Improving the Productivity of National Offices for Statistics SURINAME CASE STUDY July 2023 Acknowledgments: The World Bank team expresses its gratitude to Eartha Groenfelt, Acting Director, General Bureau of Statistics (Algemeen Bureau voor de Statistiek, ABS) as well as ABS staff, especially Guilliano Koornaar, Deputy Director of Statistics, Jo-Ann Keenswijk-Fung A Loi, Social Statistics Division Manager, Naomi S. J. Caupain, Manager of the Census Office, Shenifa Ellis-Spalburg, member of the Human Resources Department, Fallon Lambert, Gender Focal Point, Anjali De Abreu-Kisoensingh, Focal Point Environment Statistics, Sustainable Development Goals (SDGs) and Poverty Statistics, and other ABS staff who attended: Miriam Ramdhari, Nasta Rahamat, Giovanna Amatsoeran, Paul Samiran, Ana Soeltan-Beck, Gladys Esseboom, and Raoul Blom for their engaged collaboration and participation in the study and their kind hospitality. The team is grateful for the conversations held with Centraal Bureau voor Burgerzaken and Planning Office Suriname as part of the preparation of this report. Discussing ways to increase ABS productivity was a fruitful experience for the World Bank team. This report is the sixth case study of the national statistical office (NSO) productivity approach. The study benefited from funding from the Poverty and Equity Global Practice and the Surinam Country Management Unit.1 1 The report was prepared by Alejandro Medina-Giopp (Senior Monitoring and Evaluation Specialist, Poverty and Equity Global Practice), José Montes (Data Scientist, Poverty and Equity Global Practice), Jorge Martínez Aldanondo (Consultant, Poverty and Equity Global Practice), and Paola Gadsden (Consultant, Poverty and Equity Global Practice). This initiative was developed within the framework of the Poverty Global Practice engagement with the government of Suriname. Jacobus Joost de Hoop (Senior Economist, Poverty and Equity Global Practice and Suriname Poverty Economist) is leading this engagement and led the preparation of the report. 1 Table of contents Table of contents.................................................................................................................................................... 2 Figures ....................................................................................................................................................................... 3 Tables ......................................................................................................................................................................... 3 Acronyms .................................................................................................................................................................. 5 1. Summary of the Assessment Results ................................................................................................... 7 1.1 ABS Roles ....................................................................................................................................................................... 7 1.2 ABS Management and the Findings of the Institutional Analysis ........................................................... 8 1.3 The Findings on the Quality of Statistical Operations ................................................................................. 8 1.3.1 Census and Household Surveys .....................................................................................................................8 1.3.2 Administrative Records ....................................................................................................................................9 1.3.3 The System of National Accounts .................................................................................................................9 1.3.4 The Findings on Budget Management ..................................................................................................... 10 2. Institutional and Organizational Analysis ....................................................................................... 11 2.1 Institutional Diagnostic ....................................................................................................................................... 11 2.1.1 National Statistics Capacity .......................................................................................................................... 12 2.1.2 The Demand for Statistics ............................................................................................................................. 13 2.1.3 Staff ......................................................................................................................................................................... 14 2.1.4 Legal Framework, Autonomy, and Coordination ............................................................................... 17 2.1.5 Financial Situation ............................................................................................................................................ 18 2.2 Organizational Diagnostic .................................................................................................................................. 23 2.2.1 The Strategic Plan for Statistical Development ................................................................................... 23 2.2.2 Organizational Structure ............................................................................................................................... 23 2.2.3 Process Management ...................................................................................................................................... 25 2.2.4 Information Technology ................................................................................................................................ 25 2.2.5 Data Quality Control and Monitoring and Evaluation ...................................................................... 26 2.2.6 Marketing and Dissemination ..................................................................................................................... 26 2.2.7 The Focus Group with End Users............................................................................................................... 28 3. Product Quantity and Quality ............................................................................................................... 29 3.1 Quantity ........................................................................................................................................................................... 29 3.2 Quality .............................................................................................................................................................................. 29 3.2.1 Households Surveys and the Census ........................................................................................................ 32 3.2.2 Administrative Records ................................................................................................................................. 32 3.2.3 The System of National Accounts .............................................................................................................. 34 4. The Costs of Production .......................................................................................................................... 37 4.1 Statistical Production Unit Costs ........................................................................................................................... 37 4.1.1 The Methodology .............................................................................................................................................. 37 4.1.2 Application of the Cost Methodology to Statistical Products ........................................................ 38 5. Moving Forward: Action Plan ............................................................................................................... 45 Annex A. Human Resources Survey Questionnaire................................................................................. 48 Annex B. What Is IPNOS? ................................................................................................................................... 49 2 Annex C. Website Diagnostic ........................................................................................................................... 50 Introduction .......................................................................................................................................................................... 50 Attributes ............................................................................................................................................................................... 50 Internal Technical Debt ............................................................................................................................................. 50 Cost Analysis .................................................................................................................................................................. 50 Hosting Services, Features, and Support ........................................................................................................... 50 Conclusion .............................................................................................................................................................................. 51 Figures Figure 1. Synthesis of Institutional Diagnostic Figure 2. SPI Overall score and by pillars (2019) Figure 3. ABS Evolution of Personnel and Average Salary including benefits (2022 US$) Figure 4. ABS Total Yearly Budget, 2018–22 (SDR current prices) Figure 5. ABS Total Yearly Budget, 2018–22 (2022 US$) Figure 6. Evolution of ABS budget from government sources in relation to GDP and National Budget (%) Figure 7. Budget Approval Index, 2018–22 Figure 8. Evolution of ABS Executed Budget by Expense Categories (2022 US$) Figure 9. Synthesis of the Organizational Diagnostic Figure 10. Website annual visits, 2012–22 Figure 11. Number of Employees and Number of Statistical Operations, by Year, 2018–22) Figure 12. Migration rate and mortality rate Figure 13. Response rate of main surveys Figure 14. Sequential cost allocation process Tables Table 1. Availability of SDGs indicators, 2023 Table 2. ABS Personnel turnover rate Table 3. Programmatic-Budget Structure, by Country Table 4. Coverage of Census Table 5. SUR: Quality indicators for Census Table 6. SUR: Summary Survey execution Table 7. Annual cost of personnel for the Labor Force Survey, 2022 (2022 US$) Table 8. Annual cost of personnel for the Enterprise Survey, 2022 (2022 US$) Table 9. Annual cost of personnel for Births, 2022 (2022 US$) Table 10. Annual direct operational cost for Labor Force Survey, 2022 (2022 US$) Table 11. Annual direct operational cost for Enterprise Survey, 2022 (2022 US$) Table 12. Annual direct operational cost for Births, 2022 (2022 US$) Table 13. Annual semi-direct cost from Operational Sections for Labor Force Survey, 2022 (2022 US$) Table 14. Annual semi-direct cost from Operational Sections for Enterprise Survey, 2022 (2022 US$) Table 15. Annual semi-direct cost from Operational Sections for Births, 2022 (2022 US$) 3 Table 16. Annual Semi-Direct Costs from Other Sections for Labor Force Survey, 2022 (2022 US$) Table 17. Annual Direct/Semi-Direct Costs for LBS, ES and B Surveys, 2022 (2022 US$) Table 18. Indirect Personnel Costs Allocation for LBS, ES and B Surveys, 2022 (2022 US$) Table 19. Indirect Costs Allocation excluding Personnel Costs for LBS, ES and B Surveys, 2022 (2022 US$) Table 20. Total and Unit Cost for Labor Force Survey, Enterprise Survey for Large Enterprises and Births (2022 US$) Table 21. Action Plan 4 Acronyms ABS Algemeen Bureau voor de Statistiek (General Bureau of Statistics) CFC consumption of fixed capital COMSTAT Commissie voor de Statistiek (Statistics Commission) CPI consumer price index GAMSO Generic Activity Model for Statistical Organizations GDP gross domestic product GSBPM Generic Statistical Business Process Model IPNOS Improving the Productivity of National Offices for Statistics (tool) LFS labor force survey NSDS national statistics development strategy NSO national statistical office NSS national statistical system QNA quarterly national accounts SDG Sustainable Development Goal SNA System of National Accounts 5 This Suriname case study presents the main conclusions of the application of Improving the Productivity of National Offices for Statistics (IPNOS), a tool developed by the World Bank to assess the functioning of national statistical offices (NSOs). This approach was implemented at the General Bureau of Statistics (Algemeen Bureau voor de Statistiek, ABS), the NSO of Suriname, in May–July 2023. The exercise has allowed the comprehensive identification of the main strengths, weaknesses, opportunities, and challenges related to statistical production and dissemination in the country, as well the ABS coordination role with producers of national statistical systems (NSSs). The assessment has provided ABS with an action plan for the improvement of this crucial task in the future and has offered key recommendations for the implementation of the plan. 6 1. Summary of the Assessment Results This section summarizes the main findings of the assessment organized into specific categories of the diagnostics undertaken using the Improving the Productivity of National Offices for Statistics (IPNOS) tool. 1.1 ABS Roles The Statistical Act. The operations and activities of the General Bureau of Statistics (Algemeen Bureau voor de Statistiek, ABS) are governed by the Statistics Act S.B. 2002, no. 97, which establishes the legal authority and mandate of the ABS, However, the Statistical Act lacks specific provisions offering comprehensive guidance on implementation. An effective national statistical office (NSO) should perform three key roles: • Data producer • Coordinator of the national statistical system (NSS) • Information source on public policies and the lives of citizens According to the Statistical Act, the mandate of the ABS is to collect, process, and publish data that offer insights into the social, economic, cultural, and demographic situation and development of Suriname. The mandate emphasizes ABS’s role as a producer of statistics that are of national interest. The ABS is also tasked with coordinating and promoting all statistical activities in Suriname, particularly the collaboration among various government agencies involved in statistical activities. This mandate means that the ABS acts as the coordinator of the NSS. Regarding the task of informing public policies and citizens, the ABS leads in measuring most of the Sustainable Development Goal (SDG) indicators, is active on the poverty committee, and participates in drafting national and sectoral plans. However, the ABS could play a greater role in evaluating the impact of programs, supporting policy design, and providing public access to data. The Statistical Act also established the Statistics Commission (Commissie voor de Statistiek, COMSTAT), which is responsible for overseeing the statistical system, including the ABS. The commission consists of nine members representing the government, business, labor unions, the Central Bank, the University of Suriname, nongovernmental organizations, and the Planning Office of Suriname. The technical autonomy of the ABS. The ABS maintains its technical autonomy, ensuring independence in its statistical operations. The stakeholders consulted for this report said they respect the autonomy of the ABS, and the staff survey implemented by the World Bank team reveals a lack of political interference among ABS staff. 