BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - (2015 - 2020) "Harnessing the power of statistics for national development" - Paris21
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BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
REPUBLIC OF BOTSWANA
BOTSWANA STRATEGY FOR THE
DEVELOPMENT OF STATISTICS (BSDS)
(2015 - 2020)
“Harnessing the power of statistics
for national development”
STATISTICS BOTSWANA
Empowered lives.
Resilien
BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
BOTSWANA STRATEGY FOR THE
DEVELOPMENT OF STATISTICS (BSDS)
(2015 - 2020)
“Harnessing the power of statistics
for national development”
BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
Published by
Statistics Botswana
Private Bag 0024 Gaborone Botswana
Tel: (267) 367 1300 Fax: (267) 395 2201
Email: info@statsbots.org.bw
Copyright Reserved c 2015
BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
TABLE OF CONTENTS
Foreword 1
Preface 2
List of Acronyms 3
Executive Summary 4
1. CHAPTER 1: BACKGROUND
1.1 Importance of statistics 4
1.2 The National Statistical System 8
1.2.1 Main data users 8
1.2.2 Main data producers and suppliers 9
2. CHAPTER 2: NSDS DESIGN: PROCESSES AND STRUCTURES
2.1 What is NSDS? 10
2.2 Process 10
2.3 Structures 11
3. CHAPTER 3: CURRENTSITUATION ANALYSIS
3.1 External environment 12
3.1.1 Political Factors 12
3.1.2 Economic Factors 12
3.1.3 Social Factors 12
3.1.4 Technological Factors 12
3.1.5 Legal Factors 13
3.1.6 Environmental Factors 13
3.1.7 International Factors 13
3.2 Internal Environment 13
3.2.1 NSS Coordinator: Statistics Botswana 13
3.2.2 Stakeholder analysis 14
3.2.3 Statistical advocacy 14
3.2.4 Statistical coordination 14
3.2.5 Statistical capacity 14
3.2.6 Data development, management and dissemination 15
3.2.7 Data quality 15
3.3 SWOT Analysis 16
4. CHAPTER 4: STRATEGIC FOUNDATIONS AND DIRECTION
FOR THE NATIONAL STATISTICAL SYSTEM
4.1 Strategic Foundations 17
4.2 STRATEGIC DIRECTION 17
4.2.1 Goals 17
4.2.2 Objectives 18
4.2.3 Strategies 18
4.3 Strategy map for the national statistical system 19
4.4 NSDS scorecard (action plan) 21
5. CHAPTER 5: IMPLEMENTATION, MONITORING AND EVALUATION
5.1 What is involved in NSDS implementation? 22
5.2 Monitoring and evaluation 23
5.2.1 Monitoring indicators 23
5.2.2 Benchmarking 23
5.2.3 Reporting mechanisms 23
6 CHAPTER 6: BUDGET AND FUNDING ARRANGEMENTS
Annex I: Major Challenges, Objectives and Priority Initiatives for Sectors 25
Annex II: National Statistical System ACTION PLAN 29
ANNEX III: KEY CONCEPTS 30
BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
FOREWORD
the National Statistics System (NSS) to design
the National Strategy for the Development of
Statistics (NSDS), with the aim of strengthening
the NSS so that it can provide more reliable
statistics for informing development processes.
Suffice to mention that this is the first statistical
plan of its kind to be developed in the country
hence its timing could not have been more
opportune. The strategy has been designed at
a time when:
a) the Ministry is preparing the next National
Development Plan (NDP11),
b) Government is designing a National
Monitoring and Evaluation Framework to
enhance monitoring and evaluation of
development programmes and projects,
c) the Government is reviewing the
current Vision 2016 and preparing for
the next national Vision
d) inter-governmental negotiations are
taking place to finalise the goals for post-
S
2015 sustainable development
tatistics constitute an essential element e) a “data revolution” to support he
in improving the ability of government to sustainable development agenda is
develop appropriate policies, manage the being elaborated at international and
economic and social development processes, continental level,
monitor improvements in the living standards f) the roadmap for Africa’s Agenda 2063 is
of the people and report back this progress being articulated.
to the public using solid evidence as part of
the government’s accountability framework. These factors underscore the national, regional
Furthermore, statistics are needed by non- and global importance of this strategy.
governmental organizations (NGOs), private
sector, academia, analysts, the media, as well I would like to acknowledge the valuable
as regional and international organizations. participation of all sectors and stakeholders
Consequently, very robust systems and that contribute to this achievement.
capacity are critical for generation of statistical
information as well as for data storage, Finally, I would like to express my appreciation to
security, and retrieval by key stakeholders and the African Development Bank, UNDP , as well
development partners. as the government of Botswana for providing
the necessary support in the development of
With the continuously expanding interest in the strategy.
statistics globally for a variety of reasons, it is
critical that we ensure fitness for purpose of
statistics we disseminate. It is the fitness for
purpose with regards to relevance, accuracy,
timeliness, quality, accessibility clarity,
comparability and coherence that the strategy
will address amongst other things.
Hon. Kenneth Ontefetse Matambo
I take note that Statistics Botswana has worked MINISTER OF FINANCE AND DEVELOPMENT
with various stakeholders, referred herein as PLANNING
1
BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
PREFACE
The assessment of the state of statistics in sectors
is presented in Chapter Three. This chapter
presents the main results from the assessment
covering results on stakeholder analysis;
statistical advocacy; statistical coordination;
statistical capacity; data development,
management and dissemination; and data
quality. Chapter Four gives the strategic
foundations (vision, mission and core values)
and strategic direction – goals, objectives,
strategies and the Action Plan. Chapter Five
presents NSDS implementation, monitoring
and evaluation while Chapter Six presents the
budget and funding arrangements.
