ROMANIA
Reimbursable Advisory Services Agreement on
Romania Capacity Building for Statistics (P167217)
OUTPUT NO. 9 b
Report on advisory services provided to Recipient on the Recommendations to
the Recipient in the preparation of a Draft National Strategy for the
Development of Statistics (NSDS) for 2021-2027 (to be understood as Strategy
for the Development of the National Statistical System – SDNSS)
June 2021
Revised version September 2021
Project co-financed from European Social Fund through Operational Programme for
Administrative Capacity 2014-2020
Disclaimer
This report is a product of the International Bank for Reconstruction and Development/ the World Bank. The
findings, interpretation, and conclusions expressed in this paper do not necessarily reflect the views of the
Executive Directors of the World Bank or the governments they represent. The World Bank does not
guarantee the accuracy of the data included in this work.
This report does not necessarily represent the position of the European Union or the Romanian Government.
Copyright Statement
The material in this publication is copyrighted. Copying and/or transmitting portions of this work without
permission may be a violation of applicable laws.
For permission to photocopy or reprint any part of this work, please send a request with the complete
information to either: (i) the Romanian National Institute of Statistics (No.16 Libertatii Bvd., District 5,
Bucharest, Romania); or (ii) the World Bank Group Romania (31, Vasile Lascăr Street, 6th floor, Bucharest,
Romania).
Acknowledgments
The report was done in close collaboration with the National Institute of Statistics which is the main
beneficiary of this work. The authors would like to thank colleagues at the National Institute of Statistics:
Silvia Pisică, Lavinia Bălteanu, Gabriela Popa, Gabriela Ionescu, Gabriela Mihalcea, Raluca Drăgoescu,
Laurențiu Gavrilă, Florica Cîrstea, Bogdan Oancea, Maria Rădulescu Daniela Ștefănescu, Florentina
Gheorghe, Nina Alexevici, Mihaela Iordache, Mădălina Neacșu, Virginia Balea, Lucia Sinigaglia, Romi
Mihăescu, Anda Finți, Cătălin Raiu, Bogdan Pătârlăgeanu, Radu Mugur Oprea, Simion Artur Emilian,
Carmen Romaniuc, Liliana Pintilia, Daniel Vîrdol, Brebuleț Mariana, Marius Ajorca, Andoria Ioniță,
Andreea Cambir, for their involvement, tremendous support and feedback throughout the process.
This report was prepared and written by Mihai Vîlnoiu, Costel Todor, Dragoș Dinu, Ana Maria Manuela
Moț, Juderica Dias, Carlo Vaccari as part of a World Bank’s Reimbursable Advisory Services activity
coordinated by Mustafa Dinc, Cătălin Păuna and Michael Wild and reviewed by Clarence Tsimpo Nkengne,
Senior Economist and Thomas Danielewitz, Senior Economist, Statistician from the World Bank.
This report has been delivered in June 2021 and the revised version in September 2021 under the
Reimbursable Advisory Services Agreement on Romania Capacity Building for Statistics (P167217) signed
between the Romanian National Institute of Statistics and the International Bank for Reconstruction and
Development on September 17, 2019. It corresponds to Output 9 b under the above-mentioned agreement.
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Contents
List of acronyms ................................................................................................................................ 4
List of boxes ...................................................................................................................................... 5
List of tables ...................................................................................................................................... 5
1. Executive summary ......................................................................................................... 6
2. Introduction .................................................................................................................... 8
3. Context and scope of a new SDNSS ................................................................................. 8
4. The development of the SDNSS 2021-2027 .................................................................... 11
5. Conclusion and recommendations ................................................................................ 15
6. Annexes ......................................................................................................................... 18
Annex 1: The SDNSS 2021-2027 ............................................................................................... 18
Annex 2: The SWOT Analysis.................................................................................................... 28
Annex 3: Statistical products....................................................................................................... 32
Annex 4: Assessment of the INS statistics capacity ................................................................... 33
Annex 5: Questionnaire for Assessment of Statistical Capacity of NSO ................................... 34
Annex 6: Results of questionnaires used..................................................................................... 35
Annex 7: Working group meetings ............................................................................................. 36
Annex 8: Multiannual National Statistical Programe 2021-2024 ............................................... 38
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List of acronyms
ARDA Regional Association for Entrepreneurial Development
CAPI Computer-assisted personal interviewing
CAWI Computer-assisted web interviewing
CDPS Strategic Planning Steering Committee
COMSTAT Committee of National Statistical System
CPA Products classification by field of activity
CSN National Statistical Council
DTSs Territorial Statistical Offices
ESS European Statistical System
EU European Union
GAC General Agricultural Census
GAMSO Generic Activity Model for Statistical Organizations
GFSM Government Finance Statistics Manual
GDPR General Data Protection Regulation
GSBPM Generic Statistical Business Process Model
GSG General Secretariat of Government
GSIM Generic Statistical Information Model
ICT Information and Communication Technologies
INS National Institute of Statistics
NSO National Statistical Office
PHC Population and Housing Census
PPU Public Policy Unit
PSNA Annual National Statistical Program
PSNM Multiannual National Statistical Program
RAS Reimbursable Advisory Services
NSDS National Strategy for the Development of Statistics
NSS National Statistical System
SDNSS Strategy for the Development of the National Statistical System
TASC Tool for Assessing Statistical Capacity
UNECE United Nations Economic Commission for Europe
WB World Bank
WG Working Group
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List of boxes
Box 1 - NSDS - What and Why? .................................................................................................... 10
Box 2 - NSS Definition ................................................................................................................... 10
Box 3 - The INS TASC score.......................................................................................................... 14
Box 4 - Sample Information Sheet for Proposed Performance Indicators ...................................... 14
Box 5 - Essential Steps for the NSDS ............................................................................................. 17
List of tables
Table 1 - Implementation mechanism ............................................................................................. 14
Table 2 - SDNSS Logical framework: Strategic, Specific objectives and Measures ..................... 17
Table 3 - Key Performance Indicators ............................................................................................ 22
Table 4 - Estimated funding sources ............................................................................................... 24
Table 5 - EU source of funding budget for SDNSS implementation .............................................. 25
Table 6 - Budget by Strategic objectives including the recurrent activities for 7-year period ....... 26
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1. Executive summary
The Strategy for the Development of the National Statistical System during the period 2021-2027 (SDNSS)
is the third series of programmatic documents pertaining to official statistics to be prepared after Romania
joined the European Union in 2007, and it overlaps with the European programming cycle 2021-2027.
The new Strategy continues the unfinished initiatives of the previous strategy up to the end of 2020 and is
based on several analysis performed in 2020: the functional analysis, the evaluation of the previous strategy,
the SWOT analysis and the evaluation of the statistical capacity of the National Statistical System (NSS).
The preparation of the SDNSS followed a participative approach applied largely at level of the INS, but less
with other stakeholders of the NSS.
This report presents the approach for the preparation of the SDNSS, respectively the context and scope of
the new SDNSS; the process; the structure and the components of the strategic document; conclusions and
recommendations for the INS and the NSS stakeholders regarding the upcoming actions and ways to improve
the process and content; and a brief on the content of the strategy. The SDNSS 2021-2027 is annexed to this
report.
The NSS envisions a stronger integration of the internationally harmonized concepts, a robust methodology
and activities which are quality driven, while responding to the needs of data users in a world of digital
transformation and ready to contribute to the statistical culture of citizens and institutions.
In fulfilling this vision, the NSS will upgrade and adapt the statistical processes and dissemination tools and
intensify inter-institutional dialogue, both within the National Statistical Council and the Committee of
National Statistical System, to promote the statistical priorities for the 2021-2027 period, namely:
• The development of the capacity to provide the necessary statistical data to substantiate, monitor and
evaluate national policies and to implement European Union regulations, in line with the national
statistical programs and those of the European Statistical System (ESS).
• Intensifying the collaboration within the ESS, further enhancing the exchange of knowledge,
experience and methodologies, as well as through the exchange of tools, data, services and resources,
whenever the case.
• Upgrading the production capacity of the NSS through the standardization (GSBPM/GAMSO)
of methods, information technology and processes and implementing the overall quality of
management.
• The institutional modernization of the NSS by updating the law of statistics, defining the role and
status of the statistician, strengthening the role of the INS as coordinator pertaining to the optimal
functioning of the NSS, ensuring the sustainability of the human, material and financial resources so
as to be able to meet the growing demands of the statistical data users with quality statistical
information.
• Making the INS the nodal center for the integration of the administrative data sources in the statistical
process.
The priorities of the NSS are to be seen in a dynamic environment context where:
a. official statistics become increasingly important by undertaking obligations and responsibilities
aimed at measuring the impact of the major challenges facing society and economy and by supporting
the efforts of those responsible for making adequate decisions based on knowledge and the
availability of statistical data
b. it will be intrinsically involved in research, with its components of development and innovation,
associated with the society needs to measure competitiveness, the interaction between economic,
social and environmental development, social cohesion, the distribution of material and human
resources, and the effects of policies in all areas
c. it could exploit new data sources which provide a tremendous opportunity to improve the timeliness
and relevance of official statistics, as well as to reduce the response burden; and
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d. having to operate within the budget constraints of the public sector.
In accomplishing the NSS vision, the SDNSS defines five (5) strategic objectives supported in
implementation by twelv (12) specific objectives. The five strategic objectives are:
• Enhancing the promotion of statistical culture and statistical products and services. This will
be implemented through enhancing and diversifying statistical communication; improving
dissemination of statistical information and user access to statistical data and metadata; and
promoting a statistical culture with an aim to achieve a 95% rate of user confidence in official
statistics.
• Strengthening the National Statistical System. This will be implemented in order to consolidate
the statistical production through a better organizing and streamlining statistical production by
statistical domains within INS and also within other producers of official statistics and with the aim
to achieve an improved (e.g. 50%) degree of consolidation of statistics production at SSN level. .
• Modernizing the statistical products and services. This will be implemented through innovation
in the statistical production process; improving methods of obtaining statistical products and services
(including administrative sources); improving the quality of official statistics and standardizing
statistical processes; with the aim to achieve a maturity level 4 of GSBPM implementation of the IT
applications (from current level 1).
• Developing the IT systems and services. This will be implemented through the adoption of modern
programming languages and the standardization of IT processes; migrating the existing applications
to the cloud; and optimizing performance managementt with the aim to achieve a score/status of 3
(two-way communication) for the sophistication of electronic services of INS (from current
score/status of 2 - one-way communication).
• Improving the institutional framework and administrative capacity. This aim to improve the
public governance of the INS and SSN and will be implemented by developing administrative
capacity of the INS in order to support the modernization of statistical products and services and by
optimizing performance management with the aim of 93% achievement of the Multiannual National
Statistical Programme (PSNM).
In considering the entire effort to operationalize the strategy, by also including the recurrent costs of activities
of for a 7-year period, the total amount necessary is RON 1844.18 million (around 370 million Euro). From
European funds, the estimated budget for the implementation of initiatives of the SDNSS is RON 57 million
(around 11.4 million Euro) considered into the envelope mentioned above.
The monitoring and evaluation of the Strategy and reporting on the progress with SDNSS implementation
will be the responsibility of the INS and the General Secretariat of Government, the coordinator of strategies
at national level.
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2. Introduction
This report was prepared as part of the Reimbursable Advisory Services (RAS) Agreement on Romania
Capacity Building for Statistics (P167217) implemented by the National Institute of Statistics (INS) with
support from the World Bank in the drafting of the Strategy for the Development of the National Statistical
System (SDNSS) for 2021-2027.
This report has been prepared drawing on information from previous reports developed under the RAS,
including Output 9a - Recommendations to the Recipient in the preparation of a roadmap detailing upcoming
actions to implement the SDNSS 2015-2020 by 2020, Output 4.1a - Functional review and report on the
reorganization of the NIS and DTSs (notes and recommendations for institutional improvement), information
received from the INS, feedback from the INS management and experts, comparisons with international best
practice and strategic documents of leading organizations active in the field of statistics, such as the SDNSS
Guidelines and the Eurostat Strategic Plan for 2020-2024.
The process of SDNSS preparation took place over a period of nine months, during July 2020-June 2021.
During this time the Bank team provided guidance and recommendations to INS to develop the draft SDNSS
2021-2027 based on best practices. The team also conducted over twenty (20) workshops and meetings with
relevant INS staff and management to discuss options and provide examples to identify the strategic
objectives, to setpriorities and directions, and to provide guidance for the preparation of a draft action plan
for implementing the SDNSS.
According to the terms of reference derived from the RAS agreement, the World Bank support to the INS
for the SDNSS was twofold: one for conducting an analysis on the implementation status of the SDNSS
2015-2020 and, second for the elaboration of the SDNSS for 2021-2027. Regarding SDNSS 2015-2020, the
Bank team supported the assessment of the status of implementation of the Strategy and provided inputs for
the development of a draft road map concerning the remaining actions to be further implemented. The
conclusions of the assessment and road map have been used as input for drafting the SDNSS 2021-2027.
3. Context and scope of a new SDNSS
The concept of a Strategy for the Development of the National Statistical System (SDNSS) was used by the
Romanian Government and by the INS after the accession of Romania to the European Union (EU) in 2007.
Since Romania became an EU member state, two strategies were developed and implemented, for the periods
2008-2013 and 2015-2020, respectively. The preparation of these strategies endowed the INS with the
experience to prepare a more sophisticated strategy for the NSS for the third time. As the statistical
environment evolves, institutions have had to adapt to new opportunities and challenges, and these required
a new vision and strategic approach.
The implementation of the SDNSS 2015-2020 has concluded and a new Strategy was needed for the period
2021-2027. By the end of June 2020, the progress achieved by the 2015-2020 Strategy was at 66.1%, with
the completion of 81 activities out of the 171 proposed activities. The review of the activities proposed under
the different strategic objectives of the 2015-2020 Strategy shows that significant work was undertaken, and
many activities had been brought forward. Some of the strategic objectives and actions did not reached the
planned maturity and a few did not take off the ground. The reasons for these were:
- Lack of financial resources – this applied to the components envisaged in the fields of IT,
communication, and dissemination which were not launched due to a lack of funding.
- Lack of human resources – this explained lower progress than planned for some activities in various
fields.
- Difficulties in cooperation with other ministries and public institutions – this applied to the access
and utilization of administrative data for statistical purposes, not least in social statistics.
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Based on the assessment of the 2015-2020 Strategy, several specific strategic objectives and activities were
transferred to the new Strategy for 2021-2027. These include objectives and activities where progress was
limited or which were not launched due to the lack of resources, such as several important ones in the fields
of IC&T, communication and dissemination, as well as those related to increasing cooperation with public
institutions, in particular on the utilization of administrative data and the development of administrative
registers and information systems. These have been reassessed and reformulated in light of changes in
technologies, statistical policies, and prioritization in the new Strategy for 2021-2027.
The transformation of the Romanian society has followed global and European trends and statistics have
been reconfirmed as a major tool to be used in answering the emerging challenges and opportunities and for
supporting the development process. The SDNSS has been prepared in the context of a new European
Commission driving institutional reforms and the agenda for the 2021-2027 period with direct effect on the
EU and national public policies; the coordination and correlation with the Global Sustainable Development
Goals set by the Agenda 2030; a new parliament and government in place with a new list of public policies
envisaged for the upcoming period 2021-2024; and the COVID-19 pandemic which impacted Europe and
the country during 2020-2021 and led to the EU-wide economic and policy response of the Recovery and
Resilience Plan.
