2nd WESTMINSTER WORKSHOP: THE PUBLIC ......2nd WESTMINSTER WORKSHOP: THE PUBLIC ACCOUNTS COMMITTEE...

2nd WESTMINSTER WORKSHOP:

THE PUBLIC ACCOUNTS COMMITTEE

12-15 MARCH 2012

FINAL REPORT

1 BACKGROUND

2 AIM

3 OBJECTIVES

4 PRE-COURSE READING

5 PROGRAMME SUMMARY

6 OUTCOMES

7 ACKNOWLEDGEMENTS

ANNEX A - PROGRAMME

ANNEX B - DELEGATES

ANNEX C- FEEDBACK

ANNEX D – NOTES FROM THE WORKSHOP SESSIONS

2

1 BACKGROUND

1.01 Holding the Executive to account for its use of public money is one of the key roles of

parliamentarians. Across the Commonwealth one of the principal vehicles for doing this is through

Committees of Public Accounts (PAC). PACs scrutinise expenditure by the Executive to assess

whether funds have been used efficiently, effectively, and in the intended fashion.

1.02 The mandate and practices of PACs can vary considerably between legislatures. Each PAC operates

within a different political context and faces issues unique to the legislature it serves. Large country

PACs often face very different challenges to those faced by PACs in small countries. That said,

many common principles exist across Commonwealth PACs, and much can be learnt through

sharing experiences and exploring examples of best and emerging practice in parliaments around the

world.

1.03 Effective PACs should be representative of all main Parties in Parliament and should be chaired by a

senior politician from the main Opposition / Minority Party. The PAC should be ably supported by

professional clerical staff. To avoid political wrangling, the major focus should be on the

administration of policy rather than policy itself; and a well-functioning PAC tends not to split along

party-political lines.

• Effective PACs will receive good quality audit reports from their independent Supreme Audit

Institution (SAI) / Audit Office within an agreed timeframe

• Will hold public hearings to discuss the results of these audits

• Senior civil servants from the audited Ministries will appear before PACs well briefed, able to

respond accurately to probing questions and will treat the hearings with respect

• Following a hearing, effective PACs will produce a short report highlighting areas where the audited

Ministry can reduce waste or improve performance

• The Executive will respond to these reports promptly indicating what changes it plans to introduce as

a result of the report

• In due course the PAC, or the SAI / Audit Office, will follow up to ensure that commitments by the

Executive have been implemented

1.04 This accountability mechanism will be well understood and supported by the Executive, civil

servants, parliamentarians, the media and the general public.

1.05 Unfortunately this benchmark model for what makes an effective PAC is far from wide-spread

across the Commonwealth and indeed around much of the world. By no means are all PACs

functioning as intended. The Public Expenditure and Financial Assessment reviews conducted by

3

the World Bank and other development partners consistently find that PACs are the weakest links in

the public financial management systems.

1.06 PACs often are faced with many different problems including:

• Skills of Members – in many legislatures, Members of PACs lack an understanding of the workings

of government and are ill-equipped to ask probing questions of those who appear before them. Some

also are unclear of their roles in holding the Executive to account on its spending, having the

misconception that criticism of the performance of their own government is a form of political

disloyalty

• Resources – in many small legislatures, it is often difficult to find enough parliamentarians to form

strong committees – and few have access to adequate skilled support from parliamentary staff

• Rules & Procedures – the powers of PACs are often not clear, with some unable to hold hearings in

public, or unable to release reports until they are approved by their Parliaments – something which

often can take years

• Political Volatility – frequent party changes, a high turnover of MPs, or unstable political systems

can make it all but impossible for a PAC to work effectively

• Corruption – if some MPs see their work in Parliament as a way of gaining personal wealth or

rewarding their own constituencies, or if judicial systems or policing are tainted by corruption, even

the most transparent and open PACs may have difficulty gaining impacts

• Limited support from their SAI/ Audit Office – while many SAI / Audit Offices have improved in

recent years, others still produce poor quality audit reports a long time after the end of a financial

year and also do not see it as their role to provide support and briefings for the PAC

2 AIM

2.01 The aim of the workshop was to enhance the capacity and effectiveness of Members and Clerks

working on Public Accounts Committees.

3 OBJECTIVES

3.01 Using a Westminster model as the focus of discussions; to explore through briefings, discussion

sessions, practical observation and workshops:

• The key features of an effective PAC

4

• The skills and knowledge required to be an effective PAC Chair and member

• The skills expected of PAC support staff

• The relationship between the PAC and its audit office

4 PRE-COURSE READING

4.01 Prior to arriving in London, participants were asked to:

• Discuss with colleagues what they saw as the strengths and weaknesses of the way in which their

PAC currently operates, and identify key challenges their committee currently faces

• Familiarise themselves with an example UK National Audit Office VFM report, PAC report and

Treasury Minute – and in particular consider what question they might ask the Accounting Officer of

the auditee during the PAC hearing

• Identify at least one action he / she would wish to come out of the Workshop which might help

strengthen Commonwealth PACs globally, and one which might help strengthen her / his PAC and

SAI / Audit Office

5 PROGRAMME SUMMARY

5.01 The workshop provided delegates with the opportunity to review the position of PACs within the

Commonwealth. The programme looked at what can be achieved when PACs and SAI / Audit

Offices forge strong working relationships and gave visibility to some of the different ways

Commonwealth PACs are seeking to overcome barriers and more effectively hold their Executives to

account. It examined how PACs interact with their SAI / Audit Offices and considered key themes

around public procurement, curbing corruption and fraud, and achieving value for money.

5.02 The workshop also provided an opportunity for some of the smaller legislatures within the

Commonwealth to share their own experiences. Through briefings, discussion sessions, practical

observation and workshops, the programme explored Parliament’s role in financial oversight and

what factors make for a successful PAC.

5.03 Sessions for Members looked at how PACs can find support and resource, achieve impacts, and

monitor their recommendations. Sessions for Clerks explored the skills and knowledge required by

PAC Clerks to support their committees effectively by interpreting audit reports and in carrying out

the Committee’s programme of work.

5.04 Delegates had the opportunity to:

5

• Hear from and question international experts, high profile parliamentarians, and officials from key

organisations

• Explore examples of best and emerging practice

• Participate in workshops and knowledge exchanges

• Raise concerns and challenges

• Identify further training that would be helpful to assist PACs in their work

6 OUTCOMES

6.01 By bringing together PAC Chairs, Members, and parliamentary staff, the aim of the workshop was to

collectively develop a better understanding of the strengths and weaknesses of current approaches to

holding Executives to account for their expenditure of public monies and to begin formulating new

approaches to dealing with the challenges.

6.02 The workshop aim and objectives were achieved and delegates demonstrated through their feedback

that they had gained a greater knowledge of the role of public accounts committees and supreme

audit institutions in public financial management.

