Commitments from the NSDS on the Regional Strategy (Indonesia Case )

1. BADAN PUSAT STATISTIK Commitments from the NSDS on the Regional Strategy (Indonesia Case) SURYAMIN Chief Statistician, BPS-Statistics Indonesia ASEAN Regional Workshop on Strategic Statistical Planning: Towards a Stronger ASEAN Community Statistical System Jakarta, 29 November 2012

2. OUTLINE • BPS-Statistics Indonesia: Role, Vision and Mission • Key Challenges and BPS’s Commitments: Statcap-Cerdasand Bureaucratic Reform • Problems and Difficulties

4. BPS: VISION AND MISSION VISION • The Agent of trustworthy statistical data for all MISSION • To strengthen constitutional and operational foundation of statistical agent in conducting efficient and effective statistics. • To create competent and professional statistics community, supported by the latest information technology for statistical advancement in Indonesia. • To increase the implementation of classification standards, concepts and definitions, measurements, and statistical codes of practice, which are universal in every statistics collection • To increase the quality of statistical information services for all parties • To increase coordination, integration and synchronization of statistical activities , which are collected by the Indonesian government and private institutions within the national statistical system framework of being effective and efficient

5. KEY CHALENGES (1) • Steering Committee meeting of PARIS 21 (Partnership in Statistics for Development in the 21stCentury) on3 November 2004 in Paris: • Encourage all countries to establish an NSDS by 2006. • National Bureaucratic Reform(PERMENPANRB No. 15/PER/M.PAN/7/2008) • Encourage all Line Ministries to conduct bureaucratic reform to achieve Good Governance, and to improve excelent public services. • BPS MODERNISATION PROPOSAL: • Initiatives to conduct program of Change and Reform for the Development of Statistics, called STATCAP-CERDAS program. • Focus on 4 pilars improvements: a) Quality Statistics; b) ICT; c) Human Resources Development; d) Organizational Alignment.

6. KEY CHALENGES (2) • Development of the Asean Community Statistical System (ACSS): • Development of Strategic Plan ACSS 2010-2015 • Encourage all NSOs to strengthen institutional framework, to improve quality statistics, and to facilitate technical support (capacity building). • Important role of NSOs: • Provide based policy making through enabling comparison of data across regions, countries • Provide a framework of stable, trusted, regular and coherent base of key national and international statistics

7. BPS’ COMMITMENTS (1) • BPS-Statistics Indonesia has comitted to conduct a fundamental, comprehensive, and cross-sectoral change and reform program since 2008.As one of Government agency, BPS-Statistics Indonesia has also commited to implement National Bureaucratic Reform Program. • STATCAP-CERDAS and Bureaucratic Reform (BR)Program is one concept of change and reform agenda. The main goal of Bureaucratic Reform Program is to achieve Good Governance.Statcap-Cerdas is the boosters for Bureaucratic Reform Program. • Statcap-Cerdas/BR program is a vehicle used to achive the desired future of the BPS, as depicted in the vision of BPS to be the "The Agent of trustworthy statistical data for all“.

10. BPS’ COMMITMENTS (2) Strengthen and improving the quality of statistics to support the ASEAN Economic Community in 2015. BPS-Statistics Indonesia has developedthe Quality Assurance Framework (QAF):as mandatory by UNSD (United Nation Statistics Division) Implement ACSS (ASEAN Community Statistical System) Code of Practice → inline with BPS strategy StatCapCerdasand Bureaucratic Reform • Comply to international standards in classification (such as HS, SITC, ISIC, COICOP, CPC etc) and working procedures (IMTS, SITS, SNA Manual and others) • Improving data dissemination and communication to users

12. Problems and Difficulties • Standard classification could not be fully implemented by other institutions due to lack of professional staff, especially at regional level. • Weak coordination among data providers, especially in the regional levels due to the limited number of statisticians • Lack of human resources other than statisticians (management, planner, accountant, HR specialist) • ETC program mostly on trainings required for civil servants such as pre-employment trainings and leadership training, but lack of technical trainings on statistics such as sampling design, computer programmer and analyst data base management, statistical analysis, office management which is needed by BPS, • Lack of ICT personnel, such as programmer, system programmer, web designer, data base specialist especially in regional offices.

13. CONCLUSIONS • The key success factor of BPS development heavily rely on the availability of professional that facilitated by two knowledge centers, viz STIS in providing a new statistician, and ETC for maintaining the level of skill needed by the institutions. • Human resources are very strategic area for the development of BPS: hard skill, through education and training and soft skill, through job assignments • ETC should develop their program to improve technical capability to strengthen BPS coordination with sectoral data providers • BPS need non statistical employees especially on HR development to strengthen BPS management. • Improvement on the capacity of ICT personnel will indirectly improve most of statistical business process in producing good quality of statistics. • Specific education and training programs on ICT personnel should be taken into accounts to support the ICT development and modernization of BPS-Statistics Indonesia. • Having better personnel database system which support the human resources improvement and development on the institution also affect to the lack of readiness of BPS in facing the target to build better, faster, cheaper, and easier services.

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