A PRESENTATION BY THE AUDITOR- GENERAL OF GHANA ON SUB- THEME No 5 OF THE CONCEPT PAPER ON THE FORUM:
|
|
- Louisa McKenzie
- 8 years ago
- Views:
Transcription
1 A PRESENTATION BY THE AUDITOR- GENERAL OF GHANA ON SUB- THEME No 5 OF THE CONCEPT PAPER ON THE FORUM: ADOPTION OF PERFORMANCE AND RESULTS BASED AUDIT, CONTROL, INSPECTION AND EVALUATION 1.0 Introduction 1. The objective of this paper is to present an overview of the development of performance auditing in Ghana, the challenges in the development of performance audit and the way forward. The project proposal for the theme of the conference highlighted six questions the presentation has attempted to answer by putting the adoption of performance auditing in Ghana SAI in context. The Paper also provides shared experience for CAFRAD 2.0 Why Performance Audit is imperative for all state institutions 2. The Guidelines of International Organisation of Supreme Audit Institutions (INTOSAI) on Auditing Precepts 1 affirmed the significance of the traditional task of Supreme Audit Institutions (SAI),that is, to audit the legality and regularity of financial management and accounting. It however went further to acknowledge another equally important type of audit-performance/ value for money audit. This type of audit seeks to examine the economy, efficiency and effectiveness of public administration. 3. A full scope audit of the public sector will therefore cover not only financial operations but also the full range of government activities including organizational and administrative systems. Each SAI should therefore determine on the basis of its priorities, the appropriate mix of VFM and financial audits to be carried out in an audit engagement in the public sector. 1 INTOSAI (International Organisation of Supreme Audit Institutions), 1977, Lima Declaration of Guidelines on Auditing Precepts 1
2 4. The Ghana Audit Service (GAS), the SAI of Ghana, is mandated by Article 187 of the 1992 Constitution of the Republic of Ghana to audit the public accounts of Ghana. Like most SAIs, it was originally established to fulfill a narrow regularity auditing function, that is, to provide assurance that the financial statements fairly reflected the revenues collected and expenditure incurred and that the implementing bodies had appropriate authority for the transactions they had undertaken and had acted in accordance with relevant laws and regulations. 5. In keeping with the Lima declaration and emerging trends and best practices in international auditing, the range of work of GAS has been expanded to include a consideration of how well government bodies perform their work, typically looking at the economy, efficiency and effectiveness of service delivery. 6. The mandate for this type of audit is provided in Section 13e of GAS Act of 2000, Act 584, which requires the Auditor-General to audit programmes and activities of public sector entities to determine whether they have been undertaken with due regard to economy, efficiency and effectiveness in relation to the resources utilized and the results achieved. GAS started performance auditing in In furtherance of the need to ensure SAIs devote considerable time, attention and resources to VFM, the AFROSAI-E expects SAIs as part of their capacity building to be at level 4 ( the Managed Level 2 ) of the Institutional Capacity Building Framework. At this level, SAIs are expected to use at least 40% of their audit staff for performance auditing by The expectation is that performance audit practice will grow over the period from Level 1, the Founding Level, where no performance audit is carried out to Managed Level at Level Benefits of Performance Auditing 8. Performance auditing is a non-recurrent independent examination 3 of government undertakings, programs, activities or organization with due regard to economy, efficiency and effectiveness in the use of resources in carrying out its responsibilities. 2 AFROSAI-E: A good practice guide to enhance the independence of Supreme Audit Institutions in English Speaking African Countries, Handbook in Performance Auditing, Theory and Practice 2
3 9. Performance audit is not a regular audit with formalized opinion but an examination made on an ad hoc basis that focuses on performance rather than expenditure and accounting. Some of the benefits of carrying out performance auditing are as follows: Performance auditing promotes good governance 10. Good governance encompasses concepts such as the 3Es, transparency and accountability and the United Nation and Development Partners are increasingly engaging countries only on condition that they undertake reforms that ensure good governance. Consequently, the output, quality and impact of public services are becoming predominant issues which Donors, Parliamentarians and governments expect SAIs to address by carrying out performance auditing. 11. Carrying out performance auditing essentially entails trying to find out whether or not we are getting value for money and if it is possible, to spend the money better or more wisely. To answer these questions, performance auditing tries to find out: whether things are being done the right way, and if the right things are being done. 12. While the first question deals with whether policy decisions are being carried out properly, the second refers to the effectiveness and the impact on society. In principle however, Performance auditors do not question the merit of a Policy in itself eg. Why the Government decided to build a bridge on a certain river. But in the course of implementing the policy, that is, building the bridge, performance auditors can examine whether the implementation was carried out economically, efficiently and effectively Performance auditing promotes transparency 13. Performance auditing is also a way for the taxpayers, financiers, legislature, executive as well as ordinary citizens to execute control and to obtain insight into the running and outcomes of different government activities. Insight is facilitated by the fact that performance auditing is independent of the agency whose activities are subject to audit. In this way, performance auditing promotes transparency Performance auditing facilitates renewal and change 14. Inherent incentives for improvements are limited in the public sector compared to the private one, where the market mechanism and the making of profits is an automatic 3
4 system for assessing a company s success. The performance audit process results in recommendations which initiates a process of renewal and change, leading to greater efficiency and effectiveness in the governmental administration Why is the audit or control of state institutions difficult? 15. Notwithstanding the immense benefits to be derived from carrying out performance auditing, various dynamics within the internal and the external environment within which the a SAI operates makes carrying out performance auditing a daunting task. Some of the challenges which make the audit of state institutions difficult are discussed below. Lack of operational and functional independence 16. SAIs often lack the operational and functional independence they need to be able to function effectively. These may result from the appointment of the Auditor-General by the President without the involvement of Parliament or keeping him in an acting position, where by the incumbent may pander to the whims of the executive to assure his retention. Also the legal framework may be weak or silent on his tenure of office, conditions of service and legal immunity from prosecution in the course of his work. Inappropriate legal framework 17. There could be the absence of an appropriate and effective constitutional/statutory/legal framework specifying who and what can be audited, the scope Inadequate funding of SAIs 18. The administrative or operational expenses of the SAI are often determined by the Treasury Office/Ministry of Finance which agencies are invariably audited by the Auditor-General. Even though the determination is done according to the level of resources Government can offer from the consolidated fund for the performance of external audit function, public officials have often starved accountability institutions of much needed funds for the hiring and retention of highly qualified personnel and their operations. Inadequate resources lead to either no audits or at best poor quality audits as less qualified and poorly remunerated staff are used to conduct audits. Inadequate follow-up on audit recommendations 4
