Key issues to consider when designing for people with disabilities Essay

Key issues to consider when designing for people with disabilities - Essay Example ‘People with disabilities have historically been marginalised in education, employment and community living’ (Key, 2001). This sector must be recognized as having potential to success, hand in hand with the rest of the population and having the ability of contributing substantially to the overall development of the society and nation as a whole. The rapid advancement of technology has facilitated a wide ranging scope of enabling the people with disability, giving them a strong platform to prove that they are not disabled but differently abled persons, under different circumstances, whose potential when fully exploited, can make a visible impact on the socio-economic scenario of the nation. The various enabling factors, facilitated by the emerging technologies, especially in the field of computers and information technology, have proved a milestone in the lives of the people with disabilities. They have restored the faith in the vast potential that was hitherto hidden and provided them with a means to achieve socio-economic independence, giving them self respect and a future to look forward to. It is therefore, no wonder that computers have been considered as one of the most important inventions of the century. Sensitization is a very important tool in creating appropriate atmosphere that would promote and inculcate the concept of equality and an innate sense of expectation from this sector as is the normal practice. To achieve this objective, necessity of the hour is designing a computer system that would promote the cause of enabling the persons with disability so that they can gain self respect by becoming financially independent. Hence the key issues that must be taken into account while designing and developing the system constitute very important aspect of the system itself. The following issues may be considered as highly relevant to the design and development of computer system which would

Conservation vs. Preservation Essay Example for Free

Conservation vs. Preservation Essay To whom it may concern My name is Michelle lane I am writing this letter to share my thoughts about preserving the Bridger Teton. This big stretch of land has not been affected by human technology. It has been preserved in its natural state. It is important to us as human beings. This stretch of land has a lot of trees, wild animals, and wild vegetation that call this stretch of land home. We cannot disturb it in the name of progress. We need to make sure we preserve this land so it can flourish and remain the same, untouched by technology and humans who want to mine it for resources. I agree that we need resources to sustain our lives and how we live it, but there are other ways to do so. Understandably we do not want to rely on other countries to supply us with the resources that we need but if we need to understand that we cannot deplete all the land that we have available to us. We have to think of the future and what we are going to leave for the growing generation. Eventually we will use up all the resources that we have and we would have to rely on other countries to help us. Wouldn’t it be better that while we have available resource we find a better way of getting what we need without destroying valuable land? What we need to do is find other ways to make sure we sustain our life style. For now I believe we need to rely on other countries to meet our needs and while we are doing that we need to develop other ways or find other resources. Saving the Bridger Teton will ensure that the wild life, trees and vegetation that live there will continue to flourish, they will continue to grow hopefully our children and future generations will be able to benefit and be able to appreciate the land that we try so hard to protect. Maybe in the future there will be more lands like the Bridger Teton that was protected and saved so the future generations can benefit from it. Conservation versus Preservation: To whom it may concern, My name is Michelle lane I am writing this letter to share my thought about the Bridger Teton area. I think it is a big piece of land that can be put in  to use to help our nation. I believe that we need to make sure these lands are saved but I also believe that we can use some of this land to mine, plant on, or see if we can find oil. This will lessen our dependence from other countries. Imagine an America that does not rely on other countries for their oil or any other resources that we would need to live. Not only would we get it for a cheaper price but we can supply other countries with resources and we can be financialy indipendant as well. We can still save a part of the land for preservation for the wild life and vegetation, but we will benefit more by putting the land to use. We can first research the land to see if we can use the resources found in it for human use. The four steps that we are going to use for this hazard assessment is Hazard Identification, Dose-response assessment, exposure assessment, and risk characterization. We need to test the soil, vegetation, animals and water to make sure it is safe and there are no harmful bacteria living in the area that could harm humans. This kind of assessment will help us asses which areas are safe for human use and resource mining. The areas that we find that are not as safe or would not be beneficial should be preserved and let it stay the way it is for the future generations to enjoy. This a good way to have both world we have the lands we can use for gathering resources so we can be a more independent country and the lands we want to save for the future generations to enjoy. In the end I believe we will run out of resources and we will have to still rely on other countries to supply us with what we will need to sustain our daily lives and keep it the way it is. While we can we should try to supply our own resources. America is a big place there is room to preserve and also land that we can use to help us live independently.

