Specific Contract N°2013/316604/1 Macro economy ... Final Report - CDG_ATR.pdf · CBL . Central...

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Specific Contract N°2013/316604/1

Framework Contract EuropeAid: 127054/C/SER/multi - Lot 11 Macro economy, Statistics, Public Finance Management

Rapid Assessment of the Status of Implementation of and Future Support Needs to Implement the National Strategy for the Development of Statistics

Final Report

September 2013

Study coordinated by ADE in association with Landell Mills Ltd.

mailto:[email protected]

http://www.ade.eu/

"This report has been prepared by Maphion Jambwa and John Akiiki Kahimbaara with

the assistance of the European Commission. Its contents are the sole

responsibility of LML/ADE and can in no way be taken to reflect the views of the

European Commission."

RAPID ASSESSMENT OF THE STATUS OF IMPLEMENTATION OF AND FUTURE SUPPORT NEEDS TO IMPLEMENT THE NATIONAL STRATEGY FOR THE DEVELOPMENT OF THE NSDS ADE - LML

Final Report – September 2013 Table of Contents

Table of Contents

LIST OF ACRONYMS

1 EXECUTIVE SUMMARY .....................................................................................1

1.1 BACKGROUND .................................................................................................................... 1 1.2 THE CORE PROBLEM ......................................................................................................... 1 1.3 APPROACH TO THE ASSESSMENT ..................................................................................... 2 1.4 KEY FINDINGS ................................................................................................................... 3 1.5 LESSONS LEARNED ............................................................................................................ 6 1.6 MAIN RECOMMENDATIONS .............................................................................................. 6

2 INTRODUCTION ............................................................................................. 11

3 BACKGROUND ................................................................................................ 13

3.1 POLICY FRAMEWORK OF THE LESOTHO DEVELOPMENT AGENDA.........................13 3.2 INTERNAL CONTROLS .....................................................................................................13 3.3 BUDGET SUPPORT ............................................................................................................14 3.4 MONITORING AND EVALUATION FRAMEWORK ..........................................................14 3.5 PRIORITY STATISTICAL NEEDS FOR THE LESOTHO DEVELOPMENT AGENDA ......15 3.6 THE CURRENT OPERATING FRAMEWORK FOR STATISTICAL DEVELOPMENT IN

LESOTHO ...........................................................................................................................15 3.7 COHERENCE WITH EC PROGRAMMING AND OTHER CP SUPPORT .........................16

4 PROBLEM ANALYSIS ....................................................................................... 17

4.1 THE CORE PROBLEM .......................................................................................................17 4.2 CHARACTERISTICS OF AN EFFECTIVE NATIONAL STATISTICAL SYSTEM .................17 4.3 THE LESOTHO NATIONAL STATISTICAL SYSTEM ........................................................19

5 OBJECTIVES AND KEY TASKS OF THE ASSIGNMENT ...................................... 23

6 METHODOLOGY AND APPROACH.................................................................. 25

6.1 ANALYSIS OF THE NSDS LOGICAL FRAMEWORK .......................................................27 6.2 STAKEHOLDER CONSULTATIONS ..................................................................................28 6.3 REVIEW OF KEY DOCUMENTS .......................................................................................30 6.4 STAKEHOLDER WORKSHOP ...........................................................................................30

7 KEY FINDINGS AND MAIN CONCLUSIONS ...................................................... 33

7.1 KEY FINDINGS .................................................................................................................33 7.2 MAIN RECOMMENDATIONS ............................................................................................58 7.3 KEY LESSONS LEARNED .................................................................................................68

8 PROPOSED COSTED ACTION PLAN FOR NSDS ............................................. 69

9 POSSIBLE FUNDING SOURCES ....................................................................... 73


Final Report – September 2013 Table of Contents

10 REFERENCES ................................................................................................ 75

ANNEXES .................................................................................................................... 77

A. ORGANISATIONS CONSULTED DURING THE MISSION ...............................................77 B. ANALYSIS OF THE NSDS LOGICAL FRAMEWORK .......................................................80 C. QUESTIONNAIRE FOR BUREAU OF STATISTICS ......................................................... 163 D. QUESTIONNAIRE FOR OTHER KEY INSTITUTIONS OF THE NATIONAL

STATISTICS SYSTEM (PRODUCERS AND USERS OF STATISTICS) ............................... 186 E. QUESTIONNAIRE FOR OTHER NATIONAL STATISTICS SYSTEM PARTNERS (CO-

OPERATING PARTNERS, NGO’S, ETC.) ....................................................................... 194 F. QUESTIONNAIRE FOR TRAINING INSTITUTIONS ...................................................... 196 G. ACTION PLAN AND BUDGET FOR NSDS IMPLEMENTATION ................................. 201 H. THE STAKEHOLDER WORKSHOP ................................................................................ 237


Draft Final Report – September 2013 Acronyms

List of Acronyms

ADE Aide à la Décision Economique (Analysis for Economic Decisions) AIDS Acquired Immune Deficiency Syndrome APS Agricultural Production Survey BOS Bureau of Statistics CBL Central Bank of Lesotho CPs Co-operating Partners EU European Union FAO Food and Agriculture Organisation GDDS General Data Dissemination System GDP Gross Domestic Product GIS Geographical Information System GPS Global Positioning System HIV Human Immuno Virus ICP International Comparison Programme ICT Information and Communications Technology IMF International Monetary Fund IRSC Improvement and Reform Steering Committee LAs Local Authorities LFA Logical Framework LML Landell Mills Limited M&E Monitoring and Evaluation MDAs Ministries, Departments and Agencies MDG Millennium Development Goals MOU Memorandum of Understanding MTEF Medium-Term Expenditure Framework MTR Mid-Term Review NSDP National Strategic Development Plan NSDS National Strategy for the Development of Statistics NSS National Statistical System NUL National University of Lesotho PFM RAP Public Finance Management Reform Action Plan PRGS Poverty Reduction and Growth Strategy


Draft Final Report – September 2013 Acronyms

PRS Poverty Reduction Strategy PS Principal Secretary SACU Southern African Customs Union SADC Southern African Development Community SIMS Sector Information Management Systems SMART Specific, Measureable Achievable, Realistic and Time Bound SNA System of National Accounts SWOT Strengths, Weaknesses, Opportunities and Threats ToR Terms of Reference UNDP United Nations Development Programme UNFPA United Nations Population Fund UNICEF United Nations International Children’s Emergency Fund WHO World Health Organisation


Final Report – September 2013 Page 1

1 Executive Summary

1.1 Background

Lesotho’s national development agenda is enshrined in its National Strategic Development Plan (NSDP) 2012/13 – 2016/17, which is intended to be a vehicle for implementing the National Vision 2020. Vision 2020 articulates the long-term development aspirations of Lesotho and the Poverty Reduction Strategy (PRS) - a medium term framework for equity-based growth and poverty reduction - and the Millennium Development Goals (MDGs). The NSDP is an embodiment of the PRS and the Lesotho MDGs and is designed to achieve: employment and income generation through higher economic growth; sharing the benefits of growth through improved health and education standards and the conservation of the environment; and improving governance and public- sector performance. Support for NSDP implementation has two main arms: one, financial; the other, evidence-based development planning. The financial arm interventions are supported by the Public Finance Management Reform Action Plan (PFM RAP), which also provides a basis for evaluating progress. The PFM RAP is being implemented under the guidance of the Improvement and Reform Steering Committee (IRSC). On the other hand, the other arm, evidence-based development planning, is supported by the National Strategy for the Development of Statistics (NSDS) 2006/07 – 2015/16. The NSDS, being implemented under the guidance of the Bureau of Statistics (BOS), is designed to be the basis of monitoring and evaluating progress in development. It is intended to provide information and evidence on issues such as poverty, inequality, unemployment, poor health, high mortality, and MDGs. In this respect the NSDS is expected to inform the financial aspect (resource allocation) of public finance management.

1.2 The Core Problem

The main problem which the assignment is designed to address is provision of information to support the national development agenda as articulated in the NSDS. As already stated, support for the NSDP implementation has two main arms: one, financial; the other, evidence-based development planning. In particular, the assignment is designed to support the coordinated efforts of development partners and the Government of Lesotho to address the need for a strengthened National Statistical System (NSS) and Monitoring and Evaluation (M&E) systems. In this respect it is intended to: assess the relevance and effectiveness of the existing information system aimed at informing the socio-economic aspects of the national development agenda, the framework for the information being the NSDS.



1.3 Approach to the Assessment

A multi-pronged approach has been used to tackle the assignment. The Logical Framework (LFA) as contained in Annex B of the NSDS Document is the central framework used for the assessment presented in this report. The LFA contains 14 strategic objectives, 17 related strategies and 68 main activities. For purposes of the assessment the objectives of the assignment were mapped against the strategic objectives, related strategies, associated main activities, indicators, outputs, and key assumptions of the NSDS. The next step entailed an assessment of the relevance and status of their implementation. The relevance was derived from the extent to which the stated objectives, activities, outputs, etc. correctly addressed the identified problems or real needs that the NSDS was designed to resolve. Consultation of key stakeholders was another critical ingredient of the rapid assessment of the NSDS. The consultations entailed face-to-face interviews and the completion of questionnaires by key stakeholders which included MDAs and each of the Divisions/Units at BOS. Four types of questionnaire were designed and administered for this purpose: a Questionnaire for the Bureau of Statistics; a Questionnaire for Other Key Institutions of the National Statistical System; a Questionnaire for Training Institutions; and a Questionnaire for Cooperating Partners.

• For the BOS, the focus was on the: the NSS; core statistics produced; statistical processes and infrastructure; human resources; and challenges faced in implementation of the NSDS.

• For Other Key Institutions of the NSS the focus was on: institutional operations and statistical production and data needs; statistical capacity at the institution; general views pertaining to implementation of the NSDS; and challenges faced in implementation of the areas allocated to them in the NSDS.

• For Cooperating Partners the focus was on: institutional operations and data needs;

general views pertaining to the implementation of the NSDS; and co-ordination of CP support towards statistical development in Lesotho.

• For Training Institutions the focus was on: training capacity, types of statistical

training offered, and possibilities for collaborating with the NSS in capacity building and training.

Among other things, the consultations were crucial in providing information on: the extent to which the MDAs were on board regarding the implementation of the NSDS; the capacity constraints they face; and the various quality issues and gaps pertaining to existing statistics. The systematic review of the NSDS document and other key planning and policy documents was another important part of the methodology for the assignment. Among others, the key documents that were reviewed included the: National Strategic



Development Plan; Lesotho Millennium Development Goals, 2010; Poverty Reduction Strategy; National Monitoring and Evaluation System Guidelines (Zero Draft); and Public Expenditure and Financial Accountability (PEFA). Such policy and planning documents provided insight regarding the:

• Relevance of the stated objectives, activities, output, etc. of the NSDS; • Demand for statistics; and • Major gaps in existing statistical information.

In addition to the above a stakeholder workshop was conducted. The main purpose of the workshop was to discuss and obtain feedback on preliminary findings and key recommendations of the assessment. The first draft of the report was then updated on the basis of the feedback received.

1.4 Key Findings

There are two overall key findings. The first is that the NSDS remains relevant with respect to its 14 strategic objectives, 17 strategies, and expected outputs. However, there is need to reorient the activities and indicators. In addition, most of its underlying assumptions which revolve around the availability of the necessary resources, commitment and cooperation of key stakeholders are unjustified considering the low rate of implementation of the NSDS. The validity of the assumptions rests on a successful advocacy programme. In addition, the implicit assumption that the strategy can be implemented all at once has proved unfeasible in reality against the backdrop of capacity, timing and funding. This underlies the need to adopt a phased approach to implementation.

The second key finding is that the rate of implementation of the NSDS has generally been below expectation. While some implementation has occurred especially on activities that BOS was assigned to lead, there is need to upscale the rate of implementation especially by the other MDAs. The key challenge has been to operationalise the Strategy at MDA level. This requires that each MDA operationalise the Global NSDS Action Plan (Implementation Plan) by breaking it down into annual operation plans containing funded activities and tasks to be undertaken each year. In relation to Strategic Objective 1 on promotion of the use of statistics in national development planning, the key finding is that some usage of statistics in key policy documents has occurred; and an awareness/advocacy campaign programme exists but still needs to be implemented; and the media publicises landmark events (e.g. censuses and surveys) but does not advocate for the use of statistics in planning and decision-making routinely.

Strategic Objective 2 is concerned with the mainstreaming of statistics in national development projects and programmes to facilitate and promote evidence-based development planning. Such mainstreaming has not been substantial. Statistics are used in some key policy documents but sectors are not systematically guided on their use in planning and decision-making.



Strategic Objective 3 is concerned with the strengthening of the organisational and institutional capacities of MDAs to enable them to produce and use appropriate and relevant statistical information in planning and decision-making. There is limited statistical capacity in most MDAs. There is also: no comprehensive statistical capacity building plan for the NSS; insufficient budgets for MDAs to carry out their statistical functions; and inadequate communication within the NSS on statistical matters.

Strategic Objective 4 is on strengthening the management and coordination of the NSS. There is scope for significant improvements in the management and coordination of statistics in most MDAs. The Statistics Act is in need of amendment to strengthen the position of BOS in the Public Service. The terms of reference of the Statistics Council also need to be reviewed and aligned, and the Statistics Council revitalised. There is also need to align all legislations on statistics with the revised Statistics Act.

Strategic Objective 5 is on strengthening the organisational capacity of BOS to enable it to effectively manage and coordinate the NSS. Some strengthening in this respect has occurred especially in relation to the strengthening of District Offices, Field Organisation, ICT, and setting up of the Statistics Council. However, BOS has inadequate capacity to coordinate, manage and provide technical support to MDAs in a systemic context.

Strategic Objective 6 is concerned with reducing the shortage of statisticians in the public sector. Save for BOS the current availability of statisticians in MDAs is very thin. There is also no NSS-wide statistical human resource development strategy nor are there sector statistics strategic development plans. The enrolment of NSS statistical personnel at NUL is neither systemic nor strategic.

Strategic Objective 7 is concerned with the provision of adequate financial resources to maintain the NSS, support production, supply and use of statistics in community, district and national development projects and programmes. Generally, funds for statistical work in MDAs are inadequate; budgeting for statistical work in MDAs is not regularised; implementation of statistics activities is not monitored; and there is a low level of incorporation of NSDS activities in MDA operational plans.

Strategic Objective 8 is on the provision of adequate physical infrastructure in the various sectors to support the production and dissemination and safe storage of statistics. The physical space available for BOS operations needs significant improvements. There is also need for an assessment of physical infrastructure in other MDAs in order to enhance production and dissemination of statistical information.

Strategic Objective 9 is concerned with the provision of adequate ICT infrastructure to facilitate use of information technology in statistics. Basic ICT infrastructure is available in most MDAs except for a few where significant improvements are needed. However, an ICT needs assessment for the NSS is required. This should be used to augment the existing BOS ICT Strategy by including the needs of the rest of the MDAs.

Strategic Objective 10 is on the decentralisation of the management and coordination of statistical work at district and community levels. Typically most MDAs already operate at



district level. The BOS structure has also been recently upgraded to include statisticians at district level.

Strategic Objective 11 relates to the establishment and maintenance of consistency in the production of statistics across the NSS. Many MDAs already work jointly with BOS in this respect but there is scope for more cooperation to standardise processes, nomenclatures, concepts and definitions. BOS has already initiated work on the compendium of concepts and definitions. However, guidelines for data collection, analysis, and dissemination still need to be developed and can be based on existing BOS processes.

Strategic Objective 12 is on improving the effectiveness and efficiency of statistical data development and data management systems in the NSS. There is significant work going on in MDAs in this respect but there is scope for further exploitation of administrative records and management information systems. In addition, there is more scope for standardisation of processes and capacity building.

Strategic Objective 13 is on strengthening the management and coordination of national censuses and surveys. The goal is to have good data for evidence based policy making. For example, there is need to have a system of households’ surveys providing the government and the general users with high quality high frequency socio economic data in various areas. Significant work is going on in this respect but there is scope for further improvements; national guidelines for censuses and surveys are still to be developed; some MOUs for data sharing and coordination are already in place; and a surveys register is still to be developed.

Strategic Objective 14 is on the Monitoring and Evaluation of the NSDS, which is still to be developed.

In summary what seems to have worked well relates to Strategic Objectives in areas led by BOS. In particular, they are the following:

Strategic Objective 10: Decentralise the management and coordination of statistical of work at district and community levels - Some measures have been undertaken to decentralise statistical operations to districts to improve data harmonisation and accessibility. For example, the BOS structure has recently been upgraded to include statisticians at district level. Also, typically most MDAs already operate at district level.

Strategic Objective 11: Establish and maintain consistency in the production of statistics across the entire National Statistical System - Many MDAs already work jointly with BOS in this respect but there is scope for more cooperation to standardise processes, nomenclatures, concepts and definitions. Also work on the compendium of concepts and definitions has already been initiated at BOS.

Strategic Objective 12: Improve the effectiveness and efficiency of statistical data development and management systems – There is significant work going on in this respect but there is scope for further exploitation of administrative records and management information systems. In particular, there is more scope for work to standardise and capacity building.



Strategic Objective 13: Strengthen the management and coordination of national censuses and surveys – There is significant work going on regarding strengthening the management and coordination of national censuses and surveys (e.g. DHS) but there is scope for further improvements. Some MOUs for data sharing and coordination are already in place between BOS and MDAs. However, national guidelines for censuses and surveys and a surveys register are still to be developed.

1.5 Lessons Learned

How to implement the multi-annual NSDS plan represents the first major lesson. As indicated in the recommendations, the NSDS should be part of comprehensive process consisting of a strategy, action/business plan, and an operational plan. What is currently in place are the first two; the operational plan is lacking. It is important that each MDA develops an operational plan for its part in the NSDS. The annual operational plan should define and articulate how an activity will be implemented, the timeframe, deliverables (quarterly, bi-annually, annually), by whom, what resources, and performance indicators. The second major lesson is the need to make realistic assumptions about what is or is not feasible, including the timing, sequencing and funding. Some of the assumptions that were made with respect to the NSDS appear to be far-fetched and not feasible against the backdrop of capacity, timing and funding. For example, the implicit assumption that the strategy can implemented in what can be described as the “big-bang” approach has proved to be not feasible in reality. This underlies the need to adopt a phased approach to implementation. The third major lesson is with respect to the need for increased capacity for the NSDS/NSS coordination function. This is key a success factor for the NSDS. Currently there is only the NSDS Coordinator working on NSDS coordination issues on a part-time basis. By comparison, the NSS Coordination in Statistics South Africa has a staff establishment around 20 professional staff and these are considered to be the bare minimum.

1.6 Main Recommendations

There are two general recommendations. The first is that the NSDS remains largely relevant. In this respect, consideration should be given to the possibility of extending the implementation period, say by 2 years. This recommendation is in view of the fact that, while the reference period for the Strategy is 2006/07-2015/16, actual implementation only started in 2010 and this represents a 4-year delay. The second recommendation relates to the organisational capacity for BOS and the Other MDAs. Generally the statistical function in most MDAs is weak or non-existent. The strengthening or setting up of statistics units in MDAs is one of the expected key deliverables of the NSDS. This should be coupled with the strengthening of BOS to enable it to have sufficient capacity to lead and coordinate the NSS. For this purpose, three organograms are proposed to depict recommended changes in the current structures of



BOS and MDAs. These include: a transitional and long-term structure for BOS; and a generic structure that can be adopted and adapted for the other MDAs. If adopted, these should assist in raising status and visibility of statistics both nationally and within the MDAs. With respect to Strategic Objective 1 on promoting usage of statistics in national development planning, the main recommendations include:

• Improving the accessibility of available statistics in user-friendly formats and on time, through relevant infrastructure especially ICT (e.g. internet connectivity);

• Sustaining the practice of the release calendar by BOS; • Development and implementation of a Quality Framework for official statistics

based on the United Nations Principles of Official Statistics and other relevant frameworks such as the Data Quality Assessment Framework of the IMF; and

• Monitoring of use of statistical information by MDAs in the various sectors. The main recommendations for Strategic Objective 2 on the mainstreaming of statistics in national development projects and programmes to facilitate and promote evidence-based development planning include:

• Strengthening of M&E capacity of MDAs by establishing M&E units in their structures;

• Enhancement of skills of middle-level and senior officials in MDAs in policy analysis and M&E e.g. through the design and implementation of a programme of tailored short courses in policy analysis and M&E; and

• Enhancement of skills of middle-level and senior officials in MDAs in using statistics for policy analysis, planning, and decision-making and M&E.

The main recommendations for Strategic Objective 3 on strengthening the organisational and institutional capacities of MDAs to enable them to develop and use appropriate and relevant statistical information in planning and decision-making include:

• Setting up of an Information Centre (Department) in each MDA comprising: a Statistics Division; an M&E Division; and a Policy and Research Division;

• Upgrading and up-scaling statistical capacity and budgets in most MDAs by increasing the number of staff dedicated to statistical work;

• Development and implementation of a statistical capacity building programme for the NSS which should include specific MDAs and be coordinated by BOS; and

• Strengthening communication within the NSS on statistical matters, e.g. through MOUs on data sharing between BOS and MDAs.

The main recommendations for Strategic Objective 4 on strengthening the management and coordination of the NSS include:



• Measures to improve the management and coordination of statistics in most MDAs; e.g. the flow of data from districts to head offices through internet connectivity;

• Revision of the Statistics Act 2001 to grant operational (organisational) autonomy to BOS in order to strengthen the Bureau’s leadership position in the NSS; and

• Rationalisation of all other statistical related legislations with the Statistics Act to facilitate data sharing and remove contradictions.

The main recommendations for Strategic Objective 5 on strengthening organisational capacity of BOS to enable it to effectively manage and coordinate the NSS include:

• Further operationalisation of the BOS restructuring (e.g. the operations of the District Offices and Field Organisation, ICT), and revitalising the Statistics Council;

• Establishment of an NSS Secretariat at BOS to perform administrative functions of the NSS, including coordination and communication;

• Establishment of a Statistical Training and Capacity Building Division at the BOS to serve the whole NSS; and

• Conducting of a capacity needs assessment for BOS and the development of a comprehensive capacity building plan.

The main recommendations for Strategic Objective 6 on reducing the shortage of statisticians in the public sector include:

• Development of an NSS-wide statistical human resource strategy within the framework of the NSDS; and

• Development of a statistical training programme at NUL targeted at MDA staff with a focus on short courses in official statistics and related areas.

The main recommendations for Strategic Objective 7 on the provision of adequate financial resources to maintain the NSS, support production, supply and use of statistics in community, district and national development projects and programmes, include:

• A substantial increase in the level of funding for statistical work in MDAs; and • Explicit incorporation of statistical activities into MDA operational plans and

regularised budgets. The main recommendations for Strategic Objective 8 on the provision of adequate physical infrastructure in the various sectors to support production and dissemination and safe storage of statistics, include:

• Significant improvement of physical space especially for BOS Head Office including: offices for staff, ICT, storage for materials, training rooms, meeting rooms, library, parking, etc.; and

• An assessment of physical infrastructure needs by sector to enhance production and dissemination of statistical information in the other MDAs.



The main recommendations for Strategic Objective 9 on the provision of adequate ICT infrastructure to facilitate use of information technology in statistics include:

• Conducting an assessment of the statistical ICT infrastructure needs of MDAs; • Developing NSS-wide ICT Strategy building on the existing BOS Strategy; and • Procuring appropriate ICT infrastructure for Statistics for each MDA.

The main recommendations relating to Strategic Objective 10 on the decentralisation of the management and coordination function of statistical work to districts to ensure harmonisation of statistics produced and its accessibility to users at district and community levels, include:

• Definition and strengthening of statistical roles and functions of district offices with the focal functions including both data collection and data dissemination; and

• Continuous training and capacity building for district offices of MDAs to be more effective with tailored courses developed and implemented for district staff.

The main recommendations relating to Strategic Objective 11 on the establishment and maintenance of consistency in the production of statistics across the entire National Statistical System, include:

• Further strengthening of the cooperation between BOS and MDAs especially to standardise processes, nomenclatures, concepts and definitions, used within the NSS;

• Finalisation and sharing among MDAs of the work on the compendium of concepts and definitions initiated by BOS; and

• Development and implementation of guidelines for data collection, analysis, and dissemination based on existing BOS processes.

The main recommendations relating to Strategic Objective 12 on improving the effectiveness and efficiency of statistical data development and management systems, include:

• Identification of data gaps in the existing data management systems in the various sectors, including remedial measures;

• Definition of the means and technology for data transfer, including data security; and

• Development of relevant MOUs and protocols for data exchange and dissemination and ownership.

The main recommendations relating to Strategic Objective 13 on strengthening the management and coordination of national censuses and surveys include:

• Development of national guidelines for censuses and surveys to be used by the various MDAs when carrying out surveys.



• An assessment of the collected data for quality and implementation of recommended improvements.

• Review of the current system of micro data involving the wide range of key stakeholders. As part of this process a set of recommendations and procedures on survey frequency by type, data collection methods, and sampling, should be developed.

• Development of a surveys register; the said register should contain basic information on existing and planned surveys in Lesotho including the user, producer, subject area, metadata, etc.

• Extension of the practice of MOUs for data sharing and coordination between BOS and other MDAs to cover all key producers of official statistics within the NSS.

• Development of micro data dissemination policy, open micro data sharing policy being the guiding principle.

• BOS and relevant staff of other MDAs should get training on the data validation and production of micro data as well as on basic analysis and reports’ production.

The main recommendations relating to Strategic Objective 14: Undertake Monitoring and Evaluation of the National Statistics Development Strategy (NSDS) include:

• Development and implementation of a relevant M&E framework; and Development and implementation of an M&E plan for the NSDS in collaboration with sector committees and MDAs.



2 Introduction

This assignment is about a rapid assessment of the implementation of the National Strategy for the Development of Statistics (NSDS) 2006/07 – 2015/16 in Lesotho. The assessment is intended to cover coordination and the progress made in the implementation of the NSDS across various Ministries, Departments and Agencies (MDAs) throughout the administrative geography of Lesotho. It is also intended to cover: the current relevance of the strategic objectives and implementation plan of the NSDS; institutional and human resource capacity in the MDAs with a focus on the statistical and Monitoring and Evaluation functions; and budgetary and financial capacity in MDAs. Among the outputs of the exercise should be recommendations for a costed plan or roadmap for the implementation of the NSDS.



3 Background

3.1 Policy Framework of the Lesotho Development Agenda

Lesotho’s national development agenda is enshrined in Lesotho’s National Strategic Development Plan (NSDP) 2012/13 – 2016/17, which is intended to be a vehicle for implementing the National Vision 2020. Vision 2020 articulates the long-term development aspirations of Lesotho and the Poverty Reduction Strategy (PRS) - a medium term framework for equity-based growth and poverty reduction and the Millennium Development Goals (MDGs. These three documents serve as a national policy framework for planning, budgeting and implementation of projects, programmes and initiatives aimed at improving the standard of living of Basotho. Lesotho’s 2020 Vision is that: “By the year 2020 Lesotho shall be a stable democracy, a united and prosperous nation at peace with itself and its neighbours. It shall have a healthy and well-developed human resource base. Its economy will be strong, its environment well managed and its technology well established.” The Poverty Reduction Strategy (PRS, July 2005) is designed to achieve the objectives of Vision 2020 through policy and “priority areas of action”. The NSDP is an embodiment of the PRS and the Lesotho MDGs and is designed to achieve the following:

• Employment and income generation through higher economic growth: creation of employment opportunities; improvement of agricultural production and food security; and infrastructure development.

• Sharing the benefits of growth through improved health and education standards and the conservation of the environment: improved access to health care and social welfare; improved quality of and access to education; and better management and conservation of the environment.

• Improving governance and public- sector performance: deepening democracy and governance and strengthening safety and security; improved public service delivery.

In addition, it addresses three cross-cutting themes: HIV/AIDS, Gender and Children and Youth.

3.2 Internal Controls

Support for NSDP implementation has two main arms: one, financial; the other, evidence-based development planning. The financial arm interventions are supported by the Public Finance Management Reform Action Plan (PFM RAP), which also provides a basis for evaluating progress. The PFM RAP is being implemented under the guidance of the Improvement and Reform Steering Committee (IRSC). On the other hand, the other arm, evidence-based development planning, is supported by the National Strategy for the Development of Statistics (NSDS) 2006/07 – 2015/16.



