1、A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE 2022 Association of Chartered Certified Accountants November 2022About ACCA ACCA(the Association of Chartered Certified Accountants)is the global professional body for professional accountants.Were a thriving global community of 241,000

2、 members and 542,000 future members based in 178 countries and regions,who work across a wide range of sectors and industries.We uphold the highest professional and ethical values.We offer everyone everywhere the opportunity to experience a rewarding career in accountancy,finance and management.Our

3、qualifications and learning opportunities develop strategic business leaders,forward-thinking professionals with the financial,business and digital expertise essential for the creation of sustainable organisations and flourishing societies.Since 1904,being a force for public good has been embedded i

4、n our purpose.In December 2020,we made commitments to the UN Sustainable Development Goals which we are measuring and will report on in our annual integrated report.We believe that accountancy is a cornerstone profession of society and is vital in helping economies,organisations and individuals to g

5、row and prosper.It does this by creating robust trusted financial and business management,combating corruption,ensuring organisations are managed ethically,driving sustainability,and providing rewarding career opportunities.And through our cutting-edge research,we lead the profession by answering to

6、days questions and preparing for the future.Were a not-for-profit organisation.Find out more at:About IFAC The International Federation of Accountants(IFAC)is the global organization for the accountancy profession dedicated to serving the public interest by strengthening the profession and contribut

7、ing to the development of strong international economies.Comprised of 180 members and associates in 135 jurisdictions,IFAC represents more than 3 million accountants in public practice,education,government service,industry and commerce.Over four decades,IFAC has represented the global profession and

8、 supported the development,adoption,and implementation of international standards that underpin the contributions of todays global accountancy profession.IFAC has maintained a long-term approach to building and strengthening a global accountancy profession that supports transparent,accountable,and s

9、ustainable organizations,financial markets,and economies.More information is here www.ifac.orgA GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|PUBLIC FINANCIAL MANAGEMENT REFORMSThe years since the Global Financial Crisis have seen a drive for governments to implement financial report

10、ing reforms in the public sector and begin to improve accountability,transparency,governance,and integrity of government revenues and spending.For many governments,the initial push in the earlier years of this drive was to move from cash-based to accruals-based accounting.However,this push rarely ad

11、dressed one of the key aspects of any financial reforms the need to have the right people,skills and knowledge as well as structures,systems and processes to help drive through the desired public financial management(PFM)reforms.A key step in this process is for governments to professionalise public

12、 sector finance functions and build their financial capacity and capabilities as part of the wider PFM improvements.Professionalisation of the workforce is one of the most important aspects of the PFM journey.Public financial management reforms1 Interviews with key stakeholders,held when researching

13、 this report,included a discussion on what professionalisation means in the context of public sector finances.2 For example,this includes the International Ethics Standards Board for Accountants(IESBA)International Code of Ethics for Professional Accountants.This guide considers a broad definition o

14、f what professionalisation means in the context of public sector finances.1Professionalisation is achieved by increasing the number and capacity of skilled finance staff,with suitable training and recognised qualifications,who are members of and subject to regulation by a professional accountancy or

15、ganisation(PAO),are acting in the public interest,and are required to abide by internationally recognised professional and ethical standards.2At an advanced level,professionalisation includes consideration for the learning and development needs of public finance staff and the career paths available

16、within the public sector;chief finance officer roles provide accountability for departments and agencies;and a finance leadership team collaborates through a government-wide strategy to increase the effectiveness of financial management,maintain control over government spending,revenues and borrowin

17、g,and achieve long-term sustainable economic growth.3Professionalisation brings credibility,trust and confidence in public finances by creating systems and processes for accountability,transparency,governance and external scrutiny.A set of professionally qualified,skilled and competent individuals b

18、ring wide value to public sector finances.A professionalised workforce within a finance function supplies more than accounting information resourced appropriately and used effectively they can achieve the following benefits.Benefits of professionalisationA GLOBAL GUIDE FOR PROFESSIONALISATION IN PUB