7 Close and timely coordination with COMSTAT. The ABS and COMSTAT hold monthly meetings to ensure close and timely coordination between the two entities. 1.2 ABS Management and the Findings of the Institutional Analysis The ABS faces challenges because of the absence of an NSS strategy and an institutional medium-term strategy. The ABS needs a five-year strategic plan and the implementation of a national statistics development strategy (NSDS). Fragmented and unstructured NSS. There is a great need to strengthen the coordination mechanisms between the ABS and other statistical producers within the NSS, promote the sharing of microdata, and establish an inventory of statistical operations. Regulations should be developed to ensure smooth NSS operations. The current ABS organizational structure enables the production of a minimum required data package, but a redesign could contribute to enhanced quality and coordination at the NSS. • ABS technical staff in key positions has an average of 15 years of experience. They remain committed to meeting their institutional responsibilities, but are dissatisfied that the ABS has only limited resources. • There has been a gradual decline in the share of experienced staff at the ABS. There was a 21 percent decline in ABS staff in 2018–22. Moreover, the average real salary fell by 41 percent during the period because of inflation and a deteriorating exchange rate. • Retaining trained staff is difficult because of low salaries in real terms. Attracting talent is also problematic because of limits on the authorization of new staff positions. • The effort should be maintained to complete the adoption of the Generic Statistical Business Process Model (GSBPM) through the process approach. Subsequently, a shift to the Generic Activity Model for Statistical Organizations (GAMSO) should be undertaken. • The lack of an adequate budget has led to a shortage of vehicles to support fieldwork for the labor force survey (LFS). The team of survey enumerators depends on the vehicles to perform the fieldwork. If vehicles are not available, the enumerators cannot visit or follow up on visits to households, thereby reducing the accuracy of the survey, including through the nonresponse rate. 1.3 The Findings on the Quality of Statistical Operations 1.3.1 Census and Household Surveys The collection of population census data in 2024, as planned, will enable the updating of SDG indicators, the rebasing of national accounts, support for policy design and government planning, and the production of new statistics. Funding precensus activities during 2023 was crucial to complying with the 8 established plan and link the effort with an Inter-American Development Bank lending project. Failure would have resulted in a delay in the availability of population census data until 2026 or 2027, thereby missing the opportunity to address the gap in a timely manner. The ABS can enhance the quality controls in relevant areas to improve the production of statistics, as follows: • Develop a quality ABS framework by establishing a methodology unit, setting data production guidelines, identifying quality indicators, and implementing mechanisms to capture the views of statistics user. • Ensure the regular updating of sample frames beyond economic (2016) and population censuses (2012) by regularly updating information on households and economic establishments. • Establish mechanisms to identify refusals to respond to surveys, such as nonresponse rates and sampling issues, to improve data collection processes. • Implement a unique universal identifier for economic establishments , aligning ABS identifiers with tax IDs to improve data integration and accuracy. Budget and personnel limitations are likely to reduce the response rate of the LFS and the enterprise survey. Preparing the sample frame and design long after completion of the census (that is, based on a dated sampling frame) further compounds the challenge of an already low response rate because of reductions in personnel, the limited availability of transport, and so on. 1.3.2 Administrative Records The ABS takes great effort to collect information from administrative records at various ministries, thereby generating some indicators based on the tables received from these ministries. It performs basic data checks before publication. The ABS needs to develop a strategy to improve the collection and utilization of administrative data, preferably through an NSS mechanism . The administrative data in the ABS output—vital records, business registries, transportation and traffic data, gender and environmental data—are currently limited. The main challenges identified in administrative records include data lags, cases of underreporting, delayed publication, lack of geographic disaggregation, lack of systematic quality checks, underutilization of administrative records in generating relevant indicators, and low use of statistics. 1.3.3 The System of National Accounts The margin of improvement needed in the System of National Accounts (SNA) is significant based on the low global score of 1.6 out of 4.0 obtained using the World Bank SNA assessment tool. The assessment covers the following: (a) the general consistency of the national accounts; (b) the practices applied to compile 9 data on gross domestic product (GDP), value added, and employment; (c) the elaboration of integrated economic accounts and tables; (d) the classification of expenditures by purpose; (e) the compilation of institutional sector accounts; and (f) the elaboration of financial accounts. Methodological consistency does not seem to be a problem (score of 3.7 out of 4.0), and an update of the base year is highly recommended. The ABS aims to update the current base year to 2025 soon after the 2024 population census has been conducted. The areas with the lowest scores correspond to the elaboration of sectoral and financial accounts (each with a score of 0.0 out of 4.0). The availability of tax data for the compilation of national accounts is a concern, and sectoral financial and nonfinancial accounts are not being compiled. The information available seems to be sufficient to compile quarterly national accounts (QNA) for two or three industries. 1.3.4 The Findings on Budget Management Cuts in the ABS budget threaten statistical operations. An analysis of ABS budget performance in 2018–22 reveals several indicators that suggest the government is giving a lower priority to the generation of government statistics. This raises concern about the quality, quantity, and sustainability of ABS operations in the future. • From 2019 to 2022, there was a steady decline in overall budget execution measured in constant US dollars. The 2022 ABS budget represented roughly one- third of the 2018 budget. • The salary budget item shrank by 53 percent in real terms from 2018 to 2022. The decrease was associated with staff cuts of 21 percent, and a decline in the real average salary of 41 percent. • The operating costs budget item (excluding financing from nongovernmental sources) shrank by 66 percent during the period. • The ABS budget approval index (the level of budget approved by the Ministry of Finance in relation to the budget requested by the ABS) was at its lowest level (51 percent) in 2022. • As a share of the national budget, the ABS budget has declined, reaching the lowest value in 2022. The ABS has a strong budget spending capacity. In terms of budget spending effectiveness, the ABS exhibits a high budget execution rate (100 percent) in relation to the approved budget. There is potential for enhanced resource allocation and monitoring through a programmatic budget perspective. There is an opportunity to improve the budget structure through the application of a programmatic-budgetary perspective on 10 strategic and operational activities, which could facilitate the allocation of resources, budget monitoring, and the evaluation of activities. Opportunities for enhancing internal controls have been identified. Work is recommended on budget disaggregation and budget monitoring, as well as risk management. 2. Institutional and Organizational Analysis 2.1 Institutional Diagnostic The ABS is facing challenges because of the absence of an NSS strategy and an institutional medium-term strategy. The ABS requires a five-year strategic plan and needs to design and implement a five-year NSDS. Although the ABS produces a good annual work plan, including milestones, targets, indicators, and budgets, a strategic midterm exercise should be developed and implemented. The NSS is fragmented and unstructured. There is a great need to strengthen the coordination mechanisms between the ABS and other statistical producers within the NSS. The sharing of microdata should be promoted among public agencies and users. An inventory of statistical operations should be established. Regulations should be drafted to ensure the smooth functioning of the NSS. Meetings, such as those held in the past with users and data producers, would help advance the formation of the NSS. The Inter-American Development Bank loan will support the development of the NSS. This represents a great opportunity to develop the NSDS. The ABS faces significant challenges in staffing and the resources needed to produce essential data packages. It achieved a score of 0.63 out of 1.0 on the data for policy index because of lags in household surveys, the agriculture census, and survey big data. The score is higher than the average among African countries (0.51) and scores among the economies of the Organization of Eastern Caribbean States. The ABS should leverage the authority it acquired from the Statistical Act (2002) to collect comprehensive data effectively and develop guidelines to promote microdata sharing to enrich the availability and usability of statistical information. Figure 1 illustrates the global results of the institutional assessment. It reveals that the ABS exhibits stronger performance in areas such as autonomy, statistical demand, and human resources. However, areas such as legal aspects, budgets, and financing show a poor performance. These findings highlight the need for improvement at a global level. The next subsections describe in detail the findings on each element of the institutional assessment. 11 Figure 1. Synthesis of the Institutional Diagnostic Source: World Bank calculations based on the IPNOS assessment. 2.1.1 National Statistics Capacity The overall standard performance indicator score of Suriname shows significant progress, increasing from 35.85 in 2016 to 50.80 in 2019, a rise of almost 42 percent (figure 2). Figure 2. Standard Performance Indicator: Overall Score and by Pillars, 2019 Source: 2019 World Bank data. 12 Suriname’s score lags the average score in other countries in Latin America and the Caribbean and in other upper-middle-income countries on most domains captured by the standard performance indicator index. Suriname compares favorably in terms of data sources generated by the ABS (censuses and surveys) and sources accessed from elsewhere, such as administrative data, geospatial data, private sector data, and citizen generated data. The ABS exhibits high productivity, which is expressed through decent quality data production using limited resources and specialized staff. However, its global performance is average because of a lack of the production of key statistics and ineffective coordination with sectoral data producers. Despite the considerable progress registered, standard performance indicators revealed gaps and challenges in several pillars. Suriname scored highest in data services and data use, while its lowest score was in data infrastructure and data products (see figure 2). A remaining challenge is data dissemination. Suriname ranks 94 among the 195 countries included in the Open Data Inventory 2022, with an overall score of 50 out of 100. Between 2020 and 2022, Suriname’s overall score fell slightly, from 57 to 50. Nonetheless, this is still 50 percent higher than the score in 2018 (36). Sharing microdata is not a regular practice in Suriname. Even among public agencies working with the ABS, there is no formal protocol for microdata sharing, and, in some cases, data are only shared in hard copy or users are only allowed to access microdata within ABS facilities. However, the ABS is increasingly publishing tabulated data in Excel. 2.1.2 The Demand for Statistics ABS data play a pivotal role in informing planning strategies. However, it is essential to involve the ABS more extensively in the execution of these strategies. The multiyear plan for 2022–26, the national development strategy for 2050, and various multiyear sector-specific initiatives have all integrated ABS data into their objectives, indicators, and targets. The Planning Office has taken the lead in coordinating this effort. A poverty committee was established in 2021, with the active participation of the ABS. While the Surinamese government has not yet formally developed a poverty reduction strategy, poverty reduction is considered to encompass goals, such as increasing the minimum wage, generating employment opportunities, and achieving milestones in education to reduce drop-out rates. The poverty committee, under the leadership of the Ministry of Labor, benefits from ABS's expertise in leading methodological discussions on poverty estimation. The ABS is actively involved in developing measures, such as the multidimensional poverty index, and poverty profiles on vulnerable populations, including children and the elderly. 