There are three annexes. Annex I major
challenges, objectives and priority initiatives for
sectors, Annex II presents the NSS Action Plan
while Annex III presents the key concepts.
T
Finally, I want to express our appreciation to
he National Strategy for the Development of
the African Development Bank (AfDB) which
Statistics (NSDS) is a robust, comprehensive
provided technical assistance for the design
and coherent framework that facilitates
of the NSDS as well as the UNDP, Prof. Ben
the development of statistics and enhance
Kiregyera, the international consultant and Mr.
their utility in the country. It is an international
Moses Ngorima, the national consultant who
recognised approach that enables effective
provided invaluable guidance, support and
coordination of the National Statistical System
insights into the design of this strategy.
(NSS). For this purpose the NSDS has been
developed as follows:
I invite those sectors which were not included in
the first phase to step forward and join the NSDS
This NSDS brief has six chapters. Chapter
process and our stakeholders in effectively
One gives background information about
implementing this BSDS.
the importance of Statistics to development
process, the National Statistical System (NSS)
and its components. Chapter Two presents the
process of designing the NSDS – compliance
with international best practices, the sectoral
Anna N. Majelantle
approach and design structures.
STATISTICIAN GENERAL, STATISTICS BOTSWANA
2
BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
LIST OF ACRONYMS
AfDB African Development Bank
AR Annual Review
BSC Balanced Scorecard
CSO Central Statistical Office
DQAF Data Quality Assessment Framework
GDP Gross Domestic Product
IASC Inter-Agency Statistics Committee
ICT Information and Communication technology
IMF International Monetary Fund
IT Information Technology
MDA Government Ministry, Department or Agency
MDG Millennium Development Goal
MIS Management Information Systems
MTR Medium-term Report
NDP National Development Plan
NDQAF National Data Quality Assurance Framework
NGO Non-Governmental Organization
NSDS National Strategy for the Development of Statistics
NSDS National Strategy for the Development of Statistics
NSO National Statistical Office
NSS National Statistical System
QPR Quarterly Progress Report
SADC Southern Africa Development Community
SB Statistics Botswana
SCI Statistical Capacity Indicator
SMART Specific, Measurable, Achievable, Relevant and Time-bound
SSC Sector Statistics Committee
SSP Sector Statistics Plan
SWOT Strength, Weakness, Opportunity and Threat
TR Terminal Report
UN United Nations
UNDP United Nations Development Programme
WAVES Wealth Accounting and the Valuation of Ecosystems Services
3
BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
EXECUTIVE SUMMARY
I: Importance Of Statistics statistical programmes and for donor support
to those programmes; provide an action plan
Statistics have come to be recognized for statistical capacity building; and act as a
internationally as part of enabling infrastructure catalyst for change.
for development. They act as a stimulant to
public action, a catalyst for change, and an The NSDS has been designed using international
input into making development programme best practice that entailed advocating for
work. Among other things, statistics provide statistics, especially among political leadership,
a basis for informed policy and decision- decision-makers and development partners
making; help identify best courses of action to secure buy-in and support; participation,
in addressing complex issues like poverty; inclusivity and consensus-building; empowering
are essential to managing service delivery staff and others involved in the process;
as well as for transparency, accountability broadening and deepening communication –
and democracy; provide a sound basis for communication within sectors, communication
the design, management, monitoring and among sectors as well as between sectors and
evaluation of national policy frameworks and SB.
annual performance targets set out in annual
budgets and sectoral programmes; and are A sectoral or bottom-up approach was used,
essential for managing for results which focus initially with 11 sectors selected to participate
on development outcomes. in the process while other sectors were to be
taken on gradually. Of the 11 sectors, only
National development in Botswana is guided by seven (7) sectors fully participated in the
the evolving national agenda which includes process. An assessment of the state of statistics
the Long-term Vision, National Development in each selected sector was made as a basis for
Plans, and other national priorities. This calls designing a Sector Statistics Plan (SSP) for each
for mainstreaming of statistics into policy and one of those sectors. SB was treated as a special
planning processes to make statistics more sector but a sector all the same. The SSPs were
relevant to national development processes then used as building blocks for designing the
and also to support and align to the different NSDS, which took on board cross-cutting issues
global as well as regional integration initiatives from SSPs as well as emerging issues.
for reporting and monitoring.
Iii: Main Findings From Assessment
ii: National Strategy For The
Development Of Statistics One of the requirements for an effective
NSS is that it should have a centre that holds.
There is consensus internationally about the The assessment showed that SB is a strong
need for a holistic and strategic approach enough centre to anchor the NSS. SB has been
to improving an NSS and building statistical strengthened though the revision of the Statistics
capacity to provide the information needed for Act in 2009 which enables the organisation to
development programmes. In this connection, develop and coordinate the National Statistical
SB decided in 2012 to design a National Strategy System (NSS). Since the Statistics Act is new,
for the Development of Statistics (NSDS). most stakeholders are acquainting themselves
The NSDS provides a robust, comprehensive with this central statutory role that SB is required
and coherent framework to facilitate the to play in the NSS. They also appreciate the
development of statistics and enhance their pool of expertise in different areas of statistics
utility in the country. at SB.
