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Proposed INTOSAI Strategic Plan Building on the Past and Creating the Future

The proposal aims to establish a strategic planning framework for INTOSAI that guides its future in the 21st century. The plan focuses on accountability, professional standards, institutional capacity building, and knowledge sharing. It promotes strong, independent, and multidisciplinary Supreme Audit Institutions (SAIs) and encourages the adoption of recognized professional standards. The plan also emphasizes the need to enhance the capabilities and professional capacities of SAIs.

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Proposed INTOSAI Strategic Plan Building on the Past and Creating the Future

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  1. Proposed INTOSAI Strategic PlanBuilding on the Past and Creating the Future INTOSAI Public Debt Committee 7 – 8 June 2004 Moscow, Russian Federation

  2. Seoul Mandate It is proposed that the Governing Board establish a Strategic Planning Task Force to develop a strategic planning framework that can guide INTOSAI’s future in the 21st century. The Strategic Planning Task Force will be established at the 49th Governing Board meeting in Seoul to develop a proposed strategic planning framework for consideration by the Board and ultimately by XVIII INCOSAI in Budapest, Hungary. The Task Force will seek the views of all Board members, Committee chairs, and Regional Working Group Secretariats, and will present a preliminary discussion document at the Governing Board in Vienna in 2002.

  3. Task Force Members Antigua & Barbuda (CAROSAI) Austria (General Secretariat) Burkina Faso (AFROSAI) Korea (ASOSAI) Norway (IDI) Peru (OLACEFS) Saudi Arabia (ARABOSAI) Tonga (SPASAI) United Kingdom (EUROSAI) United States (INTOSAI Journal), Chair

  4. Basic concepts • INTOSAI’s strength lies in the diversity of its members; the organization values a balanced representation of regions and audit systems • INTOSAI believes in inclusiveness and the ‘big tent’ theory • INTOSAI is a democratic institution (one member/one vote) • INTOSAI recognizes national sovereignty • Long-standing tradition of broad-based consensus and inclusiveness based on consultation

  5. Basic concepts • Proposed plan is evolutionary rather than revolutionary • INTOSAI must live within its means • INTOSAI should benefit all members with a special focus on developing and emerging SAIs • INTOSAI should lead by example

  6. Process (2001–2004) Communication and consultation with Board members, committee and working groups chairs, and regional working group secretariats occurs throughout this process • October 2001 – Task Force created in Seoul • April 2002 – First Task Force meeting • October 2002 – Strategic Plan Overview approved by Board. Division of work among Task Force members. • April 2003 – Strategic Plan’s goals and activities drafted by various countries, and governance/operational issues identified • October 12, 2003 – Task Force meeting • October 13-14, 2003 – Proposal to Gov Board

  7. Board decisionsOctober 2003 • Endorsed the Strategic Planning Task Force’s three proposed strategic goals and key related principles • Endorsed the Strategic Planning Task Force’s plan to consider comments received at the Board meeting, and other comments received by November 15, for inclusion in a revised proposed plan, including any related governance issues and related amendments to the Statutes. The Task Force will solicit comments from the Regional Working Group general secretariats in connection with any proposed changes to the Statutes. • Endorsed the Strategic Planning Task Force’s proposed process and timeline, including consideration of a final proposed strategic plan and any related amendments to the Statutes at the Congress in Budapest

  8. Process (2001–2004) Communication and consultation with Board members, committee and working groups chairs, and regional working group secretariats occurs throughout this process • December 2003 – Task Force meeting • February 2004 – Proposed plan revised and sent to Governing Board for authorization to send to all members

  9. Overview MISSION INTOSAI is an autonomous, independent, professional, and non-political organisation established to provide mutual support, foster the exchange of ideas, knowledge, and experiences, act as a recognised voice of SAIs within the international community, and promote continuous improvement amongst a diverse range of member supreme audit institutions (SAIs). Promote good government by enabling SAIs to help their respective governments improve performance, enhance transparency, ensure accountability, maintain credibility, fight corruption, promote public trust, and foster the efficient and effective receipt and use of public resources for the benefit of their citizens. Independence - Integrity - Professionalism Credibility - Inclusiveness - Cooperation - Innovation 1.Accountability and Professional Standards 2.Institutional Capacity Building 3. Knowledge Sharing and Knowledge Services 4. Model international organization VISION CORE VALUES STRATEGIC GOALS

  10. Goal 1:Accountability and Professional Standards Promote strong, independent and multidisciplinary SAIs by: • encouraging SAIs to lead by example and, • contributing to the development and adoption of appropriate and effective professional standards.

  11. Goal 1:Accountability and Professional Standards • Promote the adoption of recognized professional standards • Review and restructure the current standards committees’ arrangements • Develop partnerships with other standards setters

  12. Goal 2:Institutional Capacity Building Build the capabilities and professional capacities of SAIs through training, technical assistance and other development activities.