19、LIC SECTOR FINANCE|BENEFITS OF PROFESSIONALISATIONBenefits for the individual nThe opportunity to gain a recognised professional qualification and related training nDevelopment of professional knowledge,technical and soft skills nThe ability to communicate complex information in simple terms and to

20、support and influence policymakers nSupport from a professional accountancy organisation(PAO),including receiving continued professional development(CPD)to keep abreast of current trends and remain future ready nDiverse options for a successful career path(creating opportunities to become a future s

21、enior leader,eg chief financial officer,finance director,chief executive)nIncreased remuneration nA rewarding career facilitating a personal contribution to society and to the overall public good.Benefits for the government nAccess to a trained workforce leading to improved overall financial managem

22、ent discipline across government departments nInternationally recognised professional and ethical standards that help set the culture and behaviours needed for a reduction in fraud and corruption nReliable budgetary control,improved spending controls,accurate financial forecasting,and effective risk

23、 management nBetter management of short-term costs and planning for long-term liabilities nBetter quality information to enable evidence-based decision-making that elucidates the impact of potential policies(such as net-zero targets through,for example,public procurement contracts or public investme

24、nt in sustainable,environment initiatives to boost productivity)nAbility to collect more revenue through improved tax administrationAN ECONOMY SUSTAINABLE IN THE LONG TERM GIVES CONFIDENCE TO THE MARKET AND INVESTORS,WHICH PROMOTES STABILITY AND GROWTH.nImproved oversight and scrutiny of public fina

25、nces and public spending(eg through a well-resourced,independent,and professional Supreme Audit Institution)nInternal and external assurance frameworks to assess and test the quality and integrity of information,that both income and expenditure have been applied for the purposes intended and to opti

26、mise the effectiveness of public services nBetter management of resources to improve service delivery(doing more with the same or reduced budgets).Benefits for the economy nFiscal credibility(ie professional advice and stewardship that results in the responsible management of public finances)nThe tr

27、ansparency,accountability and integrity of public finance information,leading to trust and confidence in public spending nBetter outcomes and use of public funds(eg improved education and health outcomes for the jurisdiction)nMore transparent and credible information that can increase investment and

28、 access to finance through a reduced cost of capital supporting economic growth,creation of jobs,increased wealth and poverty alleviation nEthical commitment to an anti-corruption strategy can contribute to combating corruption and related economic crimes(such as money laundering,bribery,tax evasion

29、 and fraud),leading to economic growth,human development and,ultimately,to achieving the UN SDGs.4Key enablers in achieving professionalisationFinance activities can be intertwined with organisational culture and behaviours.Political and power relationships will have a significant impact on how fina

30、nce professionals are seen,how finance activities are implemented and how information is interpreted and used.With an increase in the frequency of economic crises,the focus must remain on improving PFM and advocating for professionalisation of the workforce.This will support governments to manage ec

31、onomic stability and the long-term sustainability of public finances.Key potential advocates are:nThe accountancy profession IFAC,PAOs,accountancy firms nAuditors General concerned with the external scrutiny of government spending nDevelopment partners,who often provide funds to support economies nI

32、nternational Monetary Fund,which may provide loans to countries during economic crises nInvestment partners who want to invest in a country nCitizens,whose taxes are being used to provide public services.The journey to full professionalisationA GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR F

33、INANCE|THE JOURNEY TO FULL PROFESSIONALISATIONPolitical WillAt Ministerial and senior official level Advocacy partners:External Stakeholders IFAC and the profession,PAOs,development partners,IMF,investorsStructuresLegislative and regulatory:Acts of parliament or regulatory frameworks for wider PFM r

34、eforms should include the building of capacity and capability of finance function teams and Supreme Audit InstitutionsAdoption nHuman resources involvement nGap analysis of skills needed nCompetency frameworks nCareer paths nJob profiles for senior finance leaders to drive reforms nDeveloping a PQ f