3.3 Budget Support

The Joint Annual Review of General Budget Support (12-15 February 2013 Aide Memoire) focused on Poverty Reduction Budget Support 2011 to 2013. It emphases the need to continue to strengthen existing financial and monitoring systems and processes to ensure effective allocations and, management of funds received in support of Lesotho’s log-term growth, development and poverty reduction goals and objectives with targets set in the Performance Assessment Framework. It also provides the necessary vehicle for accelerated public financial management reform, which will benefit from the significant support of the Budget Support Partners.

3.4 Monitoring and Evaluation framework

The National Monitoring and Evaluation System (NMES), which is still in its infancy, is intended to provide a framework for the design, development and implementation of M&E at all levels of Government to promote evidence-based decision making and resource allocation. It also harmonises existing systems for collection and analysis, reporting and review of data for performance measurement. It will also assist MDAs and LAs to develop and institutionalise effective and efficient M&E System that will strengthen budget implementation and enhance measurement and assessment of performance of policies, programmes and projects. It will also provide the framework for the compilation and dissemination of relevant, accurate and timely reports to stakeholders. The challenge of meeting the targets and aspirations of major national policy documents, calls for continuous monitoring and evaluation of the planning, budgeting and implementation processes of Ministries, Departments and Agencies (MDAs), Local Authorities (LAs) and other stakeholders. Also effort has to be focused on tracking the performance of agreed indicators at national, sector, and district levels, within the framework of the NSDS. In view of the above, a Monitoring & Evaluation and Statistical Capacity Assessment Survey was undertaken in August 2009 to assess capacities of various Ministries, NGOs and other key stakeholders. The survey took stock of M&E practices, training needs, and human resource capacities. The survey report provides details of the current status in the various institutions and makes recommendations for improvement in relevant critical areas for capacity development and strengthening of personnel of MDAs and academic institutions. The findings reveal that only 10.5 percent of organisations had a formal M&E structure in place and adequately staffed. Lack of skills is a major challenge facing organisations especially with respect to data collection, processing and management. Organisations are faced with lack of data and where it does exist, it is outdated and unreliable. Even though M&E and statistics are perceived to be very important, there is still a low level of utilisation of M&E information and statistics for policy and decision-making, planning, budgeting and monitoring and evaluation.



3.5 Priority Statistical Needs for the Lesotho Development Agenda

The need for quality official statistics to inform and support the Lesotho development agenda, is well recognised. To support this, key users of official statistics, including decision makers and civil society, need reliable data to: chart, monitor, and evaluate of the processes and manage economic growth and development in general; and promote public debate accompanying democratic development and governance. This is in line, for instance, with the thrust of the Strategy for the Harmonisation of Statistics in Africa (SHaSA) (2010) which notes that official statistics are essentially a public good and part of an enabling environment for achieving development outcomes, and among others, they play crucial roles in:

• Issue recognition and definition (when statistics reveal an issue as a problem that may have been hidden from the public and/or policy-makers);

• Informing the design and choice of policy (identifying options and making choices of actions);

• Informing the assessment and evaluation of policies and programmes; and • Forecasting future trends (e.g. output, inflation, growth rates, etc.).

A major assumption made in the NSDP is that the NSDS will provide the necessary statistical information to inform the design and planning of programmes and projects as well to monitor and evaluate the key strategic themes of the Plan. The draft Joint Project Support Document 2013/14-2016/17 describing the anticipated support by the Development Partners (UN agencies, multilateral and bilateral donors) of the Government of the Kingdom of Lesotho partners towards strengthening the country’s statistical and monitoring and evaluation capacities also notes that a strong national statistical system is the sine qua non for designing, and monitoring and evaluation of national policies and managing results on socio-economic development. Importantly, it helps provide a framework for holding governments and donors to account for development results, and advancing aid effectiveness (UNDP, 25/03/2013).

3.6 The Current Operating Framework for Statistical Development in Lesotho

The National Strategy for the Development of Statistics (NSDS) 2006/07 – 2015/16, which includes an implementation plan, is designed to be the basis of monitoring and evaluating progress in development. It is intended to provide information and evidence on issues such as poverty, inequality, unemployment, poor health, high mortality, and MDGs. In this respect the NSDS is expected to inform the financial aspect (resource allocation) of public finance management. The NSDS is being implemented under the guidance of the Bureau of Statistics (BOS).



3.7 Coherence with EC Programming and Other CP Support

The EC’s Country Strategy Paper (CSP) and National Indicative Programme (NIP) was signed by the Government of Lesotho (GOL) and the European Commission on 9th December 2007. Among others, inter alia, it focuses on the following sectors: Provision of and access to water and sanitation; Road transport sector strategy, focusing on improving accessibility and institutional capacity building; and fight against HIV/AIDS. The three sectors were allocated 20% (€17.2 million); 20% (€17.2 million); and 11.5% (€12 million) of the available resources, respectively. In addition to the above, about 18.7% (€20 million) of the available programmable funds were allocated to Macroeconomic support and capacity building to support:

• measures to strengthen public financial management capacity;

• implementation of an Integrated Financial Management & Information System (IFMIS); and

• "Capacity Building in Economic Planning (CBEP)", covering:

o "Support to the Bureau of Statistics": to assist with the conduct of the Census 2006 and further support to help to consolidate the practise of evidence-based planning.

o "Macroeconomic Modelling": to strengthen institutional framework for economic analysis and policy; the development of a Macroeconomic Model; and to establish a Public Debt Strategy.

o "Institutional Capacity Building – Planning Cadre": to support a Training Needs Assessment for the personnel involved in the MTEF process.

o "Population & Manpower Modelling": to complement the Macroeconomic Modelling work of the Department of Economic Policy (DEP) as well as the data analysis of the data generated in the Census 2006, cross-border population movements and employment statistics.

In addition to the above, the BOS and NSS have received support from other CPs, for example:

• UNDP has assisted the government to collect, analyse and disseminate data and build both institutional and technical capacities to ensure formulation of evidence based policies through the establishment of a sustainable monitoring and evaluation system. In addition, UNDP has supported the compilation of MDG data for Lesotho.

• UNICEF has been supporting the establishment of the DevInfo system in the country.

• Specialised UN agencies have also been assisting line Ministries with training needs assessments and training for key personnel, e.g. FAO assistance to Ministry of Agriculture and Food security.

• The World Bank has supported in data quality assurance and in poverty methodology while DFID, GIZ, and other partners have played important roles in various areas of the statistical capacity building.



4 Problem Analysis

4.1 The Core Problem

The main problem which the assignment is designed to address is provision of information to support the national development agenda as articulated in the National Strategic Development Plan (NSDP) 2012/13-2016/17. Support for the NSDP implementation has two main arms: one, financial; the other, evidence-based development planning. In particular, the assignment is designed to support coordinated efforts of development partners and the GOL to address the need for strengthening NSS and M&E systems. In this respect it intended to: assess the relevance and effectiveness of the existing information system aimed at informing socio-economic aspects of the national development agenda, the framework for the information being the NSDS.

4.2 Characteristics of an Effective National Statistical System

The core components of an NSS typically comprise: users of statistics; producers and providers of data; system outputs; the institutional framework; coordination mechanisms; and capacity building structures. It is also typical for the national statistical office to constitute the hub of the system. In essence, the concept of a NSS is all encompassing and involves partnership in the production of statistics by a group of organisations/agencies. As noted in the NSDS document, the characteristics of an effective NSS, would typically include: (i) Strong statistical legislation: central to the protection of confidentiality and the

assurance of impartiality and objectivity of official statistics.

(ii) Strategic direction: defined by a vision and backed by relevant strategies on what to do to make the vision become a reality.

(iii) Coordination, collaboration, networking, and information sharing: well-established, formal and institutionalised arrangements for coordination and collaboration among key stakeholders.

(iv) User-focused and driven: should provide data for monitoring national development plans, promote good governance and accountability as well as meet sub-regional, regional and international data needs.

(v) Leadership: should be well coordinated and well led and this can only come from a well-resourced and well-structured national statistical office with technical expertise, organisational systems and capability to lead and coordinate.



4.3 The Lesotho National Statistical System

4.3.1 Structure of the NSS

Official statistics in Lesotho are produced by a number of public institutions from data collected through specific surveys or from administrative records. The hub of the NSS is the Bureau of Statistics, which is the designated agency for coordination of the system. The Bureau of Statistics (BOS) is empowered through the Statistics Act of 2001 to collect, analyse, disseminate, coordinate and rationalise economic, social, demographic and environmental data services. However, there are a number of other public institutions (Ministries, Department, and Agencies (MDAs)) involved in supplying official statistics. Typically, these generate administrative data as an integral part of their operations. Examples of these include: the Central Bank of Lesotho; Lesotho Revenue Authority; Ministries of Agriculture, Health, Education, and Public Works and Transport, etc. All this requires that the institutions cooperate and coordinate their statistical activities, statistical concepts, classifications, methods and procedures. Such cooperation is established through the Statistics Act of 2001 where the NSS is formally defined, with the BOS mandated to lead the development, the cooperation and the necessary coordination of the system. The development and implementation of the NSDS provides the main framework for these processes. Further steps which are ongoing involve the determination of sector-based strategies for statistical activities and harmonisation of concepts and classification.

4.3.2 Key Stakeholders of the NSS

The key stakeholders of the NSS include: users of statistics; its data producers and data providers. The users of statistics typically include:

• Policy and Decision-makers in MDAs (Line Ministries, Central Banks, etc.) • Business Sector (Chambers of Commerce, Industry, Mining, Agriculture, etc.); • The Public and Media; • Researchers, Universities, etc.; • Civil Society (Non-Governmental Agencies); • International Agencies (United Nations Agencies, the International Monetary Fund,

World Bank, African Development Bank, African Union, etc.); • Development Partners; and • Trans-national corporations.

The Data Sources and Producers include:

• Bureau of Statistics; • Line Ministries (e.g. Ministries of Health, Education, Agriculture, Public Works and

Transport, Water, etc.); • Specialised Government Institutions (e.g. Immigration, Police, etc.);



• Central Bank of Lesotho; • Utilities and Parastatals (e.g. Lesotho Electricity Authority, Lesotho Highlands

Development Authority, Lesotho Revenue Authority, Lesotho Tourism Development Corporation, etc.).

The Data Suppliers typically include:

• Households; and • Businesses.

4.3.3 Statistical Capacity in the NSS

Generally, there is low capacity in the NSS to implement the NSDS. A survey of existing capacity undertaken in 2010 as an integral part of the design of the NSDS concluded that there is significant absence of statistics information required to inform strategic plans and operational plans of MDAs. Statistical skills in the statistics units in MDAs, where they exist, are inadequate. In addition, there is inadequate coordination among data producing MDAs as well the lack of quality assurance; and data is typically not available in time to users. These factors are compounded by a high turnover rate of professional staff.

4.3.4 Data Gaps

Generally, there are significant challenges in the availability of data required to monitor and evaluate the attainment of the goals of Vision 2020 and the NSPD whose focus is to reduce poverty and achieve sustainable development, through: (i) Pursue high, shared and employment creating economic growth; (ii) Develop key infrastructure; (iii) Enhance the skills base, technology adoption and foundation for innovation; (iv) Improve health, combat HIV and AIDS and reduce vulnerability; (v) Reverse environmental degradation and adapt to climate change; and (vi) Promote peace, democratic governance and build effective institutions.

The proposed Joint Project Support Document 2013/14-2016/17 (UNDP, 1st Draft – 25/03/2013) provides a summary of the general data situation in Lesotho. For instance, data availability on the MDGs is a serious challenge as data is not readily available for all the necessary indicators which make it difficult to monitor and evaluate the progress being made in the achievement of the MDGs. Data on poverty and inequality also presents significant challenges. Further to the above, information on all major economic indicators such as inflation rates, GDP, ODA and trade flows, etc. is usually delivered late to the users. There is also some difficulty in obtaining disaggregated data, especially in the required format (i.e. at district level). While the Population and Housing Censuses, which have been conducted decennially in 1966 and 2006, are informative, they are usually outdated especially in the second half of the decennial. In addition, further analysis to cover constituency and local council levels is



typically not available. The vital registration system, which provides the basis for estimating some of the key demographic indicators, has a very low coverage rate. While there is relatively a lot of data being generated by MDAs as part of their routine administrative activities, there are a number of problems surrounding the data generated. First, there is the issue of data integrity where: different values from the same dataset are published over time; data revisions are undertaken in an ad hoc manner and users are not informed in time; and when revisions are done in time, there is limited technical support in some cases for users to revise their own data. In addition to the above-mentioned examples, there are also some conceptual issues that need to be resolved and standardised towards improving the quality of statistics. Examples of such include the definitions of: unemployment; informal sector; statistical regions; service delivery coverage (such as access to water and sanitation); access to health services and facilities; and access to education. Low utilisation of statistics for planning, policy formulation, and decision making also emanates from: inability to use the data by users; unavailability of relevant data in terms of frequency and timing; and changes in methodology, making the data incomparable without the necessary technical support for users to adjust systems that use the affected indicators.

Further to the above, the institutional framework for the NSDS has undergone some changes that have affected the relevance and implementation status of the Strategy. In particular, there have been challenges emanating from: increased demand for statistics in terms of indicators arising from emerging issues such as climate change; the moratorium on employment in the public service that affected the establishment core statistical capacity in MDAs; and reorganisation of Government e.g. the split of Ministry of Finance and Planning into the Ministries of Finance and Development Planning.



5 Objectives and Key Tasks of the Assignment

The overall objective of the proposed project/assignment is to support Lesotho policy makers to take decisions on the basis of good quality statistics to support effective implementation of Lesotho's national development agenda as defined in the NSDP and Poverty Reduction Budget Support Programme Phase II (PRBSII) and embodied in Vision 2020. The specific objectives of the assignment include the following:

• A rapid assessment of the NSDS, including the current relevance of the strategic objectives and implementation plan of the NSDS;

• A review of the progress of the implementation of the NSDS and provision of recommendations/support needs for improved implementation; and

• A brief institutional and human resource capacity assessment of the BOS and statistical/M&E related capacities of relevant ministries to deliver on the NSDS and highlight areas for capacity building/enhancement.

The specific tasks of the assignment in order to achieve the above objectives include the following:

• To review the NSDS, its strategies, outputs and activities and key assumptions and assess their status and relevance;

• To assess the organisational and process effectiveness of NSS as led by the BOS in line with the NSDS;

• To consult with all relevant key stakeholders; • To assess the progress in implementation of the NSDS against the NSDS

Implementation Plan; • To assess the capacities of the BOS, line ministries and other key players in the

NSS to implement the NSDS, and perform statistical, data and M&E functions; • To develop a costed action plan of key activities to improve the implementation of

the NSDS and enhance human and institutional capacity of the National Statistical System;

• To work with BOS to identify possible funding sources for the NSDS (including the medium term GOL recurrent or development budget funding, development partner grant or loan funding);

• To draw up an Interim Draft Report containing preliminary findings and recommendations of the assignment;

• To deliver a workshop with key stakeholders, including the National Statistical Council, to review the preliminary findings and recommendations of the assignment; and

• To undertake an in-country drafting of a provisional final report incorporating comments from key stakeholders.



6 Methodology and Approach

The table below depicts the key tasks for this assignment, within the framework of its specific objectives. It summarises the methodology/activities used in the study by key task. Key Task Methodology / Activities

Project Objective 1: Rapid assessment of NSDS including the current relevance of the strategic objectives and implementation plan of NSDS.

1 Review NSDS strategies, outputs, activities and key assumptions: status and relevance

Instruments:

• NSDS Logframe

• Relevant documentation

• Questionnaire

Activities:

• Systematic Review of the status and relevance of the strategies, outputs, activities and key assumptions contained in the Logframe

• Systematic Review of relevant documentation

• Consultations of key stakeholders

• Conducting a workshop

• Drafting an assessment report.

Project Objective 2: Review the progress of implementation of the NSDS and provide recommendations/support needs for improved implementation.

2 Assess organisational and process effectiveness of the NSS within the NSDS framework

Instruments:

• NSDS Logframe

• Relevant documentation

• Questionnaire

Activities:

• Systematic Review of the status and relevance of the strategies, outputs, activities and key assumptions contained in the Logframe

• Systematic Review of relevant documentation




Key Task Methodology / Activities



3 Consultation of key stakeholders Instruments:

• Questionnaire

• Interviews

• Consultative workshop.

Activities:

• Consultations of key stakeholders.

• Conducting a workshop.


4 Assessment of the progress in implementation of the NSDS against the NSDS Implementation Plan

Instruments

• NSDS Logframe

• Questionnaire

• NSDS Implementation Plan.

Activities:

• Systematic Review of implementation of activities specified in Logframe versus Implementation Plan

• Interviews with a focus on agreements on participation of MDAs and their contribution regarding Challenges, Strategies, and Key Outputs for MDA’s


Project Objective 3: Carry out a brief institutional and human resource capacity assessment of the BOS and statistical/M&E related capacities of relevant ministries to deliver on the NSDS and highlight areas for capacity building/enhancement

5 Assess capacities of the BOS, line ministries and other key players in the NSS to implement the NSDS, and perform statistical, data and M&E functions.

Instruments:

• NSDS Logframe

• Documentation

• Interviews

• Consultative workshop.



Key Task Methodology / Activities

Activities:

• Systematic Review of the capacities of BOS/MDAs to implement the NSDS based on the Logframe




6 Develop a costed action plan of key activities to improve the implementation of the NSDS and enhance human and institutional capacity of the National Statistical System.

Instruments

• NSDS Logframe

• Action Plan

Activities:

• Develop a revised Action Plan for NSDS.

7 Work with BOS to identify possible funding sources for the NSDS (including the medium term GOL recurrent or development budget funding, development partner grant or loan funding).

Instruments

• Financial Plan in NSDS

Activities:

• Review of existing Financial Plan/NSDS Logframe.

• Consultations with CP’s, NAO, Ministries of Finance and Development Planning, Director of BOS.


6.1 Analysis of the NSDS Logical Framework

The Logical Framework (LFA) as contained in Annex B of the NSDS Document is the central framework used for the assessment presented in this report. It provides a summary of the 14 strategic objectives, the 17 related strategies and 68 main activities of the NSDS. In the NSDS document the LFA was used to articulate and present the overall methods to be employed in achieving the objectives and the vision of the Strategy as well as the structure/framework for specifying the relevant activities and for relating them to the former. In particular and in keeping with its traditional role in planning, monitoring and evaluation of policies, programmes, and projects, the LFA was used to summarise:

• The NSDS’s hierarchy of objectives (i.e. project description and/or intervention logic);



• The key external factors critical to the its success (i.e. assumptions); • How the NSDS’s achievements (outputs) would be monitored and evaluated (i.e.

indicators and sources of verification); and • The basis on which resource requirements (inputs) and costs (budget) would be

determined. The objectives of the assignment were mapped against the 14 strategic objectives, the 17 related strategies, 68 main activities, output indicators, and key assumptions of the NSDS. The next step entailed an assessment of the relevance and status of their implementation. The relevance was derived from the extent to which the stated objectives, activities, output, etc. correctly addressed the identified problems or real needs that the NSDS was designed to resolve. Annex B provides the details regarding the analysis of the Logframe that was undertaken.

6.2 Stakeholder Consultations

The consultation of key stakeholders is another critical ingredient of the rapid assessment of the NSDS. Annex A provides the list of institutions met for consultation during the mission. Among other things, the consultations were crucial in providing information on: to what extent the MDAs were on board regarding the implementation of the NSDS; the capacity constraints they face; and the various quality issues and gaps pertaining to existing statistics. The consultations were categorised as below. (i) Consultations at the Bureau of Statistics A Questionnaire for the Bureau of Statistics (provided in Annex C) formed the main basis for the consultations made with the Divisions/Units at the Bureau of Statistics. Information under the following categories was collected:

• General information about the Division/Unit; • Information on the National Statistical System (NSS); • Challenges, Strategies and Key Outputs for MDAs - NSDS Key Areas that BOS

was allocated and whose implementation the Bureau was expected to lead within the framework of the NSS;

• Core statistics produced by BOS; • Statistical processes and infrastructure of BOS; • Human resources at BOS; • Academic qualifications of staff at BOS by area of work; • Human resource development and training at BOS; • Expenditure on training at BOS; and • Type of external support on training.



The consultations with BOS Divisions/Units entailed face-to-face interviews and the completion of the questionnaire by each of the Divisions/Units. In total 11 questionnaires were completed.

(ii) Consultations with Other MDAs/Other Key Institutions of the National

Statistical System (Producers and Users of Statistics)

The Questionnaire for Other Key Institutions of the National Statistical System (producers and users of statistics) (provided in Annex D) was the main basis for consultations made with the other MDAs in the NSS. Information under the following categories was collected:

• General information; • Institutional operations and statistical production and data needs; • Statistical capacity at the institution; • General views pertaining to implementation of the NSDS; and • Challenges, Strategies, and Key Outputs of MDAs - Key Areas of the NSDS that

the Institution was allocated and whose implementation the Institution was expected to lead within the framework of the NSS.

The consultations entailed face-to-face interviews with MDA representatives and completion of the questionnaire by each of the MDAs. In total twelve completed questionnaires were received for this report.

(iii) Consultations with Training Institutions

Information under the following categories was collected from the Statistics Department, National University of Lesotho: • General Information about the Department; and • Details about the Department, including:

o Main areas of specialisation; o Number of academic staff; o Qualifications of staff; o Type of training programmes offered (core areas by course: specifically,

statistics, economics, and demography); o Level of statistical training; o Syllabus orientation for the statistical training; o Tailored short training courses offered; o Total student intake capacity by course; and o Main clients/organisations using training offered by the Department.

The consultation with NUL entailed a face-to-face interview with a representative of the Department of Statistics, following the structure of the questionnaire. (iv) Consultations with Co-operating Partners



Information under the following categories was collected from Co-operating Partners through face-to-face interviews:

• General information; • Institutional operations and data needs; • General views pertaining to implementation of the NSDS; • Co-ordination of CP support towards statistical development in Lesotho; and • Whether the Partner could be in a position to provide funding for some of the

NSDS activities.

6.3 Review of Key Documents

The systematic review of the NSDS document and other key planning and policy documents formed part of the methodology for the assignment. The policy and planning documents provided insight regarding the:

• Relevance of the stated objectives, activities, output, etc., of the NSDS; • Demand for statistics; and • Major gaps in existing statistical information.

A catalogue of the documents consulted is provided under references in Section 10 of this report. Among others, the following are examples of some of the key documents that were consulted:

• National Strategic Development Plan, 2012/13 – 2016/17; • Lesotho Millennium Development Goals, 2010 (Final Addendum March, 2010); • Poverty Reduction Strategy, 2004/2005- 2006/2007; • National Monitoring and Evaluation System Guidelines (Zero Draft); • Public Expenditure and Financial Accountability (PEFA) Lesotho, Final

Report, 5 November 2012; and • Joint Project Support Document 2013/14-2016/17 (UNDP, 1st Draft –

25/03/2013).

6.4 Stakeholder Workshop

In addition, to the above a stakeholder workshop was conducted. The main purpose of the workshop was to discuss and obtain feedback on preliminary findings and key recommendations of the assessment. Annex H provides details about the workshop which was attended by 33 persons representing around 17 organisations. The focal issues discussed included:

• Challenges to the implementation of the NSDS due to the changing environment since its launching.



• Reasons for low utilisation of statistics for planning, policy formulation and decision-making.

• Challenge in using of administrative records as data sources. • Importance of MOUs for data exchange among MDAs. • Training and capacity building for the NSS and possible role for NUL. • Low budgets available for statistics/possible solutions. • Statistical operational plans for MDAs. • Proposed structure for BOS/generic structure for MDAs.

These are summarised in Annex H and relevant revisions were incorporated into this report.



7 Key findings and main conclusions

7.1 Key Findings

The specific objectives of this assignment are to:

• Carry out a rapid assessment of the NSDS, including the current relevance of the strategic objectives and implementation plan of NSDS;

• Review the progress of implementation of the NSDS and provide recommendations/support needs for improved implementation; and

• Carry out a brief institutional and human resource capacity assessment of the BOS and statistical/M&E related capacities of relevant ministries to deliver on the NSDS and highlight areas for capacity building/enhancement.



7.1.1 Relevance and Status

There are 14 strategic objectives, 17 strategies and associates activities for the NSDS. The table below provides information pertaining to their relevance and status of implementation. The details pertaining to the Remarks/Comments column in this table are given in Annex B. Remarks and Comments

Strategic Objective 1: Promote usage of statistics in national development planning

Relevance: • The strategic objective remains relevant because

effective development planning must be informed by statistical information

Implementation Status: There is some usage of statistics in key policy

documents. Examples of organisations using statistics in their development activities include:

o Min of Development Planning (NSDP/PRS/MDGs);

o Min of Labour and Employment (e.g. Employment Policy – Zero Draft);

o Min of Health (e.g. Health Management Information System)

o Min of Education (e.g. EMIS);

o Central Bank of Lesotho (e.g. Quarterly Review); and

o Min of Local Government and

Strategy 1: Advocate for and promote awareness and appreciation of the use of statistics in development planning

Activities Develop and implement an

awareness/advocacy campaign programme to promote use of statistics in Government Ministries, Public and Private Sector Institutions, Donor Agencies, Non-Governmental Organisations, and Community Based Organisations

Expected Outputs Advocacy campaign

programme

Demonstrate the use of statistical data for planning and decision making

Planning and decision making documents containing statistics

Campaign for the importance and support of specific national statistical landmark activities (such as population censuses

Relevant publicity programmes



Remarks and Comments

and household surveys) in providing data for formulation of economic and social programmes

Chieftainship (District Council Information Handbooks).

There is an awareness /advocacy campaign strategy within the framework of the NSDS but it is still to be implemented. Some advocacy to promote use of statistics is being undertaken e.g. by the Office the BOS Director and BOS Divisions; but the profile of statistics remains generally low.

Population censuses and household surveys provide an opportunity for promoting the use of statistics especially if several MDAs are involved in their execution.Media is organised to publicise statistical activities such as landmark events and occasions and releases but it is not used to advocate for the use of statistics in planning and decision-making.

Assumptions: • The assumption of availability of a budget to

support awareness/advocacy campaigns was unjustified as whatever budget there was, was insufficient

• The assumption of cooperation by the various bodies/ organisations on awareness/advocacy programme campaigns was unrealistic because they themselves had to be converted by the campaigns first and there was insufficient

Strategy 2: Utilise the media to popularise use of statistics in planning and decision making

Activities Organise and hold media publicity

campaigns to disseminate information on the importance of using statistics in planning and decision making

Organise media houses to publicise results of important statistical landmark events and occasions

Expected Outputs Media publicity

programme implemented



Remarks and Comments capacity at BOS to do the demonstrations. The campaigns should have been rolled out by BOS at first

• Assumption of cooperation by the various bodies/organisations on campaigning for the importance and support of specific national landmark activities was unrealistic because the activities were exclusively associated with BOS.

• Assumption of cooperation by media houses to popularise the use of statistics in planning and decision-making was unrealistic as the practice was to use media to publicise unique events associated with BOS (e.g. launching surveys and releasing results)

• Assumption of cooperation by media houses to publicise results of important statistical landmark events and occasions realistic because it is an established practice at BOS

Strategic Objective 2: Mainstream statistics in national development projects and programmes to facilitate and promote evidence-based development planning

Relevance: The strategic objective remains relevant.

Mainstreaming is crucial for effective design and implementation of projects and programmes because it ensures that the right statistics are Strategy 1: Guide sectors on how to use statistics in planning and decision

making




Activities Prepare and disseminate guidelines for

integrating statistics into sector planning

Expected Outputs Dissemination

guidelines produced and disseminated

produced and used.

Implementation Status: There is little mainstreaming of statistics in national development projects and programmes.

Statistics are being used in some key policy documents but sectors are not systematically guided on the use of statistics in planning and decision-making on a strategic level. There are no policy guidelines for integrating statistics into sector plans. This is still occurring on an ad hoc basis as a result of user requests.

There are no MDA training reports or annual reports on policy guidelines to educate sectors

There is no evidence that the PRS team was incorporated into the NSDS process

There are no M&E system wide reports yet available

Assumptions: Assumption of cooperation by MDAs in being

guided (using policy guidelines) on how to use statistics in planning and decision-making was unrealistic because of capacity constraints at BOS and the low priority given to statistics by MDAs

Assumption of cooperation by PRS team leader

Educate sectors on using the guidelines in planning and decision making

Training programme on guidelines produced and implemented

Incorporate the PRS team into the NSDS process

PRS - NSDS teams formed

Monitor and evaluate effectiveness of the guidelines in enabling evidence-based sector planning and decision making

M and E programme for guidelines



Remarks and Comments on incorporating the PRS team into the NSDS process was realistic because the PRS team had been in place. However the incorporation did not take place.