5 19. It is not uncommon for the Executive to refuse to act on the findings of SAIs for political expediency. The operational independence of SAIs to carry out audits is rendered ineffective where issues of accountability identified and reported for corrective action are ignored and therefore keep recurring in subsequent audit reports. This renders the work of SAIs useless and the resources employed wasted and is a big disincentive for due diligent audits in future. The concept of Audit Reports Implementation Committee has been introduced to pressurize management to implement audit recommendations. Supportive environment and Audited entities 20. Corruption can only be effectively prevented and combated if a strong, complaint and accountable Public Financial Management (PMF) Systems, institutions and practices are in place. The absence of a comprehensive and strong PFM system for controlling expenditure commitments and annual budgeting makes the audit of the institutions difficult. The introduction of the Ghana Integrated Information Management System (GIFMIS) which is now being piloted will provide the E governance framework to enhance audit work. 21. Senior managers often distance themselves from the audit process because they are unaware of the benefits of performance audit, e.g., to provide insight that would enable them re-examine their operations to assure economy, efficiency and effectiveness. They rather assign all responsibility of responding to audit observations and other interactions to accountants and other subordinate staff. They tend to get surprised when they receive audit reports and realize that the issues touched on during the audit process were highly placed issues that required senior management involvement. 4.0 How to make the institutions of control instruments to fight injustice and to establish the system of accountability. 22. SAI must be fair, objective and professional in conducting audits of government program and activities in order to gain acceptability. The choice of audit areas should be of interest, topical and adds value to improve the use of state resources. The audit reports have to be credible with sufficient and persuasive evidence so as to gain the trust of the government, parliament and the public. It is only then that SAI will be positioning itself to justify its role as instrument for enforcing accountability. 5
6 23. To gain this legitimacy, GAS has identified the following areas for special emphasis: Selection of audit areas developing audit criteria quality assurance, and conducting performance auditing with an environmental perspective Selection of Audit topics 24. performance Auditing was introduced in Ghana Audit Service in 2002 as part of a wider Public Sector reforms. GAS has so far tabled 32 reports in Parliament which covered diverse audit topics. Audits of Health delivery, water and sanitation, Agriculture, and areas covered in the Millennium Development Goals have been conducted and received the approval of PAC. Reports of AFROSAI-E Quality Assurance Quality Reviewers, on performance audit reports produced by member countries show that selection of audit topics were generally based on public concerns expressed in the media. To assert our independence and neutrality, GAS select audit topics based on a systematic selection procedure that is risk based, that is, risk to the entity, program or activity concerned rather than solely on media reportage which are usually politically inclined. 25. The motivation to audit a program or activity should not be decided at the instance of a politician or a journalist but should be a planned process devoid of political interference. In Ghana, environmental scanning has been used with little success because of lack of cooperation from the organizations. A strategy is now in place to develop a One Pass Plan (OPP), which is based on risk to select audit topics for the next three years Audit Criteria 26. The INTOSAI Implementation Guideline for Performance audit, defines audit criteria are reasonable and attainable standards of performance against which the economy, efficiency and effectiveness of activities can be assessed. While in some countries there 6
7 are reasonable levels of acceptable standards for comparison, in others they are limited. The source of audit criteria, unfortunately in Ghana are limited more often than not to the audit entity s set targets. Having a wider acceptable source of criteria that include areas of good practice and criteria developed by professionally accepted bodies can be a common basis for communicating with the stake holders, making findings more acceptable Quality Assurance 27. Quality Assurance in Performance auditing is key and a critical aspect of the audit process. INTOSAI auditing standards states that the SAI should establish systems to confirm that integral quality assurance processes have operated satisfactorily; ensure the quality of audit reports; and to secure quality improvements and avoid repetition of weaknesses. 28. The establishments of quality assurance systems have either not existed or have not been effective in most SAIs. AFROSAI-E reviewers have identified this weakness in most member states. The use of internal peer review as a quality assurance and quality control measure does not make up for activities designed to ensure that audits are conducted in accordance with relevant auditing standards. Without well established Quality Assurance systems, quality reports are not guaranteed, reports take long to complete thus becoming irrelevant at the time they are tabled Performance auditing with an environmental perspective 29. Over the last two decades, following the Earth summit in Rio de Janeiro in 1992, then the UN adoption in 2000 of the Millennium Development Goals and the World Summit on Sustainable Development in 2002 in Johannesburg, global awareness of environmental issues has grown rapidly. 7