13 The 2023 Systematic Country Diagnostic developed by the World Bank spotlighted high-level outcomes to improve the well-being of the poorest and most vulnerable. Improving human capital, better jobs, protecting forest and living environments, promoting the equitable allocation of resources, and strengthening governance and institutions are key areas that have been identified. Along with other data producers, the ABS should help inform NSS policy actions to reach these goals. The government of Suriname has officially embraced the SDGs, achieving a commendable 66.1 percent availability in the relevant indicators. The data provided by the ABS play a crucial role in estimating a wide range of SDG indicators. Remarkable efforts have been undertaken in utilizing administrative records from various sectoral agencies to establish environmental goals and indicators for the SDGs. Table 1 illustrates the availability status of data for the 17 SDGs in Suriname. Table 1. Availability of SDG Indicators, 2023 SDGs Data available Total SDG indicators, number % available 1 10 13 76.9 2 10 14 71.4 3 20 28 71.4 4 9 12 75.0 5 11 14 78.6 6 9 11 81.8 7 5 6 83.3 8 13 16 81.3 9 4 12 33.3 10 6 14 42.9 11 7 15 46.7 12 5 13 38.5 13 8 8 100.0 14 7 10 70.0 15 12 14 85.7 16 15 24 62.5 17 13 24 54.2 Total 164 248 66.1 Source: Suriname SDG Data and Analysis Repository Framework 2022. 2.1.3 Staff The ABS is a specialized entity. This is evident in the presence of highly experienced technical staff in key positions. On average, these individuals possess a work experience of 15 years. The dedication of the staff to their institutional responsibilities remains unwavering, although they express their dissatisfaction with the limited financial resources. The government has imposed a freeze on new staff positions. Consequently, the potential loss of experienced staff members poses a significant challenge, potentially leading to knowledge gaps within the organization. This situation may change because the ABS received clearance to hire new personnel in July 2023. 14 There was a 21 percent decline in the ABS headcount in 2018–22. The ABS staff shortage for 2024 is estimated at 43 specialists. Moreover, the average real ABS salary fell by 41 percent in 2018–22 because of inflation (figure 3). Figure 3. Trends in ABS Personnel and Average Salary, Including Benefits (2022 US$) Source: World Bank calculations based on ABS data. The budget restrictions affect hiring, but also the acquisition of vehicles to undertake fieldwork. Inflation has reduced the real value of the budget available for recurrent expenditures, which limits the ability of the ABS to replace staff who have left, even if the government recently lifted a hiring freeze that had prevented the ABS from recruiting new personnel. It also limits the ability of the ABS to procure office supplies, information technology equipment, and software. The pay scale at the ABS is lower relative to other public agencies, and there are issues with late payment almost every month. Despite the recent salary increase of 20 percent–025 percent in January 2023, salaries remain low because of an anticipated annual inflation rate of over 50 percent. This demotivates staff, which is reinforced by workload pressure, lack of infrastructure, inadequate equipment, and the high cost of transportation. An anonymous staff survey conducted by the World Bank team among ABS staff (annex A) revealed significant dissatisfaction with salaries and the lack of bonuses or other recognition for good performance. The survey also highlighted that the staff appreciates job stability, a good work-home balance, and the opportunity to serve society and the population. Some respondents mentioned that they joined the ABS because of the lack of jobs in the private sector. The staff surveyed did not have plans to leave the ABS in the following two years, which indicates that they value their positions at the ABS. Only one person expressed the intention to leave the ABS in coming years. Because of a lack of personnel and budget, the ABS has been exploring options for addressing staff shortages. It has been seeking support from other public agencies. However, because of the requirement to check time clocks and the heavier workloads at the ABS, personnel at these agencies have shown no interest. The ABS 15 has also been considering internships with the university. However, the university recently eliminated internships as a requirement for graduation. The ABS work plan for 2023 incorporated training activities. However, these activities are provided and funded primarily by international and external organizations. The ABS allocates only a small portion of its internal budget for training. The courses currently available in Suriname do not meet the specific requirements of the ABS. The ABS shows a declining personnel turnover rate and no new hiring since 2020, scoring an average of 4.05 percent in 2019–22 (table 2). Existing employees choose to stay with the ABS for longer periods. Based on a staff survey, this implies that most staff are satisfied with their roles, work environment, and overall employment experience. A few had not found another employment option. Turnover rates are low and considered appropriate; however, losing experienced personnel implies that the ABS is losing knowledge. An alternative would involve hiring short-term employees. Table 2. ABS Personnel Turnover Year Turnover rate 2019 5.43 2020 4.07 2021 3.48 2022 3.21 Average 4.05 Source: World Bank calculations based on ABS data. The ABS relies on a finger-thumb system to track the presence of personnel. However, the information is not currently processed to generate regular indicators of absenteeism, except for sick reports. Because of the country's economic situation, some staff members cannot afford to be present at work every day given the high fuel prices associated with personal transportation and bus travel. The sick reports indicate a monthly average of 1.4 percent absenteeism. The highest rate was recorded in November 2022, at 1.9 percent, and the lowest in July 2022 at 1.2 percent. Apart from sickness, some absences are related to transportation costs, union permissions, and family reasons. Estimating the overall absenteeism rate is crucial because, if it exceeds 3 percent for all causes, the loss of working hours could affect ABS performance significantly. Work and the sense of accomplishment. Most staff who responded to the World Bank staff survey strongly agree or agree that their jobs give them a sense of accomplishment, which is a relevant finding in promoting organizational change. ABS staff demonstrated a full understanding and commitment to their responsibility to protect the confidentiality of the information they handle. All participants in the World Bank staff survey strongly agreed or agreed with the following question, “When handling private data, such as names, addresses, 16 incomes, and other sensitive information, are you aware of your full responsibility to protect and secure personal data?” 2.1.4 Legal Framework, Autonomy, and Coordination The Statistical Act serves as the foundation for supporting the modernization of the ABS and promoting the NSS. ABS operations and activities are regulated by the Statistics Act S.B. 2002, no. 97, which grants the ABS legal authority, the power to collect data, technical independence, and a clear mandate. However, the Statistical Act needs to be updated. Improvements in implementation require specific regulations to provide comprehensive guidance. To address this gap, the development of regulations that align with specific clauses of the Statistical Act presents a cost-effective, short-term solution. Such regulations can support the formalization of the creation of the NSS and establish protocols for microdata documentation and dissemination. By implementing these regulations, the ABS may enhance its effectiveness, ensure compliance with legal requirements, and strengthen its overall capacity to serve the statistical needs of the nation. In the medium term, an update of the Statistical Act would be important for the effective functioning of the statistical system and to account for global developments in data collection and processing. The Statistical Act mentions the importance of maintaining confidentiality on personal data. However, no specific regulation currently ensures data protection. Although a data privacy initiative was submitted for discussion in Congress in 2021, it has not made significant progress. Incorporating data protection mechanisms within the data dissemination regulation or promoting the data privacy law is crucial. The ABS maintains technical autonomy in conducting data collection, processing, and dissemination. However, its operational independence is contingent on government funding and regulations governing the use of public resources, which ultimately restrict its autonomy. Interviews and staff surveys reveal a lack of political interference in data production and analysis. The ABS and COMSTAT engage in regular monthly technical meetings as part of an action plan ensuring effective collaboration and coordination. This practice has proven beneficial and should be maintained. These meetings will serve as a platform for discussing the ABS strategic plan and the NSDS. Perhaps a more comprehensive action plan should be created to reach the new NSDS milestones. Dialogue between statistical users and producers initiated by COMSTAT forms the foundation for promoting the NSS. In February 2023, COMSTAT organized a meeting with 30 statistical users, providing a platform to discuss the accomplishments of the ABS and identify key data and capacity gaps. The meeting also focused on devising statistical strategies to address and close the gaps, ensuring a collaborative approach between users and producers in advancing the NSS. 17 2.1.5 Financial Situation Budget and financial analysis is the first step in understanding resource management in the performance by the ABS of its functions in collecting and processing data and publishing national statistics. The main source of budgets is represented by government funds net of withholding taxes and pension contributions. The other items that make up the ABS budget are the salary tax and other benefits withheld by the Ministry of Finance, financing by nongovernmental sources (essentially the support of national and international organizations, such as Statistics Canada, the United Nations Children’s Fund, the United Nations Development Programme, and the United Nations Economic Commission for Latin America and the Caribbean), and nontaxable resources, including revenue from the sale of publications and services and other revenues (sales of depreciated assets, external project management costs, donations, and so on). Figure 4 shows total ABS budgets after the pandemic. Figure 4. ABS Total Yearly Budget, 2018–22 (current SDR prices) Source: World Bank calculations based on ABS data. However, in constant US dollars, there was a steady decline in budget execution beginning in 2019, and the 2022 budget represents only one-third of the 2018 budget (figure 5). Most budget cuts correspond to budget support by government sources and financing from nongovernmental sources. Even in this scenario, the ABS must deliver the same outcomes as under the uncut budget. Figure 5. ABS Total Yearly Budget, 2018–22 (2022 US$) Source: World Bank calculations based on ABS data. 18 This could compromise the quantity and quality of the statistics that ABS produces. A reduced budget allocation is leading to a decline in data collection, limiting the modernization of equipment and the replacement of specialists who have left the office and challenging the rising sample size of household surveys. Figure 6 offers a comparison between trends in the ABS budget, GDP, and the national budget. In relation to GDP, the ABS budget has remained stable over the last three years, slightly higher than the 2018 level. However, as a share of the national budget, the ABS budget has declined, reaching its lowest value in 2022. This may be an indicator of the declining relevance of government statistics. It is a concern given the strategic role of statistics in public policy and private decision-making. Figure 6. ABS Budgets Relative to GDP and National Budgets (%) Source: World Bank calculations based on ABS data. Another measure of the government commitment to the collection of public statistics is a comparison of the budget requested by the ABS and the ABS budget approved by the Ministry of Finance. This is reflected in the budget approval index, which was at the lowest level (51 percent) in 2022 (figure 7). The gap compromises the operations of proposed by the ABS and, therefore, government statistics. Figure 7. The Budget Approval Index, 2018–22 Source: World Bank calculations based on ABS data. On budget spending effectiveness, the ABS achieves a high budget execution rate (100 percent) relative to the approved budget. This shows that the ABS is 19 able to use all its resources, which is not common in the other countries analyzed, where 80 percent–95 percent of budget spending effectiveness is not uncommon. As is customary among public statistical institutions, most of the budget is dedicated to covering staff salaries, including pension and health care premiums. This represented 75 percent of the ABS budget in 2021–22 (figure 8). In other countries examined, the share of salaries in the total budget was as follows: • 72 percent–85 percent in 2018–21 (Panama) • 51 percent–44 percent in 2014–18 (Seychelles) • 51 percent in 2014 (Costa Rica) Figure 8. Trends in the Executed ABS Budget, by Expenditure Category (2022 US$) Source: World Bank calculations based on ABS data. Apparently, the share of salaries is much lower in Costa Rica and the Seychelles than in Panama and Suriname. However, this is also because the former contract out survey services (for interviewers and so on) and pay higher rent for office space. If survey services were provided by permanent staff, and no office rent were paid in Costa Rica and the Seychelles, then the shares of salary would be closer there to the shares in Panama and Suriname. The second-largest budget item is operating costs, that is, machinery, goods, and services, excluding salaries, representation and public relations, board remuneration, and external services, such as accounting, legal and other services provide by third parties. This item represented an average of 18 percent of the budget in 2021–22. The salaries budget item shrank by 53 percent in real terms in 2018–22. This decline was composed of staff cuts of 21 percent and a decline in the real average salary by 41 percent. The operating costs budget Item (excluding financing from nongovernmental sources) shrank by 66 percent in the same period. This budget decrease throughout 2018–22 stressed the organization and affected the quality and timeliness of the production of statistics. 