Project 1 closure report Guide: Capacity requirements for conducting IT audits in a SAI WGITA (2017-19 work plan)

Process 2016-2017 2017-2018 2018-2019 2017-18 2018 2019 Conceptualising and approach Research and development Guide General capacity requirements for conducting IT Audits in a Supreme Audit Institution

Capacity building / development terms and their application Ability Capability Competence Delivery Capacity

Capacity building approach Focus = IT audit capacity building requirements 4. Monitoring and evaluation 3. Implementation 2. Strategise and plan 1. Capacity assessment

About the guide FOREWORD Evolution of Public Administration Chapter 2 Capacity building in a Supreme Audit Institution Chapter 3 IT Audit capacity building and sustainability strategies Chapter 4 Information Communication Technology and the audit process Chapter 5 IT Audit capacity requirements - Overview of the survey results (real life view) Chapter 6 Introduction Chapter 1 How did the guide come about? Why did you write it Why did you choose the particular subject What motivated you What was your inspiration Brief description of the guide Talk to the theme just enough to excite the reader/audience State the purpose of the guide Intention /Application / How it should be used

Content of the guide Survey results Part 1 Part 2 Captures the evolution in public service Implementation of e-Government plans and strategies Explain INTOSAI support structures IT Audit capacity building requirements Process for capacity building IFPP vs other competency frameworks ICT and the impact on the audit process Assessed regional capacity building structures Provides a view on the extent at which IT Audits are conducted A view on the plans, tools and systems in place supporting audit process

About the sources International research organisations UN UNESCO OECD WSIS ITU WHO Professional organisations ISACA ICAEW PCOB group IIA ACCA INTOSAI community IDI Regions Committees Collaborations Cooperation

Exciting and challenging The journey Organisation-wide programme Owned by leadership Continuous strategic intervention Collaboration is key Performance measuring and impact assessment Insights gained Trials and tribulations Similar principles applied differently Vast research conducted on the subject Adapting to INTOSAI processes Describe the journey and experience of writing the guide What have you learnt How you felt Insights gained from real life situations 2. Talk about problems that came about and how you dealt with trials and tribulations Lessons learnt Exciting and challenging Buy-in from team members Team work is very important Support by WGITA Support within a SAI

Key learnings 1 2 3 5 4 6 While processes, people and technology are key for organisational development it is common to prioritise processes and technology over people. This need to change. Capacity Building is a strategic intervention and should integrate all organisation’s functional areas. Although INTOSAI have not defined a competency framework other frameworks from professional organisations can be adapted. Audit like many other professions is highly impacted by technological advancements. Reskilling and training of staff are at the top of the organisations development agenda. Cooperation, collaborations and twinning arrangements are important when it comes to building capacity. Similar to IDI processes, WGITA should have processes to keep track of the interventions specific to IT audit. Public sector continue to loose skills to the private sector. This calls for a different approach in recruitment strategies.

Acknowledgements Infographic Style AFROSAI-E Iraq Bangladesh Korea India Mexico Iran Poland

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