Assumption of cooperation by MDAs on monitoring and evaluating the effectiveness of the guidelines in enabling evidence-based sector planning and decision making was unrealistic because the guidelines were not developed

Strategic Objective 3: Strengthen the organisational and institutional capacities of MDAs to enable them develop and use appropriate and relevant statistical information in planning and decision-making

Relevance: The strategic objective remains relevant because

effective utilisation of statistics in MDAs depends on the establishment of a relevant skills base and infrastructure

Implementation Status: There is very limited statistical capacity in most

MDAs although there are some staff dedicated to statistical work in some MDAs (e.g. Education, Labour, Health, CBL, etc.).

There is no comprehensive statistical capacity building plan currently for the NSS.

Available budgets for statistical work in MDAs has been insufficient and MDAs need to be mobilised

Strategy 1: Improve the statistical capacity of MDAs

Activities Undertake a capacity needs assessment

survey in all MDAs to determine their statistical capacity

Expected Outputs Capacity needs

assessment survey undertaken in all MDAs

Develop a comprehensive capacity building plan for the MDAs

Comprehensive capacity building plan for the MDAs

Mobilise funding for individual MDAs to Resource mobilisation




upscale their respective capacities in statistics as identified in the capacity building plan

plan implemented to upscale their statistical capacities.

There is need to strengthen communication within and across sectors on statistical matters e.g. through MOUs on data sharing between BOS and MDAs.

Use of statistical information by MDAs in the various sectors needs to be monitored.

Assumptions: Assumption of availability of capacity needs

assessment skills to improve the statistical capacity of MDAs was unrealistic because there was no budget for such assessment

Assumption of availability of funds for strengthening institutional capacities of MDAs to use statistical information was unrealistic because the funds were either unavailable or insufficient

Assumption of cooperation by MDAs to improve their statistical capacity was unrealistic because statistics had a low priority in most MDAs

Assumption of cooperation by MDAs to improve their statistical capacity was unrealistic because statistics had a low priority in most MDAs

Assumption of the cooperation of the Ministry of Finance was unrealistic because there is no evidence that Finance gave any priority to the NSS above any other programme

Assumption of commitment by MDAs to up-

Strengthen coordination mechanisms within and across sectors

coordination strategy and mechanisms

Improve communication within and across sectors

Communication strategy formulated and implemented

Establish Statistics outfits in the various MDAs

Statistics Units in MDAs

Monitor effectiveness of use of statistical information by the sectors

Monitoring programme formulated and implemented



Remarks and Comments scaling their respective capacities to statistics as identified in the capacity building plan was unrealistic because statistical development was not a priority in most MDAs

Assumption of cooperation by MDAs to strengthen coordination mechanisms within and across sectors and to monitor and evaluate the effectiveness of their use of statistical information was unrealistic because statistical development had a low priority in MDAs and there was very limited coordination capacity at BOS

Assumption of availability of resources to establish statistics outfits in MDAs was unrealistic given insufficient skills, infrastructure and funding

Assumption of cooperation by MDAs to improve communication within and across sectors was unrealistic because of the prevalent culture of operating in isolation

Strategic Objective 4: Strengthen the management and coordination of the National Statistical System

Relevance: The strategic objective- remains relevant because

sustainability and maintenance of the NSS depends on effective management and leadership and robust coordination mechanisms

Implementation Status: Save for BOS there is scope for significant

Strategy 1: Review the legal framework governing the operations of the National Statistical System

Activities Review the terms of reference of the

Expected Outputs Updated terms of




Statistics Council to ensure the body’s appropriateness and relevance for governing semi- autonomous Bureau of Statistics

reference improvements in the management and coordination of statistics in most MDAs.

The Statistics Act is in the process of being revised to strengthen the position of BOS in the Public Service.

Terms of reference of the Statistics Council will also have to be reviewed and aligned.

There needs to be a review and alignment of all relevant legislations of the other agencies with a revised Statistics Act.

Assumptions: Assumption of MFDP support for a review of the

legal framework governing the operations of the NSS was unrealistic as the ministry granted no priority status to the NSS

Assumption of commitment of the leadership of MFDP to supporting statistics development by supporting amendment of the Statistics Act 2001 was unrealistic given that the MFDP did not give priority to the NSS

Assumption of cooperation by relevant MDAs to review and align all relevant laws of other agencies to make them consistent with the revised Statistics Act was unrealistic because statistical development was not a priority in MDAs

Amend the Statistics Act 2001 to grant Bureau of Statistics operational autonomy to enhance its effectiveness in managing and coordinating statistical activities in the country

Updated Statistics Act

Review and align all relevant laws of other agencies to make them consistent with the revised Statistics Act

Rationalised legislation aligned to the Statistics Act




Strategic Objective 5: Strengthen BOS organisational capacity to enable it to effectively manage and coordinate the NSS

Relevance: The strategic objective remains relevant because

it is essential to strengthen the Bureau in order for it to lead and coordinate development of the NSS

Implementation Status: Some strengthening has occurred e.g. BOS

restructuring including strengthening District Offices and Field Organisation, ICT, setting up of Statistics Council.

Currently BOS has inadequate capacity to coordinate, manage and provide technical support to MDAs in a systemic context.

A post-NSDS capacity needs assessment for BOS needs to be conducted; and a comprehensive capacity building plan should be developed.

Assumptions: Assumption of availability of capacity needs

assessment skills to improve the technical, managerial, and coordination capacities of BOS was unrealistic because of budgetary constraints working against engaging the skills

Assumption of availability of funds to improve technical, managerial and coordination capacities of BOS was unrealistic as funds were insufficient

Strategy 1: Improve the technical, management, and coordination capacities of the Bureau of Statistics

Activities Undertake a capacity needs assessment

study of BOS to determine its organisational development capacity constraints that need to be addressed in strengthening its effectiveness

Expected Outputs capacity needs

assessment study of BOS

Develop a comprehensive capacity building plan for BOS

Capacity building plan for BOS

Mobilise funds to implement the plan

Funds strategy

formulated and implemented

Implement the capacity building plan

capacity building plan implemented

Monitor and evaluate the effectiveness of the capacity building plan

M & E programme for capacity building plan implemented



Remarks and Comments Assumption of availability of capacity needs

assessment skills to develop a comprehensive capacity building plan for BOS was unrealistic because of budgetary constraints against engaging the skills

Assumption of commitment of the leadership of MFDP to supporting statistics development by mobilising funds to implement the capacity building plan for BOS was unrealistic because it the leadership did not prioritise implementation of the NSDS

The assumption of the commitment the BOS leadership to supporting monitoring and evaluating the effectiveness of the capacity building plan was justified because the Bureau is legally mandated to coordinate the NSS

Strategic Objective 6: Reduce the shortage of statisticians in the public sector

Relevance: • The strategic objectives remains relevant as the

availability of skilled personnel, especially statisticians, is crucial for the development of the various NSS components

Implementation Status: Save for BOS current availability of statisticians in

MDAs is very thin.

Strategy 1: Increase number of qualified personnel for production, supply, and effective and efficient use of statistics in all sectors

Activities Develop and implement policies for

professional statistical personnel covering recruitment, redeployment, deployment, career progression, and conditions of

Expected Outputs HRD policies

developed and implemented




service

There is no evidence of a NSS-wide statistical

human resource development strategy.

Unified policies exist for professional statistical personnel covering recruitment, deployment, career progression, and conditions of service.

There are no sector statistics strategic development plans, save for what is contained in the NSDS.

Enrolment of NSS statistical personnel at NUL/other higher learning institutions is neither systemic nor strategic.

While NUL is willing to participate in capacity building for MDAs, it is itself short of capacity and budgetary resources leading to:

o Failure to retain senior professionals.

o Problem of software licences.

o Limited access to computer laboratories.

Assumptions: • Assumption of commitment of Cabinet to

supporting statistics development work by developing and implementing policies to increase numbers of qualified personnel for production and use of statistics in all sectors was unrealistic considering the Cabinet did not prioritise the

Develop and implement a NSS-wide statistical human resource development plan

NSS-wide statistical human resource development plan developed and implemented

Develop and implement professional development short-term training programmes for statistical personnel operating at various levels of the NSS

NSS-wide short-term training programmes developed and implemented

Enrol statistics personnel in relevant statistics training programmes at the National University of Lesotho and in other institutions of higher learning in the region

Statistics training programmes especially at the National University of Lesotho



Remarks and Comments NSDS above other strategic development plans

• Assumption of commitment of MDAs to statistical development work by developing and implementing a NSS-wide statistical human resource strategy was unrealistic because the NSS was not a priority to them

• Assumption of commitment of MDAs to statistical development work by developing and implementing professional development short-term programmes for statistical personnel in the NSS was unrealistic because the NSDS was not a priority to them and there was no capacity to develop the programmes

• Assumption of commitment of MDAs to statistical development work by enrolling statistics personnel in relevant statistics training programmes at the National University of Lesotho and in other institutions of higher learning in the region was unrealistic because the NSDS was not a priority to them and funding was limited

• Assumption of cooperation by the National Manpower Development Secretariat to statistical development work by enrolling statistics personnel in relevant statistics training programmes at the National University of Lesotho and in other institutions of higher learning in the region was unrealistic because statistical development work was not a priority to the



Remarks and Comments Secretariat

Strategic Objective 7: Provide adequate financial resources to maintain the National Statistical System, support production, supply and use of statistics in community, district and national development projects and programmes

Relevance: • The strategic objectives remains relevant

because the availability of financial resources is crucial for the development and maintenance of the NSS

Implementation Status: Current availability of funds for statistical work in

MDAs is inadequate.

Budgeting for statistical work in MDAs is not regularised and there is no monitoring of implementation of statistics activities.

Statistical activities to be undertaken in each sector are not identified.

There are low levels of incorporation of NSDS activities in MDA operational plans and budgets.

Assumptions: • Assumption of Commitment of Cabinet to

supporting statistics development work by approving budgets for statistical work in each

Strategy 1: Budget for statistical work in each MDA financial year

Activities

Identify statistical activities to be undertaken in each sector during each financial year

Expected Outputs Sectoral Statistical

Action plan designed

Incorporate the activities in each MDA annual operational plan

Sectoral Statistical Action plan translated into MDA annual operational plan

Incorporate the cost of the activities in the annual budget of each MDA

Sectoral Statistical Action plan integrated into MDA annual budget




Implement the activities

Sectoral Statistical

operational plan implemented

MDA financial year was unrealistic considering the Cabinet had to deal with many competing demands

• The assumption of commitment of MDAs to statistical development work by incorporating statistical activities in their operational plans and in their annual budgets and implementing them was not relevant because statistical work is not a priority

• Assumption of cooperation by the National Manpower Development Secretariat to statistical development work by incorporating statistical activities in their programmes was unrealistic because statistical development work was not a priority to the Secretariat

• Assumption of commitment of Cabinet to supporting statistics development work by regularly monitoring progress was unrealistic given that the Cabinet has many competing needs to address

Regularly monitor progress

Strategic Objective 8: Provide adequate physical infrastructure in the various sectors to support production and dissemination and safe storage of statistics


physical infrastructure is a critical capacity requirement for production, dissemination, use and safe storage of statistics Strategy 1: Procure appropriate infrastructure to house statistical work in

the various MDAs




Activities Conduct an assessment of the physical

infrastructure needs of each sector to enhance production and dissemination of statistical information

Expected Outputs Sectoral assessment of

the physical statistical infrastructure undertaken

Implementation Status: Significant physical space improvements is

required especially for BOS.

There has not been an assessment of physical infrastructure needs by sector to enhance production and dissemination of statistical information.

Assumptions: • Assumption of availability of physical

infrastructure capacity needs assessment skills was unrealistic because of budgetary constraints against their engagement

• Assumption of availability of funds to procure appropriate infrastructure to house statistical work in the various MDAs was unrealistic because funds were difficult to come by

• Assumption of availability of physical infrastructure capacity needs assessment skills for developing a comprehensive capacity building plan for statistical infrastructure development in each sector was unrealistic because of budgetary constraints against their engagement

• Assumption of commitment of the leadership of MDAs to supporting statistics development by mobilise funding to implement the capacity building plan in key MDAs that produce and

Develop a comprehensive capacity building plan for statistical infrastructure development in each sector

Sectoral capacity building plan for statistical infrastructure formulated

Mobilise funding to implement the capacity building plan in key MDAs that produce and disseminate vital statistical information.

Funding strategy for statistical capacity building developed and implemented for key MDAs

Provide needed physical infrastructure in each MDA

Physical infrastructure in each MDA secured



Remarks and Comments disseminate vital statistical information was unrealistic because statistical development work is not a priority

• Assumption of Commitment of the leadership of MDAs to supporting statistics development by providing needed physical infrastructure in their MDAs was unrealistic because of budgetary constraints against their engagement

Strategic Objective 9: Provide adequate ICT infrastructure to facilitate use of information technology in statistics


availability of adequate relevant ICT infrastructure is conducive to enhanced production, dissemination, use and safe storage of statistics,

Implementation Status: Basic ICT infrastructure is available in most MDAs

except for a few where significant improvements are needed e.g. Min of Employment and Labour.

ICT infrastructure exists but is uneven across sectors.

A needs assessment is still to be conducted.

An Information and Communications Strategy for the Bureau of Statistics has been developed but

Strategy 1: Procure appropriate ICT infrastructure for Statistics in each sector

Activities Conduct an assessment of the ICT

infrastructure needs of sectors and complement where necessary.

Expected Outputs Sectoral assessment of

the ICT infrastructure needs undertaken

Develop a comprehensive capacity building plan for ICT infrastructure development in each sector

Sectoral capacity building plan for ICT infrastructure developed

Mobilise funding to implement the capacity building plan in all MDAs and other stakeholders

Funding strategy for ICT infrastructure for MDAs




Procure and install an integrated ICT infrastructure system

Integrated ICT infrastructure system installed

does not include the needs of other MDAs.

Capacity building plans are still to be developed.

There is some evidence of integrated ICT infrastructure systems in Government.

Use of ICT equipment is variable both within and across sectors.

Guidelines for effective use of IT by MDAs in statistical work is not yet in place.

ICT connectivity of all MDAs has as yet to be established.

Maintenance of ICT equipment is variable both within and across sectors.

Assumptions

• Although basic ICT infrastructure is available in most MDAs, the assumption that skills would be available to assess capacity needs (procurement of and planning for IT infrastructure) was not realistic because of budgetary constraints.

• Assumption of commitment of the leadership of MDAs to statistics development (in terms of mobilising funds to implement capacity building plans, procurement and installation of an integrated ICT infrastructure system, and monitoring and evaluating effectiveness of standard guidelines) was unrealistic because they were not sufficiently sensitised to support the

Strategy 2: Utilise ICT equipment effectively in each sector

Activities Develop standard guidelines to support an

effective use of ICT to promote high quality data and reduce costs

Expected Outputs ICT guidelines

developed

Train statistical personnel to use the guidelines

Number of Staff trained to use guidelines

Establish ICT connectivity of all MDAs ICT connectivity for all MDAs established

Monitor and evaluate the effectiveness of the standard guidelines

M & E programme for guidelines implemented

Strategy 3: Maintain the ICT equipment in all sectors

Activity Develop and implement an ICT

maintenance policy

Expected Outputs ICT maintenance

policy implemented



Remarks and Comments NSDS.

• Assumption of cooperation of the leadership of MDAs to utilise ICT equipment effectively in each sector, train statistical personnel to use guidelines, establish ICT connectivity to all MDAs, and develop and implement an ICT maintenance policy, was unrealistic because statistics development has not been their priority as they have not been sufficiently sensitised about the use of statistics in their institutions

Strategic Objective 10: Decentralise the management and coordination function of statistical work to districts to ensure harmonisation of statistics produced and its accessibility to users at district and community levels


availability of statistics at the district and local levels is vital for planning and service delivery at those levels. Data collection, production, and dissemination by MDAs are also organised from community/ district level upwards

Implementation Status: Some measures have been undertaken to decentralise statistical operations to districts to improve data harmonisation and accessibility and include:

BOS structure has recently been upgraded to

Strategy 1: Build capacity for management and coordination of statistical work at district and community levels

Activities: Review the roles played by District

Statistics Offices to include management and coordination of statistical work in each respective district

Expected Outputs Strategy defining the

functions of District Statistics Offices developed

Provide district offices with technological and human resource capacities to address the expanded responsibilities

Capacity building (in terms of both technological and




human resource ) for District Statistics Offices undertaken

include statisticians at district level.

Typically most MDAs already operate at district level.

Assumptions

• Assumption of commitment of the leadership of MFDP to statistics development (in terms of building capacity for management and coordination of statistical work at district and community levels and provision of technological, material and human resource capacities to district offices) was unrealistic because the NSDS was not seen as a priority development strategy above other strategies.

• Assumption of commitment of the leadership of BOS to supporting statistics development was realistic as BOS is legally mandated to coordinate the NSS. In addition, the Bureau is actually playing a leadership role in the NSS

• Assumption of availability of funds was unrealistic as funds were not readily available.

Provide district statistics personnel with appropriate skills

Skills training programme implemented

Strategic Objective 11: Establish and maintain consistency in the production of statistics across the entire National Statistical System

Relevance: • The strategic objective remain relevant because

harmonised and comparable statistics are crucial to government development agenda as well as for Strategy 1: Standardise data collection, analysis and dissemination

methods and techniques within the National Statistical System




Activities: Establish a compendium of statistical

standards and terms for compliance by producers and users

Expected Outputs Compendium of

statistical standards and terms for compliance by producers and users established

public trust

Implementation Status: Many MDAs already work jointly with BOS in this

respect but there is scope for more cooperation to standardise processes, nomenclatures, concepts and definitions.

Work on the compendium of concepts and definitions has already been initiated at BOS.

Guidelines for data collection, analysis, and dissemination still need to be developed and can be based on existing BOS processes.

Assumptions:

• Assumption of cooperation of the leadership of MDAs to standardising statistical production and dissemination methods, techniques and guidelines within the NSS was realistic because of the importance of data harmonisation, coherence and comparability for the national development agenda

• Assumption of cooperation of statistical staff in MDAs to using standardised guidelines was realistic because the staff had clear guidelines on how to proceed with their work.

• Assumption of commitment of the leadership of MDAs to statistics development (in terms of monitoring implementation and evaluating the

Develop guidelines for data collection, analysis, and dissemination of statistical outputs in collaboration with producers and users

Guidelines for the statistical production process developed

Disseminate the policy to all producers and users of statistics nationwide

Dissemination strategy for Guidelines developed and implemented

Monitor implementation and evaluate the effectiveness of the policy

M & E programme for guidelines implemented



Remarks and Comments effectiveness of the guidelines) was unrealistic because of lack of capacity and effective coordination.

Strategic Objective 12: Improve the effectiveness and efficiency of statistical data development and management systems


effective and efficient statistical data development and management systems provide the basis for good survey and administrative records and management information systems as data sources for the NSS

.

Implementation Status: Significant work going on but there is scope for

further exploitation of admin records and management information systems.

Significant work going on but there is more scope for work to standardise.

There is scope for more capacity building.

Assumptions

Assumption of cooperation of the leadership of MDAs on the establishment of reliable data development and management systems (strengthening existing data management systems by filling data gaps within

Strategy 1: Establish reliable data development and management systems within and across statistical sectors

Activities: Identify data gaps in the existing data

management systems in the various sectors

Expected Outputs Gap analysis in

Sectoral data management systems undertaken

Develop new data development systems where they are non- existent

Programme of data development systems initiated

Strengthen the existing data management systems by filling the identified data management gaps in each respective sector

Gaps in existing data management systems filled

Strengthen coordination mechanisms for inter-sector data production processes through establishment and implementation of standards and methodologies

standards and methodologies for use across the NSS




throughout the entire NSS established and across statistical sectors, strengthening coordination mechanisms for inter-sector data production processes through standards and methodologies throughout the NSS, and provision of statistical personnel with appropriate skills and competencies in data management) was realistic because some level of data sharing has to occur to compute national indicators for example

Provide statistical personnel with appropriate skills and competencies in data management

data management skills developed

Strategic Objective 13: Strengthen the management and coordination of national censuses and surveys


national census and survey coordination is a key component of the management of the data production system of the NSS

Implementation Status Significant work is going on strengthening the

management and coordination of national censuses and surveys (e.g. DHS) but there is scope for further improvements.

National guidelines for censuses and surveys are still to be developed.

Some MOUs for data sharing and coordination are already in place e.g. LRA/BOS.

Strategy 1: Regulate the management and coordination of statistical work in the country

Activities: Develop and implement guidelines for

coordination of statistical work by all sectors

Expected Outputs Coordination strategy

and guidelines developed and implemented

Provide BOS with adequate capacity and resources to effectively perform its administrative and technical roles in the management and coordination of national censuses and surveys

Capacity building programme in management and coordination of national censuses and surveys targeted at BOS developed and




implemented A survey register is still to be developed.

Assumptions

• Assumption of cooperation of the leadership of MDAs on regulating the management and coordination of statistical work was unrealistic because of limited capacity for coordination

• Assumption of commitment of the leadership of MFDP to providing BOS with adequate capacity and resources to manage and coordinate national censuses and surveys was unrealistic because the NSS was not given priority by the ministry

• Assumption of cooperation of the leadership of BOS and MDAs on national censuses and surveys, clearly spelling out the rights and obligations of each party in the NSS was unrealistic as whatever cooperation there has been has not been systemic. This is because national censuses and surveys are almost exclusively associated with BOS

• Assumption of cooperation of the leadership of BOS and MDAs developing and implementing policy guidelines for coordination of national surveys undertaken by various bodies in the country was realistic because there are consultations with BOS on statistical procedures

Strengthen collaboration and cooperation between BOS and key players in the national censuses and surveys, clearly spelling out the rights and obligations of each party in the NSS

Rights and Obligations charter for the NSS articulating collaboration between BOS and other key players in national censures and surveys

Develop and implement policy guidelines for coordination of national surveys undertaken by various bodies in the country

Policy guidelines for coordination of national surveys undertaken by various bodies developed and implemented

Disseminate the policy guidelines to all institutions and organisations that undertake national surveys

Policy guidelines disseminated

Monitor effectiveness and evaluate implementation of the policy

M & E programme for policy guidelines implemented




Strategic Objective 14: Undertake Monitoring and Evaluation of the National Statistics Development Strategy (NSDS)


it is important to track the progress of the rate of NSDS implementation and to assess its effectiveness

Implementation Status: • The M&E plan has as yet to be implemented

Assumptions: • Assumption of cooperation of the leadership of

BOS and MDAs in developing and implementing a M&E framework and plan for the NSDS was realistic M&E indicates the effectiveness and efficiency of resource use in the implementation process

• Assumption of commitment of the leadership of MFDP to mobilise resources for the M&E plan was unrealistic because there would be no such commitment when the NSDS was not a priority of the MFDP leadership

Assumption of availability of M&E skills was realistic because they would be available

Strategy 1: Develop and implement an M&E framework for the NSDS

Activities Develop M&E plan for the NSDS in

collaboration with sector committees, NMES secretariat and other relevant stakeholders

Expected Outputs NSDS M&E plan

developed

Mobilise resources for the M&E plan Resources for the M&E plan mobilised

Implement the plan Strategy for implementation of M&E plan formulated and implemented

Monitor and evaluate effectiveness of the M&E plan

Mechanisms to monitor the M & E plan established


Draft Final Report – September 2013 Page 58

One of the key findings is that all the 14 strategic objectives, 17 strategies, associated activities and outputs remain relevant. By implication, the NSDS remains relevant. However, some of the assumptions that were made with respect to the NSDS appear to be far-fetched and not feasible against the backdrop of capacity, timing and funding. For example, the implicit assumption that the strategy can implemented in what can be described as the “big-bang” has proved not feasible in reality. This underlies the need to adopt a phased approach to implementation. A second key finding is that whilst there has been some implementation of some of the activities, generally the rate of implementation is below expectation. There is need to upscale the rate of implementation. The challenge is to operationalise the Strategy. This requires that each MDA operationalise the Global Action Plan (Implementation Plan) by breaking it down into annual operation plans containing funded activities and tasks to be undertaken each year. The said annual operational plans will need to be monitored. The annual operational plan should define and articulate how an activity will be implemented, the timeframe, deliverables (quarterly, bi-annually, annually), by whom, what resources, and performance indicators.

7.2 Main Recommendations

The recommendations presented below arise from the assessment of the relevance and status of implementation of the NSDS strategic objectives and related activities. The recommendations are specially focused on the following specific objectives of the assignment as specified in the Terms of Reference:

• Review the progress of implementation of the NSDS and provide recommendations/support needs for improved implementation; and

• Carry out a brief institutional and human resource capacity assessment of the BOS and statistical/M&E related capacities of relevant ministries to deliver on the NSDS and highlight areas for capacity building/enhancement.

Save for a few general ones, the recommendations are mainly categorised by Strategic Objective of the NSDS. General Implementation of the NSDS The NSDS remains largely relevant. The reference period for the plan is 2006/07-2015/16 and this implies that there are more years for implementation. However, the actual implementation only commenced in 2010, representing a 4-year delay. Given this scenario, ideally, consideration should be given to the possibility of extending the implementation, say by 2 years.



Organisational Capacity for BOS and Other MDAs Generally the statistical function in most MDAs is weak or non-existent. The strengthening or setting up of statistics units is one of the expected key deliverables of the NSDS. This should be coupled with the strengthening of BOS to enable it to have sufficient capacity to lead and coordinate the NSS. The proposed restructuring of BOS and MDA statistical functions is presented in the following organisational charts.

(i) Organisational Capacity for BOS The suggested restructuring is provided in two phases depicted below. The first phase is transitional and can be implemented in the short and medium term while the second phase entails more autonomy for BOS and would be implemented in the long-term.

(a) Transitional Organisational Structure for BOS

The suggested transitional structure is basically the same as the existing BOS structure. In addition, there should be included an NSS Coordination Division established at BOS which should also act as the NSS Secretariat. Its main functions would include: development work for the NSS; coordination and communication with NSS stakeholders; and administration of the functions of the NSS. A key reason for low implementation of the NSDS seems to have been the inadequate capacity for the coordination and management of the NSS. Currently, there is only the NSDS Co-ordinator working on a part time basis on managing and coordinating NSDS issues.



The training and capacity building function needs to be urgently addressed. There is a general need to reduce the shortage of statisticians in the public sector. Save for BOS current availability of statisticians in MDAs is very thin. There is also no NSS-wide statistical human resource development strategy while the enrolment of NSS statistical personnel at NUL/other higher learning institutions is neither systemic nor strategic. To redress this situation a Training and Capacity Building Division should be established at the BOS. The Division would be responsible for coordinating training and capacity building for the NSS. For that purpose, an NSS-wide statistical human resource development strategy should also be developed within the framework of the NSDS. Consideration should be given to the Division working closely with NUL for skills training. In the transitional period, perhaps the NSS Coordination and Training and Capacity Building functions can be combined. In terms of staffing: this would require at least a full-time dedicated NSDS Co-ordinator with an assistant to whom the training function could be delegated. The full implementation of the Training and Capacity Building function that caters for both the BOS and NSS needs can be viewed more as a medium-to-long-term objective. Good examples of where this type of approach has worked include Mozambique and Zimbabwe where training schools or in-service training programmes have been established for both the benefit of the national statistical office and the NSS.

(b) Long-term Organisational Structure for BOS



(c) Generic Organisational Structure for Other MDAs

Save for BOS current availability of statisticians in MDAs is very thin. Typically, there are no dedicated staff or units for statistical work. Where such exist, its typically one or two staff allocated for statistical work. There is also great need for mainstreaming statistics in national development projects and programmes to stem the continuity of the current low profile of statistics in the national development agenda. Currently there is minimum use of statistics in policy planning and decision-making, which is occurring on an ad hoc basis. Sectors are not systematically guided on the use of statistics at the strategic level and there are no policy guidelines for integrating statistics into sector plans. There are also no system-wide reports yet available indicating the use of statistics for M&E. To redress the above situation, there is need to strengthen the statistical, M&E, and policy analysis capacity in MDAs. The suggested structure above is designed to address these needs with the three functions catered for. The proposed generic structure entails the setting up of an Information Centre/Department comprising of three main components:

(a) Statistics Division whose main functions will involve: data collection, processing and analysis for use by the MDA and the NSS as a whole; and development of relevant standards in collaboration with the BOS and the rest of the NSS.