20 Program Budgeting Structure The ABS budget structure is based on expenditure categories and is not structured into budget programs. The ABS expenditure categories according to the classification established by the Ministry of Finance are as follows (table 3): • Operational expenses, including goods, machinery, and services, but excluding personnel costs and external services, such as accounting, legal, and other services performed by third parties • Personnel costs, including pensions and health care premiums • Representation and public relations costs • Other costs, including board remuneration and external services, such as accounting, legal, and other services performed by third parties Table 3. Budget Expenditures, by Category The ABS records budget expenditures at an institutional level and does not record or report disaggregated budget information at the section, division, or survey level. This does not facilitate the calculation of the costs incurred in the execution of services (surveys) and therefore makes it difficult to monitor or control the efficiency of expenditures by activity or even budget expenditure levels by survey, section, or division. The ABS lacks a programmatic budgetary perspective on its strategic and operational activities, which would facilitate the allocation of resources, the monitoring of the budgetary execution of activities, and the evaluation of activities according to established objectives and goals. Program budgeting is the hierarchical set of objectives that organizations pursue through their activities and the allocation of resources to these activities to achieve these objectives. It is results oriented, helps prioritize expenditures, and assists in control and accountability, thus improving transparency. In the NSOs of other countries analyzed for this report, budgeting is 21 structured by program (in addition to registering by expenditure category) and by subprogram, which maybe structured into sections or even surveys (table 4). Table 4. Programmatic-Budget Structure, by Country Source: World Bank IPNOS case studies. If a budget is structured by program or subprogram, it can be allocated, executed, and recorded, following strategic and operational planning, by program, subprogram, or even section or survey, allowing detailed monitoring and evaluation at these levels and contributing to results-based and productivity management. Internal Controls Evaluation From an internal control perspective based on the framework of the Committee of Sponsoring Organizations of the Treadway Commission, one might assert that the ABS cannot provide reasonable assurance on the following organizational objectives:2 • The effectiveness and efficiency of operations (services) • Reliable and timely information (internal and external) • Compliance with laws and regulations (internal and external) This assertion is based on an evaluation of the five interrelated components, all of which must operate at acceptable levels. At the ABS, the risk assessment component must be strengthened. 2 According to the framework, internal control is a process effected by an entity's board of directors, management, and other personnel and designed to provide reasonable assurance regarding the achievement of objectives in the following categories: effectiveness and efficiency of operations, reliability of financial reporting, and compliance with applicable laws and regulations. The five interrelated components of internal control are the control environment, risk assessment, control activities, information and communication, and monitoring. 22 2.2 Organizational Diagnostic 2.2.1 The Strategic Plan for Statistical Development To strengthen the statistical legal framework, it is essential to add to the Statistical Act by developing comprehensive regulations. This includes regulation of the NSS and elaboration of the NSDS, along with the implementation of a robust monitoring and evaluation system. The ABS is not the main oversight agency for statistical production. It is a producer of statistics. COMSTAT is responsible for overseeing the statistical system and the ABS. However, the lack of adequate regulations on the statistical system poses challenges to COMSTAT's ability to fulfill its responsibilities effectively. Figure 9 shows the global results of the organizational assessment. According to the figure, the ABS exhibits better performance in organizational structure, data quality, statistical infrastructure, and feedback system dimensions. However, the challenges are significant in the areas of process management and data dissemination, indicating there is room for improvement on a global scale. Figure 9. Synthesis of the Organizational Diagnostic Source: World Bank calculations based on the IPNOS assessment. 2.2.2 Organizational Structure The ABS has technical staff in key positions with an average of 15 years of experience. The experience of the staff is one of the main assets of the institution. Because of budget restrictions, retaining this key staff is a challenge. The current ABS organizational structure enables the production of most of the minimum data package. However, a redesign could contribute to enhanced quality and coordination of the NSS. The minimum data package under the World Bank data for policy approach includes the collection of the following statistics: household surveys, LFSs, enterprise surveys, enterprise census, population census, and the SNA. 23 The ABS organogram follows a traditional bureaucratic model. COMSTAT is at the highest level. The ABS reports directly to it. ABS management is divided into four staff areas: (a) internal control, (b) secretariat, (c) budget and finances, and (d) the census office. The next level is organized through two deputy directorates, one related to statistics, containing economic and social divisions, and another focusing on research, public relations, information technology, and coordination with regional offices. The census office includes divisions for human resources, management, and vehicles. This is a specialized bureaucratic model because of the high level of job specialization. The ABS has two regional offices (Nickerie in the west and Commewijne in the east) that support data collection, primarily on inflation, enterprise surveys and the business register, and household data surveys. These offices should be institutionally strengthened in terms of equipment, vehicles, personnel, and budget allocations to aid the collection of these crucial statistics more efficiently and to begin compiling administrative data at the local level. Although the current organizational structure enables the production of the minimum data package, a redesign is needed to promote ABS modernization. For example, a division dedicated to coordinating work with the NSS producer is a must, as well as a division dedicated to summarizing the methodological and quality principles of data production and dissemination. Moreover, a specific section on environmental statistics should be created because this type of data is produced without fiscal resources (donor funding), and the work depends on a single person with a different position. The ABS seeks to emphasize the creation of a new area for cartography and geographic information and raise the status of the social statistics division to a deputy unit. Additionally, the data production section of the organogram could be reorganized at a matrix level. The ABS has been experiencing a gradual decline in experienced staff. There was a 21 percent reduction in the ABS headcount in 2018–22. This arose because of difficulties in retaining trained staff given the low salaries in real terms. Attracting new talent was also limited by the lack of authorization for staff hiring. Job descriptions are well developed, but should be aligned with the GSBPM exercise. Job descriptions have been reviewed and comply with best practice, including the designation of job positions in the organogram, hierarchy lines, main tasks and activities, results areas, job requirements, and main contacts. However, these descriptions could benefit from a review of GSBPM development. Basic flowcharts might be added. The ABS efficiently outsources various services, although some of these could be in-house under ABS production. Service outsourcing falls under the management and coordination of human resources, with the necessary support and advice from the ABS director and division managers. A wide range of services are outsourced, including cleaning, security, air conditioning, information technology services, such as software development and data hosting, as well as printing, photocopying, and publishing. The ABS has clear protocols and a fiduciary process for hiring and managing outsourced services. However, it could benefit from an in- 24 house information technology team for software development and customization and from an increase in the capacity of the host servers. 2.2.3 Process Management Efforts should continue to adopt the management by process approach by completing the implementation of the GSBPM and transitioning to a GAMSO. Although ABS staff started working with the GSBPM framework and identifying the statistical production life cycle within ABS statistical data production, the ABS should take steps to improve the process approach. This includes creating a map of ABS processes, establishing an inventory of processes, defining the metrics for every process (quality, cost, volume, and time), and subsequently linking the GSBPM and GAMSO frameworks with the ABS data production and organizational structure. The ABS should update the organogram and create a process base structure diagram. The management by process approach involves updating the organizational structure, job definitions, and internal and external coordination mechanisms, and adopting the management by objective approach. 2.2.4 Information Technology Information technology systems are cost effective and functional. The information technology systems perform exactly as intended. They have maximized the return on investment by using outsourced solutions in areas where the ABS does not have the manpower or expertise. One example is the website, which is hosted by WordPress. The ABS should delegate hosting services, development, and security to WordPress. The current website meets basic ABS requirements an represents an efficient and useful solution for data presentation. It provides the intended service, but its potential for improvement and enhanced user interaction is limited and restrictive. The official ABS statistics webpage is hosted using WordPress and the assistance of several plugins. The site correctly responds to the requirements of the ABS. It is an efficient and useful solution for current ABS needs. However, there is limited potential for improvement because of the technology used and the lack of interaction with users. The data are mainly in Excel, Word, or PDF formats, which are manually created and difficult to automate. Technical support is mainly provided through how-to articles. The ABS uses several third-party software programs for procurement, finance, human resources, wage processing, salaries, personnel administration, and information, and financial administration. 3 The software is useful for the assigned applications, but does not provide added value if it is interconnected 3 IBM iSeries Access for Windows" (CEBUMA-CAE) software is used for the processing of wages and salaries; "Finger tec ingress" software for personnel administration and information; and account view 12.0 for financial administration. 25 with other systems and thus does not promote expansion or development. Some of the software has high maintenance costs, thereby reducing the efficiency of the limited information technology manpower available. By outsourcing many of its services and applications, the ABS has not grown the information technology department or prepared for an expansion that would make it competitive with other statistical offices. Any expansion or development would involve significant costs in information technology personnel and infrastructure. There are areas of opportunity that could provide significant improvements in systems, the user experience, data procurement, and data management. The ABS should evaluate the advantages and costs required to expand current information technology operations to enable more trustworthy census and data analysis. Efficient investment would result in higher-quality, flexible, reliable, transparent, and efficient services, including census activities, data consultation, data analysis, data storage, and spatial data generation. The ABS cannot evolve with the current resources allocated to information technology systems. There is a need for better infrastructure, network performance, improved and controlled security infrastructure, database systems, and operational services and teams. The ABS must determine how to invest effectively in development. It needs to create a clear roadmap identifying the goals for a 10-year investment program aimed at arriving at desired goals. 2.2.5 Data Quality Control and Monitoring and Evaluation The ABS should develop a quality framework that includes methodologies, quality indicators, and specific thresholds. Internal control mechanisms could also be used to promote effectiveness and efficiency at the operational level. The quality framework should involve specific protocols and guidelines for (a) basic statistics: administrative data, surveys, and censuses (economic, population and housing, and agriculture); (b) aggregated data (SNA, price data, public financial data); and (c) the satisfaction of the users of statistics. The ABS should develop a monitoring and evaluation strategy based on the ABS strategic plan and the new NSDS (once developed) and produce regular monitoring reports and annual evaluation reports. These reports should cover budget execution, statistical outputs and outcomes, and statistics user satisfaction. 2.2.6 Marketing and Dissemination The ABS currently conducts dissemination activities though the ABS website and social media (Facebook). In the past, it conducted press conferences and results presentations to communicate important statistical products to the media. 