Well-governed SAIs

IATI Identifier: NO-BRC-980997278-520000
Published in IATI IATI
  • date_range Jan 01, 2019 - Dec 31, 2023
  • autorenew Implementation (Status)

The rationale for the Well-Governed SAIs work stream is that SAIs should lead by example and ensure good governance in all their operations, thereby acting as model institutions for government and public-sector entities with respect to the accountability, transparency, and integrity of their operations. This is a key tenet of ISSAI 12: The Value and Benefits of Supreme Audit Institutions – making a difference to the lives of citizens. Good governance of a SAI is also fundamental to ensuring SAI credibility and delivering high-quality audits leading to impact for citizens. It requires planning, monitoring, assessing and managing SAI performance; adhering to ethical standards; promoting a culture of integrity; leading organisational change; communicating and engaging with stakeholders; and building strong partnerships. The 2017 IDI Global Stocktaking report shows that while almost all SAIs have a strategic plan, there are substantial opportunities for improving their quality. INTOSAI’s endorsement of the SAI PMF in 2016 provides a sound basis for strengthening and monitoring these strategic plans, and for measuring the resulting changes in SAI performance and capacity over time, at the global, regional and SAI level. The Stocktaking also revealed significant areas for improvement relating to implementing SAI’s Ethical Codes, and SAIs enhancing communication and engagement with stakeholders. As 2019 is the first year of the IDI Strategic Plan 2019-2023, the first years of the Strategic Planning period will be a transition from the “traditional” IDI approach with programmes with a limited scope and timeframe to more continuous support a more holistic scope. For the Well-Governed SAI work stream there are initiatives like SAI Engaging with Stakeholders (SES), SAI Fighting Corruption (SFC), Strategy Performance Measurement and Reporting (SPMR), and SAI PMF where IDI has committed to an implementation plans both with SAIs participating in the programmes and development partners for funding. The transition into an integrated work stream will therefore need to be aligned to the commitments already made with partners. For 2019, this means that IDI will seek to establish synergies between the initiatives particularly for SAI participating in more than one of the initiatives. The three key components of the work stream will be covered in 2019 as follows: Component 1: Enhance the Measurement of SAI Performance Component 2: Strengthen Strategic Management and Ethical Behaviour in SAIs Component 3: Support SAIs in Strengthening Engagement with Stakeholders

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Sectors:
  • National audit error
    Sector code:
    15118 - National audit
    Sector vocabulary:
    1 - OECD DAC CRS Purpose Codes (5 digit)

Participating Organisations

Organisation Name Organisation Type Organisation Role
Office of the Auditor General of Norway Government Funding
Sweden, through Swedish International Development Cooperation Agency (Sida) Government Funding
Austrian Development Agency Government Funding
Government of Estonia Government Funding
UK - Department for International Development (DFID) Government Funding
European Commission - Directorate-General for International Cooperation and Development Other Public Sector Funding
International Organisation of Supreme Audit Institutions International NGO Funding
Canada - Global Affairs Canada | Affaires mondiales Canada Government Funding
Ireland - Department of Foreign Affairs and Trade Government Funding
Switzerland - Swiss Agency for Development and Cooperation (SDC) Government Funding
INTOSAI Development Initiative International NGO Accountable
INTOSAI Development Initiative International NGO Extending
INTOSAI Development Initiative International NGO Implementing

Transaction

Transaction Value Provider Receiver Type Date
2,720,214 NOK (Valued at Sep 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeSep 30, 2019
2,937,809 NOK (Valued at Sep 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeSep 30, 2019
425,180 NOK (Valued at Sep 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeSep 30, 2019
377,532 NOK (Valued at Sep 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeSep 30, 2019
1,130,983 NOK (Valued at Jun 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeJun 30, 2019
631,883 NOK (Valued at Jun 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeJun 30, 2019
6,551,342 NOK (Valued at Jun 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeJun 30, 2019
5,346,680 NOK (Valued at Jun 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeJun 30, 2019

Budget

3,609,267 USD
30,159,000 NOK (Valued at Nov 06, 2018) date_range Jan 01, 2019 - Dec 31, 2019
access_timeUpdated on Nov 13, 2019 12:42:02
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