Finance and Performance Management

Course Duration: 
2 Weeks
Development Management
Tuition Fee: 
2 500.00 USD

​This course ​description ​is indicative, and only for reference ​purposes. The course is not scheduled unless advertised in our calendar. If you are interested in this course​,​ or require a customized course​ that is similar to this​, please note that ​fees start from USD ​25,000 for a two-week course. This fee is for a customized course for ten or fewer participants. For additional participants, the fee is USD 2500 ​per participant.

​For these fees, the client may customize the course to the precise needs ​of the client's organization. Scheduling will be in consultation with the client.

Participants: Senior finance managers, business owners, company executives, and aspiring finance leaders.

Course Objectives
The aim of the AIT Performance Leaders™ Series course “Financial and Performance Management” is to improve financial decision making and performance for public sector managers.  The focus is on practical tools that participants can immediately apply to improve performance in their functional areas.
The course has the following learning objectives:

  • Understand the critical role that value – from both an economic and organizational perspective – plays in creating a performance-driven environment
  • Understand how the activities and solutions of non-finance government professionals and processes drive overall financial performance
  • Learn the financial tools available to public sector managers to help improve financial results
  • Learn to build a professional business case and apply the core concepts of business-case development to key public finance applications and performance improvement
  • Learn to use financial statements and the core drivers of financial performance to make informed decisions and lead performance improvement initiatives
  • Learn the core financial applications and tools, and the complex performance-management dimensions and elements that affect public finance management
  • Improve budgeting, planning, forecasting, and finance management in a government context

Expected Learning Outcomes
By the end of the “Financial and Performance Management” course, participants will:

  • Understand how the management of key non-finance government processes drives an agency’s overall financial and service performance; how non-finance activities and solutions impact government financial management; and what tools are available to help improve public finance management
  • Be able to build a professional business case based on best practices in business-case development
  • Be able apply the core concepts of business case development, including in-depth analysis of critical success factors, return and value, and risks; forecasting incremental cash flow; dealing with intangible benefits; valuing alternative solutions; conducting breakeven analysis; performing reality checks
  • Understand how to use financial statements, ratios, and concepts in public finance areas and how management of processes impact these key statements
  • Understand senior government management’s view of financial performance, the three core drivers of financial performance, measuring financial performance, hidden and non-hidden capital costs, and how these concepts can be impacted in the government context
  • Understand core finance applications, including: a) calculating and translating your agency’s key financial metrics, b) conducting a financial gap analysis for your agency, c) measuring the value of gaps, d) linking improvements in processes to financial gaps, and e) measuring the value of potential solutions to close financial performance gaps
  • Be able to lead a performance-improvement initiative in critical local government areas

Effective Public Finance Management (PFM) systems are crucial to developing countries making progress in reducing poverty.  This connection – between PFM systems and poverty reduction – was given added attention with the introduction several years ago of the HIPC debt relief initiative.  Most of the Poverty Reduction Strategies that developing countries have developed recognize explicitly that poverty reduction is not merely a question of spending more, but also using existing resources more effectively.  In essence partner countries increasingly recognize that problems in sectors such as health, education, and agricultural can have common origins in weak PFM.  Likewise, progress toward achieving the Millennium Development Goals (MDGs) has given additional urgency to improving PFM as an enabling condition for poverty reduction.

We are delighted you have been able to join this valuable course.  It is our pleasure to serve you.