The NAOF’s final accounts 2021: We have strengthened the preconditions for high-quality audit activities

The audit and monitoring activities of the National Audit Office (NAOF) aim to ensure that state funds are used appropriately and in accordance with Parliament’s decisions and the law. The NAOF performed this core task as planned in 2021.

Since the summer of 2021, the National Audit Office has strengthened its audit and monitoring resources, prioritized its development activities, and reassessed the scope and practices of its international cooperation. These measures have enabled us to continue high-quality audit and monitoring activities. We have actively informed our key stakeholders about our audit findings, audit planning, and the quality control of audits.

The operating expenses of the National Audit Office amounted to EUR 15,8 million in 2021, of which 80 per cent, i.e. EUR 12,7 million, consisted of personnel expenses.

The working time used for audit and monitoring activities in 2021 increased by ten person-years from the previous year. A total of 84 audit reports were completed, whereas in 2020 the corresponding figure was 82. The implementation of audit recommendations was monitored by carrying out follow-ups of 27 audits. The number of expert opinions and hearings increased considerably.

The working time used for other core activities decreased by ten person-years. Other core activities include the NAOF’s operational planning, development, management and leadership, stakeholder activities, international activities, and quality, evaluation and complaints activities.

The share of support activities increased by two person-years due to, for example, the introduction of a case management system and the processing of requests for information.

The management model introduced in 2019 was assessed in autumn 2021. The entire staff participated in the self-assessment, which provides a foundation for the reform of our organization and management model.

The National Audit Office has reviewed its guidelines and practices of financial administration and other administration. We have also established a procedure for monitoring customer loyalty points related to official travel. In addition, we have created a model for ex-post reporting of the Auditor General’s travel expenses and other expenses.

In 2022, the National Audit Office will develop its management model and organizational structure to better support the implementation of its statutory tasks as well as the setting and monitoring of its objectives. When reforming our operational and financial planning, we will specify and clarify the setting of performance targets for the NAOF. We will also develop our risk management policy. In 2023–2025, appropriations will be temporarily allocated for the recruitment of additional employees for audit and monitoring activities.

We will develop information management and the use of analytics to better support the audit and monitoring activities and the provision of the resulting information for decision-making.