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NSDS Overview Presentation by PARIS21 Secretariat

NSDS Overview Presentation by PARIS21 Secretariat. NSDS design and implementation processes. Vision. Where we want to be. Assessment. Action Plans. Where we are now. How to get there. Launching. Implementation. Getting there, and staying there. Based on NSDS principles.

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NSDS Overview Presentation by PARIS21 Secretariat

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  1. NSDS Overview Presentation by PARIS21 Secretariat

  2. NSDS design and implementation processes Vision Where we want tobe Assessment Action Plans Where we are now How to get there Launching Implementation Getting there, and staying there

  3. Based on NSDS principles Developed by PARIS21 Secretariat and partners: • NSDS design Guide published (2004) • Some Issues in the Design and Implementation of NSDSs (2006) • Guide on Integrating Sectoral Statistics in the Design of NSDS (2007) • SDDS, GDDS, HMN, etc. guidance

  4. Building political commitment and launching the NSDS • Importance of high-level commitment and leadership; and of a……. • …..well planned process that is as important as the product itself: • “Right” level of political support and engagement will depend on country context • Key role of head of national statistics supported by NSDS design team • Build on existing processes

  5. Mainstreaming stakeholders • Process should: • be participatory, inclusive, build consensus • engage NSDS “champions” and “missionaries” • empower statistical personnel • develop commitment, creativity, imagination, innovation and productivity • Leading to an NSDS that is both country-owned and country-specific “People support what they help to create”

  6. Assessment“Where are we now?” • Assessing user satisfaction and needs • User focus – a key element in moving from vicious to virtuous cycle • Assess, prioritise and meet key user needs • NSDS is a great opportunity for advocacy • Institutional effectiveness and adequacy: • Reviewing the legal and institutional framework, linkages across NSS and coordination arrangements • Assessing organisational factors using e.g. SWOT

  7. Data quality and coverage • Data quality - e.g. using GDDS/DQAF to assess: • Data coverage, periodicity and timeliness • Data quality: methodology, sources, checks • Integrity: transparency, objectivity and professionalism • Data access and release • Coverage - as wide as possible to: • increase coordination, cooperation, reduce duplication • better align supply with demand • build interest in statistics and concept of NSS • consider international, regional, national, sectoral and sub-national statistics

  8. Vision and strategies“Where do we want to be?” • Agree a mission and vision statement • Mission: what is our business? • Vision: what do we want to become? • Agree on desired results and outputs • Agree priorities and strategies to deliver the vision and results covering: • Institutional and organisational aspects • Production of best possible statistics now • Building capacity for better statistics in the future

  9. From vision to action plans • The vision shapes the strategy, which in turn shapes the plans that support it Vision 10-20+ years • The time horizon decreases as you descend, with plans typically looking only one year out. Strategy 3-5 years • Certainty generally increases as time horizon decreases Plans 1 year

  10. Action planning“How to get there” • Translate strategies into a detailed implementation or action plan, including: • What is to be done, by whom and by when • Actions to address each strategic issue, to reach goals, and achieve results and outputs • Detailed costs, overall budget and a financing plan • Financing strategy for the NSDS: • Recurrent and investment costs • National and international funding

  11. Action areas Changes to regulatory and management framework for NSO and other key agencies Human resource development Investment and improvements in physical and statistical infrastructure Statistical production and management

  12. Leading to a truly integrated NSS Agriculture etc Health NSO Transport Labour Education

  13. Arrangements for implementation“Getting there and staying there” • Leadership and management • Managing change • Engaging and motivating staff • Financial management • Planning for sustainability • Monitoring and evaluation feeds back into future plans: strategic planning is a continuous process • More later!

  14. In conclusion National commitment and leadership: Statistical systems don’t exist in a vacuum: Don’t frighten governments and donors: Lesson learning: Country-owned NSDS will need high-level government commitment and leadership; and need to support national policy processes Address institutional and organisational development as well as financial realism are key to sustainability Plans need to be costed and need to be realistic The NSDS approach must build on what exists and learn from country experiences of design and implementation

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