6.03 The following new approaches to dealing with challenges faced by PACs were suggested:

• more international and/or regional training

• the production of better guidance materials

• using international fora such as CHOGM to raise the profile of PACs and audit offices

• the creation of a Commonwealth-wide network of PACs

6.04 A joint CPA UK - Commonwealth Secretariat publication detailing key themes and issues that

emerged at the workshop will be produced this spring. The target audience for the publication will

be parliamentarians, clerks and other stakeholders with an interest in governance, public financial

management, and public policy. It is hoped that the publication will help to inform the development

of future research and workshops into public financial management and accountability.

6.05 The workshop will be used as a pilot for a longer-term regional programme on public financial

management aimed at members of public accounts committees and staff of supreme audit institutions

throughout the Commonwealth. This programme will be taken forward by CPA UK in partnership

with the Overseas Territories Department at the Foreign and Commonwealth Office, and the

Commonwealth Secretariat over a 2-3 year period.

7 ACKNOWLEDGMENTS

6

8.01 CPA UK would like to pay particular thanks to David Goldsworthy, International Operations

Manager at the National Audit Office, and Philip Aylett, Clerk to the UK Public Accounts

Committee, for their advice and input into the workshop programme.

8.02 CPA UK would also like to thank the following serving and former members of the UK Public

Accounts Committee for their participation in the workshop programme: Rt Hon. Margaret Hodge

MBE MP, Richard Bacon MP, Baroness Browning, Meg Hillier MP, Austin Mitchell MP, Nick

Smith MP, Gary Streeter MP, Ian Swales MP, Rt Hon. Lord Touhig, and James Wharton MP.

8.03 CPA UK also acknowledges with thanks the unfailing assistance from the House of Commons and

House of Lords in contributing towards the logistics and content of the workshop.

7

ANNEX A – PROGRAMME

MONDAY 12 MARCH Seminar Welcome and Introductions

Mr Andrew Tuggey DL Director, CPA UK Mr Nigel Evans MP (Conservative) Mr David Goldsworthy International Operations Manager, National Audit Office

Session 1: Parliament’s role in financial oversight Content: an overview of the public financial management landscape, to include: - the role of parliament in budget and expenditure - the scope of PAC activity and the role of other select committees in financial oversight - the accountability cycle - post-expenditure scrutiny - scrutinising performance Questions for discussion: what do we mean by public financial accountability? what role does public financial accountability play within the wider process of public financial management? what are the key features of an effective ‘Commonwealth’ PAC? Speaker: Mr Dorian Gerhold Secretary of the Public Accounts Commission and Clerk of Domestic Committees, House of Commons Chair: Mr Andy Love MP (Labour)

Session 2: What makes for an effective PAC? Content: A discussion on conditions and success factors to include: - a broad scope and mandate, the power to oversee all public expenditure - timely publication of the SAI’s reports - the power to focus its inquiries on subjects of its choice without government intervention or advice - a clear focus on accountability rather than policy - effective analysis and reporting - impartial and expert support from the legislative auditor and committee support staff creating a unity of purpose - effective opposition chairing - bipartisanship between Committee members - involvement of the public and encouragement of media coverage Questions for discussion: what benchmarks can be used to measure PAC performance? do these benchmarks vary between PACs? Speakers: Mr Richard Bacon MP (Conservative) Mr Ian Swales MP (Liberal Democrat) Chair: Mr Mark Etherton Votewriter, Journal Office, House of Commons

Session 3: The hearing process

8

Content: a. Choosing and launching a hearing

b. Collecting evidence and evidence sessions

‐ questioning Ministers or officials ‐ questioning independent experts ‐ requesting and reviewing written submissions from government or independent witnesses ‐ reviewing reports produced by the SAI

c. Producing reports

‐ Government reports and debates Questions for discussion: what makes a good brief? What makes good questions? What makes a good report? What makes good recommendations? Speaker: Mr Mark Etherton Votewriter, Journal Office, House of Commons Chair: Baroness Browning (Conservative)

Session 4: Observe a UK Public Accounts Committee meeting ‘Delivering the free entitlement for education for 3 and 4 year olds’

Facilitator: Mr Mark Etherton Votewriter, Journal Office, House of Commons Session format: Selection of delegates to view live proceedings; remainder to view proceedings via video link in the Attlee Suite

TUESDAY 13 MARCH

Session 5: Chairing Public Accounts Committees Content: - the role of the Chair in encouraging and facilitating open debate - how to manage a meeting effectively how to avoid a conflict of interest - keeping politics out of meetings - dealing with poor attendance - dealing with poor performance - agreeing agendas - keeping things moving and to time - briefing committee colleagues Questions for discussion: how can the Chair help to make the committee more effective? what skills and knowledge does an effective Chair need? Speaker: Rt Hon. Margaret Hodge MBE MP (Labour) Chair of the Public Accounts Committee Chair: Rt Hon. Lord McFall of Alcluith (Labour/Co-operative)

Session 6: Workshop session

Content: Hypothetical case study exercise in small groups Facilitator: Mr David Goldsworthy, International Operations Manager, National Audit Office

Session 7: Report-back session

9

Content: Hypothetical case study report-back session Facilitator: Mr David Goldsworthy, International Operations Manager, National Audit Office

Session 8: what makes an effective Supreme Audit Institution (SAI)?

Content and questions for discussion: What is audit? What do Supreme Audit Institutions do? Speaker: Mr Anthony Mifsud, Auditor General, Malta Mr Richard Quartey, Auditor General, Ghana Chair: Rt Hon. John Healey MP (Labour)

Session 9: The relationship between the PAC and the SAI Content: What relationship should the PAC and the SAI have? How do the two bodies work together to improve financial management and reporting? Questions for discussion: How does public audit help parliament hold the government to account on public service spending? What does a PAC need from its audit office? How can a PAC deal effectively with an increasing volume of audit output? What is the relationship between the Auditor General and the PAC? How can the Auditor General retain his or her independence? Speaker: Mr Amyas Morse, Comptroller and Auditor General Chair: Mr Nick Smith MP (Labour)

Session 10: Interpreting and prioritising financial and audit information

Content and questions for discussion: Committee members and staff need the skills to deal with the ever evolving and increasing nature of audit content. New types of audit can lead to a general increase in audit activity. As a result, PACs may not have the time to consider all accounts in-depth. How can PACs deal with and prioritise an increasing volume of audit output? How can PACs best examine accounts and other information of a financial nature presented by departments to Parliament? Speakers: Ms Aruni Muthumala Scrutiny Unit, House of Commons Ms Gillian Fawcett Head of Public Sector, ACCA Chair: Mr Thomas Docherty MP (Labour)

WEDNESDAY 14 MARCH Member-only session 11: Support and resource

Content: Oversight requires skills, knowledge and experience that many parliamentarians do not have when they first join a PAC. Moreover they often face an information deficit when questioning a senior official backed by the technical resources of a government. Where can PAC members find support and resource? - parliamentary scrutiny teams - research support - budget offices - audit Offices - civil society organisations

