Touching down in Tashkent this March, the IDI team was warmly welcomed to the offices of SAI Uzbekistan—a young and ambitious Supreme Audit Institution (SAI) at a turning point in its development.

What began as a relationship-building visit quickly grew into something more meaningful: the beginning of Uzbekistan’s inclusion in the Global SAI Accountability Initiative (GSAI). This flagship programme, led by IDI and the INTOSAI Donor Cooperation (IDC) and funded by the European Union, provides deep, tailored support to SAIs operating in some of the world’s most challenging contexts.

For SAI Uzbekistan, this moment marks a key milestone. For IDI, it signals a broader shift as we expand our engagement in Central Asia, a region showing increasing openness to reform, stronger public institutions, and deeper international cooperation.

From Oslo to Tashkent: A Growing Connection 

The seeds of this collaboration were planted when colleagues from SAI Uzbekistan took part in a high-level delegation visit to the Norwegian National Audit Office and Parliament, known as Stortinget, and to IDI’s headquarters in Oslo, co-hosted by the World Bank. 

The visit, taking place in early March, gave SAI Uzbekistan valuable insight into new oversight practices and sparked greater interest in IDI’s initiatives, including GSAI. Kudrat Erimmetov, Chief Inspector at SAI Uzbekistan, (pictured right) noted, “Being in the room with other SAIs showed us what’s possible and motivated us to think beyond daily tasks, toward long-term development. Our team is young, open to change, and eager to learn.”

Shortly after the successful conclusion of the Oslo visit, SAI Uzbekistan joined the GSAI Phase 2 Workshop held in Tashkent as an observer and as the host SAI. Being part of that space, surrounded by experienced GSAI peers like other Central Asian SAIs and peer mentor SAI Poland, gave them the opportunity to connect directly with those driving the initiative. It also helped everyone gain a clearer understanding of the strengths and specific support needs of this evolving SAI.

And in a real sense, that’s where their onboarding to the GSAI journey began.

A Young SAI with Big Ambitions

Formed only a few years ago, SAI Uzbekistan has a vision to build its audit capacities and to strengthen institutional oversight. While the staff is still laying foundational elements, like a long-term strategic plan, they’ve already made bold strides in some areas—particularly in digitalisation.

During IDI’s visit, SAI Uzbekistan showcased their integrated digital platform, a cutting-edge system that connects the SAI to the wider public financial management ecosystem. The platform, which enables real-time audits and remote oversight, stands out as a potential best practice in the region.

 “SAI Uzbekistan has shown impressive results in the digitalisation of the audit process and expanding access to public financial data and analysis. Their strength lies in these areas,” said Nazgul Albanova (pictured right), Manager at IDI and Head of the GSAI. “However, having only been established as an SAI in 2021, they need support in strengthening capacities in audit quality, strategic management and stakeholder engagement as well.” 

That’s where the initiative’s unique approach comes in: we build on what’s working and bring in peer support to address what’s not yet in place.

What's Next for SAI Uzbekistan?

We are pleased to announce that SAI Uzbekistan is now part of GSAI’s support portfolio and will work with INTOSAI’s network of peer SAIs to focus on enhancing the institution’s strategic management practices.

This includes conducting a SAI PMF (Performance Measurement Framework) assessment and supporting the development of the SAI’s strategic plan—an essential step in building institutional resilience and credibility. The SAI will also be joining the upcoming round of IDI’s Strategy, Performance Measurement, and Reporting (SPMR) Initiative, supported by the Swiss Secretariat for Economic Affairs (SECO), which will address its performance assessments, strategic and operational planning, monitoring and reporting efforts.

With experts now on board, the next step is to provide direct mentorship and support to SAI Uzbekistan through the help of peers. This growing cooperation is also strongly supported at the national level, including backing from Uzbekistan’s Ministry of Finance, a clear signal that institutional strengthening is a national priority.

“We are proud to join the GSAI programme. It’s a strategic opportunity to strengthen our institutional capacity with support from experienced peers,” said Erimmetov (pictured above).

Why It Matters

At IDI, we know that trust in public institutions doesn’t come easily. It must be earned and built over time.

That’s what the Global SAI Accountability Initiative is all about: working shoulder-to-shoulder with SAIs in some of the world’s most complex governance environments, and helping them build the foundations of credibility, relevance, and independence.

Having met SAI Uzbekistan’s representatives at the Tashkent workshop (pictured with participants above), SECO’s Mavzuna Shozodaeva, shared, “SAIs are playing a vital role in ensuring strong public financial oversight. This benefits the whole macroeconomic system and public financial management of the country. These efforts will further enhance financial accountability, promote transparency, and support good governance in the region.”   

GSAI isn’t about quick fixes—it’s about building a strong foundation. With SAI Uzbekistan now joining this dynamic peer support network, we’re not just expanding the GSAI portfolio. We’re strengthening the future of accountability in Central Asia, one partnership at a time.

📽️ Stay tuned for more:
We will be sharing insights from our partners across the GSAI network over the coming weeks. Until then, keep an eye on our social media as we welcome SAI Uzbekistan into the fold and if you’d like to know more about Global SAI Accountability Initiative, check out our page.

