1. IDI-INTOSAI Regions workshop Oslo 4-6 September 2017
Latin American Organization of Supreme Audit Institutions (OLACEFS) Strategic Planning Experience
IDI-INTOSAI Regions workshop
Oslo
4-6 September 2017

2. Region’s status/response
Basic information
Question
Region’s status/response
When last has your Region carried out a strategic planning exercise?
During the period
The process (10-videoconferences, and 3 in-person meetings moderated by an external adviser) was led by the OLACEFS Chair and Secretariat, as part of a regional Task Force on Strategic Planning, including also the participation of the Chair of each regional working body. In October 2016, the OLACEFS Governing Board and the regional Congress approved the Strategic Plan
To what extent have you used the INTOSAI Framework for Regional Professionalism and IDI Guidance on Strategic Management in INTOSAI Regions to guide your strategic planning and to create maximum value for your member SAIs?
OLACEFS took into account:
“INTOSAI Framework for Regional Professionalism” (including minutes of the discussions held during the INTOSAI Governing Board and XXII Congress on the subject matter)
“Strategic Planning, a Handbook for Supreme Audit Institutions”
the “INTOSAI Strategic Plan ”, including the corresponding material stemming from the work of the INTOSAI Task Force on Strategic Planning. This allowed the regional alignment to INTOSAI, to the extend possible and considering the regional capacities, priorities, and institutional needs.
Quando exatamente em 2016?
To what extent have you used the INTOSAI Framework for Regional Professionalism and IDI Guidance on Strategic Management in INTOSAI Regions to guide your strategic planning and to create maximum value for your member SAIs?
SENTI FALTA DE UMA AÇÃO CONCRETA. SÓ DIZ QUE ESTÁ USANDO OS MATERIAIS PARA SE ALINHAR

3. Region’s Strategic Goals
OLACEFS Strategic Plan
Internal Perspective:
Strengthen OLACEFS Management
Goal 1: To develop a financial and sustainability strategy
Goal 2: To guide the OLACEFS management and services model towards results and impact
Goal 3: To adopt and implement an appropriate (internal and external) communications policy
External Perspective
Enhance SAIs’ Performance
Goal 4: To foster the implementation of international standards and good practices in SAIs’ audit work
Goal 5: To consolidate and harmonize the regional capacity building strategy
Goal 6: To promote and advance the knowledge management

4. Key mechanisms / initiatives to achieve region’s priorities & objectives
Achievement and alignment for the Strategic Plan
OLACEFS Chair & Secretariat as main entities responsible for promoting the achievement of, and regional work alignment/ contribution to the Strategic Plan.
Monitoring Strategic Goals
For each Strategic Goal, OLACEFS defined one SAI responsible for the corresponding follow-up.
Tactical plans covering 3-year periods
They contribute to operationalize the SP through specific projects, and performance indicators.
A tactical plan links the SP with each regional body’s Annual Operative Plan.
Reporting and monitoring mechanisms
Regional bodies are held responsible for reporting, on a 6 month basis, to the OLACEFS Secretariat.
The OLACEFS Chair and Secretariat jointly report, on a 6 month basis, the progress achieved to the OLACEFS Governing Board.
Evaluation measures taking into account the performance indicators already defined.
The OLACEFS Chair and Secretariat currently work towards defining an appropriate evaluation measures, to be implemented by each “Goal Chair”. These measures will be presented during its regional Congress (General Assembly) in October, 2017.
Anotações do 3º quadro:
A 3-year tactical plan contributes to update, if required, the SP in accordance with new global/regional developments, priorities, needs, etc., and also bearing in mind the implementation progress.

5. Capacities already created / to consolidate
What capacity have you created, or do you plan to create to achieve region’s objectives?
Products-oriented management capacity
Regional bodies’ effectiveness
Internal communication
Networking with stakeholders
Financial management
Regional sensitivity (on institutional needs, and priorities)  e.g. regional CBC’s (CCC) regional Needs-based Capacity Building Strategy
Exchange / collaboration with INTOSAI, other regional Organizations, and IDI (to keep abreast of new developments such as 3i Program, SAI PMF, IntoSAINT, SAIs and SDGs,…)
Capacities already created / to consolidate
Results-oriented management capacity
Regional bodies’ efficiency
External communication
All member SAIs’ engagement / commitment (in medium and long-run initiatives)
Financial and operative foresight
Knowledge management
Strategic evaluation & monitoring
Capacities to create / to further develop

6. Region’s advice & suggestions
Conclusion
Question
Region’s advice & suggestions
Is there any advice that you wish to ask of the other Regions and role players at the workshop
(in terms of some of the challenges that you may be experiencing in carrying out strategic planning)?
Requested advice:
How to enhance all SAIs’ engagement / participation throughout the Strategic Planning process?
Which strategies / incentives other regional Organizations implement to encourage developing SAIs to take the lead in specific / key projects?
How do other regional Organizations support member SAIs facing institutional & political issues, to achieve the region’s objectives?
How do other regions react before emerging regional issues?
Which mechanisms have proved to be effective to monitor / evaluate the Strategic Planning?
Suggestions based on lessons learned during the OLACEFS strategic planning process:
Financial restrains  Collaboration with donors and other partners (e.g. NGOs)
Regional engagement  Regional leadership (OLACEFS Chair & Secretariat)
Collaborative approach  Strategic planning stemming from a regional SWOT analysis, participation of OLACEFS bodies, a diagnosis on regional needs and priorities, and guidance material from IDI and INTOSAI
Do you have any suggestions for enhancements to the INTOSAI Framework of Regional Professionalism and/or the IDI Guidance on Strategic Management in INTOSAI Regions?
CBC and IDI could strengthen the promotion of both guidance material through an enhanced collaborative work with regional Secretariats and CBCs, disseminating translated versions during regional Congresses, and evaluation the possibility to design a virtual training course / program, such as the one developed by IDI to disseminate the contents and way to implement the CBC guide “How to increase the use and impact of audit reports. A guide for Supreme Audit Institutions”.
Eu acho que os “advice” estão misturados com as sugestões na linha 1. Na verdade, acredito que os “advice” sejam na linha 1 e as sugestões na linha 2.

7. Carolina Pfeilsticker
Thank you!
Carolina Pfeilsticker