AGSA Strategic Plan and Budget 2014-2017 Presentation to SCoAG February 2014. Reputation promise / mission.
Presentation to SCoAG
The Auditor-General of South Africa has a constitutional mandate and, as the Supreme Audit Institution of South Africa, exists to strengthen our country’s democracy by enabling oversight, accountability and governance in the public sector through auditing, thereby building public confidence.
Simplicity, clarity and relevance of our messages
Improving the lives of SA citizens through executing our constitutional mandate of strengthening our country’s democracy
Visibility of leadership
Strengthen our human capital
Lead by example
Sustainable organisational practices
Complementing the quality of the message with the quality of the audit process
Objective 2: Continued excellence of the quality of audits performed
Note: Internal products will be rated according to quality and timelines agreed with the relevant line manager.
Enhance the packaging and positioning of our messages and the timing and structure of our general reports
Conduct interim audits of the annual performance plans
Continue to oversee and influence the audit process where we opted not to conduct the audits - to ensure the required quality and depth of the audits
Increase the number of audits of state-owned companies, universities and FET colleges
Organic integration between regularity auditing and the specialised units for performance auditing, investigations and information systems auditing.
Increased access to specialised advice, and specifically legal expertise provided to the audit teams to deal with unique issues arising during the audit process.
Optimising the efficiency of the audit process by reviewing the existing audit practices, the structures and the resources used in audits, the use of contracted firms, as well as the scope and impact of the use of technology on the audit.
Constantly raise and maintain awareness of the importance of the quality of audits.
Continue with proactive pre-issuance reviews on selected engagements.
Performindependent post-issuance reviews (incl. those performed by contracted firms for adherence to the International Standards on Auditing.
Implement and monitor policies and procedures in respect of all elements of ISQC1.
Continuously benchmark our audit practices internationally and obtain assurance from independent external bodies.
Optimise the return on investment of our interactions with stakeholders by concentrating on the impact of our engagements.
Pursue high-quality interactions – create, own, manage and sustain relationships.
Re-evaluate and tailor our engagements to focus on those stakeholders that display willingness to improve.
Implement detailed tracking to determine the amount of time and other costs spent on the different areas of stakeholder engagements.
Significantly improve visibility to internal stakeholders to create room for strategic discussion. Ensure that the brand promise is also part of the staff’s experience.
Seek balance between visibility, quality of our product and growing the skills of our staff.
Intensify the use of social media platforms to engage directly with the public.
Contribute to capacity building globally and on the African continent.
Encourage the private firms that conduct audits on our behalf to align with our visibility programmes.
Review of our funding strategy
Pursue further maturity of our finance systems and implement conscious cost-cutting programmes / austerity plans
Closely track all strategic initiatives to enable faster decisions and direct resources appropriately.
Continue to negotiate direct appropriation of municipal audit fees from the National Treasury.
Engage key government stakeholder to influence the debt payment by auditees
Note: This targets are only applicable at organisational level. BUs will be measured on implementation of people plans as approved by relevant CEs
3-pronged strategy: Development of leadership competence, talent management and creation of an environment for a high-performing and ethical workforce.
Leadership competence and performance – augmenting the capacity and performance of our leaders through:
Learning and development - enhancing and developing the skills and competency base of our employees through:
Objective: Maximise our contribution to transformation
Optimising our business processes and information technology
Improve connectivity to enable better resource mobility and timely access to information.
Step up the ability to process growing data volumes at improved speeds
Minimise the organisation’s dependence on paper records allowing faster access to and an in-depth analysis of data.
Continue to position IT as an important part of strengthening our internal controls.
Streamline our business processes even more to ensure minimal disruptions to business
Gradually implement new audit software - to gain efficiencies, facilitate better interaction between the teams, improve remote access and enhance user experience.
Automate the CWC process to minimise the time of processing the allocation of outsourced work
Note: our organisational strategy has embedded various aspects of economic, cultural and social sustainability in the five strategic goals, here the focus is on the environmental aspect of our sustainability.Sustainability – Main activities/initiatives
Optimise and integrate our reporting procedures and process
Improve our information systems to enhance integrity and quality of our sustainability reporting information
Continuously assess our carbon footprint
Monitor and evaluate environmental sustainability initiatives.
BUDGET 2014 - 15 aspects of economic, cultural and social sustainability in the five strategic goals, here the focus is on the environmental aspect of our sustainability.