(b) M&E Division whose functions will include monitoring and evaluating the performance of projects and programmes for the MDA.

(c) Policy Research and Analysis Division whose functions will include: identifying, collating and analysing official and other statistics from national and international sources for the analysis of policy research issues pertaining to the MDA; and understanding how data are acquired and used in making and evaluating policy.

In keeping with the general approach recommended in this report, the implementation of the generic structure needs to be phased in, for example 3 MDAs per year preferably beginning with champions. For example, there are MDAs where the statistical and M&E



functions are already established but their visibility and effectiveness needs to be improved. Examples include:

• Ministry of Public Works and Transport; • Ministry of Education and Training; • Lesotho Revenue Authority; • Ministry of Health; • Ministry of Agriculture and Food Security; and • Central Bank of Lesotho

The adoption and adaptation of the recommended generic structure by champions would be relatively easier compared to the rest of the MDAs as this approach would not call for significantly more resources and M&E. The notion behind the recommendation being for the MDAs to use the generic structure in the best way suited to their specific circumstances. For the other group of MDAs, where the statistical and M&E functions are relatively very weak or non-existent, the adoption of the generic structure may prove more difficult especially if this requires additional resources for the MDA. In such cases, the more pragmatic approach might to work with what is there. Under such a situation what is crucial is to ensure that the functions articulated in the proposed generic structure are somehow catered for by the operational structure. Further to the above, whatever approach is adopted, there will be need to articulate the operational links and coordination between the BOS structure and the generic version of MDA structures. NSDS Strategic Objective 1: Promote usage of statistics in national development planning There is need to promote the use of statistics in national development planning. Required measures necessary to address the objective include:

• Increasing the awareness of existing statistics by key users especially in MDAs, Business Sector, Researchers and Universities, NGOs, and the Media. (Typically users are not aware of what statistics are available. Sometimes users also have to deal with conflicting data series on the same phenomena).

• Enhancement of skills of middle-level and senior officials in MDAs in using statistics for policy analysis, planning, decision-making, and monitoring and evaluation. One relatively quick way to enhance skills would be through the design and implementation of a programme of short courses for users of statistics.

• The need to remove phobia for statistics among policy and decision-makers (including parliamentarians, district councillors and administrators) through



continuous advocacy for use of statistics by demonstrating the usefulness of data to depict and profile socio-economic conditions pertaining to their constituencies.

• Strengthening of statistical capacity of MDAs by establishing statistics units in their structures.

• Improving the accessibility of available statistics in user-friendly formats and on time; through relevant infrastructure especially ICT (e.g. internet connectivity).

• The practice of the release calendar by BOS needs to be sustained. • Development and implementation of a Quality Framework for official statistics in

Lesotho. This should be based on the United Nations Principles of Official Statistics and other relevant frameworks such as the Data Quality Assessment Framework of the IMF.

• Monitoring of use of statistical information by MDAs in the various sectors.

NSDS Strategic Objective 2: Mainstream statistics in national development projects and programmes to facilitate and promote evidence-based development planning BOS and MDA Organisational Capacity to implement the NSDS There is need to promote the mainstreaming of statistics in national development projects and programmes. Required measures necessary to address the objective include:

• Strengthening of the M&E capacity of MDAs by establishing M&E units in their structures.

• Enhancement of skills of middle-level and senior officials in MDAs in policy analysis and monitoring and evaluation; this could be achieved through the design and implementation of a programme of tailored short course in policy analysis and monitoring and evaluation.

• Enhancement of skills of middle-level and senior officials in MDAs in using statistics for policy analysis, planning, and decision-making and monitoring and evaluation.

NSDS Strategic Objective 3: Strengthen the organisational and institutional capacities of MDAs to enable them develop and use appropriate and relevant statistical information in planning and decision-making There is need to strengthen the organisational and institutional capacities of MDAs to enable them develop and use appropriate and relevant statistical information in planning and decision making. The necessary measures include:

• Setting up of an Information Canter (Department) in each MDA comprising: a Statistics Division; an M&E Division; and Policy and Research Division.

• Upgrading and up-scaling statistical capacity and budget in most MDAs by increasing the number of staff dedicated for statistical work.



• Developing and implementing a statistical capacity building programme for the NSS; this should include capacity building for specific MDAs and should be coordinated by BOS.

• Strengthening communication within and across sectors on statistical matters e.g. through MOUs on data sharing between BOS and MDAs.

• There is need for statisticians to be equipped with skills to communicate with users i.e. to be able to explain the need for statistics in a layperson’s terms.

NSDS Strategic Objective 4: Strengthen the management and coordination of the National Statistical System There is need to strengthen the management and coordination of the National Statistical System. The necessary measures include: • Significant improvements in the management and coordination of statistics in most

MDAs; for example, flow of data from districts to head offices requires improved management and coordination.

• Revision of the Statistics Act 2001 to grant operational (organisational) autonomy to BOS in order to strengthen the Bureau’s leadership position in the NSS.

• Rationalisation of all other statistical related legislations with the Statistics Act; to facilitate data sharing and remove contradictions.

NSDS Strategic Objective 5: Strengthen BOS organisational capacity to enable it to effectively manage and coordinate the NSS There is need to strengthen BOS’ organisational capacity to enable it to effectively manage and coordinate the NSS; and the necessary measures include: • Further operationalisation of the BOS restructuring (e.g. operations of District Offices

and Field Organisation, ICT, and revitalising the Statistics Council). • Establishment of an NSS Secretariat at BOS to perform administrative functions of the

NSS, including coordination and communication. • Establishment of a Statistical Training and Capacity Building Division at the BOS; this

should serve the whole NSS. • The urgent conducting of a capacity needs assessment for BOS and the development

of a comprehensive capacity building plan.

NSDS Strategic Objective 6: Reduce the shortage of statisticians in the public sector There is need to reduce the shortage of statisticians in the public sector; and the necessary measures include:



• Development of an NSS-wide statistical human resource strategy within the framework of the NSDS.

• Development of a statistical training programme at NUL targeted at MDA staff with a focus on short courses in official statistics and related areas.

• The focus of capacity building should be on short term tailored training which is phased in, in terms of implementing the course modules.

NSDS Strategic Objective 7: Provide adequate financial resources to maintain the National Statistical System, support production, supply and use of statistics in community, district and national development projects and programmes There is need to increase the level of financial resources to maintain the NSS and its operations. Measures necessary for the mobilisation of the required financial resources include:

• A substantial increase in the level of funding for statistical work in MDAs. Statistics is not a programmatic issue and it is not given adequately provided for in MDA budgets.

• Advocacy for statistics to become a programme by taking advantage of the policy of managing for results.

• Effective use of the Statistics Council and the Statistics Act for advocacy for statistics using the same model that was used for HIV/AIDS.

• Explicit incorporation of statistical activities into MDA operational plans and regularised budgets.

An option would be to centralise budgeting for statistics for the NSS. Preparation of the said budget would be coordinated by BOS but jointly developed by each MDA and BOS. If this budgeting approach is adopted, planning should jointly be undertaken and a roadmap of operational plans of MDAs should be developed. The above approach could also provide a solution to issues such as software licences and ICT labs raised by NUL. NSDS Strategic Objective 8: Provide adequate physical infrastructure in the various sectors to support production and dissemination and safe storage of statistics There is need for adequate physical infrastructure in MDAs and especially the various divisions of BOS to support production, dissemination, and safe storage of statistics; and the necessary measures include: • Significant improvement of physical space especially for BOS Head Office and this

should include: offices for staff, ICT, storage for materials, training rooms, meeting rooms, library, parking, etc.



• An assessment of physical infrastructure needs by sector to enhance production and dissemination of statistical information in the other MDAs.

NSDS Strategic Objective 9: Provide adequate ICT infrastructure to facilitate use of information technology in statistics There is need to improve ICT infrastructure in the various MDAs to support production, dissemination, and safe storage of statistics. Relevant measures include:

• Conducting an assessment of the statistical ICT infrastructure needs of MDAs. • Development of an NSS-wide ICT Strategy building on the existing BOS Strategy. • Procurement of appropriate ICT infrastructure for statistics for each MDA.

NSDS Strategic Objective 10: Decentralise the management and coordination function of statistical work to districts to ensure harmonisation of statistics produced and its accessibility to users at district and community levels There is need to decentralise the management and coordination function of statistical work to districts to ensure harmonisation of statistics produced and its accessibility to users at district and community levels. The necessary measures include: • Definition and strengthening of statistical roles and functions of district offices; focal

functions should include both data collection and data dissemination. • Continuous training and capacity building for district offices of MDAs to be more

effective; relevant tailored courses should be developed and implemented for district staff.

NSDS Strategic Objective 11: Establish and maintain consistency in the production of statistics across the entire National Statistical System There is need for more standardisation in the production of statistics across the NSS; and the necessary measures include: • Further strengthening of the cooperation between BOS and MDAs; especially to

standardise processes, nomenclatures, concepts and definitions, used within the NSS. • Finalisation and sharing among MDAs of the work on the compendium of concepts

and definitions initiated by BOS. • Development and implementation of guidelines for data collection, analysis, and

dissemination based on existing BOS processes.

NSDS Strategic Objective 12: Improve the effectiveness and efficiency of statistical data development and management systems There is need to improve the effectiveness and efficiency of statistical data development and data management systems. The necessary measures include:



• Identification data gaps in the existing data management systems in the various

sectors, including the remedial measures. • Definition of the means and technology for data transfer; including data security. • Development of relevant MOUs and protocols for data exchange and

dissemination and ownership. MOUs are necessary especially in respect of administrative data; however, there is need for some coordinators to monitor implementation of the respective MOUs.

NSDS Strategic Objective 13: Strengthen the management and coordination of national censuses and surveys There is more scope for strengthening the management and coordination of national censuses and surveys. The goal is to have good data for evidence based policy making. For example, there is need to have a system of household surveys providing the government and the general users with high quality high frequency socio economic data in various areas. The necessary measures include: • Development of national guidelines for censuses and surveys to be used by the various

MDAs when carrying out surveys. • Assessment of the collected data for quality, and implementation of recommended

improvements. • Review of the current system of the use of micro data involving the wide range of key

stakeholders. As part of this process, a set of recommendations and procedures on survey frequency by type, data collection methods, and sampling, should be developed.

• Development of a surveys register; the said register should contain basic information on existing and planned surveys in Lesotho including the user, producer, subject area, metadata, etc.

• Extension of the practice of MOUs to data sharing and coordination between BOS and other MDAs to cover all key producers of official statistics within the NSS.

• A micro data dissemination policy should be developed; open micro data sharing policy being the guiding principle.

• Training of BOS and relevant staff of other MDAs on the data validation process and production of the micro dataset as well as on the basic analysis and reports’ production.

NSDS Strategic Objective 14: Undertake Monitoring and Evaluation of the National Statistics Development Strategy (NSDS) There is need for monitoring and evaluation of the NSDS; and necessary measures include:

• Development and implementation of a relevant M&E framework. • Development and implementation of an M&E plan for the NSDS in collaboration

with sector committees and MDAs.



7.3 Key Lessons Learned

How to implement the multi-annual NSDS plan represents the first major lesson. As indicated in the recommendations, the NSDS should be part of a comprehensive process consisting of a strategy, action/business plan, and an operational plan. What is currently in place are the first two and the operational plan is lacking. It is important that each MDA develops an operational plan for its part in the NSDS. The annual operational plan should define and articulate how an activity will be implemented, the timeframe, deliverables (quarterly, bi-annually, annually), by whom, what resources, and performance indicators. The second major lesson is the need to make realistic assumptions about what is or is not feasible, including the timing and sequencing and funding. Some of the assumptions that were made with respect to the NSDS appear to be far-fetched and unfeasible against the backdrop of capacity, timing and funding. For example, the implicit assumption that the strategy can be implemented with what can be described as the “big-bang” approach has proved not feasible in reality. This underlies the need to adopt a phased approach to implementation. The third major lesson is with respect to the need for increased capacity for the NSDS/NSS coordination function. This is key a success factor for the NSDS. Currently there is only the NSDS Coordinator working on NSDS coordination issues on a part time basis. By comparison, the NSS Coordination in Statistics South Africa has a staff establishment around 20 professional staff and these are considered to be the bare minimum.



8 Proposed Costed Action Plan for NSDS

The NSDS Logframe and its strategic objectives, strategies, activities and performance indicators should provide the framework for the Action Plan. In practical terms the implementation of the NSDS is still at the beginning. While the strategic objectives, strategies, and outputs remain largely unchanged, the activities and assumptions would need to be reviewed with more emphasis on capacity building and advocacy. The phasing-in approach also needs to be adopted in view of the existing capacity constraints. Each MDA or BOS Division will be required to develop its own annual operational plan in which it provides the following details:

• definition of its own objectives; • outputs/deliverables; • activities and tasks; • performance indicators; • performance targets; • by whom and by when; • budget; and • monitoring plan

Every effort should be made to ensure that the annual objectives are consistent with the overall strategic objectives and strategies of the NSDS. Elements of Action Plans

The managers will need to be assured of the resources needed to achieve the set goals and targets as detailed in Annex G which outlines the elements of the Implementation/Action Plan for NSDS as follows: Expected Outputs Key outputs are generated by the objectives of the NSDS. Key activities and responsible parties The activities are defined on the basis of the output to be delivered. Time frame and estimated cost A 3-year period has been adopted for the duration of the Action Plan. The period in which to undertake a particular activity has been specified in terms of Year 1, Year2, and Year 3



allowing for specific calendar interpretations. Activity milestones will be crucial to track implementation. Special attention needs to be paid to the sequencing, dependencies, and spread of activities to avoid overloading of the programme, sectional activities or individual staff activities. There should also be a communication strategy for the action plan to ensure that those to undertake activities are sufficiently consulted at all levels. The estimated cost of each activity is also important and has, to the extent possible, been provided. Budget The implementation plan for the NSDS with some cost estimates for the production of the outputs is provided in Annex G. The table below provides the summary of the estimates.

NSDS SUMMARY BUDGET

STRATEGIC OBJECTIVE STRATEGY ESTIMATED COST (IN MALOTI)

Year 1 Year 2 Year 3 TOTAL 1 Promote usage of statistics in national development planning

1.1 Advocate for and promote awareness on and appreciation of the use of statistics in development planning

Total Cost: Strategy 1.1 544,300.00

359,700.00

356,500.00

1,260,500.00

1.2 Utilise the media to popularise use of statistics in planning and decision making


75,500.00

75,500.00

239,000.00

2 Mainstream statistics in national development projects and programmes to facilitate and promote evidence-based development planning

2.1 Guide sectors on how to use statistics in planning and decision making

Total Cost: Strategy 2.1 -

-

-

-

3 Strengthen the organisational and institutional capacities of MDAs to enable them develop and use appropriate and relevant statistical information in planning and decision making

3.1 Improve the statistical capacity of MDAs

Total Cost: Strategy 3.1 1,911,480.00

1,809,580.00

1,809,580.00

5,530,640.00

4 Strengthen the management and coordination of the National Statistics System

4.1 Review the legal framework governing the operations of the National Statistics System


122,000.00

122,000.00

648,000.00




Year 1 Year 2 Year 3 TOTAL 5 Strengthen BOS’ organisational capacity to enable it to effectively manage and coordinate the NSS

5.1 Improve the technical, managerial, and coordination capacities of the Bureau of Statistics


24,000.00

24,000.00

325,200.00

6 Reduce the shortage of statisticians in the public sector

6.1 Increase numbers of qualified personnel for production, supply, and effective and efficient use of statistics in all sectors

Total Cost: Strategy 6.1 1,109,940.00

739,800.00

739,800.00

2,589,540.00

7 Provide adequate financial resources to maintain the statistical system, support production, supply and use of statistics in community, district and national development projects and programmes

7.1 Budget for statistical work in each MDA financial year


-

-

-

8 Provide adequate physical infrastructure in the various sectors to support production, dissemination and safe storage of statistics

8.1 Procure appropriate infrastructure to house statistical work in the various MDAs


-

-

300,000.00

9 Provide adequate ICT infrastructure to facilitate use of information technology in statistics

9.1 Procure appropriate ICT infrastructure for Statistics in each MDA


-

-

294,480.00

9.2 Utilise ICT equipment effectively in each sector


-

-

385,800.00

9.3 Maintain the ICT equipment in all sectors


-

-

-




Year 1 Year 2 Year 3 TOTAL 10 Decentralise the management and coordination function of statistical work to districts to ensure harmonisation of statistics produced and its accessibility to users at district and community levels

10.1 Build capacity for management and coordination of statistical work at district and community levels


-

-

290,820.00

11 Establish and maintain consistency in the production of statistics across the entire National Statistical System

11.1 Standardise data collection, analysis and dissemination methods and techniques within the National Statistics System


-

-

115,320.00

12 Improve the effectiveness and efficiency of statistical data development and management systems

12.1 Establish reliable data development and management systems within and across statistical sectors


380,260.00

380,260.00

1,140,780.00

13 Strengthen the management and coordination of national censuses and survey

13.1 Regulate the management and coordination of statistical work in the country


8,160.00

8,160.00

229,880.00

14 Undertake Monitoring and Evaluation of the National Statistics Development Strategy [NSDS]

14.1 Develop and implement an M&E framework for the NSDS


60,000.00

60,000.00

248,820.00

TOTAL 6,443,980.00 3,579,000.00 3,575,800.00 13,598,780.00



9 Possible Funding Sources In general, options for financing the NSDS and moving from design to implementation will entail addressing issues such as: - Integrating the NSDS into the government budgeting cycle, especially the medium-

term expenditure framework. - Understanding donor practices including their funding cycles and the importance of

including statistics in their overall assistance strategy or funding programmes. - Considering models for financing an NSDS, including sector-wide programmes,

basket-funding arrangements and stand-alone investment projects. - Integrating the NSDS within the PRSP financing cycle, including budget support

programmes such as the IMF’s Poverty Reduction Growth Facility and the World Bank’s Poverty Reduction Support Credit.

External funding cannot be guaranteed forever, and it is important that the NSDS emphasises how activities will be supported in the longer term, perhaps seeking external resources just for investment for improvement and leaving governments to meet new, higher “steady-state” recurrent costs in the longer term. Potential external partners can be identified — e.g. through a review of country planning documents such as the UN Development Assistance Framework, the World Bank’s Country Assistance Strategy and the European Union’s National Indicative Programme, as well as country strategies of bilateral donors. Thus far identified possible funding sources for the NSDS include: the GOL through the recurrent or development budget funding; and the European Union. In addition to the above, the recently mooted Joint Project Support Document also provides for a joint project that is expected to put together the various contributions from the Government of the Kingdom of Lesotho’s development partners (UN Agencies, multilateral and bilateral donors) towards strengthening the country’s statistical and monitoring and evaluation.



10 References 1. National Strategy for the Development of Statistics 2006/07 – 2015/16, Ministry of

Finance and Development Planning and Bureau of Statistics. 2. Bureau of Statistics Strategic Plan, 1998/99-2001/02, Ministry of Planning, February,

1998. 3. Bureau of Statistics Strategic Plan for 2001/02-2004/05. 4. National Strategic Development Plan 2012/13 – 2016/17 Growth and Development

Strategic Framework. 5. Lesotho Vision 2020 (Printed 2004). 6. Public Finance Management Reform Action plan 2012 – 2017/18, Ministry of Finance. 7. Lesotho Bureau of Statistics Act (No.8) 2001. 8. National Monitoring and Evaluation System Guidelines, Ministry of Finance and

Development Planning, November 2008. 9. M & E and Statistical Capacity Assessment Report, Ministry of Finance and

Development Planning, September 2009. 10. Joint Project Support Document 2013/14-2016/17 (UNDP, 1st Draft – 25/03/2013). 11. Public Expenditure and Financial Accountability (PEFA) Lesotho, Final Report, 5

November 2012. 12. Poverty Reduction Budget Support Programme, Phase II (PRBSII) 13. Poverty Reduction Budget Support Programme, Joint Annual Review of General

Budget Support, Consolidated Aide Memoire (November 2011 and April 2012). 14. Concepts & Definitions Document, Bureau of Statistics, 2013. 15. Public Finance Management Reform Action Plan 2012 – 2017/18, Ministry of Finance 16. District Council Information Handbooks. 17. Country Strategy Paper and National Indicative Programme – 2008 to 2013, Kingdom

of Lesotho-European Union. 18. Annual Joint Review Report 2012/13, Ministry of Health, June 2013 19. Health Management Information System Guidelines Policy, Government of Lesotho

Ministry of Health and Social Welfare, August 2003. 20. Health Management Information System Strategic plan 2013 – 2017 (Draft - 1),

Ministry of Health. 21. Annual Joint Review Report 2012/13, Ministry of Health, June 2013.



Annexes

A. Organisations Consulted during the Mission

The following constitutes the various institutions met for consultation during the mission.

Name Organisation Position Date

Kalinauckas Josephine Delegation of European Union

Head, Operations Section

17/06/2013

Mothoweso Lefosa Bureau of Statistics Director - Bureau of Statistics

Jackie Koning Ministry of Finance Advisor, National Authorising Office

Bureau of Statistics – Senior Management

Bureau of Statistics Senior Management Team

18/06/2013

Karabo T Marite Ministry of Public Works and Transport

Director - Planning 20/06/2013

Matumelo Monoko Ministry of Public Works and Transport

Statistician 20/06/2013

Remaketa Sello Roads Directorate Statistician 20/06/2013 Molise Koto Ministry of Finance Chief Planner&

Deputy NAO 21/06/2013

Principal Secretary Ministry of Finance Principal Secretary 24/06/2013 Thabo Sophanea Bureau of Statistics –

Agriculture and Food Security Statistics Division

Head of Division – Chief Statistician

24/06/2013

Potlako Peko Ministry of Development Planning: M&E Department

Director 24/06/2013

Nthoateng Lebona Ministry of Development Planning: National Strategic Development Plan

Director 26/06/2013

Tseliso Phafoli Bureau of Statistics – Foreign and Price Statistics Division


27/06/2013

Emisang Tsosane Bureau of Statistics – IT Division


27/06/2013

Malehloa Molato Bureau of Statistics – Economic Statistics Division


27/06/2013

Thabang Mpeka Bureau of Statistics – Head of Division – 01/07/2013




Field Organisation Division

Chief Statistician

Malereko Ncheba Bureau of Statistics – Field Organisation Division

Senior Statistician 01/07/2013

Pelesana Moerane Bureau of Statistics – Population Statistics Division


Thabo Sophanea Bureau of Statistics – Agriculture and Food Security Statistics Division


01/07/2013

Tsepiso Thabane Bureau of Statistics – Environment and Energy Division


02/07/2013

Tsiu Litsiba Bureau of Statistics – Survey Methodology and Cartography Division


02/07/2013

Palesa Mohasoa Bureau of Statistics – Human Resources Section

Human Resources Officer

03/07/2013

Matona Mafeka Bureau of Statistics – Socio-economic Division


Moseli Khoeli Bureau of Statistics – Socio-economic Division


Mathato Masemene Bureau of Statistics – Office of the Director


Keketso Tsekana Ministry of Development Planning

Senior Legal Officer 04/07/2013

Maleshoanae Rapholo Ministry of Education and Training

Chief Statistician 04/07/2013

Kanono Malemohi Ministry of Education and Training

Senior Statistician

Maselemeng Mokose Ministry of Local Government and Chieftainship

Director - Planning 05/07/2013

Mahlape Ramoseme Ministry of Health Chief Statistician 05/07/2013 Retselisitsoe Motsoeneng

Lesotho Revenue Authority

Director – Performance Analysis Department

05/07/2013

M Jopo Lesotho Revenue Authority

Data Analyst

Makhale Makhalanyane

Lesotho Revenue Authority

Data Analyst

Molemo Nchapi Lesotho Revenue Senior Economist




Authority Teboho Ramonono Ministry of Labour and

Employment Chief Statistician 08/07/2013

Liengoane Lefosa Bureau of Statistics Director 08/07/2013 M. Fuma Central Bank of Lesotho Senior Economist 08/07/2013 Selloane Khoabane Central Bank of Lesotho Senior Economist Makhala Khoeli National University of

Lesotho 09/07/2013

Alka Bhatia United Nations Development Programme

Economic Advisor & Head of Strategy and Policy Unit

09/07/2013

Lineo Mosele Ministry of Tourism, Environment, and Culture

Senior Economic Planner

11/07/2013

Moliboea Lefeka Ministry of Tourism, Environment, and Culture

Economic Planner

Thabo Teba Ministry of Tourism, Environment, and Culture

Assistant Economic Planner

Thabiso Ngakane Ministry of Tourism, Environment, and Culture

Assistant Economic Planner

Matela Thabane Irish Aid Senior Advisor 11/07/2013 Principal Secretary Ministry of Development

Planning Principal Secretary 12/07/2013

Mookho Shea Ministry of Agriculture and Food Security

12/07/2013

Mabolaoana Phakisi Ministry of Agriculture and Food Security

Mathoriso Molumeli Ministry of Agriculture and Food Security

Director – Planning Unit

Libeo Monethi Ministry of Agriculture and Food Security


Draft Final Report – August 2013 Page 80

B. Analysis of the NSDS Logical Framework

Logframe

Strategic Objective Strategies Activities Verifiable Indicators

Means of Verification (Outputs)

Important Assumptions

Review the NSDS, its strategies, outputs and activities and key assumptions and assess their status and relevance, including for socio-economic and human development data needed for monitoring and evaluation of the National Strategic Development Plan

1 Promote usage of statistics in national development planning


Develop and implement an awareness/advocacy campaign programme to promote use of statistics in Government Ministries, Public and Private Sector Institutions, Donor Agencies, Non-Governmental Organisations, and Community Based Organisations.

Number of awareness campaigns held;

List of organisations using statistics in their development activities

Statistics awareness campaign reports

Plans and periodic progress reports of various bodies/ organisations

Budget support for the campaigns

Cooperation by the various bodies/ organisations

Relevance: The objective is very relevant because effective development planning must be

Relevance: Relevant The strategy still relevant for raising the profile of

Relevance: Relevant: The activity is still relevant because the campaign programme

Relevance: The indicator is relevant because there is still need to

Relevance: Relevant. Plans and progress reports document the extent

Relevance::Assumption of a budget to support the awareness



Logframe




informed by statistics

Status: There is some usage of statistics in some key policy documents

statistics

Status: There is some advocacy being undertaken, e.g. by the Office of the BOS Director and Divisions; but the profile of statistics remains low

still needs to be developed and implemented

Status: There is no evidence of a formal awareness /advocacy campaign programme

measure the campaign effort.

Status: There is no evidence of the number of campaigns held

Relevance: The indicator is relevant because there should be a list of organisations using statistics to be used to monitor the extent of statistics use in the NSS

Status: The list of organisations using statistics in their development activities is available, but it is very short

of awareness campaigns thereby indicating how many more campaigns are needed

Status: Awareness campaign reports are not available.

Relevance: Relevant because plans and periodic progress reports indicate extent of use of statistics.

Status: Plans and periodic progress reports on the use of statistics are available in some MDAs.

campaigns was unrealistic because whatever budget was available was insufficient.

Status: No budget available.

Relevance: Assumption of cooperation by the various bodies/organisations was unrealistic because they themselves had to be converted by the campaigns first. The campaigns should have been rolled out by BOS at first.

Status: MDA and other stakeholder participation in NSDS has been



Logframe




minimal

Demonstrate the use of statistical data for planning and decision making among sectors

List of organisations using statistics in their development programmes and activities

Plans and periodic progress reports of various bodies/organisations

Cooperation by the various bodies/ organisations

Status and relevance Relevance: Relevant because use of statistics should be the main outcome of the NSDS and NSS

Status: Demonstrations on the use of statistical data are not regularly undertaken.

Relevance: Relevant because the organisations using statistics should be used to champion the NSDS

Status: A list per se is not available, but the organisations are relatively easily identifiable. Examples: Ministry of Development Planning (NSDP/PRS/MDGs

Relevance: Relevant because plans and periodic progress reports indicate extent of use of statistics.