The NSDS aims to: address data limitations; Stakeholder Analysis
mobilize and prioritise use of resources for
statistics; integrate statistics within national There are many stakeholders in the NSS as well as
policy, planning and budget processes to in sector statistical systems. These stakeholders
generate performance indicators; evaluate want to see a strong and stakeholder-driven
the whole NSS and provide a coherent NSS in place. In the envisioned NSS, statistics
framework for all national and international is fully integrated into policy and decision-
4BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
making processes at all levels; various user collection; lack of a comprehensive statistical
needs are better identified and prioritized; programme; some data sources (like districts)
comprehensive, credible, impartial and are not good; lack of standardized tools for data
objective statistics are produced to effectively collection; inadequate training and supervision of
respond to these needs; there are open data collectors; inadequate automation of the
data platforms and systems to enable data statistical system; inadequate data management;
accessibility by all; data users are empowered lack of coordination of data sources; inadequate
to interpret and use data for various purposes. data dissemination; lack of Annual Statistical
Reports in most sectors; and limited use of web
Statistical Advocacy sites to disseminate data.
The assessment showed that little and IV: STRATEGIC DIRECTION
impactful statistical advocacy takes place in
sectors and across the NSS, especially at high The following were identified as the strategic
policy and political level. This has had negative foundations (Vision, Mission and Core Values) and
consequences for statistical development in strategic direction (Goals and objectives) for the
sectors including: inadequate commitment to NSS:
statistical development, lack of prioritization
for statistics, and lack of a statistical structure Strategic Foundation
in most sectors.
Vision: To be a world-class provider
of quality official statistics and
Statistical Coordination related services.
The assessment of the NSS showed low levels Mission: To support policy, planning and
of coordination and information-sharing in the decision-making at all levels
NSS. by providing comprehensive
integrated and quality statistics
Statistical Capacity on a sustainable basis.
The assessment showed that there is low and Core Values: Integrity, Transparency, Focus
declining statistical capacity in the country on Customer, Focus on
mainly due to lack of statistical structures and Quality, / Accountability, Team
programmes, limited human resources as well Work, Professionalism and
as inadequate ICT infrastructure and financial Confidentiality.
resources.
Strategic Direction
Data Development, Management And
Dissemination Three broad goals were identified and these are
supported by 9 objectives.
The assessment showed that data
development, management and dissemination Goal 1: Greater use of statistics for policy, planning
are inadequate across sectors. and decision-making
Data Quality Goal 2: An effective National Statistical System
The assessment showed that data quality in Goal 3: Increase resources for statistics
some sectors is low due to lack of a National
Data Quality Assurance Framework and weak These goals are presented with their corresponding
coordination of the NSS. This has resulted in strategies, actions and required results in the
compromised quality of statistics in terms of Action Plan.
relevance, accuracy, timeliness, accessibility,
clarity, comparability and coherence. V: IMPLEMENTATION, MONITORING AND
EVALUATION IMPLEMENTATION
The non-existence of a Data Quality Assurance
Framework and weak coordination of the NSS Implementation of the NSDS will involve, among
is mainly due to: inadequate assessment of other things, mobilizing drivers of strategic success
user needs; lack of mechanisms for assessing including: creating NSDS awareness; reviewing
user needs in sectors; non-compliance with the Statistics Act to make it more enabling;
international standards and guidelines in data creating a Strategy–supportive culture; creating
5BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
coordination structures and mechanisms; managing change; seeking technical assistance to fill
gaps in knowledge, skills and experience; and implementing the Action Plan.
VI. MONITORING AND EVALUATION
The implementation of the Strategy will be effectively monitored and at the end, its impact evaluated.
There will be a reporting mechanism providing for preparation and distribution of periodic progress,
mid-term and final reports. Progress reports will be produced quarterly, annually, mid-term and at the
end.
VII: BUDGET AND FUNDING ARRANGEMENTS
The total budget for implementing the NSDS is estimated to cost BWP 187 million over a period of five
years. Individual sectors will be budgeting for the implementation of their own sector Statistics Plans.
It should also be possible to fill funding gaps by seeking assistance from development partners and
any other sources in support for the development of statistics.
6BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
CHAPTER 1: BACKGROUND
1.1 IMPORTANCE OF STATISTICS
Statistics are a critical enabler for development. national development can be demonstrated
They provide a basis for good policy and by the alignment shown on Table 1.
decision-making as well as monitoring and
evaluation of national policy frameworks and In addition to Government Ministries,
annual performance targets. Statistics are Departments and Agencies (MDAs), statistics
required by Government and other users. are needed by investors, the business
community, civil society and economic agents
Government requires statistics for policy, (business enterprises, associations, trade
planning and decision-making. It is also unions, etc.) as well as the public at large to
recognized that statistics act as a stimulant to assess opportunities, evidence based decision
public action, a catalyst for change, and an making, risks and prospects for business and
input into making development programme investment purposes. National, regional,
work such as National Development Plans, international organizations as well as donors all
Millennium Development Goals (MDGs) and require statistics for various purposes including
Vision 2016. regional integration, informing development
processes and for reporting on development
The relevance of statistical production to progress.
Table 1: Alignment of high level statistical products with the pillars of Vision 2016
Vision 2016 pillars High level statistical products
An Educated, Informed Nation (education, • Education statistics
informed society, telephones, literate • Social statistics
society)
A Prosperous, Productive and Innovative • Production statistics (Industrial, Agriculture,
Nation (economy, development, Tourism, Information, Communication and
employment) Technology (ICT) etc.)
• Employment statistics
• Gross Domestic Product (GDP)
A Compassionate, Just and Caring Nation • Poverty statistics
(poverty, inequality, health services, AIDS) • Health statistics
A Safe and Secure Nation (crime) • Crime statistics
• Justice, Law and Order statistics
An Open, Democratic and Accountable • Governance statistics
Nation (leadership, open government) • Access to information
A moral and tolerant nation • Gender Statistics
A united and proud nation (family values, • Culture Statistics
traditions and history)
7BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
1.2 THE NATIONAL STATISTICAL SYSTEM
The National Statistical System (NSS) comprises of all institutions in the country dealing with or directly
associated with the provision of documents and other information for the purpose of and connected
with carrying out of statistical business or use of official statistics and other statistics research &
development of statistical methods and techniques, training and education.
