Wayne Strelioff, CA
Auditor General of British Columbia
Remarks to the Southern Island Chapter
of the
Certified General Accountants Association
Victoria, British Columbia
May 23, 2000
Thank you Arn for your warm introduction and for the opportunity today to join with you and so many of my new colleagues.
I plan to make my comments brief – I am trying to learn that less is often more – something I must keep reminding myself.
I also will answer questions after my comments.
Sorry, no poetry or singing from me – George will be a tough act to follow!
Not only is he a terrific entertainer, he worked hard to set the stage for what I think is likely to be a significant step forward in government management and accountability practices.
Combined with the recommendations of the Enns committee, I think the expectations are great that practices will strengthen significantly during the next few years.
I plan to do what I can to encourage this to take place.
My background:
Having held a similar position in Saskatchewan for nearly ten years, I know I face a steep learning curve. However, I do look forward to the challenge.
As Arn briefly noted, I was born and raised in Saskatoon, Saskatchewan where I obtained bachelor degrees in history and commerce and a masters degree in accounting.
In Saskatoon, I also obtained my chartered accountants designation with what was Peat Marwick Mitchell and is now KPMG. My parents began with farming and evolved to all sorts of work and small business ventures.
I have been married for over 26 years and have no children. My spouse is a librarian – who once worked for the BC ferry corporation – back in the early 1980’s!
I do try to keep fit – so you might see me at the Y– maybe in fitness classes, on the exercise machines, or out jogging.
In 1979, we moved from Saskatoon to Victoria where I first worked with the Office of the Auditor General, and then with Treasury Board Staff in the Department of Finance. I note that many of my colleagues and friends are still in the system. Nearly 20 of my current colleagues at the AG’s office were there when I was there.
At treasury board staff, I have come across quite a few that are still in the system. No doubt I will discover that many others are also still somewhere in the system. I look forward to working with my former colleagues and my new colleagues including each of you.
In 1983, I moved to Toronto to work at The Canadian Institute of Chartered Accountants with the newly established Public Sector Accounting and Auditing Board. For over 7 years, I helped that Board reach consensus on how public sector practices should change.
That work provided me with the opportunity to meet and work with many interesting people in the public sector across Canada and elsewhere.
The work also provided me the opportunity to obtain a broader perspective on government financial management and accountability – a perspective that I continue to reflect on as I work through issues of the day.
In 1990, I moved to Regina where I took the position of Provincial Auditor of Saskatchewan.
As you probably know, the 1990’s were a particularly difficult period for Saskatchewan. Tough financial decisions were necessary and were made.
During that period, much good progress was made to build public confidence in the province’s system of government. I think my Office helped that progress to take place.
After nearly 10 years, I think I can say that, in Saskatchewan, legislators and the public now have a more meaningful opportunity to participate in the decision making of government.
Also, the finances of the government are stronger. During the past 5 years, debt was reduced by nearly 25 per cent.
And, what I think is particularly important is that the public debate now focuses more on the role, plans and priorities of government rather than on financial mismanagement or confusion.
Six years from now, I sure hope I am able to make these same comments about my experience in BC. I do believe that a feature of a strong system of government – is a strong audit office.
I know I have much to do and I know I face a steep learning curve during the next few years.
During my first six months, I plan to do much environmental scanning and strategic planning. I will be trying to get out to meet and listen to people. The key focus of those meetings will be to try to get a better sense of what others think should be the best future direction for my Office.
I do hold the view that strategic planning and environmental scanning is a key part of my job. To be successful, I know I have much to do – I must ensure our Office
Sets out its purpose and direction, in terms of clear and measurable objectives, strategies, performance indicators and targets
We must build commitment for that purpose and direction within the Office as well as within our key stakeholder groups
We must ensure there is the necessary capability, and
We must monitor, learn and adjust continuously
Fortunately, I know I am able to build on the good work of George Morfitt and that I work with smart, capable and dedicated people.
A key part of my management responsibility will also be to help to identify and assess the key forces and trends that affect our stakeholders and thus shape our work.
Some of those forces and trends seem obvious. However, their effect on our role, plans and priorities is more difficult to assess.
Key forces and trends include:
creating a more internationally competitive, integrated and interdependent world,
These forces and trends are straining public resources and are causing legislators, the public and government officials to re-examine the role of Government, how it organizes and delivers programs and services, and how it ensures adequate participation in decision making.
This rethinking is taking place across Canada and elsewhere – there is much good experience to find out about and advice to obtain.
My first general responsibility and priority is to determine how best to shape the efforts of my office. My office can and should help legislators, the public and government officials assess and address the challenges emerging from these forces and trends.
Some of the beliefs I hold will no doubt shape the role, plans and priorities of my Office. These include:
From time to time, legislators and others will get a little upset with me, and I with them, but on the whole I do respect and admire those who take on the role of an elected representative of the people.
I also respect and admire those who take on the formidable challenge of working for and with elected officials.
I hope, over time, I will earn the respect and trust of all of my key stakeholders – including you.
Such a change will require a strong system of accountability so that the necessary authority and autonomy can be provided.
To hold a person or organization accountable for results requires providing that person or organization with the necessary degree of authority and autonomy.
I do believe that one earns autonomy through embracing a strong system of accountability.
In summary, I know I face a steep learning curve during a particularly challenging period in BC.
However, I also know that I will find out that I work with smart, capable and dedicated people both within my office and across the public sector.
I look forward to this challenge and the opportunity to work with you in this beautiful province so full of promise and potential.
