Workshop on Statistical Organization
and Management for SADC Member
States – UNSD
Group 1 Discussions
Resources and Funding
Luanda, 04 December 2006
Staff turnover / retention
Problems
• Staff retention is undermined by staff turnover.
• Turnover can be caused by issues
– Salary
– Personal choices
– Working conditions
Solutions
•
•
•
•
•
We need to use the SADC structures to raise and address the plight of our staff
shortages.
We need to train as many staff members as we can so that we can create a strong
resource base.
We need to look into all aspects of Human Resources management, e.g. career-pathing
within organisations.
Statisticians have to be competitive in the labour market.
The NSOs have to be autonomous so that they can decide on higher salaries for staff
members, to deal with:
– Special salaries
– Career-pathing
– Job satisfaction.
Training
Problems
• The areas where we do not have expertise at all, or areas where we have
serious skills deficit
• Solutions
• We can consider partnerships with academic institutions, even with the
support of donor agencies, to train in areas where we lack.
• We need national skills development legislation that indicates that a certain
percentage of the Ministries, in our case NSOs, must be allocated for training
purposes.
• We need targeted training, in the work programme, specific to the job/post
• We need long-term training programmes, such Masters and Doctorate, as well
as bonding them to the NSO, allowing the NSO to recover the amount spent
on training should the staff member choose to leave before the bonding
contracts expires.
Performance management
Problems
• Lack of proper performance appraisal systems can weaken organisational performance
•
•
•
•
•
•
•
•
Solutions
Regular performance review processes and procedures
Conditions of service: we need to create two-stream payment system: that for
professionals and for management.
This is very difficult within the current NSOs establishments within government
Performance management systems should be result-based, noting the staff member’s
contribution to productivity, innovation.
Performance appraisal should point the NSO management to training needs as well as
internal mobility of staff.
Performance management systems should focus on improving organizational
performance than focusing on material benefits such as bonuses.
We need to synchronise the organizational planning and budgeting process so that we
do not have a situation where committed performance mandates have not been met.
Funds Mobilization
•
Issues
1. Deciding on what we need to do
2. Getting the funds that we need
3. Coordinating the donors providing the funds
•
Solutions
1. Develop NSDS at both regional and national level
2. Sources of funding
•
•
•
Government
Cooperating partners
Commissioned work
Funds Mobilization cont’
Note:
» Need to convince government to fund
the larger part of the work plan by
showing value for money in terms of
quality statistics
» Canvassing for more funds through
users of statistics
National Level Coordination
• Strategies
• Donor’s conference at higher levels (Ministry level)
and at Institution level (NSO)
• Joint Financing Arrangement (JFA) where a number
of donors agree to fund the activities of the NSO
through one donor
• Donors agree on one donor to coordinate their
activities e.g. UNDP
• Establish a database on donor funding
Global Level Coordination
• Establish a donor funding database to
rationalize and harmonize donor activities
in the country
Thank You
Merci
Zikomo
Tatenda
Asante Sana
Obrigado
Workshop on Statistical Organization
and Management for SADC Member
States – UNSD
Group 2 Discussions
Resources and Funding
Luanda, 04 December 2006
Funding
• Funding from be regular and be availed in time to
eliminate uncertainty
• Funding should support plans of the NSOs, and should
be synchronised
Co-ordination at country level
• Strengthen joint programming / basket funding,
including statistical needs within the broader national
statistics system.
– This arrangement should recognise the national arrangements of
governments.
• Basket funding: the donors should appoint a reporting
agent who can co-ordinate all the necessary reporting
requirements for a specific programme, where
applicable.
• Donors should refrain from micro-managing the
programmes the fund.
Co-ordination at global level
• The UN should develop a framework for data-sharing
in order to avoid
– Double-reporting; and
– Inconsistencies
• We need development of a global strategy for the
statistical development