26 However, because of budget cuts and the failure to appoint a new ABS director, these types of dissemination activities have been interrupted. Although the ABS has a public relations department, the marketing, communication, and dissemination of statistical products could be improved. More than 130,000 visits were recorded on the ABS website in 2022. Since the launch of the new ABS website in 2019, the number of visits has risen significantly, reaching a peak in 2021 of more than 220,000 visits (figure 10). This improvement derives mainly from the ABS efforts to enhance the access to statistical products by providing digital versions of all publications in PDF, Word, and Excel formats on the website. However, since 2021, there has been an important decline in visits because of a lack of resources to maintain website services and servers. Figure 10. Website Visits, by Year, 2012–22 Source: World Bank calculations based on ABS data. Efforts have been made to utilize social media for the dissemination of statistical products, but the impact has been limited. The ABS established a Facebook account in 2017 that has accumulated 3,600 followers. The content primarily focuses on announcing the release of new statistical products, which can be accessed digitally on the official website. Despite advances in statistical product dissemination, the ABS lacks a comprehensive communication strategy. Such a strategy should cover the adoption of international standards for microdata documentation, implementing microdata catalogs, and updating dissemination guidelines and policies. It should also include data anonymization protocols and other measures to protect confidential data. The ABS has a data bank where users of specialized statistics can access microdata to produce tabulations or estimate indicators, with, however, no access to the internet, printer, or USB ports because of the restrictions on sharing the microdata. The access to the data bank was too slow when World Bank team members used it. A small public consultation room has also been adapted for the use of students and researchers. 27 2.2.7 The Focus Group with End Users The World Bank team conducted a focus group with representatives from the public administration and civil society, along with one interview with representatives from international organizations. Overall, data users have a positive perception of the ABS. On average, they agree that the ABS maintains data accuracy and comparability over time. Data users highly value the statistical products provided by the ABS. They agree that ABS statistics are objective and unbiased. ABS information is regarded as highly important by data users. Nongovernmental organizations utilize ABS statistical information in research and project development; government agencies rely on the information to produce annual plans and other mandatory reports, while international organizations utilize it for time series analysis and mandatory reports. The limitations on the access and use of statistical data are multifaceted. They include the absence of access to microdata and sparse metadata, limited disaggregation according to geographic, thematic, and vulnerable groups (for instance, the indigenous population), a lack of geographic information, the absence of a dynamic website, and delays in data publication. The lack of coordination among data producers poses challenges in locating and accessing information. Noncompliance by economic establishments in providing requested data for censuses and economic surveys adversely affects the quality of the data collected for economic indicators. There is a lack of business financial information that impedes the production of relevant economic indicators. The conclusions drawn from a February 2023 COMSTAT meeting with 30 participants and a 2021 Users and Producers Seminar align with these findings and provide further insight into data user needs. Participants raised concerns about the lack of data disaggregated by district, gender, and age that affects the completeness and inclusiveness of statistics. There were discussions about the need for comprehensive data to inform policy making, address gender imbalances, and support the SDGs. They also recognized the insufficient financial resources and personnel, which has led to delays and limited capacity. Additionally, the 2021 seminar emphasized the need to tailor national statistics to user needs and prevent underutilization. It highlighted the critical nature of the continuous monitoring and updating of statistical requirements and the need to promote extensive engagement and consultation. Enhanced coordination and cooperation within the statistical system, formalized through a memorandum of understanding with data producers, were recommended. User concerns encompassed restricted data access, inadequate service delivery, and the demand for more current and precise information. Discussions focused on the significance of metadata, data composition, and dissemination practices, as well as the importance of robust data governance and data confidentiality. 28 3. Product Quantity and Quality 3.1 Quantity The ABS continues to produce administrative records and surveys. In 2018, additional surveys were executed, including the Multiple Indicator Cluster Surveys and data on infant and young child feeding. In 2022, social and cultural statistics were not produced. Core types of statistics are regularly produced. The ABS consistently conducts over 10 essential statistical operations, encompassing (a) administrative records, (b) household surveys, and (c) census data (figure11). On an annual basis, the ABS compiles vital statistics on births, deaths, and divorces, along with marriage, migration, traffic, and transport data. However, because of budget constraints and staffing limitations, it was unable to produce social and cultural statistics or small business statistics in 2022. Figure 11. Number of Employees and Statistical Operations, by Year, 2018–22 Source: World Bank calculations based on ABS data. The ABS has been actively conducting continuous household surveys and yielding significant results, such as the LFS, the micro, small, and medium enterprise surveys, and the consumer price index (CPI). The portfolio of the ABS encompasses the Household Budget Survey, the Multiple Indicator Cluster Surveys, and studies on infant and young child feeding. In addition, the ABS successfully executed the Census of Population and Housing, along with the enterprise census. At present, preparations are under way for forthcoming rounds of population and housing censuses. 3.2 Quality The assessment of the quality of the population census hinges on the evaluation of key indicators, including coverage and Whipple’s index, Myer’s blended index, and the United Nations gender indexes. The coverage rate gauges 29 the extent to which the census effectively captures the entire population. A low coverage rate would indicate that the outcomes fail to portray the comprehensive demographic landscape of the country. Whipple’s index highlights a bias toward reporting ages ending in 0 or 5, potentially distorting the accuracy of age data. The Myer’s blended index delves into any predilection for particular end digits in reported ages within a census. The presence of such preferences suggests inaccuracies in age reporting, thereby compromising the reliability of census findings. The United Nations gender indexes serve to identify disparities in the gender composition of various population cohorts. The outcomes reveal that the 8th Census of Population and Housing achieved a commendable coverage rate of 95.8 percent (table 5). This result indicates an excellent level of inclusiveness. In contrast, the enterprise census exhibited a coverage rate of 89.4 percent, falling below the threshold of acceptability. Table 5. Census Coverage Year Coverage Census, population and housing 2012 95.85 Enterprise census 2016 89.40 Source: World Bank calculations based on ABS data. The findings based on Whipple’s index and Myer’s blended index show an absence of any discernible preference for particular end digits in the age distribution within the census data. However, the United Nations gender indexes highlight instances where the representation of women significantly outweighs that of men within certain age cohorts. Disproportionate sex distributions are evident in specific age-groups: 45–49, 55–59, 70–74, and 80–84, all exhibiting a higher proportion of women relative to men. Conversely, the 65–69 age-group shows a higher proportion of men relative to women. Table 6. SUR: Quality Indicators on the Census, 2004 and 2012 Year Quality Index 2004 2012 2004 2012 Whipple’s index 100.43 103.66 Excellent Excellent Myer’s blended index 0.04 0.02 Excellent Excellent United Nations gender indexes 67.18 36.72 Intermediate Deficient Source: World Bank calculations based on ABS data. These disparities could potentially stem from migration trends or cohort- specific mortality rates. Figure 12 illustrates a substantial wave of emigration from the country between 1972 and 1990, which may have contributed to the present sex imbalance within the 45–84 age-group. Furthermore, within the country, the mortality rate among men has consistently exceeded that of women. From 2013 to 2017, the mortality rate was 30 percent higher among men than women. These findings confirm that the population census accurately mirrors the ongoing demographic shifts occurring within the country. 30 Figure 12. Migration Rates and Mortality Rates Source: World Bank calculations based on ABS data. The evaluation of survey quality within the country is anchored on an analysis of response rates, particularly evident in the LFS. The data reveal a consistent decline in the response rate over time (figure 13). In 2006, the response rate fell short of 80 percent of the sample, and this downward trend persisted through 2018, plummeting to below 50 percent. This decline is primarily attributed to the limitations on the ABS recruitment of enumerators and on the maintenance of a fleet of vehicles to support field operations. The profound impact of the reduced response rate is readily apparent because it undermines the reliability and significance of survey results. Furthermore, the lack of personnel and vehicles impairs the capacity to conduct follow-up interviews in the field or revisit selected households for potential interviews, thereby reducing data accuracy and completeness. Figure 13. Response Rate, Main Surveys, 2005–22 Source: World Bank calculations based on ABS data. The ABS set out to survey 1,500 households each quarter; this task is assigned to a single team of enumerators. Under this arrangement, each enumerator is tasked with completing approximately 26.8 survey visits weekly (table 7). If enumerators were to work seven days a week, the target would entail 3.8 survey visits a day. However, the current schedule entails a five-day workweek. Each enumerator must thus complete 5.4 survey visits daily to meet the sample quota. Given the constraints on personnel recruitment and vehicle availability, achieving the desired sample size represents a formidable challenge. Because of the low response rate, it is urgent to consider (a) undertaking periodic updates of the sample design, (b) working during the weekends to be able to reach and follow up 31 on interviews, and (c) regular updates of the sample frame, starting by using the information from the fieldwork and updating to the frame every five years. Additionally, the ABS needs to make an extra effort to recruit a second crew to support the survey fieldwork. Table 7. SUR: Summary Survey Execution Sample per quarter 1500 Enumerators 4 Surveys per enumerator 375 Number of weeks 14 Survey per week per enumerator 26.8 Surveys per day required per enumerator: 7 days of work 3.8 Surveys per day required per enumerator: 5 days of work 5.4 Source: World Bank calculations based on ABS data. 3.2.1 Households Surveys and the Census The ABS could implement quality controls in several areas to improve statistical production. Develop a quality framework by establishing a methodology unit, data production guidelines, quality indicators, and mechanisms to views of statistics users. Ensure the continuous updating of sampling frames beyond the enterprise (2016) and population censuses (2012) by regularly updating lists of households and economic establishments. (See figure 13 for signs of the effects of an aging sampling frame on nonresponse rates.) Establish mechanisms to identify survey response refusals, such as nonresponse rates and sampling issues, to improve data collection processes. Implement a unique universal identifier for economic establishments, aligning ABS identifiers with tax IDs for improved data integration and accuracy. Budget and personnel limitations are significantly reducing the response rates of the LFS and enterprise survey. The production of the population census is high in quality, but the execution of the LFS requires additional support. The LFS response rates have exhibited a consistent decline, partly because of enumerator and vehicle limitations. This reduction jeopardizes the reliability of survey results and hampers follow-up interviews and data completeness. 3.2.2 Administrative Records The ABS takes great effort in collecting information from the administrative records of ministries, generates some indicators based on the tables received, and performs basic data validation before publication. 32 The ABS needs a strategy to improve the collection and utilization of administrative data, preferably through an NSS mechanism. The administrative data collected for ABS statistics are currently limited (vital records, business registries, transportation and traffic data, environmental data, and data by sex). The main challenges associated with administrative records include data lags, underreporting, late publication, lack of geographic disaggregation, lack of systematic quality checks, underutilization of administrative records to generate relevant indicators, and low statistical use. Perhaps the biggest challenge is the lack of microdata sharing among the ABS and public agencies. This has limited data compilation, critical analysis, and data use. For example, data from the civil registry is acquired in hard copies, which must be digitalized. The ABS incurs expenses to obtain these data. Transport data are gathered through electronic mail. Civil registry data are collected through 44 branches dispersed throughout the country. These branches collect the information and send it in a paper-based format to the civil registry central office. There are regular delays in compiling the information. A final consistency review of the tabulations is conducted by the civil registry authorities and the ministry. The data published regularly are subject to delays of one year or more. The ABS conducts basic consistency analysis, which is not sufficient for full- quality control. The ABS analyzes data from hospitals and compares them with data on births and deaths. Migration data are compared with information from Statistics Netherlands, while death statistics are also compared with data from the Bureau of Public Health, and so on. Administrative data on the education sector are not easy to obtain because of the lack of data sharing mechanisms between the ABS and the Ministry of Education. Environmental administrative records and statistics represent a successful practice. Environmental statistics are based mainly on administrative records, but they are also based on other sources, such as surveys and censuses. They have been produced since 2002, and the number of indicators has been increasing. Over 260 environmental indicators have been derived from the SDGs. The collection of environmental statistics was initiated through a Caribbean Community initiative. The ABS does not have a dedicated unit for environmental statistics, and the work depends on a single person and funding from donors because there are no fiscal resources to support this activity. The Ministry of Spatial Planning and Environment is the primary user of environmental statistics. The ABS produces statistics by sex based on administrative data, but faces challenges. It takes great pains to produce sex statistics by disaggregating administrative data where possible, and drawing on vital statistics, education, health, and other data sources. The ABS has developed formats for data collection for NSS producers to generate statistics by sex; however, the protocols are rarely followed. The ABS receives some tabulations from police delegations, but these are 33 not systematized or quality controlled. On gender violence, the police do not optimally report sex-disaggregated data, and there is no information available on partner violence. 