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UGANDA BUREAU OF STATISTICS. C apacity B uilding for L abour S tatistics. By Prof. Ben Kiregyera ILO-PARIS21 Seminar ( Geneva, 3 December 2003 ). Introduction Congratulate ILO and PARIS21 for organizing the seminar

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slide1

UGANDA BUREAU OF STATISTICS

Capacity Building for Labour Statistics

By

Prof. Ben Kiregyera

ILO-PARIS21 Seminar

(Geneva, 3 December 2003)

slide2

Introduction

  • Congratulate ILO and PARIS21 for organizing the seminar
  • Capacity for statistical data production in many countries especially in Sub-Saharan Africa is low and unsustainable
  • This has led to production of poor quality statistical data and information
slide3

II. Some lessons from country papers

(Thailand, Bolivia, Mali)

  • there are two main agencies responsible for labour

statistics

        • Ministry responsible for labour
        • National Statistical Office
  • main sources of labor statistics are:
        • administrative records
        • surveys (household and establishment)
        • Population and Housing Census
  • Labour statistics important for monitoring poverty

(PRSP) and Millennium Development Goals (MDGs)

(Mali, Bolivia)

  • need to:
        • improve the quality of labour statistics
        • achieve synergy and cost-effectiveness in

statistical production

slide4

III. Lessons from ILO and PARIS21 Papers

  • need tobuild sustainable capacity for production of labour

statistics (ILO provides various types of assistance to

countries)

  • labour statistics should be developed in the context of

overall national statistical system (NSS) – cannot have good

labour statistics in a weak NSS (ILO and other international

agencies providing assistance)

  • effective national statistical development requires

development and implementation of a National

Statistical Development Strategy (PARIS21, World Bank,

IMF, etc promoting development of national strategies for

statistical development)

  • there is need to make optimal use of technical assistance

in keeping with UN Guidelines on Technical Cooperation

slide5

IV. Strategic Plans/Statistical Master Plans

A. Non-prescription for statistical under-development

“do more of the same thing”

“run faster – direction may be wrong”

“take incremental steps to move the system from present position to desired future positions”

slide6

B. Prescription

Strategic Management

for

  • quantum leap
  • breakthrough performance &
  • enhanced value creation

Strategic Management is “The art and science of formulating, implementing and evaluating cross-functional decisions that enable an organization achieve its objectives”

Research shows that organizations using strategic

management are more successful than those which do not

slide7

C. Need for a Strategic Plan/Statistical Master Plan

  • amechanism forstatistical advocacy
  • provideastrategic trajectorydefining

where CSO should be five years from now

  • provides a ”road map”

andmilestonesfor

getting there

  • acomprehensive and unified

frameworkfor assessing & meeting

user needs

  • providesmechanisms for feedback &

learning

  • provides aframework for mobilizing,

harnessing and leveragingresources

(both national and international) and

energies

  • provides for the creation of quality

awareness & enhancement

7

slide8

process as important as the Plan

  • process should be opportunity for statistical advocacy
  • process should be participatory and inclusive

Leads to:

    • Plans that are country-specific and country-owned
    • Ownership, more commitment, creativity,

imagination, innovation and productivity.

  • process should be “best-practice” compliant, taking into account such important considerations as:
    • user focus
    • synergy
    • effectiveness
    • efficiency.
  • Process involves review of Statistical Legislation
  • Process of designing the Plans
slide9

Plans should be based on:

      • a critical assessment of data gaps;
      • identification and prioritization of current and

future user needs (market analysis, etc)

      • assessment of the strengths, weaknesses,

opportunities and threats (SWOT);

          • build on the NSOs’ strengths
          • mitigate or eliminate the weaknesses
          • take advantage of the opportunities
          • avoid or reduce the impact of threats
      • modern management principles.
  • Plans should identify and prioritize
          • activities to be carried out,
          • required inputs,
          • outputs to be produced
          • outcomes or effects that are intended to be

achieved in order to meet user needs

especially for policy, decision-making and

planning

slide10

E. Essentials of the Plans

User needs

Vision – What we want to be

Mission – Why we exist

Core values – What we believe in

Strategy – Our game plan

Balanced scorecard – Implementation and focus

Business/Operational plans – What we need to do

Personal objectives – What I need to do

Strategic outcomes

Staff

Satisfaction

Quality processes

User

satisfaction

slide11

F. Implementation, Monitoring and Evaluation

  • ability to execute a Plan is more important than the quality of the Plan itself
  • arrangements for Plan implementation.
  • Arrangements for Plan monitoring, control,

evaluation and feedback

  • Plan implementation in Africa has been less than

satisfactory

slide12

Conclusions

  • need to build sustainable capacity for entire

statistical process – assessing user needs, data

collection, analysis, dissemination and use

  • need to develop statistics in a holistic manner
  • need for Statistical Plans/Master Plans
  • proper implementation and lesson learning

Recommendation

  • ILO to assess to what extent labour sector catered

for in existing Strategic Plans

  • PARIS21, ILO & other agencies to assess

implementation of existing Plans