TECHNICAL
INFLUENCE
- qualified accountant or MBA
- strong communicator
- central to decision making
- protect and support the
accounting officer
- people manager
- role model
GOOD
BUSINESS
PARTNER
STRATEGIC
- sustainable, long term plan
-custodian for business area /
project
- clarity on context
CAPABILITY
DEVELOPMENT
- commercial approach to finance
- transformational change agent
- influence and leverage
Good Business Partner - Technical
Skill
Indicators
Trusted advisor at
the centre of
decision making
• Gives insight to clear strategic understanding of financial position
• Challenge and influence at senior levels within the Department and with stakeholders / commercial
partners
• Balance propriety and regularity with solutions to help the Department and Ministers achieve objectives
• Maintain objectivity and independence
• Understand and advise on financial implications of policy and strategy decisions to support decision
making
• Set clear priorities for investment/execution of strategy based on measurable outcomes which
demonstrate success
• Excellent knowledge of the Business
Protect and advise
the Accounting
Officer
Qualified
accountant
• Represent finance department, ensuring good financial hygiene
• Agent for the control environment - operating a proportionate and appropriate system of controls
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Strong grasp of government accounting rules with strong technical skills
Able to identify issues where a key initiative is off track and requires attention
Effective risk management – understand and champion mitigating actions
Integrity and ethics
Persuasive communicator of complex matters in simple terms
Qualification demonstrates professionalism and ethics
Good Business Partner - Influence
Skill
Indicators
Strong
communication
skills
• Highly articulate and credible at senior levels across the Civil Service and with external stakeholders
and commercial partners
• Successfully influence senior stakeholders
• Provide clarity and direction for teams in ambiguous and uncertain environments
A strong people
manager
• Takes shared responsibility for development of talent and improved leadership capability
• Identifies and nurtures talent - develops, coaches, mentors
• Sustains effective network of senior colleagues across Whitehall and beyond and works collaboratively
with them
• Demonstrates self awareness – recognise their own strengths and weaker areas and recognises impact
of their actions
• Pro-actively engaged with and knowledgeable about the work of colleagues on their team
A recognised role
model
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A visible ambassador for finance who backs and supports the function to enable effective delivery
Accessible to customers
Approachable and supportive, giving recognition to the work of others
Demonstrates an ability and willingness to make difficult decisions and stand by them, and
communicate these to stakeholders as required.
Good Business Partner - Strategic
Skill
Indicators
Sustainable long
term financial plan
• Champion a culture of effective strategic finance risk management
• Focus on over-arching strategic aims rather than process
Sense check on
departmental issues
• Position finance to work with policy and link to overarching departmental business plan
• Fully understands and is passionate about the business
Politically savvy
• Understand the politics and use this effectively
• Provides insight to departmental objectives in relation to wider civil service priorities and helps others to
understand these interactions and overcome tensions
• Remain apolitical, operates effectively with different groups
Good Business Partner – Capability
Development
Skill
Indicators
Take a long term
approach to
personal and team
development
• Self-aware in identifying areas of weakness and addressing them
• Able to recognise when outside expertise is required and ensures transfer of skills
• Demonstrates core behaviours and competencies
Commercial
acumen
• Identify and solve commercial problems working with and seeking input from commercial partners
• Ensure appropriate levels of commercial capability and awareness in the finance team in a culture that
encourages this
• Understand the long term impact of outsourced relationships (not just cheapest provider)
• Strong negotiation skills
• Understands procurement
Change agent
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Stakeholder
manager
• Collaborate with and learn from other functions
• Ensure decisions are based on accurate evidence and reflect varied advice/viewpoints
Seeks opportunities for improvement, change and efficiency
Fosters a flexible and responsive culture
Takes responsibility and makes things happen
Articulates the need for change (with data) and win hearts and minds (influence)