A Strategy for Europe and a role for the CIPFA European Group

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A Strategy for Europe and a role for the CIPFA
European Group
Peter Boulding Assistant Director
International CIPFA European Group Meeting 8
October 2009
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Content

• Context
• Strategic Objectives 1-3
• Achievements
• Intentions
• Conclusions

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Context

• One OVERALL CIPFA Strategy is the target
• Beneficial referencing across the whole
  organisation
• European strategy as subset of international
  strategy
• Differentiate CIPFA European Strategy from the
  Strategic Development of the European Group

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International Strategic Objectives

• 1. To be the leading global institute on public
  finance and accountancy
• 2. To be the preferred model and mentor for
  sustainable capacity development in public
  finance and accountancy education and training
• 3. To be the acknowledged champion of the public
  sector and recognised expert in the PFM
  international architecture

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Achievements

• Whole System Approach to Public Financial
  Management and Governance
• Document now completed and available on the
  website for consultation. Guidance on good
  governance structures. We need your views and
  reactions to it. Can it have applications to
  Napoleonic Code nations? Does it need development
  for EU structures?
• www.cipfa.org.uk/international/consultation.cfm

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Achievements

• Professionalisation
• We are developing a concept with various
  approaches that are being tested in South East
  Europe, Canada, Lesotho, Tanzania and Nigeria,
  with focus on sustainability
• There is a model that builds on our work with the
  Center for Excellence in Finance (CEF) in South
  East Europe with the International Certificate
  and Diploma. Is there demand from European
  Institutions or member states? How can CIPFA
  influence the improvement of PFM standards in EC
  Institutions and other member states?

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Achievements

• OECD - participation in reforms
• Beyond Accra, CIPFA representation on OECD Public
  Financial Management Task Force Caroline
  Rickatson involved with EC in producing a
  Capacity Development Toolkit
• International PFM Architecture
• Promotion of better understanding among donors
  (EC is the biggest) to avoid duplication of
  effort. Comments please
• PEFA Training
• An EC, DFID, Swiss, Norwegian, French, World Bank
  and IMF initiative
• CETC Training
• Series of courses for the Court of Auditors and
  now adding accounting for the European Commission
  (DG Budget)

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Achievements

• CIPFA Global Positioning
• IFAC -
• Steve Freer (Board TA)
• Mike Hathorn (IPSAS B Chair)
• Ian Carruthers (TA)
• Deborah Williams (DNC)
• Vernon Soare (TA)
• Roger Tabor (PAIBC Chair)
• Tom Lewis (TA)
• Adrian Pulham (IAESB TA)
• Caroline Gardner (Ethics nom.)
• FEE -
• Caroline Mawhood (Chair Public Sector Committee)

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And You?

• Who and what can we offer from here and now in
  this room in support of the International
  Strategy?
• For instance, some people have been active in
  volunteering in support of the institutional
  mapping
• Others can influence in other ways
• CIPFA members working in senior positions in
  Europe institutions

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Intentions

• Enhance influence, attraction, profile and status
  of the Institute
• Attract strategic partners and resources
• Enhance career prospects and opportunities for
  members to contribute and to volunteer
• Improve support and services available to members
• Continue to work in the public interest to
  promote high standards and deliver excellence in
  governance and financial management throughout
  the public service
• CIPFA Strategic Purpose
• Keep In View Realism, Resources, Demand,
  Priorities

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What role for the CIPFA European Group?

• What do you want to do?
• What can you do?
• When can you do it?
• Is there any role in trying to improve PFM in EC
  institutions and member states?
• CIPFA International needs European eyes and ears,
  contacts and access to key decision makers
• CIPFA International Geographical focus is
  currently on SEE and newly acceding members
• EC is the worlds largest donor we would like
  proximity to influence PFM decisions on aid and
  its management

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Conclusions

• CIPFA is exceptionally well placed for an
  influential international future.based on our
  international strategy
• BUT we have to be realistic in our aspirations
• And focus on what, when and how we can actually
  deliver