Bakery Business Plan Jollys Java And Bakery

Bakery Business Plan Jollys Java And Bakery Jollys Java and Bakery (JJB) is a start-up coffee and bakery retail establishment located in southwest Washington. JJB expects to catch the interest of a regular loyal customer base with its broad variety of coffee and pastry products. The company plans to build a strong market position in the town, due to the partners industry experience and mild competitive climate in the area. JJB aims to offer its products at a competitive price to meet the demand of the middle-to higher-income local market area residents and tourists. The Company JJB is incorporated in the state of Washington. It is equally owned and managed by its two partners. Mr. Austin Patterson has extensive experience in sales, marketing, and management, and was vice president of marketing with both Jansonne Jansonne and Burper Foods. Mr. David Fields brings experience in the area of finance and administration, including a stint as chief financial officer with both Flaxfield Roasters and the national coffee store chain, BuzzCups. The company intends to hire two full-time pastry bakers and six part-time baristas to handle customer service and day to day operations. Products and Services JJB offers a broad range of coffee and espresso products, all from high quality Columbian grown imported coffee beans. JJB caters to all of its customers by providing each customer coffee and espresso products made to suit the customer, down to the smallest detail. The bakery provides freshly prepared bakery and pastry products at all times during business operations. Six to eight moderate batches of bakery and pastry products are prepared during the day to assure fresh baked goods are always available. The Market The retail coffee industry in the U.S. has recently experienced rapid growth. The cool marine climate in southwest Washington stimulates consumption of hot beverages throughout the year. JJB wants to establish a large regular customer base, and will therefore concentrate its business and marketing on local residents, which will be the dominant target market. This will establish a healthy, consistent revenue base to ensure stability of the business. In addition, tourist traffic is expected to comprise approximately 35% of the revenues. High visibility and competitive products and service are critical to capture this segment of the market. Financial Considerations JJB expects to raise $110,000 of its own capital, and to borrow $100,000 guaranteed by the SBA as a ten-year loan. This provides the bulk of the current financing required. JJB anticipates sales of about $491,000 in the first year, $567,000 in the second year, and $655,000 in the third year of the plan. JJB should break even by the fourth month of its operation as it steadily increases its sales. Profits for this time period are expected to be approximately $13,000 in year 1, $36,000 by year 2, and $46,000 by year 3. The company does not anticipate any cash flow problems. Company Summary JJB is a bakery and coffee shop managed by two partners. These partners represent sales/management and finance/administration areas, respectively. The partners will provide funding from their own savings, which will cover start-up expenses and provide a financial cushion for the first months of operation. A ten-year Small Business Administration (SBA) loan will cover the rest of the required financing. The company plans to build a strong market position in the town, due to the partners industry experience and mild competitive climate in the area. 2.1 Company Ownership JJB is incorporated in the state of Washington. It is equally owned by its two partners. 2.2 Company History JJB is a start-up company. Financing will come from the partners capital and a ten-year SBA loan. The following chart and table illustrate the companys projected initial start-up costs. Products JJB offers a broad range of coffee and espresso products, all from high quality Columbian grown imported coffee beans. JJB caters to all of its customers by providing each customer coffee and espresso products made to suit the customer, down to the smallest detail. The bakery provides freshly prepared bakery and pastry products at all times during business operations. Six to eight moderate batches of bakery and pastry products are prepared during the day to assure fresh baked goods are always available. Market Analysis Summary JJBs focus is on meeting the demand of a regular local resident customer base, as well as a significant level of tourist traffic from nearby highways. 4.1 Market Segmentation JJB focuses on the middle- and upper-income markets. These market segments consume the majority of coffee and espresso products. Local Residents JJB wants to establish a large regular customer base. This will establish a healthy, consistent revenue base to ensure stability of the business. Tourists Tourist traffic comprises approximately 35% of the revenues. High visibility and competitive products and service are critical to capture this segment of the market. 4.1.1 Market Analysis The chart and table below outline the total market potential of the above described customer segments. 4.2 Target Market Segment Strategy The dominant target market for JJB is a regular stream of local residents. Personal and expedient customer service at a competitive price is key to maintaining the local market share of this target market. 4.2.1 Market Needs Because Washington has a cool climate for eight months out of the year, hot coffee products are very much in demand. During the remaining warmer four months of the year, iced coffee products are in significantly high demand, along with a slower but consistent demand for hot coffee products. Much of the days activity occurs in the morning hours before ten a.m., with a relatively steady flow for the remainder of the day. 4.3 Service Business Analysis The retail coffee industry in the U.S. has recently experienced rapid growth. The cool marine climate in southwest Washington stimulates consumption of hot beverages throughout the year. Coffee drinkers in the Pacific Northwest are finicky about the quality of beverages offered at the numerous coffee bars across the region. Despite low competition in the immediate area, JJB will position itself as a place where customers can enjoy a cup of delicious coffee with a fresh pastry in a relaxing environment. 