CCapacity apacity BBuilding for uilding for LLabour abour SStatisticstatistics

By

Prof. Ben Kiregyera

ILO-PARIS21 Seminar

(Geneva, 3 December 2003)

UGANDA BUREAU OF STATISTICS

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I. Introduction Congratulate ILO and PARIS21 for organizing the

seminar

Capacity for statistical data production in many countries especially in Sub-Saharan Africa is low and unsustainable

This has led to production of poor quality statistical data and information

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II. Some lessons from country papers (Thailand, Bolivia, Mali)

there are two main agencies responsible for labour

statistics• Ministry responsible for labour• National Statistical Office

main sources of labor statistics are:• administrative records• surveys (household and establishment)• Population and Housing Census

Labour statistics important for monitoring poverty

(PRSP) and Millennium Development Goals (MDGs)

(Mali, Bolivia) need to:

• improve the quality of labour statistics• achieve synergy and cost-

effectiveness in statistical production

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III. Lessons from ILO and PARIS21 Papers

need to build sustainable capacity for production of labour statistics (ILO provides various types of assistance to countries)

labour statistics should be developed in the context of overall national statistical system (NSS) – cannot have good labour statistics in a weak NSS (ILO and other international agencies providing assistance)

effective national statistical development requires development and implementation of a National Statistical Development Strategy (PARIS21, World Bank, IMF, etc promoting development of national strategies for statistical development)

there is need to make optimal use of technical assistance in keeping with UN Guidelines on Technical Cooperation

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IV. Strategic Plans/Statistical Master Plans

A. Non-prescription for statistical under-development

“run faster – direction may be

wrong”

“do more of the same thing”

“take incremental steps to move the system from present position to desired

future positions””

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B. Prescription

Strategic Management is “The art and science of formulating, implementing and evaluating cross-functional decisions that enable an organization achieve its objectives”

Research shows that organizations using strategic management are more successful than those which do not

Strategic Management

for quantum leap breakthrough performance & enhanced value creation

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a mechanism for statistical advocacy provide a strategic trajectory defining

where CSO should be five years from now

provides a ”road map” and milestones for getting there

a comprehensive and unified framework for assessing & meeting user needs

provides mechanisms for feedback & learning

provides a framework for mobilizing, harnessing and leveraging resources (both national and international) and energies

provides for the creation of quality awareness & enhancement 7

C. Need for a Strategic Plan/Statistical Master Plan

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D. Process of designing the Plans• process as important as the Plan• process should be opportunity for statistical

advocacy• process should be participatory and inclusive

Leads to: Plans that are country-specific and country-

owned Ownership, more commitment, creativity, imagination, innovation and productivity.

• process should be “best-practice” compliant, taking into account such important considerations as: user focus synergy effectiveness efficiency.

• Process involves review of Statistical Legislation

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• Plans should be based on: a critical assessment of data gaps; identification and prioritization of current and future user needs (market analysis, etc) assessment of the strengths, weaknesses, opportunities and threats (SWOT);

build on the NSOs’ strengths mitigate or eliminate the weaknesses take advantage of the opportunities avoid or reduce the impact of threats

modern management principles.• Plans should identify and prioritize

activities to be carried out, required inputs, outputs to be produced outcomes or effects that are intended to be achieved in order to meet user needs especially for policy, decision-making and planning

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E. Essentials of the Plans

Mission – Why we exist

Core values – What we believe in

Vision – What we want to be

Strategy – Our game plan

Balanced scorecard – Implementation and focus

Business/Operational plans – What we need to do

Personal objectives – What I need to do

Usersatisfaction

Quality processes

StaffSatisfaction

Strategic outcomes

User needs

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F. Implementation, Monitoring and Evaluation

• ability to execute a Plan is more important than the quality of the Plan itself

• arrangements for Plan implementation.• Arrangements for Plan monitoring, control, evaluation and feedback• Plan implementation in Africa has been less than satisfactory

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Conclusions

• need to build sustainable capacity for entire statistical process – assessing user needs, data collection, analysis, dissemination and use

• need to develop statistics in a holistic manner• need for Statistical Plans/Master Plans• proper implementation and lesson learning

Recommendation• ILO to assess to what extent labour sector catered

for in existing Strategic Plans• PARIS21, ILO & other agencies to assess

implementation of existing Plans

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Thank YouThank You