35、ramework nPartnerships with PAOsImplementation nRecruitment nUpskillingProfessional training:nContracts with individuals nWork experience (on the job training)nPost-qualification training nContinuous professional development nCareer paths nReward and Retention policies nAt a strategic leadership lev

36、el,building finance functions in each ministry,led by a departmental CFO.Continuous development and improvement nPeer networks nGovernment Finance Academy nSecondment opportunities nPromotion and other career opportunities as part of reward and retention nAt a strategic level,building a cross-functi

37、onal finance function that has a dotted line to a central treasury or MoF CFO.Building capacity needs early involvement of the HR department.Over time,an HR department could facilitate the establishment of a Government Finance AcademyA Government Finance Academy can be responsible for adoption,imple

38、mentation and continuous development and improvement.It can help to:nbuild the long-term talent pipeline to support the finance workforce nintegrate the training programmes into departmental and individual job descriptions nfacilitate movement of staff between departments nadvise on salary,performan

39、ce management and retention policies nhelp create clear career paths in finance and access to learning and development opportunities nensure that there is diversity and inclusion in recruitment and retention policies.5A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|THE JOURNEY TO PRO

40、FESSIONALISATIONThe journey to professionalisationThis section includes case studies demonstrating how some governments have approached their journey to professionalisation.Tanzania:Laying the foundationsProfessionalisation has been part of the Tanzanian reforms in several professions,including publ

41、ic sector finance.The professionalisation of individuals starts early in their education at school level.Funding this allows the right values and behaviours to be instilled early in young minds.As students progress in their educational aspirations,funding is provided to cover the cost of their educa

42、tion,via loans by the Ministry of Finance through a consolidated fund for students who want to get accountancy qualifications.The Controller and Auditor General is a key advocate to the Parliament(and the public)on the need for good-quality financial information and a good-quality auditors report to

43、 provide credibility assurance for that information.Political will to drive through reformsPolitical leadership and commitment for professionalisation is the most important factor for sustaining PFM reforms over time,until changes are embedded in the PFM system.In some countries,there is a lack of r

44、ecognition that change is needed at all.In other countries,PFM reforms have concentrated on moving from cash-based to accrual-based accounting,supported by private sector firms,with little effort made to professionalise the internal public finance staff or provide opportunities for training for prof

45、essional qualifications.Lack of progress or of a career path or other incentives can lead to low staff motivation and high staff turnover.In these instances,where professionalisation is not at the forefront of PFM reforms,it is important for there to be advocates championing the need for change.Some

46、times,the drive for reform and pressure on politicians can come from both external and internal stakeholders.6A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|THE JOURNEY TO PROFESSIONALISATIONStructuresBuilding strong finance functionsWhen there is commitment for PFM reforms and prof

47、essionalisation,it is important to build these into legislation and other regulatory frameworks for stability,and to give confidence to stakeholders,investors and the markets.Over time,as governments mature in their professionalisation,they may build strong cross-departmental finance functions to su

48、pport the whole of government.In the UK,the Government Resources and Accounts Act 2000 requires government financial statements to be prepared in accordance with Generally Accepted Accounting Principles.In 2014,after a cross-government Financial Management Review,the Government Finance Profession(no

49、w known as the Government Finance Function)was established.The Government Finance Academy,which provides the training and development to help improve financial skills,capability and talent across the Government Finance Profession,was launched in February 2016.The report Managing Public Money underpi

50、ns the fiduciary duties of all those responsible for handling public money(including ministers,Parliament,the Treasury,government departments,and the Comptroller and Auditor General)to work to high standards of probity,and the need for the public sector to work in harmony with Parliament(HM Governme

51、nt 2012/2022).7A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|THE JOURNEY TO PROFESSIONALISATIONAdoptionIdentifying the skills gapBefore embarking on a professionalisation programme,performing a gap analysis will reveal the current and future needs of the finance function,the level

