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This presentation outlines key issues in NSDS design and implementation planning by PARIS21 Secretariat. Covers vision, action plans, implementation, and key issues like advocacy, leadership, costing, funding, and change management. Highlights strategies, action areas, costing, funding, and change management. Provides insights on monitoring, evaluation, and implementation principles to achieve NSDS goals successfully.
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Some issues in NSDS design and implementation planning Presentation by PARIS21 Secretariat
Vision: Where we want tobe Assessment: Action Plans: Where we are now How to get there Launching Implementation: Getting there, and staying there Introduction:the design and implementation process
Key implementation issues • Advocacy • Leadership and management • Going from strategies to action • Costing and funding • Managing Change • Monitoring and evaluation
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 From strategies to action plans
Action planning • Medium and short-term objectives • What is to be done, by whom and when? • Guiding resource allocation • Focussing activities on objectives, results and outputs • Reporting, monitoring and evaluation
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
Costing • Investment and recurrent costs • Expected burden on national budget and external financing requirements • How resources will be used: equipment, HR, censuses, surveys, etc • Cost effectiveness: alternative approaches and comparison with costs in other countries
Funding • Need commitment from government and external partners • Set implementation within time frame of policy frameworks (e.g. PRS) and budgetary cycles • Be realistic. Don’t frighten governments! • Identify and attract potential development partners • Some mechanisms….
External funding sources • WB TFSCB • WB STATCAP • Regional funding • Bilateral donors
TFSCB • Multi-donor trust fund set up in 1999 • Closely coordinated with PARIS21 • Goal is to help reduce poverty by strengthening the evidence-base for decision making at all levels • Small grants, maximum of $400,000 with a maximum implementation period of three years
STATCAP • A new WB lending instrument for statistical capacity building • Designed to be a simple & user-friendly • Based on a Project Appraisal Document (PAD). • PAD will be based on a Statistical Master Plan (SMP) for the country • The SMP will cover the entire national statistical system, even if the project is to finance SCB in only one area
Change management • Important and difficult issue • Organisations, individuals and systems • Needs to be well planned and well managed • Change takes time - look for quick wins! • Few “people” problems can be solved quickly • Importance of: • Leadership and management • Engaging and motivating staff
Monitoring and evaluation • Management and accountability framework • Performance indicators and reporting • Monitoring to track implementation progress • Evaluation should assess significant constraints, successes, achievements of NSDS • Possible tools: NSDS ‘checklist’, peer reviews
To recap: some implementation principles • Strategic management is a continuous process • Systems must remain flexible and respond to new demands • A good strategy is one that is implemented and achieves its goals on time and within budget • Needs to be achievable, pragmatic and flexible • Financing requirements need to respond to user needs but be realistic