WORKSHOP ON ORGANIZATION & MANAGEMENT OF NATIONAL STATISTICAL SYSTEMS DAKAR, SENEGAL 28 TH SEPTEMBER – 1 ST OCTOBER 2010 KWENAGAPE KENNY MOGOTSINYANE CENTRAL STATISTICS OFFICE BOTSWANA

Outline 1.Budget and Approval Processes 2.Funding 3.Management of Funds 4.Human Resource Capacity 5.Autonomy 6.NSS & NSDS 7.Challenges

Budgeting and Approval Processes Budget done within National Development Plan (NDP) framework Budget ceilings at ministry level 6 years NDPs – current is NDP10 Development projects approved through NDP Recurrent budget done yearly and approved for the current financial year Statistical operations funded through NDPs and recurrent budgets Annual budget speech – gives tone for development projects and recurrent budgets

Funding - Project Memorandum Development Projects Funding – Estimated cost is activity based – Request for funding done through project memorandum (PM) – PM indicates detailed project activities, resources required and cost – Quarterly and annual project cost breakdown Priorities set and national level Within institution prioritization also exercised

Funding – Recurrent Budget Recurrent Budget Funding – Done annually – Covers cost of day-to-day operation – Includes personnel emoluments – Transport – Utilities – Equipment – consumables

Funding - Cont’ All funding provided by Government Development Partners’ channeled through Government No direct funding for NSO from development partners Development Partners provide technical assistance directly to NSO

Management of Funds Approved funds released as per department’s requests Expenditures are monitored through quarterly reporting Procurement is done through tenders Three levels of procurement tenders based on amounts of money

Management of Funds – Cont’ Small scale tenders handled within NSO Medium scale tenders handled within Ministry Large scale tenders handled by public tender board

Human Resources Capacity - Statisticians, Demographers, Economists, Professionals - degree & higher – Data analysis and interpretation – Report writing – Data collection planning & management – Systems managers – Tabulation plan production & management Semi-professionals – diploma and certificate – Data collection – Follow up coordinators – Editors and coders – Table production – Data collection supervisors

Human Resource Capacity – Support Staff Professionals & Semi-professionals – Information Technology – Cartography and GIS – Administration – Finance – Supplies – Transport – Secretarial and typing

Support Staff - Cont’ Non-professional – Drivers – messengers – Cleaners – Labourers – Grounds men

Staff Development Training plan established in NSO – FIFO Limited training funds Progression policy - every two (2) years across Government but within institution (performance based) Annual salary increment based on good performance

Autonomy of NSO Autonomy still in process Consultancy engaged in 2005 Report released in 2006 Report recommended autonomy of the NSO Statistics Bill passed through Parliament in 2009 Legal administrative processes still on-going Board not yet appointed Commencement date not yet set New NSO to be called Statistics Botswana (StatsBots)

National Statistical System (NSS) NSS not formally set up – no memorandums of agreement signed But NSO still plays coordination role Formal agreements are there for some sectors – Central Bank – balance of payments – Botswana Unified Revenue Service – trade data – Ministries of Agriculture – data collection agreement – Ministry of Education & Skills Development– data collection agreement – Dept. of Civil & Vital Events Registration – marriages & divorce data

National Strategy for Development of Statistics (NSDS) Technical assistance consultancy received from the World Bank and African Development Bank in 2007 and 2008 But due to lack of capacity, NSDS not yet established

Challenges Budget & procurement problems due to Government ceilings – Transport constraint High staff turnover due to uncompetitive conditions of work – Government policy : no new post creation since 2005 – No replenishment - posts vacated used to promote others – Uncompetitive salaries – Slow progression – Staff training backlog – – limited training funds resulting in long queue

Challenges – cont’ Capacity Problem – Mandate of NSO increased in responsibilities due to more data demand – NSO relatively shrunken in staff size – Unable to cope with current organizational structure – Need more new posts to cater for new data demands – Autonomy delaying yet expected to be the answer staff de-motivated

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