4.3.1 Competition and Buying Patterns Competition in the local area is somewhat sparse and does not provide nearly the level of product quality and customer service as JJB. Local customers are looking for a high quality product in a relaxing atmosphere. They desire a unique, classy experience. Leading competitors purchase and roast high quality, whole-bean coffees and, along with Italian-style espresso beverages, cold-blended beverages, a variety of pastries and confections, coffee-related accessories and equipment, and a line of premium teas, sell these items primarily through company-operated retail stores. In addition to sales through company-operated retail stores, leading competitors sell coffee and tea products through other channels of distribution (specialty operations). Larger chains vary their product mix depending upon the size of each store and its location. Larger stores carry a broad selection of whole bean coffees in various sizes and types of packaging, as well as an assortment of coffee- and espresso-making equipment and accessories such as coffee grinders, coffee makers, espresso machines, coffee filters, storage containers, travel tumblers and mugs. Smaller stores and kiosks typically sell a full line of coffee beverages, a more limited selection of whole-bean coffees, and a few accessories such as travel tumblers and logo mugs. During fiscal year 2000, industry retail sales mix by product type was approximately 73% beverages, 14% food items, eight percent whole-bean coffees, and five percent coffee-making equipment and accessories. Technologically savvy competitors make fresh coffee and coffee-related products conveniently available via mail order and online. Additionally, mail order catalogs offering coffees, certain food items, and select coffee-making equipment and accessories, have been made available by a few larger competitors. Websites offering online stores that allow customers to browse for and purchase coffee, gifts, and other items via the Internet have become more commonplace as well. Strategy and Implementation Summary JJB will succeed by offering consumers high quality coffee, espresso, and bakery products with personal service at a competitive price. 5.1 Competitive Edge JJBs competitive edge is the relatively low level of competition in the local area in this particular niche. 5.2 Sales Strategy As the chart and table show, JJB anticipates sales of about $491,000 in the first year, $567,000 in the second year, and $655,000 in the third year of the plan. Sales Forecast 2001 2002 2003 Unit Sales Espresso Drinks 135,000 148,500 163,350 Pastry Items 86,000 94,600 104,060 Other 0 0 0 Total Unit Sales 221,000 243,100 267,410 Unit Prices 2001 2002 2003 Espresso Drinks $3.00 $3.15 $3.31 Pastry Items $1.00 $1.05 $1.10 Other $0.00 $0.00 $0.00 Sales Espresso Drinks $405,000 $467,775 $540,280 Pastry Items $86,000 $99,330 $114,726 Other $0 $0 $0 Total Sales $491,000 $567,105 $655,006 Direct Unit Costs 2001 2002 2003 Espresso Drinks $0.25 $0.26 $0.28 Pastry Items $0.50 $0.53 $0.55 Other $0.00 $0.00 $0.00 Direct Cost of Sales Espresso Drinks $33,750 $38,981 $45,023 Pastry Items $43,000 $49,665 $57,363 Other $0 $0 $0 Subtotal Direct Cost of Sales $76,750 $88,646 $102,386 Management Summary Austin Patterson has extensive experience in sales, marketing, and management, and was vice president of marketing with both Jansonne Jansonne and Burper Foods. David Fields brings experience in the area of finance and administration, including a stint as chief financial officer with both Flaxfield Roasters and the national coffee store chain, BuzzCups. 6.1 Personnel Plan As the personnel plan shows, JJB expects to make significant investments in sales, sales support, and product development personnel. Personnel Plan 2001 2002 2003 Managers $100,000 $105,000 $110,250 Pastry Bakers $40,800 $42,840 $44,982 Baristas $120,000 $126,000 $132,300 Other $0 $0 $0 Total People 10 10 10 Total Payroll $260,800 $273,840 $287,532 Financial Plan JJB expects to raise $110,000 of its own capital, and to borrow $100,000 guaranteed by the SBA as a ten-year loan. This provides the bulk of the current financing required. 7.1 Break-even Analysis JJBs Break-even Analysis is based on the average of the first-year figures for total sales by units, and by operating expenses. These are presented as per-unit revenue, per-unit cost, and fixed costs. These conservative assumptions make for a more accurate estimate of real risk. JJB should break even by the fourth month of its operation as it steadily increases its sales. Break-even Analysis Monthly Units Break-even 17,255 Monthly Revenue Break-even $38,336 Assumptions: Average Per-Unit Revenue $2.22 Average Per-Unit Variable Cost $0.35 Estimated Monthly Fixed Cost $32,343 7.2 Projected Profit and Loss As the Profit and Loss table shows, JJB expects to continue its steady growth in profitability over the next three years of operations. Pro Forma Profit and Loss 2001 2002 2003 Sales $491,000 $567,105 $655,006 Direct Cost of Sales $76,750 $88,646 $102,386 Other $0 $0 $0 Total Cost of Sales $76,750 $88,646 $102,386 Gross Margin $414,250 $478,459 $552,620 Gross Margin % 84.37% 84.37% 84.37% Expenses Payroll $260,800 $273,840 $287,532 Sales and Marketing and Other Expenses $27,000 $35,200 $71,460 Depreciation $60,000 $69,000 $79,350 Utilities $1,200 $1,260 $1,323 Payroll Taxes $39,120 $41,076 $43,130 Other $0 $0 $0 Total Operating Expenses $388,120 $420,376 $482,795 Profit Before Interest and Taxes $26,130 $58,083 $69,825 EBITDA $86,130 $127,083 $149,175 Interest Expense $10,000 $9,500 $8,250 Taxes Incurred $3,111 $12,146 $15,650 Net Profit $13,019 $36,437 $45,925 Net Profit/Sales 2.65% 6.43% 7.01% 7.3 Projected Cash Flow The cash flow projection shows that provisions for ongoing expenses are adequate to meet JJBs needs as the business generates cash flow sufficient to support operations. Pro Forma Cash Flow 2001 2002 2003 Cash Received Cash from Operations Cash Sales $491,000 $567,105 $655,006 Subtotal Cash from Operations $491,000 $567,105 $655,006 Additional Cash Received Sales