These developments have had a direct effect towards reconsidering the role of statistics and represent anchors
for the new SDNSS, requiring constant attention to observing statistics principles; providing appropriate
answers to the increased demand for data; identifying initiatives for alternative solutions for data collection
by using CAWI and CAPI methods in statistics production; focus on administrative data and use of it
enhanced due to complex surveys and censuses under preparation or implementation, alongside the use of
computerized methods of data collection these reshaped the perspective of future statistics; the use of
technologies and skills were reconsidered; flexibility on implementing the day to day activities by remote
activity and teleworking.
In this context, the development of the SDNSS has been driven by a clear scope and vision, and the INS has
taken up a leadership role in a process which will benefit all stakeholders of the NSS. The approach will
consolidate the position of the INS as the coordinator for official statistics production in Romania.
Nevertheless, the benefits and advantages of designing and implementing the SDNSS are evident for the
entire Romanian society and economy, not only for the NSS stakeholders or the INS, through:
- the promotion of statistics as a key tool in supporting 2030 Romania’s development agenda 1,
modernization of statistics being one of the priorities of this agenda.
- mobilizing all relevant stakeholders around the promotion of a performing NSS, emphasizing the
importance of demand-oriented data and promoting the users as major partners of the NSS.
- consolidating all of the official statistical system, coordinating and harmonizing activities under a
common implementation process.
- responding to the needs of different categories of users in terms of analysis of data and dissemination
and making users supportive of the development of the statistical system.
The scope of the SDNSS is to prepare and guide statistical capacity building programs, focusing on the
development and improvement of official statistics and their use for evidence-based decision making at all
levels of the society and economy. By that, a focus on content and on the preparation, process is critical to
ensure achieving the end-results targeted in the SDNSS (see Box 1 - NSDS - What and Why? Source: NSDS
Guidelines, April 2018; PARIS21.ORG).
1
Romania’s National Sustainable Development Strategy 2030, adopted by the Romanian Government on 9 November
2018 through Government Decision 877/2018
9
Box 1 - NSDS - What and Why?
The NSDS is a national framework, process and product for statistics development aimed at mainstreaming
statistics into national policy and planning process; producing information responding to the needs of the
various users; mainstreaming sectors and other players into the National Statistics System (NSS);
coordinating the entire NSS; responding to data challenges; delivering a country-led data revolution; and
building statistical capacity across the “statistical value chain”.
The process of elaborating and implementing an NSDS is consultative and inclusive; it should involve all the
major actors from the NSS: producers and users of statistics, decision makers, technical and financial
partners, civil society, private sector, universities, etc..
Countries need to have an overall vision of the development of their national statistical system which will
include the national, regional, and international needs; address the data requirements of the national
development plan thus becoming a part of the national development process and poverty reduction policy;
identify the priority statistical development programs rationalizing thus the conduct of statistical activities
and allocation of funds; serve as a framework for international and bilateral assistance; include all parts of
the data production units and address issues related to the analysis and use of data; follow the international
standards including quality; and build on all past and existing activities and experiences.
The SDNSS should be drafted from the perspective of the NSS (see Box 2 - NSS Definition Source: NSDS
Guidelines, April 2018; PARIS21.ORG). However, the process did not actively involve all the stakeholders.
Box 2 - NSS Definition
According to the OECD, the National Statistical System (NSS) is the ensemble of statistical organizations and
units within a country that jointly collect, process and disseminate official statistics on behalf of the national
government. One might also include any statistics produced using public money for or on behalf of the national
government.
The recommendations provided by the World Bank during the preparation of the SDNSS have been focused
on process, on the methodological framework for the components, and on the content of the Strategy (see the
structure presented in the following sections). A participative approach, to include all stakeholders of the
NSS with potential contributions to the SDNSS components, was recommended, but only partly
accomplished. The COVID19 pandemic context restricted direct collaboration and meetings among NSS
stakeholders. To compensate the draft SDNSS will follow a process of broad consultation and publicity under
the mandatory actions of endorsement by ministries and agencies and approval by the government.
The success of the preparation and implementation of the SDNSS would be claimed only if stakeholders
validate the content, its results and targets, and if implementation does not deviate from the plan. This in turn
will require the integration of the various elements of the NSS to respond to the needs of the users and to
mobilize government funds, and, as a complement, to receive support from the participating partners.
Nevertheless, the SDNSS implementation will require constant and continuous dialogue with the main
categories of data users (government, private sector, civil society) in order to respond to their needs together
with strong political support and an explicit recognition of the role of statistics in the development of the
society, confirmed by its nomination as a priority in the national development strategic documents approved
by the government.
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4. The development of the SDNSS 2021-2027
The preparation of the SDNSS has been and is a continuous effort of the INS and involvement of
representatives of the NSS stakeholders aimed at providing a coherent vision about the future of Romanian
statistics, a list of priorities and the means to achieve the results of the objectives set, the responsibilities of
the implementing agencies and the resources envisaged for next seven-year period. The SDNSS seeks also
to facilitate a high-level dialogue on the importance of improved priority-setting and strengthened planning,
budgeting, and policy monitoring processes in the statistics.
The process of SDNSS development has envisaged a collaborative and participative approach coordinated
by the INS project team and Strategic Planning Steering Committee, with support and recommendations from
the World Bank experts. The INS established the working groups and the timetable for the SDNSS
development based on the strategic planning methodology proposed, and approved the application of the
suggested tools. The INS working groups supported by the World Bank experts conducted the analysis of
the external and internal environment and the statistical capacity assessment of the INS based on the proposed
tools and concluded a SWOT analysis. Moreover, each working group has developed the strategic objectives,
the specific objectives, the means for implementation (measures) and their performance indicators. An
estimation of the required funds for the SDNSS implementation was prepared based on the information
received from the INS. In the end all the outputs from the working groups were assembled into the SDNSS
structure. The description of the SDNSS preparation process, its phases and structure are presented in the
folowing subsections.
4.1. The process of SDNSS elaboration
To conduct the process and prepare the components of the SDNSS, the INS teams and the World Bank
experts jointly agreed on the approach, taking into account the requirements of the strategic documents
developed under the Romanian legal and administrative framework, combining them with the experience on
strategic planning, with GAMSO and other tools and best practices from the international organizations in
the field of statistics. By that, The SDNSS elaboration adhered to a strategic planning process with a set of
principles:
• Transparency: enhances transparency by publicly identifying the planned and actual results and
expenditures.
• Accountability: strengthens accountability by making Ministers accountable for an explicit set of
results within a defined budget allocation over a specified time period.
• Alignment: aligns policy and financial planning by harmonizing their respective methodologies and
planning calendars.
• Priority-driven: supports the strategic allocation of resources by identifying the policy priorities and
objectives underpinning each institution's budget request.
• Evidence-based: furthers evidence-based decision making by incorporating measurable indicators
and targets as core elements of policy and financial planning.
• Performance-oriented: reinforces a performance orientation by establishing and monitoring the
achievement of multi-year performance targets.
• Focus on implementation: emphasize the importance of developing and monitoring an operational
plan and adopting remedial measures when problems arise.
The launch of the SDNSS preparation process included a series of preparatory activities, namely:
a) The establishment of the Strategic Planning Steering Committee (CDPS) - consisting of the general
directors and directors of the INS and the directors of several Territorial Statistical Offices (DTSs).
The responsibilities of the Strategic Planning Steering Committee were the following:
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• Nominating the Working Groups based on topics/areas of interest.
• Supervising the process, updating and implementation of the SDSSN and of the multiannual
national statistical program (PSNM) and the annual national statistical program (PSNA),
according to the methodology applied for the central administration, under the coordination
of the General Secretariat of Government (GSG);
• Coordinating the activities of the Working Groups.
• Proposing for consultation and approval by COMSTAT and DTSs of the proposal for the
Government Decision (GD) approving the final version of the SDSSN; and
• Preparing the annual activity plan for the implementation of the PSNM.
b) The nomination of the Working Groups (WG) on topics/ areas of interest – they have been set up at
the level of the NSS, and comprise specialized staff of the INS and representatives of the institutions
within the NSS with specific competencies in the key fields of statistics. The Chair of the Working
Group on topics/areas of interest was appointed from among the members of the Steering Committee.
The following seven working groups were set up to cover the major directions of action in the field
and have developed the components of the SDNSS:
#1WG - Promoting statistical culture (value-added services for users of statistics)
#2WG - Statistical processes (process efficiency and professionalism)
#3WG - Data sources and innovative methods (new data sources and development of
econometric models and estimation methods)
#4WG - IT and statistical infrastructure
#5WG - Quality and confidentiality (quality standards and data confidentiality rules)
#6WG - Statistical cooperation (the relationship with other producers of statistics and at the
international level)
#7WG - Improving the institutional framework and administrative capacity
c) Validating the methodology and tools chosen to be used during the phases of SDNSS formulation
and development of components:
• Strategic planning methodology2
• Tool for Assessing Statistical Capacity (TASC) 3
• UNECE Assessment Guidance Questionnaire for the National Statistical Offices and
Questionnaire for Agencies and Line Ministries
d) Setting the calendar of SDNSS elaboration and validation:
• Development period (July 2020 - February 2021)
• Final review and validation of the Strategy (February – May 2021).
The members of the COMSTAT received an assessment Questionnaire for Agencies and Line Ministries
from the World Bank experts, and they answered to the questionnaire and sent it back.
The process for the SDNSS development was validated and implemented by the INS with support from
World Bank experts, for the seven working groups, through a series of 23 meetings conducted between July
– December 2020 (see Annex 7. Working Groups meetings).
2
https://nsdsguidelinesnsds.paris21.org/
3 https://www2.census.gov/software/tasc/tasc-manual.pdf; The Tool for Assessing Statistical Capacity (TASC) was developed by
the U.S. Census Bureau to assess the statistical capacity of National Statistical Offices (NSOs) to conduct censuses and household-
based surveys.
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4.2. The structure of the SDNSS
The SDNSS is aligned, from the perspective of its structure, with the current requirements regarding the
strategic documents adopted by the Romanian Government. The content of the SDNSS is anchored in the
high level strategies at European and international level (The Strategic Plan 2020-2024 of the Eurostat 4; The
Single Market Programme, The European Union Data Strategy 5), and national level (The Government
Program 2020-2024 of the Government of Romania), and comprises information from the analysis of the
external and internal environment, the functional assessments of the NSS and INS, continuing initiatives
from the previous strategy, alongside indicators, implementation mechanisms, and the monitoring and
evaluation process.
The SDNSS structure follows the 2021 Government 6 recommendations regarding the structure of the sectoral
strategies, respectively:
a. Introduction
b. Vision
c. Existing priorities, policies and legal framework
d. Defining problems
e. General and specific objectives
f. Expected results
g. Indicators
h. Monitoring and evaluation procedures
i. Responsible institutions and implementation mechanism
j. Budgetary implications and sources of funding
k. Implications on the legal framework
The components of the SDNSS were formulated by the INS working groups in a collaborative and validated
approach following the preliminary statements prepared by each working group. A summary of the main
components is presented below:
Vision - the desired future character and impact of the institution towards which the strategy is directed
over the long and medium term was formulated in correlation with the EUROSTAT considerations from
its Strategic Plan.
Existing priorities, policies and legal framework and Defining problems - were extracted from
assesment of the environment (external and internal) and the information collected after applying the
approved tools and concluded the SWOT analysis (see Annex 2).
The assesments provided information about factors and trends in the socio-economic and geo-political,
technological, legislative environments (using the PESTLE analysis), and on the organizational factors
and capabilities - key organizational enablers (human resources, management and accountability
systems, technological support, organizational structure, and work culture), which may positively or
negatively affect the NSS capacity to realize the statistical products according to the annual national
statistical programs and to achieve its vision and strategic objectives.
Preliminary to the assessments, the INS applied the UNECE Assessment Guidance Questionnaire for the
National Statistical Offices, the Questionnaire for Agencies and Line ministries (Annex 6) and the Tool
for Assessing Statistical Capacity (TASC) (see Annex 5), at the individual and group level, which
provided a quantitative score of the overall capacity of the INS Box 3, as well as a breakdown of the
areas of strength and weakness regarding statistical capacity (see Annex 2).
4 https://ec.europa.eu/info/publications/strategic-plan-2020-2024-eurostat_ro
5 https://ec.europa.eu/info/strategy/priorities-2019-2024/europe-fit-digital-age/european-data-strategy_en
6 http://sgg.gov.ro/1/wp-content/uploads/2020/08/HG-referitor-aprobare-metodolgie-strategii-guvernamentale.pdf
13
Box 3 - The INS TASC score
Group Individual
Institutional Capacity Other Modules Institutional Capacity Other Modules
INS TASC Score 72% 41% 76% 64%
Having the result of the assessment of the environment and the SWOT analysis, the INS, with support
from the Bank team, agreed to develop a list of initiatives based on the strengths and opportunities
identified in order to address the weaknesses and alleviate the threats. Those initiatives have been
transformed into measures in the SDNSS 2021-2027. The results of questionnaires are available in the
archive provided electronically as part of Annex 6.
Strategic Objectives - clear statements of high-level, policy outcomes which support the realization of
the institution's vision and can be feasibly achieved within the lifetime of the SDNSS (2021-2027) were
defined by the INS working groups with the support from the World Bank team in six working groups
meetings. The strategic objectives are stable during the programming period and are SMART (specific,
measurable, realistic, achievable and time bound), and the results of the strategic objectives are measured
by impact indicators.
Specific objectives - clear statements of policy outcomes which support the realization of the strategic
objectives during the programing period of the SDNSS (2021-2027), were defined by the INS working
groups with the support from the World Bank team in six working groups meetings. The results of the
specific objectives are measured by outcome indicators.
Measures (means for implementaton) - a group of related activities and/or projects contributing to the
achievement of a program specific objectives, were defined by the INS working groups with the support
from the World Bank team in twelve working groups meetings. The results from the measures were
expressed through output indicators - the quantity of products or services - outputs - produced by the
institution within a specified time period by performing a set of related activities. The outputs are directly
linked with the resources to be consumed and drive the budget preparation.
Programs - a group of policies (specific objectives) with their associated measures. The Program is
specifically designed to finance necessary actions and activities of the responsible institution to support
the implementation of the strategy. The Programs were defined by the INS working groups with the
support from the World Bank team in two working groups meetings.
Performance Monitoring System - the impact, outcome and output indicators have been developed
during October - December 2020 in twelve working groups meetings by the INS working groups with
the support from the World Bank team. A sample information sheet for proposed performance indicators
was prepared and used by the working groups (see Box4). The process of developing high-quality set of
indicators can take considerable effort and time and the responsible institutions for implementation will
adjust the indicators and targets for a period of few years to consolidate the monitoring system.
Box 4 - Sample Information Sheet for Proposed Performance Indicators
Performance Indicator Description Performance Targets
• indicator title • historical trends (3 previous years)
• indicator type • comparative trends (other EU members)
• strategic/program objective it supports • explanation for significant variation
• data source • baseline for previous/current year
• collection method • targets (4-7 years)
• collection/reporting frequency • rationale for targets
14
Reporting against the impact, outcome, and output indicators implies how the monitoring of the SDNSS
will be carried out, the frequency of reporting, who will be responsible for the SDNSS monitoring and
reporting and when an update or revision of the SDNSS will be conducted. Reporting could be
accommodated through a database application the way line ministries proceed with the Institutional
Strategic Plans.
