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Good government data requires good statistics officials – but how motivated and competent are they?

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Good government data requires good statistics officials – but how motivated and competent are they?

Editor’s note: this blog was part of the LET'S TALK DATA event series. Watch the event recording here, or scroll down to play the video.

Government data is only as reliable as the statistics officials who produce it. Yet, surprisingly little is known about these officials themselves. For decades, they have diligently collected data on others –  such as households and firms – to generate official statistics, from poverty rates to inflation figures. Yet, data about statistics officials themselves is missing. How competent are they at analyzing statistical data? How motivated are they to excel in their roles? Do they uphold integrity when producing official statistics, even in the face of opposing career incentives or political pressures? And what can National Statistical Offices (NSOs) do to cultivate a workforce that is competent, motivated, and ethical?

We surveyed 13,300 statistics officials in 14 countries in Latin America and the Caribbean to find out. Five results stand out. For further insights, consult our Inter-American Development Bank (IDB) report, Making National Statistical Offices Work Better.

1. The competence and management of statistics officials shape the quality of statistical data

Our survey included a short exam assessing basic statistical competencies, such as descriptive statistics and probability. Statistical competence correlates with data quality: NSOs with higher exam scores among employees tend to achieve better results in the World Bank’s Statistical Performance Indicators (r = 0.36).

NSOs with better management practices also have better statistical performance. For instance, NSOs with more robust recruitment and selection processes have better statistical performance (r = 0.62).


Figure 1. Statistical Competence and Recruitment Quality (according to NSO employee survey) and the World Bank’s Statistical Performance Score.

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2. Far from all statistics officials are competent in statistics – better recruitment is one important fix.

Only 50% of statistics officials (NSO employees with statistical tasks in their jobs) answered at least half of the exam questions correctly. In two NSOs, this figure dropped below 40%.

Recruitment practices are a major factor. Only 34 percent of statistics officials had their statistical methodological skills and/or skills in programs for statistical analysis (e.g., R or STATA) assessed in their selection process. Vice versa, 27 percent indicate that they obtained their first NSO job at least in part thanks to support from friends, family, or politicians (rather than solely based on merit). Less meritocratic recruitment predicts less competent statistics officials in our data.

                                                 Figure 2. Statistical Competence Index, by NSO

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3. Many statistics officials are motivated to work hard, but not motivated to stay – better pay could remedy this.

In our survey, 78% of NSO employees indicate that they are motivated to work hard, but only 46% want to spend their whole career in the NSO. Compensation perceptions are a key predictor of retention in our data. Just 21% are satisfied with their salary, and only 24% deem their pay sufficient to support their households.


Compared to central government employees globally, NSO staff reported significantly lower levels of pay satisfaction. For example, in the Global Survey of Public Servants, roughly twice as many respondents expressed satisfaction with their salaries.

4. Some statistics officials face political pressure to modify statistical data for political objectives, though most prioritize integrity

When asked whether political pressure is perceived in their NSO to modify statistical data for political objectives, two-thirds disagree. A minority thus does appear to experience political pressure to modify statistical data. When presented with hypothetical ethics scenarios– in which statistics officials face career or family pressures to cut corners or manipulate statistical data – nine out of ten officials prefer an ethical course of action. Statistics officials can thus overwhelmingly spot conflicts of interest in statistical data production and express a preference for resolving those in favour of statistical integrity.

5. Data about statistics officials is crucial to improve National Statistical Offices – NSOs can replicate our survey to collect that data

Perhaps our most striking result is the sheer variation in quality of management, motivation and competence between NSOs and inside NSOs. For instance, our quality of leadership practices index varies between NSOs from 43 to 85 (0-100 scale) and, inside a single NSO, from 43 to 87 across different departments. 

                  Figure 3. Quality of Leadership Index, by Unit/Department inside each NSO

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In other words, inside a single NSO, some departments are led very effectively, while others are led very poorly. Such disparities underscore the need for internal diagnostics. Without employee survey data, NSOs lack the evidence necessary to identify and address such organizational shortcomings effectively.
 

To support these efforts, our web portal offers resources for NSOs to implement the employee survey. These include the survey questionnaire (in English and Spanish), sample diagnostic reports, and an instructional video to encourage employee participation. By replicating the survey and leveraging the insights gained, NSOs can strengthen their management practices and enhance statistical capacity effectively and at low cost.

Get in touch with us at joseam@iadb.org and c.schuster@ucl.ac.uk if you have any questions about the survey or how to implement it effectively.

Watch the LET'S TALK DATA event recording here:


José Antonio Mejía Guerra

Modernization of the State Lead Specialist, Inter-American Development Bank (IDB)

Christian Schuster

Professor in Public Management, University College London

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