Tax, VAT, HST/GST Received $0 $0 $0 New Current Borrowing $0 $0 $0 New Other Liabilities (interest-free) $0 $0 $0 New Long-term Liabilities $0 $0 $0 Sales of Other Current Assets $0 $0 $0 Sales of Long-term Assets $0 $0 $0 New Investment Received $0 $0 $0 Subtotal Cash Received $491,000 $567,105 $655,006 Expenditures 2001 2002 2003 Expenditures from Operations Cash Spending $260,800 $273,840 $287,532 Bill Payments $143,607 $186,964 $237,731 Subtotal Spent on Operations $404,407 $460,804 $525,263 Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 Principal Repayment of Current Borrowing $0 $0 $0 Other Liabilities Principal Repayment $0 $0 $0 Long-term Liabilities Principal Repayment $0 $10,000 $15,000 Purchase Other Current Assets $0 $0 $0 Purchase Long-term Assets $0 $20,000 $20,000 Dividends $0 $0 $0 Subtotal Cash Spent $404,407 $490,804 $560,263 Net Cash Flow $86,593 $76,301 $94,744 Cash Balance $156,593 $232,894 $327,637 7.4 Balance Sheet The following is a projected Balance Sheet for JJB. Pro Forma Balance Sheet 2001 2002 2003 Assets Current Assets Cash $156,593 $232,894 $327,637 Other Current Assets $12,000 $12,000 $12,000 Total Current Assets $168,593 $244,894 $339,637 Long-term Assets Long-term Assets $65,000 $85,000 $105,000 Accumulated Depreciation $60,000 $129,000 $208,350 Total Long-term Assets $5,000 ($44,000) ($103,350) Total Assets $173,593 $200,894 $236,287 Liabilities and Capital 2001 2002 2003 Current Liabilities Accounts Payable $14,574 $15,438 $19,907 Current Borrowing $0 $0 $0 Other Current Liabilities $0 $0 $0 Subtotal Current Liabilities $14,574 $15,438 $19,907 Long-term Liabilities $100,000 $90,000 $75,000 Total Liabilities $114,574 $105,438 $94,907 Paid-in Capital $110,000 $110,000 $110,000 Retained Earnings ($64,000) ($50,981) ($14,544) Earnings $13,019 $36,437 $45,925 Total Capital $59,019 $95,456 $141,381 Total Liabilities and Capital $173,593 $200,894 $236,287 Net Worth $59,019 $95,456 $141,381 7.5 Business Ratios The following table represents key ratios for the retail bakery and coffee shop industry. These ratios are determined by the Standard Industry Classification (SIC) Index code 5812, Eating Places. Ratio Analysis 2001 2002 2003 Industry Profile Sales Growth 0.00% 15.50% 15.50% 7.60% Percent of Total Assets Other Current Assets 6.91% 5.97% 5.08% 35.60% Total Current Assets 97.12% 121.90% 143.74% 43.70% Long-term Assets 2.88% -21.90% -43.74% 56.30% Total Assets 100.00% 100.00% 100.00% 100.00% Current Liabilities 8.40% 7.68% 8.42% 32.70% Long-term Liabilities 57.61% 44.80% 31.74% 28.50% Total Liabilities 66.00% 52.48% 40.17% 61.20% Net Worth 34.00% 47.52% 59.83% 38.80% Percent of Sales Sales 100.00% 100.00% 100.00% 100.00% Gross Margin 84.37% 84.37% 84.37% 60.50% Selling, General Administrative Expenses 74.74% 71.43% 71.39% 39.80% Advertising Expenses 0.49% 1.76% 6.87% 3.20% Profit Before Interest and Taxes 5.32% 10.24% 10.66% 0.70% Main Ratios Current 11.57 15.86 17.06 0.98 Quick 11.57 15.86 17.06 0.65 Total Debt to Total Assets 66.00% 52.48% 40.17% 61.20% Pre-tax Return on Net Worth 27.33% 50.90% 43.55% 1.70% Pre-tax Return on Assets 9.29% 24.18% 26.06% 4.30% Additional Ratios 2001 2002 2003 Net Profit Margin 2.65% 6.43% 7.01% n.a Return on Equity 22.06% 38.17% 32.48% n.a Activity Ratios Accounts Payable Turnover 10.79 12.17 12.17 n.a Payment Days 27 29 27 n.a Total Asset Turnover 2.83 2.82 2.77 n.a Debt Ratios Debt to Net Worth 1.94 1.10 0.67 n.a Current Liab. to Liab. 0.13 0.15 0.21 n.a Liquidity Ratios Net Working Capital $154,019 $229,456 $319,731 n.a Interest Coverage 2.61 6.11 8.46 n.a Additional Ratios Assets to Sales 0.35 0.35 0.36 n.a Current Debt/Total Assets 8% 8% 8% n.a Acid Test 11.57 15.86 17.06 n.a Sales/Net Worth 8.32 5.94 4.63 n.a Dividend Payout 0.00 0.00 0.00 n.a

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When asked to evaluate the contribution to marketing made by an influential scholar, I decided to choose Phillip Kotler. Phillip Kotler was born on the 27th of May 1931 in Chicago. He was a character who strived during his educational times as he contains a Masters degree from the University of Chicago as well as a PhD from MIT both in the field of Economics. He is known as not just a famous Marketer but a renown author who has published over 55 books such as â€Å"Principles of Marketingâ€Å" â€Å" A Framework for Marketing Managementâ€Å" and â€Å"Marketing 3.0â€Å". The main reason I chose to study Kotler was that over his lifetime he was widely known for his efforts made to the modern marketing era. Of these acknowledgements made I would like to focus in on what I think are his three main contributes to marketing. Firstly, he was given the title as the â€Å"Father of modern marketing† which was seen in the eyes of the nearly all who study marketing. This title was given to him due to his outstanding knowledge and simplest ways to describe and focus in on the future fundamentals of marketing. Secondly, He one of the worlds’s leading authors on marketing placing 4th as an influential character behind the likes of Bill Gates and Peter Drucker. Finally, Kotler is said to be the founders behind the widely known 4 P’s, he is "the world's foremost expert on the strategic practice of marketing" (by Management Centre Europe). Professor Kotler is the expert marketer who discovered the 4 Ps of Marketing. This discovery is one of the most influentia... ...her one of his books â€Å"Marketing Management† is one his widely used graduate level textbook. Many students studying marketing refer to this book, he developed ideas and concepts in marketing including atmospherics (the store's layout, noise level, temperature, lighting), demarketing (reverse marketing in which a company discourages product demand in areas where they cannot realize a desired profit), megamarketing (type of marketing activity required when it is necessary to manage elements of the firm's external environment), and synchromarketing (activity intended to shift the pattern of demand to that it equates more suitably with the ideal pattern of supply). Kotler believes that marketing theory needs to go beyond price theory and incorporate the dynamics of innovation, distribution and promotion systems into analyzing, explaining and predicting economic outcomes.

