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Strategic Planning for Statistics: Promoting Evidence-Based Decision Making

This presentation discusses the importance of strategic planning for statistics in promoting evidence-based policy and decision-making. It explores the objectives of PARIS21 partners, the targets set by the Marrakech Action Plan for Statistics, and the specific aims of the high-level forum on strategic planning. The presentation also highlights the role of statistics throughout the policy cycle and the benefits of strategic planning in addressing data limitations, prioritizing resource allocation, and integrating statistics within policy processes. It concludes with the value added of the National Strategy for the Development of Statistics (NSDS) approach and the steps involved in designing and implementing an NSDS.

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Strategic Planning for Statistics: Promoting Evidence-Based Decision Making

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  1. Why statistics? Why strategic planning? Presentation by PARIS21 Secretariat High-level forum on strategic planning for statistics: Bishkek, 17-19 May 2006

  2. Objectives of PARIS21 partners • Topromote evidence-based policy and decision-making, by encouraging: • increased demand for and use of statistics by policy makers • building the capacity to provide the required data and analysis • more dialogue between the producers of statistics and the users • To ensure that resources, both national and international, are used most effectively …… • …… through well-planned national statistical systems focussed on user needs and integrated into national policy frameworks

  3. Target Marrakech Action Plan for Statistics set a target: • “to mainstream strategic planning of statistical systems and prepare National Strategies for the Development of Statistics for all low-income countries by 2006….” • “…..and to have started to implement them by the following year with a view towards having better data to monitor progress towards national and international development goals by 2010”

  4. Specific aims of High-Level Forum • Assess the current status of strategic plans • Identify successes and constraints • Share lessons learnt and solutions • Identify next steps in strategic planning: • At the country level • And how the international community can help: • Regionally/sub-regionally • Internationally • Introduction to proposed NSDS approach

  5. Why statistics? • If statistics improve and are used to inform decisions, policies are more likely to succeed • Good statistics are essential for the design and management of national policy frameworks such as PRS and for MDG monitoring • Better statistics also help donors by informing aid allocation and by monitoring implementation and outcomes • Investment in statistics will pay for itself many times over by improving the efficiency of resource allocation

  6. Why now? • Greater emphasis on evidence and managing for results : • PRS and MDG monitoring • PRS processes provide opportunity to review data needs and priorities for statistical development • More sophisticated policy analysis • Advances in ICT • Donor alignment and harmonisation increase costs of making faulty policy decisions

  7. Statistics through the policy cycle • Need for careful and rigorous analysis, based on good quality and transparent statistics, throughout the policy cycle • Statistics needed to : • Identify issues • Design policies • Forecast the future • Monitor policy implementation • Evaluate policy impact

  8. Results & Mutual accountability 4 Ownership (Partner countries) Partners set the agenda 1 Alignment (Donors - Partner) Using partners’ systems Aligning with partners’ agenda 2 Establishing common arrangements Sharing information Harmonisation (Donors - Donors) Simplifying procedures 3 From donorship to ownership Development Results

  9. Why Strategic Planning? How can strategic planning help? • Addressing data limitations • Prioritising use of resources • Looking across National Statistical System • Integrating statistics within policy processes • Providing a robust framework and action plan for statistical capacity building • Acting as a catalyst for change to build confidence and break the vicious cycle

  10. Organisational development and management Statistical Capacity Building best practice Participatory development Integrating NSDS into Development Policy Processes NSDS Design and Implementation Value added of NSDS approach

  11. DHS MICS ICP NSDS as a country-levelcoherence framework

  12. DHS DHS MICS MICS ICP ICP NSDS as a country-levelcoherence framework National Strategy for the Development of Statistics

  13. What defines an NSDS? • High level political support and leadership • Well planned process (“road map”) to NSDS design • Identifying user needs and data gaps and weaknesses • Reviewing existing statistical production and analysis; capacity, legal and institutional framework and coordination arrangements • Agreeing on desired results, building on what already exists and is in progress, eg GDDS/SDDS improvement programmes • Setting priorities and strategies • Change management processes • Engaging and motivating staff

  14. Making better statistics a reality • Advocacy for: • better use of better statistics • NSDSs • More coherent donor support • Technical as well as financial assistance • Guidance, documentation • Regional programmes

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