U.S. Gbvernment Chief Financial Officers 

Council 

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-Twork, 

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 Joint Financial Management Improvement 

Program 

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. EachfPrincipal ‘, ‘. 

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/jfinip.htm or call 

202/512-9201. 
Foreword 

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, their efforts 

have centered on publishing a well-defined set of technical core competencies for financial management i 

personnel. The core qompetencies,series of documents articulate the appropriate knowledge,‘skills, and 

abilities necessary for financial personnel to. succeed in the%,respective careers. :ar ;’ ..‘. t-z’- .” .il 

,... .,, 

.f?ii., 

Recognizing the accelerating rate of change in Federal financial management, in. 1998, the HRC and iFMIP 

established a Core Compete@ Review Board to ensure the currency of these documents. The fnstpr.oject 

was to review the first document in the series, Framework for Core Competencies for Financial Management 

Persoeelinl#e FedqaJ Government, publishedin,November of $995;. Tbat public,ation;addressed -\ 

competencies for accountants, budget analysts a,nd financial managers.. Re,vi.s.io.ns for each pccupational series 

will now be issued separately. 

r- : 

This document, 

/. . . .“‘I $,lj, .,.. i-, ,. ,i ;. ,- y’)r- \j *,‘.‘. _,. :.y,. :i 

Core’ &mpeten&s&r Bs>iet Analysts in the Fede& Governn&ni identifies and sorts the 

competencies necessary for budget analysts’ work into, the,following categories;, Budgeting Concepts and 

Processes, Budget Presentation and Justification, and General. Pursuit of these competencies will enable 

budget analysts to meet the, challenges of todayIs changing environment and prepare.for the future. 

Budget professionals also need to deyelop.leadership competencies, which are&e personal and professional 

attributes critical to successful performance in many occupations. The U.S. Office of Personnel Management 

(OPM) has issued the Leader&i> Effectiveness Framework (LEF), which defines 27 competencies that are 

important for effective performance at all leadership levels within the Federal government. OPM also 

identified five fundamental executive qualifications. These are posted on OPM’s website: 

http://www.opm.gov/ses/html/ecq4.htm. 

In 1998, the CFO Council approved the Statement ofPnhc@Ies for Federai Financial Education and Training 

(Appendix A). This document should be used in conjunction with the other core competencies documents 

(Appendix B). All of the core competencies documents, which are also posted on the FinanceNet website 

http://www,flnancenet.gov, will promote a better understanding of human resources development in the 

Federal government. 

We would like to thank and acknowledge the major contributors who updated this document (Appendix 

D). We are working toward a policy to promote the professionalism of this occupational series by working 

with the Offrce of Personnel Management, and developing a CFO Council policy on professional 

certification. If you have any comments or changes to this document, please contact the CFO Council 

HRC or JFMIP. 
Core Com~tenctes for Budget Analysts In the Fkderai Government 

Contents 

:. 

, 

.’ 

.‘. 

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..~..................................................................................... ‘1 ‘? 

Matrix 

Budgeting Concepts and Processes . . . . . . . . . . . . . . . ’ . . . . . . . . . . . . . . . . . . . . . . . . . ..i................................................. 4 

Budget Presentation and Justification’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I... 1.;: . . . . . . . . . . . . I..:..‘..........,......... 6: 

General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ........... 7 ; :, :, ‘. 7’ : ;’ 

. . 

Appendices * ( i i> . . :<’ ‘:,* ‘( .’ 

A. *Chief Financial Officers Council, Statement of Princinles for Federal Financial Education and 

Training..;..:..;.,.! . . . . . . . . . . . . . . i...... ;:;t; . . . . . . . :I . . . . . . . . . . i.‘..;...? . . . . . . . . . . i‘ . . . . . . . . . . . . . . . . . . . . . :.... . . . . . . . . . . . . . . . . .;;..9:‘.+ 

, 

B. Core Competencies Documents Issued for Various Disciplines e......................................,... 10 

:s : .-. 

c: List of Abbreviations ,. \. ; ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..~.............................~................... 11 (. : , _. .,f ,,.d 

D. Major Contributors . . . . . . . . . . . . ..~....................................................................................~..... 12’ 

E. General Individual Development Plan Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 

: _’ . . < .: :_ 

,; ,._ ,:.. I’ 2 .. . : 

/ 

.? . ,. . 