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THE EVOLUTION OF THE PHILIPPINE STATISTICAL SYSTEM* CONTENTS 1. 2. 3. 4. 5. Introduction The Philippine Statistical System Through the Years The Present Statistical System Recent Initiatives of the Philippine Statistical System Lessons Learned, Challenges and Opportunities ______________________________ Philippine country paper prepared by the National Statistical Coordination Board and disseminated during the Seminar on the Evolution of National Statistical Systems organized by the United Nations Statistics Division in celebration of the 60th Anniversary of the United Nations Statistical Commission held on 23 February 2007 in New York, USA. 1 THE EVOLUTION OF THE PHILIPPINE STATISTICAL SYSTEM COUNTRY PAPER By The National Statistical Coordination Board, Philippines1 1. INTRODUCTION This country paper presents the history and existing features of the Philippine Statistical System (PSS).It also articulates the system’s recent initiatives as well as the lessons learned through t he years and the challenges and opportunities currently faced by the system. The Philippines is one of many countries with a decentralized statistical system. The PSS has evolved through several stages in response to the prevailing political, economic and social policies of the government. The emphasis on development planning in later years led to the creation of research and statistics divisions in existing departments to provide for their data and information needs.As a result, a decentralized system emerged whereby statistical services are managed and supervised by the respective agencies with overall coordination by a national body. The present PSS is the result of a comprehensive review of the system that was undertaken in 1986 by a multi-disciplinary and multi-sectoral committee constituted by the Philippine government. The review was also undertaken in line with a government-wide reorganization which saw the need for necessary and proper changes in the bureaucracy in order to promote efficiency and effectiveness n the delivery of public services. The recommendations of the committee, which recognized the need to maintain a decentralized statistical system characterized by independence, objectivity, and integrity to make it more responsive to the requirements of national development, provided the basis for the reorganization of the PSS in 1987. Its mission is to provide timely, accurate and useful statistics for the government and the public, especially for planning and decision making.With the inadequate resources and other constraints, the PSS continues to seek for alternative measures and strategies toward responding to the current and emerging demands of the various clientele and stakeholders. The PSS also continues to effect improvements in its capacity to provide quality statistical products and services. Likewise, it recognizes the need to conform to international standards, comparisons and practices, and it provides support and cooperation to the statistical endeavors of the international community. Dr. Romulo A.Virola is the Secretary General of the National Statistical Coordination Board, Philippines (ra. [email  protected] gov. ph). 1 2 2. THE PHILIPPINE STATISTICAL SYSTEM THROUGH THE YEARS2 Government statistical activities in the country have gone a long way from the Spanish regime to the present statistical system. From the simple attempts of the Spanish monarchy to collect information on the country and its resources, the PSS has evolved to become a decentralized system with a strong coordinating body to serve the more complex needs of policy formulation and decision making.The following were the significant developments in the country’s statistical system at various periods and stages. 2. 1 Spanish Regime (1571 – 1898) During the Spanish regime, there was no regular and systematic data collection in the country except in the later years of the colonial period. Information on the people, villages, set tlements, tributes collected, judicial cases settled and the natural resources were obtained by the governors-general upon instructions from the King of Spain to the Spanish governorgeneral in the Philippines.From about the middle of the 18th century, the priests kept records of baptisms, marriages and deaths, making possible some population estimates. The first census under the Spanish regime was conducted in 1877 with the issuance of a royal decree ordering the enumeration of the population. Succeeding censuses were conducted in 1887 and 1897. The results of the first census were published in Archipelago Filipino en la Oceania Censo de Poblacion Verificado in 1887 but those of the latter were never published.The Spanish colonial statistical system began when an Officiana Central de Estadistica was established in the Direccion General de Administration Civil in 1889. The priests were obliged to report births, marriages and deaths which occurred within their parish to this office. T he publication of the Boletin de Estadistica de la Ciudad de Manila, a monthly journal, was started in 1895, making available population and vital statistics. 2. 2 American Regime (1898 – 1946) The onset of the American regime brought with it a more systematized data collection system.This was marked by the creation of a statistical unit in the Bureau of Customs to collect, tabulate, and disseminate statistics on imports and exports. Although no statistical units were formally created in other government offices during the time, information were nevertheless collected and compiled by them for administrative purposes. The Bureau of Agriculture, created in 1902, compiled data on the number of farms, irrigated areas, and cultivated land.The Bureau of Labor, created in 1908, gathered data on the number and membership of labor organizations and labor cases. Vital registration likewise improved during this period. The first census under the American regime was conducted in 1903, wi th the next censuses undertaken in 1918 and 1939. Different organizations carried out the censuses each time. The PSS – Composition, Organization and Coordination, NEDA, 1980; Executive Summary of the Phase 1 Report of Decentralization and the PSS Project, 1994; History of the PSS – http://www. ire. it-u. ac. jp; Executive Order No. 121 – Reorganizing and Strengthening the PSS and for Other Purposes, 1987. 