Clerk-only session 11: Improving financial oversight: the role of the committee clerk

Content: To explore the skills and knowledge required by committee clerks to effectively support their committees in interpreting audit reports produced by the Supreme Audit Institution and in carrying out the committee’s programme of work. - good knowledge of parliamentary and committee procedure - management of committee staff - assisting the committee in planning and carrying out its programme of work - drawing up the agenda

10

- the media Questions for discussion: what is the role of parliamentary staff in improving the impact of financial scrutiny? how can staff support efforts to put limited public resources to optimal use? in what ways do external advisers and the scrutiny unit support committee work? Speakers: Dr Ho Pin Teo (Mayor, North-West District and Deputy Government Whip; Singapore) Ms Anna Brincat (Secretary to the Public Accounts Committee, Malta) Hon. Juvenal Nkusi (PAC Chair, Rwanda) Chair: Sir Peter Bottomley MP (Conservative)

- advanced planning - providing briefings and drafting reports - identifying witnesses Questions for discussion: how can committee clerks work to maximise a committee’s inquiry sessions? how can detailed and often technical income and expenditure plans be simplified to make them ready for scrutiny by the committee? Speaker: Mr Philip Aylett, Clerk of the Public Accounts Select Committee

Member-only session 12: Achieving impacts and following up recommendations

Content: Broadening access to information - making reports available to the public. Evaluating performance information. How should a PAC deal with a lack of government responsiveness? Impacts PACs can have: -recommendations accepted -recommendations implemented - financial and quantitative impacts -better information -disciplinary action -modification of legislation Questions for discussion: how can a PAC monitor what happens to their recommendations? How should a PAC deal with a lack of government responsiveness? Speakers: Ms Meg Hillier MP (Labour/Co-operative) Mr Ashley McDougall Director of Parliamentary Relations, National Audit Office Chair: Mr Gary Streeter MP (Conservative)

Clerk-only session 12: The role of parliamentary support staff

Content: How can committee clerks supervise and work with other committee staff to: - prepare written briefings for committees - prepare suggested questions - make the best use of evidence - make use of non-governmental experts - improve recommendations and impact - improve press coverage Questions for discussion: what information should a good briefing note include? What role should committee staff play during inquiry sessions? What role do committee staff have to play in improving press coverage and ensuring the committee engages effectively with the media? Speaker: Ms Philippa Helme Principal Clerk of Select Committees

View Prime Ministers’ Question Time Facilitator: Richard Ward Senior Clerk, Table Office Large nation session 13 – what are the common

issues faced by PACs in large countries?

Case study: A sharing of views and experiences,

Small nation session 13 – what are the common issues faced by PACs in small countries?

Case study: A sharing of views and experiences,

11

led by two delegates representing large legislatures Content: Large nation PACs operate in vastly different contexts, and often face very different challenges to those faced by PACs in small countries. Drawing on selected country experiences, this session will consider the variation between large Commonwealth countries in the mandate and practices of their PACs. Questions for discussion: what are the differences in practices between large Commonwealth countries? What are the common principles? How can we share lessons learned and encourage best practice between PACs in large legislatures? Speakers: Hon. Yasmeen Rehman MNA (PAC member, Pakistan) Hon. Musa Garba Gulma (PAC member, Nigeria) Chair: Mr Austin Mitchell MP (Labour)

led by two delegates representing small legislatures Content: Small nation PACs operate in vastly different contexts, and often face very different challenges to those faced by PACs in large countries. Drawing on selected country experiences, this session will consider the variation between small Commonwealth countries in the mandate and practices of their PACs. Questions for discussion: what are the differences in practices between small Commonwealth countries? What are the common principles? How can we share lessons learned and encourage best practice between PACs in small legislatures? Speakers: Hon. Nichole Barbe (PAC member; Seychelles) Hon. Ioane Simon Omawa MP (PAC Chair, Vanuatu) Chair: Mrs Marcel Holder Robinson Acting Adviser (Public Expenditure Management) Governance and Institutional Development Division, Commonwealth Secretariat

Large nation session 14 – Realising best value for money

Content and questions for discussion: With many countries making substantial cuts to public expenditure, ensuring good value for money has never been so important. Public expenditure that does not achieve maximum value damages the credibility of public services. How can PACs be effective in drawing attention to government waste? Speaker: Mr Keith Davis Director, National Audit Office Chair: Rt Hon. Lord Touhig of Islwyn and of Glansychan (Labour/Co-operative)

Small nation session 14 – Achieving proper financial oversight when there is a scarcity of

resources Content and questions for discussion: The effectiveness of PACs and the level of scrutiny they can deliver is dependent on the quality, quantity and timing of audit reports. Poorly resourced audit institutions are often unable to present financial statements accurately or on time. Delays in audit reports make them less relevant and less likely to be acted upon. How can financial accountability and oversight be achieved where there is a scarcity of resources and a varying quality of audit reports? Speaker: Hon. Ali Arif (PAC member, Maldives) Hon. Rudranath Indarsingh (PAC member, Trinidad and Tobago) Chair: Mr Max Everest-Phillips Director, Governance and Institutional Development Division, Commonwealth Secretariat

Large nation session 15 – Tracking performance

Content and questions for discussion: In order to improve value for money performance of government departments, PACs need to look at that

Small nation session 15 – Retaining independence from government

Content and questions for discussion: Effective PACs possess the power to choose subjects for

12

performance over time as well as at a particular point in time. How can PACs observe and monitor changes in departments over time? How can PACs better track performance? Speaker: Mr Nick Sloan (Director, Performance Measurement, National Audit Office) Chair: Mr Ian Davidson MP (Labour/Co-operative)

examination without government direction or intervention. How can PACs retain independence from government in parliaments where the executive plays a dominant role? Speakers: Hon. Liz Behjat MLC (Member, Standing Committee on Estimates and Financial Operations, Western Australia) Mr Fuimaono Camillo Afele (Controller and Chief Auditor, Samoa) Mr Allen Parker (Director of Audit, Cook Islands) Hon. Alan Ganoo MP (PAC Chair, Mauritius) Chair: Dr Joan Imhoff-Nwasike Head of Thematic Programmes Group, Governance and Institutional Development Division, Commonwealth Secretariat

Session 16: Working Supper - Engaging effectively with the media

Speaker: Mr David Hencke Freelance Journalist, Tribune; former Parliamentary Correspondent Mr Abhik Sen, Managing Editor, Economist Intelligence Unit

THURSDAY 15 MARCH Session 17: Curbing corruption and fraud

Content and questions for discussion: Commonwealth PACs are tasked with looking into a wide range of corruption and fraud issues relating to public procurement and expenditure. This session will explore factors associated with corruption in public financial management. What is a PAC’s role in curbing and preventing corruption? How can PACs fight corruption and strengthen accountability in countries which are executive dominated? What problems do different Commonwealth countries face? Speakers: Mr Jeremy Carver CBE (Member, Transparency International Board of Directors) Lord Browne of Ladyton (Labour) Chair: Dr Roger Koranteng Adviser, Governance & Institutional Development Division, Commonwealth

Secretariat

Session 18: Workshop session on corruption and fraud

Content and session format: An interactive workshop/discussion session examining a scenario regarding corruption in public financial management, and exploring powers given to PACs in dealing with corruption. Chair: Dr Roger Koranteng Adviser, Governance & Institutional Development Division, Commonwealth Secretariat

Session 19: Public procurement Content and questions for discussion: Effective PACs scrutinise whether government procurement practices and processes are effective, fair and achieve good value for money throughout the purchasing cycle. How can PACs help to ensure that public procurement is managed responsibly? Session format: A session exploring a UK-focused case study of poorly managed defence spending - e.g.

