Frequently Asked Questions

Q: What will become of the CBC guides?

A              The CBC will continue to encourage the use of existing CBC guides, and will continue to consider if/when such guides may need to be updated. Furthermore, the CBC aims to, to the greatest extent possible, encourage and promote the use of regional guides and materials globally, in order to avoid duplication of efforts.  (The revamped CBC webpage will play a big role in the CBC’s future knowledge sharing efforts.)  In order for this ambition to succeed, the CBC will need to cooperate closely with the INTOSAI regions, as well as the PSC and the KSC.

Q: What is the CBC position with regard to INTOSAI certification of auditors?

A              The issue of certification and accreditation is discussed in many INTOSAI bodies, including several regions. In order to consider the viability of an INTOSAI certification mechanism for auditors, the CBC will coordinate the production of a white paper (options paper) on INTOSAI certification and professionalization, for submission to the Task Force on Strategic Planning by October 2014 (to coincide with the finalisation of the external scanning phase of the TFSP).

Q: Is the CBC now going to eventually collapse all its subcommittees?

A              The CBC has several goals related to how the work is performed:

– The CBC should have a less rigid and more task-oriented approach to achieve results. The role of subcommittees is still relevant, but smaller project teams are also envisaged.

– One single strategy should guide the CBC and its substructures. In order to achieve this we will organize one meeting for the full CBC each year, jointly agree on the CBC strategy and work methods, and on a joint work plan for the CBC.

– The CBC’s members should be actively involved in the committee’s work between meetings, as the members’ willingness to engage and commit to the CBC determines the committee’s resources and thus the role the CBC can play.

Q: Why does the CBC want to facilitate closer collaboration between itself and the PSC/KSC?   (Is this not the function of the Governing Board?)

A              The intent of strengthening collaboration between the CBC, the PSC and the KSC is to ensure strategic alignment between the efforts of the three strategic Goal Chairs.  While the Governing Board remains responsible for the overall implementation of the INTOSAI strategic goals, the complimentary functions of the CBC, PSC and KSC will be better served through a closer working relationship to avoid duplications, support collaborative initiatives and promote joint capacity building initiatives.

Q: How are you going to prevent the CBC and IDI duplicating work, or even compete against each other?

A              The IDI and CBC have different roles to play in supporting the capacity building efforts of INTOSAI members. The IDI is the primary capacity-building provider of INTOSAI, and the CBC should not and cannot take on that role. The CBC represents one of INTOSAI’s key strategic goals and is a standing committee within the INTOSAI. In that capacity, the CBC is the INTOSAI advocate for, and custodian of, SAI capacity development.

The CBC and IDI have already agreed to keep the channels of communication open to coordinate efforts. For both parties to achieve their objectives, mutual alignment and coordination of their respective efforts and initiatives are absolutely essential.

Q: How will you cooperate with INTOSAI Donor Steering Committee in order to achieve the goals you have identified?

A              The INTOSAI Donor Steering Committee is the body which coordinates the cooperation between INTOSAI and the donors who signed the agreement. The main focus of the INTOSAI Donor Cooperation lies on the sustainable support of SAIs. As the INTOSAI advocate for, and custodian of, SAI capacity development, the CBC is a natural constituent of the cooperation, on the INTOSAI-side.

From the CBC’s perspective, the INTOSAI Donor Cooperation includes a number of stakeholders with a pronounced interest in SAI capacity building issues. As a result, the CBC will strive to ensure that the work of the INTOSAI Donor Steering Committee is well coordinated with and complements the work of the CBC.

Q: The CBC value proposition sounds credible, but how exactly are you going to action these somewhat theoretical intentions? 

A              During the CBC meeting in Lima a joint CBC work plan will be produced to coordinate the actions agreed. We expect new groupings to be formed in Lima to deal with some of these issues, but we may not take on all issues at once.

Many of the issues raised in the value proposition represent just that – values – rather than activities. As a result we have already started working in accordance with many of them, liaising with different INTOSAI actors, inviting all CBC members to one joint meeting, contributing to the work of the INTOSAI Strategic Planning Task Force etc.  Another early initiative is the CBC coordination of an INTOSAI white paper – in collaboration with the INTOSAI’s Finance and Administration Committee and the Task Force on Strategic Planning –  on future options for the certification and professionalization of INTOSAI auditors.

 Q: Does the CBC have the resources to execute this ambitious vision?

A              The Chair and Vice Chair, South Africa and Sweden, have set up a joint secretariat to manage the CBC’s work. However, the secretariat has limited resources and relies on the contributions of CBC members in order to achieve the goals agreed during the meeting in Lima.

Our aim is for CBC-members to be actively involved in the committee’s work between meetings, as the members’ willingness to engage and commit to the CBC determines the committee’s resources and thus the role the CBC can play. However, where necessary and appropriate, project specific funding could be solicited.

Q: How will you ensure the good work done over the years by Subcommittee 1, will not get lost?

A              During the meeting in Lima we will consider any outstanding issues from SC1 and how they can be taken care of in a new format. We may set up smaller working parties to take charge of certain issues, and others may be managed by the secretariat. We are also working closely with the NAO in the UK, the former chair of Subcommittee 1, with regard to work the NAO has undertaken to complete.

In addition to the important work with the CBC guides, which will be managed as described above, the full CBC has taken over the role of engaging the regions, and the secretariat will manage the interaction with the IDI regarding their work to support the implementation of the CBC guides.

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