Status: are available in some MDAs. Examples: Ministry of Development Planning (NSDP/PRS/MDGs);Ministry of Labour and Employment (Employment Policy – Zero Draft); Ministry of Health (Health

Relevance: Assumption of cooperation by the various bodies/organisations on demonstrations on the use of statistical data in planning and decision-making was unrealistic because there was insufficient capacity at BOS to do the demonstrations.

Status: MDA and



Logframe




);Ministry of Labour and Employment (Employment Policy – Zero Draft); Ministry of Health (Health Management Information System); Ministry of Education (EMIS); Central Bank of Lesotho (Quarterly Review); Ministry of Ministry of Local Government (District Council Information Handbooks); etc.

Management Information System); Ministry of Education (EMIS); Central Bank of Lesotho (Quarterly Review); Ministry of Ministry of Local Government (District Council Information Handbooks); etc.

other stakeholder participation in NSDS has been minimal

Campaign for the importance and support of specific national statistical landmark activities [such and population censuses and

Number and details of public awareness campaign activities held

Public awareness campaign plans and reports

Cooperation by the various stakeholders



Logframe




household surveys] in providing data for formulation of economic and social programmes

Status and relevance Relevance: Relevant; landmark activities should be used to promote the statistical system

Status: Population censuses and household surveys are seen more as singular events than as part of a statistical system.

Relevance: Relevant because the indicator monitors the extent of the advocacy programme

Status: Information is not available although some advocacy took place especially during the crafting of the NSDS

Relevance: Relevant; plans and reports should involve many stakeholders

Status: They are associated exclusively with BOS

Relevance: Assumption of cooperation by the various bodies/organisations on campaigning for the importance and support of specific national landmark activities was unrealistic because the activities were exclusively associated with BOS.

Status: MDA and other stakeholder participation in campaigning for the



Logframe




importance and support of specific national landmark activities has been minimal


Organise and hold media publicity campaigns to disseminate information on the importance of using statistics in planning and decision making

Number and details of media publicity campaigns held

Media campaign report

Cooperation by media houses

Status and relevance Relevance: Relevant because media is an important mechanism for promoting the NSDS and the NSS; but should also be increasingly used to publicise plans and decisions

Relevance: Relevant. Media is an essential advocacy tool for the NSDS and NSS. BOS might consider having a weekly column in at least one of the newspapers on the benefits of statistics in planning and decision-making

Relevance: Relevant because the indicator measures the coverage and depth of the media publicity campaign

Status: Information on the media publicity campaign

Relevance: relevant Media campaign report should incorporate periodic newspaper columns

Status: Media campaign reports are not readily available

Relevance: Assumption of cooperation by media houses to popularise the use of statistics in planning and decision-making was unrealistic as the practice was to use media to publicise unique events associated



Logframe




Status: Media is utilised for publicity of activities and releases but not as much in planning and decision-making

Status: Media is organised to publicise statistical activities and releases but not to advocate for the use of statistics in planning and decision-making

is not available

with BOS (e.g. launching surveys and releasing results).

Status: Media house participation in popularising statistics in planning and decision-making was very limited

Organise media houses to publicise results of important statistical landmark events and occasions

Number and details of publications made

Newspaper articles and radio and TV broadcasts

Cooperation by media houses

Status and relevance Relevance: The activity is relevant as there is no better method of publicising these events

Status: Media houses

Relevance: The indicator is relevant for measuring the level of media publicity

Status:

Relevance: The output is relevant as a performance measure of advocacy

Status: While

Relevance: Assumption of cooperation by media houses to publicise results of important statistical landmark events and occasions realistic



Logframe




publicise results of important statistical landmark events and occasions

Publications are not readily available

newspaper articles and radio and TV broadcasts may exist, they have not been assembled as an output

because it is an established practice at BOS.

Status: Media house participation in NSDS has been minimal



Prepare and disseminate policy guidelines for integrating statistics into sector plans

Approved policy guidelines for mainstreaming statistics into sector plans

Minutes of Cabinet

Cooperation by MDAs

Relevance: The objective is very relevant. Mainstreaming is crucial for effective design and implementation of projects and programmes because it ensures that the right statistics are produced and used

Status: There is some usage of statistics in key policy

Relevance: Relevant. Until sector programmes are managed for results in which statistics are used to inform planning and monitor performance, the profile of statistics in government and the

Relevance: Relevant. Effective sector planning needs statistics integrated into policies/plans and championed at the political level

Status: Policy guidelines for

Relevance: Relevant. Effective sector planning needs statistics; and guidelines on how to do it are crucial

Status: Policy guidelines for

Relevance: Relevant. Effective integration of statistics into sector plans needs to be politically championed

Status: There is no evidence of Cabinet

Relevance: Assumption of cooperation by MDAs in being guided on how to use statistics in planning and decision-making was unrealistic because of capacity constraints at BOS



Logframe




documents

public sector is likely to remain low

Status: Sectors are systematically not guided on the use of statistics in planning and decision-making on a strategic level but on an ad hoc basis as a result of user requests

integrating statistics into sector plans are not readily available

integrating statistics into sector plans are not systematic

minutes with policy guidelines for integrating statistics into sector plans

and the low priority given to statistics by MDAs.

Status: There has been limited guidance of MDAs by BOS on how to use statistics in planning and decision-making

Educate sectors on using the policy guidelines in planning and decision making

List of MDAs trained in using the policy guidelines;

List and details of MDAs using statistics in their programmes and activities

MDAs Training reports;

MDAs annual reports

Cooperation by MDAs

Status and relevance Relevance: Relevant. The essence of official

Relevance: The indicator is relevant

Relevance: Relevant because training

Relevance: Assumption of



Logframe




statistics is to support planning and decision making

Status: Policy guidelines are not readily available; so only minimum education of sectors has taken place

as a measure of the extent of advocacy for statistics.

Status: Policy guidelines are not readily available; so only minimum education of sectors has taken place

Relevance: Very relevant to raising the profile of statistics

Status: There is no formal list as such , but there are MDAs using statistics in their programmes and activities; e.g. ministries of Education and Health

reports indicate use of statistics in policies/plans and progress in NSDS implementation

Status: There are no MDA training reports or annual reports on policy guidelines to educate sectors

Relevance: Relevant because annual reports indicate the extent of mainstreaming statistics in policies/plans and progress in NSDS implementation

cooperation by MDAs in using policy guidelines to integrate statistics in planning and decision-making was unrealistic because there was limited capacity at BOS to develop the guidelines.

Status: There were no policy guidelines for integrating statistics in planning and decision-making



Logframe




Incorporate the PRS team into the NSDS process

List of PRS team members participating in NSDS activities

NSDS reports

Cooperation by PRS team leader

Status and relevance Relevance: Relevant. Incorporation of the PRS team into the NSDS process would strengthen the latter in terms of skills and information carried over.

Status: Information from the incorporation of the PRS was incorporated into the NSDS process. It is not clear that the team was

Relevance: Relevant for strengthening the NSDS process.

Status: The list is not readily available

Relevance: Relevant in showing the extent of integration of PRS process into the NSDS process

Status: NSDS reports indicating incorporation of the PRS team into NSDS activities are not readily available

Relevance: Assumption of cooperation by PRS team leader on incorporating the PRS team into the NSDS process was realistic because the PRS team had been in place. However the incorporation did not take place.

Status: There is no current PRS team leader

Monitor and evaluate effectiveness of the guidelines in enabling evidence-based

Details of achievements and constraints in using the policy

MDAs M&E reports

Cooperation by MDAs



Logframe




sector planning and decision making

guidelines by the various sectors

Status and relevance Relevance: Relevant due to the importance of the M&E in implementing the guidelines.

Status: Policy guidelines are not yet in place.

Relevance: Relevant but policy guidelines need to be in place.

Status: There are no guidelines as yet

Relevance: Relevant but policy guidelines need to be in place.

Status: There are no M&E system wide reports yet available

Relevance: Assumption of cooperation by MDAs on monitoring and evaluating the effectiveness of the guidelines in enabling evidence-based sector planning and decision making was unrealistic because the guidelines were not developed.

Status: No cooperation by MDAs because there were no policy guidelines

3. Strengthen the organisational

3.1 Improve the statistical capacity of

Undertake a capacity needs assessment

Details of statistical capacity needs of

MDAs capacity needs assessment

Availability of capacity needs



Logframe




and institutional capacities of MDAs to enable them develop and use appropriate and relevant statistical information in planning and decision-making

MDAs survey in all MDAs to determine their respective organisational and institutional capacity constraints in relation to production, supply and utilisation of statistics

MDAs in the various sectors

reports

assessment skills

Availability of funds

Cooperation by MDAs

Relevance: The objective is very relevant. Effective utilisation of statistics in MDAs is dependent on the establishment of a relevant skills base and infrastructure

Status: There is very minimal capacity in most MDAs

Relevance: Relevant. Improving the statistical capacity of MDAs will significantly improve the scope for NSDS implementation

Status: In most MDAs there is very limited statistical capacity and there is no programme to build capacity in MDAs

Relevance: Relevant. If the survey were conducted, it would inform the capacity improvement strategy for MDAs

Status: There has yet to be a capacity needs assessment survey in all MDAs

Relevance: The indicator is relevant as a prerequisite for a capacity development programme

Status: There are no details of statistical capacity needs of MDAs as the survey still needs to be undertaken

Relevance: Capacity needs assessment reports are relevant they document the extent of capacity needs

Status: There are no capacity needs assessment reports as the survey has as yet to be undertaken

Relevance: Assumption of availability of capacity needs assessment skills to improve the statistical capacity of MDAs was unrealistic because there was no budget for such assessment

Status: Capacity needs assessment skills are (locally) available but require a budget and have to be engaged on



Logframe




NSDS issues

Relevance:

Assumption of availability of funds for strengthening institutional capacities of MDAs to use statistical information was unrealistic because the funds were either unavailable or insufficient.

Relevance: Assumption of cooperation by MDAs to improve their statistical capacity was unrealistic because statistics had a low priority in most



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MDAs.

Status: MDA participation in NSDS has been minimal

Develop a comprehensive capacity building plan for the MDAs

Details of statistical capacity building interventions for each MDA

MDAs capacity building plans

Availability of capacity needs assessment skills

Status and relevance Relevance: Relevant. A capacity building plan is crucial for effective statistical capacity in MDAs

Status: There is no evidence of a comprehensive capacity building plan for the MDAs

.

Relevance: Relevant. The indicator monitors implementation of the capacity building plan, which is crucial for effective statistical capacity in MDAs and for tracking HRD

Status: There is no evidence of a comprehensive

Relevance: Relevant because such plans should form the basis for building capacity to support implementation of the NSDS

Status: There is limited evidence on statistical capacity building plans in most of MDAs

Relevance: Assumption of availability of capacity needs assessment skills to develop a comprehensive capacity building plan for MDAs was unrealistic because there were no funds to engage such skills.

Status: Capacity



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capacity building plan for the MDAs

needs assessment skills are not available due to insufficient funding to engage them

Mobilise individual MDAs to upscale their respective capacities in statistics as identified in the capacity building plan

List of funded capacity building interventions in MDAs

MDAs annual budgets for statistical work in the MDAs

Cooperation the Ministry of Finance

Commitment of MDAs to statistics

Status and relevance Relevance: Relevant but MDA capacity building plans need to be developed first

Status: MDAs still need to be mobilised to upscale their capacities

Relevance: Relevant. A list of funded capacity building interventions in MDAs monitors implementation of MDA capacity building plans

Status: There is no evidence of a list of funded capacity

Relevance: Relevant. Operationalizing the NSDS lies in the ability of MDAs producing official statistics according to their mandates

Status: MDAs annual budgets for statistical work in the MDAs document

Relevance: Assumption of the cooperation of the Ministry of Finance was unrealistic because there is no evidence that Finance gave any priority to the NSS above any other programme.

Status: Cooperation by the Ministry of Finance has been



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building interventions in MDAs

available budgets for statistical work in

ordinary

Relevance: Assumption of commitment by MDAs to up-scaling their respective capacities to statistics as identified in the capacity building plan was unrealistic because statistical development was not a priority in most MDAs .

Status: MDA commitment to NSDS is minimal

Strengthen coordination mechanisms within and across sectors

Established procedures for coordinating statistical work inside sectors and

MDAs manual of guidelines for statistical development

Cooperation by the various MDAs



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between sectors

Status and relevance Relevance: Relevant. Coordination mechanisms for the various key components of the NSS are crucial to the attainment of the strategic objectives of the NSDS. However, cooperation on the basis of goodwill alone is unlikely to work.

Status: There has been some progress, e.g. MOUs on data sharing between BOS and some line Ministries. In addition, some joint development work is going on between BOS and some line

Relevance: Relevant. Procedures for coordination are crucial to the attainment of the strategic objectives of the NSDS.

Status: There has been some progress, e.g. MOUs on data sharing between BOS and some line Ministries. In addition, some joint development work is going on between BOS and some line Ministries and with CBL

Relevance: Relevant. Manuals for statistical development indicate progress in mainstreaming in national development programmes

Note: Clarity required between manual and guidelines

Status: Apart from the NSDS and some individual MDAs (e.g. BOS), there are no manuals for statistical development

Relevance: Assumption of cooperation by MDAs to strengthen coordination mechanisms within and across sectors was unrealistic because statistical development had a low priority in MDAs and there was very limited coordination capacity at BOS.

Status: There is limited cooperation by MDAs to strengthen coordination within and across sectors



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Ministries and with CBL

Improve communication within and across sectors

Established and functional inter-sector communication guidelines

MDAs manual of guidelines for statistical development

Cooperation by the various MDAs

Status and relevance Relevance: Relevant. Communication is an essential aspect of coordination

Status: There is no evidence of enhanced and continuous communication e.g. between MDAs

Relevance: Relevant. Communication is an essential aspect of coordination

Status: There is no evidence of enhanced and continuous communication within and across sectors

Relevance: Relevant. Communication is an essential aspect of coordination

Status: There is no evidence of enhanced and continuous communication within and across sectors

Relevance: Assumption of cooperation by MDAs to improve communication within and across sectors was unrealistic because of the prevalent culture of operating in isolation.

Status: MDAs largely operate in isolation

Establish Statistics Dedicated and Establishment lists Availability of



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outfits in the various MDAs

resourced statistics personnel in each MDA

of MDAs resources

Status and relevance Relevance: Relevant. Establishment of statistical units in MDAs is key to the sustainability of the NSS and effective implementation of the NSDS

Status: There are no statistical units in most MDAs and, where they exist, they have very limited capacity

Relevance: Relevant. Dedicated staff are key to the sustainability of the NSS and effective implementation of the NSDS

Status: Dedicated staff in some MDAs e.g. Min of Education, Labour, Health, CBL, etc.

Relevance: Relevant for identifying the staff establishment gaps in MDAs

Status: Lists of statistical staff establishments exist in MDAs, but there is no comprehensive list of staff establishments for the NSS

Relevance::

Assumption of availability of resources to establish statistics outfits in MDAs was unrealistic given insufficient skills, infrastructure and funding

Status: Available resources are minimal

Monitor and evaluate effectiveness of use of statistical information by MDAs in the various sectors

Details of achievements and constraints with respect to the use of statistics in the

MDAs M&E reports Cooperation by MDAs



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various sectors

Status and relevance Relevance: Relevant. The activity is crucial towards establishing the extent in the use of statistics and for establishing major data gaps

Status: There is no M&E programme for the use of statistical information by MDAs in the various sectors is not monitored

Relevance: Relevant. The activity is crucial towards establishing the extent in the use of statistics and for establishing major data gaps

Status: There is no M&E programme for the use of statistical information by MDAs in the various sectors is not monitored

Relevance: Relevant for identifying gaps in the use of statistical information by MDAs

Status: M&E reports on the use of statistical information by MDAs are not readily available

Relevance: Assumption of cooperation by MDAs to monitor and evaluate the effectiveness of their use of statistical information was unrealistic because statistics have a low profile in MDAs.

Status: Effectiveness of use of statistical information in MDAs is not monitored


4.1 Review the legal framework governing the operations of the National Statistics

Review the terms of reference of the Statistics Council to ensure the body’s appropriateness and

Established and independent statistics governing council

Revised Statistics Act

Support by MFDP



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System relevance for governing an autonomous Bureau of Statistics

Relevance: The objective is very relevant. Effectiveness of the NSS is dependent on the existence of effective management and leadership as well as relevant coordination mechanisms

Status: There is scope for significant improvements especially for MDAs relative to the BOS

Relevance: Relevant. A review of the legal framework is crucial to the strengthening of coordination mechanisms of the NSS.

Status: Review of the legal framework for statistics is under the offing

Relevance: Relevant. The Statistics Council’s terms of reference need to be more adjusted to fit the recommended organisational autonomy for the BOS

Status: Review of the Terms of Reference of the Statistics Council is in the offing

Relevance: Relevant for BOS autonomy

Status: Review of the Terms of Reference of the Statistics Council has yet to materialise

Relevance: Revision of the Statistics Act towards an autonomous BOS with an independent Statistics Council remains relevant.

Status: Review of the Statistics Act is in the offing

Relevance: Assumption of MFDP support for a review of the legal framework governing the operations of the NSS was unrealistic as the ministry granted no priority status to the NSS.

Status: Support by MFDP has been ordinary

Amend the Statistics Act 2001 to grant Bureau of Statistics operational autonomy

Amendments/revisions to Statistic Act 2001

Government gazette granting BOS autonomy

Commitment of the leadership of MFDP to supporting statistics



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to enhance its effectiveness in managing and coordinating statistical activities in the Country

development

Status and relevance Relevance: Revision of the Act is relevant not only for granting organisational (“operational”) autonomy to BOS but also to define mechanisms for statistical coordination, development and effective implementation of the Act

Status: The Statistics Act has not yet been amended

Relevance: Revision of the Act is relevant not only for granting organisational (“operational”) autonomy to BOS but also to define mechanisms for statistical coordination, development and effective implementation of the Act

Status: The Statistics Act has not yet been

Relevance: Relevant. Publishing the amended Statistics Act is the only legal way to grant autonomy to BOS. It will be necessary if the autonomy is to be granted

Status: The Statistics Act has not yet been amended

Relevance: Assumption of commitment of the leadership of MFDP to supporting statistics development by supporting amendment of the Statistics Act 2001 was unrealistic given that the MFDP did not give priority to the NSS.

Status: Commitment of the leadership of MFDP to supporting statistics



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amended development has been ordinary

Review and align all relevant laws of other agencies to make them consistent with the revised Statistics Act

Revisions to relevant sector laws to align them with the revised Statistical Act

Parliamentary records

Cooperation by relevant MDAs

Status and relevance Relevance: Relevant. A review and alignment of all other laws concerning statistics will strengthen the leadership role of BOS

Status: A review and alignment with the revised Statistics Act of all relevant laws of other agencies has not yet happened

Relevance: Relevant. A review and alignment of all other laws concerning statistics will strengthen the leadership role of BOS

Status: A review and alignment with the revised Statistics Act of all relevant laws of other agencies has

Relevance: Relevant. Parliamentary record will be proof of the amended Statistics Act.

Status: A review and alignment with the revised Statistics Act of all relevant laws of other agencies has not yet happened

Relevance: Assumption of cooperation by relevant MDAs to review and align all relevant laws of other agencies to make them consistent with the revised Statistics Act was unrealistic because statistical development was not a priority in MDAs.



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not yet happened Status: Cooperation by MDAs on alignment with the Statistics Act of other laws in other agencies did not

5 Strengthen BOS’ organisational capacity to enable it to effectively manage and coordinate the NSS


Undertake a capacity needs assessment of BOS to determine its organisational and institutional development capacity constraints that need to be addressed in strengthening its effectiveness in managing and coordinating the National Statistics System

Details of statistical capacity needs of BOS

BOS capacity needs assessment reports



Relevance: The objective is very relevant. A strengthened BOS is crucial for leading and coordinating development of the NSS

Relevance: Relevant. Strengthened technical, managerial, and

Relevance: Relevant. A capacity needs assessment of BOS is both relevant and urgent if BOS has to

Relevance: Relevant. Important for capacity gap analysis.

Relevance: Relevant. BOS capacity needs assessment reports are relevant for

Relevance: Assumption of availability of capacity needs assessment skills to



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Status: Some strengthening has occurred, e.g. restructuring of BOS including strengthening District Offices and Field Organisation, ICT, setting up of the Statistics Council. There is more scope for further improvement especially in respect of BOS autonomy

coordination capacities crucial to enable BOS to effectively lead development of the NSS

Status: Currently BOS has inadequate capacity to coordinate, manage and provide technical support to MDAs in a systemic context

effectively lead both implementation of the NSDS and development of the NSS. This will require a training programme dedicated to training statistical staff for the whole NSS rather than the currently centralised and individualised programme

Status: There has not been a capacity needs assessment of BOS apart from the one undertaken for the development of the NSDS

Status: There has not been a capacity needs assessment of BOS since the publication of the NSDS

identifying and monitoring the capacity gap

Status: There is no evidence of BOS capacity needs assessment reports

improve the technical, managerial, and coordination capacities of BOS was unrealistic because of budgetary constraints working against engaging the skills.

Status: Capacity needs assessment skills are available but require funding to be engaged on NSDS issues

Relevance:

Assumption of availability of funds to improve technical, managerial and coordination capacities of BOS



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was unrealistic as funds were insufficient.

Status: No funds available.

Develop a comprehensive capacity building plan for BOS

Details of capacity building interventions in BOS

BOS capacity building plan


Relevance: Relevant. The plan is relevant and urgently needed to build BOS capacity and to support NSDS implementation

Status: A comprehensive capacity building plan for BOS is yet to be developed

Relevance: Relevant and important for gap analysis and design of relevant measures

Status: There is no evidence of details of capacity building interventions in BOS. A comprehensive capacity building plan for BOS is yet

Relevance: Relevant. A capacity building is a record of the existence of the comprehensive plan

Status: There is no BOS capacity building plan yet

Relevance: Assumption of availability of capacity needs assessment skills to develop a comprehensive capacity building plan for BOS was unrealistic because of budgetary constraints against engaging the skills.

Status: Capacity



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to be developed needs assessment skills are available but require funding to be engaged on NSDS issues

Mobilise funds to implement the plan

List and details of funded capacity building activities

Approved annual budgets

Commitment of the leadership of MFDP to supporting statistics development

Status and relevance Relevance: The activity is relevant because funds are needed to implement the plan

Status: Funds have not been mobilised as the Plan is still to be developed.

Relevance: The indicator is relevant because it monitors implementation of the plan

Status: The list and details of funded capacity building activities is not available

Relevance: Relevant. Approved annual budgets document mobilisation of funds to implement the plan subject to the plan having been developed

Status: There is no approved annual budget

Assumption of commitment of the leadership of MFDP to supporting statistics development by mobilising funds to implement the capacity building plan for BOS was unrealistic because it the leadership did not prioritise implementation of the NSDS.



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Status: Commitment of the leadership of MFDP to supporting statistics development has been ordinary

Implement the capacity building plan

List and details of completed capacity building activities

BOS annual progress reports

Commitment of BOS leadership

Status and relevance Relevance: The activity is relevant because the plan is a prerequisite for funding capacity development

Status: The Plan is still to be developed.

Relevance: Relevant. The list and details of completed capacity building activities monitor implementation of the capacity building plan

Status: There is no list and details of completed capacity

Relevance: Relevant. BOS annual progress reports document implementation of capacity development activities

Status: There is no evidence of BOS annual progress reports

Assumption of commitment of the leadership of BOS to supporting statistics development was realistic as the Bureau is legally mandated to do so.

Status: Commitment of the leadership of BOS has been constrained by a lack of capacity to



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building activities do coordination work

Monitor and evaluate the effectiveness of the capacity building plan

Details of achievements and constraints in implementing the plan

BOS M&E reports

Commitment of BOS leadership

Status and relevance Relevance: The activity is relevant because the plan is a prerequisite for funding capacity development

Status: M&E of the plan is not available because the plan is still to be developed...

Relevance: Relevant. The indicator monitors implementation of the plan

Status: Details of achievements and constraints in implementing the plan are not available

Relevance: Relevant. BOS M&E reports are used to document level of implementation of the capacity building

Status BOS M&E reports are not available

Assumption of commitment of the leadership of BOS to monitoring and evaluating the effectiveness of the capacity building plan is realistic because BOS is mandated to coordinate the NSS.

Status: Commitment of the leadership of BOS has been constrained by a lack of capacity to do coordination work



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Develop and implement policies for professional statistical personnel covering recruitment, deployment, career progression, and conditions of service

Approved human resources management policy for statistical personnel

Minutes of Cabinet Cabinet commitment to statistical development work

Relevance: The objective is very relevant. Availability of skilled statisticians is crucial for the development of the various NSS components

Status: Save for BOS current availability of statisticians in MDAs is very thin

Relevance: Relevant. Enhanced production and effective utilisation of statistics is very dependent on availability of staff possessing relevant skills

Status: Numbers of qualified statistical personnel in all sectors may have increased but there is no way of telling by how much or

Relevance: Relevant and important for staff development and retention

Status: Policies for professional statistical personnel covering recruitment, deployment, career progression, and conditions of service have not been developed

Relevance: The policy is relevant and important for monitoring staff development and retention

Status: Approved human resources management policy for statistical personnel is not available

Relevance: Relevant. Minutes of Cabinet implementation of the human resources management policy

Status: There are no Cabinet minutes with policies on statistical personnel

Assumption of commitment of Cabinet to supporting statistics development work by developing and implementing policies to increase numbers of qualified personnel for production and use of statistics in all sectors was unrealistic considering the Cabinet did not prioritise the NSDS above other



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whether they are engaged in statistical activities

strategic development plans.

Status: Commitment of Cabinet to supporting statistics development has been ordinary (equal to many other programmes)

Develop and implement a NSS-wide statistical human resource development strategy

MDAs human resource development plans

Sector statistics strategic development plans

Commitment of MDAs to statistical development work

Status and relevance Relevance: Very relevant. A human resource development strategy is crucial to provide the basis for capacitating the NSS

Status: There is no

Relevance: Relevant and crucial for providing the basis for capacitating the respective MDAs

Status: There is no

Relevance: Relevant and crucial for development of sector statistics

Status: There are no sector statistics strategic

Relevance: Assumption of commitment of MDAs to statistical development work by developing and implementing a NSS-wide statistical human resource



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evidence of a NSS-wide statistical human resource development strategy

evidence of statistical HRD strategies for respective MDAs

development plans, save for what is contained in the NSDS

Check with BOS

strategy was unrealistic because the NSS was not a priority to them.

Status: MDA commitment to developing and implementing a statistical human resource development strategy is non-existent

Develop and implement professional development short-term programmes for statistical personnel operating at various levels of the NSS

List of MDAs statistics personnel that have attended various professional development training programmes per annum

Annual MDAs staff development reports


Status and relevance Relevance: Short Relevance: Relevance: Relevant Relevance:



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courses are relevant, and they should be organised to benefit statistical development in the NSS as a whole

Status: There is limited information on short term training organised at the BOS or other MDAs except CBL

Relevant. The indicator is used to monitor skills development through short courses

Status: There is no annual list of MDAs statistics personnel that have attended various professional development training programmes per annum

Annual MDAs staff development reports document the extent of staff attending short

Status: There is no evidence of Annual MDAs staff development reports

Assumption of commitment of MDAs to statistical development work by developing and implementing professional development short-term programmes for statistical personnel in the NSS was unrealistic because the NSDS was not a priority to them and there was no capacity to develop the programmes.

Status: MDA commitment to short term statistical training was not evident

Enrol statistics List and profiles of MDAs statistics staff Commitment of



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personnel in relevant statistics training programmes at the National University of Lesotho and in other institutions of higher learning in the region

statistics personnel enrolled in various courses

training records

MDAs to statistical development work

Cooperation by the National Manpower Development Secretariat

Status and relevance Relevance: Relevant. Training in statistics at NUL/other higher learning institutions crucial for statistical capacity building. However, this needs to be strategically planned for MDAs

Status: Enrolment of NSS statistical personnel at NUL/other higher learning institutions is neither systemic nor strategic

Relevance: Relevant for monitoring skills development at NUL

Status: The list and profiles of statistics personnel enrolled in various courses is not available

Relevance: Relevant and should be used for documenting the extent of skills training at NUL

Status: There is no comprehensive record of MDA personnel trained or training in statistics at NUL

Relevance: Assumption of commitment of MDAs to statistical development work by enrolling statistics personnel in relevant statistics training programmes at the National University of Lesotho and in other institutions of higher learning in the region was unrealistic because the NSDS was not a priority to them and funding was limited.



