Download Jan 27 2011 Presentation

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
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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.
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The Old Approach: Command and
Control

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Characterized by being highly centralized.
Depended on rules that tried to cover every
possibility.
Attempted to eliminate risk.
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The New Approach: Flexible and
Integrative

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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.
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Financial
Administration
Financial
Management
Comptrollership
• Focus on transactions e.g., payroll,
paying suppliers, collecting payments.
• Reporting on financial activities.
• Oversight of financial systems & data to
produce reliable, timely information.
• Co-ordination of financial planning &
budgeting.
• Integrating financial management into all
areas of the organization.
• Focus on strategic advice, outcomes,
accountability, measuring performance.
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A Comptrollership Mind-Set

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Decisions are made using financial and nonfinancial 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.
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Planning &
Performance
Management
Grants,
Transfers,
Capital
Projects
Budgeting
Comptrollership
Program
Delivery
Payroll
Accounting
/Costing
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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
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2. Good Protection From:

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Loss of assets
Violation of financial policies,
procedures, and legislation
Financial negligence
Fraud
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3. Responds to Increased
Expectations For:

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

Transparency
Accountability
Delivering Services with Diminishing
Revenues – doing more with less
Higher Quality Services
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4. Greater Effectiveness:

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Efficiency
Budget Insight
Flexibility
Reduced Risk
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5.
External Audit Readiness:
 An organization can meet the
comptrollership “tests” of external
auditors.
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
Established a Guidance Document on
Comptrollership for Deputy Ministers,
Executive Finance Officers and Program
Managers:
“Framework for Effective Comptrollership in
the Government
of Manitoba”.
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
Establishing organizational accountability for
financial responsibilities including
comptrollership:
Executive Finance Officers.
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
Preparation of comptrollership plans by
departments.
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
Facilitate consistency and internal cohesion
across government as a whole:
Comptrollership Review Unit.
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
Identify and address systemic weaknesses:
Horizontal Risk-Based Internal Audits.
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
Build internal capacity to respond to the shift
in comptrollership expectations:
Comptrollership Change Management
Initiative (CCMI).
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
Key Features of CCMI’s change management
process:
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Sustained Leadership
Clear mandate
User Involvement
Delivering Tangible Products
On-Going Communication
Monitoring and Strategic Review
Celebrate Accomplishments
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
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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.
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 Questions?
Betty-Anne Pratt, CA
Provincial Comptroller
Province of Manitoba
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