8 30. The increased knowledge and experience acquired during this period has led to rethinking of the role and responsibilities of both government and industry. The INTOSAI working group on Environmental Auditing developed a guideline and methodology for the conduct of performance audit with environmental perspective. The Guidance on conducting Audit of activities with an Environmental Perspective was approved at the 17 th INTOSAI congress in Seoul in 2001 to guide SAIs in understanding the nature of such audits. 31. AFROSAI-E member states have produced performance audit reports with environmental perspectives to their respective Parliament but these reports were not seen as environmental audits. A conscious effort was not made to consider environmental issues in the reports. Three of such reports by Ghana SAI included Management of World Heritage Sites (The Slave forts and Castles), Accountability arrangement in solid waste management and the Management of Wetland (RAMSAI Sites). The constant violation of the rights of the poor to clean environment and potable water can be controlled if SAIs undertake these audits to make governments aware of the injustices meted to them when activities of investors in mining and timber concessions are not closely monitored. 5.0 How to check the effectiveness of government actions 32. As external auditors to government, we make an important contribution in checking the effectiveness of government programs through performance audits by adopting a forward looking and constructive approach to: reviewing how departments and agencies determine the need for goods and services and how they procure them to identify how this might be done better highlighting good practice backed up by practical examples which might be more widely applied 8
9 supporting well managed risk taking and innovation that are likely to lead to sustainable improvements in both the cost and the quality of the programs activities or goods and services ensuring that departments and agencies have overall organizational and management capability to undertake large, novel and/ or contentious programs by bringing to the fore the short comings and failures of such departments comparing the achieved impact and effects of government program with the intended impact and the cost of achieving such impact or effects, and cooperating and sharing ideas and experiences with other SAIs in a bid to improve the quality of our audits in order to achieve our audit mandate effectively. 6.0 What missions and what capabilities must be conferred to control institutions so that they fulfill efficiently their mission? 33. Some of the missions and capabilities that must be conferred on SAIs to enable them contribute towards the prudent use and accountability of state resource are as follows: Sufficiently broad mandate 34. A SAI should have sufficiently broad mandate which should be embedded in legislations enacted by Parliament and possibly, in the highest law of the land determining the independence of the SAI, its functions, scope of audits, entities to be audited and the reporting responsibilities in terms of who to report to, when to report and what to report on. Independence 35. Independence is a basic prerequisite of an effectively functioning SAI given the need to report directly to Parliament without any interference from any arm or branch of government. The Auditor-general s mode of appointment, determination of his conditions of service, specification of the term of office and or retiring age and protection against 9
10 arbitrary removal from office should be provided for to assure security of tenure of office of the Auditor-General. Unfettered access to records and information 36. SAIs as accountability institutions cannot operate effectively if they do not have adequate access to information. The Auditor-General s unbridled access to institutional processes, books, records, returns and other documents relevant to the audit must be guaranteed by the SAI s legislation. Adequate funding, facilities and staff 37. Performance auditing is usually more expensive than the traditional financial audit and may require teams with special competencies to undertake, especially those involving complex topics. Governments need to recognize the cost as well as the benefits derived from the audits and provide commensurate funding. To ensure high quality audit work, SAIs must engage well qualified staff who should be adequately remunerated and encouraged to continuously build their capacities in their areas of expertise. This can only be achieved if the SAI is adequately resourced. Sharing of knowledge and experiences 38. Sharing ideas, knowledge and experience with other SAIs and interested stake holders inside and outside the SAI s jurisdiction helps to improve audits, harmonise standards, promote international best practices and generally help the SAI achieve its mandate. SAIs could avail themselves to international peer review and participate in international, regional and inter-regional congresses and training seminars in order to build the capacity of staff to improve their auditing practices. 10
11 Audit reporting and following up on audit recommendations 39. SAIs should have the freedom to decide on the content, scope and timing of audit reports and the right to publish and disseminate them as required by the 6 th INTOSAI principle. Additionally, PACs deliberation on the Auditor-General s report will remain merely an academic exercise if the recommendations are not effectively followed up and sanctions applied for non- performance. Improved stakeholder relations 40. The Audit entities, PAC, Media, the Public, Academia and other Research institutions are stakeholders SAIs should effectively engage by determining the respective mutual expectation gaps and strategizing to build the appropriate bridges. Civil Society Organisations may also be partnered to suggest potential audit topics and also act as a pressure to compel the Executive to Implement audit recommendations. Conclusion 41. A supreme audit institution s effectiveness in carrying out its oversight responsibility of ensuring accountability and transparency in the effective use of public resources depends to a large extent on its autonomy. The International Organisation of Supreme Audit Institutions 4 (INTOSAI) established eight core principles of the independence of SAIs that are essential requirements for effective public sector auditing. These have been referred to elsewhere in the presentation. SAIs push towards performance auditing can only be realized if these core principles are embedded in the appropriate legal frameworks of the respective countries and their de facto application ensured. Thank you for your attention. Mr. Yaw Agyei SIFAH (Ghana) 4 INTOSAI (International Organisation of Supreme Audit Institutions, 1977, Lima Declaration of Guidelines on Auditing Precepts 11
PRINCIPLES AND GOOD PRACTICES
ISSAI 21 The International Standards of Supreme Audit Institutions, ISSAI, are issued by the International Organization of Supreme Audit Institutions, INTOSAI. For more information visit www.issai.org
More informationQUAๆASSURANCE IN FINANCIAL AUDITING
Table of contents Subject Page no. A: CHAPTERS Foreword 5 Section 1: Overview of the Handbook 6 Section 2: Quality Control and Quality Assurance 8 2. Quality, quality control and quality assurance 9 2.1
More informationThe Lima Declaration of Guidelines on Auditing Precepts. Foreword
The Lima Declaration of Guidelines on Auditing Precepts Foreword When the Lima Declaration of Guidelines on Auditing Precepts was adopted by acclamation of the delegates more than two decades ago in October
More informationCoordination and Cooperation between SAIs and Internal Auditors in the Public Sector
INTOSAI GOV 9150 The International Standards of Supreme Audit Institutions, ISSAIs, are issued by the International Organization of Supreme Audit Institutions, INTOSAI. For more information visit www.issai.org
More informationPerformance audit,how & why?
