Developing IDI s Strategic. Plan INTOSAI regional bodies as partners. Petra Schirnhofer. Strategic Advisor Oslo, 27 June 2018

Transcription

1 Developing IDI s Strategic Plan INTOSAI regional bodies as partners Petra Schirnhofer Strategic Advisor Oslo, 27 June 2018

2 Content 1. Presentation: IDI Strategic Plan (30 mins) a) IDI s Strategic Planning steps b) From stakeholder consultations to strategic options c) Presentation of suggested strategic options for the new IDI SP Strategic shifts Strategic implications Other components 2. Q & A (30 mins) Coffee Break (30 mins) 3. Group exercise: IDI s partnership approach in the next SP (45 mins) 4. Feedback in the plenary (25-35 mins) 2

3 1a) IDI s Strategic Planning steps Done, 2017 Done, Q In progress, May-Jun May-Jun Analysis of Environment Identify stakeholders. Survey, focus groups & analysis Identify strategic options Stakeholder consultation IDI Board strategic choices Draft strategic plan and expose for public consultation Amend and finalise SP IDI Board approval November 2018 IDI virtual Board, 29 June Draft Jul-Aug Expose: Sep Oct Nov 3

4 1b) From stakeholder consultations to strategic options ALIGNMENT - With INTOSAI SP - With IDI mandate EVIDENCE Use SAI performance data to: - Better target support to needs - Improve programme monitoring - Learn lessons on what works - Strengthen impact SYNERGIES - From large programme portfolio to clearer, permanent workstreams - Synergies between workstreams, bilateral engagement, global role 11 strategic papers Synthesis paper on strategic options for board FOCUS - IDI s comparative advantage - Doing less, doing it better - Long term, sustainable change - Deeper support in challenged SAIs - Being clear what IDI will not do & stick to it 4

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

6 1c) Strategic implications: Growth IDI needs to grow to implement the new Strategic Plan Transition work streams Deepening SAI-level support 40% scale-up of recources needed Projections suggest that funding for the scale-up is available 10

7 1c) Strategic implications: Balance of support (breadth vs depth) Balancing breadth vs. depth of support to SAIs Breadth vs. depth as tradeoff between sizes of tiers in the pyramid IDI suggests a mixed-model where IDI maintains a balance of its enabling and providing role IDI as provider of conditional support Provider Indicative Target SAIs SAIs in challenged environments (by exception) (E.g. under IDI bilateral Policy Two-stream approach: SAIs in fragile situations and other SAIs facing significant development challenges SAIs that show commitment and readiness in their participation in IDI initiatives, but need deeper support to ensure change is sustainable Many SAIs in developing countries (E.g. traditional IDI programmes) IDI Support Pyramid Bilateral Partnerships Targeted SAI- Level Support Regional/Sub-Regional Support Long-term provider of last resort / life-line support to SAIs (formal partnership agreements) Deeper SAI-level support for sustainable change in professionalism, relevance, SAI governance and independence Support to groups of SAIs to strengthen professionalism, relevance, SAI governance and independence IDI as enabler of inclusive support Enabler All developing country SAIs (& developed country SAIs benefit from Global Public Goods) Global Support All support based on evidence of need, following IDI core principles, and monitoring of performance Policies, products, partnerships, providers & performancemonitoring 11

8 1c) Strategic implications: Global foundations Work streams to be strengthened by 4 global foundations incl. functions delivered through INTOSAI-Donor Secretariat Strategic & Stronger Partners, esp. INTOSAI Regions Work together to achieve shared goals Strengthen partners to achieve goals & manage partnering risks Measure & Monitor SAI Performance Make more & better internal use of existing data (SAI PMF, Global Survey & Stocktaking) Broker of Support Brokering support through formal process (eg. GCP) and informal processes Advocacy & Comms for Behaviour Change Global foundations contribute to professional, relevant, wellgoverned and independent SAIs New IDI communication strategy 12

9 1c) Strategic implications: Strategic Partnerships (1) Strategic Partnerships Shared vision Scale-up breadth and depth of support Exploit comparative advantages and synergies Supporting Stronger Partners Enable partners to achieve their goals Strengthen current/future IDI partners Manage risks from partnerships Traditional IDI- Regions Partnership Accelerated Peer- Support Partnership (APP) New, Innovative Partnership Models? 13

10 1c) Strategic implications: Strategic Partnerships (2) Matching Support International Initiatives Outward Secondments Coordination, Logistical, Joint-Branding Existing Partnership Models Financial Advocacy & Communication Expertise Joint Venture IDI as a Sub- Contractor IDI Placements Potential Partnership Models Delegated Delivery Partnerships IDI Regional Hubs Organisational Development Outsourced Delivery IDI-Led Delivery Accountable Grant Partnership Delivery Under Licence 14

11 1c) Strategic implications: Strategic Partnerships (3) Risks from Partnering Reputational Risk Relationship Risk Delivery Risk Unethical behaviour Perceptions of corruption Perceptions of poor human rights Disregard for gender equality Quality of delivery Sustainability of outcomes Impact of support Difficulty managing above risks due to: Organisational relationships between IDI & partners Personal relationships between IDI staff, Board and partners 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 15

12 1c) Strategic implications: Targeting Support; Readiness & Conditions Targeting Support IDI cannot provide SAI-level support to all IDI suggests 2-stream approach to target support Readiness & Conditions Need for balanced portfolio and policy I.IDI Support Principles and Policy Stream 1 Committed & ready SAIs in need of deeper support for sustainable change Stream 2 SAIs in fragile situations & SAIs with development challenges Priority 1 SAIs (core & work stream funding) Priority 2 SAIs (additional funding) Readiness - Define readiness & tailor to workstreams - SAI self-assessment of readiness - IDI specific participation criteria where appropriate - IDI Readiness assessments to better tailor support - SAI level support tailored to needs Commitment statements - Should refer to IDI s support principles - Breaches will be disclosed & registered internally (& used in dialogue with SAI) - IDI will monitor adherence for SAI level support 16

13 1c) Other components: Vision, Mission and Principles Our vision: Effective, accountable & inclusive SAIs making a difference in the quality of public sector governance & service delivery for the benefit of citizens & contributing to sustainable development. Effective IDI Our Core Principles: Effective, accountable & inclusive IDI Accountable IDI Inclusive IDI 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. Responds to SAI needs Strives for professional excellence Empowers and facilitates SAI performance Innovates and adapts to changing SAI environment Works together with partners for sustainable positive change Promotes internal cooperation and team spirit Acts ethically and with respect Holds itself to account by measutring and reporting on performance Has open and transparent processes Promotes and supports gender equality and diversity in all forms Provides equal opportunity for participation Leaves no one behind by taking into account the needs of different types of SAIs and staff and including the most vulnerable 17

14 1c) Other components: value proposition & results framework IDI value proposition: Refers to IDI s mandate & unique value in responding to SAI needs Summarises the 11 strategic papers Currently based on assumptions awaiting Board decision Indicative Results Framework: IDI Strategic priorities IDI outputs Workstream specific outcomes Intermediate SAI outcomes High-level SAI outcomes Impact 18

15 2. Questions and Answers 19

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. 20

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: 1. Thinking about a long term vision, what would the ideal partnership between IDI and your region(s) look like? 2. What are the key risks to IDI and the region in implementing such a partnership? 3. Considering the vision and the risks, what steps and safeguards are needed to reach the vision? 21

18 4. Group exercise: Feedback in Plenary Each regional group to provide feedback in plenary 5 mins per group 22

19 Thank you 23