Department of Foreign Affairs and Trade Ten Year Pacific Statistics Strategy Mid Term Evaluation

Transcription

1 Department of Foreign Affairs and Trade Ten Year Pacific Statistics Strategy Mid Term Evaluation Final Report 5 September 2017 Page 1

2 CONTENTS 1 EXECUTIVE SUMMARY RECOMMENDED STRATEGIES BACKGROUND 9 3 EVALUATION PURPOSE PURPOSE SCOPE METHODOLOGY EVALUATION METHODS FINDINGS PROGRESS AGAINST THE TYPSS OBJECTIVES TYPSS GOVERNANCE RESOURCING LESSONS LEARNED FUTURE DIRECTIONS FUTURE DIRECTIONS TYPSS PHASE III DESIGN AND IMPLEMENTATION CONSIDERATIONS A STRATEGIC APPROACH TO IMPLEMENTATION STRENGTHENING GOVERNANCE AND MONITORING SUPPORTING IMPLEMENTATION HARNESSING AND MOBILISING EXPERT ADVICE AND ASSISTANCE PRIORITISING THE NATIONAL STRATEGY FOR THE DEVELOPMENT OF STATISTICS (NSDS) SUPPORTING DATA PRODUCTION, USE AND DISSEMINATION STRENGTHENING THE APPROACH TO DEVELOPING INDIVIDUAL CAPABILITIES APPENDICES 40 Page 2

3 LIST OF ACRONYMS ADB ABS DFAT FEMM HOPS IMF MFAT NMDI NSDS NSO NSS OECD PARIS21 PFTAC PICTs PSSC SDD SPC StatsNZ TYPSS UNDP UNESCAP UNFPA UNICEF SIAP USP Asian Development Bank Australian Bureau of Statistics Department of Foreign Affairs and Trade, Australia Forum Economic Ministers Meeting Heads of Planning and Statistics International Monetary Fund Ministry of Foreign Affairs and Trade, New Zealand National Minimum Development Indicator National Strategy for the Development of Statistics National Statistics Office National Statistical System Organisation for Economic Co-operation and Development Partnerships in Statistics for Development in the 21st Century Pacific Financial Technical Assistance Centre Pacific Island Countries and Territories Pacific Statistics Steering Committee Statistics for Development Division, SPC The Pacific Community Statistics New Zealand Ten Year Pacific Statistics Strategy United Nations Development Programme United Nations Economic and Social Commission for Asia and the Pacific United Nations Population Fund United Nations Children s Fund Statistical Institute for Asia and the Pacific University of South Pacific Page 3

4 LIST OF TABLES AND FIGURES Tables Table 1: Calendar of Major Statistical Collections Table 2: Donor Support Activities Table 3: World Bank Statistical Capacity Indicator (SCI) Table 4: NSDS Progress in the Pacific Region Table 5: NSDS Status in International Development Association (IDA) Borrower Countries Table 6: Selected expenditure on statistical capacity development (US dollars) Table 7: Case Study Selection Criteria Figures Figure 1: World Bank Statistical Capacity Indicator 2010 and Figure 2: National and Regional Statistics Authorising Environment in the Pacific Region Figure 3: TYPSS Implementation Planning Figure 4: World Bank Statistical Capacity Indicators, Figure 5: World Bank Statistical Capacity Indicator, Fiji, Page 4

5 1 EXECUTIVE SUMMARY Rationale The Ten Year Pacific Statistics Strategy (TYPSS) is a regional framework for mobilising resources for statistical capacity development and support, through priority setting and coordination. TYPSS is being implemented in three phases, and the Australian Government Department of Foreign Affairs and Trade (DFAT) commissioned this mid term evaluation of Phase II to assess progress and inform the design of Phase III. Previous evaluations and reviews have highlighted that while progress has been achieved in improving statistical capacity and quality, this progress has been hampered by poor coordination, resource constraints and limited governance and accountability for implementation of the TYPSS. Progress This mid term evaluation of Phase II suggests that there continues to be improvement in capacity, particularly through support for major statistical collections, assistance in development of a National Strategy for the Development of Statistics (NSDS) in selected Pacific Island Countries and Territories (PICTs) and targeted technical assistance. At the technical and activity level the TYPSS has been effective, particularly in supporting data collection and dissemination across the Region. However, at the strategic level, the issues previously identified remain, and are impeding progress in the implementation of the TYPSS. For this reason, the analysis in this report focuses on the strategic level issues, rather than technical aspects of TYPSS implementation. The full analysis of progress has been constrained by the limited availability of monitoring data, which is one of the strategic issues impacting the TYPSS and which is a key focus in the ensuing analysis. Future Directions The intent of the TYPSS Phase II included strengthening the leadership and governance role of the Pacific Statistics Steering Committee (PSSC), improving coordination, improved monitoring and reporting, differentiating support, shifting the focus from the National Statistical Organisation (NSO) to the National Statistical System (NSS), prioritising NSDS implementation, supporting the utilisation of technology, responding to emerging data needs and improving analytical capacity. This strategic intent remains relevant for TYPSS Phase III and in some cases is now more urgent, although this will have resource implications. Based on our evaluation, Sustineo recommends the following design principles and priorities that in particular should inform consideration of the TYPSS Phase III design. Adopt sustainable approaches to the development of statistical capacity in the Region enhance education and training systems so they are linked to a clearly defined capability framework that guides the strengthening of individual, organisational, national and regional capacity. Strengthen governance drive implementation and ensure accountability for the achievement of the TYPSS objectives. Delineate between governance and implementation reflect this clearly in the terms of reference, roles and responsibilities for all parts of the system. Adopt a staged approach identify short, medium and long term regional and national priorities and targets (a TYPSS Strategic Implementation Plan or Roadmap that sets the broad vision for the next ten years and beyond the end of Phase III) with annual priorities for the next three years. Page 5

