It is about transforming the way managers and financial specialists co-operate, enabling managers with tools to help prioritize, plan and meet operational goals and to achieve better results. Managers and financial specialists need to work in partnership to replace complex rules and regulations, which constrain flexibility, with simple, well-communicated and properly enforced principles and standards. Modern Comptrollership is one of six priority initiatives that will contribute to deliver on the Government s commitments. With rapid and significant changes in technology, governments and the way business is conducted, comptrollership practices must fully reflect current and anticipated business environments. There is little doubt that further automation of transaction processing, demands for faster, higher quality service, clearer and more sustained focus on results as well as demands for more relevant and useful performance information, will continue.
Taxpayers expect sound management of public resources and value for money.
Comptrollership is, and will continue to be, a key element of the management infrastructure of the Government of Canada. Modern Comptrollership plays an integrating function one that brings information from many sources into a meaningful whole. It involves communicating that information to those who need it to execute their responsibilities. As such, modernization efforts bring greater coherence to existing initiatives, and balance the various sources of information with managers real needs and requirements. The Treasury Board Secretariat encourages departments and agencies, within the meaning of section 2 of the Financial Administration Act, to develop plans to modernize their comptrollership activities.