I 

.I,.,, 

. . .I I, ‘. 
Goof Competencies for Budget .jnq&+s in the ;cefera! ,Go yyyent 

Introduction : I. : “I :. :’ .:: 

.:y j, .’ >,‘; i .: 3 .:, : 

The decision to. develop core competencies for Federal ,financial personnel was made in 1994 at a .$* :i .; 

government-&de Financial Education and Training Symposium sponsored by the Chief Financial Qfficers’ ,- 

(CFO) Council and the Joint Financial Management Improvement Program (JFMIP). The goal of that 

Symposium was to identify priorities and.develop strategies for theprofessional development of the Federal. 

financial workforce. At the time, Federal financial management was facing unprecedented and significant 

changes demanded by the convergence of new legislation (CFO Act of’1990, The Government 

Management Reform Act of 1994, and the Government Performance and Results Act of-1993),,au ..,$ I 

increasing rate’of accounting standards, issuances, and.evolving business practices. --Attendees agreed that 

the first priority would beto identifythe core c,ompetencies for.flna;ncial management personnel.. This 

would serve as a base to help CFOs recruit’and develop a highly qualified financial workforce &ith the 

knowledge a\nd skills nee-ded to succeed,in the 21st century. ,. ni L, . : .:! ,, I: .: ‘, , ~ 

.i F’ ” The g;ie c&&p;;;;i;ies~fo; finali;jii manigement &scipl~ti~~‘~~~e c~$&kd in 1 b9& i fu,u r,i;ge of 

Financial Core Competencies documents has been published. These are: 

Core Competencies forFinanciaIManage$ $ ;I’the >&eraI Gotiemient 

Core Competencies in FinanciaI Management for Program Managers in the~&&!&I &v&m&t. 

^. 

’ ” ‘)‘, “’ 

Reascys, fqr Revkjon : _ (. i.!” -_ ‘.. ,, i 

, I 

Since 1995, when the first work was published, changes to financial managememhave continued’@ evolve. 

Subsequent legislation, new FASAB (Federal Accounting Standards Advisory Board). standards, and 

changes in the workplace at large, drive document revisions to ensurethat the documents continue’to serve 

as valued reference guides for the financial community. A Core Competencies Review Board was 

established by the JFMIP and the Human Resources Committee of the Chief Financial Officers Council in 

1998,. This Board ensures that the core comqetencies body of work does not become dated. ; _. ‘.I :_ ! , I- /’ : 5 . ;: , : ;’ “, 

core @m@etencies fhr Budght &zaIysts in the EederaI Qbvemmenihk been revised, by an interagency 

team ofbudget professionals to include the following changes in emphasis:’ ? 

-- Analytic skills. Crunching the numbers will always be important for budget analysts; ‘but understanding 

what the numbers mean is much.more critical for effective performance. The ability to discern relatjonships 

bet&e& budgetnumbers and performance results is increasingly important.’ ” ’ ; : 

: 

-- Knowing the business.. Just as one cannot be an effective budget analyst tiithout knowing the “’ 

Congressional budget/appropriations process or accounting fundamentals, today’s budget analysts must 

also be aware, of and understand the Functional.pr,ograms of their agencies. 

relating resources to’performance results requires program knowledge. 

Justi9ing budget needs,,and 

: ,, .’ 

1 
‘Cope C&nji?tei#ctek fir Budgbi Analysts’in the F&&a! Goverhnent 

-- Using new tools. Technology changes and innovations are constantly providing-new tools; Analysts-,- i;: 

must be able to select those that are most appropriate and then learn to use them withexpertise. 