6 Clearly differentiate between regional and national activities demonstrate how TYPSS supports capacity at a national level compared to efforts at the regional level. Provide individualised and differentiated capacity development and support / supplementation clarify the approach to support or supplementation provided to statistical systems that reflects national capacity, context and need. Develop clear, measurable and achievable objectives for the remaining three years of the strategy the short timeframe remaining demands that realistic priorities are agreed, which can be achieved with the available resources. Ensure closer monitoring of progress develop more effective ways to track and report progress. Improve coordination among all actors across the TYPSS. Promote South-South cooperation build on existing examples and successes to harness expertise and experience in PICTs to support and share with other PICTs. Develop the strategy for Phase III with the needs for the next ten years in mind the short term priorities should be guided by a broad vision for the Region s statistical system over the next ten years. 1.1 Recommended Strategies A Strategic Approach to Implementation Understanding and Prioritising Capacity Needs and Gaps The planning and implementation of TYPSS statistical development and support activities should be underpinned by a consolidated understanding of national capacities and needs across the Region, including data needs, in order to inform targeting and prioritisation of an individualised program of support for each PICT, as well as regional activities. Recommendation 1 That assessments of the capacity of PICTs be consolidated to support prioritisation of capacity support and development activities, and linked to the TYPSS implementation and monitoring processes in order measure and benchmark capacity development and inform prioritisation and targeting of support activities. Differentiating Regional and National Approaches The design and scheduling of support activities for individual PICTs should be underpinned by a support model that identifies the range of national and regional support activities to be delivered and how they can be differentiated across PICTs to meet individualised needs, for example through simplifying or staging the support activity or process. Recommendation 2 That the provision of TYPSS statistical development and support activities be underpinned by a support model that articulates the types of regional and national activities and approaches to individualising and differentiating delivery for each PICT. Page 6

7 Developing the TYPSS Roadmap A TYPSS Strategic Implementation Plan or Roadmap is needed to support annual work planning and should be informed by a consolidated view of capacity assessment discussed previously and be linked to the TYPSS monitoring processes. Recommendation 3 That implementation of the TYPSS be supported by a TYPSS Roadmap that identifies goals, targets and activities for each PICT and for the Region over the short, medium and long term. Strengthening Governance and Monitoring Governance to Drive and Monitor Implementation The role of PSSC should be more focused on strategy setting, oversight and monitoring of implementation progress and accountability, and the governance structure strengthened to support this. A future governance model for TYPSS should include: PSSC performing the role of a TYPSS governance board (rather than a representative body), responsible for setting, monitoring and adjusting TYPSS implementation a separate TYPSS Partner Forum to facilitate information sharing and mutual support expert / task groups such as the Expert Working Groups, a Methods Board etc. Recommendation 4 That PSSC, in strengthening its governance arrangements, should adopt elements of an independent board governance model and should establish a Partner Forum (both physical and virtual) separate from PSSC. Measuring Progress and Performance The recently developed Monitoring Framework and process for the collection and reporting of progress and performance data needs to be finalised and implemented to support PSSC s governance role. Recommendation 5 That a systematic and routine approach to progress and performance monitoring and reporting of TYPSS activities, which is linked to the TYPSS Roadmap (and based on national priorities set through NSDS processes) be adopted, resourced, and supported by NSOs and other TYPSS partners. Supporting Implementation Confirm and resource SDD as the implementation arm of TYPSS as it repositions towards a strategy development, coordination and performance measurement role. Recommendation 6 That SDD s role as the implementation arm of TYPSS be strengthened and appropriately resourced with a greater focus on strategy development, coordination and planning and brokering support across donors and development partners. Page 7

