Workshop on Statistical Organization and Management for SADC Member States – UNSD

1. Workshop on Statistical Organization and Management for SADC Member States – UNSD Group 1 Discussions Resources and Funding Luanda, 04 December 2006

2. Staff turnover / retention Problems • Staff retention is undermined by staff turnover. • Turnover can be caused by issues • Salary • Personal choices • Working conditions Solutions • We need to use the SADC structures to raise and address the plight of our staff shortages. • We need to train as many staff members as we can so that we can create a strong resource base. • We need to look into all aspects of Human Resources management, e.g. career-pathing within organisations. • Statisticians have to be competitive in the labour market. • The NSOs have to be autonomous so that they can decide on higher salaries for staff members, to deal with: • Special salaries • Career-pathing • Job satisfaction.

3. Training Problems • The areas where we do not have expertise at all, or areas where we have serious skills deficit • Solutions • We can consider partnerships with academic institutions, even with the support of donor agencies, to train in areas where we lack. • We need national skills development legislation that indicates that a certain percentage of the Ministries, in our case NSOs, must be allocated for training purposes. • We need targeted training, in the work programme, specific to the job/post • We need long-term training programmes, such Masters and Doctorate, as well as bonding them to the NSO, allowing the NSO to recover the amount spent on training should the staff member choose to leave before the bonding contracts expires.

4. Performance management Problems • Lack of proper performance appraisal systems can weaken organisational performance • Solutions • Regular performance review processes and procedures • Conditions of service: we need to create two-stream payment system: that for professionals and for management. • This is very difficult within the current NSOs establishments within government • Performance management systems should be result-based, noting the staff member’s contribution to productivity, innovation. • Performance appraisal should point the NSO management to training needs as well as internal mobility of staff. • Performance management systems should focus on improving organizational performance than focusing on material benefits such as bonuses. • We need to synchronise the organizational planning and budgeting process so that we do not have a situation where committed performance mandates have not been met.

5. Funds Mobilization • Issues • Deciding on what we need to do • Getting the funds that we need • Coordinating the donors providing the funds • Solutions • Develop NSDS at both regional and national level • Sources of funding • Government • Cooperating partners • Commissioned work

6. FundsMobilization cont’ Note: • Need to convince government to fund the larger part of the work plan by showing value for money in terms of quality statistics • Canvassing for more funds through users of statistics

7. National Level Coordination • Strategies • Donor’s conference at higher levels (Ministry level) and at Institution level (NSO) • Joint Financing Arrangement (JFA) where a number of donors agree to fund the activities of the NSO through one donor • Donors agree on one donor to coordinate their activities e.g. UNDP • Establish a database on donor funding

8. Global Level Coordination • Establish a donor funding database to rationalize and harmonize donor activities in the country

9. Thank You Merci Zikomo Tatenda Asante Sana Obrigado

10. Workshop on Statistical Organization and Management for SADC Member States – UNSD Group 2 Discussions Resources and Funding Luanda, 04 December 2006

11. Funding • Funding from be regular and be availed in time to eliminate uncertainty • Funding should support plans of the NSOs, and should be synchronised

12. Co-ordination at country level • Strengthen joint programming / basket funding, including statistical needs within the broader national statistics system. • This arrangement should recognise the national arrangements of governments. • Basket funding: the donors should appoint a reporting agent who can co-ordinate all the necessary reporting requirements for a specific programme, where applicable. • Donors should refrain from micro-managing the programmes the fund.

13. Co-ordination at global level • The UN should develop a framework for data-sharing in order to avoid • Double-reporting; and • Inconsistencies • We need development of a global strategy for the statistical development