Budget – the cost of the outputs developed under the strategy framework determines the volume of
resources. The activities of the SDNSS can be financed from national resources (or internal - state budget)
or from external sources (EU funds, grants). Access to EU funds (by the INS) requires a combination of
the use of both internal and external (EU) sources. A common practice is to finance operational costs
with national resources, while external funding could be used and justified in the case of additional
investments (e.g. development of new tools, training and improvement of human resources, infrastructure
development). The estimated budget for the Strategy has been prepared by the INS with support from
the World Bank team.
In the period August-December 2020 the World Bank team supported the seven working groups to develop
the SWOT analysis, the strategic objectives, the specific objectives, the measures and their performance
indicators and the estimated budget for the new SDNSS 2021-2027.
In the period December 2020 - February 2021 the INS, with support from the World Bank team, drafted the
first version of the SDNSS 2021-2027 based on the outputs from the working groups and considering the
GSG 2020 Methodology for drafting the Sectoral Strategies.
4.3. Operationalization of the SDNSS – The Multiannual National Statistical Programme
The transposing of strategic objectives into specific actions and resources allocation is concluded as the
operationalization of the Strategy for the Development of the National Statistical System 2021-2027
(SDNSS). By that, the Multiannual National Statistical Program (PSNM) has been developed as a strategic
planning tool, on medium term period (4 years).
The PSNM details the necessary actions to accomplish important progress of the specific objectives and
correspondingly on the strategic objectives of the SDNSS 2021-2027. The actions are developed at level of
each measure and by each statistical domain (where necessary). In setting the priorities of the statistical
program for the period 2021-2024, cross-cutting issues have been considered, which are of strategic
importance for the evolution of official statistics. The PSNM is completing this report and is presented in
Annex 8).
Through PSNM actions, the INS consolidate its position of coordinator of the NSS and ensure the
development of the statistical production capacity and strengthen the structure and functionality of the NSS.
5. Conclusion and recommendations
The SDNSS has been prepared in around nine months and, by the time of this report, the process itself took
aproximatively twelve months, including the preparatory stages but it referrs only to INS. The draft SDNSS
is presented in Annex 1. As the final version of the Strategy is the one to be submited for the approval of the
Romanian Government, the INS has the option and posibility to reconsider parts of document and, folowing
the practice in place, to generate aditional iterations.
The drafting of the Strategy has required involvement and effort from a large number of specialists and
experts. Overall, the preparation of the Strategy can be considered a succes. However, as always, room exists
for improvements both on process and content. Thus, the folowings suggestions could be considered and
applied by the INS and the NSS stakeholders:
15
• The INS has to take the lead in preparing and implementing the Strategy and the stakeholders of the
NSS have to be involved in the process. It is important that for future exercises for drafting strategic
documents, the INS play a leadership role in the process, while acknowledging the roles of the other
institution of the NSS – as the methodological leader, respectively the main stakeholders of the
system. This will generate better coordination between stakeholders and within the INS in setting the
objectives and the initiatives/actions supporting the achievement of results.
• There is a need for clarity in the strategic planning system applied by the INS and the structure of
the strategic documents. Even if the practice established at the INS level indicates a sequence of
subsequent strategic documents (Strategy – PSNM – PSNA), there should be a clear alignment with
best practices and norms for developing them.
• The methods used for the strategic planning process have to be aligned with the importance and
complexity of the system. The INS could consider a methodology for the preparation of strategies
(process and content) adapted for the specifics of statistics. One approach is to use the SDNSS
Guidelines, customize them for local conditions, and apply them to the entire process. As the NSS is
the backbone of the society and contributes to its development through statistics, a methodology
applied for the sectoral strategies may not respond best to the NSS characteristics.
• Stakeholders and mainly the INS, as potential leader, need appropriate capacities for strategic
planning. This is important not only for the planning process, but also for implementation and later
for the revision of the strategies to establish a repository know-how structure with staff and tools,
training, and practices on strategic planning. The strategic planning process benefited from the direct
involvement of the Public Policy Unit (PPU), which acted as a technical secretariat. However,
building capacity is important and needed for all divisions of the INS, as the exercise of preparing
the strategy takes place once every seven years.
• It is recommended to observe the practice of other NSOs and initiate collaborations for improving
the strategy or to consider preparing a regional strategy on statistics, for example with bordering
countries – Hungary, Bulgaria, Serbia, Republic of Moldova.
• Meetings with other stakeholders were not held due to the COVID-19 pandemic. Instead, alternate
means of correspondence, calls and virtual meetings were used to prepare the content. While not an
ideal substitute for developing a strategy, such virtual consultations allow for Government approval.
We strongly recommend that before the government approval, the INS discuss the draft strategy with
NSS stakeholders.
• It is recommended that a revision of the strategy be considered at half-way through the programming
period as the external and internal environments are dynamic and the strategy needs to respond to
changing circumstances. In the past, strategies were considered as statements/plans without the
possibility of being changed.
The success of the SDNSS implementation resides in five esentials steps, as defined by the SDNSS
Guidelines and should be well understood and folowed by all stakholderes of the NSS. (See Box 5 – Essential
steps for the NSDS, Source: NSDS Guidelines, April 2018; PARIS21.ORG).
The current collaboration between INS and WB concluded, alongside of other activities, the strategy
elaboration. Also, during process was demonstrated the need for capacity building in areas covered within
the RAS and for future process of strategy implementation: buy-in process, human resources training and
hands on technical assistance, tools development for strategy planning for implementation, resources
allocation and requests for financing from different national or international organizations, monitoring and
evaluation process and tolls, promoting and disemination of results achieved, collaboration at national and
international level in partnerships or for spillovers.
16
Box 5 - Essential Steps for the NSDS
Managing - which implies both leadership and management, is a key essential step in the NSDS process - a
process which brings change that has to be managed adequately. Effective leadership and good management
are thus required at the political level, with efficient NSDS champions, but also at organizational and
operational levels, with a well-managed and coordinated NSS, aiming at a successful NSDS.
Committing - High-level political commitment is needed, not just for launching the NSDS process or for
increasing funding, but also for increasing the use of statistical information for policy and decision making.
Leadership at political level will be required throughout the design phase but also during implementation. It
will also be necessary to ensure that all major decisions are endorsed at the same level. The most challenging
issue will be to obtain lasting political commitment.
Budgeting/Financing - The financing of statistical activities is a constant endeavor for the leadership of the
National Statistical System. It is as a core undertaking at the time of design and implementation of National
Strategies for the Development of Statistics (NSDS)). A fundraising strategy should ensure that the sources of
funding -with their specific requirements- contribute to achieving national strategic goals.
Advocating - The NSDS is a fantastic opportunity for statistical advocacy, in particular during its design
phase where issues such as ownership, actors involved, dialogue between producers and users, political
support, funding and governance of the National Statistical System are debated. Advocacy has always been
under-estimated and needs to be considered as a strategic component of the NSDS and as a continuous activity
for raising the profile of statistics.
M&E Reporting - Monitoring and evaluating the NDDS process are important components of the NSDS cycle.
Even if some of these tasks are carried out at a specific period of time, they are considered as a continuous
tool feeding important information to fully enable the managing step during the whole NSDS process and thus
classified as essential tasks. In particular, monitoring requires a constant organization of activities aiming at
tracking or alerting management to potential problems. Reporting is also a task which has to be seriously
taken into account.
The World Bank could continue support INS and NSS in implementing the SDNSS 2021-2027 through
specific instruments like Reimbursable Advisory Services dedicated to this purpose.
17
6. Annexes
Annex 1: The SDNSS 2021-2027
18
Strategy for the Development of the National Statistical System (SDNSS)
for 2021-2027
Disclaimer
This report is a product of the International Bank for Reconstruction and Development/ the World Bank. The
findings, interpretation, and conclusions expressed in this paper do not necessarily reflect the views of the
Executive Directors of the World Bank or the governments they represent. The World Bank does not
guarantee the accuracy of the data included in this work.
This report does not necessarily represent the position of the European Union or the Romanian Government.
Copyright Statement
The material in this publication is copyrighted. Copying and/or transmitting portions of this work without
permission may be a violation of applicable laws.
For permission to photocopy or reprint any part of this work, please send a request with the complete
information to either: (i) the Romanian National Institute of Statistics (No.16 Libertatii Bvd., District 5,
Bucharest, Romania); or (ii) the World Bank Group Romania (31, Vasile Lascăr Street, 6th floor, Bucharest,
Romania).
2
Table of Contents
1. Introduction ............................................................................................................................... 6
1.1.The need to develop the strategy ..................................................................................... 6
1.2.Description of stakeholders and working model ............................................................. 6
2. Context ...................................................................................................................................... 7
3. Priorities, policies, and legal framework ................................................................................... 8
3.1.Legal framework of official statistics in Romania and institutional responsibilities
of the INS ............................................................................................................................... 8
3.2. Priorities for the period 2021-2027................................................................................ 9
4. Vision ...................................................................................................................................... 10
5. Strategic and specific objectives ............................................................................................. 10
6. Responsible institutions and Implementation mechanisms ..................................................... 13
7. Expected results and Indicators ............................................................................................... 16
8. Risks and corrective actions .................................................................................................... 23
9. Monitoring and evaluation ...................................................................................................... 24
10. Financial implications and funding sources ........................................................................ 24
11. Impact on the legislative framework ................................................................................... 27
3
List of acronyms
CAPI Computer-assisted personal interview
CAWI Computer-assisted online interviewing
CDPS Strategic Planning Steering Committee
CMEF Common Monitoring and Evaluation Framework
COMSTAT National Statistical System Committee
CONRENA National Statistical System Consolidation Project
CSN National Statistical Council
DTSs Territorial Statistical Offices
ESS European Statistical System
GAC General Agricultural Census
GAMSO General Activity Model for Statistical Organization
GFSM Government Finance Statistics Manual
GDPR General Data Protection Regulation
GSBPM Generic Statistical Model of Functional Processes
GSG General Secretariat of Government
GSIM Generic Statistical Information Model
ICT Information and Communication Technologies
INS National Institute of Statistics
ISU Emergency General Inspectorate
PHC Population and Housing Census
PSNA Annual National Statistical Program
PSNM Multiannual National Statistical Program
SDNSS Strategy for the Development of the National Statistical System
NSS National Statistical System
TASC Tool for Assessing Statistical Capacity
TEMPO Central Dissemination Database
WB World Bank
WG Working Group
4
Foreword
We recommend INS that in the final form of the strategy to include a sequence that refers to vision,
mission, values, alongside of foreword, also.
<the section will be completed by INS>
5
1. Introduction
1.1. The need to develop the strategy
Information and knowledge are fundamental elements to all modern societies. Official statistics provide
reliable information infrastructure and are a public good that meets the needs of of users: citizens, policy
makers, researchers, and journalists. Moreover, official statistics have always sought to adapt to major
developments in the society and economy.
The Strategy for the Development of the National Statistical System during 2021-2027 (SDNSS ) is the third
series of programmatic documents pertaining to official statistics that has been compiled after Romania
joined the European Union in 2007, and it overlaps with the European programming cycle 2021-2027.
The scope of an SDNSS is to prepare and guide statistical capacity building programs, focusing on the
development and improvement of official statistics and their uses for evidence-based decision making at all
levels of the society and economy
The new Strategy continues the unfinished initiatives of the previous strategy up to the end of 2020 and is
based on several analysis performed in 2020: the functional analysis, the evaluation of the previous strategy,
the SWOT analysis of INS and the evaluation of the statistical capacity of the National Statistical System
(SSN).
Other basic elements of the strategic planning and programming cycle for the operationalization of this
strategy include the PSNM which aims to operationalize the strategic and specific objectives of the strategy
for a period of four years, and the PSNA and the annual activity plans which implement the measures of
the PSNM and the strategy each year in order to achieve the specific and strategic objectives.
1.2. Description of stakeholders and working model
The commencing of this process included a series of preparatory activities, namely:
• Establishment of a Strategic Planning Steering Committee (CDPS)
• Nomination of Working Groups on topics / areas of interest (WG)
• Setting the calendar and the development period (July 2020 - February 2021) and
• Validation process of the draft Strategy (February - June 2021).
1. The Strategic Planning Steering Committee consists of the general managers and directors of the
National Institute of Statistics (INS) and the directors of several Territorial Statistical Offices
(DTSs).
The responsibilities of the Strategic Planning Steering Committee were the following:
• Nominating the Working Groups based on topics/areas of interest.
• Supervising the process, updating and implementation of the SDSSN and of the multiannual
national statistical program (PSNM) and the annual national statistical program (PSNA),
according to the methodology applied for the central administration, under the coordination of
the General Secretariat of Government (GSG).
• Coordinating the activities of the WGs.
• Proposing for consultation by COMSTAT and DTSs of the proposal for the Government
Decision (GD) approving the final version of the SDSSN; and
• Preparing the annual activity plan for the implementation of the PSNM.
2. Working Groups based on topics/areas of interest have been set up at the level of SSN and have
developed the components of the SDSSN and PSNM. They comprise specialized staff of the INS
and representatives of the institutions within the NSS with specific competencies in the key fields
of statistics.
3. The Chair of the Working Group on topics/areas of interest was appointed from among the members
of the Steering Committee.
6
4. The following seven working groups were set up to cover the main directions of action in the field:
• Working Group #1 - Promoting statistical culture (value-added services for users of statistics)
• Working Group #2 - Statistical processes (process efficiency and professionalism)
• Working Group #3 - Data sources and innovative methods (new data sources and development
of econometric models and estimation methods)
• Working Group #4 - IT and statistical infrastructure
• Working Group #5 - Quality and confidentiality (quality standards and data confidentiality rules)
• Working Group #6 - Statistical cooperation (the relationship with other producers of statistics
and at the international level)
• Working Group #7 - Improving the institutional framework and administrative capacity
The SDNSS is aligned, from the perspective of its structure, with the current requirements regarding the
strategic documents adopted by the Romanian Government. The content of the SDNSS is anchored in high
level strategies at European and international level ( Strategic plan 2020-2024 of Eurostat 7; European Union
data strategy 8), Single Market Programme) and at national level (Government Program 2020-2024 of the
Government of Romania), and comprises information from analysis of external and internal environment,
functional assessments of NSS and INS, continuous initiatives from previous strategy, alongside of
indicators, and implementation mechanism, monitoring and evaluation process.
The implementation mechanisms and responsibilities are set at level of INS and NSS stakeholders.
2. Context
The overall mission of official statistics is to provide credible, relevant statistical data and information and
to disseminate them to society at the right time. In this respect, official statistics play a leading role in ensuring
adequate responses for monitoring changes in society generated by globalization, demographic pressures,
climate change, cultural interferences - all associated with the need for Romanian statistics to keep up with
development of information and communication technologies (ICT).
A digital transformation is taking place around the world. The increasing availability of data is a trend of
strategic relevance for official statistics. It is necessary to evaluate and interpret the significance of this data
in an intelligent and interactive way. These new data sources provide a huge opportunity to improve the
timeliness and relevance of official statistics, as well as to reduce the response burden. On the other hand,
there will be competitive pressure from new data producers, which may eventually change the role of official
statistics. We need to answer the basic question: what is the future role of a reliable and high-quality
information infrastructure in such environment?
Globalization has changed our world. A new and complex reality has emerged that must be captured by
official statistics. Important phenomena in our society, including large-scale economic, financial and political
crises, new forms of organizing economic production through global and multinational value chains, global
demographic trends affecting developing countries and developed countries in many ways, as well as
sustainable development issues, call for new statistical products, all of which go beyond separate national
results that are capable of serving multiple purposes. In addition to the global and European level, there is a
growing need to develop statistics with increasing geographical detail as to support national and regional
policy-making. How can the portfolio of official statistics products and services be designed to best reflect
these information needs?