52、of existing resources,the need to upskill and/or recruit,and the ability to access more resources over time.The roles and related competencies needed must be identified.This may require building talent from the bottom up,starting at junior to mid-tier levels developing individuals who can support th

53、e preparation of financial information at an operational level.While building the finance workforce,the involvement of a public service commission or a human resources department will be key to ensuring equity,justice and fair pay in recruitment and retention policies.Philippines:Developing a compet

54、ency frameworkIn 2013,the government of Philippines developed a PFM Competency Model for government finance professionals(Philippine Public Financial Management 2013).The competency model covers five main groups of PFM disciplines:budgeting,procurement,accounting,auditing and cash management.A roadm

55、ap was developed identifying the key actions required to implement the model:ninitial training and development to help realise the benefits of the model nintegration of the model into government-wide human resource policies and procedures nmapping the framework into existing grading structures to al

56、ign with job descriptions naddressing gaps in capacity nidentifying the required level of internal and external training,and ncreating a more effective learning and development environment which empowered staff to take responsibility for their own learning.Cyprus:The sovereign debt crisis created ur

57、gency for changeAs part of its response to an economic crisis in 2014,the Treasury in Cyprus took steps to professionalise the finance function,including a skills gap analysis to identify the skills essential for better and sustainable management of public finances.Key staff attributes included:ncor

58、e leadership skills having strategic vision,being forward looking,collaborative and inquisitive(ie knowing the right questions to ask and issues that need consideration)norganisational skills:strategic planning,risk assessment,stakeholder management,performance management ntechnical skills financial

59、 management techniques for evaluating resources,priorities and risk assessments;accounting;financial reporting;budgeting,planning and forecasting(with the ability to convey information in a comprehensive and understandable way to enable decision-making)ncultural and behavioural standards ethical and

60、 moral values and behaviours.8A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|THE JOURNEY TO PROFESSIONALISATIONProfessionalisation in AfricaThe African Professionalisation Initiative(API)is a partnership between accountants general,SAIs and PAOs across the continent,whose goal is to

61、 address the shortage of accountancy professionals in the public sector and Grow the capacity of professional accountants and auditors equipped to support accountability,transparency and good governance in the public sector(API n.d.).The API has developed a competency framework and a learning curric

62、ulum for public sector finance staff(API 2021).The World Banks Foundational Accounting and Financial Management Skills Enhancement Program(FASE)will develop qualified accounting technicians(ATs)for Africas public and private sectors(CFRR 2021).The programme,funded by the Ministry of Finance of Austr

63、ia,focuses on two streams of activities:1.supporting five African French-speaking countries(Burkina Faso,Cote dIvoire,Morocco,Tunisia,and Senegal)to design or revise and offer AT qualifications.2.developing an AT Qualification for Africa,which will be made available to African governments.Matching s

64、kills and systems:ACCA supporting PFM reform in PakistanFollowing the implementation in Pakistan of the World Banks Project for Improving Financial Reporting and Accounting,public finance leaders identified that PFM people capabilities needed to be enhanced so they could work effectively in this new

65、 environment and meet public expectations of better public services.While a great deal of effort had been focused on improving operational functions and systems,very little had been done to upskill the teams using them,so they understood the fundamental principles behind effective PFM.This needed to

66、 be carried out in a sustainable and measurable way that supported the talent management cycle of recruitment,recognition,reward and retention.This focus on professionalising the staff was seen as a critical part of the Pakistan governments strategy.In August 2016,ACCA worked with the Finance Secret

67、aries of Balochistan,the Federally Administered Tribal Areas,Khyber Pakhtunkhwa,the Governance and Policy Program of Balochistan,and the Auditor General of Pakistan to identify the precise PFM capability gaps.Once the gaps were identified,ACCA developed the Public Financial Management Professional A

68、ccredited Programme(PFM PAP)for government staff deployed on PFM work across provincial government departments in Pakistan.The PFM PAP is a digital-enabled qualification with learning modules and assessment,which builds competencies that enhance careers,incentivise staff,and provide longer term bene