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Status: MDA commitment to statistical training was not evident

Relevance: Assumption of cooperation by the National Manpower Development Secretariat to statistical development work by enrolling statistics personnel in relevant statistics training programmes at the National University of Lesotho and in other institutions of higher learning in the region was unrealistic because statistical development work was not a priority to



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the Secretariat.

Status: Cooperation by the National Manpower Development Secretariat to statistical development work through statistical training programmes was not evident



Identify statistical activities to be undertaken in each sector

List of sector statistics activities

Sector statistics strategic plans

Cabinet commitment to statistical development work

Relevance: The objective is very relevant. Availability of financial resources is crucial for development and maintenance of the NSS

Relevance: Relevant because MDAs will have to budget for statistical work if the NSDS is to be implemented

Relevance: Relevant because statistical activities in each sector have to be identified as part of the NSS work programme, including

Relevance: Relevant because the list of sector statistics activities is used to monitor the extent of statistical activities

Relevance: Sector statistics strategic plans document statistical activities being undertaken by MDAs thereby indicating what

Relevance: Assumption of Commitment of Cabinet to supporting statistics development work by approving



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Status: Current availability of funds for statistical work in MDAs inadequate

Status: Budgeting for statistical work in MDAs is not regularised

elimination of duplication

Status: There is no systematic process of identifying statistical activities in each sector

undertaken by MDAs

Status: There is no list of sector statistics activities

needs to be done next

Status: There is no evidence of sector statistics strategic plans

budgets for statistical work in each MDA financial year was unrealistic considering the Cabinet had to deal with many competing demands.

Status: Commitment of Cabinet to supporting statistics development has been ordinary (equal to many other MDAs)

Incorporate the activities in each MDA annual operational plan

List of statistics activities

MDAs annual work plans


Status and relevance Relevance: NSDS activities should be incorporated in the MDA operational

Relevance: Relevant. A list of statistical activities is an indicator that

Relevance: MDA annual work plans document activities incorporated into

Relevance: The assumption of commitment of



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plans; so the strategy remains relevant

Status: There are low levels of incorporation of NSDS activities in MDA operational plans

monitors statistics activities incorporated into MDA operational plans

Status: A comprehensive list of activities has yet to be compiled

MDA work plans

Status: There is limited evidence of NSDS activities appearing in MDA operational plans

MDAs to statistical development work by incorporating statistical activities in their operational plans was not relevant because MDAs have not been sufficiently sensitised to the need to incorporate statistics in their work

Status: Commitment of MDAs to statistical development work by incorporating statistical activities in their plans is limited

Incorporate the cost of the activities in the annual budget of each MDA

List of funded statistics activities

Approved MDAs budget




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Status and relevance Relevance: The activity remains relevant as NSDS activities should be incorporated in MDA budgets

Status: NSDS rarely activities feature prominently in MDA budgets

Relevance: A list of funded statistics activities is an indicator used to monitor costing NSDS activities

Status: Apart from a few MDAs such as BOS, and the Ministry of Education, there is no comprehensive list of funded activities

Relevance: Approved MDA budgets remain relevant because they document funding for NSDS activities

Status: Approved MDA budgets incorporating NSDS activities are very few

Relevance: Assumption of commitment of MDAs to statistical development work by including statistical activities in their annual budget was unrealistic because statistical work is not a priority.

Status: MDA commitment to annually budgeting for statistical activities is very limited

Implement the statistics activities

List and details of completed statistics activities per annum

MDAs annual reports


Cooperation by the National Manpower



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Development Secretariat

Status and relevance Relevance: The activity is relevant because it is a reminder to MDAs that they should budget for and implement statistics activities

Status: In most MDAs there are no statistics activities to implement

Relevance: Relevant. The list is an indicator of the coverage and depth of the implementation of the NSDS.

Status: In most MDAs there are no statistics activities to implement

Relevance: MDA annual reports are relevant because they document the profile of statistics in MDAs

Status: Most MDA annual reports do not include statistical activities

Relevance: Assumption of commitment of MDAs to statistical development work by implementing statistical activities was unrealistic because statistical work is not a priority.

Status: MDA commitment to statistical development work is minimal

Relevance:

Assumption of cooperation by the National Manpower Development Secretariat to



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statistical development work by incorporating statistical activities in their programmes was unrealistic because statistical development work was not a priority to the Secretariat.

Status: Cooperation by the National Manpower Development Secretariat to statistical development work is minimal

Regularly monitor progress

Details of achievements and constraints in implementing the plans

MDAs M&E reports

Cabinet commitment to statistical development work

Status and relevance Relevance: The activity is relevant

Relevance: Relevant. Analyses

Relevance: The output is relevant for




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because it is a reminder to MDAs that they should implement statistics activities

Status: In most MDAs there is no monitoring of implementation of statistics activities because here are no statistics activities to monitor

of achievements and constraints should be used to monitor progress of plan implementation

Status: Except for a few MDAs (e.g. BOS) there are plans, and therefore there no detailed achievements and constraints detailed

documenting gaps in implementing statistics activities by MDAs

Status: Very few MDAs, if any, compile M&E reports on implementation of statistics activities by MDAs since there are no such activities

commitment of Cabinet to supporting statistics development work by regularly monitoring progress was unrealistic given that the Cabinet has many competing needs to address.

Status: Commitment of Cabinet to supporting statistics development has been ordinary (equal to many other MDAs)



Conduct an assessment of the physical infrastructure needs of each sector to enhance production and dissemination of statistical information

List and type of physical infrastructure needs of MDAs

MDAs physical infrastructure needs assessment reports

Availability of physical infrastructure capacity needs assessment skills



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Relevance: The objective is very relevant. Physical infrastructure is a critical capacity requirement for enhanced production, dissemination, use and safe storage of statistics

Status: Significant physical space improvements are required especially for BOS

Relevance: Very relevant because appropriate infrastructure is needed to securely house statistical work and materials

Status: significant physical space improvements required especially for BOS

Relevance: Relevant because it is important to determine the gaps in available physical infrastructure

Status: There has not been an assessment of physical infrastructure needs by sector to enhance production and dissemination of statistical information

Relevance: Relevant and important to monitor the gaps in available physical infrastructure

Status: There is no list and type of physical infrastructure needs of MDAs

Relevance: Relevant and important to document the gaps in available physical infrastructure

Status: There are no MDA physical infrastructure needs assessment reports

Relevance: Assumption of availability of physical infrastructure capacity needs assessment skills was unrealistic because of budgetary constraints against their engagement.

Status: Physical infrastructure capacity needs assessment skills are available but have to be engaged on NSDS issues

Relevance: Assumption of availability of funds to procure



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appropriate infrastructure to house statistical work in the various MDAs was unrealistic because funds were difficult to come by.


Develop a comprehensive capacity building plan for statistical infrastructure development in each sector

Details of physical infrastructure capacity building interventions in each MDA

Sector physical infrastructure capacity building plans

Availability of physical infrastructure capacity needs assessment skills

Status and relevance Relevance: The activity is relevant because of the necessity of capacity building plans in sectors

Relevance: The indicator is relevant. It is intended to monitor progress in development of infrastructure for

Relevance: The output is relevant because sector physical infrastructure capacity building plans provide documented

Relevance: Assumption of availability of physical infrastructure capacity needs assessment skills for developing a



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Status: There is no evidence of a comprehensive capacity building plan for statistical infrastructure development in each sector

statistics in MDAs

Status: There are no physical infrastructure capacity building interventions in each MDA because comprehensive capacity building plans are not available

evidence of planning

Status: There is no evidence of sector physical infrastructure capacity building plans

comprehensive capacity building plan for statistical infrastructure development in each sector was unrealistic because of budgetary constraints against their engagement.

Status: Physical infrastructure capacity needs assessment skills are available but have to be engaged on NSDS issues, which needs funds

Mobilise funding to implement the capacity building plan in key MDAs that produce and disseminate vital

Details of funded physical infrastructure interventions to be undertaken in each MDA per annum

MDAs annual budget

Commitment of leadership of MDAs to statistics development



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statistical information

Status and relevance Relevance: The activity is relevant because vital statistical information is a key output of the NSS

Status: There is no evidence that funds have been mobilised to implement capacity building plans in key MDAs that produce and disseminate vital statistical information

Relevance: Relevant. The indicator should be used to monitor progress of physical infrastructure interventions

Status: There are no physical infrastructure interventions in the absence of the capacity building plan

Relevance: The output is relevant in terms of documenting the gap in the capacity building plans for vital statistical information

Status: The profile of vital statistical information is not any higher than the other activities of the relevant MDAs

Relevance: Assumption of commitment of the leadership of MDAs to supporting statistics development by mobilise funding to implement the capacity building plan in key MDAs that produce and disseminate vital statistical information was unrealistic because statistical development work is not a priority

Status: Commitment of the leadership of MDAs to statistical development is



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minimal

Provide needed physical infrastructure in each MDA

List of completed physical infrastructure activities per annum

MDAs annual reports


Status and relevance Relevance: The activity is relevant because physical infrastructure in each MDA remains needed

Status: There is limited evidence of provision of needed physical infrastructure in each MDA

Relevance: Relevant. The indicator should be used to monitor progress of physical infrastructure activities for statistics

Status: There are no physical infrastructure for statistics activities

Relevance: The output is relevant in terms of documenting the gap in the needed physical infrastructure

Status: There is limited evidence in MDA annual reports of provision of needed physical infrastructure

Relevance: Assumption of Commitment of the leadership of MDAs to supporting statistics development by providing needed physical infrastructure in their MDAs was unrealistic because of budgetary constraints against their engagement.

Status: There are no funds



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9.1 Procure appropriate ICT infrastructure for statistics in each sector

Conduct an assessment of the statistical ICT infrastructure needs of sectors and complement where necessary

List and type of IT needs of MDAs

MDAs IT needs assessment reports

Availability of IT infrastructure capacity needs assessment skills

Relevance: The objective is very relevant. Availability of adequate relevant ICT infrastructure is conducive to enhanced production, dissemination, use and safe storage of statistics

Status: Basic ICT infrastructure is available in most MDAs save for a few significant improvements e.g. Min of Employment and Labour?

Relevance: ICT infrastructure is critical to enhancing performance and improving efficiency as well as to facilitating data sharing among MDAs

Status: ICT infrastructure exists but is uneven across sectors

Relevance: Relevant. It important for identifying major gaps and for providing a basis for improving stock of infrastructure

Status: A needs assessment should still to be conducted

Relevance: Relevant. It important for monitoring the assessment process of ICT infrastructure needs of sectors


Relevance: Relevant. It important for documenting major gaps and for providing a basis for improving stock of infrastructure


Relevance: Although basic ICT infrastructure is available in most MDAs, the assumption of availability of IT infrastructure capacity needs assessment skills was unrealistic because of budgetary constraints.

Status: Physical infrastructure capacity needs



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assessment skills are available but have to be engaged on NSDS issues

Develop a comprehensive capacity building plan for statistical ICT infrastructure development in each sector

Details of planned IT infrastructure capacity building interventions in each MDA

Sector IT infrastructure capacity building plans

Availability of IT infrastructure capacity needs assessment skills

Status and relevance Relevance: The plan is relevant because ICT infrastructure is crucial for statistical development

Status: An Information and Communications Strategy for the Bureau of Statistics has been developed. The situation is not clear about other

Relevance: Relevant because ICT infrastructure capacity building interventions are an indicator of progress being made in implementing the capacity building plan.

Status: An

Relevance: Relevant because the plans are documented evidence of the IT infrastructure planning activity e

Status: There is no evidence of an IT infrastructure capacity building plan in MDAs other than BOS

Relevance: Assumption of availability of IT infrastructure capacity needs assessment skills was unrealistic because of budgetary constraints.

Status: Physical infrastructure



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MDAs?

Information and Communications Strategy for the Bureau of Statistics has been developed. The situation is not clear about other MDAs?

capacity needs assessment skills are available but have to be engaged on NSDS issues

Mobilise funding to implement the capacity building plan in all MDAs and other stakeholders

Details of funded physical infrastructure interventions to be undertaken in each MDA per annum

MDAs annual budget


Status and relevance Relevance: Relevant and important because funding is an enabler for ICT capacity building in all MDAs

Status: There is mobilisation of funding

Relevance: because funded ICT physical infrastructure interventions is an indicator of progress being made in implementing the capacity building

Relevance: Relevant because the budget is documented evidence of implementing physical infrastructure interventions

Relevance:

Assumption of commitment of the leadership of MDAs to statistics development in terms of mobilising funds for capacity building plans was unrealistic because



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as capacity building plans are still to be developed

plan.

Status: There are no funded physical infrastructure interventions because capacity building plans are still to be developed

Status: There are no funded physical infrastructure interventions because capacity building plans are still to be developed

they were not sufficiently sensitised to support the NSDS.

Status: Commitment of the leadership of MDAs to statistical development is minimal

Procure and install an integrated ICT infrastructure system

List of completed IT infrastructure activities per annum

MDAs annual reports


Status and relevance Relevance: Relevant because installation of an integrated ICT infrastructure system facilitates data sharing and dissemination

Status: There is some evidence of some

Relevance: Relevant because the list is an indicator of the extent of implementation of integrated ICT infrastructure

Relevance: Relevant because reports are documented evidence of the extent of completion of ICT infrastructure

Status: There is no evidence of annual

Relevance:

Assumption of commitment of the leadership of MDAs to procure and install an integrated ICT infrastructure system supporting statistics development was unrealistic because



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integrated ICT physical infrastructure systems in Government

Status: A list per se is not available but there is some evidence of integrated ICT infrastructure systems in Government

reports because there is no monitoring system in place

MDAs have not been sufficiently sensitised to the need to incorporate statistics in their work.



Develop standard guidelines to support effective use of ICT to promote high quality data and reduce costs

Standard statistical guidelines for IT use jointly developed by MDAs

Manual of guidelines for effective use of IT by MDAs in statistical work

Cooperation of the leadership of MDAs

Status and relevance Relevance: Relevant, as greater use of ICT is needed to enhance statistical production, use, dissemination, and

Relevance: Relevant as standardisation of ICT infrastructure and use is needed system-wide to facilitate coordination

Relevance: Relevant because Standard statistical guidelines for IT use are an indicator of effective use of ICT

Relevance: The manual is relevant because it is documented evidence of guidelines for guiding effective use

Relevance: Assumption of cooperation of the leadership of MDAs to utilise ICT equipment in each sector was



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data sharing

Status: Use of ICT equipment is available but variable both within and across sectors

and data sharing

.

Status: Standard guidelines are yet to be developed for the NSS

and data sharing in NSS

Status: Standard guidelines are yet to be developed for the NSS

of IT in MDAs

Status: Guidelines for effective use of IT by MDAs in statistical work are not yet in place

unrealistic because statistics development has not been their priority as they have not been sufficiently sensitised to the use of statistics in their institutions.

Status: Cooperation of the leadership of MDAs to statistical development is minimal

Train statistical personnel to use the guidelines

List of statistical staff trained in using the IT guidelines

MDAs Training reports

MDAs annual reports


Status and relevance Relevance: Relevant because training would enable

Relevance: Relevant. The list is an indicator of

Relevance: Relevant because training reports provide

Relevance:

Assumption of cooperation of the



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statistical personnel to use the guidelines

Status: There is no training because standard guidelines are yet to be developed for the NSS

the available capacity to use the IT guidelines

Status: The list of trained staff is not available as standard guidelines are as yet to be developed for the NSS

documented evidence of levels of implementation of guidelines

Status: There are no training reports because standard guidelines yet to be developed for the NSS

leadership of MDAs to train statistical personnel to use the guidelines was unrealistic because statistics development has not been their priority as they have not been sufficiently sensitised to the use of statistics in their institutions.


Establish ICT connectivity of all MDAs

List of MDA inter-connected

MDA ICT reports Cooperation of the leadership of MDAs

Status and relevance Relevance: Relevant. ICT connectivity is a

Relevance: Relevant. The list

Relevance: Relevant because reports




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facilitator of efficient data sharing among MDAs and statistical dissemination

Status: ICT connectivity of all MDAs has as yet to be established

is an indicator of the extent of connectivity of ICTs

Status: There is no list of MDAs interconnected because although there is some ICT connectivity

document the extent of connectivity implemented

Status: There are no ICT reports because there is no monitoring system for ICT connectivity

cooperation of the leadership of MDAs to establishing connectivity to all MDAs was unrealistic because statistics development has not been their priority as they have not been sufficiently sensitised to the use of statistics in their institutions.


Monitor and evaluate the effectiveness of the standard guidelines

Details of achievements and constraints in implementing the guidelines

MDA M&E reports Commitment of leadership of MDAs to statistics development



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Status and relevance Relevance: Relevant. Effectiveness of the guidelines on ICT use needs to be monitored and evaluated in order to serve the purpose for which they were intended.

Status: The guidelines are as yet to be developed

Relevance: Relevant. Details of achievements and constraints in implementing the guidelines are an indicator of the extent of extent of their implementation

Status: There are no details of achievements and constraints because The guidelines are as yet to be developed

Relevance: M&E reports provide documented evidence of the effectiveness of the guidelines

Status: Reports are not yet available pending development of the guidelines

Relevance:

Assumption of commitment of the leadership of MDAs to statistics development was unrealistic because MDAs have not been sufficiently sensitised to the need to incorporate statistics in their work.



Develop and implement an ICT maintenance policy

Approved ICT maintenance policy guidelines

MDAs ICT maintenance policy manual


Status and relevance Relevance: Relevance: Relevant. Relevance: Relevance: Relevance:



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Relevant. Maintenance necessary to ensure sustainable use of ICT equipment

Status: Maintenance of ICT equipment exists but is variable both within and across sectors

A maintenance policy is necessary to ensure sustainable use of ICT equipment

Status: A maintenance policy across MDAs is not available

Relevant. Approved maintenance policy guidelines are an indicator of implementation of ICT maintenance policy

Status: There are no system-wide approved ICT maintenance policy guidelines

Relevant. A maintenance policy manual is provides documentary evidence of the existence (or otherwise) of ICT policy the guidelines

Status: The is no system-wide ICT policy manual

Assumption of cooperation of the leadership of MDAs to developing and implementing an ICT maintenance policy was unrealistic because statistics development has not been their priority as they have not been sufficiently sensitised to the use of statistics in their institutions.


10 Decentralise the management and coordination function of statistical work to districts to ensure harmonisation

10.1 Build capacity for management and coordination of statistical work at

Review the roles of District Statistics Offices to include management and

Revised terms of reference for District Statistics Offices

Cabinet Minutes Commitment of leadership of MFDP to statistics development



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of statistics produced and its accessibility to users at district and community levels

district and community levels

coordination of statistical work in each respective district

Relevance: The objective is very relevant. Availability of statistics at the district and local level is vital for planning and service delivery at those levels. Data collection, production, and dissemination by MDAs are also organised from community/ district level upwards.

Status: Typically MDAs are already operating at district level. BOS structure also recently upgraded to include statisticians at district level.

Relevance:

Relevant. Capacity at district and community levels are crucial for the effective management of production and utilisation of statistics at those levels

Status: Typically MDAs are already operating at district level. BOS structure also recently upgraded to include statisticians at district level.

Relevance:

Relevant. Capacity in statistical management and coordination at district and community levels crucial for the effective of production and utilisation of statistics

Status: Typically MDAs are already operating at district level. BOS structure also recently upgraded to include statisticians at district level. Capacity building is required for district offices to be

Relevance:

Relevant. Revised terms of reference for District Statistics Offices are an indicator of revised terms of reference for District Statistics Offices

Status: Roles and functions of district offices still need to be clearly defined and strengthened. Capacity building is required for district offices to be more effective.

Relevance: Cabinet minutes are documented evidence of revised terms of reference for District Statistics Offices

Status: There is no evidence that Cabinet minutes exist

Relevance: Assumption of commitment of the leadership of MFDP to statistics development (in terms of building capacity for management and coordination of statistical work at district and community levels) was unrealistic because the NSDS was not seen as a priority development strategy.

Status: Commitment of the leadership of



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more effective. MFDP to supporting statistics development has been ordinary

Provide the district offices with technological, material and human resource capacities to address the expanded responsibilities

Staffing levels of District Statistics Offices;

List and specifications of technological equipment installed

District Office Staff records;

Office equipment inventory

Commitment of leadership of MFDP to statistics development

Relevance:

Relevant. Infrastructure and human resource capacities are crucial for sustainable and effective management of production and utilisation of statistics at district and community levels

Relevance:

Relevant. Staffing levels are an indicator of infrastructure and human resource capacities at District Statistics Offices

Status: District

Relevance: Relevant. District Office Staff records provide documented evidence staffing levels of Statistics District Offices

Status: Some basic records are in place.

Relevance: Assumption of commitment of the leadership of MFDP to statistics development (in terms of providing district offices with technological, material and human resource capacities to address



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Status: Typically MDAs are already operating at district level. Some basic infrastructure is in place.

Offices have some basic infrastructure in place. They also have some human resource capacity

Relevance: Relevant. List and specifications of technological equipment installed are an indicator of the extent of the availability of infrastructure and human capacity

Status: There appears to be no formal list, but some infrastructure and human capacity are available in District Offices

Relevance: Relevant. Office equipment inventory is documents infrastructure available for statistical use

Status: Some inventory of office equipment is available

expanded responsibilities) was unrealistic unless because the NSDS was not seen as a priority development strategy.




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Provide district statistics personnel with appropriate skills

List of trained staff and type of training undertaken

Annual training plans

District Office annual reports

Commitment of leadership of BOS to statistics development


Relevance:

Relevant. HRD and training are crucial for sustainable and effective management of production and utilisation of statistics at district and community levels

Status: Typically MDA staff at district level need continuous training e.g. as the case with BOS

Relevance:

Relevant. List of trained staff and type of training is an indicator used for tracking district statistics personnel with appropriate skills

Status: Trained staff and type of training are not comprehensively listed.

Relevance:

Relevant. It provides documentary evidence of capacity building activities for district staff.

Status: There are no strategic training plans as training is individualised with some of it not necessarily relevant to statistics

Relevance: Relevant. Annual reports are relevant

Assumption of commitment of the leadership of BOS to supporting statistics development was realistic as BOS is legally mandated to coordinate the NSS. In addition, the Bureau is playing a leadership role in the NSS

Status: Commitment of the leadership of BOS has been constrained by a lack of capacity to do coordination work



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as they indicate progress made in the development in capacity building

Status: Annual reports are incorporated into the national report of BOS

Relevance: Assumption of availability of funds was unrealistic as funds were not readily available.




Establish a compendium of statistical standards and terms for compliance by producers and users

Standard guidelines jointly developed by statistics producers and users

Manual of guidelines for data collection etc.


Relevance: The objective is relevant. Harmonised and comparable statistics are crucial to government development agenda

Relevance: The strategy is relevant. Harmonised and comparable statistics are crucial to the government’s

Relevance: The activity is relevant. standardised, harmonised and comparable statistics are of good quality

Relevance: The indicator is relevant. It is an indicator of the quality of statistics

Relevance: Relevant. The manual provides documentary evidence of the existence of

Relevance:

Assumption of cooperation of the leadership of MDAs to standardising statistical production



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Status: Many MDAs work jointly with BOS in this respect. But there is scope for more cooperation to standardise processes, nomenclatures, concepts and definitions

development agenda

Status: Many MDAs work jointly with BOS in this respect. But there is scope for more cooperation to standardise processes, nomenclatures, concepts and definitions

and engender user and public trust

Status: Work on compendium of concepts and definitions are already initiated at BOS

Status: Work on compendium of concepts and definitions are already initiated at BOS

guidelines as well as a reference point for the standardisation process

Status: Data collection guidelines such as the survey cycle are available

and dissemination methods and techniques was realistic because of the importance of data harmonisation, coherence and comparability, which makes them reliable for use in the government development agenda

Status: Cooperation of the leadership of MDAs with BOS on standards occurs

Develop guidelines for data collection, analysis, and dissemination of statistical outputs in collaboration with sector statistics

Standard guidelines jointly developed by statistics producers and users

Manual of guidelines for data collection etc.




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producers and users

Relevance: Relevant. It is important to develop guidelines that describe the typical steps and procedures in a typical data collection and production dissemination processes across MDAs to guide practitioners.

Status: Guidelines still need to be formally developed and rolled out to all MDAs; they but can based on existing BOS processes

Relevance: Relevant. The indicator monitors standardisation processes of data production and dissemination processes

Status: The guidelines are as yet to be developed

Relevance: Relevant. The manual is important as a reference document for the guidelines

Status: The manual is still to be developed

Relevance:

Assumption of cooperation of the leadership of MDAs to developing guidelines for statistical production and dissemination of statistical outputs in was realistic because shared guidelines would standardise statistical process enabling data harmonisation, coherence and comparability.

Status: Cooperation of the leadership of MDAs on guidelines provided by BOS for statistical production



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and dissemination exists

Disseminate the policy to all producers and users of statistics nationwide

List of MDAs using the guidelines

Periodic MDAs statistics development progress reports

Cooperation of statistical staff in the MDAs

Relevance: Relevant. The policy is to facilitate implementation

Status: The policy is not available as the guidelines are still to be developed

Relevance: Relevant. The list is an indicator of the implementation of the policy and the guidelines

Status: The list is not available because guidelines are still to be developed

Relevance: Relevant. Reports document the extent of implementation of the policy and the guidelines

Status: The list is not available because guidelines are still to be developed

Relevance: Assumption of cooperation of statistical staff in MDAs to using standardised guidelines was realistic because the staff had clear guidelines on how to proceed with their work.

Status: Cooperation of the leadership of statistical staff in MDAs to statistical development is



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minimal

Monitor implementation and evaluate the effectiveness of the guidelines

Details of achievements and constraints in using the guidelines

M&E reports Commitment of leadership of MDAs to statistics development

Relevance: Relevant. Monitoring implementation and evaluating the effectiveness of their effectives guidelines ensures proper implementation of the guidelines

Status: There is no M&E as guidelines

Relevance: Relevant. Details of achievements and constraints in using the guidelines measure (indicate) the extent of implementation of the guidelines n

Status: There are no Details of

Relevance: Relevant. M&E reports constitute a record of the extent of implementation of the guidelines

Status: There are no M&E reports of as guidelines are still to be developed

Relevance: Assumption of commitment of the leadership of MDAs to statistics development (in terms of monitoring implementation and evaluating the effectiveness of the guidelines) was unrealistic because



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are yet to be developed

achievements and constraints in using the guidelines as guidelines are yet to be developed

of lack of capacity and effective coordination.

Status: Lack of coordination and capacity to undertake M&E was due to minimal commitment of the leadership of MDAs to statistical development



Identify data gaps in the existing data management systems in the various sectors

Details of data deficiencies in the MDAs existing data management systems

MDAs data management system assessment reports


Relevance: The objective is very relevant. Survey and administrative records and management information

Relevance: Relevant. Reliable data development and management

Relevance: Relevant. Filling of the data gaps makes more statistics available to

Relevance: Relevant. The indicator points to how much more

Relevance: Relevant. Reports are important and necessary records of

Relevance: Assumption of cooperation of the leadership of MDAs



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systems are the backbone of the NSS as data sources

Status: Significant work is going on but there is scope for further exploitation of administrative records and management information systems

systems within and across statistical sectors ensure sustainable statistical production

Status: Significant work going on but there is scope for further exploitation of admin records and management information systems

users

Status: There is no systematic process for identifying data gaps yet

needs to be improved in the existing data management systems

Status: Details of data deficiencies are not yet available

the extent of the gaps

Status: MDAs data management system assessment reports are not yet available

on the establishment of reliable data development and management systems within and across statistical sectors was realistic because some level of data sharing has to occur to compute national indicators for example.


Strengthen the existing data management systems by filling the identified data gaps in each respective sector

Error-free MDAs data management activities

Data management records




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Relevance: Relevant. Filling the identified data gaps in each respective sector increases available statistics

Status: Work is going on but there is scope for further exploitation of administrative records and data management information systems

Relevance: Relevant. Error-free MDAs data management activities are an indicator of good quality data produced by strengthened data management systems

Status: Work is going on to improve the quality of statistics in some MDAs but efforts at quality control are not systematic

Relevance: Relevant. Data management records provide documentary evidence of data quality gaps in need of addressing

Status: Work is going on but data management records are neither systemic nor systematic

Relevance:

Assumption of cooperation of the leadership of MDAs to statistics development was unrealistic because MDAs have not been sufficiently sensitised to the need to incorporate statistics in their work.


