1. Statistical Capacity development 4.0

2. 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)

3. 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

4. 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

5. 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.

6. 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

7. 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!!

8. 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