Chartered Institute of Public Finance and Accountancy

“Since I took on a volunteer role the personal rewards have been enormous. I have learnt a valuable new skill and been welcomed by regional council members.”

Craig Adams, NAO



 

 

 

 

Never refuse an invitation

by Mark Sims

volunteering in AfricaMoving from Audit Scotland to KPMG has made a significant change to the view from the office desk for CPFA Mark Sims. He’s swapped Glasgow for Gaborone, the capital of Botswana, where KPMG in Botswana is based.

‘Gaborone is different, but not in the ways I’d expected, says Mark. ‘For one thing, it is cleaner than most UK cities. It is organised around several large malls, with air conditioned shops and bars and seemingly endless numbers of Nandos. It sprawls with apparent disregard for town planning or logic and its dependence on cars reminds me of an American city, something of a disappointment for a keen walker. Walking anywhere at all is considered an act of minor lunacy and I still attract laughter in the office for my insistence on strolling the five hundred meters that separate the office from one of the largest of the city’s malls.

Outside the malls, the natural beauty of the region can be stunning. Despite being an arid desert climate the blossoms in spring are extraordinary. One highlight of my time here so far was sitting at a garden party after many hours of gin and being bombarded with purple flowers from a wind tossed Jacaranda tree.’

Situated in Southern Africa Botswana is a country of contrasts. An impressive track record of economic growth and good governance has benefited maybe two thirds of the population but left at least a third of the population struggling for survival.

Mark says: ‘In many respects Botswana is a model to other African countries, yet aspects of public financial management here are still undeveloped. For example, central government is accounting on a cash basis – inconsistent with the Cash International Public Sector Accounting Standards (IPSAS). The country is under external pressure to comply with international standards in this and other areas. Awareness of diminishing natural resources is also leading to a new emphasis on value for money.’

Mark’s remit for KPMG is to provide public sector specific expertise for their advisory section.

‘I’m pretty much a team of one – although reporting to the advisory partner. As well as my training as a CPFA, I’m calling on experience gained at Audit Scotland to stay light on my feet and contribute something at every opportunity. My earlier experience of teaching has also been useful: within three weeks of arriving I helped to deliver workshops on the IPSAS to forty central government senior finance officers.’

What prompted the move?
‘Serendipity, a capable recruitment agent and a tendency towards ‘a grass is always greener’ mentality. I’ve lived overseas before and have been keen to use my public financial management (PFM) experience outside the UK. I specifically wanted to work in a transition economy where I could develop my understanding of PFM through contact with alternative models.

KPMG were looking for a CCAB qualified with strong public sector experience. With me, they also get the benefit of the ten years of academic (and life!) experience and some sales nous thrown in.

The region wasn’t the main draw, but the more I learnt about Botswana the more it appealed because of the exemplary way the country has been managed and the variety of opportunities that exist here.’

What are the challenges of working overseas?
‘Keeping in touch with friends in the UK is difficult as internet access here is expensive and poor quality. Facebook seemed like a brilliant idea before I left but communication is restricted by the very short posts. Fortunately, I’ve met some really nice people here – a matter of luck, but also a matter of being prepared to throw yourself into things.

Although language isn’t an issue – work communication is all in English – I am operating within a completely different culture which is a real challenge. So many of the everyday interactions on which our work depends are effective because of shared assumptions and a common set of cultural mores. When those are absent, or subtly different, we find ourselves at a considerable disadvantage. So I’d say one of the key skills is something I never had much of in the UK: patience. Being adaptable and self-sufficient is very important as well. But rule number one when living away from home: never refuse an invitation!’

December 2010

Accounting for change – volunteering in Africa - by Neil Jennings