13

the Management of the Typhoon Project Speaker: Mr Tim Banfield Director, National Audit Office Chair: James Wharton MP (Conservative)

Session 20: Closing Plenary – the future for PACs Content and questions for discussion: What further training and advice would be helpful to assist PACs in their work? Discussion on the possibility of a CHOGM resolution. Speaker: Rt Hon. Sir Alan Haselhurst MP (Conservative) Chair, CPA UK and CPA International Executive Committees Facilitator: Mr David Goldsworthy, International Operations Manager, National Audit Office

Closing Reception and presentation of certificates

Presentation of certificates: Rt Hon. Sir Alan Haselhurst MP (Conservative) Chair, CPA UK and CPA International Executive Committees

14

ANNEX B - DELEGATES

The following delegates attended:

Australia - New South Wales Mr Michael Daley MP

Australia - Western Australia Branch Hon. Liz Behjat MLC

Bermuda Mr Clark Somner

Falkland Islands Hon. Ian Hansen

Hong Kong Mr Lau Kwok-Cheong

India - Union Branch Shri Brahm Dutt

India - Arunachal Pradesh Branch Dr Tangor Tapak MLA

India - Arunachal Pradesh Branch Shri Kago Habung

India - Haryana Branch Shri Kuldeep Sharma MLA

Isle of Man Mr Graham Cregeen MHK

Isle of Man Mr Leonard Singer MHK

Jersey Deputy Shona Pitman

Jersey Mr Mick Robbins

Kenya Hon. Dr Boni Khalwale MP

Kiribati Hon. Dr Mareko Tofinga MP

Kiribati Mrs Terengaiti Awerika

Malawi Hon. Chizalo Mangulenje MP

Malawi Hon. Dr Clement Chiwaya MP

Malawi Mr Michael Chiusiwa

Malaysia - Selangor Branch Hon. Lee Kim Sin MLA

Maldives Hon. Ali Arif MP

Malta Hon. Charles Mangion MP

Malta Ms Anna Brincat

Mauritius Hon. Alan Ganoo MP

Mauritius Hon. Dr Abdullah Hafeez Hossen MP

Mauritius Mrs Safeena Bibi Lotun

Nigeria Sen. Abdul Ningi Ahmed

Nigeria Hon. Garba Musa Gulma

Oman Hon. Salim Al Kamyani MP

Oman Hon. Mohammed Al Mahruqy MP

Pakistan - Federal Mr Malik Kamran Azam Khan Rajar

Pakistan - Federal Hon. Yasmeen Rehman MNA

Rwanda Mr Jean De Dieu Munyantore

Rwanda Hon. Juvenal Nkusi MP

Seychelles Hon. Nichole Barbe MNA

15

Seychelles Ms Sandra Hall

Seychelles Hon. Marc Volcere MNA

Singapore Dr Teo Ho Pin MP

Somaliland Hon. Mohamed Omer Adan MP

Somaliland Hon. Bashir Sheek Hussein Tukaale MP

South Africa Hon. Teboho Edwin Channe MP

South Africa Hon. Hermanus Bernadus Groenewald MP

Sri Lanka Mrs Indrani Senaratne

Sri Lanka Hon. Ajith Perera MP

Tanzania Hon. Sylvester Mabumba MP

Tanzania - Zanzibar Hon. Omar Ali Shehe MP

Trinidad & Tobago Hon. Rudranath Indarsingh MP

Uganda Hon. Angeline Osegge MP

Uganda Ms Mariam Nassali

Uganda Hon. Peter Mugema MP

Vanuatu Hon. James Bule MP

Vanuatu Mr Leon Teter

Vanuatu Hon. Ioane Simon Omawa MP

Cook Islands Mr Allen Parker

Ghana Mr Richard Quartey

Ghana Mr Yaw Agyei Sifah

Malta Mr Anthony Mifsud

Samoa Mr Fuimaono Camillo Afele

Sierra Leone Dr Adeyemi Suleiman

Tuvalu Mr Isaako KutioloKine

UNDP Ms Julia Keutgen

ANNEX C – FEEDBACK Following the workshop 46 feedback forms were collected from delegates. The quantitative data and key comments and recommendations from delegates are listed below. 1. How well did the workshop meet its aims and objectives?

The key features of an effective PAC

The skills and knowledge required to be an effective PAC Chair and Member

The skills expected of PAC support staff

The relationship between the PAC and its audit office

How well do you believe the 2nd Westminster Workshop met its aims and objectives?

Very Unsatisfactory Unsatisfactory Average Good Outstanding

2. Overall impression

Overall ImpressionVery Unsatisfactory Unsatisfactory Average Good Outstanding

16

3. Workshop sessions The following quantitative data shows delegate responses to each of the workshop sessions.

Speakers Length of Session Quality of Content

1: Parliament's Role in Financial Oversight



2: What Makes for an Effective PAC?



3: The Hearing Process


17


4: Observe a UK Public Account Committee Meeting



5: Chairing Public Accounts Committees



6: Workshop Session


18


7: Report‐Back Session



8: What Makes an Effective Supreme Audit Institution (SAI)?



9: The Relationship between the PAC and the SAI


19


10: Interpreting and Prioritising Financial and Audit Information



Members 11: Support and Resources



Clerks 11: Improving Financial Oversight: The Role of the Committee Clerk


20


Members 12: Achieving Impacts and Following‐Up Recommendations



Clerks 12: The Role of Parliamentary Support Staff



Large Legislatures 13: What are the Common Issues Faced by PACs in Large Legislatures?


21


Small Legislatures 13: What are the Common Issues Faced by PACs in Small Legislatures?