Performance audit,how & why? By: Ghasem zibaei Senior auditor of supreme audit court of Iran. Lecturer of supreme audit court of Iran on V.F.M audit. Official expert of courthouse on audit & accounting.
More informationAssist Members in developing their own national arrangements through being able to draw on and hence benefit from the experience of other members;
Introduction IFIAR is an organization of independent audit regulators (hereinafter, audit regulators ). The organization s primary aim is to enable its Members to share information regarding the audit
More informationStrategic Plan 2013-2018
Strategic Plan 2013-2018 TABLE OF CONTENTS 1. LIST OF ACRONYMS 2. MESSAGE FROM THE AUDITOR GENERAL 3. OVERVIEW OF SAIB STRATEGIC PLAN 2013 2018 4. MISSION 5. VISION 6. VALUES 7. SAIB STRATEGIC THRUSTS
More informationASPG Conference, Perth Jonathan O'Dea - October 2013. "Financial Overseers and their Oversight A NSW Public Accounts Committee Perspective"
ASPG Conference, Perth Jonathan O'Dea - October 2013 "Financial Overseers and their Oversight A NSW Public Accounts Committee Perspective" OVERVIEW Statutory Officers play central roles as financial overseers
More informationFundamental Principles of Public-Sector Auditing
ISSAI 100 The International Standards of Supreme Audit Institutions, or ISSAIs, are issued by INTOSAI, the International Organisation of Supreme Audit Institutions. For more information visit www.issai.org
More informationTHE PROCESS OF PLANNING AND INSTITUTIONAL FRAMEWORK FOR POVERTY REDUCTION STRATEGY: THE CASE OF UGANDA.
THE PROCESS OF PLANNING AND INSTITUTIONAL FRAMEWORK FOR POVERTY REDUCTION STRATEGY: THE CASE OF UGANDA. By Margaret Kakande Poverty Analyst Ministry of Finance, Planning and Economic Development, Government
More informationSTRATEGIC PLANNING A Handbook for Supreme Audit Institutions
STRATEGIC PLANNING A Handbook for Supreme Audit Institutions FOREWORD At the IDI, we consider the strategic development of Supreme Audit Institutions (SAIs) as our main mission - the reason for our existence.
More informationImplementing the International Standards for Supreme Audit Institutions (ISSAIs): Strategic considerations
Implementing the International Standards for Supreme Audit Institutions (ISSAIs): Strategic considerations This guide has been written by members of the Capacity Building Subcommittee 1 chaired by the
More informationAccountability of central banks and supervisory bodies what should be the remit of auditors at EU and national level
Claes Norgren Auditor General Version 20141009 Accountability of central banks and supervisory bodies what should be the remit of auditors at EU and national level Keynote speech by Auditor General Mr
More informationPACIFIC ISLANDS FORUM SECRETARIAT FEMM BIENNIAL STOCKTAKE 2012
PACIFIC ISLANDS FORUM SECRETARIAT PIFS(12)FEMK.05 FORUM ECONOMIC MINISTERS MEETING Tarawa, Kiribati 2-4 July 2012 SESSION 2 FEMM BIENNIAL STOCKTAKE 2012 The attached paper, prepared by the Forum Secretariat,
More informationAnnex II: Terms of Reference for Management and Implementation Support Consultant (Firm)
Annex II: Terms of Reference for Management and Implementation Support Consultant (Firm) a. Background: 1. The GoB in accordance with its Public Financial Management (PFM) Strategy & Vision and Medium
More informationEDRi s. January 2015. European Digital Rights Rue Belliard 20, 1040 Brussels www.edri.org @EDRi tel. +32 (0) 2 274 25 70
EDRi s Red lines on TTIP January 2015 European Digital Rights Rue Belliard 20, 1040 Brussels www.edri.org @EDRi tel. +32 (0) 2 274 25 70 ABOUT EDRI European Digital Rights is a network of 34 privacy and
More informationEFFECTIVE PUBLIC SECTOR GOVERNANCE AND HOW EXTERNAL PUBLIC AUDITING SUPPORTS IT
EFFECTIVE PUBLIC SECTOR GOVERNANCE AND HOW EXTERNAL PUBLIC AUDITING SUPPORTS IT A Paper for the UCCI International Conference on Leadership, Governance and Empowerment in the Caribbean Alastair Swarbrick
More informationAhmed Ataul Hakeem, FCMA Comptroller & Auditor General of Bangladesh
Ahmed Ataul Hakeem, FCMA Comptroller & or General of Bangladesh Comptroller & or General: Introduction The Supreme Institution of Bangladesh Mandate & Authority derived from the Constitution Not under
More informationInstitutional Capacity Building Framework. Guideline
Institutional Capacity Building Framework Guideline December 2010 2 Table of content Page 1. Introduction 1 1.1 The purpose with the guideline 1 1.2 What is capacity building 2 1.3 The design of the guideline
More informationATLANTA DECLARATION AND PLAN OF ACTION FOR THE ADVANCEMENT OF THE RIGHT OF ACCESS TO INFORMATION
ATLANTA DECLARATION AND PLAN OF ACTION FOR THE ADVANCEMENT OF THE RIGHT OF ACCESS TO INFORMATION We, over 125 members of the global access to information community from 40 countries, representing governments,
More informationLUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK
LUKHANJI MUNICIPALITY PERFORMANCE MANAGEMENT FRAMEWORK INTRODUCTION The Municipal Systems Act, 2000, which requires a municipality to establish a performance management system that is: Commensurate with
More informationEU Budget Support can strengthen partner country commitments to anti-corruption, good governance and sustainable development
Liaison Office to the EU Rue Breydel 40 B-1040 Brussels (Belgium) Phone: +32 (0)2 23 58 645 Fax: +32 (0)2 23 58 610 Email: brussels@transparency.org http://www.transparencyinternational.eu TRANSPARENCY
More informationFundamental Principles of Financial Auditing
ISSAI 200 ISSAI The 200 International Fundamental Standards Principles of Supreme of Financial Audit Institutions, Auditing or ISSAIs, are issued by INTOSAI, the International Organisation of Supreme Audit
More informationOFFICE OF THE AUDITOR-GENERAL PAPER ON PROPOSALS FOR AMENDMENT OF CONSTITUTIONAL PROVISIONS ON THE OFFICE
OFFICE OF THE AUDITOR-GENERAL PAPER ON PROPOSALS FOR AMENDMENT OF CONSTITUTIONAL PROVISIONS ON THE OFFICE the Office of the Auditor-General and the Audit Service. Page 1 GHANA AUDIT SERVICE PAPER ON PROPOSALS
More informationPUBLIC FINANCE MANAGEMENT ACT NO. 1 OF 1999
PUBLIC FINANCE MANAGEMENT ACT NO. 1 OF 1999 as amended by Public Finance Management Amendment Act, No. 29 of 1999 ACT To regulate financial management in the national government and provincial governments;
More informationFundamental Principles of Compliance Auditing
ISSAI 400 -+ ISSAI The 400 International Fundamental Standards Principles of Supreme of Compliance Audit Institutions, Auditing or ISSAIs, are issued by INTOSAI, the International Organisation of Supreme
More informationHistorical Highlights Procurement Reforms in Kenya
Presentation to the 3 rd East Africa Procurement Forum 2010 held at White Sands Hotel, Dar-es-Salaam 29 th to 1 st October, 2010 Historical Highlights Procurement Reforms in Kenya o Aims of the Current
More informationService delivery performance auditing
Service delivery performance auditing Presentation to the 6 th annual service delivery learning academy Accountability and building confidence Presentation by Tini Laubscher AGSA Reputation promise The
More informationPFMA 2011-12 The drivers of internal control: Audit committees and internal audit
1 PFMA The drivers of internal control: Audit committees and internal audit CONSOLIDATED GENERAL REPORT on NATIONAL and PROVINCIAL audit outcomes Our reputation promise/mission The Auditor-General of South
More informationProcurement Performance model
Procurement Performance model The Procurement Performance Model develops key questions as reference pointers for auditors evaluating the performance of the procurement function in public sector bodies.
More informationDraft Plan of Action on Anti-Corruption
l 2010 Draft Plan of Action on Anti-Corruption Suriname Draft Plan of Action for the Implementation of the Recommendations formulated by the committee of experts of MESICIC for the Inter- American Convention
More informationWorld Bank s Broad Objectives of Public Financial Management (PFM)
1 World Bank s Broad Objectives of Public Financial Management (PFM) Achieve overall fiscal discipline Allocation of resources to priority needs Efficient and effective allocation of public services 2
More informationSeparation of powers and financial oversight
Separation of powers and financial oversight Aimée Figueroa Neri * Abstract This work examines ex post financial oversight under the concept and horizontal and territorial dimensions of the separation
More informationPerformance Measurement
Brief 21 August 2011 Public Procurement Performance Measurement C O N T E N T S What is the rationale for measuring performance in public procurement? What are the benefits of effective performance management?
More informationLiberia s Petroleum Law Reform: Institutional Roles & Accountability. Amir Shafaie, Revenue Watch Institute
Liberia s Petroleum Law Reform: Institutional Roles & Accountability Amir Shafaie, Revenue Watch Institute IMF Seminar: Managing Natural Resource Revenues in Liberia March 18, 2013 Key Issues 1. Transition
More informationPOLICY BRIEF SMAF AND THE EXTRACTIVE INDUSTRIES IN AFGHANISTAN A TREASURE OR A POISON? February 2016
POLICY BRIEF SMAF AND THE EXTRACTIVE INDUSTRIES IN AFGHANISTAN February 2016 Natural resource exploitation has the potential to be a major source of economic development and government revenue for Afghanistan,
More informationCHAPTER 10 PERFORMANCE MANAGEMENT SYSTEM
INTRODUCTION One of the hallmarks of a transforming and accountable city that is committed to improving quality of life for its citizens, is the successful application of its performance management system.
