P ARTNERSHIP IN S TATISTICS FOR D EVELOPMENT IN THE 21 ST C ENTURY Issues Relating to Funding...
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Transcript of P ARTNERSHIP IN S TATISTICS FOR D EVELOPMENT IN THE 21 ST C ENTURY Issues Relating to Funding...
PARTNERSHIP IN STATISTICS FOR DEVELOPMENT IN THE 21ST CENTURY
PARTNERSHIP IN STATISTICS FOR DEVELOPMENT IN THE 21ST CENTURY
Issues Relating to Funding Statistical Development at the Country Level
19 February 2011 – New York
Current trends in funding statistical development
Main challenges
Responding to those challenges
Outline of Presentation
Impact of the Financial Crisis
Current Trends in Funding Statistical Development
Figure: Comparison of Global Estimated Commitments over Past Three PRESS Rounds
However …
Impact of the Financial Crisis
Current Trends in Funding Statistical Development
RegionCommitments (US$ thousands)
2008 2009 2010
Africa 137,147 72,865 24,269
Asia 76,801 107,027 134,587
Europe 11,131 14,591 13,267
Latin America and Caribbean 40,553 9,686 5,155
Unallocated* 70,486 21,938 5,370
Total 336,118 226,108 182,649
Furthermore …
Impact of the Financial Crisis
Current Trends in Funding Statistical Development
Period Covered by PRESS Rounds
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Current Trends in Funding Statistical DevelopmentTable: Estimated Commitments to Main
Recipient Countries, 2008–10
Recipient Country Total Commitments (US$ thousands)
Nigeria 184,063India 112,299Mozambique 58,854Afghanistan 44,229Kenya 43,563Sudan 33,524Ukraine 32,611Haiti 28,254Ethiopia 26,875Tanzania 26,441Malawi 24,177Pakistan 22,378Albania 21,377Burkina Faso 19,806Mali 19,589
Commitments to these 15 countries combined to equal 45% of total estimated commitments worldwide and 48% of total country-specific commitments.
Aid Concentration
Aid Fragmentation (too little aid from too many donors)
Four types of aid relationships:
•Concentrated and important: The donor gives more aid to the recipient country than its global share of aid would suggest and is among the donors that combine to account for at least 90% of the recipient country’s aid.•Concentrated: The donor gives more aid to the recipient country than its global share of aid would suggest but it is nevertheless among the donors that combine to account for less than 10% of the recipient country’s aid.•Important: The donor gives less aid to the recipient country than its global share of aid would suggest but is among the donors that combine to account for at least 90% of the recipient country’s aid.•Non-significant: The donor gives less aid to the recipient country than its global share of aid would suggest and is among the donors that combine to account for less than 10% of the recipient country’s aid.
Current Trends in Funding Statistical Development
37.5% of aid relationships among top 15 recipients were “non-significant”.
These relationships represented 4.0% of aid to statistics to these countries.
This means that more than more than one-third (1/3) of aid relationships accounted for one-twenty-fifth (1/25) of financial aid to statistics.
Current Trends in Funding Statistical Development
Aid Fragmentation (too little aid from too many donors)
Current Trends in Funding Statistical Development
NB: To appreciate these figures, it is important to recognise the percentage of countries that are either implementing or designing an NSDS: 91% of PRESS countries in Africa, 74% in Asia, 69% in LAC, and 100% in Europe.
Aid Alignment with NSDS
Aligned? % of responses Share of Global Commitments
Yes 50% 31%
No 6% 4%
Don’t Know 44% 8%
Only 19% of projects reported in the PRESS responded to the alignment question. These figures use total global commitments as their denominator.
Main Challenges
The Impact of the Economic Downturn on the Delivery of Official StatisticsSTATISTICAL INSTITUTE OF JAMAICA -- July 2009
• It is not business as usual!! With limited financial & other resources, the NSOs are going to find the operating environment to be very challenging.
• The Head of the NSO will have to be: – a leader who will direct the operations into new areas –
previously uncharted waters– A good manager – to manage scarce & limited resources to get
maximum returns– A good communicator – in order to expand his/her
relationships and contacts
• Some old traditions should be reviewed – it may become necessary to separate the managerial/leadership functions from the technical aspects of the CEO’s job function.
Main Challenges
• Fragility (sociopolitical, financial, environmental, etc.)
• Low Profile of Statistics
• Quality of NSDSs
• Low capacity to mobilise and co-ordinate funds
Facing the Challenges
NSDS Quality Assessment Framework
Evaluations: Quality assessment & relevance of strategies - African Development Bank- CENTROESTAD – Central America- World Bank / PARIS21
Study on Costing NSDSs
Updating NSDS Guidelines
Quality of NSDSs
Strengthening Local Capacities To Mobilise Funds
National Strategy for the Development of Statistics (NSDS)
strategy for strengthening statistical capacity across the entire NSS framework for mobilising, harnessing, and leveraging national and
international resources
Country Report on Support to Statistics (CRESS)
inventory of all support, both from external partners and from domestic resources, to the NSS
Useful starting point from which NSDS designers, NSS managers, and donors can begin a dialogue on identifying priority areas for technical and financial support
Strengthening Local Capacities To Mobilise Funds
Advocacy
Means to convince policy-makers, civil society, media, NGOs and representatives of multilateral and bilateral agencies in developing countries of the importance of statistics in the wider context of development
National Partnerships
alliance of local governments, other stakeholders and donors at country level means for providing co-ordinated support to implement agreed NSDSs and
reduce reporting burden on recipient countries
The Impact of the Economic Downturn on the Delivery of Official StatisticsSTATISTICAL INSTITUTE OF JAMAICA -- July 2009
• It is not business as usual!! With limited financial & other resources, the NSOs are going to find the operating environment to be very challenging.
• The Head of the NSO will have to be: – a leader who will direct the operations into new areas –
previously uncharted waters– A good manager – to manage scarce & limited resources to get
maximum returns– A good communicator – in order to expand his/her
relationships and contacts
• Some old traditions should be reviewed – it may become necessary to separate the managerial/leadership functions from the technical aspects of the CEO’s job function.
PARTNERSHIP IN STATISTICS FOR DEVELOPMENT IN THE 21ST CENTURY
PARTNERSHIP IN STATISTICS FOR DEVELOPMENT IN THE 21ST CENTURY
A final question: Are regional and international programmes experiencing similar issues in
obtaining funding?
PARTNERSHIP IN STATISTICS FOR DEVELOPMENT IN THE 21ST CENTURY
PARTNERSHIP IN STATISTICS FOR DEVELOPMENT IN THE 21ST CENTURY
Thank you