The NSS is part of a wider statistical systems that include regional, continental and international.
Its development is impacted by statistical developments at these levels, (see Fig 1). It is, therefore,
crucial to appreciate and develop the NSS in context of these systems, benchmarking on best
practices regionally and internationally. The following figure presents the cascading of statistical
principles, frameworks and strategies from the international level, to continental, regional and finally
to the national level.
Figure 1: A map of statistical principles, frameworks and strategies cascaded from the
international down to national level.
International MAPS (BUSAN)
UN Fundamental Principles of Official Statistics
RRSF (SHaSa)
Continental
Statistical Programs
Regional
NSDS
National
Africa Charter on Statistics
1.2.1 MAIN DATA USERS
Data users are the clientele of data production systems and hence the most important component
of the NSS. Indeed, there cannot be a sustainable NSS without good data users. In a sense, therefore,
the NSS will be sustained to the extent that it is user-focused and demand-driven. Data users should be
repositioned at the centre of the NSS where they can play upstream and proactive roles in statistical
development including advancing a “common understanding of policy issues and related data
requirements, setting data priorities, clarifying the objectives for data collection and agreeing on the
best methods for collecting data”2 .
The main users, however, have been identified in Table 2.
8BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
Table 2: Main categories of data users and usage
Main data user Main uses of data
Government ministries and Use data for policy development, decision-making, planning,
institutions, and local authorities administration, monitoring, governance and accountability
(districts, urban authorities)
Politicians These use data especially for debate, assessment of development
needs, budget approval, etc.
Economic agents (industrialists, These use data to assess business opportunities, risks and
farmers, service industries, etc.) prospects; planning, decision-making, monitoring, evaluation;
reporting on business activities
Civil society organizations Use population and other statistics to plan, implement, monitor
(e.g. non-governmental and evaluate their activities. They also use statistics for more
organizations) informed policy, lobbying, holding governments to account and
for reporting back to their headquarters or funders
Research and training Use statistics to undertake research, conduct socio-economic-
organizations (e.g. universities) demographic analyses and for teaching purposes. They mainly
require microdata3
The media Use data to inform, analyze and report on various development
issues and events, and to call organizations and governments to
account
Regional and continental Use data to foster regional integration and development. These
organizations (e.g. Southern organizations mainly require harmonized statistics needed
Africa Development for monitoring observance of macroeconomic convergence
Community, African Union, criteria, the bedrock of the customs union, common market
African Development Bank, UN and monetary union which are key milestones of the regional
Economic Commission for Africa) integration process
International organizations , Use data to assess requirements for assistance and/or participation
agencies and Development in development initiatives, evaluate the effectiveness of the
partners assistance and to provide a global picture of development
The wider public Use data to make individual decisions and assess the performance
of government, and for a variety of other purposes including
public debate
2- UN Statistical Office: Household Surveys of Agriculture, a Methodological Study, Department of Technical Cooperation in
Development, Statistical Office, N.Y, 1991
3- Microdata are the individual, computerized records of persons, households, dwellings or other entities that constitute the
responses reported on census and survey forms. They may be data directly collected by Statistics Botswana or obtained from
other sources, such as administrative sources.
It is, therefore, important that data users are identified and their data needs are determined,
prioritized and reviewed periodically.
1.2.2 MAIN DATA PRODUCERS AND SUPPLIERS
Main data producers are Statistics Botswana and government Ministries, Departments and Agencies.
The aforementioned produce a lot of data in their areas of jurisdiction.
Statistics Botswana (SB) is the nodal and autonomous government agency responsible for provision
of official statistics as well as coordination, monitoring ad supervision of the NSS as well as collection
of data from primary sources in periodic socio-economic censuses and surveys. In addition, it collects
secondary data from other data producers, mainly MDAs.
9BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
CHAPTER 2:
NSDS DESIGN: PROCESSES AND STRUCTURES
2.1 WHAT IS NSDS? staff involved in the process and others;
broadening and deepening communication –
There is consensus internationally about the communication within sectors, communication
need for a holistic and strategic approach among sectors and communication between
to improving an NSS and building statistical sectors and Statistics Botswana. The design also
capacity to provide the information needed for involved literature review to establish national,
poverty-focused development programmes. regional, continental and international demand
In this connection, Statistics Botswana took a for statistics as well as determining statistical
decision in 2012 to design a National Strategy principles, frameworks and guidelines to use in
for the Development of Statistics (NSDS). the design process.
The NSDS provides a robust, comprehensive A sectoral or bottom-up approach was used
and coherent framework to facilitate the with initially 11 sectors selected to participate in
development of statistics and enhance their the process and others to be taken on gradually.
utility in the country. The NSDS aims to: address In the event, only seven (7) sectors fully
data limitations; mobilize and prioritise use of participated in the process namely Agriculture,
resources for statistics; integrate statistics within Statistics Botswana, Tourism, Local Government
national policy, planning and budget processes and Rural Development, Surveys and Mapping,
to generate performance indicators; look Trade and Industry, Civil Registration and Vital
across the whole NSS and provide a coherent Statistics .
framework for all national and international
statistical programs and for donor support An assessment of the state of statistics in
to those programs; provides an action plan each selected sector was made as a basis
for statistical capacity building; and act as a for designing a Sector Statistics Plan (SSP) for
catalyst for change. each sector. Statistics Botswana was treated
as a special sector but a sector all the same.