The core competencies needed’to.performthe duties.ofFederal Budget Analysts are divided into threedistinct ) 

levels. These levels are: ‘. ’ .. 

: ,. .‘. .’ I- 

.: >: .,.:.,, . . / 

Level 1’Entry level: learning and applying fundamental policies and procedures, and performing-routine activities. 

“’ ! This stage can entail 1 to3 years of developmental experience. ’ ’ ” j. * . 

:, ./ . -,: : .)I, ’ 

Level 2 Journeyman levek’applying’proficiencies as-a fully~functionaland’experienced analyst. ‘At this level, a L, 

” gudget analyst begins to makesound’recommendations to resolve complex budget issues a&$% 

. 

capable of integrating a succedsful’multi-disciplinary approach to problem:solving: ‘!‘ b .’ ., ,!ly : ‘,i ;: / _._ :, ;’ ,i ,Z,,’ ” 1 ,: : 

, 

I’,,.;,;’ . . 

Level 3 Senior level: normally a team leader or first level supervisor; At thiskevei the’budget’analyst makes dbund‘~ 

! judgements and recommendations, and coordinates..and directs others to. address budget issues ;ompetently* :. ..: i :’ ’ ? .:’ ‘. ,.i :>: 

,-* 2. 

. ..:.,: >.’ _ :I-.. ‘.I, _. ,. .* 

The competencies, also commonly referred to as knowledge, skills and abilities~,IGAs), are listed,? the first column 

of the following matrix. In the center of the-matrix, the column entitled “Learning 6bjectives;‘describes the 

performance activities that demonstrate successful achievement of the respective competency. The final,column 

lists examples of developmental activities and education/training one might pursue to gain the competencies. These 

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

How to Use ?!p m!!ment :.-I ! ‘. ..: :- .,, ‘( ~ / .,, ~_~, : ) .* , __ 

This document is a guide to help budget analysts and managers when engaged, myorkforce planning, career 

development, and other human resource functions. It shquld stimulate discussion bet$een, management. and staff 

regarding professional goals and expectations; and the appropriate training choices and assignments to&&h those 

goals. The individual and the manager should use this guide @en, 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-the series, when servicingtheir financial. 

management/budget constituencies. a .’ . 

Employees need to be aware that they have a responsibility for building, maintaining and refining these core ’ 

competencies in order to effectively execute their duties, meet the demands of emerging requirements, and prepare 

for career advancement. .~ile”this document provides advice.to help budget analysts become.more effective, it 

does not guarantee.promotion or quahfication’for specific positions. <* ., 

\: ij_ 

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. * .’ I: i 

An excellent resource for budget analysts> to find education and training suited to their specific needs is through the 

Internet. The FinanceNet address--http://%&%v.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. ‘: ., : : .’ 

.. : 1 \ 

Budget analysts, as all workers, will also benefit from management training.inleadership,“quality management, 

team management and oral and written communications. > c _. 

2’ 
Core Compet&n$es for Budget Analysts in t/te’&dei-ij Goverknent 

Cone!usions and Recommendations 

‘;,TIhe Human Resources Committee of the CFO Council, JFMIP, and other financial management leaders 

throughout government,have recommended and supported the development of the core competency 

documents. The Review Boards were established to ensure the currency and accuracy of these’do&ments. 

j For core competencies to be most effective, fmancial 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 otherdepartments and with JFMIP for posting on FinanceNet to realize 

maximum benefit to the governmeG :- 

. 

., . 

‘C 

. 

,’ 

:- 

,* 

- 

“,. 
Core Competencies for Budget Analysts in the Federal Government 

Core Competencies 

(Knowledge of, Ability to Use, or Skill in Using): Levels Learning Objectives Developmental Activities 

1 2 3 

3udgeting Concepts and Processes 

1. Basic budget, accounting and program 

concepts, principles and terminology 

X X X Conduct research into Agency’s financial status 

Agency budget principles and procedures 

and the agency’s financial management 

system 

Courses: 

Provide advice to agency officials on budget policies Budget formulation; presentation and 

and procedures execution 

Prepare Congressional justification. Federal accounting concepts and principles I 

2. 

