1. Presented by: Sylvie Séguin, CPA, CGA Acting Senior Director Financial Management Community Development (FMCD) Division Office of the Comptroller General The Financial Management Community FMI Capital Chapter February 19, 2015

2. 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

3. 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

4. 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

5. 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

6. 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 Risk Management Behaviours 6 Behavioural Competencies Key Competencies Engagement “Leadership”

7. 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 www.gcpedia.gc.ca/wiki/Financial_management_community 7

8. 8 Contact us: Sylvie Séguin, CPA, CGA Acting Senior Director Financial Management Community Development sylvie.seguin@tbs-sct.gc.ca 613-946-6242 Julie Tremblay, CPA, CA Special Advisor – Learning and Development julie.tremblay@tbs-sct.gc.ca 613-952-3350 Monique Main, CPA, CA Manager, FORD/IARD monique.main@tbs-sct.gc.ca 613-946-7635