2.2 PROCESS The SSPs were then used as building blocks for
designing the NSDS, which took on board cross-
The NSDS has been designed using international cutting issues from SSPs as well as emerging
best practice that entailed advocating for issues.
statistics especially among political leadership,
decision-makers and development partners The sectoral or bottom-up approach is
to secure buy-in and support; participation, illustrated in the following figure.
inclusivity and consensus-building; empowering
Figure 2: Sectoral approach to design of NSDS
Statistics
Botswana
SSP
NSDS
Agriculture Trade & Local Surveys and Tourism CRVS
SSP Industry SSP Government Mapping SSP SSP
and Rural
Developemnt SSP
SSP
10BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
2.3 STRUCTURES
The design of the NSDS was undertaken by structures established for the said purpose. These included
an Inter-Sectoral Statistics Committee chaired by the Statistician General of Statistics Botswana
which acted as the steering committee for the NSDS process; NSDS design team chaired by an
NSDS Coordinator and Sector Statistics Committees chaired by Sector Statistics Coordinators which
undertook the assessment and design of the SSPs. The assessment covered both the external
environment and the internal environment of sectors.
The following figure presents the structure used.
Figure 3: NSDS design structures
Board of Directors
(Statistics Botswana)
Inter-agency Statistics
Committee
(IASC)
NSDS design team
SSC1 SSC2 SSC3 SSC4 SSC7
SSC – Sector Statistics Committee
11BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
CHAPTER 3:
CURRENT SITUATION ANALYSIS
The external and internal environments were reductions constraint enterprises’ ability to
assessed in order to identify factors that could deliver on their mandates. On the other hand,
affect the development of the NSS. The results of Government policy has shifted from reliance
the assessment provided input for the strengths, on diamonds to economic diversification, and
weaknesses, opportunities and threats (SWOT) this requires relevant statistics. There are also
analysis. opportunities for sharing the financial burden
to produce statistics with the sectors and this
3.1 EXTERNAL ENVIRONMENT could be done partially or fully depending on
the circumstance.
The external environment analysis covered
external factors, generally referred to as PESTLEI 3.1.3 SOCIAL FACTORS
(Political, Economic, Social, Technological,
Legal, Environmental and International), which Key social factors that may impact on the
provide opportunities or pose threats to the development of the NSS include:
development of the NSS.
a) new social policy areas such as HIV/
3.1.1 POLITICAL FACTORS AIDS surveillance, democracy and good
governance, human rights and freedom,
These relate to political or Government policy employment, etc. which provide
factors and includes: opportunities to increase the scope and
relevance of statistics;
a) Vision 2016 and National Development b) inadequate appreciation of statistics
Frameworks (e.g. National Development provides opportunities for information,
Plan) which provide opportunities for education and communication about
mainstreaming statistics in the frameworks statistics; and
b) Government policies and programmes c) Growth of human settlements
such as e-Government, economic (urbanization) provides opportunities
diversification drive, Maitlamo, and the for the development of geo-spatial
hubinitiatives provide opportunities information.
for statistical development;
c) Public sector reform requires state-owned 3.1.4 TECHNOLOGICAL FACTORS
enterprises to become more efficient
and self-reliant. This calls for innovation The dazzling technological changes witnessed
in cutting costs and generating some in the last decade do or should affect data
revenue; development in different ways:
d) Monitoring and evaluation systems
provide an opportunities for increasing a) computers have become more powerful
demand for statistics; and and affordable creating opportunities
e) Regional integration may lead to demand for automation of statistical and other
for statistics as well as operations, data management including
some level of integration of statistical archiving and storage of huge datasets
systems. in the NSS,
b) there are opportunities to
3.1.2 ECONOMIC FACTORS create statistical databases in sectors
and to network them with the a national
These are macroeconomic factors that provide database,
opportunities or pose threats to the NSS. c) development and wide spread of
The recent world recession led Government statistical packages such as SAS, SPSS
to review levels of financial support for and Stata, etc. has created opportunities
state owned enterprises including Statistics for improving data analysis,
Botswana. The subventions to these enterprises d) availability of data visualization tools
have been reduced year after year. These
12BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
have increased the prospects for etc. promote appreciation and usage
exploring, understanding, describing and of statistics
communicating statistics. Data b) Growth in demand for statistics for
visualization is about communicating international development provides
data and information clearly and opportunities for production and
effectively through graphical means, dissemination of statistics e.g. MDGs
e) the growth of social media and post-2015 development agenda.
presents opportunities for improved However, it has also put strain on
communication but also poses a threat already limited resources for statistical
to reputations of organizations if not production;
managed effectively, c) existence of the African Charter on
f) growth of the Internet provides an Statistics and the envisaged “data
opportunity for dissemination of statistics revolution” as an integral part of the
and to actualize and promote the open post-2015 sustainable development
data access to statistics, agenda – both high level declarations -
g) growth of mobile phone technologies urge countries to, among other things, to
provides an opportunity for collection increase support for statistical systems;
and dissemination of statistics, and d) there are international standards,
h) there is the risk that inappropriate frameworks, classifications,
information may be adopted. methodologies, best practices and guide
lines which can be accessed free for use
3.1.5 LEGAL FACTORS to improve the NSS; and e) there are
donors and international organizations
It is widely recognized that an enabling legal prepared to provide technical assistance
framework (Statistics Act) is necessary for the and funding.
development of the NSS. The Statistics Act of
2009 provides such a framework. However Opportunities emanating from international
there are gaps in the framework including: developments should be exploited. The internal
environmental analysis (below) was conducted
a) absence of a provision for each MDA to against the backdrop of the above elaborated
have a Statistics Department/Unit given external environment.
the overwhelming importance of statistics
to the fulfilment of the mandate of each 3.2 INTERNAL ENVIRONMENT
sector, and
b) lack of governance structure for the MAIN FINDINGS
NSS.