. . ,, 

,. ,’ 

.’ 

,. 

Nature, characteristics, applications and X X X Prepare status of funds, which analyzes agency’s Courses: 

structure of appropriations and other funds current funding position and estimates end-of-year 

that support accomplishment of the agency’s 

Federal budget process 

spending 

mission 

Appropriations law ,. r 

Workexperience ’ , _,, 

3. OMB and agency object classes, agency X X X Track documents through accounting system for Work Experience: _ ’ 

accounting code conventions, and document purpose of determining funding status 

flow processes 

Rotational assignmenti, 

Prepare status of funds, estimate costs of specific 

program increments 

Learn structure and use .of agency financial 

management systems ; 

Prepare Congressional justification books and the 

President’s Budget appendix 

Study pertinent OMB circulars . 

Track obligations and costs through ~’ 

accounting system ,’ :_ .F 

4. Agency systems for the administrative 

control of resources, fund allocation and 

fund control, paperwork management, 

program objectives, inter and intra-agency 

reimbursable agreements and funding and 

financial reports 

. 

. 

X X X Monitor agency’s use offunds Courses. _I 

-. 

Provide advice on spending actions Program analysis 

Operate agency’s fund control system Project management ‘2, 

Prepare apportionments and other OMB required Database management, 

documents ,. 

Design and use system processes and procedures that Work experience: 

ensure financial management integrity Study agency’s administrative control of&.mds 

procedures . 

Compile continuing resolutionsauthority 
Core Competencies for Budget Analysts in the Federal Government 

Core Competencies 

(Knowledge of, Ability to Use, or Skill in Using): 

5. 

8. 

Agency’s budget operations and processes 

and how obligations and expenditures are 

incurred for assigned program areas 

Laws regarding appropriated and other 

types of funds (i.e., reimbursable accounts, 

working capital funds, and loan funds) 

Revolving funds concepts, fee-for-service 

operations and privatization criteria 

Budget formulation, presentation and 

execution concepts and processes 

Current program and budget issues and 

state-of-the-art developments in the budget 

field 

Key agency program policy and program 

performance issues 

The’Federal budget preparation process as it 

applies to the agency 

Levels T 

- 

X 

- 

- 

z 

- 

- 

X 

- 

X 

- 

X 

- 

X 

- 

3 

- 

x 

- 

X 

- 

X 

- 

E 

- 

Learning Objectives 

Analyze and estimate assigned area of spending ’ 

Prepare accurate status of funds reports 

Resolve budget issues 

Conduct sound cost/benefit analysis 

Generate sufficient revenues to cover costs 

Relate financial information to program policy 

objectives and performance results of the agency 

Explain importance and impact of specific budget 

issues to high-level program officials 

Prepare budget narratives and exhibits for inclusion. 

in OMB, Congressional budgets, and annual 

performance plan 

5 

Developmental Activities 

requests 

Prepare temporary appropriations warrants 

requests for submission to Treasury 

Prepare 1105 apportionment requests 

Work exverience: 

Study program regulations and operations; 

internal agency budget policies and 

procedures, and authorizing statutes 

Details to program financial offices 

Review legal constraints on prior year and 

current year budget execution 

Learn about contracting procedures, 

reimbursable & direct procurement, MOU 

instruments, & inter-agency support 

agreements 

Courses: 

Appropriations law 

Working capital/revolving fund accounting 

courses 

Work experience: 

Research appropriations case law 

Rotation to working capital function 

Courses 

Public administration 

Government operations 

Work Exverience: 

Rotational assignments to program offices 

Study agency performance plans, strategic 

plans, -annual financial statements, and 

accountability reports. 

Courses: 

Federal budget process 

Budget formulation 
,., ,,, 

Core Chmpetekies for Budget Analysts in the Fed&al Governmek .,. : +.L .‘< 

X<_‘, .,I.. 

r 

Core Competericids 

(Knowledge of,,Ability to Use, or Skill in Using): i 

! 

