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“Biggest Scandal in Canadian History”: HRDC Audit Starts Probity War
Abstract.
This article describes the nearly year-long political and media uproar that followed on the
Release in January, 2000 of a qualitative or soft “audit” of management control in the federal government department, Human Resources Development Canada, and analyses the contributing factors. The article argues that the auditors’ examination of project files for programs delivered by grants and contributions was so abstract and poorly executed that nothing whatever can be concluded from the work.
Introduction
The article takes up an audit event that dominated Canadian national politics for the first three quarters of the year 2000. The proximate cause
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The Minister’s January 27 statement, however, took the defensible position that the audit applied to administration only, but it did not directly address and deflate the audit’s credibility. It spelled out the measures the department had taken to ensure that the situation was being corrected. Nevertheless, by January 29, two days later, pressure had mounted such that HRDC felt it necessary to stop payments on new awards in all eight grants and contributions programs.
Elements of the study
The first element in the story was that documentation of “management control” such as a physical form in a file saying when financial monitoring had been done was in the course of a decade never “appropriate” in the programs implemented through grants and contributions. The second element was that appropriate Documentation is in principle of such fundamental importance that the Department was moving heaven and earth to complete files of control activity on old projects, even freezing current work. The third element was a logic patch that tried and failed to make modern audit practice plausible in ordinary language. Yes, it is important to be sure that management control is “appropriate” and is documented perfectly. However, missing paperwork does not predict that results of financial audit will be bad. These are different kinds of
Collection of information is essential to support the major functions and activities of the organisation. To ascertain this it is essential to have regular reports of the organisation and to do this you need regular financial reports and audits. A true vision of the organisation will give any management a better understanding of their situation and will thus help them to make a good viable decision.
The auditor must remember that all information collected during the audit needs to be sufficient enough to further the audit process. The information must not only possess the two qualities, relevance and reliability, but it should also test various assertions. For instance, in the audit of Walmart, the auditor should make an attempt to acquire information such as financial statements from the company’s bank, as opposed to acquiring the statements from Walmart’s management. Taking such crucial information from Walmart’s management will put the reliability of that information into question. It is possible that management may manipulate the financial statements, so that they are more appealing to the public and investors. Management may do things
In Canada’s system of governance, the outcome of an election is vested in the franchise, however heavily influenced by political structure and voting institutions. This essay will evaluate Harper’s failed strategic manipulation of Canada’s political and electoral institutions. First, the effects of the concentration of power vested in the executive under the parliamentary system will be assessed. Next Canada’s first-past-the-post voting institution will be analyzed using the 2011 and 2015 election in that in the former it allowed for Harper to win, however when using it as precedent it contributed to the Conservative failure. Finally, the 2015 election will be evaluated under a proportional representation system. Despite Conservative
In the history of Canadian government, two scandals have brought down two federal governments in Canada since confederation. The Pacific Scandal in1873 under the leadership of John A. Macdonald and the Sponsorship Scandal in 1995 under Jean Chrétien both led to the demise of each government. The Sponsorship Scandal, which began in 1995, was a more serious scandal due to the legal, ethical and long lasting political ramifications of the scandal.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate (Louwers & Reynolds, 2007). We believe that the audit evidence obtained is sufficient and appropriate to provide a reasonable basis for our opinions.
Richard McCandless had a long career in the highest levels of government finance in British Columbia. From 2004 until his retirement McCandless was the Chief Information Officer for the provincial government and built a deep understanding of the inner workings of two corporations, ICBC and BC Hydro. In retirement Richard McCandless has continued to take an interest in public policy issues and enjoys research, analysis and exposition of policies that are difficult to understand and often obscured from the public and the press.
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