Design and Implementation
Core Competencies for Accountants in the Federal Government

18

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

Financial System Analysts in the Federal

Government for more detailed

information relating to this competency

 X Thorough knowledge of the

organization’s various financial systems’

functionalities

Work Experiences:

• Rotational assignments

G. General/Leadership Skills

25 Written communication X X

 X

 X

 X

 X

 X

 X

 X

 X

Communicates effectively in writing

Prepare routine memoranda and reports

Reviews and critiques others’ writing

Conduct and/or participate in effective

meetings

Prepare and present analyses, reports

and budget justifications to officials

Prepare and/or review documentation in

support of reports

Prepare and review complex reports and

justifications for senior management

Courses:

• Effective Writing

• “Plain English” writing

Work experience:

• Incorporate learned skills into day-to-day work

assignments
Core Competencies for Accountants in the Federal Government

19

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

26 Oral communication X

 X

 X

 X

 X

 X

 X

 X

 X

 X

X

 X

 X

 X

 X

Listens to others

Makes clear and effective oral

presentations to individuals and groups

Provide effective communication with

all organizational levels to keep lines of

communication open to minimize

conflict

Give presentations including problems

statements, recommendations, and

project status

Prepare and present analyses, reports

and budget justifications to officials

Conduct and/or participate in effective

meetings

Give complex/high-visibility

presentations to senior management

(conferences, major meetings, seminars,

etc.)

Courses:

• Basic communications skills

• Briefing and presentation techniques

• Effective briefing

• Facilitation skills

Work experience:

Incorporate learned skills into day-to-day

work assignments

27 Other Leadership skills X X X • Accountability

• Conflict management

• Continual learning

• Creativity and innovation

• Cultural awareness

• Customer service

• Decisiveness

• Entrepreneurship

• External awareness

• Financial management

• Flexibility

• Human resources management

NOTE:

Refer to OPM’s web page - http://www.opm.gov

- for leadership competencies, definitions, and courses
Core Competencies for Accountants in the Federal Government

20

CORE COMPETENCIES

 (Knowledge of, Ability to

Use, or Skill in Using)

Levels

LEARNING OBJECTIVES DEVELOPMENTAL ACTIVITIES

 1 2 3

• Influencing/negotiating

• Integrity/honesty

• Interpersonal skills

• Partnering

• Political savvy

• Problem solving

• Resilience

• Service motivation

• Strategic thinking

• Team building

• Technical credibility

• Technology management

• Vision
Core Competencies for Accountants in the Federal Government

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 ongoing 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 Accountants in the Federal Government

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 Accountants in the Federal Government

23

Appendix C

List of Abbreviations

CFO Chief Financial Officer

CFO Act Chief Financial Officers Act of 1990

CGFM Certified Government Financial Manager

CMA Certified Management Accountant

CIA Certified Internal Auditor

CIO Chief Information Officer

CPA Certified Public Accountant

FASAB Federal Accounting Standards Advisory Board

FFMIA Federal Financial Management Improvement Act of 1996

FMFIA Federal Managers Financial Integrity Act

GAAP Generally Accepted Accounting Principles

GAO General Accounting Office

GPRA Government Performance and Results Act of 1993

GSA General Services Administration

IT Information Technology

JFMIP Joint Financial Management Improvement Program

OMB Office of Management and Budget

OPM Office of Personnel Management

SFFAS Statement of Federal Financial Accounting Standards
Core Competencies for Accountants in the Federal Government

24

Appendix D

Major Contributors to Revisions of Core Competencies for

Accountants

Co-Chair, Doris Chew, Joint Financial Management Improvement Program (JFMIP)

Co-Chair, John Sander, Department of State

Sue Champion, Department of Energy

Brian Dixon, JFMIP

Diane Guensberg, General Accounting Office

Lutricia Jackson, Defense Finance and Accounting Service

Lisa Jacobson, General Accounting Office

John Kushman, Small Business Administration

Lin Latham, Defense Finance and Accounting Service

Jean Morgan, Department of Energy

Linda A. Taylor, Women’s Executive Leadership Program, JFMIP

Ken Wease, Social Security Administration

Patrice L. Williams, Women's Executive Leadership Program, JFMIP

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, and

Chair, CFO Human Resources Committee

Karen Cleary Alderman

Executive Director, JFMIP
Core Competencies for Accountants in the Federal Government

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., O JT, 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 Accountants in the Federal Government

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.
Core Competencies for Accountants in the Federal Government

27

Generic Individual Development Plan Guide For Fiscal Year 

A. Name: B. Date: _____________________________________________

C. Job Series, Grade and Title: D. Supervisor’s Name:

_________________________________

 (To complete this form, refer to the appropriate Financial Management Core Competencies Document.)

E. Core

Competencies/Learning

Objectives

(Knowledge of, Ability to Use, or 

Skill in Using)

G. Developmental

Activities - 

Description with 

Training Priority

Essential = A

Needed = B

Helpful = C

H. Type of

Development 

Activity(ies)

C. Course

J. On-the-Job Training

D. Detail

S. Self-Development

O. Other (specify)

I .

Dates

J .

No.

Hour

s

K .

Cost

L. Supervisor’s 

Assessment
Core Competencies for Accountants in the Federal Government

28

E 1 . Name of Core

Competency 

Category(ies):

F. Competency(ies) to be

developed:

1.

2.

3.

M. Employee’s Signature: Date: Supervisor’s Signature: Date:

_____________