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HIGH LEVEL COMMITMENT, LEADERSHIP AND COUNTRY OWNERSHIP

HIGH LEVEL COMMITMENT, LEADERSHIP AND COUNTRY OWNERSHIP. Prof. Ben Kiregyera NSDS Workshop, Addis Ababa, Ethiopia 11 August 2005. COVERAGE High level commitment Leadership Leadership versus Management Leadership of the NSDS process Country ownership. HIGH LEVEL COMMITMENT

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HIGH LEVEL COMMITMENT, LEADERSHIP AND COUNTRY OWNERSHIP

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  1. HIGH LEVEL COMMITMENT, LEADERSHIP AND COUNTRY OWNERSHIP Prof. Ben Kiregyera NSDS Workshop, Addis Ababa, Ethiopia 11 August 2005

  2. COVERAGE • High level commitment • Leadership • Leadership versus Management • Leadership of the NSDS process • Country ownership

  3. HIGH LEVEL COMMITMENT • Political leaders & senior government officials (key policy & decision-makers) should get engaged as early as possible to: • Advocate for statistics – create greater political will to develop and use statistics • Ensure NSDS process is appropriate • Make or endorse major decisions e.g. reforming and restructuring the NSS, revising a legal framework, creating coordination arrangements, investing in statistics • Level of engagement of high level officials will depend on decision-making processes in each country

  4. GOVERNMENT COMMITMENT Funding Concept Attention Data Use Commitment • Increased Governmentfunding • Increasedattention(e.g. raising the profile of • statistics) • Extensiveuse of datafor policy and decision- • making

  5. Champion(s) of the process • Experience shows better results when process is championed • by a senior government official (e.g. Uganda, Kenya, Zimbabwe) • Champion of process from donor side (e.g. Uganda)

  6. II. LEADERSHIP • leadership issue is one of the most significant items on the agenda of private and public organizations • success or failure of an organization largely depends on quality of its leader • need good leaders to meet organizational challenges such as: • globalization • fast-paced technological change • rising expectations of citizens and customers • increasing diversity in societies • need for performance focused organizations • need for managing networked organizations

  7. an effective leader: • is made not born; is made through unending process of self-study, education, training, experience and emulating good leaders • shows enthusiasm • supports, develops & motivates other people, procures, safeguards & continually enhances competencies • provides a vision and direction • practices what he/she preaches (walks the talk) • encourages team work • encourages feedback • strategic thinker • is agent of change • does not always tell you the time; builds a great clock to continue telling the time after he/she is gone

  8. III. LEADERSHIP Versus MANAGEMENT • a manager is not necessarily a leader. But one must • have good leadership qualities in order to be a good • manager • Leader creates an agenda, establishes direction & • develops a vision & strategies to achieve the vision • Manager plans and budgets; establishes detailed steps • & timetables for achieving needed results; allocates • necessary resources • Leader develops a network for achieving the agenda. • Communicates direction (words & deeds) • Manager organizes and staffs; establishes structures; • staffs; delegates responsibility and authority; • develops policies and procedures to guide people; • creates monitoring systems

  9. A leader has a long range perspective • A manager has a short range view • A leader motivates and inspires; focuses on & energizes • people • A manager relies on control; solves problems; monitors • results against plans • A leader produces change; often to a dramatic degree • A manager accepts status quo • A leader does the right things (effectiveness) A manager does things right (efficiency)

  10. IV. LEADERSHIP OF THE NSDA PROCESS • Need high Level leadership • Prime mover – NSO to be prime mover & to provide team leader, accommodation and administrative support • Director of NSO should be overall coordinator of the process • Small design team: • 3-5 people drawn from different institutions in the NSS • Mix of statisticians, analysts & other users of • statistics e.g. actors in related processes e.g. • PRSP, GDDS, etc • Team Leader with a senior position in NSO (Zimbabwe and Namibia, Deputy Directors)

  11. NSDS missionaries • Need to create strategy awareness among all staff: • mobilize staff to support it, • educate staff about management systems • provide for feedback about the strategies. • Need for strategy missionaries – those who will be teaching others about the strategies.

  12. END • V. COUNTRY OWNERSHIP • Stems from: • Political commitment and leadership • Integration of NSDS into National Development • Policy Processes • Developed as part of consensus-building/advocacy • process - helps build commitment & partnerships - led nationally and inclusively • Road map developed nationally • Regional/international facilitation role • Advocacy • Convening workshops • Advice e.g. on resource mobilization • Guidance, documentation, knowledge base • Reporting, collaboration between partners • Information sharing

  13. Thank You

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