: Levels Learhing Objectives -, Developmental Activities - - 

1 2 3 ,‘. 

: Brief Congressional staffers on budget request ‘Budget~estimating techniques ‘. 

/ , 

’ Defend/support budget before OMB staff, and r. . . Congressional appropriations and oversight i ’ Writi~~~~ffective’bGdgetjustificatidiis 

i Budget.presentation and justificat&r 

: coqrniwes 1. _, .j. ., 

Budget execution I. 

: Internal pohcies and procedures 

:,i. 7 

&f& > 

.’ 

: r i Creative thinking 

’ .._ Work experience: _ 

Budget examiner ,’ 

Detail to OMB ” ” 

9. The Congressiona! budget and 

appropriatior$ process 

: X X X Provide advice on potential Congressional reactions Courses: 

’ to-prop.osed.agency budge@ 

Determine possible course of Agency action in Congressional appropriation and budget 

: process 

’ :A’: response to Congressional action. 

/ ‘. ~ 

. Work Experience: 

Review and analyze oversight committee 

reports; learn ‘Congressional oversight 

committee procedures (House, Senate, & 

Conference), budget resolution process, 

.authorization/appropriation relationship 

Learn, role of OMB:. ’ 

udget Presentation and Justification i % <,, 

._ ., .i .jZZ’ x. -< 

, 

1’. ‘,/_ :‘. :,:’ : 

10. : Basic missions;. functions and organizational X 

’ structure of the agency and its offices _ 

X X Prepare budget narratives to OMB and Congress -Workexperience; :. ‘.: 

: iReview specific program objectives for adequacy of 

._,. : , fun&g _~, 

‘Assist clients to prepare performance goals 

and measures and monitorprogress j cl ’ 

-. :. ,. 

I_, Rotational assignments and details 

;Si~$ifji~m~ ., ::- ,,.:,.: .(:T 

i ! e 

’ 

in., ,’ *it’. :. 1’ 

11. The impact that agencies such as OMB and X 

OPM, and GSA. have on agency operations 

X X Prepare budget narratives to OME3 and Congress Direct contact with OMB, OPM arid<GSA 

‘-1 Review specific program objectives for adequacy of i 

funding 

counterparts ” . 

.I. /- ._.- -_ - . 

I’ .-,.- .Y 

., ‘.. 

Assigned program/account areas 

. . 1 :, .-., .~ .- 

12 -’ X 

..__ . X X Prepare budget narrative to G&IJ3 and Congress ._ _ ..Visit facilities .~rodu.ction,. test, labs, etc.) with, 

Review specific program objectives for adequacy of program managers 

‘, .: . i funding 

6 
.-?-F----7- 

Core Competencies for Budget Analysts in the Federal Government ,’ ,:: 

. ,, 

Core Competencies 

(Knowledge of, Ability to Use, ?r Skill in Using): 

13. 

14. 

15. 

16 

Public laws, executive orders, OMB 

circulars and bulletins, and agency directives 

which govern the budget process for 

assigned program areas 

Sufficient knowledge and ability to interpret 

and apply statutes, regulations, Comptroller 

General Decisions, court opinions, and 

specific Congressional mandates included in 

the agency’s authorizing legislation, 

appropriation acts, and Committee reports 

Basic techniques of budget, financial and 

economic analysis 

Good business practices 

Sound basis in general analytics 

.,: 

Ability to integrate the requirements of the 

Government Performance Results .Act into 

the budget process I , 

ievels 

i 

- 

x 

- 

- 

X 

- 

z 

- 

X 

- 

X 

- 

X 

- 

T . 

Learning Obj@ves .:. ‘. 

. 

Prepare President’s appendix and technical budget 

exhibits, in or&r to reflect agency’s policy and 

financial situation consistent with info&ration from 

agency’s accounting system 

Advise agency official on budget policy and 

procedures 

Advise on financial operations of the agency. 