More informationTogether. Pacific Association of Supreme Audit Institutions. Quality Assurance Guidelines
PA S A I Pacific Pacific Auditors Auditors Working Working Together Together Pacific Association of Supreme Audit Institutions Quality Assurance Guidelines PACIFIC ASSOCIATION OF SUPREME AUDIT INSTITUTIONS
More informationChapter Five: Respect for Human Rights in Joint Ventures Relationships
73 Chapter Five: Respect for Human Rights in Joint Ventures Relationships Overview Brief overview of joint ventures relationships Joint ventures (JVs) are formed when companies combine their resources
More informationInformation Note 02/13 18 February 2013
Procurement Procurement Policy Note Procurement Policy Note Supplier Financial Risk Issues Information Note 02/13 18 February 2013 Issue 1. This note provides advice on issues frequently raised by suppliers
More informationDiscussion Paper on Follow-up and Review of the Post-2015 Development Agenda - 12 May 2015
Discussion Paper on Follow-up and Review of the Post-2015 Development Agenda - 12 May 2015 Introduction This discussion paper outlines some key elements on follow-up and review which have emerged from
More informationCONSULTATIVE COUNCIL OF EUROPEAN PROSECUTORS (CCPE) FRAMEWORK OVERALL ACTION PLAN FOR THE WORK OF THE CCPE
Strasbourg, 29 November 2006 CCPE (2006) 05 Rev final CONSULTATIVE COUNCIL OF EUROPEAN PROSECUTORS (CCPE) FRAMEWORK OVERALL ACTION PLAN FOR THE WORK OF THE CCPE as approved by the Committee of Ministers
More informationPUBLIC FINANCE MANAGEMENT ACT NO. 1 OF 1999
PUBLIC FINANCE MANAGEMENT ACT NO. 1 OF 1999 [ASSENTED TO 2 MARCH, 1999] [DATE OF COMMENCEMENT: 1 APRIL, 2000] (Unless otherwise indicated) (English text signed by the President) NATIONAL TREASURY This
More informationPrinciples for the audit committee s role in performance management
Principles for the audit committee s role in performance management The information contained in this guidance paper is provided for discussion purposes. As such, it is intended to provide the reader and
More informationDeveloping a Public-Private Partnership Framework: Policies and PPP Units
Note 4 May 2012 Developing a Public-Private Partnership Framework: Policies and PPP Units This note is the fourth in a series of notes on developing a comprehensive policy, legal, and institution framework
More informationAPEC General Elements of Effective Voluntary Corporate Compliance Programs
2014/CSOM/041 Agenda Item: 3 APEC General Elements of Effective Voluntary Corporate Compliance Programs Purpose: Consideration Submitted by: United States Concluding Senior Officials Meeting Beijing, China
More informationStriving for Good Governance in Africa
Striving for Good Governance in Africa This presentation will: Introduce the ECA project Measuring and Monitoring Progress towards good governance in Africa Present a synopsis of the Africa Governance
More information- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
. Board Charter - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1. Interpretation 1.1 In this Charter: Act means the Companies
More informationBoard Charter THE NEW ZEALAND REFINING COMPANY LIMITED. Board of Directors Charter
THE NEW ZEALAND REFINING COMPANY LIMITED Board of Directors Charter TABLE OF CONTENTS 1. Introduction... 3 2. Purpose of the Company... 3 3. Role of the Board... 3 4. Responsibilities of the Board... 3
More informationMETRO MANILA: A Case Study in Metropolitan Planning and Governance
METRO MANILA: A Case Study in Metropolitan Planning and Governance NATHANIEL VON EINSIEDEL (Former Commissioner for Planning of The Metro Manila Commission) February 2009 INTRODUCTION Location of Metro
More informationINTERNAL AUDIT FRAMEWORK
INTERNAL AUDIT FRAMEWORK April 2007 Contents 1. Introduction... 3 2. Internal Audit Definition... 4 3. Structure... 5 3.1. Roles, Responsibilities and Accountabilities... 5 3.2. Authority... 11 3.3. Composition...
More informationc. Capturing and preservation of the knowledge
9 9.1 Importance of Knowledge Management in Government 9.1.1 Earlier e-governance was considered as mere application of ICT tools to the governance processes. But, as has been emphasized in this Report,
More informationThe Audit Committee self-assessment checklist
GOOD PRACTICE The Audit Committee self-assessment checklist 2nd edition January 2012 Financial Management and Reporting 2 The Audit Committee self-assessment checklist Our vision is to help the nation
More information012-0840-001 / September 25, 1996 / Page i
DOCUMENT NUMBER 012-0840-001 DEPARTMENT OF ENVIRONMENTAL PROTECTION OFFICE OF POLICY AND COMMUNICATIONS TITLE: AUTHORITY: POLICY TO ENCOURAGE VOLUNTARY COMPLIANCE BY MEANS OF ENVIRONMENTAL COMPLIANCE AUDITS
More informationPolicy Statement: Licensing Policy in respect of those activities that require a permit under the Insurance Business (Jersey) Law 1996
Policy Statement: Licensing Policy in respect of those activities that require a permit under the Insurance Business (Jersey) Law 1996 Issued: 11 February 2011 Glossary of terms: The following table provides
More informationNORTH ATLANTIC TREATY ORGANIZATION STRATEGIC PLAN
NORTH ATLANTIC TREATY ORGANIZATION STRATEGIC PLAN 27 March 2015 INTERNATIONAL BOARD OF AUDITORS FOR NATO (IBAN) STRATEGIC PLAN 2015-2019 1 TABLE OF CONTENTS Page No. 1. IBAN AT A GLANCE 3 2. OVERVIEW 3
More informationHong Kong Declaration on Sustainable Development for Cities
Hong Kong Declaration on Sustainable Development for Cities 1. We, the representatives of national and local governments, community groups, the scientific community, professional institutions, business,
More informationDRAFT NATIONAL SOCIAL PROTECTION COUNCIL BILL, 2014
DRAFT NATIONAL SOCIAL PROTECTION COUNCIL BILL, 2014 1 Short title. 2 Interpretation. PART I PRELIMINARY PART II DEFINITION AND OBJECTIVES OF SOCIAL PROTECTION 3 Meaning of social protection. 4 Principles
More informationPapua New Guinea: Supporting Public Financial Management, Phase 2
Technical Assistance Report Project Number: 44379 012 Capacity Development Technical Assistance (CDTA) November 2012 Papua New Guinea: Supporting Public Financial Management, Phase 2 The views expressed
More informationA Guide to Corporate Governance for QFC Authorised Firms
A Guide to Corporate Governance for QFC Authorised Firms January 2012 Disclaimer The goal of the Qatar Financial Centre Regulatory Authority ( Regulatory Authority ) in producing this document is to provide
More informationG20 ANTI-CORRUPTION WORKING GROUP PROGRESS REPORT 2013
G20 ANTI-CORRUPTION WORKING GROUP PROGRESS REPORT 2013 September, 2013 G20 Anti-Corruption Working Group Progress Report 2013 ANTI-CORRUPTION WORKING GROUP PROGRESS Introduction 1. The renewal of the G20
More informationAPHA Response to the Draft Report (Sept 2014) The Competition Policy Review - 2014. Australian Private Hospitals Association ABN 82 008 623 809
APHA Response to the Draft Report (Sept 2014) The Competition Policy Review - 2014 Australian Private Hospitals Association ABN 82 008 623 809 Executive Summary The Australian Private Hospitals Association
More informationSolvency Assessment and Management: Pillar II Sub Committee Governance Task Group Discussion Document 81 (v 3)
Solvency Assessment and Management: Pillar II Sub Committee Governance Task Group Discussion Document 81 (v 3) Governance, Risk Management, and Internal Controls INTERIM REQUIREMENTS CONTENTS 1. INTRODUCTION
More informationMEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES
MEMORANDUM FOR THE HEADS OF DEPARTMENTS AND AGENCIES FROM: SUBJECT: Peter R. Orszag Director Managing the Multi-Sector Workforce Federal agencies use both federal employees and private sector contractors
More informationGlobal Network Initiative Protecting and Advancing Freedom of Expression and Privacy in Information and Communications Technologies
Global Network Initiative Protecting and Advancing Freedom of Expression and Privacy in Information and Communications Technologies Implementation Guidelines for the Principles on Freedom of Expression
More informationBoard means the Board of Directors of each of Scentre Group Limited, Scentre Management Limited, RE1 Limited and RE2 Limited.
