Global Foundations Unit

IATI Identifier: NO-BRC-980997278-970000
Published in IATI IATI
  • date_range Jan 01, 2019 - Dec 31, 2023
  • autorenew Implementation (Status)

While the four work streams and cross-cutting priorities will be IDI’s strategic priorities, each work stream can be strengthened by laying appropriate global foundations. IDI has identified the following four global foundations essential to successful delivery of the Strategic Plan. Each of these necessitates some IDI engagement over and above activities that happen within the work streams. This does not preclude each work stream from (for example) entering into strategic partnerships for delivery and undertaking advocacy and communications to support that work stream. - Strategic Partnerships, Stronger Partners (Especially INTOSAI Regions) IDI will seek to engage in strategic partnerships that enable IDI and its partners to work together to achieve shared goals. As an INTOSAI body, IDI has always and will continue to partner with other INTOSAI bodies but will also partner beyond INTOSAI. The IDI’s partners may not have the same approaches and routines to ensure contribution towards sustainable change as IDI. To manage risks arising from partnering and developing new partnerships, IDI will enter into formal partnership agreements. They will set out the requirements and commitments on IDI’s partners and the governance arrangements to review and ensure these commitments are met. - Measure and Monitor SAI Performance and Support IDI will work on the following areas to measure 1. Global Survey and Stocktaking 2. SAI Capacity Development Database 3. Programme 360 – Assessing Sustainability and Impact 4. Global SAI Performance Data Management - Broker of Support Brokering of support is about the facilitation of matching and connecting SAIs with suitable partners, and empowering SAIs to better articulate their support needs. Brokering support can be done through a formal process, like the Global Call for Proposals, or more informally through all IDI’s work. IDI will put more emphasis on bringing the right partners together in support of SAIs and INTOSAI Regions (through peer-to-peer, development partners’ support etc.). - Advocacy and Communications for Behaviour Change IDI’s global communications and advocacy strategy sets out the following communication objectives: A. Communicating IDI’s value B. Raising awareness on the role, benefits and challenges of SAIs C. Advocating for better SAI environment and support. IDI will incorporate gender into its advocacy and behavioural change work. Behaviour change will not just encompass good development cooperation practices, but also communicate the benefits of diversity on SAIs and the countries they operate in, for example by finding, developing and disseminating success stories where gender issues have contributed to SAI success The INTOSAI-Donor Cooperation has asked IDI to incorporate the operational work to achieve the objectives of the Memorandum of Understanding between the Donor community and INTOSAI. In this respect, IDI will specifically advocate for support being SAI-led, harmonized around the SAI’s own strategic planning and well-coordinated. IDI will work closely with INTOSAI and the Donor community to leverage their engagement in promoting these principles.

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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
Ireland - Department of Foreign Affairs and Trade Government Funding
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
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
144,984 NOK (Valued at Sep 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeSep 30, 2019
141,488 NOK (Valued at Sep 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeSep 30, 2019
524,630 NOK (Valued at Sep 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeSep 30, 2019
170,514 NOK (Valued at Sep 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeSep 30, 2019
235,355 NOK (Valued at Jun 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeJun 30, 2019
1,316,822 NOK (Valued at Jun 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeJun 30, 2019
437,305 NOK (Valued at Jun 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeJun 30, 2019
65,094 NOK (Valued at Jun 30, 2019) circle Provider N/A circle Receiver N/A Expenditure date_rangeJun 30, 2019

Budget

574,917 USD
4,804,000 NOK (Valued at Nov 06, 2018) date_range Jan 01, 2019 - Dec 31, 2019
access_timeUpdated on Nov 13, 2019 12:43:22
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