8 Harnessing and Mobilising Expert Advice and Assistance Establish clear structures and mechanisms to engage TYPSS partners and mobilise expert and specialist statistical advice. Prioritising the National Strategy for the Development of Statistics (NSDS) While the NSDS process is effective and valued by PICTs, full implementation across the Pacific has not yet been achieved and this needs to be a priority for the TYPSS. Recommendation 7 Recognising that the development and implementation of NSDS by all PICTs underpins the TYPSS regional strategy and is a priority for the remainder of the TYPSS term, opportunities for additional support to PICTs to develop their NSDS be considered as a priority. Supporting Data Production, Use and Dissemination In adopting a differentiated approach to support, reflecting varying national capacity, needs and context, there is a need for expert statistical advice and assistance to develop more appropriate and scaled-down approaches to support small PICTs, which can be facilitated by harnessing expert statistical agencies through the establishment of a Methods Board. Recommendation 8 That a regional Methods Board be established, under the TYPSS and supported by SDD, to provide expert advice and support on statistical methodological approaches that address specific NSO data production needs. Strengthening the Approach to Developing Individual Capabilities As there is a significant investment in staff training across the Region through both time and course costs, and for some PICTs there are significant statistical workforce challenges, the approach to learning and development needs to be underpinned by a more strategic and coherent approach. It is appropriate then that the TYPSS be supported by a Capability Development Framework identifying pathways and opportunities for developing statistical capabilities through formal and informal learning and development with accreditation pathways, and linked to pre-employment training. Recommendation 9 That the TYPSS be underpinned by a Capability Development Framework that informs the provision of individual learning and development opportunities. Page 8

9 2 BACKGROUND The Ten Year Pacific Statistics Strategy (TYPSS) is an ambitious strategy for improving the quality of statistics in the Pacific. The regional approach that underpins the TYPSS seeks to maximise and coordinate available resources and promote regional leadership. Implemented across three phases, the TYPSS has a number of short- and long-term programs to contribute to national statistics capacity development and regional coordination. The TYPSS Phase I Mid Term Review identified tangible improvements in aspects of statistics in the Pacific. However, key stakeholders have noted that progress has been slower than expected. This was confirmed through the DFAT-commissioned report Pacific Statistics Assessment: A survey of user and producer perspectives in late While the report identified clear improvements in relation to the quality of economic and social statistics, along with regional coordination under the TYPSS, there were a range of factors that limited the use of statistics. These included perceptions of data quality, data accessibility, data dissemination, capacity and resource constraints, and issues related to governance and accountability. This Mid Term Evaluation (MTE) is to be conducted at an important point in the implementation of the TYPSS. Taking place at the close of Phase II, the MTE provides an opportunity to evaluate progress made towards the Phase II objectives and outcomes and identify important lessons learned, including factors that enable or inhibit success. It provides a point of reflection on whether the current structure and focus of TYPSS are appropriate for enabling success in the new operating environment and consideration of the future direction of the Pacific Statistics Regional Program. 3 EVALUATION PURPOSE 3.1 Purpose There are two core elements of the MTE. These are to: assess the successes and learning from Phase II ( ) against its five stated objectives and identify the challenges that are preventing progress develop and consider options for how the program will operate in the future. 3.2 Scope The MTE is focused on TYPSS Phase II, covering the period of It includes a specific focus on progress made towards the Phase II objectives, as well as suitability of current arrangements for future directions of the program. The scope includes identifying changes that influence the program s operating environment and how the future design should respond to these changes. The geographic scope of the evaluation is the Pacific region, reflecting the overall remit of the program to support PICTs. To the extent possible, the evaluation has drawn on data collected through consultation with all individual PICTs and involved field visits to three PICTs reflecting a diversity of country contexts across the Pacific. While the evaluation seeks to be inclusive of all member countries and their individual challenges, the focus of the evaluation is on assessing the achievements of the TYPSS Phase II as a regional program, rather than on evaluating the performance of individual PICTs. Page 9

10 4 METHODOLOGY 4.1 Evaluation Methods Analytical Framework Data collection and analysis has been guided by an analytical framework developed from the evaluation questions in the Terms of Reference. The analytical framework is included as an appendix. Initial Stakeholder Engagement Initial engagement with a small selection of the key stakeholder groups through face-to-face and telephone / Skype interviews was used to plan the evaluation and identify key contextual factors and expectations of the evaluation. Stakeholders consulted include the DFAT, the Australian Bureau of Statistics, SDD and a selection of NSOs. Desk Review Initial desk review of relevant documents was used to develop an understanding of the program intent and context to provide an initial validation for the key evaluation questions, and provide a basis to develop data collection guides and protocols for both the interviews and survey. Document review was an ongoing component of the evaluation as further relevant documents were identified through consultation with stakeholders. Documents reviewed are listed as an appendix. Case Studies Based on discussions during the inception phase, three countries were selected that are broadly representative of the diverse range of statistical capacity and capability within the Pacific - Fiji, Tonga and Kiribati. Field work to the three PICTs provided a deeper and more detailed insight in relation to the evaluation questions, by engaging with stakeholders in-country from across the broader National Statistical System (NSS) in each country. To ensure consistency in data collection, consultations were guided by the semi-structured interview schedule (included as an appendix), which was varied / supplemented for use across the broader stakeholders consulted in-country. Stakeholder Consultation Interviews A broad range of stakeholders were consulted in-person and by phone or Skype interviews using the semi-structured interview schedule. A list of the stakeholders consulted for the evaluation is included as an appendix. Survey A brief online survey was administered to a wider range of stakeholders which targets specific evaluation questions that are suitable for survey responses. Although the survey provided an opportunity for wider engagement across Pacific statistic stakeholders, to date responses have been very low. As a result, survey data has not been included in the analysis so far as the survey is still open in order to maximise participation. Page 10