2 3 The Department of Public Information carried out the 1903 census and the United States Census Bureau processed the statistics while the ad hoc Commission of Census conducted the 1939 census. In 1918, the Bureau of Commerce and Industry was created (with a statistics division) under the Department of Commerce and Communication. For thirteen years, this division served as the clearing house of all statistical information in the country.The data were published yearly in statistical bulletins, which served as the comprehensive and authoritative sources of stat istical information during the period. The first attempt to consolidate statistical authority and responsibility in the country came about with the transfer of the Bureau of Commerce and Industry to the Department of Agriculture and Commerce, which was organized in 1932. A special statistical division in the department was created which absorbed the Bureau’s statistical functions as well as those of the Bureau of Agriculture.The statistics produced were published in the Philippine Statistical Review. The centralization of all statistical activities in one agency was realized when the Bureau of the Census and Statistics (BCS) was created by Commonwealth Act No. 591 in 1940 under the Office of the President. All major statistical units of the Department of Agriculture and Commerce, Department of Labor, the Bureau of Health, the Bureau of Customs, the National Library, Department of Public Information and the 1939 Commission of Census were merged to the new Bureau.The move to ce ntralize the statistical system was interrupted because of World War II. 2. 3 Postwar recovery period starting in 1946 When the Philippines gained independence from the U. S. in July of 1946, the urgent need for data with which to plan and implement rehabilitation programs for a war-ravaged economy manifested itself. The BCS remained under the Office of the President until 1947 when it was placed under the newly organized Department of Commerce and Industry for administrative purposes.In 1948, the BCS conducted the first postwar census. The creation of the Central Bank of the Philippines in 1949 and the Agricultural Economics Division in the Department of Agriculture in 1953, as well as the return of the Labor Statistics Division to the Department of Labor, ushered in a period of great activity. With the expansion of government activities in the fields of public health, education, social welfare, public administration, crop subsidies, monetary stabilization, and agro-industrial deve lopment, statistical units gradually resurfaced.Consequently, the need for a decentralized statistical system with a central authority responsible for coordinating all the statistical activities of the government was recommended. 2. 4 Reorganization in 1956 Through the Government Survey and Reorganization Commission created in 1954, a set of recommendations was formulated which provided the framework for the administration of a coordinated decentralized statistical system.These recommendations brought about two significant changes in the statistical system, as follows: (a) the emergence of the Office of 4 the Statistical Coordination and Standards (OSCAS) and (b) the transfer of some statistical functions from the BCS to other government agencies. The decentralization of statistical activities was carried out in 1956 with the creation of a central coordinating authority, the OSCAS under the National Economic Council (NEC) by virtue of Executive Order No. 119.Among the functions of t his body was to oversee the coordination of all statistical activities of five major statistical operating agencies and more than a hundred administrative agencies which carry out statistical activities as part of their administrative and regulatory functions. The five agencies were the following: (1) Bureau of the Census and Statistics, (2) Bureau of Agricultural Economics, (3) Department of Economic Research, Central Bank of the Philippines, (4) Labor Statistics Service, Department of Labor, and (5) Disease Intelligence Center, Department of Health.Later, more government agencies surfaced to become major producers of primary statistics to meet the increasing needs of government planners for statistical data. Likewise, all statistical functions pertaining to agriculture and natural resources, banking and finance, labor, vital registration, and education were transferred from the BCS to other government agencies, which by nature of their administrative and regulatory functions and f or highly well-organized statistical units, were better qualified to undertake them.This set up existed for about a decade and a half until another government-wide reorganization of the executive branch of the government was introduced based on the Integrated Reorganization Plan (IRP) in 1972. 2. 5 Reorganization in 1972 The implementation of the IRP in 1972 abolished the NEC and set up in its place the National Economic and Development Authority (NEDA) headed by a Director-General. One of the offices under NEDA was the Statistical Coordination Office (SCO), which was made up of two staff units drawn from the three branches of OSCAS.Meanwhile, in 1974, the BCS under the Department of Commerce and Industry was reconstituted and renamed National Census and Statistics Office (NCSO) and placed under the administrative supervision of the NEDA. During this time, only one official served as the NEDA Deputy Director-General for SCO and, concurrently, as Executive Director of NCSO. The offic ial also acted as Chairman of the Statistical Advisory Board (SAB), which was the forerunner of the National Statistical Coordination Board (NSCB). The existence of SCO, NEDA brought about a number of developments in statistics, particularly through its Statistical Development Fund.Among them were the following: (1) expansion in standardization work as exemplified by the publication of the Manual on the Philippine System of National Accounts, Frameworks, Sources and Methods; (2) first Philippine Statistical Development Program; and (3) development of statistical frameworks, such as Input-Output Tables (in collaboration with NCSO), Flow-of-Funds Accounts (in collaboration with the Central Bank), Social Accounting Matrix, and Agriculture Economic Accounts (in collaboration with the Department of Agriculture). . 6 Reorganization in 1987 Recognizing the need to further enhance the efficiency of the statistical system and improve the timeliness and accuracy of statistics for planning and decision making, a comprehensive 5 study and review of the PSS was conducted by a special committee in 1986. The committee recognized the need to maintain a decentralized statistical system with a strong coordination characterized by independence, objectivity, and integrity to make it more responsive to the requirements of national development.Thus, the PSS was restructured with the issuance of Executive Order No. 121, entitled â€Å"Reorganizing and Strengthening the Philippine Statistical System and for Other Purposes† on 30 January 1987. The Executive Order provided the basis for the present structure of the decentralized PSS. By virtue of this order, the NSCB as the highest policymaking and coordinating body on statistical matters was created in 1987, replacing the NEDA Statistical Coordination Office and the Statistical Advisory Board.The Statistical Research and Training Center (SRTC) as the research and training arm of the PSS was also established. The NCSO was rename d National Statistics Office (NSO) and was tasked to be the major statistical agency responsible for generating general-purpose statistics and undertaking such censuses and surveys as may be designated by the NSCB. The demands of national economic