Quality is never cheap. Nor the high-quality statistical information. Modern societies and political decision-
makers show a low level of awareness for the need to invest in the production of high-quality
statistics. Respondents are unenthusiastic when asked to complete a questionnaire. Tight budgets in the
7 https://ec.europa.eu/info/publications/strategic-plan-2020-2024-eurostat_ro
8 https://ec.europa.eu/info/strategy/priorities-2019-2024/europe-fit-digital-age/european-data-strategy_en
7
public sector have led to reducing resources for statistical administrations as well. All this creates a dilemma
for official statistics. How one can deal with smaller budgets and the need to reduce bureaucracy, while
maintaining high-quality (including relevance) which is the key feature of "official statistics"?
The evolution of official statistics as a public good reflects the evolution of the society in which it develops. In
this context, the development of official statistics in Europe has accompanied the various phases of
development of the EU. Stronger or weaker forms of integration may follow the current phase, which could
be characterized as a "crisis management”. New forms of economic governance have emerged ever since this
period and it is clear that decision-making in Europe continues to be built entirely on the assumption of a
solid evidence base. EU policy is setting more and more quantitative targets and thresholds using statistical
indicators, and, therefore, SSNs are increasingly facing high-quality requirements for these indicators.
The condition of NSS, existing weakness and threats, opportunities and strengths have been identified during
the SWOT analysis (see the Annex 2).
3. Priorities, policies, and legal framework
The INS and the other producers of official statistics generate the largest volume of information from public
administration in Romania. The data produced within the National Statistical System are public goods that
must address an extremely diverse spectrum of users, each with their own information needs, namely policy
makers, economic operators, scientific researchers and academia, representatives of the media, and the
general public.
The adequacy of the statistical process and dissemination tools for this ambitious goal is a constant challenge
for all national statistical institutes around the world, given that resources are always limited. This reality
imposes an obvious necessity - to prioritize multiannual and annual activities and programs according to
statistical data requirements, on the one hand, and the resources available, on the other hand, as to streamline
statistical processes.
Finding a balance between user’s needs and the ability to meet these requirements entails a constant, intense
interinstitutional dialogue, both within the National Statistical Council and the National Statistical System
Committee – the main bodies overseeing the proper functioning of the National Statistical System - and
outside of them. The prioritization effort raises other challenges, from improving the legal framework and
institutional cooperation to increasing the standardization of information processes and infrastructure.
3.1. Legal framework of official statistics in Romania and institutional responsibilities
of the INS
Official statistics in Romania are organized and operate based on Law no. 226/2009, with subsequent
amendments and additions which stipulate the principles, operation rules and ways of exercising its functions
as to meet society requirements in the most varied, complex areas of economic and social activities. The
National Statistical System includes the following structures:
1. The INS, a specialized body of the central public administration, with legal personality, subordinated
to the Government, financed from the state budget, whose organization and functioning is regulated
by Government Decision no. 957/2005 republished, with subsequent amendments and additions.
According to Government Decision no. 137/2020, the National Institute of Statistics is a specialized
body of the central public administration, with legal personality, subordinated to the Government
and coordinated by the Prime Minister through the Chancellery of the Prime Minister. At the same
time, according to annex no. 1 to the above-mentioned Government decision, INS is an institution
financed by the budget of the General Secretariat of the Government. In addition to INS - the main
producer of official statistics -, there are a number of structures with a statistical or mixed profile
8
within some of the authorities and public institutions that also include statistical activities. They are
included under the generic name of "other producers of official statistics".
2. According to the Statistics Law, all official statistics, implicitly including the above-mentioned
compartments, are under the methodological and technical coordination of the INS.
The existing statistical programming documents influencing the document are closely correlated with the
general priorities of the General Secretariat of the Government, and they are the following:
a) Strategic plan 2020-2024 of Eurostat 9
b) European Union data strategy 10
c) Single Market Programme
d) Government Program 2020-2024 of the Government of Romania
3.2. Priorities for the period 2021-2027
The statistical priorities for the 2021-2027 period define the general framework of the activities proposed to
achieve the strategic objectives, in line with the mission and vision. These priorities are as follows:
1. Development of the capacity to provide the statistical data necessary to substantiate, monitor and
evaluate national policies and those necessary to implement European Union regulations, in line with
national statistical programs and those of the European Statistical System (ESS).
2. Improving efficiency through systematic collaboration within the ESS, while observing the principle
of subsidiarity.
3. Intensifying collaboration within the ESS, further intensifying the exchange of knowledge,
experiences and methodologies, as well as through the exchange of tools, data, services and
resources, whenever the case.
4. Adopting the enterprise architecture as a common frame of reference.
5. Upgrading the production capacity of the National Statistical System through standardization
(GSBPM/GAMSO) of methods, information technology and processes and implementing the
overall quality of management.
6. Institutional modernization of SSN by modernizing the law of statistics, developing the role and
importance of the statistician, strengthening the role of INS as coordinator pertaining to the optimal
functioning of the National Statistical System, ensuring the sustainability of human, material and
financial resources as to be able to meet the growing demands of statistical data users, quality
statistical information, prompted and adjusted to the evolution of society.
7. Substantially improving cooperation and communication with the partners within the National
Statistical System - providers, producers and users of statistical data - to reduce the response burden,
recognize the role and importance of official statistics, better meet the society's requirements and,
ultimately, enabling a better prioritization of activities.
8. Making the INS become the nodal center of the integration of administrative data sources in the
statistical process, as a support for:
a. reducing the response burden to statistical surveys, in particular, and the administrative
burden, in general
b. increasing the statistical coverage of regional structures and small geographical areas.
c. responding to new user needs in areas such as globalization, migration, and sustainable
development.
9. Strengthening the capacity of INS, of the regional and county statistical directorates in order to
increase the quality of the data collected and better respond to the statistical data requirements of
local communities.
9 https://ec.europa.eu/info/publications/strategic-plan-2020-2024-eurostat_ro
10 https://ec.europa.eu/info/strategy/priorities-2019-2024/europe-fit-digital-age/european-data-strategy_en
9
4. Vision
While the intention is to keep the strong points, we will develop the National Statistical System, which
by the end of July 2027 should become:
• modern provider of coherent, relevant and reliable statistics based on internationally harmonized
concepts, robust methodology, quality driven in all activities and with a strict data protection system
in place
• responsive to the needs of user data that will engage them proactively and meet their data needs in
a cost-effective manner
• focused on promoting efficiency and increasing productivity through cooperation in sharing
methods, tools, technological infrastructure and, whenever necessary, data based on the legal
framework and on the prerequisites necessary to ensure statistical confidentiality
• focused on taking advantages of the opportunities offered by the digital transformation
and redeeming the new data source to produce relevant statistics; and
• provider of data and disseminating data in an interactive manner, easy to understand, improving the
statistical culture of citizens and institutions.
5. Strategic and specific objectives
Our vision is based on five pillars expressed by strategic objectives.
Strategic Objective 1: Enhancing of the promotion of statistical culture and statistical products and
services.
The most appropriate dissemination and communication tools will be implemented by NSS in order to satisfy
the divergent and constantly changing needs of the users, both at national and local level, and which
are flexible enough to adapt to the emerging technologies and provide guidance in a world of data revolution.
The user confidence in official statistics, the number of INS trackers and views of official pages (web, social
media) will increase as proof of achievement of objective.
This strategic objective shall be achieved through the following policies (specific objectives)
Specific Objective 1.1: Enhancing and diversification of statistical communication
INS will continue to improve its communication channels, to better promote Romanian statistics and
to multiply the impact of communication. Also, the communication capacity of INS will be
developed by improving and modernizing the structure, content and format of press releases by using
web technologies as to facilitate access and understand the statistical data and information, and by
that to get an increased number of newly implemented means of communication used to promote
statistical data and information online and to have a better involvement in specialized social networks
which expose the interactions/views of NSS to specialized and large public. At the same time, the
management of requests/request for information will be streamlined to increase the share of topics
of statistical interest addressed and dealt with in the total number of topics of statistical interest
identified on the public agenda
Specific Objective 1.2: Improving dissemination of statistical information and user access to
statistical data and metadata
INS will strive to be more agile and innovative, proactively reaching out to users to ensure effective
dissemination and communication of statistics among different stakeholder groups and observed into
the statistical coverage and increased percentage of users who consider the INS and NSS sources if
information (websites) friendly and easy to extract data. INS aims to increase the percentage of
updated data/metadata through developing modern, various tools for fast and complex information
10
of users and tools for targeted dissemination to different user groups with specific data needs.
Constantly attention will be paid to EU standards in statistics and to the benefits of users in getting
acknowledged of those, by development and published of a digital library of such publications on
INS website. By applying these is envisaged a better degree of implementation of new methods used
in the dissemination of official statistics.
Specific Objective 1.3: Promoting statistical culture
NSS will increase the efforts to raise awareness and inform the public at large regarding the ABCs
of statistics, including a targeted approach for i) media, ii) pupils, students; and iii) political decision
makers and experts from the administrative/public sector. New information materials and
communication/information sessions on statistics topics will be developed and disseminated every
year to promote statistical culture and the result expected will contribute to use of statistical
information in public policy documents and specialized papers and/or to compete and fight to fake
news.
Strategic Objective 2: Strengthening the National Statistical System
The NSS envisage a better organizing and streamlining statistical production by statistical domains within
INS and also within other producers of official statistics. The statistical production will be better consolidated
(in a percent of 50%) as result of this processes.
Specific Objective 2.1: Consolidation of statistical production by INS
The INS will optimize the organizational structure and will optimize statistical production by
statistical domains taking into consideration the european and international best practice, and the
evaluation of the statistical production. The efforts will be conveyed to have for entire production
the completed statistical works and in time, meeting the deadlines and disseminated information,
Specific Objective 2.2: Consolidation of statistical production by other producers of official statistics
It is envisaged a better organization and optimisation of the statistical production at the level of other
producers of official statistics, taking into account the national, european and international
requirements, and the situation of the resources and knowledge are at the level of the other producers
of official statistics. The focus will be on statistical works for which the deadline has been complied
with in accordance with the PSNA.
Strategic Objective 3: Modernization of statistical products and services
The NSS envisage to preserve and constantly increase the user confidence in statistics. To ensure this long
term result, modern and efficient tools shall be implemented to improve statistical production, statistical data
collection, GSBPM standardization up to level 4 maturity, and to develop registers and statistical databases.
This strategic objective shall be achieved through the following specific objectives (policies):
Specific Objective 3.1: Innovation of the statistical production process
During the strategy period INS aims to identify and implement complementary/auxiliary data sources
in statistical processes, to gain access to these data sources and to introduce advanced methods and
models which could provide added value to the production of official statistics. In complementing
this will be performed appropriate actions to develop methods and appropriate technologies to use /
integrate these new data sources in producing national statistics in a reliable way in order to reduce
also the response burden.
Specific Objective 3.2: Improving methods of obtaining statistical products and services (including
administrative sources)
Electronic data collection tools adjusted to the data sources and information available at the level of
respondents will be implemented in order to increase the statistical research. Also, adequate
11
workflows and computational algorithms will be defined to build statistical indicators using
administrative data sources. Moreover, will be improve and/or maintain the Statistical Register of
Agricultural Holdings (REXA), the Statistical Business Register (REGIS) and the Statistical Register
Intrastat. Furthermore, will be increased the use of electronic methods (e.g. CAWI and CAPI) of
obtaining statistical data in statistical surveys in households. Likewise, in order to increase the
volume of geocoded information, the Geospatial Information Database (GeoDAB) will be update.
Immediate results of implementing the measures will be observed during censuses (PHC and GAC)
and on agriculture structural surveys during intercensal periods which will use an integral process of
electronic data collection.
Specific Objective 3.3: Improving the quality of official statistics and standardizing statistical
processes
One of purposes of NSS is to unite a wide range of best practices that can support program managers
and their staff with the quality management and that can provide evidence for the quality culture at
the NSS. This will be reflected by an increased number of the statistical products for which the quality
reports are made, and the share of users satisfied with the quality of data and services provided by
INS. For planned period of strategy, NSS aims to for harmonizing the research by implementing the
recommendations/ methodologies and tools of good practice provided by the European Statistical
System and other national and international guidelines on the quality and confidentiality of statistical
data and new methods/methodologies set by European regulations for/production of comparable and
quality statistics. Moreover, the standardization of statistical processes (GSBPM) will be achieved
on all statistical areas up to level 4 maturity with regard to business, methods, information and
applications. Furthermore, will be strength the structure and the coordination function of the National
Statistical System.
Strategic Objective 4: Development of IT systems and services
The sophistication of electronic services to support statistical production represents the path that NSS
intends to follow in order to pursue the objectives pertaining to the modernization and technological
innovation, respectively on the basis of a flexible infrastructure, to facilitate the efficiency of the processes
they serve, by virtue of the fact that ICT is the key factor in achieving the targets set by this Strategy. In
particular, this illustrates the technological choices pertaining to projects over the next seven years in terms
of standardization of statistical processes, improvement and development of integrated statistical registers,
use of new data sources and technologies in statistical production.
This strategic objective shall be achieved through the following specific objectives (policies):
Specific Objective 4.1 Adoption of modern programming languages and standardization of IT
processes
The INS and NSS propose the upgrading of the IT applications and develop standardized modules
for their reuse for questionnaires and similar works. Moreover, for upcoming period it is proposes
information technology support measures for data processing and access and their integration in a
generalized application framework, which will allow the standardization of both the technologies
used and the design methods in all processes as to support data statistical production according to the
GSBPM standard.
Specific Objective 4.2 Migrating existing applications to the cloud
INS aims to embrace the latest information technologies, such as cloud technology (use of future
governmental and European cloud), to ensure safety and security of data through implementation of
a Disaster Recovery solution in a different location, and to create a digital library with rare old books
in the INS archive and enhancing and renewing skills of staff in the digital environment in order to
provide effective responses to the emergence of new technologies.
12
Strategic Objective 5: Improving the institutional framework and administrative capacity
The long-term results of Strategic Objective 5 aim to improve the public governance of the INS and SSN. In
order to implement all the policies proposed in this strategic document, SSN must implement good practice
tools, such as modern human resources management, performance/evidence-based budgeting, project
management / statistical products, etc. On the long run, INS aims to better integrate the processes and adapt
the organizational structure to answer to the challenges of 2030, data revolution and development agenda.
The fulfillment of the strategic objective will be achieved through the following specific objectives (policies):
Specific Objective .5.1. Developing the administrative capacity of the INS in order to support the
modernization of statistical products and services
INS will have a high rate of occupancy of vacancies with appropriate skilled staff as modern human
resource management measures, namely recruitment and selection, non-financial motivation,
workforce management, development of an organizational culture, continuous development of
(capacity) skills and knowledge (training) of INS staff will be implemented.
The capital investments plan will be performed accordingly with the budgetary resources allocated
as result of efficiency of financial management and public procurement management, development
of capacity for analysis, audit, control and risk management as well as the security, and use of
external and extra-budgetary funds for the development of administrative and institutional capacity.
Specific Objective .5.2 Optimizing performance management
The satisfaction of collaborators, partners and users of statistical data (beneficiaries of products
generated by INS), as well as staff will increase and will be perceived improved, through the
implementation of an electronic document management system, implementation of an electronic
system for archiving databases (including microdata) and documents in the INS, implementation of
telework conditions and strengthening the structure and coordinated functioning of the National
Statistical System.
