Caribbean Community Secretariat

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• NSDS
• FROM
• DESIGN TO IMPLEMENTATION

• Caribbean Community Secretariat
• 2nd meeting of the Advisory Group on
  StatisticsSan Ignacio Belize 25 June 2008

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• Going from strategies to action
• Costing and funding
• Managing Change
• Monitoring and evaluation

KEY IMPLEMENTATION ISSUES
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FROM STRATEGIES TO ACTION PLAN (1)
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• 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

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• 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
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Costing of action plan Mali 2008-2012
Plan de financement
Action plan 2008 2008 2009 2009 2010-2012 TOTAL TOTAL
Action plan 1000 Francs CFA Financing to be found 1000 Francs CFA Financing to be found Financing to be found 1000 Francs CFA Financing to be found
TOTAL 2 788 874 898 274 9 203 611 6 781 963 9 763 750 21 756 235 17 493 986
Institutional development 1 063 370 418 050 1 559 800 1 559 800 5 170 250 7 793 420 7 148 100
Statistical production development 1 245 504 117 224 7 040 311 5 222 163 4 077 000 12 362 815 9 466 386
Analysis and dissemination 480 000 363 000 603 500 516 500 1 600 000 879 500
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• Need commitment from government and external
  partners
• Set implementation within time frame of policy
  frameworks (e.g. PRS) and budgetary cycles
• Be realistic. Dont frighten governments!
• Identify and attract potential development
  partners
• Some mechanisms.
• Regional funding
• Bilateral donors
• World Bank
• Statistics for Results Facility

FUNDING
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• TFSCB
• Multi-donor trust fund
• Close coordination with PARIS21
• Help to reduce poverty by strengthening
  evidence-base for decision making
• Grants lt 400.000 US
• Mainly for designing NSDS
• STATCAP
• Lending instrument for SCB
• Based on a Statistical master plan

FUNDING World Bank
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• 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
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• 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!

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• 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
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• 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
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• 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