HR support strengthened Supreme Audit Institutions in the Pacific region

When the human resources development project was launched with the Supreme Audit Institutions in the Pacific region and the Swedish National Audit Office, no one knew the impact it would have. Several Supreme Audit Institutions in the region lacked HR functions and those who started to drive the change were auditors, several of whom lacked human resources skills. An influx of new knowledge and working methods changed things.

For four years, the Swedish National Audit Office has been supporting island countries that the Pacific Association of Supreme Audit Institutions (PASAI) considers to be in most need of development. This involves island countries in the Melanesia, Micronesia and Polynesia regions.

Competency and training methods emerged

It started with small steps to identify real – rather than large – needs, that could be significant for auditing. Participants knew what changes would be required to strengthen their organisation’s ability to recruit and train employees, but they needed help finding good HR tools and processes.

Sinaroseta Palamo-Iosefo, Program Director at the PASAI Secretariat responsible for HR, initiated the project. She sought collaboration with the Swedish National Audit Office, where she knew there was experience and expertise in human resources. leadership and pedagogy in international development cooperation.

Sinaroseta describes how, through her experience in the project, she has gained more indepth knowledge on how she can effectively support the 20 Supreme Audit Institutions (SAIs) included in the programme. In particular, she has gained greater understanding of methods in adult education.

“As Program Director of HR, I had the opportunity to be involved in all phases of the project and, to a large extent, in its implementation. It enabled me, with a background as a financial auditor, to gain new knowledge and learn how to apply it,” Sinaroseta explains.

With the support of HR and leadership experts at the Swedish National Audit Office, participants learned what HR processes such as recruitment, employee performance reviews and skills development entail. They also engaged in practical training to support their respective organisations.

Minor changes with major outcomes

Over the course of the project period, the results became visible throughout the region. Some SAIs developed their first induction programmes for new employees. Some SAIs drafted their first strategies on how human resources can create value for the organisation. One SAI set up wellness initiatives to take care of its employees.

Participants were given a better opportunity to fulfil their HR remit through structure and planning. Community and insights about HR helped all participants to gain knowledge and courage to drive change within the respective organisations.

The collaboration evolved and participants began to support each other across island countries and time zones; an informal network emerged. Through emails, messages and phone calls, they found common solutions to persistent problems. Despite major distances and different cultures, a sense of familiarity emerged.

Close collaboration, despite mostly online contact

The project consisted of three parts: developing a common HR strategy, conducting a major HR training initiative and a tailored HR handbook for SAIs in the region.

While the project group met in person on a few occasions to share starting points, follow up on learning and build long-term relationships, most of the collaboration took place online. Although time differences were a challenge and internet connections were sometimes interrupted in the middle of a presentation, the sense of commitment endured. Through the computer screen, relations grew and assignments set between in-person meetings built competence.

New way of viewing independence

One of the most unexpected effects of the project came when some SAIs began to link HR efforts to their organisational independence. To be an independent SAI, you need the ability to manage your own staff policy. This project opened that opportunity.

“The project has elevated SAIs’ awareness of the importance of having organisational independence and the impact it has on a SAI’s ability to establish a well-resourced HR function. SAIs were encouraged to strengthen their HR practices and introduce established processes, as it can be a catalyst for them to achieve independence,” says Sinaroseta.

For the first time, several SAIs were able to show that they had both the structure and capability to assume responsibility for their HR function – an important aspect for an autonomous organisation. Some SAIs approached their parliaments and were granted greater independence. The SAI of Tuvalu is an example of an authority that, through its efforts, has succeeded in increasing its independence.

Efforts continue and more colleagues are getting involved

Now efforts in the region continue independently. PASAI runs webinars on its own. Former participants help to train more colleagues who can learn about their experiences. The Secretariat is planning how to continue strengthening and developing its HR expertise.

“Capacity development takes time if you want to achieve enduring results. The training programme was delivered over 18 months – the longest programme so far within PASAI. We achieved the project goals and the impact is enduring,” Sinaroseta concludes.

The efforts have already inspired others in the region and worldwide within the International Organisation of Supreme Audit Institutions (INTOSAI). The efforts have also highlighted the specific challenges facing small countries and led to a continued focus on strategic HR issues through a global initiative.