6. Responsible institutions and Implementation mechanisms
The main institutions that participate in the implementation of the Strategy as responsible entities are the
INS, as coordinator of the National Statistical System, ministries and other authorities of the central public
administration mentioned in the EU system as "other producers of official statistics”11, as well as those that
contribute to carrying out the statistical programs based on the protocols and conventions concluded with
INS and in accordance with the annual national statistical programs endorsed by CSN and annually approved
by Government decision.
The implementation of the Strategy is materialized through multiannual statistical programs and annual
national statistical programs that shall include the implementation of actions and key elements that contribute
in defining tasks, activities, results, means, interoperability between the institutions involved and the core
departments of INS terms. The operationalization of strategy consists in a set of major measures as means
planed for a multiannual period for achieving the results of specific objectives and of strategic objectives.
11
https://ec.europa.eu/eurostat/documents/747709/753176/List_other_national_statistical_authorities_0902.pdf/5c4dcaa3-3e89-
3f2d-0b85-11ac005e2bb0?t=1630651686121
13
Table 1 - Implementation mechanism
Strategic
Objective 1. Enhancing of the promotion of statistical culture and statistical products and services
1.1 Enhancing and diversifying 1.2 Improving the 1.3 Promoting statistical
Specific of statistical communication dissemination of statistical culture
objectives information and user access to
statistical data and metadata
M1.1.1. Implementing new M1.2.1. Improving the M1.3.1. Dissemination of
communication tools for availability and accessibility of information materials in order
online expansion statistical products and services to strengthen relations with
the media
M1.1.2. Monitoring, M1.2.2 Enriching the content M1.3.2. Organizing
analyzing and identifying of databases: TEMPO, communication sessions,
Measures topics of statistical interest on metadata and e-DEMOS thematic meetings to get to
the public agenda know and understand the
work of official statistics – on
M1.2.3. Making a digital the various groups of
library with INS publications stakeholders (public sector,
to EU standards politics, business, general
public, etc.).
Strategic
Objective
2: Strengthening the National Statistical System
Specific 2.1. Consolidation of statistical production by 2.2. Consolidation of statistical production by
objectives INS other producers of official statistics
M2.1.1 Organization and efficiency of statistical M2.1.2 Organization and efficiency of
Measures production by statistical domains statistical production
Strategic
Objective
3: Modernization of statistical products and services
3.1. Innovation of the 3.2 Improving methods of 3.3 Improving the quality of
Specific
statistical production process obtaining statistical products official statistics and
objectives and services (including standardizing statistical
administrative sources) processes
M3.1.1. Identification of M3.2.1. Implementation of M3.3.1. Improving and
complementary/auxiliary data modern data collection methods increasing the visibility of
sources, possible to be (CAPI/CAWI) in eligible the quality of statistical
accessed and households’ survey products
used/implemented in the
M3.2.2. Define workflows and M3.3.2 Standardization of
statistical production process
computational algorithms to processes for the collection,
based on advanced statistical
build statistical indicators using processing and dissemination
models
Measures administrative data sources of statistical data
M3.2.3. Intensification of the M3.3.3. Implementation of
M3.1.2. Introducing new methods /
advanced statistical methods use of electronic methods of
obtaining statistical data in methodologies regulated by
and models European regulations for
enterprises survey
production of comparable
M3.2.4. Updating the geospatial and quality statistics
information database (GeoDAB
14
– Geo Database of Buildings) in
order to increase the volume of
geocoded information
M3.2.5 Modernization of
agricultural statistics
M3.2.6 Updating the set of
national sustainable
development indicators with a
view to implementing the
National Sustainable
Development Strategy 2030 in
line with the 2030 Agenda for
Sustainable Development and
with European indicators.
Strategic
Objective 4: Development of IT systems and services
4.1 Adoption of modern programming languages 4.2 Migrating existing applications to the
Specific and standardization of IT processes cloud
objectives
M4.1.1. Upgrading IT applications M4.2.1. Inventory of databases and elements
needed to build the data store and use cloud
M4.1.2. Creating standardized modules for their technology*)
reuse for questionnaires and similar works
Measures M.4.2.2. Implementing a Disaster Recovery
M.4.1.3. Enhancing and renewing skills in the solution in a different location
digital environment in order to provide effective
responses to the emergence of new technologies M.4.2.3. Create a digital library with rare old
books in the INS archive
*) The use of cloud technology depends on the operationalization of this type of technology at the governmental level
Strategic
Objective 5: Improving the institutional framework and administrative capacity
5.1 Developing the administrative capacity of the 5.2 Optimizing performance management
Specific INS in order to support the modernisation of
objectives statistical products and services
M.5.1.1 Improving human resources M5.2.1. Implementation of an electronic
management and adapting to the needs of the document management system
organisation
M.5.1.2 Investment growth measures M5.2.2. Implementation of an electronic
system for archiving databases (including
Measures microdata) and documents in the INS
M5.2.3. Implementation of telework
conditions
M.5.2.4 Strengthening the structure and
coordinated functioning of the National
Statistical System
Through the implementation mechanism is exposed the planning logic of SDNSS and is ensured the process
of change at level of NSS.
15
7. Expected results and Indicators
All activities envisaged to implement objectives stated in the SDNSS will produce tangible and measurable
results that can be periodically reviewed during the implementation and corrective actions will be taken as
and when needed. The outcome measurement and indicators constitute a balanced score card covering all
important aspects of the NSS, respectively:
Users are more satisfied
• improved results in user satisfaction surveys
• improved results in independent reviews of data output and quality
• increases in INS website accesses and downloads
• increases in the frequency with which subject matter specialists meet with users to discuss data
outputs and priorities
• the number and time of references to the INS in the media improved.
Data providers are more motivated
• higher, or at least not declining, response rates
• fewer outright refusals
• fewer complaints regarding burden received by the INS
• fewer adverse comments in the media
• increased proportion of electronic reporting.
Government and other partners are more supportive
• the operating budget received from the government remains same or increases relative to the
budgets of other government agencies
• the funds received for special developments remain at a high level
• the units with statistical profile of the sectoral partners of INS to become operational
• the support received from international partner organization remains same or increases
Staff are more motivated and skilled
• employee satisfaction surveys conducted, and results indicate improvement
• improved retention rates amongst younger, more mobile staff
• reduction in the number of job vacancies.
• increase in the amount of training received overall and by job type and level
• operational performance measures improved
National statistical system is better coordinated
• National Statistical Council is functional and meets regularly
• increase in the frequency and regularity of meetings between NSC and other statistical agencies
• more current and pertinent memoranda of understanding between NSC and each of the other
statistical agencies,
Implementing the SDNSS measures will determine immediate results (outputs) which are subject of
measurment every year. The completion of measures determine the achievement of specific objectives and
those support achievement of the strategic objectives.The sumum of outputs under a specifi objective will
end on effects for medium and long term, respectively outcomes at level of specific objectives and impacts
at level of strategic objectives. The transformation of statistics will be obtained under implementation logic
(theory of change), presented further (Table 2).
16
Table 2 - SDNSS Logical framework : Strategic, Specific objectives and Measures
Measure Specific objective Strategic Objective
Immediate Results (Outputs) Outcomes (O) Impacts (I)
M 1.1.1 Implementing new 1.1.1. Number of newly implemented means of 1.1 Enhancing and diversifying of
communication tools for online expansion communication used to promote statistical data statistical communication
and information online.
M 1.1.2. Monitoring, analyzing and O.1.1. Share of topics of statistical
identifying topics of statistical interest on 1.1.2. Number of topics of statistical interest interest addressed and dealt with in the
the public agenda addressed and dealt with, identified on the total number of topics of statistical
public agenda interest identified on the public agenda
M1.2.1 Improving the availability and 1.2.1 Number of new methods used in the 1.2 Improving the dissemination of
accessibility of statistical products and dissemination of official statistics implemented statistical information and user access to
services statistical data and metadata 1: Enhancing of the
promotion of statistical
M12.2 Enriching the content of databases: culture and statistical
1.2.2 Percentage of data / metadata processed
TEMPO, metadata and e-DEMOS products and services
O.1.2 The degree of implementation of
M1.2.3. Making a digital library with INS new methods used in the dissemination
publications to EU standards 1.2.3. Digital library made and published on the of official statistics
site I.1. User confidence in
INS statistics
M1.3.1. Dissemination of information 1.3.1 Number of new information materials 1.3 Promoting statistical culture
materials in order to strengthen relations developed and disseminated in the current year
with the media compared to the previous year
O.1.3 Percentage of users who consider
M1.3.2 Organizing communication 1.3.2. Number of communication/information
the INS website to be at least partly
sessions, thematic meetings to get to sessions on statistics topics
friendly
know and understand the work of official
statistics – on the various groups of
stakeholders (public sector, politics,
business, general public, etc.).
Measure Specific objective Strategic Objective
Immediate Results (Outputs) Outcomes (O) Impacts (I)
M2.1.1 Organization and efficiency of 2.1.1.a Statistical works for which the deadline 2.1. Consolidation of statistical
statistical production by statistical has been met, according to PSNA records production by INS
2: Strengthening the
domains
2.1.1.b Statistical works completed and for O2.1. The degree of consolidation of National Statistical System
which information is disseminated including statistical production by INS
through press releases
I2. The degree of
M2.2.1 Organization and efficiency of 2.2.1 Number of statistical works for which the 2.2. Consolidation of statistical consolidation of statistic
statistical production deadline has been complied with in accordance production by other producers of official production by SSN
with the PSNA statistics
O2.2. The degree of consolidation of
statistical production by other producers
of official statistics
Measure Specific objective Strategic Objective
Immediate Results (Outputs) Outcomes (O) Impacts (I)
M3.1.1. Identification of 3.1.1 a Degree (percentage) of implementation 3.1. Innovation of the statistical
complementary/auxiliary data sources, of complementary/auxiliary data sources in production process
possible to be accessed and statistical processes
used/implemented in the statistical
3.1.1. b Number of advanced statistical models
production process based on advanced O.3.1. Degree (percentage) of
implemented
statistical models implementation of advanced statistical
3.1.2. Percentage of statistical products for models 3: Modernization of
M3.1.2. Introducing advanced statistical statistical products and
which advanced statistical methods have been
methods and models services
introduced
18
M3.2.1. Implementation of modern data 3.2.1. Degree of implementation on a specific 3.2 Improving methods of obtaining
collection methods (CAPI/CAWI) in domain statistical products and services
eligible households’ survey (including administrative sources)
M3.2.2. Define workflows and
3.2.2. Number of administrative sources used
computational algorithms to build
statistical indicators using administrative
data sources
M3.2.3. Intensification of the use of 3.2.3. Number of surveys in electronic collection
electronic methods of obtaining statistical O3.2.a. The degree of utilization of
data in enterprises survey administrative sources
3.2.4. Rate of updating of information related to I.3.a The degree of
M3.2.4. Updating the geospatial
buildings entered in the database modernization of
information database (GeoDAB – Geo
O.3.2.b. Percentage of statistical surveys statistical products and
Database of Buildings) in order to
in which electronic collection is done at services
increase the volume of geocoded
3.2.5. Percentage of reporting units for which least 50%
information
data collection is done by modern data
M3.2.5 Modernization of agricultural collection methods (CAPI) for RGA2020/ SAA
statistics 2023
3.2.6 Proportion of national sustainable
M3.2.6 Updating the set of national development indicators with availability I and
sustainable development indicators with a II.
view to implementing the National
Sustainable Development Strategy 2030
in line with the 2030 Agenda for
Sustainable Development and with I.3.b Maturity level of
European indicators. GSBPM implementation
M3.3.1. Improving and increasing the 3.3.1. Percentage of statistical surveys for which 3.3 Improving the quality of official
visibility of the quality of statistical quality reports are made statistics and standardizing statistical
products processes
3.3.2. GSBPM maturity level corresponding to
business/method/information/application
dimensions
19
M3.3.2. Standardization of processes for 3.3.3. Share of harmonized surveys in total O.3.3. GSBPM maturity level
the collection, processing and surveys that has EU regulations corresponding to
dissemination of statistical data business/method/information/application
dimensions
M3.3.3. Implementation of new
methods/methodologies regulated by
European regulations for production of
comparable and quality statistics
Measure Specific objective Strategic Objective
Immediate Results (Outputs) Outcomes (O) Impacts (I)
M4.1.1 Upgrading IT applications 4.1.1. Share of upgraded applications in the 4.1 Adoption of modern programming
total number of IT applications inventoried languages and standardization of IT
M4.1.2. Creating standardized modules
processes
for their reuse for questionnaires and 4.1.2. Number of standardized modules created
similar works O4.1. Share of upgraded applications in
the total number of IT applications
M4.1.3. Enhancing and renewing skills in
4.1.3. The degree of staff participation in digital inventoried
the digital environment in order to 4: Development of IT
training programmes
provide effective responses to the systems and services
emergence of new technologies
M4.2.1. Inventory of databases and 4.2.1. Number of databases inventoried 4.2 Migrating existing applications to the
elements needed to build the data store cloud
and use cloud technology**) I.4. The sophistication of
4.2.2. Cloned data center in a different location electronical services of
M.4.2.2 Implementing a Disaster INS
O.4.2. Degree of Cloned data center in a
Recovery solution in a different location
different location
M.4.2.3 Create a digital library with rare 4.2.3. Digital library created and published on
old books in the INS archive the site
Measure Specific objective Strategic Objective
20
Immediate Results (Outputs) Outcomes (O) Impacts (I)
M.5.1.1 Improving human resources 5.1.1. Occupancy of job vacancies with 5.1 Developing the administrative 5: Improving the
management and adapting to the needs of appropriate staff capacity of the INS in order to support the institutional framework
the organisation modernisation of statistical products and and administrative
5.1.2. Percentage of achievement of investments services capacity
M.5.1.2 Investment growth measures for which budgetary resources have been
allocated O5.1. The degree of staff participation
in training programs
M5.2.1. Implementation of an electronic 5.2.1. Electronic internal circuit management 5.2 Optimizing performance management
document management system system for documents implemented
M5.2.2. Implementation of an electronic 5.2.1. Electronic archiving system implemented I.5. Degree of
O5.2.a. Degree of Electronic internal achievement of the
system for archiving databases (including
microdata) and documents in the INS circuit management system for
PSNM
documents implemented
M5.2.3. Implementation of telework O5.2.b. Degree of telework conditions
conditions 5.2.3. Telework conditions implemented
implemented
M.5.2.4 Strengthening the structure and
coordinated functioning of the National 5.2.4. Updated and approved statistics law
Statistical System
*) The use of cloud technology depends on the operationalization of this type of technology at the governmental level
21
Key Performance Indicators of SDNSS 2021-2027 (Table 3) are established based on the specific of
objectives set, with baseline and targets according with existing references and the possibilities for achieving.
The measurement of the achievement of the specific objectives will be done through the result (outcome)
indicators assigned to them and corelated to correspond to impact indicators at level of strategic objectives.
Table 3 - Key Performance Indicators
Key Performance Indicators(*)
Baseline Target
2020 2027
Impact Indicator
User confidence in INS statistics
(*) 95%
The degree of consolidation of statistic production by SSN
(*) 50%
Share of users dissatisfied with the quality of data and services provided by
INS 13% 10%
Maturity level of GSBPM implementation
1 3
The sophistication of electronical services of INS (**)
2 3
Degree of achievement of the PSNM
89% 93%
Outcome indicators
Share of topics of statistical interest addressed and dealt with in the total (*) (*)
number of topics of statistical interest identified on the public agenda
The degree of implementation of new methods used in the dissemination of (*) (*)
official statistics
Percentage of users who consider the INS website to be at least partly friendly (*) (*)
The degree of consolidation of statistical production by INS (*) (*)
The degree of consolidation of statistical production by other producers of (*) (*)
official statistics
Degree (percentage) of implementation of advanced statistical models
0% 100%
The degree of utilization of administrative sources
80,5% 88%
Percentage of statistical surveys in which electronic collection is done at least (*) (*)
50%
GSBPM maturity level corresponding to business/method/information/
application dimensions 1 4
Share of upgraded applications in the total number of IT applications (*) (*)
inventoried
The degree of staff participation in training programs (*) (*)
Degree of cloned data center in a different location (*) (*)
Degree of telework conditions implemented
0 1
Degree of electronic internal circuit management system for documents
implemented 0 1
(*) The INS will finalize the process of setting up the targets and the baseline for the key performance
indicators
(**) Sophistication 12 - the model reflects how businesses and citizens can interact with public authorities.