Board Charter SCENTRE GROUP LIMITED ABN 66 001 671 496 SCENTRE MANAGEMENT LIMITED ABN 41 001 670 579 AFS Licence No: 230329 as responsible entity of Scentre Group Trust 1 ABN 55 191 750 378 ARSN 090 849
More informationCorporate governance in central government departments: Code of good practice 2011
Corporate governance in central government departments: Code of good practice 2011 July 2011 Corporate governance in central government departments: Code of good practice 2011 July 2011 Official versions
More informationAD 13/15 CONF-RS 2/15 1
CONFERENCE ON ACCESSION TO THE EUROPEAN UNION SERBIA Brussels, 3 December 2015 (OR. en ) AD 13 / 15 CONF - RS 2 ACCESSION DOCUMENT Subject: EUROPEAN UNION COMMON POSITION Chapter 32: Financial control
More informationFor personal use only
Australian Securities Exchange Notice 19 February 2016 ILUKA RESOURCES LIMITED (ILU) APPENDIX 4G AND 2015 STATEMENT Please find attached the Appendix 4G and 2015 Corporate Governance Statement in accordance
More informationLEJWELEPUTSWA DISTRICT MUNICIPALITY
LEJWELEPUTSWA DISTRICT MUNICIPALITY PERFORMANCE MANAGEMENT POLICY INDEX Introduction 3 Background 4 Definitions 7 Legislative Framework 8 Overview of Performance Management 9 The Performance Management
More informationBusiness Plan 2016-2017
Business Plan 2016-2017 March 2016 Contents Introduction... 3 About us... 5 Role of Registrar... 5 Objectives for 2016-17... 5 Work programme for 2016/17... 6 Activity 1 Continue to operate an accessible,
More informationRolls Royce s Corporate Governance ADOPTED BY RESOLUTION OF THE BOARD OF ROLLS ROYCE HOLDINGS PLC ON 16 JANUARY 2015
Rolls Royce s Corporate Governance ADOPTED BY RESOLUTION OF THE BOARD OF ROLLS ROYCE HOLDINGS PLC ON 16 JANUARY 2015 Contents INTRODUCTION 2 THE BOARD 3 ROLE OF THE BOARD 5 TERMS OF REFERENCE OF THE NOMINATIONS
More informationAUDITING PROFESSION AMENDMENT BILL
REPUBLIC OF SOUTH AFRICA AUDITING PROFESSION AMENDMENT BILL (As introduced in the National Assembly (proposed section 75); explanatory summary of Bill published in Government Gazette No. 38119 of 24 October
More informationBUILDING A CROWN CORPORATION DIRECTOR PROFILE
BUILDING A CROWN CORPORATION DIRECTOR PROFILE Prepared by: Management Priorities and Senior Personnel Secretariat Privy Council Office In collaboration with: Renaud Foster Management Consultants June 2001
More information(24 August 2001 to date) LOCAL GOVERNMENT: MUNICIPAL SYSTEMS ACT 32 OF 2000
(24 August 2001 to date) LOCAL GOVERNMENT: MUNICIPAL SYSTEMS ACT 32 OF 2000 (Gazette No. 21776, Notice No. 1187, dated 20 November 2000. Commencement date: 1 March 2001 unless otherwise indicated) [Proc.