3.2.3 The System of National Accounts The World Bank team prepared and shared with the ABS a questionnaire with 26 questions to assess the status of national accounts. It found a relatively low global score of 1.6 out of 4.0, indicating there was a significant margin for improvement in the SNA. The questionnaire covered the following areas: (a) the general consistency of national accounts; (b) GDP, value added, and employment compilation practices; (c) the elaboration of integrated economic accounts and tables; (d) the classification of expenditures by purpose; (e) the compilation of institutional sector accounts; and (f) the elaboration of financial accounts. The methodological consistency of the national accounts does not seem to be a problem, with a score of 3.7 in 4.0 on the corresponding category of questions, and an update of the base year is highly recommended. The current base year of national accounts is 2015, eight years previous to 2023. International best practice recommends the update of the base year at least every 10 years. It is important to maintain the overall quality of economic growth estimates over time. GDP data are compiled in line with the recommendations of the 2008 SNA, and the balance of payments seems fully consistent with the 6th edition of the IMF Balance of Payments Manual, which is essentially consistent with the 2008 SNA. The ABS aims to update the current base year to 2025 soon after the 2024 population census has been conducted. In addition, a new economic census and household survey have been planned for 2025. Budget credits have not been allocated yet to the new rebasing or the economic census and the household survey. This is the direct responsibility of the Ministry of Finance. Conducting regular rebasing processes in line with international standards is critical for the accuracy of economic growth measures. The economic structure in the national accounts would thereby be more well reflected, with updated weights for the various GDP components to be used for the extrapolation of GDP figures. New recommendations on the SNA can then be implemented on the rebased figures, increasing methodological alignment with international standards and ensuring comparability with data from other countries. The availability of tax data for the compilation of national accounts is a concern. Data on sales and income taxes represent one of the most valuable datasets for national accountants. Taxes on products are a major component of GDP in the production approach. Moreover, tax data in time series can be used as indicators to extrapolate gross value added growth. However, inconsistencies found by the ABS in tax data limited the use of the data in estimating national accounts in the current base year. Data on sales from tax declarations at the firm level can be valuable in estimating output for the various economic activities in an economy. It is important, though, that (a) sales of goods and services are close but not equal to output, which also includes changes in product inventories and perhaps secondary output in trade, a key service recorded net (as a margin) in national accounts; and 34 (b) to be a good indicator of output, taxes must be recorded on an accrual basis to the extent possible. Otherwise, they may reveal a distorted image of an economy’s growth pattern. The categories with lowest scores are those corresponding to the elaboration of sectoral and financial accounts, each with a score of 0 in 4 because these accounts are not currently being compiled by the ABS. In addition, (a) expenditure GPD and its components and income GDP are only compiled in current prices (not in constant prices); (b) production GDP (current and constant prices) is compiled and disseminated on an annual basis; there are no estimates of available of consumption of fixed capital (CFC); and (c) quarterly GDP estimates are not compiled. Obtaining estimates of GDP in constant prices using the expenditure approach involves the deflation of each component at the highest breakdown level and a subsequent GDP balancing process to ensure consistency with GDP calculated using the production and income approaches. For the first component, final household consumption expenditure, the closest CPI components should be used to deflate each product, avoiding the use of overall CPI as a deflator for all products. Moreover, some components of expenditure may be measured differently or even not measured at all in the CPI. This is the case of insurance services and expenditure by residents abroad. For the latter, typically price indicators for the most relevant component of consumption by visitors, for example, accommodation, transport, or purchased meals, may be appropriate. The final consumption expenditure of general government can be deflated on the basis of a composite index of government wages and the consumption of goods and services. Alternatively, in the absence of such information, indicators based on labor inputs (number of hours worked, or number of government employees) may be used as volume extrapolators. Certain expenditure items, such as public education or public health, may be estimated at constant prices based on quantity measures of output (for instance, the number of students at government schools or the number of operations or bed-nights for patients in public hospitals). Estimates of gross fixed capital formation in constant prices can be derived from the supply side of GDP looking at trends in the construction industry, as long as differences in valuation (basic prices for the supply side of GDP, and purchaser’s prices for the expenditure side) are accounted for . Imports of capital goods deflated by a proper index (ideally, import price indexes or producer price indexes adjusted for purchaser prices, or, alternatively, prices in counterpart countries adjusted for the exchange rate) can be used to extrapolate gross fixed capital formation on imported capital goods. Using unit value indexes should be avoided as much as possible. Changes in inventories in constant prices can be calculated by differencing the deflated closing and opening stocks of inventories, avoiding the direct deflation of changes in inventories, given that this variable can take positive, negative, or zero values. If possible, exports and imports of goods should be deflated using export- import price indexes. In the absence of these indexes, using the prices of 35 counterpart countries for nonhomogeneous products and unit value indexes for homogeneous products is second best. Exports of services can be deflated using the corresponding producer price index and CPI, while deriving constant-price estimates of the imports of services typically requires that data be broken down by country and type of service, deflating each component by the most appropriate price index from each partner country (adjusted for changes in the exchange rate). Estimates of the CFC are not currently compiled in Suriname, but they are important not only because of the increasing relevance of net measures (discounted for CFC) in the international community, but also because CFC is a cost for the general government sector and thus part of output and GDP. Not accounting for the CFC of the general government leads to underestimates of GDP. The simplest way of obtaining CFC estimates requires long series of gross fixed capital formation at a sufficient level of detail in terms of assets, as well as price indexes and assumptions on the service life by type of asset to apply the perpetual inventory method to obtain capital stock and CFC in current and constant prices. There seems to be information available to make an attempt at compiling the QNA. So that this is not a one-time effort, it is critical to build an indicator of the information available on a daily basis for the compilation of the QNA. This will help determine if it is feasible to compile the quarterly accounts on a regular and timely basis without making too many assumptions. (This is in line with the unavoidable trade-off between timeliness and accuracy.) Quarterly accounts lose their relevance if they are not compiled on a timely basis and can be subject to significant revisions (and thus lose their usefulness for policy making) if they are compiled based on insufficient information. In addition, specific QNA-related techniques (including benchmarking, seasonal adjustment, and, possibly, chain-linking on a quarterly basis) need to be implemented. For this purpose, capacity must be built within the institution, and the availability of the required data sources must be ensured so the QNA compilation process is sustainable. Sectoral financial and nonfinancial accounts are not being compiled. (Rest of the world accounts are available.) One may find that, with the information already available, sectoral nonfinancial and financial accounts can be compiled for at least financial corporations, general government, and rest of the world. This would be a first step in establishing a full set of institutional sector accounts for the country. The National Institute of Statistics and Geography (Mexico) is currently providing assistance to the ABS in the compilation of an input-output table for a base year. The World Bank recognizes the importance of this effort for analysis and capacity-building and would provide more support if needed. There is margin to improve estimates of work-in-progress and imputed rent. Additional information is needed to assess the quality of the estimates of financial intermediation services indirectly measured, trade and transport margins, and the informal economy. An attempt to estimate work-in-progress at least among agricultural products may be undertaken based on a crop calendar at the highest 36 breakdown level of crops and assumptions on the quarterly (or monthly) product cost structure. The calculation of estimates of financial intermediation services requires a significant amount of data on loans and deposits broken down by financial instrument and user (industries, general government, or households) and assumptions on the reference rate to calculate SNA interest and, ultimately, the value of financial intermediation services. In the absence of direct data, trade margins can be extrapolated based on the flow of traded goods. 4. The Costs of Production 4.1 Statistical Production Unit Costs 4.1.1 The Methodology Most public sector institutions, including NSOs, calculate expenditure by budgetary program, which includes a series of products and services rendered. Often, these products and services are measured by physical output, but usually not the (direct) cost, let alone the total cost (including indirect costs). The costing methodology here is based on the full costs of all services, including direct costs, indirect costs, capital costs, and costs incurred by other government institutions but belonging to the NSO. The quality, accuracy, and ease of costing depend on the level and structure of the past and current financial information of NSOs. For example, the closer the budgetary programs are to the statistical products, and the more accounting practices use cost centers to allocate direct and semidirect costs, the easier it will be to obtain cost estimates by statistical product. Figure 14 is a graphic explanation of the sequence of the cost allocation process. Figure 14. Sequential Cost Allocation Process Source: World Bank IPNOS costing methodology. 37 The first step in the statistical product cost calculation is to develop a clear list of the main statistical operations (censuses, surveys, special surveys, such as administrative records, and so on). Ideally, all direct costs should be allocated to each statistical operation (payroll, goods, services, durable goods, and so on). Accounting adjustments are usually necessary at this stage because most public sector accounting is cash based, so expenditures in one year may be accounted for in another year (for instance, a supplementary annual salary or an annual bonus for employees that is paid in January of the following year, but pertains to the previous year). In addition, the total cost of the fixed assets acquired is recorded each year, and depreciation (which reflects the year’s real cost) is generally not considered, so adjustments are needed to reflect the annual real cost of fixed assets. Other adjustments may include the transfer of personnel between statistical products not reflected in the accounting system or purchases of stationery or fuel (with remaining stocks). Indirect costs must also be allocated to statistical products. There are a number of possibilities for allocating indirect costs. For example, indirect costs for administrative and executive personnel could be allocated based on the time spent on each statistical product if this is known or recorded, or they could be allocated proportionally to the level of direct costs, the number of employees, or other representative variables. The depreciation of assets used by various statistical products should also be calculated and allocated, if possible, based on the time of use of the asset by each statistical product. Some indirect costs should be allocated only to those statistical products using certain services, such as sampling, mapping, and information technology services. There are costs that are not recorded by NSOs that should also be added to the total cost and allocated to statistical products accordingly. These include, for instance, the cost of depreciation of the main office buildings because they are often provided free of charge to the agency (alternatively, the rental of a similar building nearby) or the cost of government resources received free of charge from other agencies (such as internal audits, training, legal services, and advertising). Once the total cost of each statistical product has been calculated, it is possible to obtain the unit cost per questionnaire applied or administrative record collected, using the ratio of the total cost per statistical product, divided by the size of the survey sample (total number of questionnaires), or the number of files or forms in the case of administrative records. 