Prepare budget analyses, including depreciation of 

program assets, and projections of future year costs 

Prepare status of funds reports, which estimate yearend spending 

Prepare budget estimates for program increases 

Compute and justify inflationary, uncontrollable 

increases 

Identify financial issues before they become 

funding problems 

I I I 

X X Prepare agency budget based on strategic and 

performance plans 

Advise program managers on preparation of 

; performance plans and measures to facilitate agency 

wide cohesion inbudget plans 

7 

Devel&pme&l Activities 

Courses: 

Appropriatio,ns law 

Budget formulation 

Work exnerience: 

. 

Learn agency financial management policies 

and regulations 

Research, analyze and interpret financial data 

Courses: 

Appropriations law : 

Work. experience 

Research 

Courses: 

Basic-and Federal accounting concepts and 

principles 

Economics 

Internal control. 

Automated data processing controls (to ensure 

data integrity) 

Business administration 

Quantitative mathematics 

statistics 

Operations research 

Regression analysis as a forecasting tool 

Effects of foreign currency fluctuations 

Courses: 

Strategic planning 

Performance measures 

Work experience 
Core Competencies for Budget Analysts in the Federal Government 

Core Competencies 

(Knowledge of, Ability to. Use, or !&ill in Usjng): 

i ,, 

Levels : Lea&g Objectivk -- ‘Developmental Activities 

: -.. jl 2 3 7.L _.. 

.’ .. 

17: Mathematics and statistics X X X Analyze and interpret financial data and trends in Courses: 

assigned programs Mathematics 

statistics 

18. Effective oral and written communication 

skills. 

: 

W’ork Experience: 

,- 

.Master PC software tools for statistical 

,. forecasting, .trend analysis graphical 

presentation, exception reporting 

-- .‘; ) 

. 

., 

X X X Prepamand present analyses, reports and budget Courses: 

justifications, which.are concise and clear to the 

targeted audience 

,College level English courses, such as English 

composition, literature, rhetoric, creative 

._ ,: 

.’ 

writing, etc. 

Write and explain budget instructions Speech 

Briefing and presentation techniques 

~- Conduct and participate in effective meetingsWork Experience: 

,Speakmg and writing subject to supervisory 

mentors 

:. Constant attention, to ensuring that speech 

jand writing is in plain English 

19. . . 

’ 

i 

Information Technology X X X ,Use computer applications to efficiently extract data Courses! ,, 

.fiom agency financial systems and transform data 

elements into financial information for analysis and 

.Basic mformation technology including 

: database ‘management 

review., Define systems requirements for new j 

software programs or modification to existing 

Standard office software (i.e. spreadsheets, 

. . i 

:^ programs... Etbectively articulate’and convey those 

Igraph@, presentations) 

ineeds to ‘infort’riation’technology personnel. 

Agency financial systems and analysis 

8. so’ftware. 

. ..- 

Stress and time management ., - X .,X X Use stress and,time management techniques to meet Courses: _ 

.’ tight deadlines Stress management 

Find balance between work, family and recreation ITime management 

Maintain good health habits I Setting priorities 

Maintain team concept 
Core Competencies for Budget Analysts in the Federal Gotiehient 

Appendix A 

Chief Financial Offkers Council ., .5.’ 

Statement of Principles for Federal FinancJal Education and Training ’ 

‘. . . ;. 

The Federal financial management communify,must make substantial @vestments in professjonal 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 maintaming the required ievel. of technical, 

‘professional and manageriaiexpertise for Federal fina&ia1!management. ’ ,’ .’ . ’ I. ‘.,‘. . ..I. G ,,* .;:,% ..jj _.” . 

The following p$ncip$s a!lAy. to planning !nd evaluating educati?~,.~~~ training programs for federalfnancial manage&nt* ., ‘. I, _, : ..> _.. .j” / 

,.__, ‘., ‘. 