How do public institutions rebuild trust in a region where oversight is often overlooked, and audit reports gather dust, unseen by the very people they are meant to serve?

This question was at the heart of a recent three-day planning workshop in Belize City, Belize where IDI brought together beneficiary and peer partner Supreme Audit Institutions (SAIs) to co-design the next phase of the Global SAI Accountability Initiative (GSAI), funded by the European Union.

In Dominica and Belize, countries where the respective SAIs and their audit reports historically have had low public visibility, this event marked more than a planning meeting. It was a signal that their institutions matter, that reform is possible, and that they're not alone on the journey.

Peer Support in Action: Shared Learning, Shared Ownership 

Hosted from 13–15 May 2025, the GSAI Phase 2 workshop welcomed participants from SAI Dominica, SAI Belize, peer partners from SAI Latvia and SAI India, and key donor representatives from the US Embassy and the World Bank. The energy in the room was clear: this wasn’t a typical meeting, but a collaborative planning space anchored in peer-to-peer exchange and trust.

“Peer support in GSAI isn’t just about sharing knowledge — it’s about sharing responsibility and lifting each other up,” said Anne Marie George of SAI Dominica. “That has made a lasting impression on us.”

These relationships are the cornerstone of GSAI. The initiative connects SAIs from across the globe to foster mutual learning, long-term mentorship, and hands-on support tailored to each SAI’s context. And the results are showing.

“Through the initiative, we have been in the process of customising our audit manuals and working papers, which will further standardise our audit processes — it’s a big step forward for consistency and quality,” shared Maria Rodriguez, Auditor General of Belize. She emphasised that thanks to GSAI important updates and stakeholder engagement had begun, stating, “We’ve aligned over 80% of our audit work with international standards, and we’ve taken bold new steps, like initiating donor collaboration, for the first time.”

Strong Peer Relationships Are Building Bridges That Last 

What makes GSAI unique isn’t only its technical depth— it’s the human connection at the heart of its peer-to-peer network. Appreciation of the built-in mentorship and inclusion came up repeatedly in participants’ reflections during the event. 

“One of the most powerful parts of our GSAI journey was the mentorship we received from SAI Latvia,” Anne Marie George added. “They didn’t just share technical skills, they welcomed us, included us in their workflow, and showed us the value of inclusivity and ethical leadership. That experience deeply shaped how we work back home.”

For the peer SAIs, too, the learning was reciprocal. Silvija Nora Kalniņš from SAI Latvia reflected, “Working with an SAI we never expected to collaborate with—so far away yet facing such similar challenges— opened our eyes to new ways of working. It reminded us to be respectful of one another, to appreciate different approaches, and to reflect on how far we’ve come.”

This spirit of solidarity was especially meaningful in a regional context where the impact of these SAIs has been hindered by their limited visibility.

In Belize, the SAI has been unable to publish any audit reports to date. Yet now, with strengthened processes and a new strategic plan under development, the SAI has begun engaging key stakeholders like Parliament and donors while preparing for public outreach.

Elevating the Role of SAIs Means an Investment in Stronger Governance 

Run jointly by INTOSAI Development Initiative (IDI) and the INTOSAI Donor Cooperation (IDC), the GSAI programme has empowered SAIs to take ownership of reform, demonstrate relevance, and engage constructively with both citizens and policymakers. 

In its second phase, GSAI will not only support technical improvements but also help raise the profile of participating SAIs and strengthen stakeholder engagement. At the workshop, partners such as the World Bank and the US Embassy advocated for increased advocacy efforts to ensure lasting impact. Their message was clear: SAIs must boost the visibility and use of their work, and clearly show how they contribute to good governance and democracy.

Karan Vora from SAI India, who has been mentoring SAI Belize, shared, “Peer support means learning from how another SAI functions, understanding the different contexts they work in, and helping them overcome those challenges.”

That context sensitivity is part of what makes GSAI so effective. It isn’t a one-size-fits-all solution. It’s a transformative platform that’s rooted in trust, adaptability, and learning from one another.

From Planning to Impact: What’s Next for SAIs in the Region?

The Belize Workshop marked the transition from GSAI’s first phase, which focused on laying foundations, to a more ambitious Phase 2 centred on strategic readiness, sustainability, and scale.

Together, SAIs used the workshop as an opportunity to co-develop their Phase 2 plans, align expectations, and take stock of the initiative’s progress with INTOSAI peers.

As IDI facilitator and Senior Manager Godwin Matte from IDI’s GSAI programme team noted, “Peer to peer support lies at the heart of the INTOSAI community, and this programme is a strong reflection of that spirit, as shown through the established partnerships between the four SAIs.” 

With these plans in motion, SAI Belize and SAI Dominica are not just beneficiaries — they are now active partners working towards better accountability and oversight in the Caribbean region. And as GSAI continues to grow, their stories remind us that even in the most challenging contexts, institutions can evolve, trust can be built, and oversight can become a force for real change.

When the work of SAIs is visible, empowered, and connected, everyone benefits.