11 5 FINDINGS Overall, the Region has made significant progress in many areas, such as strengthening the leadership skills of government statisticians, implementing a strategic framework for the development of statistics at the national level through NSDS, support for data collection programs, increasing the availability of data through PRISM and NSO websites and improving partnerships and coordination. Although progress has been made in these areas, there remain a number of challenges in implementing the TYPSS and areas where further progress is required. However, it should be acknowledged that the TYPSS objectives are ambitious, particularly in the context of the challenges faced by PICTs and the Region, and the limited direct investment provided through TYPSS and from other donors and development partners to support the development of statistical capacity across the Region. In this context, the progress made through the implementation of TYPSS Phase II has been significant. 5.1 Progress Against the TYPSS Objectives Evaluation Question 1 What progress that has been made against key aspects of the Phase II Design document, with particular reference to its five specified objectives? The TYPSS Phase II Design Document provides for the ongoing monitoring, evaluation and reporting of progress against the five TYPSS objectives, which is to be achieved through two mechanisms: the PSSC s role in overseeing the implementation of TYPSS and in overseeing the assessment of progress at the national and regional level the TYPSS Coordination Unit s role in the ongoing monitoring and evaluation of the TYPSS and the provision of annual monitoring and evaluation reports to PSSC. Reporting of progress to PSSC has been mostly at the activity level through reports and presentations by NSOs and development partners, with little aggregation and analysis of this individual reporting to provide an overall view of progress. The TYPSS Coordination Unit recently developed a Monitoring Framework which includes a detailed results framework with indicators at the activity, output and outcome level, however reporting against this framework is not yet available (the Unit is no longer operational and some of its functions have been absorbed by SDD). Objective 1 Technical Capacity Objective 1 PICTs have the technical capacity to manage and implement all core statistical collections, including key administrative databases, as required by national development plans including national strategies for the development of statistics. Technical Assistance The provision of support to PICTs is guided by the Calendar of Major Statistical Collections which sets out the major surveys for each country over this period. The Calendar is shown on the next page. Scheduling of support in relation each survey is guided by an accompanying PICT Support Plan , which identifies for each survey the anticipated support provider and mode Page 11

12 and timing of support. At a high level the Calendar and Support Plan provide an overview of data production needs and likely support which can then inform and guide more detailed discussion and work planning around these statistical events. Feedback from NSOs indicate that the technical support provided to manage these major statistical collections is effective and valued, although there are also concerns that donor support is sometimes driven by donor needs rather than national priorities, and the universal approach to major surveys needs to be supplemented by fit-for-purpose and scaled down approaches for smaller PICTs. Table 1: Calendar of Major Statistical Collections Source: SDD. Prism: Collections Schedule. Available at accessed 4 September To date the focus of support has been on data production, and capacity development for the analysis of data and improvement in dissemination and use of data requires more development and support. While the Calendar and accompanying Support Plan provide an overview of planned events and anticipated support across the Region, these planning tools relate only to technical support and assistance focused on statistical collections, whereas there is considerable activity related to statistical capacity development more broadly that is not captured by these planning tools. There does not appear to be a consolidated Support Plan capturing all aspects of support delivered by all donors for all countries across the Region. Without this, it is difficult to assess whether support provided is aligned to regional and national priorities and appropriate, both for the TYPSS objectives and for national needs and priorities. Statistical development and support, including supplementation of NSO capacity, is delivered to PICTs by SDD and by a number of donors and development partners. SDD s delivery of regional and national support is guided by its annual work plan, which provides a detailed listing of support activities. It is not clear how regional and national priorities are established to guide the development of the annual work plan, or PSSC s role in approving and monitoring this plan. The delivery of statistical development and support activities by donors and development partners does not appear to be guided by a comprehensive planning or scheduling tool (except in relation to Page 12

