Operational Deputy Auditor General Shares SAO Strategic Goals with SAO Employees

The ceremony aimed to share SAO strategic goals, activities and programs to employees and particularly those auditors returned to SAO after three months and completion of their audits from capital and provinces was held by Participation of Operational Deputy Auditor General Mr. Sayed Mahdi Hussiani, Directors, Managers, Auditors and other SAO employees at SAO press conference hall on 23.09.2018.

SAO operational deputy auditor general discussedthe strategic goalsregarding professionalism and financial transparency in entities which is the core activity of the SAO that the auditors shall do their activities based on strategic goals.  

Mr.Hussiani said as you know:“the strategic plan for 2017 has been completed and a teamwas assigned to improve SAO strategic plan for 2018- 2022 based on needs, requirements and goals which is about to being finalized. Only the final document, printing and approval of SAO management is remained”.

He added: “beside strategic plan their is FPIP (Fiscal Performance Improvement plan) plan replaced with PFMR (Public Finance Management Reform) which SAO affiliated to it. PFMR has been changed to FPIP or FSP which is a five years term project and support FPIP projectas well. The project has been covered MoF different units and National Procurement Authority and one of its important parts related to SAO”. “Recently, the approach of donors has been altered and donors insists that they will spent the fund as per activities output ”said Mr.Hussiani. The donors demand that the entities should share their next six months programs and which programs they want to perform in the following year? Afterward, donors evaluate either by entity or by donors external experts that whether the outputs are achieved in compliance with work plan or not? If the programs implemented in accordance with pre-determined programs they will grant the fund, otherwise, the grant process will be adversely affected. Operational Deputy Auditor General insistedwe should try to seek SAO plans be developed and could create value and binary capacity to SAO and be implementable in the same time.

He added that “some articles of SAO law have been amended through a legitimate decree and SAO suggested an overall amendment in SOA law and the issue has been followed by legal advisor and assigned commission. He further stated that similarly we invited all entities and organizations to share their opinion on SAO law and other issues considered by SAO. We included their views in law and if the law would be approved by legislative committee and cabinet it will assure the independence of SAO and we will be able to conduct our works in the right manner”.

Deputy Auditor General Mr.Hussiani provided the information on progressions and activities during the three months which the auditors were auditing the entities and expressed:“one of the recent performances which have beed one for enhancement of professional activities is the expansion of professional communication with other SAIs and entities. SAO signed MoUs with Malaysia, Thailand, India, Turkey SAIs and Republic People of China is at the final stage.

He added we have signed a MoU with Kingdom of Sweden last month as the best MoU signed with an authentic SAI over the past 17 years which serving as secretariat of INTOSAI, CBC and at the same time has different capacity building programs with Asian, African and European SAIs. We signed MoU in four areas; performance audit, IT audit, HR and leadership and financial audit till 2020. These MoUs will be maintained if they agree.

Mr. Hussiani told: “officially last week we started our work after a video conference and we will introduce the individuals within three next months for joint operations. Sweden bears all the expenses, GoIRA and SAO has no obligation and responsibilities and it is good opportunity to learn from European states experience”.

“The capacity building programs are going on the same as the past and our relationship improved with regional and international organizations and we have good relation with IDI as well. We are implementing and finalizing multi programs with IDI.However, the relation with IDI leads to familiarizing with standards it also establishes a good relation between SAO and INTOSAI. So the INTOSAI may consider SAO in future events. We will dispatch a group of IT audit to India for expansion and sustaining of IT Audit, construction audit and SFPs audit are considered as well”. Stated deputy auditor general.

Generally, Operational Deputy Auditor General advised all auditors regarding strategic plan goals, drafting of audit reports and to have more attention in their works for further performances and better accountability. Core activities and progression incurred at SAO in 2018.

Mr.Hamidullah Faqiri Director of Finance and Admin on behalf of admin and finance deputy auditor general office provided information on developing of FPIP plan and stated:“The public finance strategic plan prepared in the mid-year of 2014 which comprises six core objectives, one of theobjectiveswas self-reliance through domestic revenues and budgeting. Accordingly, FPIP plan started in 2015; afterward itcovered core activities of public financial management. Firstlythe program started in 2016 by the MoF covered all the activities of this entity then it included NPA and SAO in 2018”.

The program aimed budgeting and growth of domestic revenues. SAO activities have been divided in three categories in 2018; first part is core activities related to AG office, second part is related to operational DAGoffice and third part related to admin and finance DAG office.

Monitoring over the performances of strategic plan is one of SAO’s core objectivesthat have been explained as per FPIP plan and so far the Plan and Policy Directorate has done more activities and achieved sound progression.

The second activity will be done by SAO is development of a quality control and quality assurance mechanism related to quality control  department and they are working on it.

The thirdpart dedicated for SAO core activities is SAO’s law amendment and organizational chart which covers the recruitment of advisors. Both are under process and advisors will be recruited soon.

Plan and Policy Director working on plan section and development of strategic plan for 2019-2022.

Other parts of core activities are related to chief of staff office, development of a standard archive system which all initial tasks have been done accordingly and will be implementable in 2019.

 Core activities related to Operational DAG office are development and updating of auditing guidelines in line with INTOSAI international standards, improvement and self-reliance in grants audit is the activity which Operational DAG office and grants audit department are working together on it. SAO shall independently conduct grants audit in three next years and there should not be need for external firm in grants audit perspective.

Operational DAG office is entitled to develop a follow-up mechanism in 2018 which it has been completed and a revised mechanism exists in follow-up department for following. Other activity related to operational DAG office is promoting quality audit of Qatia Statement and the program considered in 2018 and 2019 that capacity of Qatia audit and auditors engaged with auditing of Qatia statementshall be improved.

Other part of Core Activities is the effective process and financial management related to admin and finance DAG office which related to relevant directorates and progressed 80%.

He added: "being laptops with all auditors shows increased application of technology in audit process and soon a comprehensive database will be developed in SAO. The other core activities related to HR directorate are training need assessment and 2019 plan which are under progress".

SAO strategic plan includes four main goals:

  1. Redefine the role of SAO to stakeholders through establishing an appropriate and improved legal framework and strengthen relationship with stakeholders.
  2. Institutional and organizational development, professionalization of staff and capacity development.
  3. Expand coverage of audit and enhance quality and effectiveness of audit.
  4. Automation of audit process, increased use of IT Tools & Techniques in audit and audit in IT environment.