recovery after the EDSA Revolution in 1986 necessitated changes in the organizational and functional structure of the entire bureaucracy. Under Executive Order No. 16 issued on 30 January 1987, the Bureau of Agricultural Statistics (BAS) was established as one of the seven bureaus of the Department of Agriculture to take charge of the production of statistics on agriculture, fishery and related fields. The BAS has assumed most of the functions of its predecessor, the Bureau of Agricultural Economics. It was also on 30 January 1987 when the Department of Labor was reorganized anew under Executive Order No. 126 and one of its provisions was the abolition of the Labor Statistics Service and the creation of the Bureau of Labor and Employment S tatistics (BLES) as one of the six bureaus of the Department.The other departments have maintained the statistical units within their respective offices. Meanwhile, the Bangko Sentral ng Pilipinas (BSP) created its Department of Statistics on 20 March 2005 to assume the statistical functions lodged before at its Department of Economic Research. 3. THE PRESENT STATISTICAL SYSTEM 3. 1. LAWS AND OTHER LEGAL PROVISIONS FOR STATISTICAL ORGANIZATION AND SERVICES3 The following are the laws that govern the operations of the PSS: 3. 1. 1 Executive Order No. 121 – Reorganizing and Strengthening the Philippine Statistical System (PSS) and for Other Purposes issued on 30 January 1987 3. 1. 2. Commonwealth Act No. 91 – An Act to Create a Bureau of the Census and Statistics to Consolidate Statistical Activities of the Government issued on 19 August 1940 Other legal provisions concerning the statistical affairs in the country are the following: 3 Agency websites. 6 3. 1. 3. Executiv e Order No. 116 – Renaming Ministry of Agriculture and Food as Ministry of Agriculture, Reorganizing Its Units, Integrating All Offices and Agencies Whose Functions Relate to Agriculture and Fishery into the Ministry, and for Other Purposes issued on 30 January 1987, which includes the creation of the Bureau of Agricultural Statistics within the Ministry 3. . 4. Executive Order No. 126 – Reorganizing the Ministry of Labor and Employment and for Other Purposes issued on January 30, 1987, which includes the creation of the Bureau of Labor and Employment Statistics within the Ministry 3. 1. 5. Executive Order No. 135 – Providing for the Establishment of A Well-Coordinated Local Level Statistical System issued on 6 November 1993 3. 1. 6. Executive Order No. 352 – Designation of Statistical Activities That Will Generate Critical Data for Decision-Making of the Government and the Private Sector issued on 1 July 1996 3. . 7. Executive Order No. 406 – Inst itutionalizing the Philippine EconomicEnvironmental and Natural Resources Accounting (PEENRA) System and Creating Units Within the Organizational Structure of the Department of Environment and Natural Resources (DENR), National Economic and Development Authority (NEDA), and National Statistical Coordination Board (NSCB) issued on 21 March 1997 3. 1. 8. Proclamation No. 647 – Declaring the Month of October of Every Year as the National Statistics Month signed on 20 September 1990 3. 1. 9. Proclamation No. 93 – Declaring the Month as National Census Month signed on 7 June 1995 of September 1995 3. 1. 10. Proclamation No. 248 – Adopting the Philippine Statistical Development Program (PSDP) for 1999-2004 issued on 24 February 2000 3. 1. 11. Proclamation No. 1140 – Adopting the Philippine Statistical Development Program (PSDP) 2005-2010 issued on 19 September 2006 Board resolutions and memorandum orders/circulars are likewise issued as necessary by the NSCB Ex ecutive Board when there are new statistical frameworks and indicator systems, new mechanisms for statistical coordination, new methodologies or concepts, etc. or adoption and implementation by the various stakeholders of the system. 3. 2. THE COMPONENTS OF THE PHILIPPINE STATISTICAL SYSTEM The PSS consists of statistical organizations at all administrative levels, its personnel and the national statistical program. Specifically, the organizations comprising the system include the following: A policy-making and coordinating body – the National Statistical Coordination Board A single general-purpose statistical agency – the National Statistics Office 7A research and training arm – the Statistical Research and Training Center Units of government engaged in statistical activities either as their primary function or as part of their administrative or regulatory functions – all departments, bureaus, offices, agencies, and instrumentalities of national and loca l governments and all government-owned and –controlled corporations and their subsidiaries The major statistical agencies in the PSS include the NSCB, NSO, SRTC, the Bureau of Agricultural Statistics (BAS) of the Department of Agriculture, the Bureau of Labor and Employment Statistics (BLES) of the Department of Labor and Employment, and the Department of Economic Statistics of the Bangko Sentral ng Pilipinas (BSP). Other data producers in the government include research and statistics divisions/units usually within the planning service of the various departments and bureaus. The major statistical agencies and all other data producers are situated in various administrative hierarchies of the country with each unit collecting and aggregating data. The said administrative areas include the national, regional, provincial, city, municipal and barangay levels. In addition, the local government units (LGUs) in each province, city, municipality or barangay are rich sources of data.T he enactment of the Local Government Code of 1991 which mandated the devolution of basic government services to LGUs had some implications on the data generation activities of the affected sectors. The chart below shows the linkages among the various institutions and players in the PSS. Framework for the Management and Coordination of the PSS 3. 2. 1. The policy-making and coordinating body 8 National Statistical Coordination Board (NSCB)4 The NSCB was created as the highest policy-making and coordinating body on statistical matters in the Philippines. It is under the administrative supervision of the National Economic and Development Authority. The NSCB formulates policies, delineates responsibilities, sets priorities and standards on statistics and administers the one-stop statistical information center.It also maintains multi-sectoral statistical frameworks and indicator systems which serve as bases for the improvement of statistical coordination. It provides links and fora for c oordination between and among these key players. It also serves as the statistical clearing house and liaison for international statistical matters. Foremost among the objectives of the NSCB is to develop an orderly PSS capable of providing timely, accurate, relevant, and useful data for the government and the public for planning and decision-making. The major goal of the NSCB is to promote the independence, objectivity, integrity, relevance and responsiveness of the