13 major statistical collections), so it difficult to have a clear picture overall of these support activities and their alignment with regional and national needs and priorities. At a general level, the type and focus of support provided by donors and development partners is summarised in the following table. Table 2: Donor Support Activities Donor / Development Partner Australian Bureau of Statistics (ABS) Asia Development Bank (ADB) International Monetary Fund (IMF) Pacific Financial technical Assistance Centre (PFTAC) Partnership in Statistics for Development in the 21st Century (PARIS21) Secretariat of the Pacific Community (SPC) Statistics New Zealand Focus of Support Leadership and institutional strengthening, including individual capacity development and mentoring. Capacity development and technical training in collaboration with regional donors. Bilateral TA in economic statistics Analysis of National statistics Capacity development of national statistics offices Specific projects on areas such as government finance statistics. Economic and financial and balance of payment statistics National statistics development strategies Advocacy about use and importance of statistics Data dissemination (tools) Advocacy Population and Housing Censuses Economic surveys (Household Income and Expenditure Surveys; establishment surveys) Social Surveys (Demographic and Health Surveys; Labour Force surveys; multi-development indicator surveys) Analysis of Demographic, social and economic statistics Development of national statistical strategies in partnership with PARIS21 Civil Registration and Vital Statistics Economic Statistics (National Accounts, Prices, Trade, Business Register, Education statistics, including start-up work on regional EMIS technical support facility) Warehousing of datasets Provision/maintenance of dissemination platforms PRISM websites PopGIS websites, and soon to be developed Open Data Portal Metadata documentation Pacific Data Library Capacity development of national statistics offices Statistical standards and classifications Attachments of NSO staff to New Zealand; training; individual capacity development and mentoring; institutional strengthening projects; leadership development; Census and survey assistance One full-time equivalent staff member posted to Tokelau NSO Page 13

14 Donor / Development Partner UN agencies (ILO, UNICEF, UNDP, UNFPA, UN women, UNESCAP, UNSIAP, WHO) University of the South Pacific (USP) The World Bank Focus of Support TA for sectoral or issue specific surveys and analysis (for example poverty analysis or assessment and analysis of gender violence) and administrative databases. Support for specific surveys such as sexual and reproductive health surveys, labour market surveys, demographic and health surveys. Training (particularly through SIAP) Oversight and promotion of international frameworks and standards Support for Census analysis such as gender and youth monographs Training and education for Statistics Statistical capacity building Source: TYPSS website: Partners. This information needs to be available in more detail (for example in relation to specific activities delivered to individual PICTs) and consolidated with SDD support activities to give a clear picture of the coverage of support activities. This can assist coordination, identify gaps, and duplication of effort (and opportunities for synergies) and support monitoring of progress and performance. This consideration of support raises issues in relation to assessment of needs and priorities, strategic implementation planning, coordination and monitoring and reporting TYPSS progress and performance and these will be discussed in more detail in later sections of the Report. Overall Statistical Capacity Under the new TYPSS Monitoring Framework, the indicator used for the overall TYPSS goal of strengthened regional and national capacity is the World Bank Statistical Capacity Indicator (SCI) - the number of PICTs with an overall score of 50 points or above. Currently, only 11 of the 15 PICTs are measured by the SCI. In 2010, two PICTs achieved an SCI of 50 points or more (Fiji and Tonga), however in 2016 five PICTs achieved of score of 50 points or more, with a further two PICTs scoring just under this indicator (48.9). While the use of the SCI may have some inherent challenges in terms of direct attribution to the TYPSS, it is nevertheless a useful benchmark of progress in statistical capacity across the Region over time and clearly demonstrates an improvement in statistical capacity. The overall scores for PICTs are shown in the following table for the years 2010, 2014 and 2016 which represent the beginning of the TYPPS, the end of Phase I and the middle of TYPSS II. The scores for each PICT are shown in comparison to the averages for all countries included in the SCI and the East Asia and Pacific Region (excluding high income countries). It should be noted also that, as with any multidimensional indicator, its usefulness is dependent on the methodology by which components of the indicator are numerically quantified. As such, it may tell part of the story, however caution should be exercised in using it as a complete indicator of statistical capacity. As an example of this, Fiji s SCI score decreased over the period from 71.4 in 2014 to 58.9 in 2016, however qualitatively it is known that statistical capability has increased in Fiji s NSS and particularly the reference Fiji NSO (Fiji Bureau of Statistics). Page 14

15 Table 3: World Bank Statistical Capacity Indicator (SCI) Country Fiji Kiribati Marshall Islands Federated States of Micronesia Palau PNG Samoa Solomon Islands Tonga Tuvalu Vanuatu East Asia and Pacific Average* Global Average* * Excluding high income countries Source: Statistical Capacity Indicator Dashboard, World Bank ( While there has been a clear improvement in statistical capacity across the Region, there is also some variability in the SCI scores of some PICTs between years, with the SCI decreasing significantly, as is the case for Fiji between 2014 and 2016 (noting the need for caution in interpreting this change). This variability is illustrated in the following graph. Page 15

