day1-sp4 icgfm201405 gordonferrier en
TRANSCRIPT
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Public Financial Management
Competencies: Lessons from the
Field
Gordon Ferrier, Assistant Director (International)
Chartered Institute of Public Finance and Accountancy
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Introduction and background
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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
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Uses and Benefits of Competency Frameworks
Performance appraisal. Base appraisal on objective criteria.
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Uses and Benefits of Competency Frameworks
Development: Specify needs in competency terms, not inputs.
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Uses and Benefits of Competency Frameworks
Job design: Create rewarding and satisfying jobs.
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Uses and Benefits of Competency Frameworks
Training: more systematic, linked to performance, target use of budgets
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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.
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A Competency Statement
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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
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Validating the Model
Face Validity • “Makes sense”
Construct Validity • Distinguishes levels of performance
Content Validity • Coverage of the domain
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Content Validity Learning and Growing
Legislation
Standards
Strategy & Planning
Assurance
Scrutiny
Operations Monitoring & Internal Control
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Integrating with Existing Frameworks
All civil servants
PFM staff
Senior civil servants
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Competency and Performance
Research evidence
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Competency and Performance
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Issues: 1 Defining PFM
Capturing representative views
Balancing country needs with expert opinion
Handling volume
Anticipating future needs
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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
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Progressive or Cumulative?
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A1 A2 A3
S1 S2
K1 K2 K3
B1 B2 B3
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A1 A2 A3
S1 S2
K1 K2 K3
B1 B2 B3 B4
S3
K4
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A1 A2 A3
S1 S2
K1 K2 K3
B1 B2 B3 B4
S3
K4
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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.
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Implementing the Model
Key Conditions
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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!
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Public Financial Management
Competencies: Lessons from the
Field
Gordon Ferrier, Assistant Director (International)
Chartered Institute of Public Finance and Accountancy
end