,_- ‘,:.:’ 

Quality and Accreditation ix, \ .> _-,, -;- I .; i i 

Education and training providers should meet the standards for accreditation or cert$at$n, 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 profdes 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. 

9 
Core Competetwies for Budget Analysts In tie liedera/ Governme@ ,. 

10 
Core Competencies for Budget Analyst in the Federal 66vehmeht”‘ ’ ..l 

CFO 

CFO Act 

FFMIA 

GPRA 

IT 

JFMIP 

OMB 

OPM 

/ 

Chief Financial Offker : 

Chief Financial Offbxr’s Act of 1990 

Federal Financial Management Improvement Act of 1996 

-: ; i 

,. :,,- , ,: .: _, .::, 

Government Performance and Result.s.Act of I993 .., .:‘, -1 ‘. ,.. .;:: :-‘- ~:,.~~~;’ 

Information Technology 

Joint Financial Management Improvement Program ‘I- .‘. . . *, ?-. ..G :, _’ 3; I 2i:.si ..B. 

., ;- _.. .i ;. :, ..’ .’ 

OfflceofManagementandBudget /, j :. : ! ;, -,r:‘.,, 

i .,c 1.2 : 

,’ .“I r ,“. 

.’ 

^ : : :,, ‘- ,, ‘: ,‘111 .j,..y,,‘., 

Offke of Personnel Management ( , ,i._ ‘, ,’ .i 

i%l/.. : ‘I’. _: ;, - : 7 : ,--’ . 

: . . ,, ,. ‘,.: .,: ,,i ,7...,- 

., 

. . ., :. ‘- _- -: 

.’ ,: i .,’ 

11 
Cor8 Compte~i8s for Budget Analyst,in the leederal Gov8rnm8nt : : _. 

. ‘_ 

Appendix D u, ,,‘. I. . ‘,; : ,,. 

Contributors to Revisions to Core Competencies for Budget Analysts in the Federal Government. 

Co-Chain ofReview Board 

Doris Chew, Joint Financial Management Improvement Program (JFMIP) ” ““ 

John Sander, Department of State - ‘. 

,. :- 

I: ..: , : 

Kenneth Bresnahan, Department of Labor 

Brian Dixon, Joint Financial Management Improvement Program T i

Geoffrey Frank, General Accounting Office 

Joel Fried& Department of Defense -c 

Robert Gramling, ,General Accounting Office 9:. ,, t- ,.: ..;,.. : i . . X “-, ; :<:>,r. 

Willa Green, Department of Labor 

Thad Juszczak, Department of the Treasury, Internal Revenue Service“ ’ ” , : (: 

Dennis Kaplan, Department of Agriculture -. ,\i 

Linda Taylor, Women’s Executive Leadership Program, JFMIP 

Janet White Laytham, Department of Labor 

Betty White, Environmental Protection Agency 

This document was developed under the auspices of the CFO Council Human Resources Committee and ,JF..P: 

Kenneth M. Bresnahan 

, 

Acting Chief Financial Officer, Department of Labor, and 

Chair, CFO Human Resources Committee 

Karen Cleary Alderman 

Executive Director, JFMIP 

12 
Appendix E 

Generic Individual Development Plan Guide For Fiscal Year 

A. Name: 

C. Job Series, Grade and Title: 

B. Date: 

D. Supervisq~‘s Name: 

E. Core Competencies/Leaming 

Objectives 

(Knowledge of, Ability to Use, or 

Skill in Using) 

J. On-the-Job Training 

3. 

M. Employee’s Signature: Date: supervisois signature: Date: 

13 
.: , .-. : ,,.- 
Requests for Publications 

JPMIP 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 200 13 

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

2537. 
U.S. General Accounting Office 

Joint Financial ,M+nagement Improvement Program 

Room 3111 

441 G Street NW 

Washington, DC 205484001 

OFFICIAL BUSINESS 

Penalty for Private Use $300 

Bulk Rate 

Postage & Fees Pail 

GAO 

Permit No. G-100