16 Figure 1: World Bank Statistical Capacity Indicator 2010 and Fiji Kiribaj Marshall Islands Fed States Micronesia Palau PNG Samoa Solomon Islands Tonga Tuvalu Vanuatu East Asia and Pacific As the TYPSS Monitoring Framework is using the SCI as an indicator of the strategy s major goal, it will be important to understand the factors influencing this variability in SCI scores so that the TYPSS can ensure sustainable improvements in capacity across the Region. Objective 2 Production of Statistics Objective 2 PICTs produce the agreed core set of statistics across key sectors including but not restricted to economics, population, CRVS, education and health, as required by their national plans and agreed-upon regional and international reporting frameworks, with timely analysis and dissemination of results to national users. The TYPSS supports NSOs in the production of statistics through its Calendar of Major Statistical Collections and accompanying Support Plan. Monitoring data is not currently available to assess the progress of each NSO in the production of statistics or the timeliness of analysis and dissemination to users. This monitoring is a key role for PSSC, supported by SDD, and the further development and implementation of the Monitoring Framework and annual performance reporting needs to be a priority for PSSC. As part of this objective, there is a need to agree a core set of statistics for the Region and limited progress has been achieved in this regard. As agreement on core indicators and Pacific headline indicators is a fundamental step in determining the strategic direction of statistics development and support in the Region, this will need to be a priority for next phase of the TYPSS. Page 16

17 There are however a number of challenges and factors to be addressed in identifying an agreed set of core indicators. Sustainable Development Goals Implementation and monitoring of the Sustainable Development Goals (SDGs) has raised the need to agree on indicators that are most regionally relevant to the 17 goals. This process is being coordinated by an SDG Taskforce, led by the Pacific Island Forum Secretariat. Discussions on core indicators for the Region have been held in the past and formed the basis for developing the National Minimum Development Indicator (NMDI) database. There are also existing core sets of economic and social statistics developed through UNESCAP for the Asia-Pacific region, and global sets adopted through the United Nations Statistical Commission. While the need to respond to the demands of SDG reporting is a real one, reaching agreement on regional core indicators is proving a challenge. For example, Samoa, which is already quite progressed in localising the SDG framework, has been contributing to regional level discussions but emphasised that it is the national needs that will be the priority. Some suggested the next phase of TYPSS will be important for supporting countries in their reporting obligations and to be able to localise the SDGs. However the SDGs and the Region s core set of statistics are not the same, and as there is currently a need to identify and agree core indicators in relation to each, this will require focus and attention from NSOs and the Region. The development of Pacific SDG headline indicators has received more attention, and this combined with surveys aligned with the SDG indicators requested by donors (and which are often supported by donors) has the potential to divert attention away from core statistics. Although there will be some commonalities between core statistics and the Pacific SDG headline indicators, with and in regard to SDGs, there remains a need for the Region to separately agree its core statistics while reflecting the developments in SDG indicators as well as emerging developments and needs such as cross cutting themes (for example gender) as well as specific priority or emerging sectors (such as health, employment and the environment). PICT Context and Needs The identification of a core set of statistics for the Region will need to recognise the diversity of PICTs, in term of NSO capacity, statistical needs and priorities. While PICTs data needs should be informed by their commitments under international reporting frameworks such as the SDGs and the SAMOA Pathway, the context and capacity of individual PICTs is a key factor in responding to national and international data needs. For this reason, the discussion on core indicators can also be informed by a clear understanding of the capacity of each PICT. While it may be a challenge for all stakeholders to agree on a common set of indicators, such frameworks are intended as a guide. There remains opportunity for countries to include and exclude indicators based on their national priorities and capacities. For example, for the UNESCAP core set economic indicators, not all PICTs produce all the indicators. Depending on the NSO capacity in a country, a subset of the recommended core may be all that can be produced. Although the current discussions on an agreed core set of statistics are based on a very large set of core statistics, we understand that these will be able to be applied flexibly by NSOs, in that individual NSOs will focus on those statistics that are relevant to their context, needs and priorities, and this is an appropriate approach to adopt. This includes the ability for individual NSOs to identify special indicators collected separately from core / SDG indicators. Page 17

18 Utilising Existing Resources Internationally, there are well-established practices among NSOs for the identification and adoption of a minimum set of statistics in relation to social, economic, population and environmental statistics. As mentioned above, UNESCAP for example, has a core set of statistics at the Asia-Pacific regional level. Utilising these and other resources and practices can provide guidance that is linked to consistent regional and international practice. The use of existing resources also enables the Region to make efficient use of its limited resources. SDD has been undertaking significant work in mapping availability of data and statistics in each PICT in relation to SDG requirements. This work commenced earlier this year and while it focuses on SDG indicators, it will provide a basis for developing agreement on a core set of statistics where they overlap with SDGs. Although it is acknowledged that the development of a core set of statistics has been complicated by the work on the development of SDG headline indicators and the need to reflect individual PICT priorities in a regional context, agreement on a core set of statistics for the Region remains a high priority and is critical to the development of TYPSS Phase III. Objective 3 National Strategies Objective 3 All countries and territories have in place some form of national statistics strategy in line with their national development strategies. Progress in Implementing National Statistics Strategies The Partnership in Statistics for Development in the 21 st Century (PARIS21), established by the United Nations, European Community, Organisation for Economic Co-operation and Development (OECD), International Monetary Fund (IMF) and the Work Bank, supports developing countries to develop a National Strategy for the Development of Statistics (NSDS) using an established framework and methodology. In the past, SDD has worked in partnership with PARIS21 to assist PICTs in the development of their NSDS. Progress in the development of NSDS s is outlined in the following table. Page 18

