Norman Grindley/Deputy Chief Photographer
Pamela Monroe Ellis

Edmond Campbell, Senior News Coordinator

SUCCEEDING A 'craftsman' in the field of auditing at the auditor general's department, Pamela Monroe Ellis knows quite well that it will not be easy to maintain or accelerate the pace set by the man who has left a legacy of excellence at one of Jamaica's key government departments.

The challenges of watching over public expenditure, in an environment where accountability in the public sector has waned, do not make it any easier for the newly appointed auditor general to carry out her task. But the infectious confidence Monroe Ellis exudes almost certifies her solemn pledge to "make a positive difference" at the agency.

Historic departure

Her rise to the top job in the department marks a historic departure in Jamaica from what was previously a male-held position since its inception. She takes over from Adrian Strachan, who retired late last year after serving the country for some 28 years.

Monroe Ellis does not want her history-making appointment to be registered as her main achievement as auditor general.

"The Government has a vision to take the country to developed status by the year 2030 ... I want to know that I would have contributed to that development," she tells The Sunday Gleaner. The 2030 vision is intended to propel the island toward developed status by that year.

Imprinting her own mark on the department will not happen overnight, Monroe Ellis says, but she gives the assurance that her presence will be felt.

"I don't believe that stamping (my own mark) will happen over one or two years. There are some persons who you look up to and you aspire to be there, so I aspire to be where Mr Strachan is, and I know I can do it.

"I am visionary, and the motto I live by is 'A dream without a goal is just a wish'."

Cconstitutional duty

The auditor general has a constitutional duty to report annually to Parliament's Public Accounts Committee (PAC), the findings of its audit of public-sector entities.

"The responsibility of the auditor general is like a guardian, an instrument of control for Parliament, who reviews all expenditure and revenue of the Government," she points out.

An audit is also done to review systems controls in government agencies, to determine whether they are adequate and if the rules are being observed.

"The role of the auditor general, I believe, is evolving. It cannot be static. It has to be in keeping with where a government is going. So, we are placing greater emphasis on value-for-money audit, on IT (information technology) audit, because most transactions are processed using IT. So we have to move in that direction," explains Monroe Ellis.

In 2007, the auditor general's annual report revealed a litany of breaches in Government's pro-curement rules. Six government agencies reported losses and irregularities involving $9.8 million in the auditor general report for financial year ending March 2007. These cases were reported to the police.

For years, Parliament's hard-hitting PAC has tried with little success to influence significant change in terms of accountability and transparency in the public sector.

Monroe Ellis says the public sector is not short of principles and guidelines, which encourage compliance with stipulated rules. However, she says, "What is needed is behaviour change, having greater respect for guidelines and principles set, having a thorough understanding of the objectives behind the policy and guidelines implemented."

What of her management style? " I don't want to be a boss, I want to be a leader," she states. Her initial plans for the department do not include radical change, because this could send people into culture shock.

The auditor general says she intends to practise what she preaches. "I need to walk the walk. I don't want to be just someone who is instructing persons what to do. I want to empower those who I lead. I want to assist those who I lead to achieve their own goals.

"I want to be in the position that I can identify the strengths and weaknesses of my staff and assist them in addressing their weaknesses and support them in building on their strengths," she states.

First job

An auditor for 18 years, Monroe Ellis landed her first job at PricewaterhouseCoopers. While with the company, she started studies in the Association of Chartered Certified Accountants (ACCA) examinations, then moved on to work in a family-owned business.

While working at Britmach Corporation Limited, the family-owned business, she developed management skills under the instruction of her father.

Her next move was, in part, influenced by her father, who had, many years ago, applied to the Auditor General's Department and Encyclopedia Britanica, while seeking his first job.

He was accepted by both and opted to work with the latter.

So, it was not a surprise that when Monroe Ellis completed the ACCA that she applied for a job in the public sector. She entered the department under the tutelage of her predecessor, Adrian Strachan.

"I came with a good foundation from PricewaterhouseCoopers, understanding thoroughly what auditing is about, what is expected of me in the profession that I operate. Then I came under the guidance of who I call a craftsman. I am very appreciative of Mr Strachan; he gave me the exposure I needed."

Howls of caution

At a time when lucrative jobs were available in the private sector, her decision to take up a position in the public sector was met with howls of caution from friends who said the remuneration package was inadequate.

After the first week on the job, Monroe Ellis knew that she had made the right decision to serve in the civil service.

"I saw an environment in which I could offer, and that is what made the difference to me. So, I did not concentrate on the salary, but rather, on how I could contribute to the development of the department and by extension, the country."

Monroe Ellis was recruited as a senior auditor in the auditor general's department, but after three months, she was appointed a director. In that position, she had responsibility for conducting audits of statutory bodies.

Little over a year later, she again moved up the ranks, following the departure of a divisional director and deputy auditor general, to hold the position of senior director of audit with responsibility for statutory audit and special investigation.

Two years later, climbing the hierarchical ladder became a habit for her when she was appointed divisional director with responsibility for supervising divisional directors.

First taste

In this senior position, she got her first taste of the job as auditor general when she deputised in the absence of Strachan.

A woman of determination, Monroe Ellis adopted a guiding philosophy from her father very early in life. This has helped her to surmount many challenges. "When I went to him and I said, 'Daddy, I can't do this', his response was 'There is no such thing as can't, keep trying until you get it', and eventually I got to a point where I believed that there was nothing that I could not do once I put my mind to it .

"There are things that my father would say to me. 'Pam, don't be a pretty dunce. If you cannot help yourself, people will use you, you have to be independent' and that resonated all the way through high school."

Monroe Ellis is the mother of two children.