Français | Contact Us | Help | Search | Publiservice | |
What's New | About Us | Policies | Site Map | Home |
|
As part of the 2004 budget, the government made a clear commitment to reorganize and bolster the internal audit function on a government-wide basis and to ensure comprehensive audit programs, based on sound risk analysis, of all departmental activities. Within the Secretariat, the Comptroller General of Canada and his office are leading efforts to strengthen the internal audit function. Significant changes must be made in the manner in which the internal audit function is currently conducted. A strong internal audit function across government requires strong internal audit organizations in both the Office of the Comptroller General and in departments and agencies, backed by certified professionals and by independent audit committees. Internal audit organizations must be supported by generally accepted standards and practices, and by methodologies that support consistent, high-quality auditing across government. Quality must be monitored by the Office of the Comptroller General, and work must be undertaken to strengthen internal audit capacity through recruitment and retention initiatives, strengthened liaison and partnership with professional associations, and curriculum development. The expected results of these efforts include more relevant, timely, and quality audits and more effective use of audit information in planning and decision making across government, which will enhance the stewardship of public resources through independent, objective, and timely assurance services, based on sound risk analyses of departmental and major horizontal activities, in a manner consistent with legislation, regulations, and Treasury Board policies and direction.
In 2005-06, the Office of the Comptroller General (OCG) will build on current initiatives and continue to move forward on multiple tracks to strengthen capacity, develop standardized internal audit methodologies and plans, and initiate audit plans for small departments, and selected horizontal and government-wide audits.
It is expected that the changes that will occur over the next few years will require significant cultural change for internal audit professionals and departmental managers. Success will require clear expectations and sustained commitment. Having qualified departmental chief audit executives and effective audit committees will be key. In addition to providing certification standards, the need to recruit, train, and retain is fundamental. Implementation plans will depend on ongoing support for the Office of the Comptroller General and line departments. The targets are deliberately aggressive to reflect the urgency of this work and achieve a singular focus; while every effort will be made to achieve them, there are many factors outside the direct control of the Office of the Comptroller General that could influence their achievement. A focus on change management will also be required to support the larger community of internal auditors and mitigate any concerns of departmental managers with new standards and methodologies. Further, strong linkages between the Office of the Comptroller General and the development of a core learning agenda will be essential. Strengthen Financial Management
As part of the 2004 budget, the government made a clear commitment to re-establish the Office of the Comptroller General to rigorously oversee all aspects of government spending. To deliver on this commitment, the Office of the Comptroller General is continuing its efforts to strengthen the financial management and control framework, including policies, guidance, systems, analyses, and advisory services across the federal Public Service as a whole. The Office of the Comptroller General also continues to ensure that the financial statements of the federal government provide complete and accurate information in accordance with accepted accounting principles and time frames set out by the government. The Office of the Comptroller General is also supporting government-wide efforts to ensure that financial systems introduce modern, timely information systems to track all spending and provide appropriate tools for effective scrutiny and decision making. As with internal audit, significant change is required. Stronger financial management organizations are needed in both the Office of the Comptroller General and in line departments and agencies. These organizations must be led by certified professionals and supported by effective policies and practices. Additional effort is required to strengthen oversight of government spending, including review and sign-off of new spending initiatives, supported by appropriate financial controls, monitoring, and enforcement mechanisms. The expected results of these efforts include more rigorous and timely financial management, audit, and verification systems, as well as improved financial management information and decision making.
In 2005-06, the Office of the Comptroller General will build on current initiatives and continue to move forward on multiple tracks to strengthen financial management and deliver on its commitments.
It is expected that the changes that will occur over the next few years will require significant cultural change for the financial management community, as well as departmental managers. As a result, success will require clear expectations and sustained commitment. Having qualified departmental comptrollers will be key. In addition to providing certification standards, the need to recruit, train, and retain is fundamental. Implementation plans will depend on ongoing support for the Office of the Comptroller General and line departments. A focus on change management will also be required to support the larger community of financial managers and mitigate any concerns of departmental managers may have with new policies, standards, and methodologies. Furthermore, strong linkages between the Office of the Comptroller General and the development of a core learning agenda will be essential. The targets are deliberately aggressive to reflect the urgency of this work and achieve a singular focus; while every effort will be made to achieve them, there are many factors outside the direct control of the Office of the Comptroller General that could influence their achievement.
|
|
||||