Strategic Leadership Workshop turns people, processes and partnerships into a practical reform agenda

Deputy Auditors General from across the AFROSAI-E region have set out a practical leadership agenda to help Supreme Audit Institutions (SAIs) remain credible, agile and relevant in a rapidly changing public-sector environment. Meeting under the theme “Strengthening People, Processes and Partnerships,” the 2026 Strategic Leadership Workshop focused on how senior SAI leaders can turn shared challenges into coordinated action.

The workshop combined expert insights, case studies and peer learning to explore the leadership choices that will shape audit impact in the years ahead. Discussions centred on stakeholder engagement, quality management, digital transformation, emerging accountability risks, and the people-management practices needed to build resilient institutions.

A reform agenda built on seven priorities

A key outcome of the workshop was the identification of seven action areas for Deputy Auditors General to take forward in their institutions. Together, these priorities present a practical roadmap for strengthening SAI performance through innovation, effective follow-up, quality, agility, digitalisation and stronger people management.

Innovation and learning at the centre

Participants emphasised that SAI leadership must foster cultures of innovation and continuous learning. This includes empowering staff to test new ideas, recognising creative problem-solving, learning from mistakes and embedding lessons into everyday practice. The message was clear: institutions that learn quickly are better positioned to adapt to complex governance environments.

From audit findings to accountability reform

Another major focus was the need to strengthen stakeholder engagement and ensure that audit recommendations are systematically tracked and acted upon. Communications functions were positioned not merely as administrative or public-relations units, but as strategic hubs that help audit findings reach the right audiences, support informed action and protect institutional independence.

Leaders also called for transparent, digitalised systems to monitor the implementation of recommendations. Such platforms can assign responsibility, track progress in real time, flag delays and escalate unresolved issues, helping turn audit follow-up into a shared accountability mechanism.

Quality, agility and digital transformation

The workshop reinforced the importance of implementing ISSAI 140 and embedding a culture of quality, integrity and excellence. Participants highlighted teamwork, trust, effective communication and data-driven monitoring as essential ingredients for audit quality that goes beyond compliance and strengthens public confidence.

Deputy Auditors General were also encouraged to build institutions that can identify and respond to emerging risks before they escalate. By aligning audit timing, scope and depth with the nature of each risk, SAIs can produce findings that are timely, relevant and capable of driving meaningful reform.

Digitalisation emerged as a strategic enabler rather than a technical upgrade. While technology can improve transparency and efficiency, participants stressed the importance of keeping human judgement, oversight and accountability at the centre. Investment in digital skills, infrastructure, governance and partnerships will be critical for SAIs seeking to remain credible in a fast-moving digital era.

People and partnerships as drivers of impact

The discussions underscored that SAI effectiveness depends not only on technical standards, but also on how people are inspired, supported and coordinated. Clear performance expectations, empathy, open communication, capacity development and transparent feedback were identified as foundations for motivated teams and sustainable institutional improvement.

Partnerships were a recurring thread throughout the workshop. Whether through peer learning, technical collaboration, training partnerships or regional exchange, participants recognised that SAIs can expand capacity and accelerate innovation by learning with and from one another.

A leadership community ready for action

By the close of the workshop, Deputy Auditors General had moved from reflection to action, translating shared learning into a leadership agenda grounded in people, processes and partnerships. The result is a stronger regional leadership community with a common focus: building Supreme Audit Institutions that are resilient, innovative and better equipped to safeguard public accountability.