69、fits that impact retention.Furthermore,the PFM PAP can be used as a recruitment and induction tool for talented young professionals who wish to enter the public sector,thereby forming an integral part of a changed approach to talent management and professionalism.9A GLOBAL GUIDE FOR PROFESSIONALISAT

70、ION IN PUBLIC SECTOR FINANCE|THE JOURNEY TO PROFESSIONALISATIONImplementationStrategic financial leadershipWhen managing PFM reforms,it is important to have suitably qualified leaders driving reforms from the top down.In some countries,although the public sector employs finance professionals,they ar

71、e not always in leadership positions,resulting in a lack of recognition of the value that finance teams bring to the sustainability of long-term public finances.While it is important to develop finance professionals across the team,with a range of skills at different levels,good practice requires se

72、nior members to have strategic financial management skills.These skills help drive PFM reforms,support the delivery of high-quality public services,and allow governments to plan for and mitigate the challenges of the day.Cyprus:Resourcing skills from the private sectorThe Cypriot Treasury carefully

73、considered the structures for its financial leadership teams.It increased the number of qualified accountants at middle and senior level qualified senior financial leaders,recruited from the private sector,introduced a deeper level of skills,knowledge,and experience to support and drive reforms from

74、 the top downIt made structural changes to enable efficient management of public funds each line ministry has a finance team led by one or two professional accountants.One is the equivalent of a CFO,and has two reporting lines:na direct reporting line to the departmental minister to monitor line min

75、istry priorities na dotted reporting line to the Treasury,enabling alignment with the wider government priorities.Successes from this approach nThe number of qualified accountants increased from 20(7%)of total of staff in 2005,to 100(33%)in 2022:staff quota remains the same(therefore limited cost)bu

76、t the financial management skills were increased.nA career path was created for individuals,with competitive remuneration achieving 100%retention.nPolitical buy-in was rapid because professional accountants(with the right skills,who were able to add value quickly at a critical time)were brought in f

77、rom the private sector.nDuring the sovereign debt crisis,finance leaders advised and supported the rest of the government to ensure that core public service delivery continued,and citizens had access to financial support where necessary.nCredible information brought back trust and confidence in the

78、financial figures.nMarkets are more willing to provide finance at reasonable interest rates to the government.nProfessional accountants continue to use financial management techniques to add value to overall decision-making and can deliver the right information to politicians to empower them to effe

79、ct their policies.While managing the sovereign debt crisis was not easy,the learning gained,the strategic financial leadership skills brought in,and the structures put in place equipped the Cypriot government to respond better to the COVID-19 pandemic.Though the issues were different,the consequence

80、s to the public were similar,and the finance teams were able to react to and mitigate them in a more structured way.Looking aheadThe Cypriot governments finance professionalisation journey is by no means over,but a foundation is in place through which government finance professionals will continue t

81、o learn and develop.UK Government Finance FunctionManaging Public Money states(In Annex 4.1)that It is government policy that all departments should have professional finance directors reporting to the permanent secretary with a seat on the departmental board,at a level equivalent to other board mem

82、bers.It is good practice for all other public sector organisations to do the same,and to operate to the same standards(HM Government 2012/2022).To support the whole of the government finance community,a Government Finance Function(GFF)has been set up(HM Government Finance Function 2022).This is a di

83、verse collection of over 10,000 people working in finance,covering every department and public body.The function also brings together the disciplines and expertise of technical accountants,business partners,planning and performance leads,risk managers,internal auditors,and spending policy teams.A fi

84、nance leadership group oversees the GFF it comprises finance representatives from each government department and is led by a head of Government Finance Function.10A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|THE JOURNEY TO PROFESSIONALISATIONMalaysia:Professionalising the Supreme

