Transcript Document
The Financial Management Community FMI Capital Chapter February 19, 2015 Presented by: Sylvie Séguin, CPA, CGA Acting Senior Director Financial Management Community Development (FMCD) Division Office of the Comptroller General FM Community Demographics (March 2014) • • • • • 4,942 active FIs and 386 on leave without pay 46% of FIs are under age 40 Women represent 59% of FIs 70% of FIs work in the National Capital Region In 2014, 43% of FIs reported French as their first language • 98% of FIs are indeterminate • FIs represent 2% of the public service 2 The FM Community: Priority Areas • Financial Management Transformation • Treasury Board Policy Reset • The Costing Centre of Expertise • Talent Management for Chief Financial Officers (CFOs) and Chief Audit Executives (CAEs) 3 Evolution of CFO Model • The role of the FM community has evolved from a transactional role to one that focuses on the strategic business advisory function and how it supports senior management in its overall stewardship responsibilities. • The CFO model is based on the principle that a strong financial management organization, headed by a qualified professional, is critical to ensuring that Deputy Heads have the necessary support to undertake their role as Accounting Officers. • Since 2012, the CFO model has also evolved from a “pure” model to a more “corporate” model that includes comptrollership and internal services. 4 Evolution of CFO Model In 2012, the OCG defined the role of the CFO in the context of the federal public service and these definitions serve as a framework to capture the CFO’s various roles and key activities: • Steward role: oriented toward financial information quality and control rationalization • Operator role: oriented toward best practices for the entire finance function itself • Catalyst role: oriented toward best practices for the entire organization and champions and leads organizational change • Strategist role: oriented toward long-term, strategic issues and is outwardly directed 5 Key Competencies Behaviours Behavioural Competencies • Tells the story behind the numbers • • • • • • Asks the right questions Is business-oriented Is strategic advice–oriented Understands the big picture Is an agent of change • Is client-focused/engages others • Understands risk tolerance and takes into consideration risk appetite • • Is trustworthy and flexible Is flexible Oral and Written Communications Strategic Thinking – Analysis Strategic Thinking – Ideas • • • Engagement • Risk Management “Leadership” 6 Supporting the Community • • • • • • FI to CFO Career Path Welcome to Pages Learning maps FI core curriculum Managers Guide to Competency-Based Management Self assessment in the Employee Guide to Competency-Based Management • Available at: www.gcpedia.gc.ca/wiki/Financial_management_community 7 Contact us: Sylvie Séguin, CPA, CGA Acting Senior Director Financial Management Community Development [email protected] 613-946-6242 Julie Tremblay, CPA, CA Special Advisor – Learning and Development [email protected] 613-952-3350 Monique Main, CPA, CA Manager, FORD/IARD [email protected] 613-946-7635 8