A Presentation to FMI January 2011 Betty-Anne Pratt, CA Provincial Comptroller Province of Manitoba
The Dimensions of Modern Comptrollership The Value of Strong Comptrollership Manitoba’s Approach to Comptrollership Insights on Fostering and Sustaining Comptrollership 2
Effective Comptrollership in a Word... Effective comptrollership is about sound organizational management. As such, the responsibility for achieving effective comptrollership no longer rests solely with financial specialists but rather, must be embraced by the entire organization. 3
The Old Approach: Command and Control Characterized by being highly centralized. Depended on rules that tried to cover every possibility. Attempted to eliminate risk. 4
The New Approach: Flexible and Integrative Characterized by bringing together financial and non-financial information to support good decision-making. Puts more responsibility into the hands of those who deliver services. Emphasizes results, not just the resources that produced those results. 5
Focus on transactions e.g., payroll, paying suppliers, collecting payments. Reporting on financial activities. Financial Administration Oversight of financial systems & data to produce reliable, timely information. Co-ordination of financial planning & budgeting. Financial Management Integrating financial management into all areas of the organization. Focus on strategic advice, outcomes, accountability, measuring performance. Comptrollership 6
A Comptrollership Mind-Set Decisions are made using financial and non- financial information, incorporating program needs, financial resources, and risk assessments. Being aware of the outcomes of activities, not just what is spent. Operating on a set of values, not a set of rules: values and ethics, stewardship of resources, clear accountabilities. 7
Comptrollership Planning & Performance Management Budgeting Program Delivery Accounting /Costing Payroll Grants, Transfers, Capital Projects 8
1.Enables strong decision-making that: Incorporates long term strategic business objectives and short term goals Aligns and considers Financial resources, Human resources, IT resources, and risk Analyses options 9
2.Good Protection From: Loss of assets Violation of financial policies, procedures, and legislation Financial negligence Fraud 10
3.Responds to Increased Expectations For: Transparency Accountability Delivering Services with Diminishing Revenues – doing more with less Higher Quality Services 11
4.Greater Effectiveness: Efficiency Budget Insight Flexibility Reduced Risk 12
5.External Audit Readiness: An organization can meet the comptrollership “tests” of external auditors. 13
Established a Guidance Document on Comptrollership for Deputy Ministers, Executive Finance Officers and Program Managers: “Framework for Effective Comptrollership in the Government of Manitoba”. 14
Establishing organizational accountability for financial responsibilities including comptrollership: Executive Finance Officers. 15
Preparation of comptrollership plans by departments. 16
Facilitate consistency and internal cohesion across government as a whole: Comptrollership Review Unit. 17
Identify and address systemic weaknesses: Horizontal Risk-Based Internal Audits. 18
Build internal capacity to respond to the shift in comptrollership expectations: Comptrollership Change Management Initiative (CCMI). 19
Key Features of CCMI’s change management process: Sustained Leadership Clear mandate User Involvement Delivering Tangible Products On-Going Communication Monitoring and Strategic Review Celebrate Accomplishments 20
Take a multipronged approach. Build Support/Buy-In. Collaboration between financial and program staff. Build a community of practice around comptrollership excellence. Recognize that the evolution will occur gradually and takes time to take root. 21
Questions? Betty-Anne Pratt, CA Provincial Comptroller Province of Manitoba 22