19 Table 4: NSDS Progress in the Pacific Region PICT NSDS Status Timeframe Samoa Completed Cook Islands Completed Vanuatu Completed Solomon Islands Completed Papua New Guinea Completed* Federated States of Micronesia Fiji Tonga Kiribati Nauru Tokelu Tuvalu Marshall Islands Niue Palau Under development Under development Under development** Planned Planned Planned Planned Not yet planned Not yet planned Not yet planned * Awaiting government endorsement ** Development restarted following appointment of a new Government Statistician Source: Compiled from SDD and PARIS21 data Given that at the completion of TYPSS Phase I ( ) only one PICT had completed a NSDS (Samoa), there has been significant progress during Phase 2, with five PICTs having a NSDS in place and a further three under development and four planned. Progress in NSDS development across the Region can be compared with progress across all countries supported in the NSDS process by PARIS21. Note that the following comparison uses PARIS21 progress data which is not totally consistent with the above table, which is based on SDD reporting, however it provides a useful regional comparison. The following table shows NSDS progress for 77 developing countries supported by PARIS21 compared to progress in the Pacific Region. Page 19

20 Table 5: NSDS Status in International Development Association (IDA) Borrower Countries Status Pacific Region % Global % Implementing Designing Planning Not Planning Total Source: National Strategy for the Development of Statistics Progress Report February 2017, PARIS21 While there has been significant progress in the Pacific Region, it can be seen that progress in the Region trails the global trend where just over 50% of countries have an NSDS in place compared to nearly 36% in the Pacific Region. Challenges in Implementing National Statistics Strategies Consultation revealed strong support for the NSDS framework with many stakeholders citing it as the basis for national capacity development around which all support should be targeted. The NSDS framework is seen to be key to identifying national priorities, securing buy-in from stakeholders and building awareness and domestic demand for statistics. NSDS have been implemented successfully in some PICTs (for example Samoa, the Solomon Islands and Vanuatu) where the process is seen to have contributed to a more cohesive national statistical system, better quality data (for example more accessible administrative records) and stronger partnerships between data producers and users. In some countries, the NSDS process has not started, has stalled or its impact has been limited. Part of the reason is that the current approach involves a major consultation process that takes 9-12 months and spans a broad range of statistical domains and issues. A scaled-down approach with a more limited scope that can be completed in 3-6 months is more suited to the smaller countries of the Region, as would a pre-nsds process implemented in place or in conjunction with the NSDS process. PARIS21 will soon release guidelines suited to small island developing States in order to address this issue. Other factors cited in our consultations that are seen to have impacted on NSDS development and / or implementation in the Pacific include: limited national financial and human resources dedicated to the process limited access to regional / international experts to assist those countries that are waiting to develop their NSDS low buy-in from and / or changes in leadership of the NSO conflicting priorities, such as major collections, limiting the time dedicated to the NSDS a lack of accountability at the regional level for PICTs to have an NSDS lack of additional budget and action plan to ensure the strategy can be implemented low status of statistics within the government system making it difficult to attract more support and funding. Supporting Implementation of the NSDS Process Future development of NSDS should be an urgent priority for the remaining TYPSS timeframe. The work would benefit from improved regional support and coordination, including identifying how national strategies feed into the next phase of TYPSS. Suggested processes include aggregation of Page 20

21 needs and priorities, such as core indicators and surveys, which can be used as evidence for future capacity development support and work on the development of regional indicators and which can be incorporated into TYPSS implementation planning. Consideration should be given to utilising a scaled-down, fit-for-purpose process for small countries and supporting implementation. National and regional commitments to the NSDS should be confirmed at the 2017 HOPS meeting and agreement sought from member States to be accountable for developing their NSDS as part of overall TYPSS implementation and monitoring. SDD and partners could also advocate for more investment in strengthening national statistical systems through political fora such as the Forum Economic Ministers Meeting (FEMM), providing the additional funds needed to ensure that the NSDS process is effectively implemented. Given that the development of an NSDS is a TYPSS priority, as is moving from a focus on the NSO to the NSS, there remains a need to emphasise and support this priority. Objective 4 Dissemination of Information and Resources Objective 4 National level statistics stakeholders are advised on an ongoing basis about emerging statistical tools and systems, processes and proposed responses to international statistical standards SDD has made significant progress in the dissemination of statistical information and resources through PRISM, and the PSSC has developed as a regional space for sharing information, lessons learned and for addressing technical and emerging issues and problems across the Region. However, as will be discussed in a later section, the evolution of PSSC as a regional forum has been to the detriment of its governance role, and there is now a need to delineate and separate the governance function of PSSC from the TYPSS partner forum function, and establish an alternative mechanism to achieve this information sharing and mutual support. Through the ongoing statistical production work in PICTs and through statistical development and support activities, new and innovative approaches and tools are being developed, and there are opportunities for capturing and sharing the capabilities and lessons learned as result. The use of tablet technologies in some NSOs is an example of this and the experience of these early adopters can be shared with other NSOs and data production agencies in PICTs. In addition to sharing information and supporting other PICTs, such an approach promotes South-South cooperation. The TYPSS should not rely only on mechanisms such as online platforms (PRISM and the TYPSS website) and stakeholder forums for the dissemination of information and resources the former is passive and depends on users to seek information and the latter is opportunistic and limited to meeting participants. While it is acknowledged that SDD is currently strengthening its focus on dissemination and developing tools and system to support this, there are opportunities for this role to be more proactive and planned and supplemented by participatory forms of dissemination, for example by enabling PRISM or the TYPSS website to be used by stakeholder to both post and retrieve information and engage in virtual discussion and forums etc. Page 21

