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ALRAQABA . ISSUE 15
Strategy
the decline in oil prices and the need to modify
the demographic composition. However, SAB
did not neglect the importance of its control
role in light of the current conditions and rapid
changes witnessed on the global and local
scene and amid the diverse variables and
factors affecting the performance of institutions.
SAB’s achievements had direct impacts on
realizing its ambitious strategic goals in the
past year. Those achievements continued and
the missions for this year were successfully
accomplished; it was an exceptional year for
its events and achievements.
In addition, the concept of strategic
management is widely used in contemporary
institutions with the aim of achieving ambitious
results and goals. It includes targets, policies,
and major directions adopted by the institution,
from which sub-goals are derived to deal with
the main issues of the institution. Strategic
management involves annual performance
monitoring using Key Performance Indicators
(KPIs), which entails that the targeted results
must be determined to serve as the base for
monitoring performance and assessing the
detailed achievements.
The strategic plan development:
In finalizing the new strategic plan, SAB has
reconsidered the arrangement and prioritization
of goals included in this plan in order to manage
change in line with the current circumstances
and incidents. This step was aimed at
attaining a comprehensive strategic plan that
corresponds to SAB’s vision and mission for the
continued development in its control functions,
taking into account the principles of impartiality,
objectivity, efficiency, and high professionalism.
Further, the development of the new strategic
plan was intended to ensure compliance to the
professional standards in order to realize an
integrated strategic plan that corresponds to
the passion and ambition of SAB. The building
blocks of this plan were set based on a clear
methodology in line with the professional
practices issued by the INTOSAI Development
Initiative in December 2020 (i.e. the IDI’s SAI
Strategic Management Handbook). SAB has
adopted this handbook, which serves to assist
the INTOSAI member SAIs in preparing their
strategic plans. According to the SAI Strategic
Management Handbook, strategy development
is mainly based on gap analysis using SAI
Performance Measurement Framework (SAI
PMF), in addition to identifying the needs and
opinions of stakeholders and focusing on
measuring results.
In line with the vision of a new Kuwait 2035,
SAB’s strategic plans are developed in
accordance with the government’s development
plan, taking into consideration the nature
of SAB’s activities. In order to activate the
concept of strategic management and follow
the example of international audit organizations
in the sustainable and economic development
fields, a new five-year strategic plan has been
developed. The strategic plan of SAB is of an
audit nature. It represents a paradigm shift
and a remarkable advancement that serves
to clarify the roadmap for SAB to achieve its
vision. In addition, this plan brings together
our aspirations and guides us towards pushing
the limits of our creativity and capacities while
focusing on the
“audit work”
, which is the
core business of SAB. In carrying out our
audit work, it is imperative to be constantly
committed to realizing the values of SAB’s
vision, i.e.,
Independence, Professionalism,
Accountability, and Improvement.
Such basic
principles and values shall remain the same
and may not change over time; It is how we
deal with the new challenges of those principles
