Fiscal Management

• Definition
  
• Excerpts from the CFP Constitution
  
• Preamble
• Business Systems
• Functional Assessments
• Resource Audits
• Budgetary Transparency
• Integrity and Accountability
  

Fiscal management's purpose is to direct and manage the strategies and budgets of government agencies and institutions.

Definition

Canada's "Financial Resources" include such things as: Cash Deposits, Gold, Securities, Mortgages, Bonds, Retained Earnings, Equity, etc. These resources form the capital available to invest in the country by individuals, businesses and government.

Equity in one's property is a Financial Resource of the property owner. Canada has enormous potential equity in natural resources, (Physical Resources), that may be sold and thus converted into Financial Resources.

Businesses and organizations deploy their Financial Resources into the other four resources through functional business systems and processes in a manner that is intended to increase the acquisition of Financial Resources.

When directing or managing any organization, from a household to a nation, it is helpful to understand that your five fundamental resources can be deployed to increase your overall mix of resources.

Excerpts from the CFP Constitution

3.1.3 Pro-Canadian party dedicated to the principle that Canada can best serve its citizens and the world by re-claiming and maintaining its political and economic sovereignty as an independent country. It is opposed to the ascendancy of "corporate rule" and those aspects of unrestricted global investment that promote colonization of the world’s smaller powers.

3.1.8 Our commitment to equality of opportunity.

3.1.13 Canada's identity and vision for the future should be rooted in and inspired by a fresh appreciation of “our land” and the supreme importance to our well-being of exploring, developing, renewing, and conserving our natural resources and physical environment.

5.1.9 We believe that governments should regard public money as “funds held in trust,” and that governments should practice fiscal responsibility — in particular, the responsibility to balance expenditures and revenues.

5.1.22 We believe that a healthy economy is important, but increasing the size of the gross national product is not in itself a sufficient goal for a civilized nation. We are concerned about the effects of economic growth – what this does to our environment, what kind of living conditions it creates, what is its effects on the countryside, what is its effects on our cities; whether a greater feeling of justice and fairness and self – fulfillment result from this growth, thereby strengthening the social order and improving the quality of national life.

5.1.25 We believe in the abolition of poverty, and the achievement of greater equality in the distribution of income, wealth and opportunity.

Preamble

The CFP recognizes the distinction between the dynamic political legislative role of the party and the on-going administrative role of government institutions and agencies. The CFP believes that the fiscal management of these institutions and agencies must be accountable to parliament and the desires and expectations of the public.

The CFP also acknowledges that Canadians widely respect and depend upon the excellence of the services provided by these institutions and agencies. Thus, strategic changes required to align our nation with long-term goals and objectives will be implemented in a fashion that ensures security for existing civil service staff to adapt to new career opportunities.

Fiscal Management

a) Business Systems

The CFP recognizes that improvements in business systems is a requirement for private and public sector organizations. Such enhancements lead to greater productivity and effectiveness in the utilization of organizational resources.

Thus, the CFP will undertake to provide the public sector with suitable expertise and resources to update and upgrade their functional business systems and processes.

b) Functional Assessments

The CFP recognizes that many functional activities are being out-sourced by private and public sector organizations. Such strategies may have short-term benefits, but they may not provide or reflect the long-term needs of the organization.

Thus, the CFP will utilize the expertise of the auditor general's office to help identify situations where government institutions and agencies could benefit from the use or discontinued usage of out-sourcing functional activities.

c) Resource Audits

In order to help develop long-term strategic plans and programmes for government institutions and agencies, the CFP will approve the creation of resource audits of key institutions and agencies. Such audits will identify the resources and functional business systems deployed at present to achieve existing strategic goals.

Such audits will eventually become a pre-requisite for the approval of strategic plans and future organizational development. These will also provide a comparable transparency for government services and administration going forward.

d) Budgetary Transparency

With government institutions and agencies, from the federal to the municipal levels, collecting through taxes and other means well over 60% of GNP, (figure to be verified), it is important that Canadians and their leaders understand how these funds are being utilized. Thus, the CFP will undertake to develop standardized common public accounts and reporting formats throughout all levels of government.

e) Integrity and Accountability

The CFP believes that integrity is demonstrated by honesty, truthfulness, selflessness and responsibility. Integrity may be evident in an individual or an organization. Consequently, it is important to the people of Canada that they have confidence in the integrity of their political leaders and their civil services.

Funds at the disposal of these individuals and organizations must be utilized with the highest sense of integrity. Collusions that divert or deprecate this integrity can not be tolerated. In fact, situations that could lead to the questioning of the integrity involved in a use of public funds should be reviewed by the highest level of authority within the organization or even an outside agency.

Penalties for spending acts that lack integrity must combine restitution, disciplinary action or even criminal proceedings in significant fraudulent activities. Only by making those who handle public funds accountable for their actions, will there be a foundational integrity within our leadership and services.

Canada is built upon faith and confidence in the integrity of our leaders and government. Compromising these vales and principles undermines the whole nation. We must be vigilent and thorough in protecting these noble attributes.