 Learn more about this initiative

From 3–7 March 2025, a delegation from the Supreme Audit Institutions (SAIs) of Kazakhstan, Kyrgyz Republic, and Uzbekistan, along with representatives from the World Bank, visited Oslo for an intensive and enriching workshop and knowledge exchange. Hosted by the INTOSAI Development Initiative (IDI), the visit facilitated meaningful discussions on audit quality management, strategic planning, and parliamentary engagement, with key contributions from the Norwegian National Audit Office (NAO) and the Norwegian Parliament’s Public Accounts Committee. 

A Mission for Strengthened Accountability 

The visit was part of the World Bank-funded Central Asia Supreme Audit Institutions (CASAI) project, which aims to enhance the performance and accountability of public institutions by strengthening SAIs' capacities. As part of this initiative, the Oslo visit provided a crucial opportunity to deepen cooperation, exchange best practices, and identify pathways for future collaboration between IDI, the World Bank, and SAIs in Central Asia. 

Insights from IDI: Global Initiatives and Audit Quality Management 

The delegation’s engagement began at IDI’s Oslo offices, where they gained an in-depth understanding of IDI’s mandate, met with IDI staff and became familiar with its various global initiatives supporting SAIs worldwide. Discussions highlighted how Central Asian SAIs could leverage IDI’s global support mechanisms, such as PESA (Professional Education for SAI Auditors) to enhance their audit capabilities, and SIRAM (SAI Rapid Advocacy Mechanism) to respond to threats to their independence. 

A key highlight was the Quality Management Seminar, where IDI experts provided a high-level overview of audit quality management, aligned with the new ISSAI-140 standard. The session emphasised the importance of embedding quality into the audit process to ensure credibility, efficiency, and value-added oversight. 

Engaging with the Norwegian Parliament: Strengthening Legislative Oversight 

On the second day, the delegation visited the Norwegian Parliament (Stortinget) to explore how parliamentary oversight mechanisms function in Norway. They met with parliamentarians and leading members of the Committee for Scrutiny and Constitutional Affairs, who shared insights on how the Norwegian Parliament ensures accountability through its collaboration with the NAO and its review of audit reports. 

This session sparked thought-provoking discussions, with delegates reflecting on how their respective SAIs could strengthen their engagement with their national parliaments to enhance accountability. 

Learning from NAO Norway: Strategic Management and Stakeholder Engagement 

Later, at the NAO office, delegates were welcomed by senior officials who provided an overview of NAO’s legal framework, responsibilities, and engagement with key stakeholders, including the government and the public. They discussed NAO’s strategic planning approach, performance measurement systems, and the role of the Auditor General in ensuring transparency and accountability. 

This visit was particularly impactful for the Central Asian SAIs, who were keen to explore ways to refine their strategic management processes and stakeholder engagement frameworks. The session underscored the importance of maintaining independence while actively engaging with government institutions and civil society to drive meaningful reforms. 

Charting a Path Forward: Strategic Planning for SAIs 

The final day featured a Strategic Management Seminar led by IDI experts. The session covered essential aspects of strategic and operational planning, including identifying strategic issues, developing results frameworks, and implementing performance monitoring systems. 

Discussions highlighted the role of strategic planning in adapting to emerging challenges and ensuring that SAIs remain agile, effective, and relevant in their oversight roles. 

A Commitment to Continued Collaboration 

As the delegation prepared to depart, it was evident that the visit had fostered a stronger foundation for collaboration between IDI, the World Bank, and the Central Asian SAIs. The participants left with a deeper understanding of best practices in audit quality management, parliamentary engagement, and strategic planning, as well as a renewed commitment to strengthening their institutions. 

This visit marks an important milestone in strengthening accountability in Central Asia. By fostering partnerships, promoting peer learning, and sharing best practices, IDI and its partners continue to play a vital role in advancing the capabilities of SAIs worldwide. The discussions and connections formed in Oslo will serve as a catalyst for ongoing collaboration with the World Bank and other global accountability actors, ensuring that SAIs in Kazakhstan, Kyrgyz Republic, and Uzbekistan are well-equipped to enhance public sector accountability and transparency in their respective countries. 

Congratulations to the SAI of Lebanon who entered in 2024 into a partnership with the SAI of France and IDI as part of the Global SAI Accountability Initiative (GSAI)!

On 2 May, the Court of Accounts of Madagascar held a symposium on the follow-up of its work with representatives from the Courts of Accounts of France and Morocco.

The Court of Accounts of Madagascar is getting prepared for auditing relevant topics in 2023 and ensuring effective control of public spending for the benefit of citizens.

The first Annual Performance Report (2021) for TANTANA, the capacity development project for the Court of Accounts of the Republic of Madagascar, has been released.

The Court of Accounts of Madagascar, in accordance with #ONU and #SDG16, is strengthening their risk analysis methods to ensure effective control of public spending.

IDI and AFROSAI-E have entered a new phase of collaboration with the federal Office of the Auditor General of Somalia.

The Court of Accounts of Madagascar works with peers from SAI Norway to improve planning efforts for upcoming performance audits.

Norad grant funds a three and half years Peer Support Project for SAI DRC from January 2022

The Court of Accounts of Madagascar prepares to contribute to the promotion of gender equality.