1. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Some issues in NSDS design and implementation planning Presentation by PARIS21 Secretariat

2. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Introduction: the design and implementation process Vision: Where we want to be Action Plans: How to get there Launching Implementation: Getting there, and staying there Assessment: Where we are now

3. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Key implementation issues –Advocacy –Leadership and management –Going from strategies to action –Costing and funding –Managing Change –Monitoring and evaluation

4. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 From strategies to action plans Vision 10-20+ years Strategy 3-5 years Plans 1 year  The vision shapes the strategy, which in turn shapes the plans that support it  The time horizon decreases as you descend, with plans typically looking only one year out.  Certainty generally increases as time horizon decreases

5. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Action planning Medium and short-term objectives What is to be done, by whom and when? Guiding resource allocation Focussing activities on objectives, results and outputs Reporting, monitoring and evaluation

6. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Action areas –Changes to regulatory and management framework for NSO and other key agencies –Human resource development –Investment and improvements in physical and statistical infrastructure –Statistical production and management

7. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Costing 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

8. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Funding –Need commitment from government and external partners –Set implementation within time frame of policy frameworks (e.g. PRS) and budgetary cycles –Be realistic. Don’t frighten governments! –Identify and attract potential development partners –Some mechanisms….

9. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 External funding sources WB TFSCB WB STATCAP Regional funding Bilateral donors

10. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 TFSCB Multi-donor trust fund set up in 1999 Closely coordinated with PARIS21 Goal is to help reduce poverty by strengthening the evidence-base for decision making at all levels Small grants, maximum of $400,000 with a maximum implementation period of three years

11. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 STATCAP A new WB lending instrument for statistical capacity building Designed to be a simple & user-friendly Based on a Project Appraisal Document (PAD). PAD will be based on a Statistical Master Plan (SMP) for the country The SMP will cover the entire national statistical system, even if the project is to finance SCB in only one area

12. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Change management Important and difficult issue Organisations, individuals and systems Needs to be well planned and well managed Change takes time - look for quick wins! Few “people” problems can be solved quickly Importance of: –Leadership and management –Engaging and motivating staff

13. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Monitoring and evaluation 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

14. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 To recap: some implementation principles Strategic management is a continuous process Systems must remain flexible and respond to new demands A good strategy is one that is implemented and achieves its goals on time and within budget Needs to be achievable, pragmatic and flexible Financing requirements need to respond to user needs but be realistic

15. High-level forum on strategic planning, Ulaanbaatar, 9 -11 October 2006 Thank you!