P ARTNERSHIP IN S TATISTICS FOR D EVELOPMENT IN THE 21 ST C ENTURY Issues Relating to Funding Statistical Development at the Country Level 19 February 2011 – New York

Current trends in funding statistical development Main challenges Responding to those challenges Outline of Presentation

Impact of the Financial Crisis Current Trends in Funding Statistical Development Figure: Comparison of Global Estimated Commitments over Past Three PRESS Rounds However …

Impact of the Financial Crisis Current Trends in Funding Statistical Development Region Commitments (US$ thousands) Africa137,14772,86524,269 Asia76,801107,027134,587 Europe11,13114,59113,267 Latin America and Caribbean40,5539,6865,155 Unallocated*70,48621,9385,370 Total336,118226,108182,649 Furthermore …

Impact of the Financial Crisis Current Trends in Funding Statistical Development Period Covered by PRESS RoundsShare of commitments to statistics in the total ODA

Current Trends in Funding Statistical Development Table: Estimated Commitments to Main Recipient Countries, 2008–10 Recipient Country Total Commitments (US$ thousands) Nigeria184,063 India112,299 Mozambique58,854 Afghanistan44,229 Kenya43,563 Sudan33,524 Ukraine32,611 Haiti28,254 Ethiopia26,875 Tanzania26,441 Malawi24,177 Pakistan22,378 Albania21,377 Burkina Faso19,806 Mali19,589 Commitments to these 15 countries combined to equal 45% of total estimated commitments worldwide and 48% of total country-specific commitments. Aid Concentration

Aid Fragmentation (too little aid from too many donors) Four types of aid relationships: Concentrated and important: The donor gives more aid to the recipient country than its global share of aid would suggest and is among the donors that combine to account for at least 90% of the recipient country’s aid. Concentrated: The donor gives more aid to the recipient country than its global share of aid would suggest but it is nevertheless among the donors that combine to account for less than 10% of the recipient country’s aid. Important: The donor gives less aid to the recipient country than its global share of aid would suggest but is among the donors that combine to account for at least 90% of the recipient country’s aid. Non-significant: The donor gives less aid to the recipient country than its global share of aid would suggest and is among the donors that combine to account for less than 10% of the recipient country’s aid. Current Trends in Funding Statistical Development

37.5% of aid relationships among top 15 recipients were “non-significant”. These relationships represented 4.0% of aid to statistics to these countries. This means that more than more than one-third (1/3) of aid relationships accounted for one-twenty-fifth (1/25) of financial aid to statistics. Current Trends in Funding Statistical Development Aid Fragmentation (too little aid from too many donors)

Current Trends in Funding Statistical Development NB: To appreciate these figures, it is important to recognise the percentage of countries that are either implementing or designing an NSDS: 91% of PRESS countries in Africa, 74% in Asia, 69% in LAC, and 100% in Europe. Aid Alignment with NSDS Aligned?% of responsesShare of Global Commitments Yes 50%31% No 6%4% Don’t Know 44%8% Only 19% of projects reported in the PRESS responded to the alignment question. These figures use total global commitments as their denominator.

Main Challenges

The Impact of the Economic Downturn on the Delivery of Official Statistics STATISTICAL INSTITUTE OF JAMAICA -- July 2009 It is not business as usual!! With limited financial & other resources, the NSOs are going to find the operating environment to be very challenging. The Head of the NSO will have to be: – a leader who will direct the operations into new areas – previously uncharted waters – A good manager – to manage scarce & limited resources to get maximum returns – A good communicator – in order to expand his/her relationships and contacts Some old traditions should be reviewed – it may become necessary to separate the managerial/leadership functions from the technical aspects of the CEO’s job function.

Main Challenges Fragility (sociopolitical, financial, environmental, etc.) Low Profile of Statistics Quality of NSDSs Low capacity to mobilise and co-ordinate funds

Facing the Challenges

NSDS Quality Assessment Framework Evaluations: Quality assessment & relevance of strategies - African Development Bank - CENTROESTAD – Central America - World Bank / PARIS21 Study on Costing NSDSs Updating NSDS Guidelines Quality of NSDSs

Strengthening Local Capacities To Mobilise Funds National Strategy for the Development of Statistics (NSDS)  strategy for strengthening statistical capacity across the entire NSS  framework for mobilising, harnessing, and leveraging national and international resources Country Report on Support to Statistics (CRESS)  inventory of all support, both from external partners and from domestic resources, to the NSS  Useful starting point from which NSDS designers, NSS managers, and donors can begin a dialogue on identifying priority areas for technical and financial support

Strengthening Local Capacities To Mobilise Funds Advocacy  Means to convince policy-makers, civil society, media, NGOs and representatives of multilateral and bilateral agencies in developing countries of the importance of statistics in the wider context of development National Partnerships  alliance of local governments, other stakeholders and donors at country level  means for providing co-ordinated support to implement agreed NSDSs and reduce reporting burden on recipient countries

The Impact of the Economic Downturn on the Delivery of Official Statistics STATISTICAL INSTITUTE OF JAMAICA -- July 2009 It is not business as usual!! With limited financial & other resources, the NSOs are going to find the operating environment to be very challenging. The Head of the NSO will have to be: – a leader who will direct the operations into new areas – previously uncharted waters – A good manager – to manage scarce & limited resources to get maximum returns – A good communicator – in order to expand his/her relationships and contacts Some old traditions should be reviewed – it may become necessary to separate the managerial/leadership functions from the technical aspects of the CEO’s job function.

P ARTNERSHIP IN S TATISTICS FOR D EVELOPMENT IN THE 21 ST C ENTURY A final question: Are regional and international programmes experiencing similar issues in obtaining funding?

P ARTNERSHIP IN S TATISTICS FOR D EVELOPMENT IN THE 21 ST C ENTURY Thank you