Strengthen coordination mechanisms for inter-sector data production processes through

Jointly developed standard data management guidelines

Data management files




Logframe




establishment and implementation of standards and methodologies throughout the entire NSS

Relevance: Relevant. Inter-sector coordination of data production, standards and methodologies is important for rationalising statistical production, producing comparable statistics and eliminating duplication

Status: There are attempts by BOS to strengthen coordination in the NSS Significant work going on but there is more scope for work

Relevance: Relevant. Jointly developed standard data management guidelines are an indicator of Strengthened coordination mechanisms in the NSS

Status: There are no standard data management guidelines developed yet

Relevance: Relevant. Documented data management guidelines document extent of data comparability across MDAs and the gaps that have as yet to be addressed

Status: Significant work going on but there is more scope for work to standardise

Relevance:

Assumption of cooperation of the leadership of MDAs to statistics development was unrealistic because of very limited coordination mechanisms for inter-sector data production, standards and methodologies.

Status: Cooperation of the leadership of MDAs to statistical development is



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to standardise minimal

Provide statistical personnel with appropriate skills and competencies in data management

List of statistical staff trained in data management using the guidelines

List of MDAs using the data management guidelines

MDAs Training reports

MDA annual reports


Relevance: Relevant. Appropriate skills and competencies in data management result in data of good quality

Status: Some statistical training is being undertaken but there is scope for more training

Relevance: Relevant. The list statistical staff trained in data management using the guidelines is used to monitor gaps in statistical and management training

Status: Some training is taking place but there is no comprehensive

Relevance: Relevant. MDAs Training reports document the extent of skills development and thus the gaps to be addressed

Status: There is scope for more capacity building

Relevance: MDA annual reports on

Relevance:

Assumption of cooperation of the leadership of MDAs to statistics development was unrealistic because there was no NSS-wide training programmes for statistical personnel and there was no coordination across



Logframe




list to indicate its extent

Relevance: Relevant. The list of MDAs using the data management guidelines is used to monitor the extent of adoption of the guidelines in the NSS

Status: The list of MDAs using the data management guidelines is not available across MDAs

skills training reports document the gaps in skills training still to be addressed

Status: MDA annual reports on skills training are not available across MDAs

the NSS.


13 Strengthen the management and coordination of national censuses and surveys

13.1 Regulate the management and coordination of statistical work in the country

Develop and implement guidelines for coordination of statistical work by all sectors

List of MDAs using guidelines to coordinate statistical work

MDA’s progress reports


Relevance: The objective is very Relevance: Relevance: Relevant. Relevance: Relevance: Relevance:



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relevant. Survey and census coordination is a key component of the management of the data production system of the NSS

Status: Significant work is going on but there is scope for further coordination

Relevant. Regulation of management and coordination of statistical work in the country calls for a statistical clearing house for surveys and other statistical operations undertaken in Lesotho. It is also crucial to avoid duplication of effort

Status: Cooperation with between MDAs and BOS is going on, but there is a great deal to be done in the area coordination

Implementation of guidelines for coordination of statistical work by all sectors standardises processes, facilitates standards, and reduces duplication

Status: Guidelines are still to be developed

Relevant. The list is a tool to monitor development and implementation of guidelines for coordination

Status: The list is as yet to be compiled as guidelines are still to be developed

Relevant. MDA progress reports provide documentary evidence of gaps in the availability and implementation of guidelines

Status: There are no MDAs progress reports regarding implementation of coordination guidelines

Assumption of cooperation of the leadership of MDAs on regulating the management and coordination of statistical work was unrealistic because of limited capacity for coordination.


Provide BOS with adequate capacity and resources to effectively perform its

Identified capacity needs of BOS for effective management and

Capacity needs assessment report

BOS

Commitment of leadership of MFDP to statistics development



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administrative and technical roles in the management and coordination of national censuses and surveys

coordination of national censuses and surveys

List of capacity building activities undertaken

Capacity building reports

Relevance: Relevant. it is imperative for an effective NSS to strengthen the position BOS to manage and coordinate national censuses and surveys

Status: BOS has the capacity to manage the censuses and surveys in its mandate but needs increased capacity to manage and coordinate censuses and surveys

Relevance: Relevant. Identified capacity needs of BOS for effective management and coordination of national censuses and surveys is an indicator of what more capacity is needed

Status: Capacity needs are yet to be systematically identified

Relevance:

Relevance: Relevant. The capacity needs assessment report for BOS documents the capacity gap that has to be addressed

Status: There is no evidence of a capacity needs assessment report for BOS

Relevance: Relevant: Capacity building reports documents the

Relevance:

Assumption of commitment of the leadership of MFDP to providing BOS with adequate capacity and resources to manage and coordinate national censuses and surveys was unrealistic because the NSS was not given priority by the ministry.



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across the country Relevant. The list of capacity building activities undertaken is used to monitor the capacity gap that needs filling

Status: The list of capacity building activities undertaken has not been systematically compiled

extent to which capacity building has occurred at BOS


Strengthen collaboration and cooperation between BOS and key players in the national censuses and surveys, clearly spelling out the rights and obligations of each party in the NSS

List of collaborative activities undertaken by BOS with stakeholders

BOS bi-annual statistical reports

Cooperation by the leadership of BOS and MDAs



Logframe




Relevance: Relevant. Collaboration and cooperation between BOS and key players in the national censuses and surveys can only strengthen the NSS

Status: Some collaboration and cooperation defined in MOUs is already in place, but more needs to be done

Relevance: Relevant. The List of collaborative activities undertaken by BOS with stakeholders is used to monitor growth of the NSS

Status: Some MOUs already in place

Relevance: Relevant. BOS bi-annual statistical reports provide documentary evidence of collaboration between BOS and other MDAs

Status: There is no evidence of BOS bi-annual reports on collaboration and cooperation with other MDAs, but some collaboration exists

Relevance:

Assumption of cooperation of the leadership of BOS and MDAs on national censuses and surveys, clearly spelling out the rights and obligations of each party in the NSS was unrealistic as whatever cooperation there has been has not been systemic. This is because national censuses and surveys are almost exclusively associated with BOS

Status: Cooperation of the leadership of BOS and MDAs on



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national censuses and surveys is not substantial

Develop and implement policy guidelines for coordination of national surveys undertaken by various bodies in the country

List and details of national surveys conducted by MDAs per annum that comply with the policy

BOS national statistical survey records

Cooperation between the leadership of BOS and MDAs

Relevance: Relevant. Implementation of policy guidelines for coordination of national surveys facilitates standardisation statistical production and dissemination processes and practices

Status: Guidelines are still to be developed

Relevance: Relevant. The list and details of national surveys conducted by MDAs that comply with the coordination policy is used to monitor the extent of implementation of the policy

Status: The list

Relevance: Relevant. The records document the surveys that are in operation thereby provide evidence of coordination of national surveys

Status: Survey register is available for BOS but not for the NSS

Relevance: Assumption of cooperation of the leadership of BOS and MDAs developing and implementing policy guidelines for coordination of national surveys undertaken by various bodies in the country was realistic because there are consultations with



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does not exist yet as the policy guidelines have as yet to be developed

BOS on statistical procedures.

Status: Cooperation of the leadership of BOS and MDAs to statistical development has been ordinary (business as usual)

14 Undertake Monitoring and Evaluation of the National Statistics Development Strategy [NSDS]


Develop M&E plan for the NSDS in collaboration with sector committees, NMES and other relevant stakeholders

List of approved indicators

NSDS progress reports

Cooperation between the leadership of BOS and MDAs

Relevance: The objective is very relevant. It is important to track the progress of the rate of NSDS implementation and to assess its effectiveness

Status: Still to be undertaken

Relevance: Relevant. The M&E framework is crucial to tracking progress of NSDS implementation and to assess its effectiveness

Relevance: Relevant. The M&E plan is necessary for the systematic implementation of the NSDS

Relevance: Relevant. The list of indicators focuses NSDS implementation efforts

Relevance: Relevant. Progress reports document how much implementation has been done and how much remains to be done

Relevance: Assumption of cooperation of the leadership of BOS and MDAs in developing and implementing an M&E framework and



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Status: The M&E framework is still to be developed

Status: The M&E framework is still to be developed

Status: Some indicators are already specified in the NSDS document

Status: There is no evidence of NSDS progress reports

plan for the NSDS was realistic M&E indicates the effectiveness and efficiency of resource use in the implementation process.

Status: Cooperation of the leadership of BOS and MDAs in developing and implementing a M&E framework and plan for the NSDS has not been forthcoming

Mobilise resources for the M&E plan

List of funded M&E activities

NSDS annual budget

Commitment of the leadership of MFDP

Relevance: Relevant. Resources crucial to enable assessment and monitoring of

Relevance: Relevant. Activities crucial to enable assessment and

Relevance: Relevant. NSDS annual budget provides a record of

Relevance: Assumption of commitment of the leadership of MFDP



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NSDS implementation


monitoring of NSDS implementation


resources available for monitoring NSDS implementation


to mobilise resources for the M&E plan was unrealistic because there would be no such commitment when the NSDS was not a priority of the MFDP leadership.

Status: Commitment of the leadership of MFDP to supporting statistics development has been ordinary (business as usual)

Implement the plan List of completed M&E activities

NSDS annual reports

Availability of M&E skills

Relevance: Relevant. The NSDS is a mechanism for implementing the NSS

Relevance: Relevant. The list of M&E activities is an indicator of the rate of NSDS

Relevance: Relevant. NSDS annual reports document the extent of NSDS

Relevance: Assumption of availability of M&E skills was realistic because they would



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Status: NSDS implementation rate is very low

implementation

Status: A list of completed M&E activities is not yet available

implementation thereby indicating what remains to be done

Status: There is no evidence of NSDS annual reports

be available.

Status: M&E skills are available but have to be engaged on NSDS issues

Monitor and evaluate the effectiveness of the M&E plan

Details of achievements, constraints and proposed changes to the M&E plan

NSDS M&E reports Availability of M&E skills

Relevance: Irrelevant. Monitoring and evaluating effectiveness of the M&E plan appears feasible but it would logically set in motion an endless process of monitoring and evaluating the plan that monitors the M&E

Not clear why M&E of M&E is important?





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plan. It is not clear why M&E of M&E is important



C. Questionnaire for Bureau of Statistics

1. General Information Main Area Response Comments and Remarks

Bureau of Statistics (BOS) Division/ Unit

Contact person

Name:

Telephone:

Fax:

E-mail:

Dates consulted:

2. Information on the National Statistical System (NSS)

(Insert X in relevant box)

Main Area Response Comments and Remarks

NSS – status

Not formally defined in existing Statistics Act or Any Official document

Formally defined but not yet operationalised

Established and active

If existing:

How NSS currently works

Some ad hoc activities

Continuous activities but not well coordinated

Well-coordinated NSS

Institution mainly responsible for coordination of NSS

By BOS

Other Specify ................

Extent to which standards and methods are coordinated

None or limited

Ad hoc

Continuous and extensive

Extent to which surveys are coordinated

None or limited

Ad hoc





Extent to which dissemination is coordinated

None or limited

Ad hoc


Frequency of User Consultation

Ad hoc

Constant and extensive

None

National Statistics Training Committee (BOS and other stake-holders)

Not yet established

Established

If established:

When……………………….

Number of Meetings held since its establishment….……………..

Statistics produced outside BOS by type

Type Population Statistics

National Accounts

Balance of Payments

Foreign Trade

Industrial Production

Transport

CPI

Gender

Education

Health

Labour Force

Agriculture

Poverty monitoring

MDG Indicators

Informal sector

Environment

Other (Specify)

……………………………………

Institution Responsible




……………………………………

……………………………………

……………………………………

Status of Poverty Reduction Strategy Paper (PRSP)

Done ….. times

First paper in process

Not yet started

Specify coordinating Ministry/Agency

…………………………………..

3. BOS Status and Role of Strategic Planning

Main Area Response Remarks/Comments

Current Status of BOS

Government department

Semi-autonomous

Other, describe…………….

Specify ministry: ……………………

The titles of the past and/or current NSDSs/ Strategic Plans

Implementation period

Extent of implementation of the latest plan (Please

tick)

Remarks/Comments

From (year)

To (year)

Full Partial Limited


Draft Final Report – August 2013 Page 166

4. Challenges, Strategies and Key Outputs for MDAs According to NSDS Annex 5, the BOS was allocated and expected to lead implementation of the following NSDS Key Areas within the framework of the NSS. Please indicate in the Remark/Comments Column how the Division is with implementation of the said Key Areas Challenges Strategies Key Outputs Remarks/Comments

• Establishment of BOS as a semi-autonomous body

• Capacity building of BOS (Staff capacity, infrastructure, ICT)

• Development of a new structure for BOS including a staffing plan

• Attraction and retention of professional staff in BOS

• Coordination and harmonisation of the National Statistical System.

• Establishment of an archiving system

• Development and implementation of an advocacy strategy

• Inadequate funding of statistical activities

• Establishment of monitoring and evaluation mechanisms

• Review and revise Statistics Act 2001 to grant BOS operational autonomy

• Develop regulations for implementing the revised statistics act.

• Advocate for speedy establishment and operationalisation of the Statistics Board

• Conduct capacity needs assessment of BOS in human resource development, infrastructure development, and ICT at central and district levels

• Develop and implement a capacity building plan

• Conduct an organisation processes and effectiveness assessment of BOS

• Develop and implement an

• Social statistics: These shall include population characteristics and demographic statistics, gender statistics, vital statistics, labour statistics, education statistics, health statistics, tourism statistics, correctional services statistics and crime statistics. • Economic Statistics: These shall include national accounts statistics, price statistics, foreign trade statistics, enterprise statistics, transport and communication statistics, industrial statistics and poverty statistics.

• Agricultural statistics: These shall include livestock statistics, crops statistics and



Challenges Strategies Key Outputs Remarks/Comments

• Development of an ICT strategy for BOS

• Development of Data Dissemination Strategies

• Production of high quality and timely statistics satisfying user needs.

• The HIV and AIDS epidemic

organisational development plan

• Revise the existing structure of BOS

• Develop and implement a staffing plan

• Develop and implement a robust recruitment and selection policy

• Develop a competitive remuneration package for BOS staff

• Establish a conducive environment for BOS staff

• Develop and implement an effective and efficient performance management system

• Develop a workplace HIV and AIDS prevention and support programme

• Conduct an assessment of management and coordination needs for statistical activities at central, district and community levels

• Develop and implement a plan to effectively manage and coordinate statistical activities at central, district and community levels

• Identify programmes that require HIV and AIDS statistics

environmental statistics. • Other Statistics: These shall include national censuses, household budget surveys, continuous multi-purpose survey, land statistics, water and sanitation statistics, energy statistics, infrastructure statistics and geographic data.




• Develop and disseminate guidelines for compilation of HIV and AIDS statistics to relevant organisations

• Standardise methodologies of data collection, analysis and dissemination of statistical products for users and producers

• Develop a reference manual for statistical concepts, classifications and definitions to guide all those engaging in statistical work

• Conduct an assessment of the archiving needs of the NSS

• Develop and implement a plan to establish an effective system of archiving for the NSS

• Establish electronic channels for accessing information from the library

• Develop guidelines to assist users access information from the library

• Develop and implement an

Information, Education and Communication (IEC) strategy to promote usage of statistics in development projects and programs.




• Develop and implement a marketing and publicity strategy for the NSDS

• Prepare cost estimates for the implementation of NSDS

• Develop and implement a financing plan for the NSDS

• Conduct an assessment of statistical ICT needs for implementing the NSDS

• Develop and implement a comprehensive ICT strategy for the NSS

• Review the existing statistics information development and dissemination/publication systems within BOS

• Develop and implement a plan to enhance data development and dissemination systems

• Engage qualified statistical personnel for production of statistical information

• Develop standards to control quality of statistical products produced by all stakeholders

• Engage in regular consultations




with users and producers to identify their needs and expectations

• Develop and adhere to an annual publication schedule for all statistics products

• Develop and implement a rigorous monitoring and evaluation strategy and plan for the NSDS



5. Core Statistics Produced by BOS

Area Quality/Dimension Satisfactory Need Minor improvements

Need Major improvements

Social Statistics

Population and Demography

Coverage

Timeliness

Accuracy

Accessibility

Frequency

SNA93 Implementation

GDDS Implementation

Migration Coverage

Timeliness

Accuracy

Accessibility

Frequency

Cultural Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Gender Disaggregated Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Vital Statistics Coverage

Timeliness

Accuracy

Accessibility

Frequency





Labour Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Geographic Information

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Education Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Health Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Poverty Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Crime Statistics Coverage

Timeliness

Accuracy

Accessibility

Frequency





Economic Statistics

National Accounts

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Tourism Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Finance and Price Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Import and Export Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Business Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Agriculture Statistics

Coverage

Timeliness

Accuracy

Accessibility





Frequency

Communication Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Transport Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Industrial Statistics?

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Other Statistics

Environmental Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Land Statistics Coverage

Timeliness

Accuracy

Accessibility

Frequency

Forestry Statistics

Coverage

Timeliness





Accuracy

Accessibility

Frequency

Water and Sanitation Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Energy Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Meteorology Data

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Natural Disasters Data

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Infrastructure Statistics

Coverage

Timeliness

Accuracy

Accessibility

Frequency

Number of regions for which statistics





are normally required

Indicate Areas that are performing exceptionally well

List the areas

……………………….

………………………..

……………………….

6. Statistical processes and Infrastructure of BOS


Business Register- quality, skills, routines and systems

Satisfactory

Need minor improvements

Need major improvements

Population Register Satisfactory



Sampling – skills, routines and systems

Satisfactory



Cartography – skills, routines and systems

Satisfactory



Field Organisation – management,

Satisfactory

Need minor




infrastructure, and resources

improvements


Data processing (data entry, tabulation, and storage) – skills, equipment and systems

Adequate



Geographical Information Systems (GIS) – skills, infrastructure, systems, and resources

Adequate



Data Analysis – skills and resources

Adequate



Dissemination – frequency, timeliness, and channels (Website, Internet, etc.)

Satisfactory



Printing/Reproduction facilities

Satisfactory



Connectivity (existence of e-mail, internet/intranet)

Yes No

Marketing and Promotion of products and User Enquiry Service

Satisfactory






Library Facilities Satisfactory



Indicate Processes that are performing well

7. Human Resources at BOS

Area Professional Persons with B-degree/RSS qualification or higher, For IT = programmers/systems analysts or higher

Sub professionals

M F T M F T

Head Office staff

National Accounts


Building and Construction statistics

Mining and Quarrying

Energy Statistics

Transport and Communications

CPI

Foreign Trade

Wholesale and Retail Trade




Sub professionals

Balance of Payments

Government Statistics

Money and Banking

Agriculture

Environment and Natural Resources

Informal Sector

Tourism

Population and

Housing

Migration

Vital occurrences

Poverty Monitoring

Labour Force, Employment & unemployment

Health

Education

Gender

Sampling Methodology

Cartography/GIS

Information Technology

Human Resources, Finance, Administration, Library, etc.




Sub professionals

Sub Total (Head office)

Regional Staff

Grand total



Academic Qualification of Staff at BOS by Area of Work

School Leaver

Certificate Diploma Bachelor’s Degree

Post-Graduate Diploma

Master’s Degree

MPhil/PhD

Head Office staff

National Accounts


Building and Construction statistics

Mining and Quarrying

Energy Statistics

Transport and Communications

CPI

Foreign Trade

Wholesale and Retail Trade

Balance of Payments

Government Statistics

Money and Banking

Agriculture

Environment and Natural Resources

Informal Sector



School Leaver



Master’s Degree

MPhil/PhD

Tourism

Population and

Housing

Migration

Vital occurrences

Poverty Monitoring

Labour Force, Employment & unemployment

Health

Education

Gender

Sampling Methodology

Information Technology

Cartography/GIS

Human Resources, Finance, Administration, Library, etc.

Sub Total (Head office)

Regional Staff

Grand total



School Leaver



Master’s Degree

MPhil/PhD

Areas with adequate trained staff

Areas lacking trained staff

8. Human Resource Development and Training at BOS


HRD/Training strategy/plan/ programme

None

Under way

Exists

Training Officer None

Part time

Full time

Training Officers’ Mandate Job description exists

Yes

No

Basis for staff progression Qualifications

Performance

Other ………………………

Number of staff on long-term (12 months or more) academic/professional training 2002

Male ………………..

Female ……………

The main areas covered by the training




Number of staff on short-term (less than 12 months) management training 2012

Male…………………….

Female…………………..

Number of staff on short-term (less than 12 months) technical training 2012

Male……………………..

Female ………………….

Does an In-house/In-service training programme exist?

None

Ad hoc training

Regular programme

If existing

Level of in-service training in statistics offered

Certificate

Diploma

Other specify

Number and Academic Qualifications of Resource persons for in-house training

Number

Bachelor’s Degree…………….

Master’s Degree……………………….

PhD…………………………….

Does a training hall exist for the in-service training programme?

Yes

No

Is the practice of Training of Trainers incorporated in your annual work programmes?

Yes

No

Major training gaps

(Tick top five priority areas)

Management

National accounts

Analysis, dissemination

Sampling

GIS

Cartography

Poverty monitoring

Industrial statistics

Environment




Gender

Data collection

Data Processing

Government Public Finance

Prices

Trade

Population projections

Other specify …………………

Is training in any of the above available locally or within the region?

Type of training

Institutions

9. Expenditure on Training at BOS

2010 2011 2012

Government

Donor

Total

10. Type of External Support on training

List the Donors currently supporting training?

…………………………..

…………………………..

…………………………..

…………………………..

List the Main areas

………………………………………….

………………………………………….

………………………………………….

Expected donor support: for training for 2013 –2015

List main areas



D. Questionnaire for Other key Institutions of the National Statistics System (Producers and Users of Statistics)

1. General Information

(Please respond as appropriate)

Main Area Response

Name of Institution (Ministry/Department/Division/Unit)

Contact person Name:

Telephone:

Fax:

E-mail:

Dates consulted:

2. Institutional Operations and Statistical Production and Data Needs

(Please complete/ Insert X as relevant focusing on what your Institution (Ministry/Department/Division/Unit) is responsible for)


Scope of work of Institution (Ministry/Department/Division/Unit) (Main functions/ Legal mandate)

Main type of statistics needed to support each function

List by main function

Principal users of statistics internal to the Institution (Ministry/ Department/Division/Unit)

List by name

Principal users of statistics external to the Institution (Ministry/ Department/Division/Unit)

List by name




Of the needed statistics, list what is currently available

Principal external users (List statistics)

Internal users (List statistics)

Main sources of available statistics

Indicate (in brackets) whether from a survey, national registers or management information system

List those from within your own Institution

……………………………….

…………………………………

………………………………..

List those from outside your institution by source

…………………………………

…………………………………

…………………………………

How does the Ministry/ Department/Division /Unit get the data it requires?

Publications

Internet/Websites

Other (Specify)......................

Statistics needed but not available from current sources

By External users (List statistics)

By Internal users (List statistics)

Indicate any special problems relating to quality of existing statistics (e.g. coverage, format, accessibility, etc.)




Problems experienced in relation to the co-ordination and harmonisation of statistics

(Classifications, concepts and definitions, unified planning regions, etc.)

Under what legal framework are the statistical functions of your Institution (Ministry/ Department/Division/Unit) undertaken?

How the above is coordinated with the Statistics Act under which the BOS/NSS is defined and works?

State any plans within the institution for improving the current statistical systems

3. Statistical Capacity at the Institution

(Please complete/ Insert X as relevant focusing on what your Institution (Ministry/ Department/Division/Unit) is responsible for)


Existence of a Unit dedicated to statistics in your Institution (Ministry/ Department/Division/Unit)

Yes

No

If No, under what (Ministry/ Department/Division/Unit) is the statistical function?

Professional Staff within (Ministry/ Department/ Division/Unit) dealing with data collection, processing, and analysis.

Number

Male: ........

Female: ........

Number of staff with basic statistics and data

Number



Main Area Response Comments and Remarks analytical skills Male: ........

Female: ........

Number of staff with professional statistical qualifications

Number

Male: ........

Female: ........

Existence of a Monitoring and Evaluation Unit

Yes

No

If Yes, where is it located?

Number of staff with M&E skills

Number

Male: .........

Female: ........

Existence of the latest M&E and when undertaken

Training needs in respect of:

Data Collection (e.g. questionnaire design, training of data collectors etc.)

Data Processing, Statistical Analysis, Reporting, and Dissemination

M&E and Policy Analysis

ICT Equipment and Use

PC’s available for the Statistical work

Number: ........

Access to Internet by statistical staff

Yes

No

Website address:

Sources of funds for Statistics work at your Institution (Ministry/ Department/Division/Unit)




Financial Year Government Funds in Maloti

Donor Funds

in Maloti in Maloti Name of Source

2009/10

2010/11

2011/12

2012/13

4. General views pertaining to implementation of the National Strategy for the Development of Statistics (NSDS), 2006/7 -2015/16

(Please complete/Insert X as relevant focusing on what your Institution (Ministry/ Department/Division/Unit) is responsible for)

What is your general impression of the NSDS

Are you aware of it?

Yes

No

If Yes, what is general view about the way it is organised?

What is your general view about its rate of implementation

Satisfactory

Limited

Not Satisfactory



5. Challenges, Strategies, and Key Outputs for MDAs

According to the NSDS Annex 5, your Institution was allocated and to lead implementation of Key Areas of the NSDS within the framework of the NSS.

(Please indicate in the Remarks/Comments Column how far the your Institution (Ministry/ Department/Division/Unit) is with implementation of the said Key Areas focusing especially on the Strategies and Key Outputs)

CHALLENGES STRATEGIES KEY OUTPUTS Remarks/Comments especially on progress made with respect to each Key Output and Strategy

• Inadequate use of existing data in planning, policy analysis, monitoring and evaluation

• Inadequate technology to support effective use of statistics in the Ministry

• Inadequate support for statistics by the Government of Lesotho (GOL)

• Inexistence of a Database on Government Finance Statistics that is compliant with International Standards

Undertake refresher training for pilot ministries on Medium Term Expenditure Framework (MTEF) and initial training for new ministries

• Develop and implement a training plan for use of statistics in policy analysis, planning and budgeting

• Develop capacity of sectors to develop programme plans that make use of statistical information

• Evaluate the efficiency and effectiveness of government expenditure activities through National Monitoring and Evaluation System

• Build capacity of key stakeholders to

• Annual Budget

• Population Data sheet

• Fiscal Quarterly Review

• Quarterly Economic Monitor

• PRS Annual Progress report

• Quarterly & Annual Project Monitoring Report

• MDG Country Report



prepare sectoral reports on agreed performance indicators

• Establish operational sectoral M&E units

• Harmonise indicators for national development programmes

• Develop Monitoring and Evaluation guidelines

• Build technological capacity in the Ministry (hardware and software)

• Develop and implement a procurement plan

• Advocate for budget provision for statistical activities in all sector programmes.

• Sensitise sectors on the importance of statistics/data

• Review and harmonise Government Finance Statistics classifications in line with International Standards

• Maintain General Data Dissemination System (GDDS) statistical practices



In the view of your Institution, what are the essential measures to improve the implementation rate of the NSDS?

What contribution will your Institution make towards improving the implementation rate for the NSDS?



E. Questionnaire for Other National Statistics System Partners (Co-operating Partners, NGO’s, etc.)

1. General Information Main Area Response Comments and Remarks

Name of Institution


Telephone:

Fax:

E-mail:

Dates consulted:

2. Institutional Operations and Data Needs


Scope of work of Institution (Main functions)

Main type of statistics needed to support each function

List by main function

Of the needed statistics, list what is currently available

List by main source

Indicate any special problems relating to quality of existing statistics (e.g. coverage, format, accessibility, etc.)

Problems experienced in relation to the co-ordination and



Main Area Response Comments and Remarks harmonisation of statistics

(Classifications, concepts and definitions, unified planning regions, etc.)

3. General views pertaining to implementation of the National Strategy for the Development of Statistics (NSDS), 2006/7 -2015/16

What is your general impression of the NSDS

Are you aware of it?

Yes

No

If Yes, what is general view about the way it is organised?

What is your general view about its rate of implementation

Satisfactory

Limited

Not Satisfactory

In the view of your Institution, what are the essential measures to improve the implementation rate of the NSDS?

