fmi*igf 3-Year Outcomes
- Volunteer Engagement - fmi*igf has
established an attractive and evolving value proposition for our
diverse and competent base of dedicated volunteers at all
- Chapter and National Product Growth -
fmi*igf is thriving sustainably through the provision of relevant,
high-quality products that experience increasing levels of
involvement and participation.
- Public Sector Impact - fmi*igf has a
pulse on all emerging issues and trends and is the "go-to" source
for public sector financial management information.
- National Recognition - There is
increased awareness of fmi*igf as a national organization among key
current and future stakeholders.
Outcome #1: Volunteer Engagement
fmi*igf is an organization run by volunteers. The most
significant risk to the sustainability of the organization is the
inability to continually attract capable, committed and sufficient
National and Chapter Board volunteers. It is recognized that people
volunteer for different reasons and it is important for fmi*igf to
have a firm grasp on what those reasons are. Inattention to the
needs of volunteers will ultimately lead to insufficient numbers of
volunteers, rendering the deliver on the mandate of the National
and Chapter Boards unattainable.
It is necessary to recognize the important contributions that
volunteers make to the organization and to reward those
contributions appropriately. As a strategic initiative, the fmi*igf
will identify the important expectations that volunteers have for
their service and effort and then develop the value proposition to
meet those expectations. This needs to be done in the context of
changing demographics and the need to encourage new volunteers to
contribute at the same time as retaining the valued services of
those who have been contributing for many years.
By 2019, fmi*igf has established an
attractive and evolving value proposition for our diverse and
competent base of dedicated volunteers at all levels.
1.1 Solidify the volunteer base
through an enhanced value proposition (incentives) and provide the
National Office support in order to "make it easier for a board
member to succeed".
1.2 Design and deliver
national/chapter board training (e.g. on governance,
accountability, succession planning, etc.)
1.3 Develop and implement the
appropriate linkages/transition mechanism to integrate the ALN into
fmi*igf and to continue its expansion in the regions.
Outcome #2: Chapter and National Product Growth
The ultimate measure of a successful national organization is
It is the role of the National Office (NO) to generate growth in
products and services at the National level. The NO also needs to
further support Chapters in their programs via new products and
assistance with identifying key topics and speakers of
interest. Relevance of programming is a paramount
consideration in developing and delivering national and local
events, so as to help ensure participants are well informed on
- Having thriving chapters that are financially viable and that
offer high quality events and programming through a strong
volunteer base and;
- Generating successful national events with increasing
attendance while growing our product offering.
By 2019, fmi*igf is thriving sustainably
through the provision of relevant, high-quality products that
experience increasing levels of involvement and
2.1 Continue to broaden the
programming to incorporate the financial management interests of
other professions (eg. procurement, real property) and topics of
interest to financial management professionals.
2.2 Actively seek timely relevant
topics/experts and incorporate into PD offering/services with a
target on specific competencies. Including speaker assistance to
2.3 Provide a mix of professional
development products, including web-based, that complement
Outcome #3: Public Sector Impact
In order to establish itself as the "go-to" source for public
sector financial management information, fmi*igf must deliver
high-quality, relevant, timely products and services. Several
strategies were articulated to achieve this outcome, the first of
which is to continue to build our capacity to contact and have
meaningful conversations with senior level stakeholders at all
levels of Government. This also applies to professional bodies and
other organizations in order to establish mutually beneficial
relationships that can meet both their own and fmi*igf
As it is recognized that fmi*igf does not have the desire nor
the capacity to initiate and produce research and white papers, the
fmi*igf will partner with stakeholders who are better positioned to
create this content and we will then communicate it to the
Finally promoting a consistent fmi*igf brand across all chapters
will play a key part in establishing the organization as the
"go-to" source for public sector financial management
By 2019, fmi*igf has a pulse on all emerging
issues and trends and is the "go-to" source for public sector
financial management information.
3.1 Collaborate with all levels of
Government at a senior level to develop product that will meet
their specific requirements in terms of talent management and
leadership development and obtain their support for these
3.2 Actively seek timely relevant
topics / experts and incorporate into professional development
products and services.
3.3 Expand current partnerships and
look at leveraging new opportunities in order to enhance
programming at all levels.
Outcome #4: National Recognition
Increased awareness of fmi*igf as a national organization among
stakeholders has been significant over the past few years and
investments in brand marketing have helped establish the
organization as a national force. There is still more to do as
greater effort and focus is required to get the brand out to more
potential participants. Appealing to interests that go beyond
traditional financial managers will be key. Financial management is
a topic that is of critical interest to many, not just financial
The importance of maintaining contacts with senior-level
decision makers is key to fmi*igf's recognition. This also applies
outside of the Federal FI classifications. The fmi*igf needs to
expand its product offering and create a product specific to the
executive level. In addition, the organization needs to review its
approach in order to address the specific needs of this very
important group. The current fmi*igf brand is considered by many to
only aim at the FI classifications, this needs to change.
By 2019, there is increased awareness of
fmi*igf as a national organization.
4.1 Market the value proposition with
a more disciplined effort and strategy on our brand to the broader
range of disciplines that have a financial management