Large Legislatures 14: Realising Best Value for Money



Small Legislatures 14: Achieving Proper Financial Oversight when there is a Scarcity of Resources


22


Large Legislatures 15: Tracking Performance



Small Legislatures 15: Retaining Independence from Government



16: Working Supper ‐ Engaging Effectively with the Media


23


17: Curbing Corruption and Fraud



18: Workshop Session on Corruption and Fraud



19: Public Procurement


24


20: Closing Plenary ‐ The Future for PACs


4. Delegate Comments Tuesday

• Breaking into the workshop groups for the hypothetical was very interesting. Also interesting was to see that each of the groups that looked at the same questions reach very similar conclusions – Liz Behjat (Western Australia, Australia)

Wednesday • PAC work is team work which includes parliamentary staff, officers, and officials of the audit office

and keeping or developing a good relationship with the media and civil society will definitely help to improve the working of the PAC – Dr Tangor Tapak (Arunachal Pradesh, India)

Thursday • It was interesting to hear the views of Transparency International in respect to corruption – Allen

Parker (Cook Islands)

How will you be able to use what you have learnt during this workshop once you return to your Parliament?

• As a chairperson of my House of Representatives I will continue to use this knowledge in order to make my government most accountable for spending public money – Hon. Omar Shehe (Zanzibar)

• As a new member of my PAC this has given me great knowledge of the purpose and importance of PAC. I have also learnt how well we are doing, but there are some issues that we need to improve on, which I intend to raise with the committee and other issues, I will bring them to the attention of Parliamentarians with the view of changing standing orders – Shona Pitman (Jersey)

• By way of a report to forward to the Speaker of the House as well as a copy each to my PAC members – Hon. Ioane Simon Omawa (Vanuatu)

• By implementing some of the ideas and practices of other countries and advising colleagues on PAC of procedure and best practice to work a PAC – Ian Hansen (Falkland Islands)

• To be able to continue with confidence in the knowledge that we are following internationally accepted best practices – Mick Robbins (Jersey)

25

26

• Practically utilising the knowledge and experiences gained out of the workshop as a

parliamentarian/PAC member and chair – Dr Tangor Tapak (Arunachal Pradesh, India)

• Experienced gained during the workshop will be passed on to other members and we will find ways of how best to apply them within our committee to improve our work as a committee – Marc Volcere (Seychelles)

• Overall the workshop has motivated me and stimulated my thinking to explore more avenues to achieve excellence – Hon. Angeline Osegge (Uganda)

• Implement the relevant lessons learned that is manageable, relevant and achievable to my small island country. Report to PAC through speaker, make a report to the cabinet and Parliament, then work from there – Isaako Kine (Tuvalu)

• We shall propose a set of proposals to expand the scope of the committee and also the work of the staff. I would like to share ideas with other standing committees – Malik K. A. K. Rajar (Pakistan)

• I will make audit reports much simpler to read and understand for the PAC, and will provide technical support to PAC members on technical and complex accounting issues – Allen Parker (Cook Islands)

Additional Comments

• I would hope that ‘follow up’ workshops can be organised to see how effective this one has been. Overall it has been a very well organised and interesting workshop. Thank you – Ian Hansen (Falkland Islands)

• The programme for all days is good but too condensed and leads to a loss of concentration in the process – Teboho Edwin Chaane (South Africa)

• Speakers and quality of content were wonderful. The length of sessions were so limited that it was not easy to grasp effectively the materials presented – Sylvester Mabumba (Tanzania)

• Such a workshop needs to be organised by CPA annually. Interaction with other delegates is very helpful and informative – Kago Habung (Arunachal Pradesh, India)

• The idea of small group discussions is very good. It allows more people to participate and it is more practical – Hon Nichole Barbe (Seychelles)

• There should be follow up as a capacity-building workshop so that there is uniformity across Commonwealth countries – Marc Volcere (Seychelles)

• A very useful and interesting workshop that should be continued in the future. I wish to thank CPA UK for organising the workshop which has greatly increased our knowledge of the topics covered. We will use this to improve our work – Dr Mareko Tofinga (Kiriabti)

• This was a very enriching workshop one of the best I have attended. I will certainly make use of the huge amount of knowledge I have acquired for the better interest of my PAC. I feel more confident to drive and change things at the level of the PAC at home – Hon. Alan Ganoo (Mauritius)

27

• In Australia we hold bi-annual conferences of the PAC committees which are held concurrently with the Auditor-General’s conference. Some sessions held jointly, some held separately. A bi-annual CPA conference could be very useful – Liz Behjat (Western Australia, Australia)

Feedback Tables 1. Aims and objectives

Aim Very Unsatisfactory

Unsatisfactory

Average Good Outstanding Total Responses

To enhance the capacity and effectiveness of Members and Clerks working on Public Accounts Committees

1 0 3 15 21 40

Objectives: Using the Westminster model as the focus of discussion; to explore through briefings, discussion sessions, practical observation and workshops

The key features of an effective PAC

1 0 2 20 15 38

The skills and knowledge required to be an effective PAC Chair and Member

1 1 3 21 13 39

The skills expected of PAC support staff

1 0 2 22 12 37

The relationship between the PAC and its audit office

1 0 1 24 13 39

2. Overall impression

Overall Impression Very Unsatisfactory

Unsatisfactory

Average Good Outstanding Total Responses

Opportunity to interact with UK colleagues

3 0 5 15 18 41

Opportunity to interact with Commonwealth colleagues

1 0 3 14 23 41

Range of topics covered 1 0 2 24 14 41 Length of Seminar 1 1 8 19 12 41 Accommodation 1 0 0 14 26 41 Seminar venue - Attlee Suite

1 0 2 14 24 41

Lunch - Attlee Suite 1 1 7 16 16 41 Receptions 1 1 2 12 17 33 Assistance from UK Branch staff

1 0 1 9 30 41

28

3. Workshop sessions

Session Very Unsatis-factory

Unsatis-factory Average Good Outstanding

Total Responses

1: Parliament's Role in Financial Oversight

Speakers 1 0 0 28 17 46

Length of Session

1 0 7 34 4 46

Quality of Content

1 0 4 31 10 46

2: What Makes for an Effective PAC?

Speakers 1 0 2 18 22 43

Length of Session

1 1 4 28 11 45

Quality of Content

1 0 3 25 16 45

3: The Hearing Process

Speakers 1 0 5 29 11 46

Length of Session

0 1 8 30 7 46

Quality of Content

0 1 5 30 10 46

4: Observe a UK Public Accounts Committee Meeting

Speakers 1 0 7 21 17 46

Length of Session

1 2 10 24 8 45

Quality of Content

1 1 9 20 15 46

5: Chairing Public Accounts Committees

Speakers 0 2 7 17 20 46

Length of Session

0 0 6 32 8 46

Quality of Content

0 4 6 22 14 46

6: Workshop Session

Speakers 1 0 2 29 13 45

Length of Session

1 0 8 23 12 44

Quality of Content

1 0 7 21 15 44

7: Report-Back Session

Speakers 1 0 5 26 13 45

Length of Session

0 1 5 27 12 45

Quality of Content

1 0 5 24 15 45

8: What Makes an Effective Supreme Audit Institution (SAI)?

