EUROSAI. Magazine N21 - 2015

years of fruitful cooperation 5 EUROPEAN ORGANISATION OF SUPREME AUDIT INSTITUTIONS 25 th ANNIVERSARY OF EUROSAI 53 www.eurosai.org · N.º 21 - 2015 national legislation, with EUROSAI’s support for their development and for the design of methodologies. For its part, the strategic goal aimed at knowledge sharing is addressed to promoting cooperation between EUROSAI’s members and with INTOSAI and other external partners. EUROSAI’s challenge here is being able to establish a dynamic and active cooperation framework, encouraging the exchange of experiences and the development of joint audits and other shared initiatives that respond to the challenges the SAIs face and encouraging mutual understanding of the results of the members’ individual work and that carried out by working groups and task forces operating in EUROSAI. The fourth objective of the EUROSAI Strategic Plan (governance and communication) seeks to align, organise and discipline the Organisation as a whole and the way it operates at the service of the other three strategic goals, ensuring the highest standards of quality in accordance with the principles of good governance and effective communication. EUROSAI has also assumed a special commitment to the SAIs’ independence, understood as an indispensable guarantee of the transparency and integrity of public management, which led it to adopt a Declaration in 2011. Thus, it formally adhered to the initiative brought by INTOSAI in this area before the United Nations, which has already borne fruit in the form of resolutions adopted by the General Assembly, in particular Resolutions A/66/2099 of 22 December 2011 and A/RES/69/228 of 19 December 2014. EUROSAI was born from the will to promote understanding and professional and technical cooperation through the exchange of ideas and experiences in the auditing of public funds and the need to address common challenges together. The Organisation has grown and changed with the emergence of new perspectives for its members. In fact, its raison d’être is based on remaining closely linked to above-mentioned processes and promoting the transformation and adaptation of the SAIs in its environment. This can be seen in the great change made EUROSAI by the Strategic Plan 2011-2017, whose objectives adapt, almost as a mould, to the new challenges facing SAIs in the current environment of public management In its maturity, EUROSAI has solid pillars on which it is based and the corresponding roadmap to support and contribute to the SAIs’ organisational and technical skills in the performance of their duties, the strengthening EUROSAI Training Committee (London, 2000)