Page 164 - Invited Paper Session (IPS) - Volume 1

IPS124 Hristina A.
Table 1: “Whole system approach” for LAOSTAT
Target/Level Individual Organisation System

Recruitment engagement IT system → ICT Plan, Review of the Law and of
→ process/employee technical specifications and the strategy for
Resources HR strategy support to procurement development of NSS
process (SDNSS)→recommendations
Training plan/Capacity LOSQAF + QMS Promotion of stats as
building Generic tools and methods management tool of public
Skills and plan Description of processes → affairs → stats literacy
knowledge Capacity building activities Environmental statistics Technical assistance with
conceptual roadmap other ministries

Behavioural Set of strategies and master Support to the
framework/ plans Support to implementation of the Law
performance fundraising strategy and SDNSS →
management/ ICP → change Implementation plan for the
Management Middle management management/Middle development of the NSS
training/ Leadership management Support to SDGs data
training/ Project training/Leadership coordination role
anagement training training/ Project
→ HR strategy management training
Politics and Behavioural framework Transparency Dissemination User satisfaction survey
power → HR strategy strategy, metadata strategy, Support to stakeholders
website, LOSQAF meeting WG
Talent management/ ICP → vision, core values Promotion of stats as
Non-financial incentives HR strategy → anagement tool of public
(training and education recommendation on affairs → Seminar for policy
Incentives opportunities, compensation and benefits makers
study visits, etc.) → HR Dissemination strategy → Support to the promotion of
strategy reputation and trust the law

3. Result
The private-public partnership model proves to be a good solution to
support the global statistical system in meeting the challenges of Agenda
2030. Technical assistance can successfully be supported through PPPs to
achieve sustainable results. The Laos experience has provided us with the
following findings on how support for capacity development can or should be
structured:
• Let the NSO take the ownership of their capacity development
initiative.
• Focus on the needs and priorities of the organisation as a whole.
• Engage stakeholders in the capacity development and change
management processes.
• Cultivate adequate political support and preserve autonomy.
• Establish an environment that is conducive to learning and change
from the outset.

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