More informationCorporate governance. 1. Implementation and reporting on corporate governance. 2. IDEX s business. 3. Equity and dividends
Corporate governance Update resolved by the board of directors of IDEX ASA on 16 April 2015. This statement outlines the position of IDEX ASA ( IDEX or the Company ) in relation to the recommendations
More informationHow To Be A Responsible Leader
LVMH GROUP CODE OF CONDUCT I II III FOREWORD PRINCIPLES IMPLEMENTATION AND COMPLIANCE 1 I. FOREWORD The LVMH Group ( LVMH ) aims to be the undisputed leader of the luxury goods sector. Its growth and long-term
More informationSummary of Challenges and Opportunities facing NGOs and the NGO Sector
Summary of Challenges and Opportunities facing NGOs and the NGO Sector The Challenges and Opportunities listed below were generated from 5 of the first 11 regional NGO workshops; this exercise was not
More informationDepartment of Finance. Strategic Plan 2015-2019. California s Fiscal Policy Experts
Department of Finance Strategic Plan 2015-2019 California s Fiscal Policy Experts California s Fiscal Policy Experts MESSAGE FROM THE DIRECTOR Since fiscal year 2011-12, the state has recovered from budget
More informationTABLE OF CONTENTS. The Concept of School Accreditation:... 4. Objectives of School Accreditation:... 4
TABLE OF CONTENTS QNSA Handbook Foreword... 3 The Concept of School Accreditation:... 4 Objectives of School Accreditation:... 4 The Difference between the Accreditation and Licensing Process:... 6 Developing
More informationAudit and risk assurance committee handbook
Audit and risk assurance committee handbook March 2016 Audit and risk assurance committee handbook March 2016 Crown copyright 2016 This publication is licensed under the terms of the Open Government Licence
More informationRevised May 2007. Corporate Governance Guideline
Revised May 2007 Corporate Governance Guideline Table of Contents 1. INTRODUCTION 1 2. PURPOSES OF GUIDELINE 1 3. APPLICATION AND SCOPE 2 4. DEFINITIONS OF KEY TERMS 2 5. FRAMEWORK USED BY CENTRAL BANK
More informationUsing Management Systems for Socially Responsible Practices in Supply Chains
Using Management Systems for Socially Responsible Practices in Supply Chains Using Management Systems for Socially Responsible Practices in Supply Chains Using Management Systems for Socially Responsible
More informationSecurity Council. United Nations S/2008/434
United Nations S/2008/434 Security Council Distr.: General 3 July 2008 Original: English Special report of the Secretary-General pursuant to Security Council resolution 1806 (2008) on the United Nations
More informationPublic Consultation regarding Data Sharing and Governance Bill. Contribution of Office of the Data Protection Commissioner
Submission of the Office of the Data Protection Commissioner (DPC) on the data-sharing and Governance Bill: - Policy Proposals (dated the 1 st of August 2014) Public Consultation regarding Data Sharing
More informationSub. H.B. 9 * 126th General Assembly (As Reported by H. Civil and Commercial Law)
Aida S. Montano Bill Analysis Legislative Service Commission Sub. H.B. 9 * 126th General Assembly (As Reported by H. Civil and Commercial Law) Reps. Oelslager, Flowers, Buehrer, White, Trakas BILL SUMMARY
More informationCall for applications and checklist for selection and appointment of the Special Rapporteur on the right to privacy
Call for applications and checklist for selection and appointment of the Special Rapporteur on the right to privacy 9 April 2015 At the 29 th session of the UN Human Rights Council (the Council or the
More informationREGULATIONS REGARDING THE ORGANIZATION OF THE FOUNDATION
Based on Art. 11 of the Statutes, the Foundation Board herewith enacts the following REGULATIONS REGARDING THE ORGANIZATION OF THE FOUNDATION Article 1: Scope The Regulations aim at defining the organizational
More informationRegulation on the implementation of the European Economic Area (EEA) Financial Mechanism 2009-2014
the European Economic Area (EEA) Financial Mechanism 2009-2014 adopted by the EEA Financial Mechanism Committee pursuant to Article 8.8 of Protocol 38b to the EEA Agreement on 13 January 2011 and confirmed
More informationpm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS
pm4dev, 2007 management for development series Introduction to Project Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage
More informationBreaking out: public audit s new role in a post-crash world AN ENGLISH PERSPECTIVE
Breaking out: public audit s new role in a post-crash world AN ENGLISH PERSPECTIVE About ACCA ACCA (the Association of Chartered Certified Accountants) is the global body for professional accountants.
More informationPart 1 National Treasury
PUBLIC FINANCE MANAGEMENT ACT 1 OF 1999 [ASSENTED TO 2 MARCH 1999] [DATE OF COMMENCEMENT: 1 APRIL 2000] (Unless otherwise indicated) (English text signed by the President) as amended by Public Finance
More informationESM Management Comments on Board of Auditors Annual Report to the Board of Governors for the period ended 31 December 2014
ESM Management Comments on Board of Auditors Annual Report to the Board of Governors for the period ended 31 December 2014 Dear Chairperson, I would like to thank you for the opportunity to provide management
More informationCODE OF PRACTICE DEALING WITH THE RELATIONSHIP BETWEEN THE NATIONAL AUDIT OFFICE AND THE COMPTROLLER AND AUDITOR GENERAL
CODE OF PRACTICE DEALING WITH THE RELATIONSHIP BETWEEN THE NATIONAL AUDIT OFFICE AND THE COMPTROLLER AND AUDITOR GENERAL The Budget Responsibility and National Audit Act received Royal Assent in March
More informationThe Role of Independent Fiscal Institutions. Lisa von Trapp Budgeting and Public Expenditures Organisation for Economic Cooperation and Development
The Role of Independent Fiscal Institutions Lisa von Trapp Budgeting and Public Expenditures Organisation for Economic Cooperation and Development Luxembourg, 7 June 2011 What is an Independent Fiscal
More informationE Distribution: GENERAL POLICY ISSUES. Agenda item 4 WFP ANTI-FRAUD AND ANTI-CORRUPTION POLICY. For approval
Executive Board Second Regular Session Rome, 8 11 November 2010 POLICY ISSUES Agenda item 4 For approval WFP ANTI-FRAUD AND ANTI-CORRUPTION POLICY E Distribution: GENERAL WFP/EB.2/2010/4-C/1 29 September
More informationPresentation. Dear Reader:
Dear Reader: Presentation It is with great satisfaction that we present the results of the Coordinated Audit by the Federal Court of Accounts Brazil (TCU) on Information Technology (IT) Governance. This
More informationTHE REPUBLIC OF UGANDA DPP
THE REPUBLIC OF UGANDA DPP Staff Training and Development Policy 2014 TABLE OF CONTENTS 1.0 INTRODUCTION 3 1.1 Policy and Legal Framework 4 1.2 Principles/Guidelines of the Training and Staff Development
More informationCorporate Governance Report
Corporate Governance Report Corporate Governance Report Corporate Governance Practices The missions of the Corporation are to promote: stability of the banking sector wider home ownership development of
More informationCorporate governance statement
Corporate governance statement Compliance with the UK Corporate Governance Code In the period to 30 March 2013, as detailed below and in the risk and risk management report and the remuneration report
More information