  13. Goal 2:Institutional Capacity Building • Promote increased capacity building activities • Advisory/Consultant services • Peer reviews • Develop partnerships with international development organizations, consistent with INTOSAI’s independence requirements

  14. Goal 3:Knowledge Sharing and Knowledge Services Encourage SAI cooperation, collaboration and continuous improvement through knowledge sharing, including providing benchmarks, conducting best practice studies, and performing research on issues of mutual interest and concern.

  15. Goal 3:Knowledge Sharing and Knowledge Services • Establish and maintain communities of practice • Facilitate benchmarking and best practices studies, consistent with diversity and sovereignty considerations • Develop global communications policy and strategy • Promote partnerships with academic/research institutions, consistent with INTOSAI’s independence requirements

  16. Goal 4:Model International Organization Organize and govern INTOSAI in ways which promote economical, efficient and effective working practices, timely decision-making, and effective governance practices, while maintaining due regard for regional balance and the different models and approaches of member SAIs.

  17. Key Questions(Ability to Effectively Implement Sections 1, 2, 3) Focus/Alignment:Does the current organization and structure provide an appropriate focus and alignment with the proposed goals? Capacity:Does INTOSAI have sufficient capacity and resources to deliver the proposed goals and activities? Efficiency & Timeliness: Is INTOSAI able to take decisions and respond to issues in an efficient and timely manner?

  18. INCOSAI Governing Board (18) Journal 1974 (LE) Accounting & Reporting Cmtee (C) 1984 IDI 1986 (LE) IT 1992 (CP) Privatization 1992 (CP) International Money Laundering 2001 (TF) Strategic Planning 2002 (TF) Current Organization Chart 7 Regional Working Groups Secretariat Audit Standards Cmtee (C) 1984 Internal Controls Cmtee (C) 1984 Public Debt 1992 (CP) Environment 1992 (CP) Program Evaluation 1992 (CP) International Institutions 2001 (CP) Legend: (C) – Would be deemed a committee under the proposed definitions. (TF) – Would be deemed a Task Force under the proposed definitions. (CP) – Would be deemed a Community of Practice under the proposed definitions. (LE) – Would be deemed another type of Legal Entity under the proposed definitions.

  19. Proposed Organization Chart INCOSAI INCOSAI Goal coordinators selected from existing Goal coordinators selected from existing members of the Governing Board Goal 4 Coordinator: Goal 4 Coordinator: Model International Model International Organization Organization Governing Board (18 voting members) Finance & Administration Finance & Administration Governing Board Secretary General Secretary General Committee* -- 5 members Committee* -- 5 members (18 voting members) Secretariat staff (Austrian SAI staff Secretariat staff (Austrian SAI staff (Chair is Goal 4 coordinator) (Chair is Goal 4 coordinator) supported by additional seconded supported by additional seconded and assigned staff) and assigned staff) 7 Regional 7 Regional Working Groups Working Groups Director General Director General (ex officio Board member) (ex officio Board member) Professional Professional Communities of Communities of Capacity Building Capacity Building Standards Standards Practices: Practices: Journal Journal IDI IDI Committee Committee Committee Committee Public Public Debt Debt (INCOSAI 2004 Theme I) (INCOSAI 2004 Theme I) Information Information -- -- Audit Standards Audit Standards Technology Technology -- -- Peer Review Peer Review -- -- Internal Control Internal Control Environment Environment -- -- Institutional strengthening Institutional strengthening -- -- Accounting & Accounting & Privatization Privatization and staff development and staff development Reporting Reporting Program Program -- -- Partnerships with Partnerships with Evaluation Evaluation international development international development Intl Institutions Intl Institutions organizations organizations Goal 1 Coordinator: Goal 1 Coordinator: Money Money -- -- Advisory/consultant Advisory/consultant Professional Standards Professional Standards Laundering Laundering services services Goal 2 Coordinator: Goal 2 Coordinator: Goal 3 Coordinator: Goal 3 Coordinator: Capacity Building Capacity Building Knowledge Sharing Knowledge Sharing

  20. Capacity, Efficiency, Timeliness • Enhancing revenue opportunities, (e.g., dues, contributions, registration fees, exhibitors) consistent with INTOSAI’s independence requirements • Enhancing the capacity of the Secretariat

  21. Purchasing Power of INTOSAI Annual Assessments(1983-Present)

  22. Next Steps • March/April 2004 – Circulate plan to all INTOSAI members for review and comment • June 2004 – Special Board meeting to convene in Vienna to consider comments and approve plan and proposed amendments to the Statutes for presentation to the Congress in Budapest. • October 2004 – Presentation of the final plan and any proposed amendments to the Statutes to Congress in Budapest for approval • After Congress votes, the Governing Board will meet (53rd meeting) to discuss implementation plans, as appropriate

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