Speakers 1 1 7 21 15 45

29

Length of Session

1 0 7 31 6 45

Quality of Content

1 0 9 27 8 45

9: The Relationship between the PAC and the SAI

Speakers 1 0 2 22 20 45

Length of Session

1 0 5 26 13 45

Quality of Content

1 0 3 23 18 45

10: Interpreting and Prioritising Financial and Audit Information

Speakers 0 0 9 20 15 44

Length of Session

0 0 7 29 8 44

Quality of Content

0 1 6 25 12 44

Members 11: Support and Resources

Speakers 1 0 3 20 8 32

Length of Session

0 0 7 19 6 32

Quality of Content

0 1 3 21 7 32

Clerks 11: Improving Financial Oversight: The Role of the Committee Clerk

Speakers 0 0 0 5 8 13

Length of Session

0 1 1 7 4 13

Quality of Content

0 0 0 5 8 13

Members 12: Achieving Impacts and Following-Up Recommendations

Speakers 1 0 1 15 13 30

Length of Session

0 0 4 19 7 30

Quality of Content

0 0 3 18 9 30

Clerks 12: The Role of the Parliamentary Support Staff

Speakers 0 0 0 3 8 11

Length of Session

0 0 1 7 3 11

Quality of 0 0 0 3 8 11

30

Content Large Legislatures 13: What are the Common Issues Faced by PACs in Large Legislatures?

Speakers 0 1 4 12 8 25

Length of Session

0 1 5 14 5 25

Quality of Content

0 2 3 14 6 25

Small Legislatures 13: What are the Common Issues Faced by PACs in Small Legislatures?

Speakers 1 0 1 8 7 17

Length of Session

0 0 3 7 7 17

Quality of Content

0 0 2 7 8 17

Large Legislatures 14: Realising Best Value for Money

Speakers 0 0 4 20 5 29

Length of Session

0 0 7 20 2 29

Quality of Content

0 0 6 16 7 29

Small Legislatures 14: Achieving Proper Financial Oversight when there is a Scarcity of Resources

Speakers 1 0 0 5 7 13

Length of Session

0 0 2 4 7 13

Quality of Content

0 0 2 6 5 13

Large Legislatures 15: Tracking Performance

Speakers 0 0 4 16 8 28

Length of Session

0 1 10 12 5 28

Quality of Content

0 0 7 11 10 28

Small Legislatures 15: Retaining Independence from

Speakers 0 0 2 11 4 17

31

Government

Length of Session

0 0 3 10 4 17

Quality of Content

0 0 3 10 4 17

16: Working Supper - Engaging Effectively with the Media

Speakers 0 0 0 8 6 14

Length of Session

0 0 2 9 3 14

Quality of Content

0 0 0 8 6 14

17: Curbing Corruption and Fraud

Speakers 1 0 2 11 32 46

Length of Session

1 0 5 24 15 45

Quality of Content

1 0 3 19 22 45

18: Workshop Session on Corruption and Fraud

Speakers 1 0 5 23 16 45

Length of Session

1 0 8 23 13 45

Quality of Content

1 0 6 22 16 45

19: Public Procurement

Speakers 1 0 2 19 19 41

Length of Session

1 0 3 26 10 40

Quality of Content

1 0 3 21 15 40

20: Closing Plenary - The Future for PACs

Speakers 1 0 1 13 18 33

Length of Session

1 0 4 16 13 34

Quality of Content

1 0 1 17 15 34

32

ANNEX D – NOTES FROM WORKSHOP SESSIONS

SESSION 2: WHAT MAKES FOR AN EFFECTIVE PAC?

MONDAY 12 MARCH, 1130-130

Group 1:

Cook Islands, Malta, Australia New South Wales, Australia Western Australia, Vanuatu, Oman, South Africa, Malaysia Selangor, Rwanda, Bermuda

Group 4:

Samoa, Jersey, Seychelles, Malawi, Vanuatu, Kenya, Pakistan, Tanzania, India Union, Mauritius

Group 6:

Tuvalu, Maldives, Uganda, India Haryana, Seychelles, South Africa, Hong Kong, Trinidad and Tobago, Nigeria, UNDP

1. What Makes for an Effective PAC?

Group 1.

• Non-partisanship • Finance above politics • Efficient Chair • Retaining independence from Government • Strong support staff • Training for Members • Engaged and effective Members • Support from the Supreme Audit Institution • Engagement with selective media • Who draws up the agenda

Group 4.

• Chair must preferably be a senior Member of the Committee • Chairman of the PAC must be from an opposition party • Chair should be elected by PAC Members • Composition should reflect political party strength

2. What benchmarks can be used to measure PAC performance?

Group 1.

• Quality and timing of reports • Timeliness; frequency of meetings • Subject matter independently chosen

3. What factors could limit a PAC’s Performance?

Group 4.

• Interference by the Executive

• Limitation of access to information • Independence and competence of the AG • Appointment of AG should reflect approval from Parliament • Lack of capacity-building for Members

Group 6.

• Low attendance • Lack of time • Lack of technical, administrative and financial resources • Government interference; party loyalty • Refusal to attend hearings • Lack of power • Lack of support from institutions, e.g. Audit Office

SESSION 6: CASE STUDY

TUESDAY 13 MARCH, 1030-1145

Parliamentarians Group 1:

Aus New South Wales, Falkland Islands, Isle of Man, Jersey, Kiribati, Maldives, Mauritius, Oman, Seychelles, Tanzania Zanzibar, Uganda, Vanuatu


Australia Western Australia, India Haryana, Isle of Man, Malawi, Malta, Mauritius, Oman, Seychelles, Singapore, South Africa, Trinidad and Tobago, Vanuatu


India Arunachal Pradesh, Kenya, Malawi, Malaysia Selangor, Nigeria, Nigeria, Pakistan, Rwanda, South Africa, Sri Lanka, Tanzania, Uganda

1. a) What are some of the things you could do to help open up the proceedings of the Public Accounts Committee to greater public scrutiny? b) How might you go about making this happen?

Parliamentarians Group 1.

a) • Budget • Staff • Statutory Remit b)

• Public hearings – encourages international scrutiny • Call Ministers (in public) to explain why their reports are late • Call officials • Advertise that public hearings are about to be held • Publish reports; reports should be debated or considered by Parliament

33

• PAC meetings should not be on camera as a general principle; instead invite other MPs, the media and the public to observe


• Sensitise the public of the existence of the PAC • Open proceedings to media coverage • Open proceedings to Members of the public and network with civil society

2. The Public Accounts Committee sits for a huge amount of time. a) What are some of the possible reasons for this? b) How might the committee be persuaded to operate more efficiently?


a)

• Lack of structure • Too many Members • Lack of proper agenda, time management and self-regulation • Poor staff / inadequate staff (training, motivation etc) • Poor Chair • Political wrangling • Lack of training • Excessive workload (statutory remit needs definition)

b)

• Cross-fertilisation / scrutiny from other Committees • Get qualified staff to write reports

3. What other supports might the Committee be able to obtain from parliamentary staff? How might it go about acquiring this support? What could the Committee do to ensure that key staff do not leave prematurely?