Governments’ service delivery processes are described according to the following stages: (i) information, (ii)
one-way interaction, (iii) two-way interaction, (iv) transaction, and finally (v) targetisation. The third and the
fourth level, two-way interaction and transaction, have become a standard for many countries: electronic
forms are available for most services; transactional - also called full electronic case handling – where the
user applies for and receives the service online, without any additional paper work, is increasingly becoming
mainstream. The fifth level, targetisation, provides an indication of the extent by which front- and back-
offices are integrated, data is reused and services are delivered proactively. The fourth and fifth levels are
jointly referred to as ‘full online availability’.
8. Risks and corrective actions
The implementation of SDNSS 2021-2027 is a complex task for entire NSS and especially for INS. The NSS
is undergoing significant transformation. This is an opportunity to improve infrastructure, capacity and
capability. The previous planning period (2015-2020) evidenced several aspects as critical in implementing
the strategy and those are lessons learned from past regarding: planning process has to well streamlined; the
capabilities should be in place; budgetary resources have to be well planned and consumed; stakeholders’
involvement in implementation should be granted from beginning of planning process; a sound monitoring
and evaluation system need to support the strategy implementation.
The mitigation of risks in implementing the strategy will be effective and INS will implement the risk
management plan related to all measures included for the programing period. The mitigation will envisage
the core cathegories of risk events within a strategy implementation process:
- Planning process: the careful attention will be paid to appropriate plan of all measures and actions,
needed resources, staff and tools, they be in place from the beginning of implementation;
- Stakeholders involvement: the tasks in implementing strategy will be distributed to each stakeholder
and action plans will be in place to correlate and coordinate the implementation process; the
stakeholders will be part of a quarterly progress review of strategy implementation;
- Budget allocations: the financial resources necessary for all activities are ensured through state
budget, either from national revenues or from foreign sources; the budget amount for every year
stated into the strategy will be confirmed by law for approval and this will be a guarantee of access
to needed (forecasted) budgetary resources;
- Capability: the strategy’s results will be a coagulator of all management and specialists from INS
and NSS, and means and tools will be disposed for avoiding risks in implementation process;
- System of risk management: by using the existing procedures and instructions available at level of
INS, a risk register and a control process will be activated for the entire period of strategy
implementation;
12
Smarter, Faster, Better eGovernment 8 th eGovernment Benchmark Measurement, November 2009; European Commission
Directorate General for Information Society and Media;
http://uploadi.www.ris.org/editor/1278348425capgemini_8_egov_benchmark_2009.pdf
23
9. Monitoring and evaluation
The Strategy 2021-2027 and the multiannual programs from the same period are aligned - based on practices
by EU member states defined by overall policies by the European Union's annual statistical programs that
take over and detail the objectives and set of actions - providing them with the necessary framework for
monitoring: milestones, deadlines, responsibilities, provision of resources, and means and evaluation of
results through annual reports. At the same time, one of the most important elements of the statistical activity,
namely quality in statistics and quality management in statistics, will be ensured by measures undertaken by
the EU based on key documents and the decisions by the Commission (Eurostat) and by taking and
implementing common actions by the National Statistical System, respectively the INS.
Monitoring and evaluation framework: The monitoring framework provides for the monitoring and
evaluation of performance indicators for the various levels of planning (Strategy, PSNM, PSNA). The INS
will develop an internal tool (at least by using Excel) with all the indicators by sources and the responsible
persons with the yearly update the values of the indicators. Using the tool, INS will monitor and evaluate the
yearly progress of the indicators.
Reporting: When deciding what to monitor and how often, it is important not to overcrowd the operational
directions of the INS. In general, the reporting schedule varies, depending on performance indicators.
Therefore:
• Input /product indicators will be measured twice a year
• Output (immediate achievement) indicators will be measured twice a year
• Outcome indicators will be measured annually
• Impact indicators will be monitored annually/at every two years
Evaluation: In addition to the European-funded programs, which are subject to rigorous ex-ante, interim and
ex-post evaluations, the INS will strengthen the periodic evaluation of the entire portfolio of programs that
is managed and which are included in the Strategy and the PSNM, and, it will be harmonized with the
evaluation schedule of European programs.
Tools used to evaluate the strategy:
• TASC questionnaire for assessing the statistical capacity of INS
• Nomenclature with performance indicators (impact, result and output)
10. Financial implications and funding sources
The human resources of INS has diminished from year to year due to the very low salary scale as compared
to similar positions in the public/private sector. As a consequence, some vacant positions are no financed
from the central budget. This has led to an overloading of existing staff, and also impeded carrying out certain
activities.
Significant funding is also needed for the refurbishment and digitization, which will largely be secured
through non-reimbursable European funds. For the period 2021-2027, the following financial resources
(Table 4) are estimated as needed to finance the implementation of the strategy:
Table 4 - Estimated funding sources
Funding source Total RON (2021-2027)
State Budget 1 787 188 312
FEN (Non-reibursable EU Funds) 57 000 000
Estimated total for strategy objectives 1 844 188 312
24
The distribution of resources by specific measures proposed for financing from EU funds is presented in
Table 5.
In considering the entire effort to operationalize the strategy, by including also the recurrent costs of activities
of for 7-year period, the total amount necessary is increased to RON 1 844 188 312. The estimated budget
per sstrategic objective is presented in Table 6.
Table 5 - EU source of funding budget for SDNSS implementation
Measures (000) RON
M1.1.1. Implementing new communication tools for online expansion 15 000
M1.2.3. Making a digital library with INS publications to EU standards 5 000
M4.1.1. Upgrading IT applications
M4.1.2. Creating standardized modules for their reuse for questionnaires and
similar works
10 000
M4.2.1. Inventory of databases and elements needed to build the data store and
use cloud technology
M.4.2.2. Implementing a Disaster Recovery solution in a different location 10 000
M.4.1.3. Enhancing and renewing skills in the digital environment in order to 5 000
provide effective responses to the emergence of new technologies
M.4.2.3. Create a digital library with rare old books in the INS archive 2 000
M5.2.1. Implementation of an electronic document management system 5 500
M5.2.2. Implementation of an electronic system for archiving databases 2 500
(including microdata) and documents in the INS
M5.2.3. Implementation of telework conditions 2 000
TOTAL 57 000
.
25
Table 6 - Budget by Strategic objectives including the recurrent activities for 7-year period
Total budget: Total
2021 2022 2023 2024 2025 2026 2027
INS yearly state budget 2021-2027
approved through the State
Budget Law 15/2021, plus
the additional budget (see 229.624.833 241.850.113 260.379.678 265.877.834 273.854.170 282.069.795 290.531.889 1.844.188.312
Table 5)
1. Enhancing of the
promotion of statistical
4.566.669 9.691.932 10.306.781 10.428.058 10.641.683 10.860.745 11.085.410 67.581.278
culture and statistical
products and services
2: Strengthening the
National Statistical System 198.925.508 204.368.159 212.162.339 216.950.391 223.730.588 230.716.849 237.915.357 1.524.769.191
3: Modernization of
statistical products and
services 3.648.014 3.804.515 4.187.849 4.211.353 4.319.686 4.431.091 4.545.661 29.148.169
4: Development of IT
systems and services 9.682.017 10.539.906 18.759.472 19.021.895 19.454.060 19.897.836 20.353.566 117.708.752
5: Improving the
institutional framework and
administrative capacity 12.802.625 13.445.601 14.963.237 15.266.137 15.708.153 16.163.274 16.631.895 104.980.922
11. Impact on the legislative framework
The SDNSS will not result in transforming or modifying current legal framework of official statistics in
Romania. Nevertheless, not conditioned by SDNSS, the Romanian Statistics Law is to be amended by
the end of 2021, pursuing, mainly, three purposes:
1. adjusting to the amendments of the European Statistics Law (Regulation (EC) No 223/2009)
2. reflecting in the Romanian Statistics Law the national development strategies, with an impact
on the official statistics
3. introducing new legal provisions to reveal new objectives and tasks resulting from Romania’s
economic and social evolution and of issues pertaining to European and world statistics occurred
in the period since the end of the last amendments to the Law on official statistics (Law no.
226/2009, with subsequent amendments and additions) and until now.
Specifically, according to the amendments to the European Statistics Law, the amendments aim to
strengthen the role of official statistics within national public authorities by highlighting, more strongly
the principles of transparency, visibility and professional independence of official statistics; establish
the procedures for recruitment and appointment or reasons for dismissal of INS leaders and heads of
statistical services within other national authorities responsible for the production and dissemination of
official statistics, their tasks,, unrestricted access of INS to data sources administrative in order to
streamline the statistical process; strengthen the role of INS as coordinator towards an optimal
functioning of the National Statistical System; ensure human, material and financial resources able to
meet the growing demands of users of statistical data, quality statistical information, prompt and adapted
to the evolution of society. At the same time, the amendments to the Law aim to remove the provisions
that no longer correspond to the existing legal framework in the field of administration and adding some
provisions to mirror the regulations of the legal framework and the specifics of the economic and social
development process.
27
Annex 2: The SWOT Analysis
Strengths
Legal and Organizational Issues
• Existing legal framework in statistics. The responsibility of the INS recognized by the law regarding
the production of official statistical data.
• Statistical confidentiality is guaranteed by law.
• In general, the human resources capacity of the INS consists of qualified experienced staff, with good
operational capacity and staff mobility, and availability to engage in new projects.
• Activities in the annual and multi-annual programs are usually funded by the state budget but can
include off-budget funds and funds from the international organizations.
Statistical Infrastructure
• Well-known statistical indicators such as external trade, balance of payments, government finance,
monetary statistics, banking statistics, tax statistics, labor statistics, social statistics and others are
regularly produced by the state statistical system. These statistical products are part of the statistical
infrastructure and developed through censuses, surveys, administrative data and other means of data
collection.
• In general, the system of data production has been institutionalized. Data are collected in the
territorial offices, and then sent to the central office for processing, analysis, and dissemination.
• Considerable efforts have been made in recent years to modernise statistical production and
implement international standards. In most cases work has begun from the latest versions of the
international standards and good practices in certain areas.
• The Strategy for the development of the National Statistical System and of Romanian official
statistics during 2015 - 2020 served as a basis for the development of multi-annual and annual
program of statistical activities.
• Broad experience in developing and implementing the Annual National Statistical Program (PSNA)
and the Multi-annual National Statistical Program (PSNM).
• Draft programs go through a consultation process with users in a government portal for discussions
before approval.
• Annual and multi-annual programs are monitored by the INS regularly
• Classification systems used by the INS are broadly consistent with international standards and
classifications in all areas of the work of the INS and the other producers of official statistics (e.g.
NACE Rev.2, CPA, GFSM, GSBPM). The use of international classifications, guidelines, and
recommendations on methods is widespread throughout all areas of statistics.
• GSBPM (standard statistical processes) – business – maturity level 3 out of 5 standard
(standardization level).
• GSBPM - methods – maturity level 1 out of 5.
• GSBPM - information - maturity level 1 out of 5.
• GSBPM- applications - maturity level 1 out of 5.
• Online standardized metadata database.
• According to the standard GAMSO (management process standard) and principle # 13 Opportunity
and Punctuality of CoP, as part of the dimension of quality assessment in statistics, it applies the
monthly task monitoring system, as part of the PSNA.
• Active operation ensuring quality management at the level of the INS and the DTSs.
• Availability of personnel to assimilate new knowledge and valorization of the appropriate skills.
• Currently, the INS maintains a business register of entities (business oriented-entities, budgetary
institutions, non-governmental organizations and sole proprietors) using information from
registration authorities (the Ministry of Justice and the Ministry of Finance).
• To collect raw data, the INS and APSO use a combination of all common statistical methods
including censuses, regular sample surveys, ad hoc surveys, and administrative sources. In summary,
the statistical methods used by the INS are generally adequate but could be improved.
User and Provider Relations
• Statistical information produced by the INS is available through several dissemination tools,
including media channels, the Internet, and paper publications. Dissemination of data through online
databases and making data easily downloadable in different formats are available. Aggregated
statistical data on key macroeconomic and sectoral indicators oriented to the general public are
available via the Internet.
• The INS actively uses information systems for electronic data collection, accounting of legal entities
and management of databases of socio-economic indicators.
Data Processing Infrastructure
• Software are available and used in both central and regional offices.
• Data management and security practices seem to be sufficient, with regular data back-ups to
computers and servers in other locations. Internet content management is currently centralized, with
a small team responsible for implementing all updates to the INS web site.
• Existing statistics infrastructure – data collection, processing, and analysis technologies.
• Data quality management in the INS is efficient.
• Implementation of SICCA cost computing tool (cost collection software).
Weaknesses
Legal and Organizational Issues
• The applicability of the legal and institutional framework of the SSN has not been adequately
improved. Poor coordination and collaboration within the SSN and the National Statistical
Committee (COMSTAT).
• The provision of data from administrative sources cannot be imposed. Law 226/2009, with
subsequent amendments and changes, provides in Article 46 sanctions for the commission of
contraventions by any legal entities but the law does not distinguish between public or private
entities.
• Delayed approval of PSNA through Government Decision for reasons independent of INS, due to
the frequent changes in the Government structure and cabinet members
• Resource constraints in terms of limited human resource capacity (both the number of staff and
technical expertise) to collect, compile, process, analyze and disseminate statistics and statistical
information.
29
• Relatively unattractive payment conditions for many staff, in comparison to other central public
administration organizations.
• Ageing of the labor force at the INS and DTSs
• Insufficient and inadequate number of training programs.
Statistical Infrastructure
• Technical weaknesses within the system. Statistics stakeholders use different databases and data
systems, with a range of types and frequency of statistical cycles; this does not make it easy for the
public to have access to relevant data. The system does not currently have a coordinated approach to
the production and use of statistical registers. This would enable a system-wide approach to the
production, allocation, accessibility and monitoring of statistical data.
• Inappropriate organizational structure.
• Low /limited training and capacity in attracting external technical assistance, lack of capacity to
absorb the allocated funds.
• Limited administrative capacity of statistics to react to changes in the economy.
• Insufficient resources allocated for GIS at INS and DTSs, especially regarding the geo-locations of
censuses.
User and Provider Relations
• Poor dialogue with external users of data.
• Poor of visibility of statistical activities and lack of uniform policy of statistical information and data
dissemination.
Data Processing Infrastructure
• The biggest challenge in terms of technology in the INS is the shortage of specialized IT staff.
• The central dissemination database (TEMPO) needs to be modernized.
• Limited trainings to learn how to use latest high-tech applications (e.g. R, Python, etc.)
• The practical non-existence of a sustained training program for new staff.
• Lack of equipment necessary for telework.
• Restricted access of the INS and DTSs staff to various web pages, which makes it difficult to identify
data providers and collect statistical data.
• The metadata database is outdated and must be restored/there is no integrated metadata system.