4.1.2 Application of the Cost Methodology to Statistical Products To estimate the unit costs of statistical products at the ABS, the methodology focuses on estimating the total cost (direct and indirect) per statistical product and, depending on the number of interviews, questionnaires, forms, or research conducted, the unit cost of the statistical product. This should allow a detailed analysis of statistical products and a comparison across years within an NSO and other NSOs, offering key information for budget control and productivity analysis. 38 For a practical example at the ABS of the application of the cost methodology presented above, three sources of data have been selected: the LFS, the enterprise survey of large enterprises, and the birth registry.4 Limitations at the ABS affect the scope and method of calculation, as follows: • The budget structure is based on expenditure categories rather than budget programs. It is thus not possible to obtain disaggregated details on budget execution by program, area (section or division), or survey. This is impedes easy cost calculation and distribution, which must be performed manually. • Individual remuneration data by position and section have only been obtained by the ABS for 2022, not for previous years. • Operational and administrative expenditures are not recorded separately by area. Operational expenditures must therefore be allocate according to the share that each section represents in personnel costs because these represent 73 percent of ABS budget expenditure. These limitations can be overcome through the introduction of a program budget structure, a more detailed and disaggregated accounting record based on cost centers, and a budget execution history, together with details on account analysis, and time allocations to surveys. This exercise presents a first methodological approximation to the calculation of the unit cost of the three main surveys—the LFS, enterprise survey, and the birth registry—and does not pretend to be an exact calculation of the full cost of each survey. Direct Personnel Cost Allocation The first direct cost is related to the personnel costs of the people working directly for each survey, including those associated with dedicated staff in the regional offices. Based on the interviews conducted with the ABS, the number of people and the annual assignment of the people in the section who are involved in conducting each survey and their average personnel costs are shown in tables 8–10. Table 8. Annual Cost of Personnel: Labor Force Survey, 2022 (2022 US$) 2022 (USD of 2022) Average Number Yearly Dedication to Labor Force Annual Gross of Labor Force Survey Survey Annual Personnel People % Cost Cost (*) Head of Section 5,403 1 100 5,403 Deputy Head of Section 5,159 1 100 5,159 Enumerators central office 4,157 4 100 16,628 Enumerators regional offices 4,248 4 100 16,990 Coder 4,670 1 100 4,670 Data entry - Typist 4,670 1 100 4,670 Total 53,520 (*) Includes estimated gross salary costs, pension, healthcare and other compensations Source: World Bank calculation based on ABS data. 4 Even though the ABS does not produce the birth registry, digitalizing, processing, and publishing birth registry data represent a significant effort for the ABS. 39 Table 9. Annual Cost of Personnel: Enterprise Survey, 2022 (2022 US$) 2022 (USD of 2022) Average Annual Yearly Dedication to Enterprise Survey Number of Gross Personnel Enterprise Survey for for large enterprises People Cost (*) large enterprises % Annual Cost Head of Section 8,449 1 100 8,449 Deputy Head of Section 4,895 1 100 4,895 Enumerators central office 4,359 4 100 17,436 Enumerators regional offices 4,248 2 40 3,398 Researcher 5,403 1 30 1,621 Total 35,799 (*) Includes estimated gross salary costs, pension, healthcare and other compensations Source: World Bank calculation based on ABS data. Table 10. Annual Cost of Personnel: Birth Registry, 2022 (2022 US$) 2022 (USD of 2022) Average Annual Yearly Dedication to Birth Stats Annual Gross Personnel Number of People Birth Stats % Cost Cost (*) 85% to vital stats of Head of Section 6,247 1 2,124 which 40% to births 85% to vital stats of Assistant 4,253 1 which (40% to 723 births) for half a year Total 2,847 (*) Includes estimated gross salary costs, pension, healthcare and other compensations Source: World Bank calculation based on ABS publications. These direct personnel cost amounts should therefore be taken into account as part of the full cost of each survey. Direct Operational Cost Allocation The direct operational costs of conducting the LFS, enterprise survey, and birth registry, are calculated excluding salaries of permanent staff. According to the answers provided by each area responsible for the survey, the direct operational costs of these surveys are illustrated in tables 11–13. Table 11. Annual Direct Operational Cost: Labor Force Survey, 2022 (2022, US$) 2022 (USD of 2022) Yearly Dedication to Labor Force ABS Annual Labor Force Survey Survey Annual Expenditure % Cost Exploitation of vehicles 7,257 25 1,814 Insurance of transportation 937 25 234 Fuel and lubricants 11,957 25 2,989 Chauffeur 30,950 25 7,738 Total 12,775 Source: World Bank calculation based on ABS data. 40 Table 12. Annual Direct Operational Cost: Micro, Small, and Medium Enterprise Survey, 2022 (2022 US$) 2022 (USD of 2022) Yearly Dedication to Enterprise Survey for ABS Annual Expenditure Enterprise Survey for large enterprises large enterprises % Annual Cost Exploitation of vehicles 7,257 20 1,451 Insurance of transportation 937 20 187 Fuel and lubricants 11,957 20 2,391 Chauffeur 30,950 20 6,190 Total 10,220 Source: World Bank calculation based on ABS data. Table 13. Annual Direct Operational Cost: Births, 2022 (2022 US$) 2022 (USD of 2022) Yearly Dedication to Birth Stats Annual ABS Annual Expenditure Birth Stats % Cost Information from Civil 0.012 100 0.012 Service Total 0.012 Source: World Bank calculation based on ABS publications. These direct operational costs will therefore also be taken into account as part of the full cost of each survey. Semidirect Cost Allocations from Operational Sections Staff salaries in ABS operational sections (such as head of statistical or economic sections and deputy of ABS) who devote significant and exclusive time to various tasks associated with the surveys also represent semidirect costs to be allocated. In this case, as indicated by ABS staff, these roles provide supervisory and review services for the surveys. The semidirect costs from operational sections in the three surveys analyzed are shown in tables 14–16. Table 14. Annual Semidirect Cost: Operational Sections, Labor Force Survey, 2022 (2022 US$) 2022 (USD of 2022) Average Yearly Dedication to Labor Force Annual Gross Number of Labor Force Survey Survey Annual Personnel People % Cost Cost (*) Head of Social Statistics 8,449 1 40 3,380 Deputy of ABS (review) 9,283 1 2 186 Total 3,565 (*) Includes estimated gross salary costs, pension, healthcare and other compensations Source: World Bank calculation based on ABS data. 41 Table 15. Annual Semidirect Cost: Operational Sections, Enterprise Survey, 2022 (2022 US$) 2022 (USD of 2022) Average Yearly Dedication to Enterprise Survey for Annual Gross Number of Enterprise Survey for large enterprises Personnel Cost People large enterprises % Annual Cost (*) Head of Economic Statistics 8,941 1 2 179 Deputy of ABS (review) 9,283 1 2 186 Total 364 (*) Includes estimated gross salary costs, pension, healthcare and other compensations Source: World Bank calculation based on ABS data. Table 16. Annual Semidirect Cost: Operational Sections, Birth Registry, 2022 (2022 US$) 2022 (USD of 2022) Average Annual Yearly Dedication to Gross Personnel Number of People Births Annual Cost Births % Cost (*) 1 week - 85% to vital Head of Social Statistics 8,449 1 stats of which 40% to 57 births 1 week - 85% to vital Deputy of ABS (review) 9,283 1 stats of which 40% to 63 births Total 121 (*) Includes estimated gross salary costs, pension, healthcare and other compensations Source: World Bank calculation based on ABS publications. Semidirect Cost Allocations from Support Sections Staff salaries in ABS support sections (such as information technology, cartography, sampling) who devote significant and exclusive time to various tasks associated with the surveys also represent semidirect costs to be allocated. In this case, as indicated by ABS staff, only the LFS receives services from some of these sections. Table 17 lists the sections and their allocation of time and cost to the LFS. Table 17. Annual Semidirect Costs: Other Sections, Labor Force Survey, 2022 (2022 US$) 2022 (USD of 2022) Average Number Yearly Dedication to Labor Force Annual Gross of Labor Force Survey Survey Annual Personnel Cost People % Cost (*) Analist – TI – data production 4.426 1 35 1.549 Cartography 5.159 1 40 2.064 Population Statistics 6.207 1 5 310 Sampling 7.479 1 5 374 Total 4.297 (*) Includes estimated gross salary costs, pension, healthcare and other compensations Source: World Bank calculation based on ABS data. Other organizational sections (such as public relations and information or scientific research and planning) that may dedicate exclusive time to these or other surveys. These areas should also allocate their semidirect costs, based on their respective time dedication estimates. If no specific semidirect costs are identified from these sections to a particular survey, the costs of these and other support sections that perform services for the entire institution will be allocated within indirect costs. 42 Indirect Cost Allocations The allocation of indirect costs will be performed taking into account all nonoperational sections, that is, the support, administrative, and management areas because all operational section costs are, by definition, direct or semidirect and have already been allocated. The allocation of indirect costs is approached first through personnel costs and then through the rest of the nonpersonnel expenditures. Allocation of Indirect Personnel Costs The method for the allocation of indirect costs will be based on the total personnel costs of each section to be distributed and in proportion to the budgetary weight of each survey (adding all associated direct and semidirect costs) with respect to the total ABS budget. This calculation is explained in table 18. Table 18. Annual Direct and Semidirect Costs: LFS, Enterprise Survey, and Birth Registry, 2022 (2022 US$) 2022 (USD of 2022) Annual Direct/Semidirect Cost Labor Force Survey Enterprise Survey for LE Births Direct Personnel Costs 53.520 35.799 2.847 Direct Operational Costs 12.775 10.220 0,012 Semi-Direct Costs from Operational Sections 3.565 364 121 Semi-Direct Costs from Other Sections 4.297 - - Total 74.158 46.384 2.968 As % of total ABS budget 12,47% 7,80% 0,50% Source: World Bank calculation based on ABS data and publications. The share of the direct and semidirect costs of each survey, divided by the total ABS budget gives the percentage of representativeness of each survey. This percentage is applied to each support, administrative, and management section for the indirect cost allocation (table 19). Table 19. Indirect Personnel Cost Allocation: LFS, Enterprise Survey, and Birth Registry, 2022 (2022 US$) 2022 (USD of 2022) Average Admin. Support, Admin, or Direction Annual Gross Enterprise Survey Support Labor Force Survey Births Sections Personnel Cost for LE % (*) Secretary 10.215 100 1.274 797 51 Internal Controls 12.090 100 1.508 943 60 Budget & Finance 19.011 100 2.371 1.483 95 HR Management 22.480 100 2.804 1.754 112 General Affairs 16.653 100 2.077 1.299 83 Research Director 13.851 50 864 540 35 Research & Planning Division 34.988 35 1.527 955 61 PR & Information 9.917 100 1.237 774 49 Electronic Data Processing 10.102 50 630 394 25 Total 149.307 14.292 8.939 572 (*) Includes estimated gross salary costs, pension, healthcare and other compensations Source: World Bank calculation based on ABS data and publications. 43 Allocation of Other Indirect Costs (Excluding Personnel) Although personnel costs account for 73 percent of the executed ABS budget, there are other cost items that must also be allocated among the statistical products. In this exercise, because of the lack of detailed information that could be obtained from the accounting system on the allocation to cost centers, the allocation method used is the same one applied for personnel costs. Normally, in dealing with costs wherefor a direct allocation key can be established, this key should be used. For example, the cost of rent can be allocated according to the area in square meters of the office space used for the area conducting the survey (table 20). For equipment (fixed assets) costs, it is recommended that the annual purchase cost of the equipment be eliminated and the annual depreciation of the institutional assets that should be calculated and allocated to cost centers be applied. Table 20. Indirect Cost Allocation, Excluding Personnel Costs: LFS, Enterprise Survey, and Birth Registry, 2022 (2022 US$) 2022 (USD of 2022) Enterprise Survey Indirect Expenses Annual Expenses Labor Force Survey Births for LE Rental value tax and building insurrance 2.346 293 183 12 Gas, water, electricity 6.646 829 518 33 Telephone costs 9.683 1.208 755 48 Office kosts 7.329 914 572 37 Small maintenance costs 6.753 842 527 34 Large maintenance costs 7.541 940 588 38 Maintenance, repair and rent etc 8.266 1.031 645 41 Travel , accommodation and moving costs 782 98 61 4 Travel-, transport- and freight insurrance 179 22 14 1 Office machines, office furniture etc 24.921 3.108 1.944 124 Costs for research 3.406 425 266 17 Staff/personnel training costs 116 14 9 1 Representation expenses 10.828 1.350 845 54 Public Relations activities 226 28 18 1 Expenses for delegations to workshops, seminars etc 237 30 18 1 Accountants fee and legal costs 6.350 792 495 32 Statistics Board remunerations 3.185 397 248 16 Other services to 3rd parties 20.968 2.615 1.636 105 Total 14.937 9.343 598 Source: World Bank calculation based on ABS data and publications. Survey Unit Cost Calculation The calculation of the unit cost of the surveys will be the total cost of each survey (adding all direct, semidirect, and indirect costs), divided by the number of surveys conducted during the year (table 21). 