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 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 IntegrativeCharacterized 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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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.

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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: Loss of assets Violation of financial policies, procedures,

and legislation Financial negligence Fraud

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3. Responds to Increased Expectations For:TransparencyAccountabilityDelivering Services with Diminishing Revenues – doing more with lessHigher Quality Services

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4. Greater Effectiveness: 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:

Sustained Leadership Clear mandate User Involvement Delivering Tangible Products On-Going Communication Monitoring and Strategic Review Celebrate Accomplishments

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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, CAProvincial

ComptrollerProvince of Manitoba

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