Opportunities
• Possibility to access structural funds and grants from the European Commission—Eurostat.
• Principles of sustainable development promoted by the EU.
• Availability of various training and professional development programs in Romania and abroad,
according to the EU statistical requirements and easy access to training through EU funds
• International trend towards digitalization (collection – CAPI, CAWI, and dissemination - online).
• Increasingly high-performance statistical applications.
• Strong development of new technologies.
30
• Reuse of electronic survey and standardized metadata etc. (or part of them) and for other statistical
surveys/research.
• Better use of existing database to develop new indicators for estimation on small domains by
applying econometric models
• Access to EU public policies and EU strategies.
• Improving IT infrastructure through the EU digital policy and digitalization of the public sector
• Increasing mobility, including the level of international cooperation.
• Access and use of free technologies and open sources.
• Technological competition and innovation.
• Desire to implement best practices.
• The interest of the press and general public in presenting simplified statistics that everyone can
understand.
• State budget and structural funds support research and innovation.
• Collaboration with the field of scientific research, universities, academia, national research and
development institutes etc.
• Telework.
• Deepening and expanding globalization.
• Broadband internet.
Threats
• Leadership role of the INS are not accepted by other APSO and that presents risks to the successful
implementation of the strategy. In addition, there is an unwillingness of stakeholders to cooperate in
statistical activities or to recognize their responsibilities is another major risk.
• Impossibility of adequate compensation/salaries of specialists who perform at work.
• Administrative burden for data collection at the level of enterprises.
• Corruption
• Legislative constraints at the national level
• Institutional instability.
• Difficult access to administrative data.
• Consequences of the global and national crisis.
• Budget constraint can be major threat to the development of the capacity and infrastructure of the
INS.
31
Annex 3: Statistical products
The list of statistical activities are presented in the Annual national statistical program at the following link:
https://insse.ro/cms/ro/content/programe-%C8%99i-strategii.
PSNA is updated every year.
32
Annex 4: Assessment of the INS statistics capacity
The World Bank team submitted to the INS the Tool for Assessing Statistical Capacity (TASC). The TASC
provides a quantitative score of the overall capacity of an INS, as well as a breakdown of the areas of strength
and weakness. Frameworks and tools that measure statistical capacity are common in development planning
and practice.
The TASC has a module for each of these operational areas, as well as one module that assesses the overall
institutional capacity of the INS:
• planning and managing,
• mapping,
• sampling,
• questionnaire content and testing,
• field operations,
• data processing,
• data analysis and evaluation
• data dissemination, and
• publicity
• administrative records
Module Individual Score Group Score
1. Institutional Capacity 76% 72%
2. Planning and Management 69% 14%
3. Mapping 42% 68%
4. Sampling 79% 65%
5. Quest. Content and Testing 78% 24%
6. Field Operations 68% 17%
7. Data Processing 58% 51%
8. Data Analysis and Evaulation 51% 67%
9. Data Dissemination 82% 25%
10. Publicity 67% 15%
11. Mobile Data Capture Summary 44% 0%
12. Administrative Records 61% 69%
The summary of the results shows a big gap between individual and group score in 5/12 modules because of
the lack of the fulfilment of the questionnaire by the groups in the respective modules. However, only the
data dissemination reaches more than 80% capacity and other three modules are between 75% and 80%, the
rest (8 modules) are between 42% and 68%.
As a conclusion there is substantial space for the improvement of the statistical capacity of the INS in all the
modules with special attention to mapping, mobile data capture, data processing, data analysis and evaluation,
publicity and administrative records.
The World Bank team has proposed recommendations and measures to improve the statistical capacity of the
INS in each field examined during this process.
33
Annex 5: Questionnaire for Assessment of Statistical Capacity of NSO
The objective of this questionnaire is to provide the National Statistical Office with the framework of
questions that will be addressed throughout the assessment process and to enable INS to prepare the relevant
information. The questionnaire should help the meeting participants and the assessors to prepare the
documents and discussions for the first mission. Concise answers would be appreciated.
• LEGAL SETTING
1.1. Protection of professional independence
1.2. Mandate for data collection
1.3. Census-related legislation
1.4. Other legislation affecting statistics
1.5. Data security and statistical confidentiality
• NATIONAL SYSTEM OF OFFICIAL STATISTICS
2.1. Structure of the system
2.2. National statistical programming / planning
2.3. System coordination mechanisms
• NATIONAL STATISTICAL OFFICE
3.1. The mission statement of the INS
3.2. The organization of the INS and the organizational chart
3.3. Resource management
3.4. Internal and external monitoring of quality and performance
3.5. Dissemination policy of the national statistics system
3.6. Relations with main stakeholders
3.7. International cooperation
• STATISTICAL DOMAINS
4.1. General questions for statistical domains / Data sources / Registers and surveys
4.2. Demographic and social statistics
4.3. Macroeconomic statistics
4.4. Business statistics
4.5. Agriculture statistics
4.6. Multi-domain statistics
34
Annex 6: Results of questionnaires used
The archive with questionnaires and results obtained is available here
SDNSS Archive Questionnaires - Arhiva Chestionare
35
Annex 7: Working group meetings
INS-World Bank meetings for the elaboration of the SDNSS 2021-2027:
Date Group Theme
18.08.2020 Members WG1, Presentation of the general plan for the elaboration of the
WG2, WG3, WG5, strategy and the detailed discussion of the first stage of
WG6, WG 7 implementation
7.09.2020 Leaders WG1, WG2, Presentation and analysis of the strategy's preparatory actions
WG3, WG5, WG6,
WG 7
14.09.2020 WG1, WG2 Analysis of specific and strategic objectives proposed by the
WB
15.09.2020 WG3, Analysis of specific and strategic objectives proposed by the
WB
16.09.2020 WG5, WG6 Analysis of specific and strategic objectives proposed by the
WB
17.09.2020 WG 7 Analysis of specific and strategic objectives proposed by the
WB
23.09.2020 WG3 Identification and establishment of indicators relating to
specific objectives and their measures.
30.09.2020 WG5 Identification and establishment of indicators relating to
specific objectives and their measures.
02.10.2020 WG1 Identification and establishment of indicators relating to
specific objectives and their measures
01.10.2020 WG6, WG 7 Identification of indicators relating to specific objectives and
measures
06.10.2020 WG3 Analysis of the indicator sheets proposed in previous
meetings and comments on these proposals
Completion of specific objectives, measures, indicators
WG6
14.10.2020 WG1 Analysis of proposals for strategic objectives with specific
objectives and related measures
22.10.2020 WG 3 Fulfill all quality chapters in TASC modules
Analyze and discuss the answers in the open question
questionnaire. A new measure was identified during the
meeting and the need to modify an existing measure.
27.10.2020 WG 3 Group completion of sampling module, data processing
module and data analysis and evaluation module from the
TASC questionnaire.
Discussions on how to set targets for certain indicators
05.11.2020 WG3 Discussing the budget on the measures under OS 3
36
06.11.2020 WG6 Discussions on objectives, measures and indicators
12.11.2020 WG6+WG 7 TASC questionnaires for the assessment of the statistical
capacity of the NSI
17.11.2020 WG 7 Discussing the budget and indicators
08.11.2020 WG6 Discussing the budget and indicators
10.12.2020 WG 6 Completion of SDNSS budget and indicators
14.12.2020 WG 7 Completion of SDNSS budget and indicators
15.12.2020 WG 1 Completion of SDNSS budget and indicators
09.02 2020 UPP Strategy Discussion
37
Annex 8: Multiannual National Statistical Programe 2021-2024
Multiannual national statistical program
2021-2024
38
List of abbreviations in PSNM ........................................................................................................ 40
1. Purpose of PSNM .................................................................................................................... 41
2. Actions for 2021-2024 in supporting measures implementation and outputs achievement ... 42
3. Monitoring and evaluation procedures .................................................................................... 49
4. Budgetary implications and sources of funding ...................................................................... 49
39
List of abbreviations in PSNM
AMIGO Household Labor Force Survey
ANCPI National Agency for Cadaster and Real Estate Advertising
ANOFM National Agency for Employment
ANP National Administration of Penitentiaries
ARACIP Romanian Agency for Quality Assurance in Pre-University Education
ARDA Regional Association for Entrepreneurial Development
CAPI Computer-assisted personal interview
CAWI Computer-assisted online interviewing
COMSTAT National Statistical System Committee
CONRENA National Statistical System Consolidation Project
CSN National Statistical Council
DGDSS General Directorate of Social and Demographic Statistics
DGSE General Directorate of Economic Statistics
DGCNSM Directorate General of National Accounts and Macroeconomic Synthesis
DGEGSDS General Directorate for Operation and Management of Statistical Data Sources
ESS European Statistical System
ISU Emergency General Inspectorate
RGA General Agricultural Census
GAMSO General Activity Model for Statistical Organization
GSBPM Generic Statistical Model of Functional Processes
GSIM Generic Statistical Information Model
TIC Information and Communication Technology
INS National Institute of Statistics
PSNA Annual National Statistical Plan
PSNM Multiannual National Statistical Plan
SDNSS Strategy for the Development of the National Statistical System
SSN National Statistical System
RPL Population and Housing Census
40
1. Purpose of PSNM
The Multiannual National Statistical Program (PSNM) for the period 2021-2024 has been developed as a
strategic planning tool, for operationalization of the Strategy for the Development of the National Statistical
System 2021-2027(SDNSS), on medium term period (4 years).
The PSNM details the necessary actions to accomplish important progress of the specific objectives and the
5 strategic objectives of the Strategy for the Development of the National Statistical System 2021-2027. The
actions have been developed at level of each measure and by each statistical domain(where necessary).
Through PSNM actions, the National Statistical Institute (INS), as a coordinator of the National Statistical
System (SSN), aimed to ensure the development of the statistical production capacity and to strengthen the
structure and functionality of the National Statistical System.
In setting the priorities of the statistical program for the period 2021-2024, several cross-cutting issues have
also been considered, which are of strategic importance for the evolution of official statistics, such as:
1. Development of the capacity to provide the statistical data necessary to substantiate, monitor and
evaluate national policies and those necessary to implement European Union regulations, in line with
national statistical programs and those of the European Statistical System (ESS).
2. Improving efficiency through systematic collaboration within the ESS, while observing the principle
of subsidiarity.
3. Intensifying collaboration within the ESS, further intensifying the exchange of knowledge,
experiences and methodologies, as well as through the exchange of tools, data, services and
resources, whenever the case.
4. Upgrading the production capacity of the National Statistical System through standardization
(GSBPM/GAMSO) of methods, information technology and processes and implementing the
overall quality of management.
5. Institutional modernization of SSN by modernizing the law of statistics, developing the role and
importance of the statistician, strengthening the role of INS as coordinator pertaining to the optimal
functioning of the National Statistical System, ensuring the sustainability of human, material and
financial resources as to be able to meet the growing demands of statistical data users, quality
statistical information, prompted and adjusted to the evolution of society.
6. Substantially improving cooperation and communication with the partners within the National
Statistical System - providers, producers and users of statistical data - to reduce the response burden,
recognize the role and importance of official statistics, better meet the society's requirements and,
ultimately, enabling a better prioritization of activities.
7. Making the INS become the nodal center of the integration of administrative data sources in the
statistical process, as a support for:
a. reducing the response burden to statistical surveys, in particular, and the administrative
burden, in general
b. increasing the statistical coverage of regional structures and small geographical areas.
c. responding to new user needs in areas such as globalization, migration, and sustainable
development.
8. Strengthening the capacity of INS, of the regional and county statistical directorates in order to
increase the quality of the data collected and better respond to the statistical data requirements of
local communities.
41
2. Actions for 2021-2024 in supporting measures implementation and outputs
achievement
As PSNM is operationalizing the SDNSS 2021-2027 the coherence with Vision, Strategic objectives,
Specific objectives is essential and by that the Actions composing the multiannual programme are supporting
the implementation of Measures and achieving their Outputs (see section 6, hereto).
The PSNM structure is directly linked with the SDNSS one and supplementary breakdown the Measures,
respectively by each strategic objective:
Strategic Objective 1: Enhancing of the promotion of statistical culture and statistical products and
services.
The most appropriate dissemination and communication tools will be implemented under this strategic
objective in order to satisfy the divergent and constantly changing needs of the users, both at national and
local level, and which are flexible enough to adapt to the emerging technologies and provide guidance in a
world of data revolution.
Required actions in order to operationalized Strategic Objective 1 at the level of each Measure:
Strategic Objective 1
Enhancing of the promotion of statistical culture and statistical products and services
Specific Objective 1.1
Enhancing and diversifying of statistical communication
Measures Actions
M1.1.1. Implementing new 1.1.1.1. Facility to introduce an HTML module for press releases:
communication tools for online 1.1.1.1.1. Identification of the types of press releases, grouped by
expansion fields of activity
1.1.1.1.2. Creating one or more templates for each press release
1.1.1.1.3. Creating a template generator for press releases
1.1.1.1.4. Creating a graphical interface capable of managing
working with press releases
1.1.1.1.5. User Experience tests with the staff in charge of writing
/ wording the press release
1.1.1.1.6. User Experience tests on the front-end
1.1.1.1.7. Establishing access rights for different categories of
users participating in the use of the module (administrator, user
with the right to read / write / sign / cancel / modify
communicated content)
1.1.1.2. Possibility to introduce a "blog" module with topics of statistical
interest:
1.1.1.2.1. Identifying the types of topics of statistical interest
1.1.1.2.2. Create one or more templates for each theme
1.1.1.2.3. Creating a template generator
1.1.1.2.4. Creating a graphical interface capable of ensuring the
functionality of the blog
1.1.1.2.5. User Experience tests with staff writing articles
1.1.1.2.6. User Experience tests on the front end
1.1.1.2.7. Establishing access rights for different categories of
users participating in the use of the module (administrator, user
with the right to read / write / sign / cancel / modify article
content)
42
M1.1.2. Monitoring, analyzing 1.1.2.1. Early warning of any statistical topic identified as an interest in
and identifying topics of the public agenda and its debate:
statistical interest on the public 1.1.2.1.1. Permanent study of the public agenda
agenda 1.1.2.1.2. Identification of the statistical topic of interest for the
public agenda
1.1.2.1.3. Proposal for its debate
Specific Objective 1.2
Improving dissemination of statistical information and user access to statistical data and metadata
M1.2.1. Improving the 1.2.1.1. Implementation of new methods used for dissemination of
availability and accessibility of official statistics
statistical products and services
M1.2.2 Enriching the content of 1.2.2.1. TEMPO: management of matrices and related metadata and
databases: TEMPO, metadata uploading new matrices and corresponding metadata
and e-DEMOS 1.2.2.2. eDEMOS: managing indicators and metadata from the database
and uploading new indicators
1.2.2.3. Metadata database: management of existing statistical activities
in the database and creation of new statistical activities
M1.2.3. Making a digital 1.2.3.1. A rigorous selection of documents, with the aim of identifying
library with INS publications to those documents which, due to their age and their state of preservation,
EU standards require special attention, becoming priorities for each collection;
1.2.3.2. Analysis of how the digitization will be done;
1.2.3.3. Making the digital library available to users for consultation.
Specific Objective 1.3
Promoting statistical culture
M1.3.1. Dissemination of 1.3.1.1. Strengthening media relations by simplifying statistical language
information materials in order and presenting statistical information in an accessible format:
to strengthen relations with the 1.3.1.1.1. Identification of statistical information considered
media interesting to be transmitted on media channels.
