This component focused on strengthening NAC’s capacity to deliver high-quality audits across key sectors. It aimed to improve the timeliness, scope, and quality of financial, compliance, and performance audits, contributing to more transparent and accountable public financial management.

This component supported efforts to reinforce NAC’s legal framework and independence. It involved technical guidance on revising the Audit Act and enhancing institutional safeguards that promote the autonomy and authority of the National Audit Chamber within South Sudan’s governance architecture.

This component aimed to modernize NAC’s audit systems and methodologies in line with international standards. It promoted digitalization, standardized audit practices, and improved planning and review mechanisms to ensure consistency, efficiency, and ISSAI compliance in audit execution.

Support under this component targeted stronger institutional governance and strategic management. It emphasised operational planning, performance monitoring, and ICT-driven systems to enhance coordination, internal reporting, and the overall management of audit operations.

This component focused on building NAC’s human capital and professional capacity. It promoted structured training, professional certification, and performance management systems to strengthen the competence, integrity, and motivation of audit staff.

This component sought to deepen NAC’s engagement with key oversight stakeholders, including the National Assembly, auditees, and the public. It aimed to improve awareness, dialogue, and transparency through structured communication and knowledge-sharing platforms.

Strengthens the Court of Accounts’ capacity to plan, conduct, report and follow up on performance, compliance and financial audits with high relevance and priority, as well as public policy evaluations. Through peer coaching and on-the-job guidance, it builds staff competencies, enhances audit quality, and develops manuals, tools, and governance systems supporting the auditing process.

Strengthens the efficiency and quality of jurisdictional controls carried out by the Court of Accounts and Financial Tribunals. It focuses on improving processes for clearing and judging public accounts, addressing backlogs, modernizing methodologies and digital tools, and providing tailored training and coaching. Output includes updated guidance materials, faster and higher-quality account judgment, and enhanced staff capacity.

Seeks to enhance the Court of Accounts’ communication with the National Assembly, Government, civil society, and media. It focuses on implementing the stakeholder engagement strategy, strengthening outreach tools, and training staff and journalists to make audit results more accessible and impactful. The impact is improved visibility, public understanding, and citizen trust in the Court’s role in promoting good governance, integrity, and transparency.

Aims to strengthen the legal framework governing the Court of Accounts, to reinforce its institutional independence and autonomy. It focuses on analyzing existing legislation, drafting proposals and supporting stakeholder engagement and advocacy for reform. Following its 2023 budgetary elevation improving financial autonomy, efforts continue to enhance functional and administrative independence and build greater awareness and support among national decision-makers.

Supports the Court of Accounts in strengthening strategic management, governance, and ethical standards to enhance its own transparency and accountability. It includes guidance on planning, budgeting, monitoring, and change management, alongside the development of a Code of Ethics aligned with international standards and staff training on integrity and conduct.

Supports the digital transformation of the Court of Accounts to improve audit quality and organizational efficiency. It includes developing an ICT strategy and management systems, providing essential infrastructure and digital audit tools, digitalizing audit processes and archives, and introducing software for data analysis. Staff members have been trained in ICT management and data-driven analysis to enhance performance.

Supports the Court of Accounts’ staff by developing a comprehensive HR strategy, training and professional development plans, and recruitment improvements, to fulfill its mandate. This component also promotes gender equality, aligning HR policies with regional strategies to increase women’s participation in leadership and foster an inclusive institutional culture.

Ensures effective project implementation through strong involvement and commitment of CdC members. A Steering Committee and Coordination Team, led by the CdC, oversees progress, aligns activities with institutional priorities, and ensures transparency. CdC leadership drives coordination, learning, and communication with IDI, USAID, and other development partners.

The programme worked to increase the scale and quality of peer-to-peer engagement, enabling coordinated and effective support from more experienced SAIs to those operating in fragile and resource-constrained contexts.

It developed strong capacities among SAIs and partners in areas such as strategic change management, coordination, and learning, while integrating gender, diversity, and inclusion considerations. The programme also supported knowledge exchange on emerging themes, including COVID-19-related audits.

The programme contributed to global learning by documenting and disseminating good practices and success stories from SAIs in challenging contexts, demonstrating how targeted peer support and collaboration can drive institutional strengthening and performance improvement.