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Developing IDI’s Strategic Plan 2019-23 INTOSAI regional bodies as partners

This presentation discusses IDI's strategic planning process, stakeholder consultations, and strategic options for the new IDI Strategic Plan. It also explores strategic shifts, implications, and other components. The session includes a group exercise on IDI's partnership approach and feedback in the plenary.

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Developing IDI’s Strategic Plan 2019-23 INTOSAI regional bodies as partners

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  1. Developing IDI’s Strategic Plan 2019-23 INTOSAI regional bodies as partners Petra Schirnhofer Strategic Advisor Oslo, 27 June 2018

  2. Content • Presentation: IDI Strategic Plan 2019-23 (30 mins) • IDI’s Strategic Planning steps • From stakeholder consultations to strategic options • Presentation of suggested strategic options for the new IDI SP • Strategic shifts • Strategic implications • Othercomponents • Q & A (30 mins) • Coffee Break (30 mins) • Group exercise: IDI’s partnership approach in the next SP (45 mins) • Feedback in theplenary (25-35 mins)

  3. 1a) IDI’s Strategic Planning steps May-Jun In progress, May-Jun Done, 2017 Done, Q1 2018 IDI virtual Board, 29 June Draft Jul-Aug Expose: Sep Oct Nov

  4. 1b) From stakeholder consultations to strategic options

  5. Well-Governed SAIs Professional SAIs Relevant SAIs Independent SAIs 1c) Strategic shifts Bilateral Partnerships Targeted SAI-Level Support III. Integration of a gender perspective throughout the IDI SP II. Increased focus on SAI-level support I. From programmes to work streams Professional SAIs

  6. 1c) Strategic implications: Growth IDI needs to grow to implement the new Strategic Plan • Projections suggest that funding for the scale-up is available

  7. 1c) Strategic implications: Balance of support (breadth vs depth) Balancing breadth vs. depth of support to SAIs Provider • Breadth vs. depth as trade-off between sizes of tiers in the pyramid • IDI suggests a mixed-model where IDI maintains a balance of its enabling and providing role Enabler

  8. 1c) Strategic implications: Global foundations Work streams to be strengthened by 4 global foundations – incl. functions delivered through INTOSAI-Donor Secretariat Global foundations contribute to professional, relevant, well-governed and independent SAIs

  9. 1c) Strategic implications: Strategic Partnerships (1)

  10. 1c) Strategic implications: Strategic Partnerships (2)

  11. 1c) Strategic implications: Strategic Partnerships (3) • Managing Risk from Partnering • Approach appropriate to nature & depth of partnership • Standard risk management approach: identify, measure, mitigate, monitor • Joint-assessments with partner where appropriate • Mitigation through safeguards and organisational support – linked to joint assessment Risks from Partnering

  12. 1c) Strategic implications: Targeting Support; Readiness & Conditions • Targeting Support • IDI cannot provide SAI-level support to all • IDI suggests 2-streamapproach to target support • Readiness & Conditions • Need for balancedportfolio and policy

  13. 1c) Other components: Vision, Mission and Principles Our Core Principles: Effective, accountable & inclusive IDI Our vision: Effective, accountable & inclusive SAIs making a differencein the quality of public sector governance & service delivery for the benefit of citizens & contributing to sustainable development. Our mission: Supporting SAIs in developing countries, in sustainably enhancing their performance & capacities. IDI works together with SAIs & other partners for professionalization, relevance, effective governance and independence of SAIs, thereby enhancing SAI contribution to sustainable development.

  14. 1c) Other components: value proposition & results framework IDI valueproposition: • Refers to IDI’smandate & uniquevalue in responding to SAI needs • Summarisesthe 11 strategicpapers • Currentlybasedonassumptionsawaiting Board decision Indicative Results Framework: IDI Strategic priorities

  15. 2. Questions and Answers

  16. 3. Group exercise: IDI’s partnership approach Instructions: Discussions in 5 groups (45 mins) (i) AFROSAI-E + Sweden + CAROSAI (ii) ARABOSAI + CREFIAF (iii) ASEANSAI + PASAI + USA (iv) ASOSAI inc. Russia, AFROSAI (v) EUROSAI (inc. Austria) + OLACEFS SAI Norway, INTOSAI chair, CBC and IDI staff join groups to ensure each group has a similar size.

  17. 3. Group exercise: IDI’s partnership approach In your regional groups, discuss and prepare a 5 min plenary presentation covering the following three questions: Thinking about a long term vision, what would the ideal partnership between IDI and your region(s) look like? What are the key risks to IDI and the region in implementing such a partnership? Considering the vision and the risks, what steps and safeguards are needed to reach the vision?

  18. 4. Group exercise: Feedback in Plenary • Each regional group to provide feedback in plenary • 5 mins per group

  19. Thank you

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