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What We Care About

IDI is mandated to support Supreme Audit Institutions (SAIs) in developing countries to sustainably enhance their performance and capacity.

SAI Culture and Leadership

All SAI development is a change process, requiring committed and effective leadership, and a recognition that change cannot happen without understanding and working within the culture of an organisation – or actively seeking to influence that culture.

IDI’s engages and supports SAI leadership in change processes via our initiatives across all four work streams, our Bilateral Support efforts and in our Global Foundations. IDI’s SAI-level support considers the impact of organisational culture through tools built into IDI’s strategic management handbook. Together with relevant partners; IDI offers leadership development initiatives tailored specifically to the needs and context of SAI leaders. One example of this is the education for SAI Young Leaders.

SAI Communications and Stakeholder Management

To deliver value and benefits for all citizens, and to embark on successful change processes, SAIs need to be outward-facing organisations, with a good understanding of their stakeholders.

Communications and stakeholder management is a key component of the Well-Governed SAIs work stream, but it also cuts across other work streams and strategic priorities. Securing SAI independence requires an effective understanding of stakeholder needs and attitudes along with effective stakeholder engagement in advocacy to create a fruitful environment for SAI independence. For the Professional and Relevant SAIs’ work streams to make a difference, SAIs need to find the most effective ways of communicating audit results to stakeholders. Communications and stakeholder management will therefore be a key feature in professional auditor and leadership education. Also, the audit process itself and audit impact can be enhanced by engaging stakeholders in the selection, planning and even implementation phases of the audit. Regarding SAI-level support, a crucial aspect of stakeholder management is the effective coordination of support amongst different providers.

Gender and Inclusion

We visualise a world where gender-responsive and inclusive Supreme Audit Institutions (SAIs) leave no one behind and benefit everyone.

Being gender-responsive and inclusive is a long-term journey for us in IDI. We will continue walking our path and contributions to more equality as an organisation and through our work.

As we approach 2030, we will use the 2030 Agenda for Sustainable Development and its pledge to “leave no one behind” as IDI’s guiding framework for ourselves and our action with Supreme Audit Institutions.

In our efforts towards gender equality and inclusion, we will strive towards identifying social inequalities within different contexts, using a principle-based approach.

IDI Advocating for Gender and Inclusion

One important source for gender data in Supreme Audit Institutions across the world is the IDI Global SAI Stocktaking Report. Such data is necessary for pointing to successes and challenges in this area.

IDI has an ongoing partnership with UN Women and will continue to work with relevant organisations to further the cause.

Learn more

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IDI News on Inclusiveness and Gender

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When Disaster Strikes
Fighting Poverty Together
ALBF Success Story Philippines 15 April 2019
2019 Report OAGS Peer-support Project
Evaluation of South Sudan NAC Peer support project 2017-2020
South Sudan NAC Peer support project Final Report, 2017-2020
Norwegian Embassy-IDI Grant Agreement for South Sudan NAC 2020-2023
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IDI Management Response to Evaluations of Bilateral Support 2017 2020
South Sudan NAC SCP Project Report 2020
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SAI DRC Needs Assessment
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SAI PMF Approval INCOSAI 2016_FRE
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Mapping of SAI Assessment Tools, 20 May 2012
Final Bhutan 2015
Nepal report 2015
Costa Rica 2015
Guam 2017
Informe Final MMD EFS CGR Colombia 2019
SAI PMF Implementation Strategy 2020 22
SAI PMF Costa Rica 2019
Informe MMD Perú
SAI PMF Sri Lanka
SAI PMF New Zealand
SAI PMF Palestine
IDI SAIs Engaging With Stakeholders Guide
Guidance on Audit of Institutional Framework for Fighting Corruption
Long-term Responses To COVID-19
Réponses à long terme à la Covid 19
Respuestas a largo plazo ante la Covid 19
الاستجابة طويلة الأمد لكوفيد19
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SAI Strategic Management Handbook – Version 1
Disposition table for SAIs Handbook
COVID 19 implications for SAI strategic management ARABIC
Audit of Public Debt Management: Handbook for SAIs v1 – Chapter 3
Audit of Public Debt Management: Handbook for SAIs v1 – Chapter 5
Manual de gestión estratégica de las EFS
Manuel de gestion stratégique des ISC
SPMR Bhutan Success Story
SPMR Guam Success Success Story
دليل الإدارة الإستراتيجية للأجهزة العليا للرقابة
StORy brochure (français)
StORy folleto (español)
(عربى) StORy نشرة
StORy Brochure (English)
SMPR Guidance Note 8th 16Mar23
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SPMR Global Announcement FR
IDI Policy and Guidance for financial partnerships, April 2025
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Operational Plan 2025
Bilateral Support Operational Plan 2025
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Global Foundations Operational Plan 2025
IDI Budget 2025