Strategic Leader Development for Government Financial Managers

1. Strategic Leader Development for Government Financial Managers FSIO Conference, March 12, 2009

2. Government Strategic Leader • Strategic thinking • Collaboration and cross-boundary leadership • Focus on the enterprise • Leveraging resources • Executive communications, ethics, integrity, and commitment to public service

3. Strategic Thinking • Build a shared vision • Think systematically • Cope with uncertainty and ambiguity • Think creatively and innovatively • Leverage cognitive strengths

4. Collaboration and Cross-Boundary Leadership • Build and enable mutually beneficial relationships across organizational boundaries • Sense commonalities and opportunities • Learn continuously

5. Focus on the Enterprise • Develop a shared vision on enterprise goals & objectives • Have a broad enterprise understanding of org. capabilities • Incorporate multi-dimensional decision-making perspectives • Understand the linkages between enterprise planning, performance, and budgeting • Cope with ambiguity and uncertainty

6. Leveraging Resources • Bring together and enable and empower the best contributions of people, teams and leaders • Leverage information and information technology • Secure and sustain financial support for current and future mission priorities • Partner innovatively and pragmatically to achieve synergistic results

7. Executive Competencies • Write / speak well in various settings at an executive level • Commit to public service • Demonstrate integrity, honesty, and ethical behavior • Commit to lifelong learning • Be introspective

8. CFO Academy In 2007, the CFO Council determined that financial managers needed to strengthen their knowledge and understanding of: • federal financial policy and organization, • strategic leadership and change management, • performance management and accountability, and • portfolio management.

9. CFO Academy To prepare middle- to senior-level members of the government financial management community* for senior 21st Century management and leadership responsibilities. * Financial management community includes personnel responsible for accounting and finance, budget and cost analysis, internal controls and auditing, financial systems, and resource management.

10. “TheChanging World of the CFO” Course • The Changing World of the CFO consists of 20 lessons: • Strategic Systems Thinking • Leadership for the Future • Change Leadership • Risk Management, Internal Controls, Audit Coordination Trends & Issues • Transparency and Accountability • The Future of Financial Management • Financial Systems Leadership • The Future of Financial Standards and Reporting • Decision Support Strategies • Performance Measurement • Multi-agency Collaboration • Budget Formulation and Execution Strategies

11. CFO Leadership Certificate Curriculum

12. CFO Leadership Certificate Courses • Changing World of the CFO Focuses on the changing environment of the federal Chief Financial Officer (CFO), and provides an overview of the essential elements of the current and future roles of government CFOs and their staffs. • Federal Budgeting and Financial Management for Strategic Leadership Focuses on strategic understanding of the players, roles, structure, responsibilities, and rules of Federal budgeting, appropriations, and financial management. • The Capital Planning and Portfolio Management Focuses on state-of-the-art strategies for portfolio management, with an emphasis on assessing, planning, and managing information technology (IT) as a portfolio of investments. • The Future of Financial Reporting Under development, will be scheduled in Academic Year (AY) 2009/2010. • Auditing, Internal Controls, and Risk* Under development, will be scheduled in Academic Year (AY) 2009/2010.

13. CFO Leadership Certificate Courses • Decision Support, Strategies & Tools Under development, will be scheduled in Academic Year (AY) 2009/2010. • Government Business Enterprise Transformation Frames the initiatives, strategies, and opportunities for transforming the Federal Government’s business operations that provide capabilities, resources, and materiel to the government employee (such as global warfighters or disaster recovery staff). • Leadership for the Information Age Examines Information Age leadership and organizations and describes the successful Information Age leader and organization as constantly learning and adapting to an increasingly complex, changing, and information-rich environment. • Enterprise Information Security and Risk Management Explores the practical challenges of assessing and managing information security risks when developing an enterprise information security program. • Enterprise Architecture for Leaders Presents enterprise architecture (EA) as a strategic capability organizational leaders use for enterprise planning, decision-making, and key process execution.

14. CFO Leadership Certificate Courses • Multi-Agency Information-Enabled Collaboration Evaluates the strategies, means, and information models needed for effective multi-agency collaboration in planning, decision-making and implementation of national security operations, including stabilization and reconstruction, and homeland security and national preparedness operations. • Enterprise Strategic Planning Conducts an assessment of the various elements of The National Security Strategy of the United States of America (information, economic, diplomatic, and military power) and supporting strategies (e.g., National Strategy for Homeland Security, National Strategy for Combating Terrorism, National Defense Strategy, National Military Strategy, etc.) to understand the strategic direction of the Federal Government and its impact on their organization. • Continuity of Operations Outlines the major elements involved in developing and implementing effective continuity of operations plans for government agencies.

15. CFO Leadership Certificate Courses • Measuring Results of Organizational Performance Provides strategies and techniques for assessing organizational performance results as part of the strategic planning and budgeting process required to fulfill regulatory oversight requirements (e.g., GPRA, Clinger-Cohen Act, President’s Management Agenda, PART). • Building an IT Business Case Constructs program-level development and presentation of an effective IT acquisition business case that support agency IT capital planning and investment control and successful OMB IT investment review. • Information Technology Project Management Advances project and program management in an Information Technology (IT) context using industry-accepted project management processes, e.g., the Project Management Institute’s (PMI) Project Management Book of Knowledge® framework, and project management concepts.

16. 1 week of online preparation 1 week in residence at Fort McNair 3 weeks to complete academic assignments for credit 8 courses in four years 1 week of online preparation 12 weeks of online coursework 3 weeks to complete academic assignments for credit Global, 24/7 access 8 courses in four years Instructional Formats eResident Courses Distributed Learning Courses

17. CFO Academy Admission Criteria • A nomination from senior financial manager regarding leadership potential • At least a GS 14, 0-5, or equivalent rank • A bachelor’s degree from a regionally accredited institution • At least three years of financial management experience • Knowledge of financial management as evidenced by one of the following*: • An undergraduate or graduate degree in a business related field; • A Certified Government Financial Management (CGFM); or • A Certified Defense Financial Management (CDFM); or • C.P.A. *Otherwise qualified students who do not meet this criterion may be admitted conditionally to two courses, while they earn CGFM or CDFM.

18. More Information • More information can be found on the College’s website at http://www.ndu.edu/irmc/pcs_cfo.htm • Elizabeth A. McDaniel, Acting Director, CFO Academy, and IRM College Dean of Faculty and Academic Programs at 202-685-3884, mcdaniele@ndu.edu