1. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 NSDS: FROM DESIGN TO IMPLEMENTATION

2. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ Going from strategies to action ◘ Costing and funding ◘ Managing Change ◘ Monitoring and evaluation ◘ Going from strategies to action ◘ Costing and funding ◘ Managing Change ◘ Monitoring and evaluation KEY IMPLEMENTATION ISSUES

3. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 FROM STRATEGIES TO ACTION PLAN (1) Certainty generally increases as time horizon decreases The time horizon decreases as you descend, with plans typically looking only one year out. The vision shapes the strategy, which in turn shapes the plans that support it Vision 10-20+ years Strategy 3-5 years Plans 1 year

4. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ ACTION PLANNING  Medium and short-term objectives  What is to be done, by whom and when?  Guiding resource allocation  Focussing on objectives, results and outputs  Reporting, monitoring and evaluation ◘ ACTION PLANNING  Medium and short-term objectives  What is to be done, by whom and when?  Guiding resource allocation  Focussing on objectives, results and outputs  Reporting, monitoring and evaluation FROM STRATEGIES TO ACTION PLAN (2) ◘ ACTION AREAS  Changes to regulatory and management framework  Human resource development  Investment and improvements in physical and statistical infrastructure  Statistical production and management ◘ ACTION AREAS  Changes to regulatory and management framework  Human resource development  Investment and improvements in physical and statistical infrastructure  Statistical production and management

5. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ 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 ◘ 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 COSTING

6. P LAN DE FINANCEMENT Action plan 200820092010-2012TOTAL 1000 Francs CFA Financing to be found 1000 Francs CFA Financing to be found 1000 Francs CFA Financing to be found TOTAL2 788 874898 2749 203 6116 781 9639 763 750 21 756 23517 493 986 Institutional development1 063 370418 0501 559 800 5 170 2507 793 4207 148 100 Statistical production development 1 245 504117 2247 040 3115 222 1634 077 00012 362 8159 466 386 Analysis and dissemination480 000363 000603 500516 5001 600 000879 500 Costing of action plan Mali 2008-2012

7. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ 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…. ◘ Regional funding ◘ Bilateral donors ◘ World Bank ◘ Statistics for Results Facility ◘ 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…. ◘ Regional funding ◘ Bilateral donors ◘ World Bank ◘ Statistics for Results Facility FUNDING

8. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ TFSCB ◘ Multi-donor trust fund ◘ Close coordination with PARIS21 ◘ Help to reduce poverty by strengthening evidence-base for decision making ◘ Grants < 400.000 US $ ◘ Mainly for designing NSDS ◘ STATCAP ◘ Lending instrument for SCB ◘ Based on a Statistical master plan ◘ Covering the entire NSS ◘ For implementing NSDS ◘ TFSCB ◘ Multi-donor trust fund ◘ Close coordination with PARIS21 ◘ Help to reduce poverty by strengthening evidence-base for decision making ◘ Grants < 400.000 US $ ◘ Mainly for designing NSDS ◘ STATCAP ◘ Lending instrument for SCB ◘ Based on a Statistical master plan ◘ Covering the entire NSS ◘ For implementing NSDS FUNDING: World Bank

9. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ Statistics for Results Facility ◘ A new facility to support national partnership approaches in statistics ◘ A new way of working and a fund to provide incentives to work in this way ◘ Strengthened partnerships at country level ◘ Better link between sector-wide plans for statistics and needs of development policy ◘ Principles of the Paris Declaration on Aid Effectiveness ◘ Facility fund provides grants to fill financing gaps ◘ Statistics for Results Facility ◘ A new facility to support national partnership approaches in statistics ◘ A new way of working and a fund to provide incentives to work in this way ◘ Strengthened partnerships at country level ◘ Better link between sector-wide plans for statistics and needs of development policy ◘ Principles of the Paris Declaration on Aid Effectiveness ◘ Facility fund provides grants to fill financing gaps FUNDING: SRF

10. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 CHANGE MANAGEMENT  Important and difficult issue affecting organisations, individuals and systems  Needs to be well planned and well managed  Change takes time - look for quick wins! CHANGE MANAGEMENT  Important and difficult issue affecting organisations, individuals and systems  Needs to be well planned and well managed  Change takes time - look for quick wins! MANAGING CHANGE 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; recognition of work done and delegation  Training! 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; recognition of work done and delegation  Training!

11. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ 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 ◘ 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 MONITORING AND EVALUATION

12. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ Guidance draws on lessons from partnership ◘ Involvement of e.g. Australia, Germany, Japan, New Zealand, Sweden in PARIS21 regional workshops has shown NSDS guidance follows good national practices ◘ Each country has own specific needs; guidance is flexible ◘ Experience shows that subsequent plans are better than first plans (e.g. Malawi, Mozambique, Uganda) ◘ Consensus that NSDS is central in supporting statistical capacity building ◘ Guidance draws on lessons from partnership ◘ Involvement of e.g. Australia, Germany, Japan, New Zealand, Sweden in PARIS21 regional workshops has shown NSDS guidance follows good national practices ◘ Each country has own specific needs; guidance is flexible ◘ Experience shows that subsequent plans are better than first plans (e.g. Malawi, Mozambique, Uganda) ◘ Consensus that NSDS is central in supporting statistical capacity building LESSONS FROM OTHER REGIONS

13. Caribbean Community Secretariat 2nd meeting of the Advisory Group on Statistics San Ignacio – Belize 25 June 2008 ◘ A good strategy is one that is implemented and achieves its goals on time and within fixed budget ◘ Depends on careful design, management ◘ NSDS needs to be achievable, flexible and responding 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 ◘ NSDS design is only the beginning!!! ◘ A good strategy is one that is implemented and achieves its goals on time and within fixed budget ◘ Depends on careful design, management ◘ NSDS needs to be achievable, flexible and responding 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 ◘ NSDS design is only the beginning!!! RECAP ON IMPLEMENTATION PRINCIPLES