Statistical Capacity development 4.0

Why ‘capacity development 4.0’? Limitation of traditional approaches (e.g. often confined to a technical exercise; strong focus on training only; incentives misalignment) New ‘data ecosystem’ (new skills and resources are required to leverage ‘big data’ opportunity, and emergence of new data producers) More demanding users (more, faster and better data is required by users for their decision-making processes)

Where does it come from? Literature on capacity development: Eg. Taylor, M. (2016) The Political Economy of Statistical Capacity: A Theoretical Approach. Devarajan, S. (2013). Africa's statistical tragedy Eg. OECD (2016), Skills Matter: Further Results from the Survey of Adult Skills Soft Skills Political aspects Eg. Examples shared by Task Team members Denney, L. and Mallett, R. (2017) Service delivery and state capacity Bockstael, E. (2017). Critical Capacity Development: An Action Research Approach in Coastal Brazil Andrews, M., Pritchett, L., & Woolcock, M. (2013). Escaping capability traps through PDIA Implementation Results Eg. 2017 DCR Report Open Data Watch (2015): Partnerships and Financing for Statistics: Lessons Learned from Recent Evaluations

What is ‘statistical capacity development 4.0’? “A process through which obtain, strengthen and maintain the capabilities to navigate through the data revolution so that it benefits society at large and improves the quality of life of all.” producers and users of data

What are the ‘capabilities’? Targets Levels Capacity development is targetting Resources Individual At these levels Skills and Knowledge Organization Management Politics and power System Our definitions: Resources: Means (human, physical, institutional) to produce an output. Skills and knowledge: Cognitive and non-cognitive abilities (e.g. information processing, teamwork) required by workers to perform their jobs Management: Combination of skills & knowledge and other resources to produce an output.  Politics & Power:Interactions and relationships between the units (how are they interacting?)  Incentives: The motives guiding individuals and organisations (why are they interacting?) OAR: 62% of assesments’ questions and indicators focus on these two ‘targets’. Incentives From: Denney, L. and Mallett, R. with Benson, M. S. (2017) Service delivery and state capacity: findings from the Secure Livelihoods Research Consortium. London: Secure Livelihoods Research Consortium.

Capacity Development 4.0 matrix Target/Level Individual Organisational System Resources Education Human Resources Laws, regulations and reference frameworks Work experience Budget Funds infrastructure Infrastucture (physical assets, IT, etc.) Plans (NSDS, sectoral…) Existing data Institutional infrastructure Skills & Knowledge Technical skills Methods, practices and QC Data literacy Work ‘Know-how’ Standards and regulations   Autonomy & problem solving Innovation Creative thinking Management Talent management Strategic planning NSS co-ordination Time management and prioritisation Organisational design Data Ecosystem co-ordination Leadership HR Management Advocacy strategy Strategic thinking Transparency Politics & Power Teamwork & collaboration Change management Relationship between producers Relationship bet. producers and users Communication & negotiation skills Workplace politics Institutional autonomy Accountability Strategic networking Fundraising strategies Policy preferences Incentives Career expectations Career development Stakeholders' interests and strategies Income Compensation and benefits Public support/endorsement Work ethic & self-motivation Organizational culture Legitimacy Status Reputation/Visibility

What have we (Task Team) done so far? Discussed and reviewed literature to produce this framework! Mapping of current practices in capacity development’ Survey following the new approaches to capacity development Draft report on ‘Measuring Statistical Capacity Development’ This workshop!!

What are the next steps? Fine-tuning and producing agreed outputs for our PARIS21 board meeting, Feeding into national and international meetings, such as CT-GAP, World Data Forum, Bristol Data Festival and others, Kick-starting and influencing new data initiatives such as the creation of a Global Fund for Data