The main findings from the assessments
3.1.6 ENVIRONMENTAL FACTORS undertaken across sectors are provided below:
Key environmental factors include: 3.2.1 NSS COORDINATOR: STATISTICS
a) Demand for statistics from emerging BOTSWANA
areas e.g. climate change and WAVES
project including pollution, erosion, One of the requirements for an effective NSS
depletion of bio-diversity, water and is that it should have a centre that holds. The
minerals data provides opportunities assessment showed that Statistics Botswana
for production and dissemination of is a strong enough centre to anchor the
data to meet this demand. NSS. Statistics Botswana was strengthened
b) Increasing demand for by making it a semi-autonomous agency
statistics from wealth accounting and of government. The Statistics Act of 2009
valuation of eco systems also provides provides for Statistics Botswana to develop and
opportunities for provision of statistics. coordinate the National Statistical System. All
c) Weather and terrain affect logistics for stakeholders recognize this central statutory
field data collection. role Statistics Botswana is required to play in the
National Statistics System. They also appreciate
3.1.7 INTERNATIONAL FACTORS the huge pool of expertise in different areas of
statistics at Statistics Botswana.
Key international factors include.
a) Existence of global statistical indicators 3.2.2 STAKEHOLDER ANALYSIS
and rankings e.g. Global Competitiveness There are many stakeholders in the National
Report and Human Development Index, Statistical System as well as in sector statistical
13BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
systems. These stakeholders want to see a message and lack of “champions” for statistics
strong and stakeholder-driven NSS in place in sectors.
where: statistics is fully integrated into policy and
decision-making processes at all levels; various 3.2.4 STATISTICAL COORDINATION
user needs are better identified and prioritized;
comprehensive, credible, impartial and The assessment of the NSS showed low levels
objective statistics are produced to effectively of coordination and information sharing
respond to these needs; there are open in the NSS. This is reflected in the following:
data platforms and systems to enable data within sectors, there are no mechanisms for
accessibility by all; data users are empowered user-producer dialogue; some sectors have
to interpret and use data for various purposes. statistical programmes but the programmes
are not widely shared with stakeholders;
They also wish to see strengthening and better statistical work and statistical programme
resourcing of Statistics Botswana so that it (where they exist in the sectors) are not
can better coordinate the National Statistical coordinated and information sharing among
System by setting standards, promoting use of sectors is generally unsatisfactory; system-wide
best practices and becoming a repository of coordination among data producers is not
official statistics in the country as provided for in adequate – there are no mechanisms for data
the Statistics Act. producers to meet on a regular basis to share
their programmes and jointly identify gaps
3.2.3 STATISTICAL ADVOCACY in data required byusers; there is no national
statistical programme that is prepared each
The assessment showed that little and impactful year; and coordination between sectors and
statistical advocacy takes place in sectors Statistics Botswana is weak and does not meet
and across the NSS especially at high policy the sector expectations.
and political level. This has had negative
consequences for statistical development in 3.2.5 STATISTICAL CAPACITY
sectors including: inadequate commitment to
statistical development, lack of prioritization The assessment showed that there is low and
for statistics, and lack of a statistical structure declining statistical capacity in the country
in most sectors. Four of the sectors covered mainly due to: lack of statistical structures
do not have a Statistics Department/Unit and programmes, limited human resources,
and associated statistical programme and inadequate ICT infrastructure, inadequate
dedicated funding for statistics in most sectors. financial resources. This inadequate statistical
capacity is reflected in the low World Bank
The causes for the said limited advocacy were statistical capacity indicator for the country.
given as lack of empowerment and support to
statistical staff in sectors by Statistics Botswana,
lack of advocacy tools, lack of the right
Figure 4: NSS Stakeholder Matrix
Consultation
Information Service
delivery inter sector
Consultation Technical
collaboration
Information support Information
Corporate social Consultation Quality
Sector
responsibility inputs Timely
Leadership
delivery
Public Producers
Consultation Consultation
Information Information
!"#"$%"$&%'
Quality data
Quality data
and statistics
Media NSS
()"%*#+#' Users
and statistics
Capacity Timely Delivery
building Development Access to data
Suppliers
Partners Sector
Consultation
Information Members Early
Partnering Quality payment
data and statistics Consultation
Technical Support
Information
Consultation
Information Partnering
Capacity building
14BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
3.2.6 DATA DEVELOPMENT, MANAGEMENT reporting are inadequate, some sectors have
AND DISSEMINATION no sector-wide databases as repository for
their data (even Statistics Botswana has not
The assessment showed that data developed a National Data Repository as
development, management and dissemination required by the Statistics Act), where these
are inadequate across sectors as can be seen databases have been developed, this has
below: been done in uncoordinated manner.
Inadequate data development: Inadequate data dissemination:
This arises from inadequate assessment of user Sectors generate a lot of data mainly for
needs, lack of a Statistics Unit and a sector- internal use and without consideration about
wide programme for data development, data needs of other data users. Therefore
non-compliance with international standards few of them disseminate them for use outside
and best practices, some data sources and agencies producing them e.g. few sectors
especially districts/extension staff are not produce Annual Statistics Reports or Bulletins.
developed/dependable, lack of standardized Traditional methods used to disseminate data
tools for data collection in some sectors, no are mainly meetings, workshops and reports.
training or adequate training in data collection Electronic dissemination e.g. web site, social
and compilation in some Sector and inadequate media, etc. is by and large used to disseminate
supervision of some data collections . data in sectors. Statistics Botswana relies a lot
on Internet for her data dissemination.
