STATE AUDIT INSTITUTION 1

Streamlining Accountability : Blostering Government Transparency and Citizens Participation Trough Enhanced

Information Exchange

Presented by: Abdulameer Al LawatiHead of Systems Section

State Audit InstitutionSultanate of Oman

STATE AUDIT INSTITUTION 2

Overview

• Evolution of State Audit Institution

• Community Relations Department

• Complaints E- Window

• Impacts & Achievements

• Constraints & Lessons learnt

Sultanate of Oman

3

• AREA: 309,500 sq. km.

• POPULATION: (3.6 m) mid 2012

• CAPITAL: Muscat

• LIFE EXPECTANCY ( 2012 ): 75.4

• POPULATION DENSITY: 11.6

• The SULTANATE IS DIVIDED INTO 11 MAIN

ADMINISTRATIVE Governorates

• GDP per capita ( 2011 ) : US $ 21,236

• GNI per capita ( 2011 ): US $ 20,025

• CURRENCY: 1 OMR = US $ 2.58

• TIME DIFFERENCE: GMT + 4 hours

* Source : National Center of Information & Statistics - Oman

STATE AUDIT INSTITUTION 4

Evolution of State Audit Institution (SAI)

1970 Department under Ministry of Finance

1981 Directorate General under Ministry of Diwan Affairs

1999 Operational Independence

2000 State Audit Law

2011 Updated Sate Audit Law

STATE AUDIT INSTITUTION 5

• Protect the State public funds and private funds• Ensure the enforcement of Laws, regulations, systems and decision• Prevent conflicts of interest and financial or administrative

violations • Detect deficiencies or weaknesses in the applicable financial and

administrative laws , regulations and systems in force and recommend measures for rectification

• Abide by the principles of transparency in financial and administrative dispositions

• Carry out preventive audit • Evaluate the performance of the entities (EEE’s)• Detect the reasons for deficient output and performance

Objectives

STATE AUDIT INSTITUTION 6

• Report directly to Chairman Office

• handle complaints management

• promote SAI communication channels both internally and externally

• awareness towards transparency, public accountability and audit

Community Relations Department (CRD)

STATE AUDIT INSTITUTION 7

Complaints Window

• Electronic form for feedback and complaints

• Launched in Jul 2011

• Around 377 feedbacks and complaints were registered

• Objectives :– Activate E-participation concept – Create new channel with citizens– Enhancing Information Exchange– Involve citizen in combating corruption

STATE AUDIT INSTITUTION 8

Complaints Window

http://www.sai.gov.om/en/Complain.aspx

STATE AUDIT INSTITUTION 9

SAI Mobile App

STATE AUDIT INSTITUTION 10

Concern Dept.•Verification • Inspection Results

Community Relations

Dept.

Through Window

complaint

Chairman Office•Take Action

Complaint Process Mechanism

STATE AUDIT INSTITUTION 11

Statistics of Complaints and Notices (2011-2012)

Financial and administrative ir-regularities

Financial Administratives irregu-larities

Authority Abuse

Public Disruption

Improper Assigning in Tenders

Other

0 20 40 60 80100

120140

160180

200

20112012

STATE AUDIT INSTITUTION 12

The Impacts

• Social Impact

- Created mechanism for redressal of Citizens grievances.

- Established mechanism where whistle blowers can escalate red flags to SAI.

- Improved the faith of citizens in administration. - Strengthened compliance with internal control.

- Contribute to Good Governance.

- Citizens become a partner in ensuring transparency.

STATE AUDIT INSTITUTION 13

The Impacts … (cont.)

STATE AUDIT INSTITUTION 14

Achievements

• 377 audit engagement were taken up based on identified malpractices from the complaints.

• About 30 cases referred for investigation by the SAI to the public

prosecution.• 2011 approximately USD 883 Million of public funds were recovered

and saved. Highest support from the SAI Chairman, was key to its Success

STATE AUDIT INSTITUTION 15

Marketing and Awareness

• Citizens have rights for quality service from government and the protection of public funds and assets.

• Good feedback from customers and citizens along with their responses from social media network, online chat forum, Facebook & Twitter , etc, provided the impetus for SAI to uphold their roles with integrity and honor.

• Government organizations are now more receptive of public feedback and SAI’s recommendations.

STATE AUDIT INSTITUTION 16

Marketing and Awareness

STATE AUDIT INSTITUTION 17

Our Fliers

STATE AUDIT INSTITUTION 18

Constraints and Lessons Learnt

• Need to carry out business process re-engineering and setting out the policy and procedures on handling the complaints before launching the E- Complaints window

• The competencies of the staff handling and managing the complaints had to be ascertained before putting them on the job. This would reduce any adverse communication.

• Implementing the initiative was very tedious and demanding. If more time were available, the IT system could be integrated into the main Audit Management System. Through the use of dashboard for monitoring and tracking the situations, the SAI can monitor and enhance strategic planning and reporting.

• Provide automation and linking for every audit team so that they can connect with the SAI Head office anywhere and anytime. This would assist in expediting their communications with the Head office.

STATE AUDIT INSTITUTION 19

THANK YOU