Successful Employees: Partner: Partner: practices On-the-job Assess own competence and capacity Partnerships to avoid training produces for cooperation. duplication of the different visible results support to the country Adjust working methods to the local partners’ Fora where they setting Selecting lead donor with meet stakeholders statistical expertise improves Learn how to transfer knowledge in (e.g. journalists) new cultural settings. coordination among donors Managers: Be flexible to beneficiary needs Know and understand the Teach change structures in force in the Have a long term adviser working in management organisation that we are the partner organisation for a period of cooperating with Show a working one to two years, who can understand Provide legal advisory on how culture based on trust, that specific institution, and contribute to coordinate NSS and NSO acceptance of failure, to establish a solid basis for team work and shared NSS: cooperation responsibility Focus not only in production Provide technical and technological but also in use of statistics Allow them to innovations for the operation of official (involve national users) share their own point statistical agencies of view Identify decision makers at a NSO: very high level and ensure their Decision-makers: Have a to develop the “PR division” illustrate potential support for the project marketing of statistics and advocacy Cooperation: use of various data activities. sources for statistics Monitor how the cooperation Supporting mechanisms to promote a and their in policy itself is working. Establish a real and sustained consultation with making mechanism for evaluating with users Users: partners Establish mechanisms for work Distribute statistics planning and budget management Guide efforts by country through social media Cooperation: priorities, needs and integrated Fluent communication between into national policies and Regular and institutions. programmes sequential trainings implementation’s from NSO Clear definition of achievements and measurable targets. Provide basket funds Unsuccessful Employees: Partner: Cooperation: practices Relying too much Withdraw assistance once a new Continue working when trust on individuals, they system is in place. is missing can leave the Launching the project without proper Lacking accountability to organisation and the analysis of competence, capacity, coordinating structures at the knowledge is lost needs, commitment and ownership; international level baselines, and sustainability elements Letting low in the receiving institution motivated employees self-select into Designing projects without assessing absorption capacity of target training organisation Cooperation: Working on regional programmes assuming that all countries dispose of the same capabilities Ambiguity on communication channels
Successful practices Employees: On-the-job training produces visible results Fora where they meet stakeholders (e.g. journalists) Managers: Teach change management Show a working culture based on trust, acceptance of failure, team work and shared responsibility Allow them to share their own point of view Decision-makers: illustrate potential use of various data sources for statistics and their in policy making Users: Distribute statistics through social media Regular and sequential trainings from NSO Partner: Assess own competence and capacity for cooperation. Adjust working methods to the local setting Learn how to transfer knowledge in new cultural settings. Be flexible to beneficiary needs Have a long term adviser working in the partner organisation for a period of one to two years, who can understand that specific institution, and contribute to establish a solid basis for cooperation Provide technical and technological innovations for the operation of official statistical agencies NSO: Have a “PR division” to develop the marketing of statistics and advocacy activities. Supporting mechanisms to promote a real and sustained consultation with users Establish mechanisms for work planning and budget management Cooperation: Fluent communication between institutions. Clear definition of achievements and measurable targets. Provide basket funds Partner: Partnerships to avoid duplication of the different partners’ support to the country Selecting lead donor with statistical expertise improves coordination among donors Know and understand the structures in force in the organisation that we are cooperating with Provide legal advisory on how to coordinate NSS and NSO NSS: Focus not only in production but also in use of statistics (involve national users) Identify decision makers at a very high level and ensure their support for the project Cooperation: Monitor how the cooperation itself is working. Establish a mechanism for evaluating with partners Guide efforts by country priorities, needs and integrated into national policies and implementation’s programmes Unsuccessful practices Employees: Relying too much on individuals, they can leave the organisation and the knowledge is lost Letting low motivated employees self-select into training Partner: Withdraw assistance once a new system is in place. Launching the project without proper analysis of competence, capacity, needs, commitment and ownership; baselines, and sustainability elements in the receiving institution Designing projects without assessing absorption capacity of target organisation Cooperation: Working on regional programmes assuming that all countries dispose of the same capabilities Ambiguity on communication channels Cooperation: Continue working when trust is missing Lacking accountability to coordinating structures at the international level