44 Table 21. Total and Unit Cost: LFS, Enterprise Survey for Large Enterprises, and Birth Registry (2022, US$) 2022 (USD of 2022) Enterprise Survey Annual Direct/Semidirect Cost Labor Force Survey Births for LE Direct Personnel Costs 53.520 35.799 2.847 Direct Operational Costs 12.775 10.220 0,012 Semi-Direct Costs from Operational Sections 3.565 364 121 Semi-Direct Costs from Other Sections 4.297 - - Indirect Personnel Costs 14.292 8.939 572 Indirect Costs excluding Personnel Costs 14.937 9.343 598 Total Survey Costs 103.386 64.665 4.137 Total Number of Surveys/Responses/Records 2022 (*) 700 10.252 Survey Unit Cost 2022 148 0,40 (*) LBS responses from 2018, Births registred in 2021. Source: World Bank calculation based on ABS data and publications. It would be desirable to compare this unit cost with the corresponding cost in previous years to visualize and analyze cost trends and use them as a basis for future comparisons, together with the establishment of a standard methodology for the cost calculation of this and other surveys. 5. Moving Forward: Action Plan This section presents an action plan organized by main IPNOS dimensions: (a) quality, (b) institutional and organizational improvements, and (c) budget management improvement. Every action listed is described according to its time duration (short, medium, or long term), cost (low, medium, or high); impact on productivity (low, medium, or high), and any requirement for internal or interinstitutional management skills (table 22). The action plan to improve productivity includes 29 project profiles. Table 22. Action Plan Quality improvement Increasing the response rate will require not only increasing the number of enumerators Term: medium term and funds for the operation, but also updating the periods of fieldwork. Working during Cost: high $ 1 weekends and resting during some weekdays should be considered (alternatively, reducing sample size). Productivity impact: high Term: short term Documentation of the survey’s microdata will increase the transparency and support of 2 Cost: low $ the surveys. Administrative records could also be considered for documentation. Productivity impact: high Adopt best practices of sampling framework maintenance (households, firms) and Term: short term 3 derived sampling through specialized technical assistance. This will reduce the current Cost: low $ sample size and will increase the response rate. Productivity impact: high Pilot data collection using tablets and telephones (computer-assisted personal Term: medium term interviewing and computer-assisted telephone interviewing) and define protocols to Cost: medium $ 4 implement them. These modalities should be assessed in terms of quality and cost reduction. Productivity impact: high Term: short term Promote the adoption of the World Bank administrative records quality self-assessment 5 Cost: low $ tool and undertake tool implementation for ABS administrative data. Productivity impact: high Develop an ABS quality framework, including principles, manuals, quality indicators, Term: medium term 6 targets, protocols, and thresholds for data production and dissemination. The Cost: medium $ framework should include mechanisms to track continuously statistical user satisfaction. Productivity impact: high 45 Improvement in the system of national accounts Rebase the SNA, setting 2025 as the new base year and compiling a supply-use tables for Term: medium term 1 that year, after securing enough budget credits from the Ministry of Finance for the Cost: medium-high $ rebasing, the new economic census, and the new household survey. Productivity impact: high Term: medium term Compile gross domestic product (GDP) data in constant prices using the expenditure 2 Cost: low $ approach. Productivity impact: high Make a matrix of high frequency (quarterly or monthly) volume, price, and current price Term: short term indicators available to estimate output by industry. Then, select two or three industries Cost: low $ 3 with the best coverage to prepare an exercise to obtain quarterly gross value added at current and constant prices. Productivity impact: high Extend this exercise to compile quarterly GDP estimates at least through the production Term: short-medium term 4 approach, at a lower aggregation level than their annual accounts counterparts Cost: low-medium $ depending on whether the availability and quality of short-term indicators allow for it. Productivity impact: high Obtain long series of the capital formation of general government by type of asset to Term: medium term estimate the consumption of fixed capital (CFC) for these assets. This is important Cost: low $ 5 because the CFC of the general government is part of output and thus GDP. Without it, GDP will be underestimated. Productivity impact: high Assess the possibility of compiling institutional sector accounts in line with the 6 information available, at least for the general government and financial corporation sectors, as accounts for the rest of the world sector. Institutional and organizational improvement Develop specific regulations linked to the Statistical Act (2002) for the formal creation Term: medium term and operation of the national statistical system (NSS). Define clearly the main data Cost: low $ 1 producers, the national interest data to be produced, and the main coordination mechanisms. Productivity impact: high Develop guidelines or specific regulations for microdata documentation, cataloguing, Term: medium term anonymization, and dissemination. This includes the formal adoption of the Data Cost: low $ 2 Documentation Initiative standard, the formal approval of a microdata documentation plan, and development of the first National Data Archive catalogue. Productivity impact: high Develop a five-year strategic plan for the ABS, including vision, mission, goals and Term: short term 3 objectives; strengths, weaknesses, opportunities, and threats analysis; performance Cost: low $ metrics, and so on. Productivity impact: high Term: short term Create a statistical production inventory for the NSS, starting with ABS data production. Cost: low $ 4 The inventory should start with administrative records under ABS management, such as environmental, demographics, and transport statistics. Productivity impact: medium Term: medium term Complete the ABS organizational assessment and define the organizational structure Cost: medium $ 5 redesign, identifying new units to be created, staff needed, merging, adjusting, or units to be deleted, and so on. Productivity impact: medium Term: short term Develop an ABS map of processes, as well as an inventory of ABS business processes, Cost: low $ 6 including metrics, as the foundations to adopt fully the Generic Statistical Business Process Model (GSBPM). Productivity impact: medium Term: short term Estimate the real absenteeism rate considering all the causes, such as sickness, family- Cost: low $ 7 related issues, union permission, transport issues, and so on, and estimate the lost hours per month and organizational units and define clear actions to mitigate absenteeism. Productivity impact: medium Term: medium term Develop two sectoral statistical committees, on vital statistics and on environmental Cost: medium $ 8 statistics or transport statistics, creating a formal agreement, defining committee members, guidelines, and specific action plans. Productivity impact: medium Term: short term Coordinate with the World Bank a workshop for ABS staff on data anonymization and Cost: low $ 9 adopt a basic protocol to be used at the ABS for data production. Productivity impact: moderate 46 Technological improvement Term: medium term Develop a new ABS webpage with interactive and automatically generated reports Cost: medium $ 1 instead of loading preloaded reports into the system. Productivity impact: moderate Build a dedicated information technology team with different department heads. Each Term: short term 2 head should be an expert focused on an information technology area to start building Cost: low $ . up a bigger and more efficient department. Productivity impact: high Build up more complex information technology systems that are able to handle Term: medium term 3 additional and more complex operations. The risk of not doing so might be greater Cost: medium $ than the required investment. Productivity impact: high Term: long term Design a roadmap to clarify the investments to be made and the schedule for making 4 Cost: low $ them to create a 10-year improvement plan. Productivity impact: high Budget management improvement Develop a programmatic budget with a Term: short term strategic perspective. Develop strategic Cost: low $ and operational plans under a 1 programmatic structure to facilitate allocation and the monitoring and Productivity impact: medium evaluation of the ABS budget, activities, and objectives. Term: short term Implement periodical budget reporting 2 Cost: low $ per section or statistical product. Productivity impact: medium Implement a risk management process, Term: short term 3 to identify, evaluate, mitigate, and Cost: low $ monitor risks. Productivity impact: medium Strengthen the internal audit team with Term: medium term an auditor with knowledge of statistical Cost: medium $ operation processes and tools and, 4 eventually, another with information technology knowledge for better Productivity impact: medium quality audits of ABS operations. 47 Annex A. Human Resources Survey Questionnaire Link to the questionnaire: https://forms.office.com/r/kmYvkzduLq 48 Annex B. What Is IPNOS? Improving the Productivity of National Offices for Statistics (IPNOS) is a tool developed by the World Bank to assess the productivity of national statistical offices (NSOs). It includes various instruments to evaluate the quantity and the quality of the main statistical outputs of the NSOs relative to the data production and dissemination costs of the NSOs. The main products on which IPNOS focuses are surveys, censuses, and administrative data. The tool addresses three main questions, as follows: • What is the quality of the final statistical product? • What are the costs of production? • How do the organization and managerial processes function? The IPNOS approach considers the NSO as a producer of data and systematically focuses on the NSO production function. IPNOS provides instruments to assess the various aspects of NSO operations, as well as benchmarks for comparison. Using information that the NSOs and other counterparts provide on their inputs and outputs, an interdisciplinary team works with the NSO to analyze the data, gather additional information, and prepare a final report and an action plan to address issues, bottlenecks, or gaps identified in the production process. The diagnostic and action plan are discussed with the relevant actors, and a work program is developed. The institutional and organizational analysis of NSOs: IPNOS-Org. The objective of this diagnostic is to identify institutional and organizational bottlenecks that impede productivity. A questionnaire with 80 closed-ended questions has been developed to calculate performance indicators in discussions with NSO staff and other relevant actors. The main thematic areas include (a) organizational structure, (b) staff, (c) strategy, (d) information technology, and (e) institutional context. The quantity and quality of the products: IPNOS-Qual. The objective of this instrument is to assess the quantity and quality of statistical operations and estimate the underlying drivers of quality in the production function process. It consists of an Excel-based analysis focusing on two pillars: (a) a production function: process, output, and user satisfaction; and (b) statistical operations: census, surveys and administrative records. The costs of production: IPNOS-Cost. The objective of this instrument is to estimate the real cost (direct and indirect) of producing statistics. This costing instrument has built upon existing efforts, but it also incorporates indirect costs and depreciation. It is an Excel-based cost analysis tool and is still under development. 49 Annex C. Website Diagnostic Introduction In this analysis, the World Bank team assessed the web-hosting services currently employed within Suriname by the General Bureau of Statistics (Algemeen Bureau voor de Statistiek, ABS). The team commends the ABS for opting for web-hosting services, as opposed to self-hosting. This strategic decision aligns with a prevailing technological trend and reduces the complexity of managing the ABS website. The official statistics webpage of the ABS is hosted using WordPress, with the assistance of several plugins, including but not limited to Yoast SEO v19.12 and Slider Revolution 6.6.7. The team explored the protection, safety, and vulnerability of the website, which has left a positive impression. The team commends the ABS staff for not making themselves a target of scrutiny by social networks. Attributes Internal Technical Debt The web page does not require a software or information technology engineer to make it work, making it an innovative and cost-effective solution. WordPress and its add-ons simplify the management of a website to a point where engineers are not often required. It is extremely cheap compared with the alternatives, and anyone who has basic knowledge of the hypertext preprocessor language can operate it. WordPress is a free and open source content management system written in the hypertext preprocessor language, paired with a MySQL or MariaDB database with supported HTTPS. It includes a plugin architecture and a template system, referred to within WordPress as themes. All that is required is a domain. WordPress guarantees security, and it often performs updates, recommending the use of PHP 7.4 (Requirements – WordPress.org). It requires basic authentication to connect to the site (username and password). Basically, the risk of a technical debt is insignificant in this case. Cost Analysis Although the World Bank team did not assess actual ABS expenditures on the website, it did estimate the cost of the total service provided. These estimates suggest that the ABS website is highly cost-effective. Hosting Services, Features, and Support In line with the high cost-effectiveness, the site's functional scope is modest. The ambitions of a dynamic system, facilitating user input and automated file 50 generation, lie beyond the current ambit. Available information is confined to preloaded files and formats. While the current approach is highly efficient, its dynamic potential is limited and does not allow for user interaction with available materials. Within WordPress, avenues for value augmentation are limited, and the scope for enhancements remains circumscribed. Conclusion The site aptly aligns with ABS requirements. It is an efficient and valuable solution, harmonizing with the World Bank's perspective on statistical office development. Potential avenues for improvement within the current technical approach are limited. Elaborated data remain confined to formats such as Excel and PDF. A more dynamic website allowing for more interactive use by visitors will require a significant investment in terms of time and content. 51