ALRAQABA . ISSUE 15
85
Strategy
that may change. We may form a robust moral
order to guide our performance, behavior,
and professional relations inside and outside
SAB. This step would, above all, lead to the
success of this control edifice, supported by the
capacities of SAB’s staff.
Additionally, SAB is keen to enhance the
professional relations at the international
organizations level in the fields of financial audit
and control. It also believes in the importance of
exchanging experiences and expertise, which
would contribute to promoting and developing
the capacities within SAB. Therefore, SAB has
set out a special goal on this particular aspect
under its strategic plan in order to ensure more
effective control processes in the future.
Survey and data collection:
This plan complements the previous four
strategic plans of SAB and supplements the
continuous efforts of the senior management
in strengthening the foundations of SAB to
be one of the leading SAIs in this domain. It
also contributes to ensuring the improvement
of the audit functions, in cooperation with the
concerned sectors, in order to tighten control
over public funds in line with SAB’s law of
establishment No. (30) of the year 1964 and
its amendments. Therefore, the success of the
integrated strategic plan requires consolidated
efforts by all SAB members, who shall
acknowledge the value of the missions and
tasks they perform to develop their SAI.
Upon reviewing the proposals that were
received from the sectors, it was found that the
good processes of applying, following up, and
evaluating the strategic plans depend on the
number, efficiency, and simplicity of the used
forms. In the strategic plan for the years 2016-
2020, seven forms were used. However, the
number of forms used in this plan
has been reduced to two only; a
form pertaining to the definition
of the strategic goals for the
coming year and another form for
following up the strategic goals
performance. These two forms
are simplified to contain only
basic information to facilitate their
completion and follow-up.
The most important concepts
and terms used in SAB’s
strategic plan for the years
2021-2025:
Strategic planning:
It is a
systematic process under which
the institution agrees on priorities
that are critical to its mission
and in line with its environment.
It includes the formulation of
the mission, vision, and core
values that define the strategic direction of the
institution. This process also involves setting out
main and sub-goals that describe the path the
institution intends to adopt to achieve its vision
and accomplish its mission.
Slogan:
Each strategic plan has a distinctive
and clear motto that conveys its message.
Mission Statement:
The purpose of
establishing the institution.
Vision:
It describes what an institution or
organization desires to achieve in the long
run through a well-studied strategic plan. It
involves visualizing the future of the institution in
accordance with the institution’s mission.