• Support for PAC recruitment • Staff assigned from parliamentary staff (as required) • Parliamentary staff recruitment for PAC have to: be judicious and independent, have defined job

descriptions, strict code of conduct, staff to be properly qualified for work to be undertaken, adequate compensations in comparison to private sector, professional staff should write reports, better utilise the qualifications that staff have

• Develop better working relationship with NAO • Utilise NAO expertise and develop trust • NAO itself must be well and professionally resourced and independent


• Staff to present a brief to the committee (Executive summary)

34

35

• Staff to do research for comparative purposes • To prepare logistics for the meeting • Quality and quantity of staff to be enhanced and their recruitment to be done competitively • Better interpersonal relationship between Members and staff • PAC must get a lion’s share of the funding of the Committees of Parliament • Better remuneration for staff, competitive with the private sector • PAC must have research officers attached to it

4. Some MPs on the Committee see criticising the administration’s management of programmes as disloyalty. How might they be persuaded that such criticism is not disloyalty but positive assistance to improving public services?


• Government has to publicly endorse the work of the PAC given that the majority of MPs were elected on a platform of cleaning up the Govt.

• Government has to agree to accept constructive criticism • PAC to be structured to give a ‘real’ voice to the opposition • Chair should be opposition MP • Sessions should be public • Chair should collate the collective and unanimous decisions of the Committee Members as much

as possible. • PAC Members should scrutinise facts only and not policy • Reports from NAO should be made public prior to consideration by the PAC • Reports and enquiries to be conducted in real time

Clerks Group 1:

Bermuda, Hong Kong India Union, Jersey, Malawi, Pakistan, Seychelles

Clerks Group 2:

India Arunachal Pradesh, Kiribati, Malta, Mauritius, Rwanda, Uganda, Sri Lanka, Vanuatu

1. a) What services could the Parliamentary staff start to provide the Committee which would increase the Committee’s effectiveness? b) How could the staff go about persuading the Committee of the benefits of these services? c) What are some of the barriers which staff might face and how could they deal with these?

Clerks Group 1.

a) • Increase staff for writing reports • Identifying the important issues out of the Audit Report • Briefing to the Committee before evidence sessions • Independent staff • Capacity-building – training of Chair/Members/Staff • Coordination with Ministries • Examine the route of the report in relation to the provisions of the Standing Committee

• Providing Chairing skills • Political will to create an independent Audit Office with independent staff and an independent

budget • Involvement of AG Office in the working of the Committee • Overcoming political resistance c) • inadequate staff • political pressure against PAC being effective • Lack of funding and resources

2. How might the staff make better use of the Audit Office? What services could it provide? How would you persuade it to do this? What are some of the objections the Audit Office would make? How might these be overcome? Who else might oppose this move? How would their concerns be addressed?

Clerks Group 2.

• Committee staff to establish good relationship with NAO • Briefs provided by the NAO to committee staff before the committee conducts hearings • Attachment of the NAO staff with the Committee • Questions to be provided by the NAO staff to Committee staff well in advance of each hearing • Committee staff have short session with Chair to guide them • Assist Members with interpretation of NAO reports

3. What can the committee staff do to work better with Media and Civil Society?

Clerks Group 1.

• Committee should send out press releases after meetings/publicise agendas in advance • At staff level – constant interaction with the media to discuss strategy • Public advertising of subject matter and inviting submissions

Clerks Group 2.

• Proceedings open to public and the media • Sound records of the proceedings to be made available to the media and the public • Press releases on outcome of Committee proceedings by the Parliamentary services • Reports published

SAI Group:

Cook Islands, Ghana, Malta, Samoa, Sierra Leone, Ghana, Tuvalu, UNDP

36

1. a) What might the Audit Office do to encourage the Public Accounts Committee to make better use of its performance audit reports? b) What would be the objections? c) How might these be dealt with?

a) • Presentation of PA report prepare briefs, reader-friendly report, Sensitise PAC members on importance

of PA reports • Consensus-building initiative with PAC leadership • Involve PAC in selecting PA topics

b) • PA reports too technical • PAC lacks expertise and technical support • PA reports not scandalous • PAC reports not tabled • Parliamentary time to examine PA reports

c) • Technical support by NAO • Make reports user-friendly • Publish PA reports • Involve CSOs and press • NAO provides permanent liaison to PAC

2. When the Committee meets it focuses on the parts of the Audit report which relate to MPs own constituencies or to point scoring against the government. What are some of the strategies the Audit Office could do to encourage MPs to focus on the strategic major issues which need to be addressed?

• Avoid bi-partisan approach • Encourage PAC to stick to significant issues in the reports • Evidence-based reports • Consider mutual expectations

3. In spite of regular requests, the Ministry of Finance is still producing the annual accounts late and with many errors. a) What can the Audit Office do to encourage faster closing of accounts? b) Who might be its allies?

a) • Capacity-building of accounting officers • Recruit qualified staff • Make financial audit reports triggers for donor support b) • Donors • Anti-corruption agencies • Procurement Commission • CSOs

SESSION 18: WORKSHOP SESSION ON CORRUPTION AND FRAUD

THURSDAY 15 MARCH, 1100-1230

Group 1:

Cook Islands, Malta, Australia New South Wales, Australia Western Australia, Vanuatu, Oman, South Africa, Malaysia Selangor, Rwanda, Bermuda

Group 2:

Ghana, Falkland Islands, Mauritius, Singapore, Uganda, Pakistan, Seychelles, Kiribati, Rwanda

Group 3:

Ghana, Isle of Man, Oman, Malta, Mauritius, Malawi, Nigeria, India Arunachal Pradesh, Vanuatu, Malawi

Group 4:

Samoa, Jersey, Seychelles, Malawi, Vanuatu, Kenya, Pakistan, Tanzania, India Union, Mauritius

Group 5:

Sierra Leone, Kiribati, Tanzania Zanzibar, Isle of Man, India Arunachal Pradesh, Sri Lanka, Jersey Malta, Uganda, Sri Lanka

Group 6:

Tuvalu, Maldives, Uganda, India Haryana, Seychelles, T&T, Nigeria, South Africa, Hong Kong

Discussion Question:

Based on what has been discussed during the conference, what advice would you give the PAC,

Parliamentary staff and/or the audit office in Erewhon about what they can do to reduce corruption in

the country?

Group 1.

• Public awareness/education campaign • Public hearings • PAC-initiated enquiries • Establish trust with Governmental departments • Strengthening the PAC by providing training for Members • Temporary substitution of some PAC Members to bring in further experience (bending the rules!) • Commission on anti-corruption • Introduce accountability conferences • Establish an effective relationship between the PAC Chair and AG • Engaging external auditors in local Government audits (donor funding, capacity-building) • Encourage PAC to propose introducing legislation which will lead to a better management of audit

resources and independence of the audits • AGs to be under Parliament • Legislate for harsher penalties • PAC to develop better links with CSOs such as TI • PACs to recommend to the Audit Office which areas to examine

38

• Increase Parliamentary staff numbers and quality; expand duties and training opportunities • Budget • Build an effective relationship with the Ministry of Finance • Strengthen the Select Committee system • Look for ways of reducing the number of sitting days • Appropriate incentives – sitting allowance?