Inadequate data management:
3.2.7 DATA QUALITY
Due to lack of a Statistics Unit and a sector-wide
programme for data management in most The assessment showed that data quality in
sectors, inadequate automation of statistical some sectors is low due: inadequate assessment
processes – some processes are still manually of user needs, lack of mechanisms for assessing
carried out, data analysis, interpretation and user needs in sectors, non-compliance with
Figure 5: NSS Value Chain
• Design outputs
• Identify needs • Design variable
• Consult and confirm needs descriptors
• Establish output objectives • Design frame
• Identify concepts and sample
• Check data availability • Design collection
• Prepare business case • Design processing
and analysis
Determination • Build and pre-test
of user needs collection instrument
Design
• Manage archieve Respository and Build
• Preserve data and associated
Metadata
• Dispose of data and assciate
Metadata Archieve and
• Prepare evaluation report Evaluation
• Quality plan • Create frame and
select sample
Collect and
• Run and Finalise
Process Data
collection
• Process data
Disseminate • Classify and code data
• Enter data
Analyze • Review and validate
Data • Edit and impute
• Update output systems
• Integrate data
• Produce dissemination products
• Calculate weights
• Promote dissemination products
• calculate aggreagtes
• Manage user support
• Tabulate data
• Analyse data
• Produce report
15BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
international standards and guidelines in data collection, lack of a comprehensive statistical
programme, some data sources are not good (e.g. districts), lack of standardized tools for data
collection, inadequate training and supervision of data collectors, inadequate automation of the
statistical system, inadequate data management, lack of coordination of data sources, inadequate
data dissemination, lack of Annual Statistical Reports in most sectors and limited use of Web sites to
disseminate data.
3.3 SWOT ANALYSIS
The SWOT Analysis below provides a summary of key issues from the current situation assessment.
Strategic responses to the key issues include building on the system’s strengths, mitigating or
eliminating weaknesses, exploiting or taking advantage of opportunities, and avoiding or reducing
impact of threats.
Table 3: SWOT ANALYSIS
• Inadequate assessment and prioritization of user needs in most sectors
• Inadequate statistical advocacy especially at high policy and political
level in all sectors
• Inadequate intra- sector and between sectors and Statistics Botswana
coordination
• Lack of a Statistics Unit, programme and budget in many sectors
• Inadequate office space in some sectors
• Inadequate human capacity for statistical work (human resource -numbers
and skills, competencies and training)
• Unsatisfactory infrastructure for statistical systems (for data development,
• Statistics Botswana has some technical
Strengths
management and dissemination)
capacity and competencies which are
• Unsatisfactory data quality in sectors
able to anchor the NSS
• Existence of the legal framework positions
the organisation to coordinate the NSS
• Availability of some expertise in statistics
and research in some sectors
• Existence of Statistics Units and research
units in some few sectors Weaknesses
• Availability of some ICT infrastructure
(hardware and software/analysis tools) in
some sectors)
• Increasing demand for data to inform national and
sector policies, plans and decision-making
• Results-based governance in the country
Threats •
•
Advances in ICT
Existence of platforms for disseminating statistics (tribal
Opportunities
forums, council meeting, parliamentary forums, PIC
-Force, Media, etc) Forum for Permanent Secretaries
• Technical support from Statistics Botswana
• Existing international standards, methodologies and
best practices
• Inadequate appreciation for data and its importance
• Existence of development partners prepared to
• Economic downturn limiting availability of resources for
provide technical assistance and funding
statistical work
• Failure by Statistics Botswana to offer technical support to
sectors
• Lack of commitment by sectors to coordinate and share
information
16BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
CHAPTER 4:
STRATEGIC FOUNDATIONS AND DIRECTION FOR THE NATIONAL
STATISTICAL SYSTEM
This section presents the strategic foundation (vision, mission and core values) and strategic direction
(goals, objectives and initiatives) for the NSS.
4.1: STRATEGIC FOUNDATIONS
Strategic Foundations
To be a world class provider of quality official
VISION statistics and related services.
“To support policy, planning and decision making at
MISSION levels by providing comprehensive, integrated and
quality statistics on a sustainable basis”
-Integrity - Focus on Customer - Accountability -
CORE Teamwork - Professionalism - Confidentiality
VALUES
These are principles that will guide the behaviour of those involved in statistical production in the NSS.
These values create a culture that all sectors should build in order to achieve the intended vision.
Table 4: nss Strategic goals
Goal 1: Greater use of statistics for policy, planning and decision-making
Goal 2: Effective National Statistical System
Goal 3: Increase resources for statistics
17BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
4.2.2 OBJECTIVES Objective 1.2 Increase user satisfaction
Nine objectives have been identified for This objective is about providing users with
achieving the vision and mission and hence relevant, quality data that satisfy their needs. User
improving the NSS. Every effort was made to support is critical to enable them interpret and
identify objectives that are SMART (Specific, use the data effectively. Strategies to achieve
Measurable, Achievable, Relevant, Time- this objective will include Understanding user
bound). Each of these objectives provides needs, Dialogue with data users, Improvement
a “pillar” for the NSDS. The objectives are to the quality of statistics (timeliness, accuracy,
presented in Balanced Scorecard (BSC) format. comparability, coherence, accessibility), Data
The BSC is a strategy articulation tool that analysis and Data dissemination.
integrates an organization’s strategic objectives
with balanced performance measures to There are a wide range of data users and it is
capture critical success factors as a basis for critical to understand their varied needs so as
monitoring planned achievement and give an to better provide targeted information. Similarly
indication of future performance. it is important given that the capacity to collect
data far outstrips the capacity to analyze the
4.2.3 STRATEGIES data. Data dissemination: Statistical data is of
crucial importance that statistical information
Strategies are different approaches that the NSS are widely disseminated and accessible to
can take to achieve the identified objectives users. This should be guided by a well-thought
and meet its goals. The narrative below links out data dissemination programme that aims to
strategies to objectives and goals. provide information in the form and timeframe
that meets users’ needs.