1.3.1.1.2. Choosing the best media channel according to the
information receiver
1.3.1.1.3. Choosing the most appropriate language of
communication according to the media channel and the target
audience
M1.3.2. Organizing 1.3.2.1. Strengthen relations with stakeholders by simplifying the
communication sessions, statistical language and presenting statistical information in a simplified
thematic meetings to get to format:
know and understand the work 1.3.2.1.1. Identifying the statistical information considered
of official statistics – on the interesting to be transmitted to stakeholders.
various groups of stakeholders 1.3.2.1.2. Choosing the most appropriate mode of communication
(public sector, politics, according to the information receiver
business, general public, etc.).
43
Strategic Objective 2: Strengthening the National Statistical System
The NSS and INS envisage a better organizing and streamlining statistical production by statistical domains
within INS and also within other producers of official statistics, in order to consolidate the statistical
production.
Required actions in order to operationalized Strategic Objective 2 at the level of each Measure:
Strategic Objective 2
Strengthening the National Statistical System
Specific objective 2.1.
Consolidation of statistical production by INS
Measure Actions
2.1.1.1. Identify needs
2.1.1.2. Design
M2.1.1 Organization and 2.1.1.3. Development
efficiency of statistical 2.1.1.4. Collection
production by each statistical 2.1.1.5. Processing
domain 2.1.1.6. Analysis
2.1.1.7. Dissemination and presentation
2.1.1.8. Evaluation
Specific objective 2.2.
Consolidation of statistical production by other producers of official statistics
2.2.1.1. Organizing and streamlining the statistical production carried out
by ONRC
2.2.1.2. Organizing and streamlining the statistical production made by
ANP
2.2.1.3. Organizing and streamlining the statistical production made by
ANPM
2.2.1.4. Organizing and streamlining the statistical production made by
MMPS
2.2.1.5. Organizing and streamlining the statistical production made by
INSP
M2.2.1 Organization and 2.2.1.6. Organizing and streamlining the statistical production carried out
by AACR
efficiency of statistical
2.2.1.7. Organizing and streamlining the statistical production made by
production MADR
2.2.1.8. Organizing and streamlining the statistical production made by
ANSVSA
2.2.1.9. Organizing and streamlining the statistical production made by
ANPA
2.2.1.10. Organizing and streamlining the statistical production made by
IGPF
2.2.1.11. Organizing and streamlining the statistical production made by
CNC
2.2.1.12. Organizing and streamlining the statistical production made by
ANCOM
44
Strategic Objective 3: Modernization of statistical products and services
The NSS and INS envisage to preserve and constantly increase the user confidence in statistics. To ensure
this long-term result, modern and efficient tools shall be implemented to improve statistical
production, statistical data collection, GSBPM standardization up to level 4 maturity, and to develop registers
and statistical databases.
Required actions in order to operationalized Strategic Objective 3 at the level of each Measure:
Strategic Objective 3
Modernization of statistical products and services
Specific objective 3.1
Innovation of the statistical production process
Measure Actions
3.1.1.1. Inventory of complementary / auxiliary data sources in relation
M3.1.1. Identification of to possible applications in the generation of experimental statistics
complementary/auxiliary data (advanced statistical models).
sources, possible to be accessed 3.1.1.2. Evaluation of data sources in relation to the quality criteria of
and used/implemented in the official statistics.
statistical production process 3.1.1.3. Piloting experimental statistics (advanced statistical models)
based on advanced statistical based on identified data sources and publishing the results.
models 3.1.1.4. Partial or full incorporation into the statistical production
processes of the identified data sources.
3.1.2.1. For identified data sources, inventory of advanced statistical
methods and models used in research and practice in official statistics
and related scientific disciplines.
3.1.2.2. Evaluation of advanced statistical methods and models in
M3.1.2. Introducing advanced
relation to the quality criteria of official statistics.
statistical methods and models
3.1.2.3. Use of advanced statistical methods and models to produce
experimental statistics and publish the results obtained.
3.1.2.4. Partial or full incorporation of advanced statistical methods and
models into statistical production processes.
Specific objective 3.2
Improving methods of obtaining statistical products and services (including administrative sources)
3.2.1.1. Carrying out an inventory of statistical surveys eligible for CAPI
M3.2.1. Implementation of / CAWI
modern data collection methods 3.2.1.2. Design the specific statistical instruments CAPI / CAWI
(CAPI/CAWI) in eligible
household surveys 3.2.1.3. Elaboration of collection instructions and specific trainings
3.2.1.4. Collection and assistance during the collection
3.2.2.1. Carrying out an inventory of statistical research eligible for the
M3.2.2. Define workflows and use of administrative sources
computational algorithms to 3.2.2.2. Analysis of available administrative data sources in correlation
build statistical indicators using with statistical need
administrative data sources 3.2.2.3. Construction of the actual data collection flow for each eligible
research
3.2.3.1. Carrying out statistical research inventory for electronic
M3.2.3. Intensification of the
collection for at least 50% of the sample
use of electronic methods of
3.2.3.2. Design of specific statistical instruments
obtaining statistical data in
3.2.3.3. Elaboration of collection instructions and specific trainings
enterprises survey
3.2.3.4. Collection and assistance during the collection
M3.2.4. Updating the geospatial 3.2.4.1. Identification of central or local institutions holding such
information database (GeoDAB information
45
– Geo Database of Buildings) in 3.2.4.2. Import of such information, already existing
order to increase the volume of 3.2.4.3. Collaboration with local authorities in order to help geocode all
geocoded information buildings (with or without housing), monuments, cultural, leisure, etc.
3.2.5.1. CAPI specific statistical instrument design for RGA 2020
3.2.5.2. Elaboration of collection instructions and specific trainings for
RGA 2020
M3.2.5 Modernization of 3.2.5.3. Proper collection and assistance during the RGA 2020 collection
agricultural statistics 3.2.5.4. CAPI specific statistical instrument design for ASA 2023
3.2.5.5. Development of collection instructions and specific training for
ASA2023
3.2.5.6. Collection and assistance during the ASA2023 collection
3.2.6.1. Sustainable Romania Project" - Development of the strategic and
institutional framework for the implementation of the National Strategy
for Sustainable Development of Romania 2030, SIPOCA Code / SMIS
2014+: SIPOCA 613 / MySMIS code 127545, the following activities:
- Establishing the set of sustainable development indicators for
M3.2.6 Updating the set of
monitoring the implementation of the strategy
national sustainable
- Creating, at INS level, the data structures necessary for the
development indicators with a
loading of sustainable development indicators, populating the
view to implementing the
database and disseminating information
National Sustainable
- Extension of the functions of the integrated information system
Development Strategy 2030 in
(IT platform) realized within SIPOCA 11
line with the 2030 Agenda for
- Monitoring the National Strategy for Sustainable Development
Sustainable Development and
of Romania 2030
with European indicators
- Carrying out operational procedures for establishing the way of
working and communication between GSG, INS and ARDA as
well as between INS, GSG and each ministry and / or institutions
within the process of monitoring and reporting the
implementation
Specific objective 3.3
Improving the quality of official statistics and standardizing statistical processes
3.3.1.1. Elaborate quality reports in accordance with European
M3.3.1. Improving and requirements for statistical surveys for which there are European
increasing the visibility of the regulations by each statistical domain.
quality of statistical products 3.3.1.2. Developing quality reports for statistical surveys for which there
are no European regulations by each statistical domain
M3.3.2 Standardization of 3.3.2.1 Implementation of GSBPM
processes for the collection,
processing and dissemination of
statistical data
M3.3.3. Implementation of new 3.3.3.1 Implementation of new methods / methodologies regulated by
methods / methodologies European regulations for production of comparable and quality statistics
regulated by European for each statistical domain
regulations for production of
comparable and quality statistics
46
Strategic Objective 4: Development of IT systems and services
The sophistication of electronic services to support statistical production represents the path that NSS
intends to follow in order to pursue the objectives pertaining to the modernization and technological
innovation, respectively on the basis of a flexible infrastructure, to facilitate the efficiency of the processes
they serve, by virtue of the fact that ICT is the key factor in achieving the targets set by this Strategy. In
particular, this illustrates the technological choices pertaining to projects over the next seven years in terms
of standardization of statistical processes, improvement and development of integrated statistical registers,
use of new data sources and technologies in statistical production.
Required actions in order to operationalized Strategic Objective 4 at the level of each Measure:
Strategic Objective 4
Development of IT systems and services
Specific objective 4.1
Adoption of modern programming languages and standardization of IT processes
Measure Actions
4.1.1.1. Identification of IT applications and technologies used;
M4.1.1. Upgrading IT
4.1.1.2. Rewriting IT applications identified as using outdated
applications
technologies and programming languages;
M4.1.2. Creating standardized 4.1.2.1. Identification of IT applications and technologies used;
modules for their reuse for 4.1.2.2. Rewriting IT applications identified as using outdated
questionnaires and similar technologies and programming languages;
works
4.1.3.1. Development of the INS infrastructure (halls, endowments) in
M.4.1.3. Enhancing and
order to ensure the conditions for the improvement of the employees
renewing skills in the digital
4.1.3.2. Updating the annual professional training plan in accordance
environment in order to provide
with the digitization of the institution
effective responses to the
4.1.3.3. Diversification of training methods, with emphasis on online
emergence of new technologies
participation.
Specific objective 4.2
Migrating existing applications to the cloud
4.2.1.1. Identification of technologies and storage media (currently, data
M4.2.1. Inventory of databases
is stored both in relational databases and as locally stored files: dbf, csv,
and elements needed to build
xls, etc.);
the data store and use cloud
4.2.1.2. Standardization of technologies and storage media used to use
technology
cloud technology;
4.2.2.1. Identification of needs and preparation of technical
specifications;
M.4.2.2. Implementing a
4.2.2.2. Purchasing a Disaster Recovery solution (hardware / software)
Disaster Recovery solution in a
4.2.2.3. Implementation of the solution in a territorial location of INS
different location
(preferably from Transylvania)
4.2.2.4. Training of the involved personal.
4.2.3.1. Identification of needs and preparation of technical
specifications;
M.4.2.3. Create a digital library
4.2.3.2. Achieving the acquisition of a digital library solution (hardware /
with rare old books in the INS
software)
archive
4.2.3.3. Implementation of the solution in the headquarters of INS
4.2.3.4. Training of the involved personal.
47
Strategic Objective 5 Improving the institutional framework and administrative capacity
The long-term results of Strategic Objective 5 aim to improve the public governance of the INS and SSN. In
order to implement all the policies proposed in this strategic document, SSN must implement good practice
tools, such as modern human resources management, performance/evidence-based budgeting, project
management / statistical products, etc. On the long run, INS aims to better integrate the processes and adapt
the organizational structure to answer to the challenges of 2030, data revolution and development agenda.
Required actions in order to operationalized Strategic Objective 5 at the level of each measure:
Strategic objective 5
Improving the institutional framework and administrative capacity
Specific objective 5.1
Developing the administrative capacity of the INS in order to support the modernisation of statistical
products and services
Measure Actions
5.1.1.1. Requesting to GSG the funds necessary to fill the vacancies.
5.1.1.2 Diversification of HR methods to cover the vacancy
5.1.1.3. Collaboration with General Directorates/ Directorates in meeting
the requirements for fulfilling the vacated positions
M.5.1.1 Improving human
5.1.1.4. Development of the INS infrastructure (halls, endowments) in
resources management and
order to ensure the conditions for the employees professional
adapting to the needs of the
development.
organization
5.1.1.5. Updating the annual professional training plan in accordance
with the needs of the staff and of the institution.
5.1.1.6. Diversification of training methods, with emphasis on online
participation.
5.1.2.1. Initiation of procurement required for investment in the first half
of the budget year in which the investment is planned, to the extent that
public procurement staff exists;
M.5.1.2 Investment growth
5.1.2.2. Resizing the procurement service according to the volume of
measures
procurement required cumulated with the current purchases;
5.1.2.3. Continuation of procedures for the full filling of existing
vacancies in the Procurement Service.
Specific objective 5.2
Optimizing performance management
5.2.1.1. Identification of needs and preparation of related documentation;
M5.2.1. Implementation of an 5.2.1.2. Achieving the acquisition of a document management solution
electronic document (hardware / software)
management system 5.2.1.3. Implementation of the solution in the headquarters of INS
5.2.1.4. Training of the involved personal.
5.2.2.1. Identification of needs and preparation of related documentation;
M5.2.2. Implementation of an
5.2.2.2. Achieving the acquisition of a centralized database backup
electronic system for archiving
solution (hardware / software)
databases (including microdata)
5.2.2.3. Implementation of the solution in the headquarters of INS
and documents in the INS
5.2.2.4. Training of the involved personal.
5.2.3.1. Identification of needs and preparation of related documentation;
5.2.3.2. Achieving the acquisition of an access solution in the INS
M5.2.3. Implementation of network for telework staff (hardware / software for approx. 2000 users
telework conditions simultaneously)
5.2.3.3. Implementation of the solution in the headquarters of INS
5.2.3.4. Training of the involved personal.
48
M.5.2.4 Strengthening the 5.2.4.1. Update the Statistical Law
structure and coordinated
functioning of the National
Statistical System
3. Monitoring and evaluation procedures
Monitoring and evaluation framework: The excel tool developed by INS with the support of the WB experts
it is suitable for the monitoring and evaluation of performance indicators for the PSNM. The excel tool
include all the performance indicators by sources and the responsible persons/departments with the yearly
update the values of the indicators. The INS will monitor and evaluate the yearly progress of the indicators.
Reporting: A yearly progress report will be elaborated by INS.
Evaluation: The evaluation of PSNM implementation could be performed by using the Table of Outputs
and Indicator Targets which is transposed into a Nomenclature (excel tool) with performance indicators
(impact, outcome and output).
PSNM Updates: A complete cycle of PSNM will be carried out after four years. This update will involve
three tasks:
- comparing the results of the previous years with those planned; this comparison will be made on
the basis of the targets set out in the PSNM;
- carrying out an analysis of the internal and external environment to see whether significant
changes need to be made in the assumptions underlying the current plan; and
- adding three more years to the plan.
4. Budgetary implications and sources of funding
The funding of PSNM is comprised in the SDNSS 2021-2027 estimation. The recurrent activities for entire
period of PSNM 2021-2024 are financed from state budget represents RON 997,7 million.
The core of activities is needed for the refurbishment and digitization, which will largely be secured through
non-reimbursable European funds (RON 57 million).
Total budget PSNM:
Total
2021 2022 2023 2024 2021-
INS yearly state budget approved
2024
through the State Budget Law
15/2021, plus the additional budget
(see Table 5) 229624833 241850113 260379678 265877834 997732458
1 Enhancing of the promotion of
statistical culture and statistical 4566669 9691932 10306781 10428058 34993440
products and services
2: Strengthening the National
198925508 204368159 212162339 216950391 832406397
Statistical System
3: Modernization of statistical
3648014 3804515 4187849 4211353 15851731
products and services
4: Development of IT systems and
9682017 10539906 18759472 19021895 58003290
services
5: Improving the institutional
12802625 13445601 14963237 15266137 56477600
framework and administrative capacity
49
PSNM 2021-2024 Output indicators and targets
It is recommended to INS, that in the final draft of PSNM 2021-2024 to include a table of
performance indicators with baselines and 2024 targets and the responsible structure
(departments/divisions/offices) for implementing and achieving them. A sample is presented
below:
Measure Performance indicators; Baseline Target Responsible entity
code measurement unit 2020 2024 (institution; department)
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Competence makes a difference!
Project selected under the Administrative Capacity Operational Program, co-financed by European Union
from the European Social Fund
51