The federal government’s $40-billion economic stimulus package will only work if it’s well defined, Auditor General Sheila Fraser told a local crowd Monday.
That means not only defining clearly the criteria determining who gets the money, but also clearly defining success, said Fraser, who is about to take on the herculean task of ensuring the stimulus package is spent properly.
That money needs to get out the door quickly if it is not to hinder, rather than help, any economic rebound, Fraser acknowledged.
But the stimulus plan “should not be a licence to dispense with sound management practices,” she added.
Given the urgency of the spending plan, Fraser’s department plans to do “real-time” audits, looking at the spending as it happens rather than later.
Her role will include auditing the federal government’s loans to auto manufacturers and purchases of mortgages.
She said later that, given the scope of the spending, her department will rely greatly on the internal auditing departments of the federal ministries involved.
“We can’t audit everything that’s happening,” she said.
It’s a widely held misconception that Fraser is the watchdog of government, she said.
“In fact, it’s Parliament that is the watchdog,” said Fraser.
“Our role is to tell Parliament how well its decisions are being implemented.”
Fraser, who has been auditor general for the past eight years, spoke at the Brockville Country Club at a luncheon held by Brockville’s two Rotary Clubs and the Brockville and District Chamber of Commerce.
Her tenure has yielded reports into inappropriate spending leading to some of the largest political scandals of recent years, but Fraser insisted her mandate is not to remain highly visible.
“Our mission in life is not to get a lot of headlines in newspapers, nor to go on a witch-hunt,” she said.
Fraser was largely complimentary of the governments she has seen while in her office, including the vast bureaucracy entrusted with enacting policies that can rapidly shift direction, especially in a succession of minority governments.
“People really do work very hard to implement the decisions,” she said.
Sometimes, however, civil servants do things that raise an auditor’s eyebrows.
When asked to recall the most “interesting” expenses she has come across, Fraser cited the “horror stories” of $400 lunches and the case of one manager in a small agency who had not spent all its money by the end of the fiscal year.
“He divided it up amongst his employees,” said Fraser, to much laughter.
On the question of spending, however, Fraser said another common misconception involves complaints that items are promised in the federal budget, but take months to become a reality.
In fact, that’s how government is supposed to work, she said, noting that budgets are done in the winter while the fiscal year only starts April 1. In the meantime, the measures have to be designed, then approved by cabinet.
“The budget is merely a statement of intent.”
Fraser, whose department functions on an annual budget of $85 to $90 million and employs 630 people, will leave her job in 2011, when her 10-year, non-renewable term expires.
While audit reports do contain plenty of criticism of government activity, Fraser said her job really is to maintain Canadians’ confidence in their government by ensuring it acknowledges mistakes and inefficiencies and corrects them appropriately.
“Ultimately, I believe we have a constructive role to play,” she said.