What contribution will your Institution make towards improving the implementation rate for the NSDS?

4. Could your Organisation be in a position to provide funding for some of the NSDS activities? Yes No

If Yes, please specify the type of possible assistance.

Technical Assistance ..........................

Training ..........................

Equipment..............................



F. Questionnaire for Training Institutions

1. General Information

(Please respond as appropriate)

Main Area Response

Name of Institution/Department


Position:

Telephone:

E-mail:

Dates consulted:

2. Details about the Department

(Please complete as relevant)

Main Area Response Remark/Comments

List the main areas of Specialisation of the Department

……………………………………..

……………………………………..

…………………………………….

……………………………………

Number of Academic staff of the Department

Total establishment:

Occupied posts:

Qualifications of Staff of the Department

Number

Bachelor’s Degree..................

Master’s/MPhil Degree........................

PhD Degree…….…

Experienced Staff in training Number




Length of experience by number of staff

2-5 Years………………………….

6-10 Years…………………………

11-20 Years: …………………….…

21 Years and above……………

Type of training programmes offered by the Department (Core areas by course: specifically, statistics, economics, and demography).

Level of statistical training offered by the Department (e.g. Certificate, Diploma, Bachelor’s Degree, Postgraduate Degree (Specify), etc.)

Syllabus Orientation for the statistical training (State whether mainly theoretical or applied)

Short Tailored Training courses offered in statistics by the Department

List: some examples




Existence of professional programmes designed for Official Statistics

Yes, Please specify: .....................

.............................

...............................

No

Availability of Training facilities for the Institution/Department

(Tick applicable boxes)

Lecture Rooms

Student hostels

Catering facilities

Computer laboratory

Library facilities

Office accommodation

Recreation facilities

List types of Computer Software used for training

Links to other Training Institutions (Specify the Areas)

List the Institutions

Total student intake capacity of the by the Department by Course

2011 Male…………………

Female…….………..

2012 Male…………………


2013 Male…………………





Estimate of cost of one year training in statistics, economics, and demography.

Budget Provisions in Maloti 2011: …………….

2012: ……………

2013: ……………

List the main source of funding for the Department

List the main clients – organisations using the Department for training

Indicate any plans for reviewing the training programmes of the Department

Indicate the Technical assistance currently being received by Department from external sources



G. Action Plan and Budget for NSDS Implementation

STRATEGIC OBJECTIVE STRATEGY OUTPUTS ACTIVITIES RESPONSIBILITY RESOURCES/INPUTS

ESTIMATED COST (IN MALOTI)

Year 1 Year 2 Year 3

1 Promote usage of statistics in national development planning


An awareness and appreciation of the use of statistics in development planning advocated and promoted

1.1.1 Develop and implement an awareness/advocacy campaign programme to promote use of statistics in Government Ministries, Public and Private Sector Institutions, Donor Agencies, Non-Governmental Organisations, and Community Based Organisations

Identify sector organisations and institutions to be targeted during statistics awareness campaigns

BOS Director with Coordinators of Sector Statistics Committees

Human/internal

Prepare campaign materials


Human/internal - Workshop cost +Campaign material= 9 persons from districts @ M800 per day + 50 persons per day @ M12000 venue lump-sum + Stationary @M2000 + Campaign materials

109600






Conduct statistics awareness campaigns in sectors


Human/internal - (Meeting cost per MDA+ Stationary) x Number of MDAs=(3000+200)x6 per year

19,200.00 19,200.00 16,000.00

128,800.00 19,200.00 16,000.00 1.1.2 Demonstrate the use of statistical data for planning and decision making among sectors

Design and implementation of a programme of short courses for users of statistics


Human/external consultant -Design of programme of short courses @M7500 per day over 10 days

75,000.00

Conducting training course @M7500 per day over 5 days+2 days report writing

52,500.00 52,500.00 52,500.00

5-day training short course for 36participants- training venue

60,000.00 60,000.00 60,000.00

187,500.00 112,500.00 112,500.00






1.1.3 Campaign for the importance and support for specific national statistical landmark activities [such as population and housing censuses and household surveys] in providing data for formulation of economic and social programmes

Should be budgeted for as integral part of the landmark statistical activity

Celebrate events signifying the importance of statistics in national and international development such as the African Statistics and World Statistics Day

BOS Director with Heads of MDAs

Human/internal 228,000.00 228,000.00 228,000.00

228,000.00 228,000.00 228,000.00 Total Cost: Strategy 1.1 544,300.00 359,700.00 356,500.00


Media utilised to popularise use of statistics in planning and decision making

1.2.1 Organise and hold media publicity campaigns to disseminate information on the importance of using statistics in planning and decision making






Design and implementation of a programme of short courses for media reporting on statistics


Human/internal consultant - Design of materials @M2500 over 5 days

12,500.00

Conducting of training course @M2500 over 3 days

7,500.00 7,500.00 7,500.00

3-day training short course for 20 participants - Training venue for short course

14,400.00 14,400.00 14,400.00

Prepare publicity materials and

BOS Director with Heads of MDA

Human/internal






messages Meetings- NSDS Coordinating Committee &Publicity Committee, 15 persons meeting

3,600.00 3,600.00 3,600.00

Engage media houses in disseminating statistical information


Human/internal

TV, Radio, Newspaper advertisements

50,000.00 50,000.00 50,000.00

88,000.00 75,500.00 75,500.00 Total Cost: Strategy 1.2 88,000.00 75,500.00 75,500.00



Sectors guided on how to use statistics in planning and decision making

2.1.1 Prepare and disseminate policy guidelines for integrating statistics into sector plans

Already taken care of in the training articulated above

-


-

-






3 Strengthen the organisational and institutional capacities of MDAs to enable them develop and use appropriate and relevant statistical information in planning and decision making

3.1 Improve the statistical capacity of MDAs

Statistical capacity of MDAs improved

3.1.1 Undertake a capacity needs assessment survey in all MDA to determine their respective organisational and institutional capacity constraints in relation to production, supply and utilisation of statistics

Develop a capacity needs assessment tool+ undertake assessment +report

Coordinators of Sector Statistics Committees with BOS Director

Human/internal consultant - Conduct assessment @M2500 per day over 15 days

37,500.00

Meetings – NSDS Coordinating Committee, 10 persons x 3 meetings

7,200.00

44,700.00 3.1.2 Develop a comprehensive capacity building plan for MDA






Prepare a comprehensive statistics capacity building plan for all sectors+ costing


Human/internal consultant - Conduct assessment @M2500 per day over 20 days

50,000.00

Meetings – NSDS Coordinating Committee, 10 persons x 3 meetings

7,200.00

57,200.00 3.1.3 Mobilise funding for individual MDA to upscale their respective capacities in statistics as identified in the capacity building plan

Provide a budget for implementing the capacity building plan of each MDA

Heads of various MDA with Coordinators of Sector Statistics

Human/internal -






each year Committees 2-day sector committee meeting

16,320.00 16,320.00 16,320.00

Seek alternative funding to support the capacity building plan

Heads of various MDA with Coordinators of Sector Statistics Committees

Human/internal -

16,320.00 16,320.00 16,320.00 3.1.4 Strengthen coordination mechanisms within and across sectors


Human/internal -

-

-

ICT equipment and Software

100,000.00 100,000.00 100,000.00

100,000.00 100,000.00 100,000.00 3.1.5 Improve communication within and across sectors


Human/internal

3.1.6 Establish Statistics outfits in the various MDA


Human x 3 statistical personnel for 3 MDAs per year= Cost of Statistics Unit per MDA = 1 Chief Statistician @ M212580 per year + 2 Senior Statisticians@ M 175920 per year

1,693,260.00

1,693,260.00

1,693,260.00






1,693,260.00 1,693,260.00 1,693,260.00 3.1.7 Monitor effectiveness of use of statistical information by the sectors

Coordinators of Sector Statistics Committees with Heads of various MDA

Human/BOS internal

-

-

-

Total Cost: Strategy 3.1 1,809,580.00 1,809,580.00 1,809,580.00


4.1 Review the legal framework governing the operations of the National Statistics System

The legal framework governing the operations of the national statistical system reviewed

4.1.1 Review the terms of reference of the Statistics Council to ensure the body’s appropriateness and relevance for governing an autonomous Bureau of Statistics

Revise the terms of reference of the Statistical Council to create a new governing body for an autonomous BOS

PS-MDP with BOS Director

Human/external consultant - this should also include work on overall amendment to the Statistics Act under 4.1.2)

Consultant @M7500 over 10 days

75,000.00

Amend Statistics Act 2001 to incorporate the revised terms of reference


Human/internal






Seek Cabinet endorsement for the amendment


Human/internal

Obtain Parliament approval for the amendment


Human/internal

Recruit and appoint members for the newly constituted governing body


Sitting allowances 122,000.00 122,000.00 122,000.00

197,000.00 122,000.00 122,000.00 4.1.2 Amend the Statistics Act 2001 to grant Bureau of Statistics operational autonomy to enhance its effectiveness in managing and coordinating statistical activities in the country

Prepare an amendment to the Statistics Act 2001 to grant Bureau of Statistics autonomy to run its affairs


Human/external consultant

Conducting workshop @M12000 per day over 2 days x 2 workshops for 50 persons

48,000.00






Seek Cabinet endorsement and support to the amendment


Obtain approval of Parliament for the amendment

PS-MFDP with BOS Director

Publish the amended Statistics Act in a government gazette


Dissemination workshops in all 10 districts - 50 participants

108,000.00

Launch an autonomous Bureau of Statistics


Promotion materials -

156,000.00 4.1.3 Review and align all relevant laws of other agencies to make them consistent with the revised Statistics Act

Identify laws in the various sectors that should be amended to ensure consistency with the revised Statistics Act


Consultant @M7500 over 10 days

75,000.00






Amend the laws accordingly


Human/internal

Disseminate the laws to all sectors


Human/internal

51,000.00 Total Cost: Strategy 4.1 404,000.00 122,000.00 122,000.00

5 Strengthen BOS’ organisational capacity to enable it to effectively manage and coordinate the NSS


The technical, management and coordination capacities of the Bureau of Statistics improved

5.1.1 Undertake a capacity needs assessment study of BOS to determine its organisational development capacity constraints that need to be addressed in strengthening its effectiveness

Develop a capacity needs assessment tool+ undertake assessment+ report

BOS Director with heads of BOS departments

Human/external consultant - Consultant @M7500 over 6 days

45,000.00

45,000.00 5.1.2 Develop a comprehensive capacity building plan for BOS






Prepare a capacity building plan for BOS+ costing

BOS Director with Heads of BOS Departments

Human-external consultant - Consultant @M7500 over 15 days

112,500.00

Workshop (2 days x 45 participants) - Training venue for workshop

21,600.00

Obtain approval and support of the plan from the Ministry of Finance and Development Planning


134,100.00 5.1.3 Mobilise funds to implement the plan

-

5.1.4 Implement the capacity building plan






Prepare phased annual implementation plans for building the capacity of BOS


Workshops(1-day workshop for 45 participants)

12,000.00 12,000.00 12,000.00

Budget for the various implementation phases for capacity building of BOS

Heads of BOS Departments with BOS Director

Workshops(1-day workshop for 45 participants)

12,000.00 12,000.00 12,000.00

Implement the phased annual capacity building plans


Training workshops etc. -

24,000.00 24,000.00 24,000.00 5.1.5 Monitor and evaluate the effectiveness of the capacity building plan

Identify indicators for effective implementation of the capacity building plan



52,500.00

Workshop (2 days x 45 participants)

21,600.00

Closely monitor the implementation of the plan


Monitoring meetings -

74,100.00 -

-






Total Cost: Strategy 5.1 277,200.00 24,000.00 24,000.00



Number of qualified personnel for production, supply and effective and efficient use of statistics in all sectors increased

6.1.1 Develop and implement policies for professional statistical personnel covering recruitment, redeployment, deployment, career progression, and conditions of service

Undertake a review of the existing human resources policies of statistics personnel in the various sectors

Coordinators of Sector Statistics Committees with Heads of various MDAs

Human/external consultant - consultant @M7500 over 15 days

112,500.00

Policy review workshop (3-day for 50 participants) - workshop venue

36,000.00

Implement the policies


Human/internal

Continuously monitor effectiveness of the policies


Monitoring meetings & reports






148,500.00 -

-

6.1.2 Develop and implement an NSS-wide statistical human resource development plan [Long-term training]

Prepare a statistics training needs assessment tool for statistics personnel in all sectors of the NSS + Administer the tool

Director-BOS with Coordinators of Sector Statistics Committees

Human/External consultant - Consultant @M7500 over 7 days

52,500.00

Develop a NSS-wide statistical human resource development plan+costing

Director-BOS with Coordinators of Sector Statistics Committees


112,500.00

2 x1-day workshop for sector committees, 50 persons

24,000.00

Provide annual budgets for implementing the various phases of the plan

Coordinators of Sector Statistics Committees with Heads of MDA

Human/budget meetings

32,640.00

221,640.00 -

-






6.1.3 Develop and implement professional development short-term training programmes for statistical personnel operating at various level of the NSS

Prepare a statistics skills development needs assessment tool for statistics personnel in all sectors of the NSS+Administer tool

Develop a NSS-wide statistical skills development plan+ costing

-

-

-

Design and implementation of a programme of short courses for producers of statistics in NSS


Human/external consultant - Design of programme of short courses @M7500 per day over 10 days

75,000.00 75,000.00 75,000.00

Conducting training course @M7500 per day over 10 days+2 days report writing

90,000.00 90,000.00 90,000.00

Training venue for short course @ for 34 persons

81,600.00 81,600.00 81,600.00

246,600.00 246,600.00 246,600.00






6.1.4 Develop appropriate initial statistics training programmes for persons wishing to follow a career in statistics in collaboration with the National University of Lesotho and other institutions of higher learning in the region

-

-

-

493,200.00 493,200.00 493,200.00 Total Cost: Strategy 6.1 1,109,940.00 739,800.00 739,800.00



An annual budget for statistical work in each MDA provided

7.1.1 Identify statistical activities to be undertaken in each sector during each fiscal year

Coordinators of Sector Statistics Committees with Heads of MDAs

Human/internal -

-

7.1.2 Incorporate the activities in each MDA annual operational plan


Human/internal -

-

7.1.3 Incorporate the cost of the activities into the annual budget of each MDA

Heads of MDAs with Coordinators of Sector Statistics Committees

Human/internal -

-






7.1.4 Implement the activities


Human/internal -

-

7.1.5 Monitor and evaluate effectiveness of the statistical activities


Human/internal -

-


-

-



Appropriate infrastructure to house statistical work in various MDAs procured

8.1.1 Conduct an assessment of the physical infrastructure needs of each sector to enhance production and dissemination of statistical information

§ Prepare an assessment tool for physical statistical infrastructure needs in all sectors + undertake Assessment+ prepare report


Human/external consultant - Design tool+ assess @M7500 per day over 20 days

150,000.00

150,000.00 8.1.2 Develop a comprehensive capacity building plan for statistical infrastructure development in each sector+ costing

Heads of MDA with Coordinators of Sector Statistics Committees






8.1.3 Mobilise funding to implement the capacity building plan in key MDA that produce and disseminate vital statistical information

-

8.1.4 Provide needed physical infrastructure in each MDA

-

-

Total Cost: Strategy 8.1 300,000.00 -

-


9.1 Procure appropriate ICT infrastructure for Statistics in each MDA

Appropriate ICT Infrastructure for statistics in each MDA procured

9.1.1 Conduct an assessment of the statistical ICT infrastructure needs of MDAs and complement where necessary

Prepare an assessment tool for ICT statistical needs in all MDAs+ undertake assessment+ prepare report


Human/external consultant- Design tool+ assess @M7500 per day over 20 days

150,000.00

150,000.00






9.1.2 Develop a comprehensive capacity building plan for statistical ICT infrastructure development in each MDA

Prepare a capacity building plan for each MDA


Human/external consultant - Prepare plan @M7500 per day over 8 days

60,000.00

2-day ICT Planning meeting of sector committees

16,320.00

76,320.00 9.1.3 Mobilise funding to implement the capacity building plan in all MDA and other stakeholders






Prepare the total cost of implementing the ICT capacity building plan in the relevant sectors



60,000.00

1-day Cost preparation workshop for sector committees

8,160.00

68,160.00 9.1.4 Procure and install an integrated ICT infrastructure system

-


-


ICT equipment effectively utilised in each sector

9.2.1 Develop standard guidelines to support an effective use of ICT to promote high quality data and reduce costs






Identify user and producer statistical needs in ICT


Re: 8.9.1.1 -

Develop a manual of guidelines for the use of ICT in production, supply, and use of statistics



75,000.00

Disseminate the guidelines to relevant MDA


Human/internal -

75,000.00 9.2.2 Train statistical personnel to use the guidelines

Prepare training materials on the use of the guidelines



-






Organise and hold training workshops for statistics personnel in all sectors that will use the standard guidelines



16,320.00

16,320.00 9.2.3 Establish ICT connectivity of all MDA

-

Establish a website for statistics

Director-BOS with Heads of MDAs

Done -

Establish access by MDA to the website


Done -

Post statistical information from BOS and MDA on the website

Coordinators of Sector Statistics Committees with BOS Director and Heads of MDAs

Human/internal -

-


-


ICT equipment in all sectors maintained

9.3.1 Develop and implement an ICT maintenance policy

-







-

-

10 Decentralise the management and coordination function of statistical work to districts to ensure harmonisation of statistics produced and its accessibility to users at district and community levels

10.1 Build capacity for management and coordination of statistical work at district and community levels

Capacity for management and coordination of statistical work at district and community levels built

10.1.1 Review the roles played by District Statistics Offices to include management and coordination of statistical work in each respective district

Revise the terms of reference of district statistics offices to align them with the expanded responsibilities of an autonomous BOS



75,000.00

1-day meeting of NSDS Coordination Committee

12,000.00

87,000.00 10.1.2 Provide the offices with technological and human resource capacities to address the expanded responsibilities






Identify technological and human resource capacity needs of district statistics offices that should be addressed to enable them to effectively address the expanded responsibilities



112,500.00

Coordinating Committee

Develop a technological and human resources capacity building plan+costing plan



75,000.00

1-day planning meeting of NSDS Coordinating Committee

16,320.00 16,320.00 16,320.00

Stationery Communication

203,820.00 Total Cost: Strategy 10.1 290,820.00

- -








Data collection, analysis and dissemination methods and techniques within the national statistical system standardised

11.1.1 Establish a compendium of statistical standards and terms for compliance by producers and users

Develop a code of conduct for producers and users of statistics



75,000.00

2-day workshop sector committees

24,000.00

Prepare a memorandum of understanding to be signed by producers and users of statistics


Human/NSDS Coordinating Committee

16,320.00

Monitor compliance by producers and users


Human/sector committees

-

115,320.00






- - 11.1.3 Disseminate the policy to all producers and users of statistics nationwide

-

-

-

-

11.1.4 Monitor implementation and evaluate the effectiveness of the policy

-

-


-



Reliable data development and management systems within and across statistical sectors established

12.1.1 Identify and evaluate data gaps in the existing data management systems in the various sectors

Develop an assessment tool for identifying data gaps in the statistical data management systems of MDA in the various sectors+ assessment report


Human/internal consultant - Prepare plan @M2500 per day over 20 days

50,000.00 50,000.00 50,000.00

Prepare data management improvement plans

BOS Director with Coordinators of Sector Statistics

Human/internal consultant

12,500.00 12,500.00 12,500.00






for each MDA Committees 1-day workshop sector committees

8,160.00 8,160.00 8,160.00

Implement the plans within the respective MDA

Heads of MDA and Coordinators of Sector Statistics Committees

Human/internal -

70,660.00 70,660.00 70,660.00 12.1.2 Develop new data development systems in MDA where they are non-existent

-

12.1.3 Strengthen the existing data management systems by filling the identified data gaps in each respective sector

-

12.1.4 Strengthen technical coordination mechanisms for inter-sector data production processes through establishment and implementation of standards and methodologies throughout the entire NSS






Conduct a situational assessment of standards and methodologies of data production used in 4 MDAs+ improvement plans

Coordinators of Sector Statistics Committees with BOS Director and Heads of MDAs

Human/external consultant - Prepare plan @M7500 per day over 10 days per MDA for 4 MDAs per year

300,000.00 300,000.00 300,000.00

Monitor compliance Coordinators of Sector Statistics Committees with BOS Director and Heads of MDAs

Meetings – NSDS Coordinating Committee,20 personsx2 meetings

9,600.00 9,600.00 9,600.00

309,600.00 309,600.00 309,600.00 12.1.5 Provide statistical personnel with appropriate skills and competencies in data management

-


13 Strengthen the management and coordination of national

13.1 Regulate the management and coordination of statistical work in the

The management and coordination of statistical work in the country

13.1.1 Develop and disseminate guidelines for management and coordination of statistical work by all sectors






censuses and surveys

country regulated Conduct a review of methodologies used for management and coordination of statistical work in the various sectors

Coordinators of Sector Statistics Committees with BOS Director and Heads of MDA


24,500.00

Use the results of the review to develop policy guidelines for management and coordination of statistical work

Coordinators of Sector Statistics Committees with BOS Director and Heads of MDA


30,900.00

Disseminate the guidelines to all sectors


Monitor compliance by MDA


55,400.00 -

-

13.1.2 Provide BOS with adequate capacity and resources to effectively perform its administrative and technical roles in the management and coordination of national censuses and surveys






Conduct a capacity and resource needs assessment of BOS with respect to its management and coordination role of national censuses and surveys



-

-

-

-

13.1.3 Cooperation between BOS and key players in the national censuses and surveys, clearly spelling out the rights and obligations of each party in the NSS

13.1.4 Develop policy guidelines for coordination of national surveys undertaken by various institutions in the country

Conduct a situational assessment of existing national surveys


Human/external consultant@M7500 per day over 20 days

150,000.00






Use the results of the assessment to develop policy guidelines to regularise national surveys in all statistics sectors


2-day workshop of sector committees

8,160.00 8,160.00 8,160.00

158,160.00 8,160.00 8,160.00 13.1.5 Disseminate the policy to all institutions and organisations that undertake national surveys

-

-

-

-

13.1.6 Monitor implementation and evaluate the effectiveness of the policy

-

-

-


14 Undertake Monitoring and Evaluation of the National Statistics Development


M&E framework for NSDS developed and implemented

14.1.1 Develop M&E plan for the NSDS in collaboration with sector committees, NMES and other relevant stakeholders






Strategy [NSDS]

Identify indicators for monitoring and evaluation of NSDS/Develop M&E plan for NSDS+ costing


Human/external consultant - Prepare plan @M7500 per day over 7 days per MDA

52,500.00

2-day workshop of sector committees

16,320.00

68,820.00 14.1.3 Implement the M&E plan

Prepare M&E reports


Human/internal - Prepare plan @M7500 per day over 8 days per MDA

60,000.00 60,000.00 60,000.00

Disseminate the reports to relevant stakeholders


Human/internal

Implement recommendations made in the reports


Human/internal

60,000.00 60,000.00 60,000.00 14.1.4 Monitor and evaluate

-






effectiveness of the M&E plan




H. The Stakeholder Workshop

Summary of Key Issues discussed at Stakeholder Workshop – 23 July 2013

(a) Director’s Opening Remarks: Some progress has taken place but there have also been challenges especially emanating from:

• Increased demand for statistics in terms of indicators arising from emerging issues e.g. climate change.

• Moratorium on employment in the public service that affected the establishment of core statistical capacity in MDAs.

• Reorganisation of Government e.g. split of Ministry Finance and Planning

(b) NUL willing to participate in capacity for MDAs but has budget constraints:

• Failure to retain senior professionals • Problem of software licences • Access to computer laboratories

(c) Low utilisation of statistics:



• No ability to use data • Often the data not available • Not available in time and frequency – disjuncture between BOS production

cycle and when data was needed, e.g. LFS • Changes in methodology making the data incomparable.

(d) Use of Administrative Records:

There is a lot of data being generated by MDAs as part of their routine activities. There were a number of issues around the data generated: (i) Data integrity

• Different values from the same dataset over time • Need for a revision of policies and need for users to be informed in time. • Users may need technical support in some cases to revise their own data.

(i) Data coverage

• Low coverage in data from admin records

(e) Training and Capacity Building:

• This is possible where collaboration between BOS and NUL can be used to build capacity for other MDAs. BOS needs to be proactive on the issue.

(f) MOUs:

• MOUs are necessary especially in respect of administrative data but there is need for some coordinators to monitor implementation of the respective MOUs.

(g) Availability of Budget:

• Statistics is not a programmatic issue; accordingly it is not given enough budget in budgets of MDAs.

• Result – need advocacy for statistics to become a programme by taking advantage of the policy of managing for results.

• The Statistics Council and the Statistics Act should be used for advocacy for statistics, similar to the model that was used for HIV/AIDS.

• Feasibility of an NSDS centralised budget needs to be considered.



• Could provide some solution to issues such as software licences and ICT labs raised by NUL.

(h) Proposed Structure: • Long-term Structure for BOS and the need to review the Statistics Act 2001

- Need to articulate why autonomy was important, e.g. distinction between professional and organisational autonomy. Autonomy would require reviewing the Statistics Act

- Need to ensure that the long-term structure contains all the current divisions.

• Generic structure

- There is need to articulate the operational links between the BOS structure and the generic MDA structures.

- Need to articulate that the implementation needs to be phased in by MDAs e.g. 2 MDAs per year beginning with champions.

(i) Capacity Building:

• There is need to remove phobia for statistics among policy and decision-makers.

• There is need for statisticians to be equipped with skills to communicate with users i.e. to be able needs statistics in layperson terms.

• Recommendations are focused on technical staff of MDAs; there is need to also target higher authorities e.g. parliamentarians and ministers.

• Focus of capacity is on short term tailored training which is phased in, in terms of implementing the course modules.

(j) Release Calendar for Statistics:

• NSS-wide release not seen as practicable.

(k) ICT: • Electronic transfer of data between districts and Head office will be

constrained by weak broadband for some time.

(l) Planning together: Operational plans of MDAs should have a roadmap – plan with clear milestones and should be handled jointly by BOS and respective MDAs.



List of Participants

Name Organisation Email Address

Jackie Koning Ministry of Finance [email protected] Maqenehelo Mahlo Ministry of Labour and

Employment [email protected]

Mamotsoane Mofolo-ntsonyana

Ministry of Labour and Employment

[email protected]

Makhala Khoeli National University of Lesotho

[email protected]

Malefu Khanyapa Ministry of Development Planning

[email protected]

Matumelo Monoko Ministry of Public Works and Transport

[email protected]

Mosa Moseme Ministry of Public Works and Transport

[email protected]

Mathato Masemene Bureau of Statistics [email protected] Liphapang Sepetla Ministry of Forestry and

Land Reclamation [email protected]

Nkhahle Seeiso Central Bank of Lesotho [email protected] Molise Koto National Authorising

Office [email protected]

Maphion Jambwa [email protected] John Kahimbaara [email protected] Liengoane Lefosa Bureau of Statistics [email protected] Tlhalosetso Maraisane Ministry of Trade,

Industry, Cooperatives, and Marketing

[email protected]

Ntai Lesenya Ministry of Trade, Industry, Cooperatives, and Marketing

[email protected]

Tsepang Maama Disaster Management Authority

[email protected]

Nyefolo Seboka Bureau of Statistics [email protected] Palesa Mohasoa Bureau of Statistics Mabatlokoa Maloi Disaster Management

Authority [email protected]

Mahlape Ramoseme Ministry of Health [email protected] Tseliso Phafoli Bureau of Statistics [email protected] Karabo T Marite Ministry of Public Works

and Transport [email protected]

Laszlo Csoto EU [email protected] Matlhotlo Seisa Ministry of Gender,

Youth, Sports and Recreation

[email protected]


https://mail.google.com/mail/h/102pamq0wvixp/?&v=b&cs=wh&[email protected]
























Remaketse Sello Roads Directorate [email protected] Retselisitsoe Motsoeneng Lesotho Revenue


Matona Mafeka Bureau of Statistics [email protected] Moseli Khoeli Bureau of Statistics Mantoa Mabele Bureau of Statistics Teboho Mhlanga Lesotho Revenue


Makhale Makhalanyane Lesotho Revenue Authority

[email protected]

Thuloane Tsehlo UNDP [email protected]







Specific Contract N°2013/316604/1 Macro economy ... Final Report - CDG_ATR.pdf · CBL . Central...

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