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Public Financial Management
Competencies: Lessons from the
Field
Gordon Ferrier, Assistant Director (International)
Chartered Institute of Public Finance and Accountancy
Introduction and background
What is Competency?
“a cluster of related knowledge, skills and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can be measured against well-accepted standards, and that can be improved via training and development” Referenced in Parry, S.R. The Quest for Competencies, Training, July 1996 pp 48-56
…and behaviours
Uses and Benefits of Competency Frameworks
Performance appraisal. Base appraisal on objective criteria.
Uses and Benefits of Competency Frameworks
Development: Specify needs in competency terms, not inputs.
Uses and Benefits of Competency Frameworks
Job design: Create rewarding and satisfying jobs.
Uses and Benefits of Competency Frameworks
Training: more systematic, linked to performance, target use of budgets
Components of Competency Knowledge: factual information accepted to be true.
Skills: the learned ability to carry out predefined processes.
Attitudes: a relatively enduring disposition to view people, places, things or events in a particular way.
Behaviour: a specific action taken to achieve a (usually) predetermined outcome.
A Competency Statement
The Competency Model Current and future requirements
Six Frameworks: One Common (all PFM staff) and Five Functional
Key (critical) competencies only: no attempt to be comprehensive
Four Common competencies
Five – Eight competencies according to Function
Validating the Model
Face Validity • “Makes sense”
Construct Validity • Distinguishes levels of performance
Content Validity • Coverage of the domain
Content Validity Learning and Growing
Legislation
Standards
Strategy & Planning
Assurance
Scrutiny
Operations Monitoring & Internal Control
Integrating with Existing Frameworks
All civil servants
PFM staff
Senior civil servants
Competency and Performance
Research evidence
Competency and Performance
Issues: 1 Defining PFM
Capturing representative views
Balancing country needs with expert opinion
Handling volume
Anticipating future needs
Issues: 2 Integrating with other frameworks and initiatives
Clearly differentiating between knowledge, skills attitudes and behaviours
Statements: Progressive or Cumulative?
Supply side capacity
Efficiency of current spending
GOP
• $228 • 3.2
UK
• $178 • 2.5
Canada
• $72 • 1
Progressive or Cumulative?
A1 A2 A3
S1 S2
K1 K2 K3
B1 B2 B3
A1 A2 A3
S1 S2
K1 K2 K3
B1 B2 B3 B4
S3
K4
A1 A2 A3
S1 S2
K1 K2 K3
B1 B2 B3 B4
S3
K4
Progressive or Cumulative?
Conclusion: The Competency Frameworks are not cumulative or progressive by design… …although some statements may be cumulative or progressive in their effect.
Implementing the Model
Key Conditions
Lessons Learned Design only a starting point
Constant need for education
Few right or wrong answers
Context is critical
Key stakeholders must be committed
Long term commitment important
There comes a time to let go!
Public Financial Management
Competencies: Lessons from the
Field
Gordon Ferrier, Assistant Director (International)
Chartered Institute of Public Finance and Accountancy
end