SAI external engagement and communication

The SAI has a communication/external engagement strategy or plan (either separately or part of another strategic document) that is aligned with the strategic plan/objectives of the SAI

Review of the SAI’s relevant strategic documents, action plans, and monitoring reports. Interviews of SAI staff and review of the SAI’s communication channels, tools and activities during the last calendar year. Proactive engagement with stakeholders should include electronic channels but also direct engagement with stakeholders such as regular meetings with CSO’s/academia to discuss audit plans and topics, stakeholder surveys, conferences/seminars. It should provide stakeholders with an opportunity to give input/feedback to the SAI and not just be about the SAI sharing information. The assessor should reach a judgement on whether the SAI is making a concerted effort to proactively engage. Regular stakeholder feedback/input is considered to be at least annually, and it should be systematic and not ad hoc.

The SAI communicates with its stakeholders about its roles, responsibilities and activities through the media, websites, and other means

Review of the SAI’s relevant strategic documents, action plans, and monitoring reports. Interviews of SAI staff and review of the SAI’s communication channels, tools and activities during the last calendar year. Proactive engagement with stakeholders should include electronic channels but also direct engagement with stakeholders such as regular meetings with CSO’s/academia to discuss audit plans and topics, stakeholder surveys, conferences/seminars. It should provide stakeholders with an opportunity to give input/feedback to the SAI and not just be about the SAI sharing information. The assessor should reach a judgement on whether the SAI is making a concerted effort to proactively engage. Regular stakeholder feedback/input is considered to be at least annually, and it should be systematic and not ad hoc.

The SAI actively promotes its reports in public throughout the year

Review of the SAI’s relevant strategic documents, action plans, and monitoring reports. Interviews of SAI staff and review of the SAI’s communication channels, tools and activities during the last calendar year. Proactive engagement with stakeholders should include electronic channels but also direct engagement with stakeholders such as regular meetings with CSO’s/academia to discuss audit plans and topics, stakeholder surveys, conferences/seminars. It should provide stakeholders with an opportunity to give input/feedback to the SAI and not just be about the SAI sharing information. The assessor should reach a judgement on whether the SAI is making a concerted effort to proactively engage. Regular stakeholder feedback/input is considered to be at least annually, and it should be systematic and not ad hoc. The SAI promotes its work through press conferences, press releases, conferences and online platforms etc.

The SAI regularly and systematically seeks feedback about the work it has conducted from various stakeholders

Review of the SAI’s relevant strategic documents, action plans, and monitoring reports. Interviews of SAI staff and review of the SAI’s communication channels, tools and activities during the last calendar year. Proactive engagement with stakeholders should include electronic channels but also direct engagement with stakeholders such as regular meetings with CSO’s/academia to discuss audit plans and topics, stakeholder surveys, conferences/seminars. It should provide stakeholders with an opportunity to give input/feedback to the SAI and not just be about the SAI sharing information. The assessor should reach a judgement on whether the SAI is making a concerted effort to proactively engage. Regular stakeholder feedback/input is considered to be at least annually, and it should be systematic and not ad hoc.

The SAI regularly and systematically seeks input to its plans and work from various stakeholders

Review of the SAI’s relevant strategic documents, action plans, and monitoring reports. Interviews of SAI staff and review of the SAI’s communication channels, tools and activities during the last calendar year. Proactive engagement with stakeholders should include electronic channels but also direct engagement with stakeholders such as regular meetings with CSO’s/academia to discuss audit plans and topics, stakeholder surveys, conferences/seminars. It should provide stakeholders with an opportunity to give input/feedback to the SAI and not just be about the SAI sharing information. The assessor should reach a judgement on whether the SAI is making a concerted effort to proactively engage. Regular stakeholder feedback/input is considered to be at least annually, and it should be systematic and not ad hoc.

Stakeholders know what the SAI does (%)

Analysis of survey responses from a representative sample of the population to the following question or statement: “Are you familiar with the [supreme audit institution] and what it does?” Answer options are: Yes, very well; Yes, to some extent; Not at all, Do not know, Prefer not to answer. Points are allocated based on the percentage of respondents who replied “Yes, very well” and “Yes, to some extent” to the survey question (x): • x < 30% = 0 points. • 30% ≤ x < 60% = linear function. • x ≥ 60% = 1 points.