85、Audit InstitutionThe Auditor Generals Office in Malaysia has a professionalisation programme for its staff,resulting in an increase in the number of qualified accountants since 2012.The professionalisation programme includes:ncommitment and support from the Comptroller and Auditor General nthe abili

86、ty for auditors to access a professional qualification and the related training naccess to further learning and continuing professional development nthe ability for auditors to move around within the department to gain experience naccess to peer network support(knowledge sharing and training courses

87、)through the INTOSAI Development Initiative(IDI 2022).Professionalisation has brought a greater independence to the audit process and has increased the quality of audit work.Even so,retention has been a challenge,as there are limited career opportunities because of budget constraints.Professional tr

88、ainingA professionalisation programme will include professional training,work experience,post-qualification training and CPD.It is also important to have recruitment and retention programmes,which include clear career pathways,appropriate opportunities and incentives that motivate staff.Professional

89、isation in TanzaniaImportant aspects of finance professionalisation in Tanzania include:ntraining and certification via employers and with PAOs nregistration with the Board of Accountants and Auditors,through which individuals are regulated and subject to monitoring non-the-job training,which helps

90、to build practical experience and knowledge ndepartments must have a qualified accountant at CFO level.All the CFOs report to the Accountant General,who is responsible for the supervision of all public sector accountants.Controller and Auditor GeneralProfessionalisation includes having a responsibil

91、ity to the citizens for how public money spent.The Auditor Generals Office provides this scrutiny over public finances.Successes include:nimproved quality of financial information and better decision-making nincreased revenue collection,resulting in more resources for public services nrecruitment an

92、d retention improved salaries,career opportunities(including promotion)and access to training to develop new skills and undertake further qualification programmes nincrease in the number of qualified accountants to 400,including about 10%with an IPSAS diploma nthe audit of the financial statements u

93、nder IPSAS has been undertaken for many years issues have arisen,but these are adequately addressed nretention programmes include continued training,career development and opportunities,including reward and benefit systems.ABOVE ALL,PROFESSIONAL ACCOUNTANTS MUST HAVE INTEGRITY,AND THEY MUST WORK WIT

94、H THE PUBLIC INTEREST IN MIND.AUDIT BRIDGES THE GAP BETWEEN GOVERNMENT AND CITIZENS EXTERNAL SCRUTINY IS IMPORTANT TO BUILD PUBLIC TRUST AND CONFIDENCE IN THE USE OF PUBLIC MONEY.CHARLES KICHERE,CONTROLLER AND AUDITOR GENERAL,TANZANIA11A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|

95、THE JOURNEY TO PROFESSIONALISATIONNHS Wales:Learning from othersThe Wales NHS Finance Academy,as part of its own continuous learning and improvement work,learns from others through:ninternal cross-government networks(Finance Director Forum):monthly meetings discussion and exchange of information abo

96、ut challenges and pressures,and ways of mitigating associated risks ensuring individuals are not operating in isolation allowing for self-regulation nexternal Networks:best practice learning can also come from building relationships outside the organisation,to understand:alternative approaches to fi

97、nance how finance teams are developed the effectiveness of systems and processes in place to support information and decision-making how others influence internal client groups who needs to be influenced how to drive efficiencies through the systems ways of creating insights to support decision-maki

98、ng approaches to reporting on organisational achievements to build credibility.Continuous development and improvementThe journey to professionalisation does not end when there is commitment and a programme to recruit and/or train finance professionals.The skills and qualities that may be required at

99、 the start of the professionalisation journey will change over time.Although building trust and confidence in the financial figures may have been the minimum level of requirement initially,as finance teams mature and are more embedded into day-to-day operations,it is important to go beyond the core

100、figures,and review competing priorities to identify the most important area and then consider where resources will have the biggest impact,how service delivery can be improved and how to maximise value within constrained budgets.Early scrutiny by internal or external auditors or peers may provide op

101、portunities to make further improvements.External auditors providing such scrutiny will need to consider how best to separate any early scrutiny activities from the actual audit to avoid self-review risks one way might be to have separate audit teams provide the early scrutiny.Finance business partn