Goal 1: Greater use of statistics for policy,
planning and decision-making Goal 2: Effective National Statistical System
This goal has two objectives, namely increasing One of the main objectives of the NSDS is to
awareness about the benefits of statistics to deliver an effective National Statistical System.
society and increasing user satisfaction. The following five objectives will be pursued to
deliver such a system.
Objective 1.1 Increase awareness about the
benefits of statistics to society Objective 2.1: Improve statistical coordination
This objective will be met by implementing An effective NSS should have well-established,
strategies relating to: formal and institutionalized arrangements for
coordination and collaboration among key
Statistical advocacy (using advocacy tools stakeholders in the system. This objective aims
and messages); Champions for statistics at fostering coordination in the NSS.
(identify or cultivate champions for statistics
at different levels – national, sectoral and The following strategies will be used to achieve
district level who can influence and authority this objective: Coordination mechanisms: This
who believes in the importance of statistics); will include setting up high level committees
Statistical literacy (establish and implement across the NSS. The committee will be
statistical literacy programmes that are aligned responsible for amongst other things examining
to the International Statistical Literacy Project statistical work programmes of the various MDA
(ISLP)); Statistics associations (encourage in an effort to avoid duplication of efforts and
statisticians in the country to build professional evolve the national statistical programme for
networks by belonging and participating in the approval of the Statistics Botswana Board
activities of the Botswana Statistical Association of Directors and developing strategies which
and international statistical associations for will ensure uniform standard and methodology
professional growth and development); Social amongst the various agencies with a view to
networks (develop and use social networks improving on the quality, comparability and
to share data and information); Media timeliness of their statistical outputs.
empowerment (the media can play a useful
role in national statistical development. It, The second strategy for the delivery of the
therefore, needs to be empowered to report objective will be in establishing collaborative
and use key statistics to support their reports working arrangements for statistical production
and to disseminate statistics). including carrying out joint surveys and
research. This initiative will eliminate duplication
18BOTSWANA STRATEGY FOR THE DEVELOPMENT OF STATISTICS (BSDS) - 2015 - 2020
of effort and save funds and encourage close strategies.
collaboration between the different agencies.
In addition there will be need to develop Objective 2.5: Improve data quality
and implement technical coordination tools
including compendium of common concepts, The importance of data quality was elaborated
definitions and classifications; national data earlier. This objective will be accomplished using
quality assurance framework; annual national the following strategies:
statistical programmes; comprehensive
national socio economic database, to mention Statistical systems and processes: This
but a few. strategy is about improving all data sources –
administrative records, censuses and surveys –
Objective 2.2 Strengthen infrastructures for and processes.
statistics
a) Data sources
This objective will be achieved thorough
implementation of the following strategies: Here the concern is about appropriateness
Improving physical infrastructure (offices, of data sources – households and enterprises
office equipment and transport) for statistical for primary data and districts and MDAs for
work for some MDAs; Statistical systems and secondary data (administrative data). How
processes including systems for data collection reliable are they, can they be made more
and management in an effort to strengthened reliable? Motivating data sources to provide
and improve data quality; Standards including reliable data and information will be a part of
concepts, methodologies, classifications, this strategy. The other part will be to improve
guidelines and best practices in an effort to administrative data through promotion of
enhance data quality and comparability; standards, capacity building, technical
Information and Communication Technology backstopping by Statistics Botswana, etc.
(ICT) infrastructure: Efforts will also be made to synchronize surveys
and routine data collections.
It is crucial to integrate ICT into statistical
processes with a view to automating and b) Processes
strengthening them, standardizing them,
facilitating data management, enabling Statistical processes include links in statistical
complex data analyses and improving data value chain including determining data user
dissemination. To be able to do this requires needs; undertaking data collection; doing data
building ICT infrastructure including putting capture, editing, validation and storage; and
in place policies and standards, appropriate data analysis and dissemination. The processes
ICT facilities (computer hardware, software, will be improved through better planning,
connectivity), ensuring that ICT personnel are integration, automation, etc.
appropriately skilled in using and developing
the needed applications and infrastructures, Application of national and international
etc. statistical standards: This strategy is about
developing and promoting national statistical
Objective 2.3 Establish statistical structures standards or adapting international statistical
and programmes standards to statistical work across the NSS.
Standards include concepts, definitions,
This objective will be achieved through setting methodologies, classifications, etc. This will
up Statistics Unit in each sector and Statistical ensure both data quality and comparability.
programme which can identify key activities to
be undertaken, when they will be undertaken Whilst these initiatives will undoubtedly enhance
(sequencing them), by whom they will be quality, the absence of a common framework
undertaken, their duration, key outputs and an within which we can systematically assess,
associated budget. compare and improve statistics is a weakness in
our statistical system. The potential benefits of a
Objective 2.4 Improve human capital for common National Data Quality Framework are
statistical work across the NSS considerable. Firstly, it will provide a systematic
mechanism for ongoing identification and
This objective will be achieved using skills and resolution of quality problems; secondly, it will
career development and staff motivation give greatly increased transparency of the
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