Group 2.

• PAC to have sufficient support from Parliamentary staff to develop and present its reports – A full-time dedicated staff

• PAC hearings should become public and given media coverage • Creation of Scrutiny Unit to identify high corruption risk areas • Parliamentary staff to give better briefs, agenda – based on NAO audit reports • Either reduce the numbers of Parliamentarians in the PAC or create sub-committees to divide its work

(based on political environment). • PAC Secretariat to provide press briefs and advertise PAC meeting schedule • NAO: financial independence from Ministry of Finance and Civil Service Commission • NAO to bring performance audits and value-for-money audits before the PAC • Capacity-building of NAO – in specially qualified lawyers and auditors • Anti-Corruption Law to be examined to make it more effective • Make/develop a strategy to create more awareness amongst the public • It would appear that an overall strategy is to be prepared by the PAC based on its experience to pool out

the fundamental causes in socio-economic sectors

Group 3.

• Statutory instrument legislation ( standing orders) • Make-up of PAC: Chair from opposition, representing make-up of Parliament • Staffing independence numbers • Report back annual or when report is complete • All reports to be debated • Audit Office independence • Qualified staff • Report back on actions taken • Ring fence budget • All reports to be published

Group 4.

• Capacity-building for PAC Members • PAC Hearings open to the public • PAC to make regular press release on its reports • PAC to be served by qualified staff who are competitively recruited • Hire Parliamentary staff who are qualified and competitively recruited • Capacity-building for staff • Staff to write regular and timely reports • Audit Office to have independent finances, budget and recruitment

39

• AO to table regular and timely reports • Improve qualifications of staff • Increase the number of staff or out-source • Staff to develop a working relationship with stakeholders and civil society

Group 5.

• Training and Chairing skills • Reduce size of the Committee; get more expert advice • Hold public meetings • Involve the media • Recruit staff to support the PAC • Parliament to recruit own staff and pay appropriate remuneration • Establish reasons for not delivering reports • Liaise with the Audit Office • PAC to force independence of the Audit Office • Public accountability for timeliness of reports • Maintain close cooperation with media and donors • With more timely reports produced and delivered to Parliament, Public accountability increased and

liaison with the press and donors and anti-corruption agencies corruption will be reduced.

Group 6.

• Public Hearings • Live TV/media coverage • Good rapport with media • Refrain from party politics/loyalty • Expose corruption • Publish reports/briefings • Constitutional/Abiding Law • Good working relationship with AGO/SAI/other Ministries/Anti-corruption bodies • Networking with international PACs • Conflict of interest between Parliamentary staff and/or the Audit Office • Access to information • Submit timely reports • Follow-up implementations/recommendations of PAC • Providing technical support • Education/training • Evidence-based reports • Scrutiny Unit

SESSION 20: CLOSING PLENARY –THE FUTURE FOR PACS

THURSDAY 15 MARCH, 1430-1600


40

Aus New South Wales, Falkland Islands, Isle of Man, Jersey, Kiribati, Maldives, Mauritius, Oman, Seychelles, Tanzania Zanzibar, Uganda, Vanuatu


Australia Western Australia, India Haryana, Isle of Man, Malawi, Malta, Mauritius, Oman, Seychelles, Singapore, South Africa, Trinidad and Tobago, Vanuatu


India Arunachal Pradesh, Kenya, Malawi, Malaysia Selangor, Nigeria, Nigeria, Pakistan, Rwanda, South Africa, Sri Lanka, Tanzania, Uganda

Clerks Group 1:

Bermuda, Hong Kong India Union, Jersey, Malawi, Pakistan, Seychelles

Clerks Group 2:

India Arunachal Pradesh, Kiribati, Malta, Mauritius, Rwanda, Uganda, Sri Lanka, Vanuatu

1. Would you be in favour of a CHOGM resolution and why/why not?


• Unanimous vote in favour


• Unanimous vote in favour • Political legitimacy


• Unanimous vote in favour • Objective • Thoughtful and accurate • Impartial • No fear or favour • Accountable to Parliament

Clerks Group 1.

• Unanimous vote in favour • PAC will derive authority from respective Governments

Clerks Group 2.

• Unanimous vote in favour • Government in favour would be a great positive for the country and for the PAC

2. Would you be in favour of a Commonwealth network of PACs and why/why not?


• Unanimous vote in favour • Information-sharing, online resources, guidelines, support structure, advisory body, professional advice,

quality assurance/peer review


• Strongly supportive • Strong helping the weak to attain best practises

41

• Learning curve • Meet in a combination of ways – physically through biannual/triannual meetings/conferences;

electronically via website, skype conferences etc; regional subsets more frequent


• Yes: share best practices, support each other in fight against corruption, peer review mechanisms

Clerks Group 1.

• Unanimous vote in favour • PACs will be able to share experiences and pool together their capacity-building resources • Global recognition of PAC best practices

Clerks Group 2.

• Unanimous vote in favour • Collaboration • Uniform working system • PAC strengthening

3. What have you learnt from CPA UK’s PAC Workshop?


• No system is perfect; always room for improvement • Importance of transparency • Importance of media and the public • Importance of retaining independence


• Different practises and procedures • Different ways of interpreting methodology • Necessity for close collaboration between PACs and SAIs


• Common challenges faced by PACs • Shared our practices • Made comparative analysis of PACs

Clerks Group 1.

• The introduction of a scrutiny unit to provide independent advice to the committee • PAC hearings should be open to the public • Independent and constitutionally recognised PAC and Audit Office

Clerks Group 2.

• Transparency and accountability • Stronger governance relationships with the NAO • Value of PAC is in betterment of Parliament’s performance

4. What more is needed to support PACs internationally, regionally, locally


• Better internet resources

42

43

• Video conferences • More practical elements i.e. further workshops • Regional meetings • Opportunity to access further expertise – pro bono • Awareness raising with the public and fellow Parliamentarians and the media


• Independence • Financial resources / aid • Expertise • Exchange between jurisdictions - formally


• Funding • Regular seminars and workshops • PACs should be open to each other • Set up structures for local and regional networks

Clerks Group 1.

• Join together a pool of experts on PAC for capacity-building support programmes for individual Parliaments

• The will and a champion to connect the PACs internationally

Clerks Group 2.

• More training and funding • More qualified and specialised manpower

Date post:	15-Jul-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times

2nd WESTMINSTER WORKSHOP: THE PUBLIC ......2nd WESTMINSTER WORKSHOP: THE PUBLIC ACCOUNTS COMMITTEE...

Documents