102、ers improving public service deliveryThe role of finance functions can change.Once the consistency and integrity of information have been established,its important to review the role of the finance function continuously and consider how it can add value to decision-making and creating efficiencies.A

103、s finance business partners,staff can influence more efficient decisions and outcomes by:nproviding insights into short-,medium-,and long-term financial planning nsupporting risk management,spending controls and assurance frameworks nmeasuring performance and suggesting improvements to systems and p

104、rocesses,with alternative approaches to/options for public service delivery nbecoming the problem-solvers through presenting information in different ways(rather than focusing on overspends).THE JOURNEY TO PROFESSIONALISATION DOES NOT END WHEN THERE IS COMMITMENT AND A PROGRAMME TO RECRUIT AND/OR TR

105、AIN FINANCE PROFESSIONALS.THE SKILLS AND QUALITIES THAT MAY BE REQUIRED AT THE START OF THE PROFESSIONALISATION JOURNEY WILL CHANGE OVER TIME.12A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|THE JOURNEY TO PROFESSIONALISATIONUK centres of excellenceThe UK Government Finance Function

106、 sets out to achieve better outcomes across government by developing staff capabilities,driving continuous improvement,developing centres of excellence for specialist activities to drive quality and consistency across government,setting cross-government strategies and finance and assurance standards

107、.Specialist centres of excellence include:nthe Government Internal Audit Agency,nUK Government Investments(the Corporate Finance Centre of Excellence),nthe Tax Centre of Excellence nthe Technical Accounting Centre of Excellence,and nthe Risk Management Profession.Malaysia:building networksBy demonst

108、rating the value of their work,the Auditor Generals Department has built relationships with key stakeholders:nthe Public Services division(equivalent to a human resources department)to continue to build on its professional training programme,recruitment and retention nthe Public Accounts Committee(P

109、AC)the Auditor Generals reports directly to Parliament and the PAC nprofessional bodies for CPD and other training courses nregulatory bodies(such as the Anti-Corruption and Enforcement Agency)to exchange information and intelligence nthe Federal Reserve Bank,which is interested in the audited infor

110、mation(particularly government performance and long-term commitments).UK National Audit OfficeAs part of the continuous development and improvement of the work of the UK National Audit Office(NAO),auditors can now provide early scrutiny over financial analysis and even systems and processes,enabling

111、 the best decisions to be made for use of public money.Influencing design at this point rather than providing post-implementation scrutiny can prove highly effective.At the same time,auditors need to maintain their independence and objectivity should they be required,at a later date,to evaluate gove

112、rnment performance in a relevant area(ie self-review risk).13A GLOBAL GUIDE FOR PROFESSIONALISATION IN PUBLIC SECTOR FINANCE|REFERENCESReferencesAPI(African Professionalisation Initiative)(2021),API Competencies Framework 2021.Downloadable from,accessed 25 October 2022.API(n.d.),Overview of the Init

113、iative website statement,accessed 24 October 2022.CFRR(Centre for Financial Reporting Reform,World Bank)(2021),FASE website overview,accessed 25 October 2022.HM Government(2012/2022),Managing Public Money.Downloadable from,accessed 24 October 2022.HM Government Finance Function(2022),Government Fina

114、nce Function Strategy 20222025.Downloadable from,accessed 24 October 2022.IDI(INTOSAI Development Initiative)(2022),IDIs New Initiative on Human Resources,Ethics,Gender and Inclusiveness website,accessed 25 October 2022.IESBA(2022),Handbook of the International Code of Ethics for Professional Accountants.Downloadable for purchase from,accessed 24 October 2022.Philippine Public Financial Management(2013),Capacity Building(CB)website article,accessed 24 October 2022.14PI-PROFESSIONALISATION-PS-FINANCEACCA The Adelphi 1/11 John Adam Street London WC2N 6AU United Kingdom/+44(0)20 7059 5000/