22 Objective 5 - Governance Objective 5 National and regional statistics governance is functioning effectively The National and Regional Statistics Authorising Environment Governance of statistics is the Region involves complex interrelationships between a number of national and regional organisations. This is illustrated in the following high-level diagram developed by the ABS in 2016 and presented at the PSSC-13 meeting. Figure 2: National and Regional Statistics Authorising Environment in the Pacific Region Source: Palmer, J., Australian Bureau of Statistics. Creating an authorising environment for statistics in the Pacific region. Presentation given at PSSC-13 and available at The complexity of this authorising environment suggests the need for clarification of respective roles and responsibilities and clear planning and coordination of activities delivered by and through multiple organisations. Strategic Implementation Planning While some TYPSS activities are supported by work planning (such as support for major statistical collection and SDD s support activities), overall there is not a clear, comprehensive plan covering all Page 22

23 statistical development and support activities across the Region and over the full period of the TYPSS Phase II, particularly in relation to support from donors. Further, there does not appear to be an articulation of regional and national statistical development priorities across the Pacific (with the exception of major statistical collections) that guides TYPSS work planning. This is important for effective work planning, and to clearly articulate the differentiation of support provided in accordance with the needs and capacity of individual PICTs. The implementation of TYPSS as a regional strategy needs to plan and coordinate activities in the context of: national-level priorities, targets and activities which are informed by the national statistics strategy process TYPSS regional-level priorities and objectives addressed through regional and national activities and differentiated for each PICT where appropriate support provided through SDD technical assistance delivered by TYPSS partners other donor support, resources and activities delivered regionally and nationally. As this represents a complex environment for the delivery of statistics support across the Region, implementation of TYPSS Phase III would benefit from clear planning that identified a staged approach (year-by-year) to delivering support activities across the Region and to each PICT, as well as the organisations delivering the support. This will not only assist with a coordinated approach to implementing planned activities, it will provide a framework for all stakeholders to plan new activities in a coordinated, efficient and cost-effective manner, particularly through minimising any unnecessary duplication and targeting identified capacity development gaps. The basis for such planning, and for identifying the priorities and objectives of TYPSS Phase III, should be the identified and agreed national level priorities, which reinforces the need to ensure that national statistics strategies are developed, as this can identify each PICT s major statistical priorities and capacity support and development needs, including major statistical collections and requests from donors to undertake surveys. The national statistics strategy of each PICT can also provide a clear basis for developing the regional picture of priorities and needs by aggregating each national strategy, which can inform the development of objectives and priorities for TYPSS Phase III and its subsequent implementation. This approach to developing a TYPSS Implementation Plan or Roadmap is illustrated in the following diagram. Page 23

24 Figure 3: TYPSS Implementation Planning National Needs and Priorities National statistical priorities Major surveys NSO capacity support and development needs Regional Needs and Priorities Including emerging statistical developments, SDGs, statistical standards, technological developments and innovation National Statistics Strategy NSDS or similar Identified national priorities for support Statistical Events Capacity Building Capacity Supplementation Regional and national priorities for support TYPSS Phase III TYPSS III Roadmap (Implementation Plan) TA Service Providers Planning, scheduling and coordinating major statistical events and capacity development and support from all parties Donors / Development Partners SPC / SDD A Strategic Implementation Plan (or TYPSS Roadmap) that identifies the priorities, targets and activities for each PICT and for the Region for each year of TYPSS Phase III will support work planning, facilitate coordination of support across donors and enable monitoring and reporting of TYPSS progress and performance. The Roadmap also provides the opportunity to plan and coordinate a tiered approach to support to PICTs, based on the size and capacity of PICTs (and other factors), which can assist in ensuring that support is effectively targeted to the needs of each PICT. Page 24