TRANSPARENCY AND ACCOUNTABILITY IN THE PUBLIC SECTOR IN THE ARAB REGION. The role of internal oversight Case of Morocco

Transcription

1 UN Department of Economic and Social Affairs Division for Public Administration and Development Management UNDP Regional Bureau for Arab States TRANSPARENCY AND ACCOUNTABILITY IN THE PUBLIC SECTOR IN THE ARAB REGION The role of internal oversight Case of Morocco M. Mostapha FAIK President of the College of Internal Inspectors General, Morocco New York /20/2003 1

2 Introductory Remarks Congratulations to AIG for the celebration of the 25 th anniversary of the IG Act Thanks for the invitation addressed to the College of IGM Appreciation of the support of UN DESA through the Arab SPPD Project 10/20/2003 2

3 REGIONAL ARAB PROJECT 10/20/2003 3

4 Support to Policy & Programme Development Project Joint project between UN DESA and UNDP RBAS Comparative study of 6 Arab countries: - Jordan - Lebanon - Morocco - Tunisia - Sudan - Yemen 10/20/2003 4

5 Objective to assist national or central governments in the Arab region to improve transparency and accountability in the public sector, through comparing existing practices in financial, human resources and information management 10/20/2003 5

6 Outputs a comparative regional report to be approved by the Project Advisory Group a database of regional issues and practices country case studies prepared by the consultants project web-site regional network of stakeholders and institutions regional policy forum national dissemination workshops (contingent upon resources) 10/20/2003 6

7 Conceptual Framework Background Information: Organization of government Recent transparency and accountability initiatives Financial Management Human Resources Management Information Management 10/20/2003 7

8 Methodology Desk review of documents Expert interviews 10/20/2003 8

9 Activities since its inception in 2002 Project began January Conception and implementation Collecting information for the database Analysis of inputs from the six countries surveyed including my country Morocco 10/20/2003 9

10 THE ROLE OF INTERNAL OVERSIGHT CASE OF MOROCCO 10/20/

11 Public or private management: an efficient and productive process Administration Organization Enterprise P Production process Clients Citizens O Appreciation Compliance Efficiency / Results C Control, Audit, Governance creation of added value owing to a better allocation of ressources 10/20/

12 THE FINALITY OF CONTROL To combat against fraud: respect for the laws & legality To avoid management MISTAKES or RISKS To measure the productivity and efficiency (The 3E : Economy- Efficiency- Effectiveness) The 3R : Research - Recognize-Reset Accountability = To be held accountable 10/20/

13 The COSO Internal Control Committee Of Sponsoring Organizations (Comité des Organisations Patronnes ) A sane control environment An evaluation process of the appropriate risks Strong operational control activities An appropriate system of information and communication An efficient follow-up 10/20/

14 Advanced Model of IG -Trends in IG Function : American Canadian French - 3 functions : Investigation Audit Evaluation 10/20/

15 Control and National System of Integrity Role of controllers and of the general independent auditors Internal Control Probity Prevention Deterrence Information Incentive Integrity 10/20/

16 Upgraded statute of control Conformity-legality Reliability Efficiency-Performance Probity Good Governance But Integrity A North/South Cultural Gap remains in good practices 10/20/

17 The Moroccan Experience Historic background : control and ethics The tradition : Control of the oumanas Diwane Al Hisba Diwane Al Madalem The protectorate : The Inspector General of the Administrative Services The Territorial Inspection The Technical Inspections 10/20/

18 The Moroccan Experience After the independence The Reform of the Technical General Inspections (IG) Creation of the IGF and the IGAT (1960) Creation of the Court of Accounts (1979) One IG for each Ministry 10/20/

19 The Moroccan Experience Morocco : Modern and Democratic Morocco = State of Law State of democracy Overture, innovation, Human Rights Moralization and modernization of the Administration Reform of the system of public control Upgrading of the Court of Accounts to the level of a Higher Financial jurisdiction by the Constitution (1996) IG met the Prime Minister in 1999 Governmental Intention 10/20/

20 Morocco : Control Environment in Progress Parliament Prime Minister Court of Accounts Press Minister Civil Society IGM External Services Central Services Under Oversight Institutions 10/20/

21 The IG in Morocco The Strengths Political will IGM: Higher control linked to the Minister Will of good management Team of Inspectors General seeking for professionalism The Weaknesses Ambiguity of the mission Confusion in so far as their institutional position is concerned Lack of budgetary autonomy Absence of specific legal text Absence of a liaison and coordination body Ambiguous borderlines between the IGM, the IGF and the Court of Accounts 10/20/

22 A New Vision for the IG Concentration Court of Accounts IGF International Expertise New Vision New missions Development of the audit operations Resort to the audit techniques Appropriate system for the control and evaluation of performances Respect of regulations Publication audit and checking-out reports Welcoming and information of the citizens Streamlining Evaluation Ethics promotion Communication Audit Pact of Good Management 10/20/

23 IGM: conditions for success Updated legal foundations Evolving mission: inspection, audit, evaluation, consulting Coordination between internal control and control from the Inspectors of Finance (IGF) Human resources and budgetary autonomy Access to information Training, standards, auditors and audited Programming and publication of the actions results 10/20/

24 The College of IGM By-laws and - Mission The College = A Pool of Inspectors General (Chart 11/11/ 2000) Rehabilitation of the IGM institution To promote the culture of internal auditing within the Moroccan Administration To set up a network of knowledge: integrity, Accountability of the Administration To create a real hub for the training and shaping up of brain power To play the role of a consultant and interlocutor in the fields related to the Inspector General 10/20/

25 The College of IGM Its Objectives To contribute to the development of the ethical and moral values governing the functioning of the IGM To promote the culture of transparency, ethics, honesty efficiency and citizenship within the public administration To improve the statute and the level of competence of the IGM s Know how in the field of administration, techniques and control of public management. 10/20/

26 Setting-up of the College Draft decree Cycle of Training Sessions Code of good conduct Web site: Management and Action Structure Organization of seminars Partnership Expertise and consulting 10/20/

27 The College of IGM A professional approach National and international consultancy about the function. Take advantage from partnership : IG of USA France- Canada. Play a role in a national negotiation process. 10/20/

28 The College of IGM An Ethical Approach Partnership : MERT, NDI; Transparency, CGEM Ethics Committee Code of good conduct of the IGM The Ottawa International Conference of 2000 Round Table with Mr. Gary DAVIS Dec 2000 Meeting about Control and Ethics March 2001 Mission of B. DONGE: control and governance Mission of Cerasoli: control and local ethics Training Seminar on Professional Ethics : Mrs. WHITTON, BOYD Conference on Control and National System of Integrity Professional public ethics with NDI and Ministry of public sector modernization 10/20/

29 The College of IGM The Middle Term Strategy of Action Norms and standards Modernization of the control process Training of personnel Diffusing a culture of public Ethics Research, Studies and Consulting Partnership Autonomy 10/20/

30 Conclusion Internal control : An element of management good governance and integrity ; Morocco has well adapted the modern concepts of today to its own context ; The College has succeeded in building capacity ; The IGM are prepared for future challenges. 10/20/