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PARIS21 National Strategies for the Development of Statistics: Design and implementation issues

PARIS21 National Strategies for the Development of Statistics: Design and implementation issues. 8 July 2010 , Nouméa. Design and implementation issues: outline. Three issues Mainstreaming of sectors Costing and funding Management change and changing people.

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PARIS21 National Strategies for the Development of Statistics: Design and implementation issues

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  1. PARIS21National Strategies for the Development of Statistics:Design and implementation issues 8 July 2010, Nouméa

  2. Design and implementation issues: outline Three issues • Mainstreaming of sectors • Costing and funding • Management change and changing people

  3. Mainstreaming the sectors (1) • A recent investigation on agriculture (in collaboration with FAO) showed that no more than 10% of low-income countries have mainstreamed appropriately the agricultural sector in the strategy design • In general sectors producing indicators for MDGs (health, education) have been better covered in the strategy • Situation even worse when looking at effective implementation • Evaluation not yet fully done however (NSDS process is recent)

  4. Mainstreaming the sectors (2) • Why such a problem of integration? • Legal environment: statistical law and co-ordination structure missing • First generation of NSDSs has been NSO-centric: easier to design • In some sectors, the statistical function does not exist • Lack of policies’ knowledge by statisticians • Lack of human resources and inappropriate funding • Influence of donors and international institutions on their sector without interest in coordination • Sometimes absence of ownership of the process

  5. Mainstreaming the sectors (3) • Two existing approaches • Bottom-up • Top-down

  6. Mainstreaming the sectors (4) Bottom-up approach: example of Uganda • Advocacy workshop at Government level • Statistical committees for each sector • Identification of main statistical products • In line with national/ international policies • Identification of users • Reporting mechanism for each sector • Sectoral strategies of 3 years • Inter-agency committee on statistics • Compilation and design of NSDS

  7. Mainstreaming the sectors (5) Top-down approach: majority of countries • Global NSDS • With Sub-committees on sectors • Overall NSDS • Sub-strategies for sectors • More detailed for sectors if necessary

  8. Mainstreaming the sectors (6) How to ensure a better integration of sectors? • Importance of coordination mechanisms (National Councils) • Line ministries and other data producers to be involved in the process from the beginning • Advocacy is a key element • Using the existing best practices in sectors: for example GDDS or DQAF education, soon DQAF agriculture • Donors’ responsibilities in terms of alignment

  9. Costing and funding (1) Costing is a crucial (and difficult) step • 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

  10. Costing and funding (2) Funding • Needs commitments 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 >

  11. Costing and funding (3) Some mechanisms of funding Funding • Regional funding (AdB, EU…) • UN system support • Bilateral donors (AusAID, NZAID, others) • WB Trust Fund for Statistical Capacity Building • WB STATCAP • Statistics for Results Facility (SRF) managed by WB

  12. Change management … • Change management is an important issue in planning and implementing an NSDS. • Organisations and individuals will need to change and change is difficult. • Change needs to be well planned and well managed. • Change takes time and does not lead to immediate improvements.

  13. …. and changing people • Few “people” problems can be solved quickly • Importance of: • Leadership and management: communication, creating awareness, maintaining support • Engaging and motivating staff: individual job plans and appraisal and incentive systems; non-financial incentives; recognition of work done and delegation

  14. CONCLUSIONS (1) • A good strategy is one that is implemented and achieves its goals on time and within budget • Depends on careful design and management • NSDS needs to be achievable and flexible, needs to respond to new demands for data and the changing environment • Financing requirements need to respond to user needs but be realistic about resources • Strategic management is a continuous process, building on what exists

  15. CONCLUSIONS (2) • The NSDS process is a good opportunity to address specific issues such as legal environment, coordination of the NSS, status of the NSO, position of Government statistician • Implementation without skilled and trained staff is impossible

  16. THANK YOU www.paris21.org

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