PSS. The powers and functions of the NSCB as defined under Section 5 of Executive Order No. 21 are as follows: Promote and maintain an efficient statistical system in the government; Formulate policies on all matters relating to government statistical operations; Recommend executive and legislative measures to enhance the development and efficiency of the system, including the internal structure of statistical agencies; Establish appropriate mechanism for statistical coordination at the regional, provincial and city lev els; Approve the Philippine Statistical Development Program; Allocate statistical responsibilities among government agencies by designating the statistics to be collected by them, including their periodicity and content; Review budgetary proposals involving statistical operations and submit an integrated budget for the Philippine Statistical System (PSS) to the Department of Budget and Management (DBM); Review and clear, prior to release, all funds for statistical operations; Develop, prescribe and maintain appropriate framework for the improvement of statistical coordination; and Prescribe uniform standards and classification systems in government statistics. The NSCB as coordinator is not engaged in primary data collection. The Executive Order further provides that the decisions of the NSCB on statistical matters shall be final and executory.At the helm of the NSCB is the NSCB Executive Board which is composed of the undersecretaries of the different departments and heads of major statistical agencies and chaired by the Secretary of Socio-Economic Planning. The NSCB Executive Board holds quarterly meetings. The NSCB has a Technical Staff which performs the following functions: Provide technical and secretariat support to the NSCB; Serve as the statistical clearing house and liaison for international statistical matters; and Executive Order No. 121 – Reorganizing and Strengthening the PSS and for Other Purposes issued on 30 January 1987; NSCB website – http://www. nscb. gov. ph 4 9 Perform other functions as may be assigned by the NSCB and as may be necessary to carry out the purposes of Executive Order No. 21 The products and services provided by the NSCB Technical Staff are the following: Statistical policies and measures to resolve specific issues and provide policy directions in the PSS National Accounts and related economic accounts to assess the economic performance of the country Economic and social indicators Standards and classification systems to prescribe uniform standards in government statistics Statistical publications and CD Roms to disseminate the most relevant data produced by the PSS and to make statistics more accessible to the public The PSDP to serve as a blueprint of priority programs and activities to be undertaken to improve the PSS in the medium term Services †¢ Coordination of inter agency concerns †¢ Coordination of subnational statistical systems †¢ Statistical survey review and clearance system †¢ Development of statistical standards and classification systems †¢ Designation of statistics †¢ Local and international data requests †¢ Technical services †¢ Advocacy for statistical awareness †¢ One stop statistical information centers †¢ On line statistical service thru the Internet (www. nscb. gov. ph) 3. 2. 2. Data Producers In the government, the major agencies that produce statistics as their primary function are as follows: National Statistics Office (NSO)5 The NSO is the major statistical agency responsible in collecting, compiling, classifying, producing, publishing, and disseminating general-purpose statistics as provided for in Commonwealth Act No. 591. The NSO is under the administrative supervision of NEDA. It generates data on population, housing, agriculture, fisheries, business, industry, prices and households through periodic censuses and sample surveys.NSO also has the responsibility of carrying out and administering the provision of the Civil Registry Law as provided for in Act No. 3753 dated February 1931. It also processes and compiles administrative-based statistics on domestic and foreign trade, business permits and vital statistics from the civil registration system. More specifically, the NSO is tasked to: Prepare for and undertake all censuses on population, agriculture, commerce, and industry (Section 2, C. A. 591; Section 1, Batas Pambansa Blg. 72); 5 NSO website – http://www. census. gov. ph 1 0 conduct statistical surveys by enumeration, sampling, and other methods (Section 2, Batas Pambansa Blg. 2); compile and classify other statistical data and information (Section 2, C. A. 591); conduct social and economic studies and make projections of population, agricultural production, income and the number of livestock (Section 2, C. A. 591); publish and disseminate all information related to the above functions (Section 2, C. A. 591); assist the National Statistical Coordination Board (NSCB) in the formulation of a continuing comprehensive statistical program for the government (Section 5, Presidential Decree 418); provide technical assistance and support to projects of other statistical agencies and institutions (Section 5, P. D. 418); carry out and administer the provisions of Act. No. 753, entitled â€Å"An Act to establish a Civil Register† (Section 2, C. A. 591) and other laws on civil registration; and issue authorization to solemnizing officers in accordance with the provisions of Article 7 of the Family Code of the Philippines (Executive Order No. 209 effective August 3, 1988). Bureau of Agricultural Statistics (BAS)6 The BAS, which is under the Department of Agriculture, produces agricultural statistics. It generates statistics on crop production, prices of agricultural commodities, volume and value of livestock traded, farm income and expenditure, farming systems, agricultural finance, through sample surveys. Section 16 of Executive Order No. 16 defines the functions of the BAS as follows: to collect, compile and release official agricultural statistics; to exercise technical supervision over data collection centers; and to coordinate all agricultural statistics and economic research activities of all bureaus, corporations and offices under the Department of Agriculture. Further, Section 41 of Republic Act No. 8435 or Agriculture and Fisheries Modernization Act of 1997 approved on December 22, 1997, mandates the BAS to serve as the centr al information source and server of the National Information Network (NIN) of the DA; and to provide technical assistance to end-users in accessing and analyzing product and market information and technology. In 2000, the BAS structural organization was strengthened and reoriented pursuant to the relevant provisions of DA Administrative Order No. series of 1998 in compliance with the provisions of the Agriculture and Fisheries Modernization Act or RA8435 of 1997. This law designates BAS as the central information source and server of the National Information Network (NIN) of the DA. Bureau of Labor and Employment Statistics (BLES)7 6 7 BAS website – http://www. bas. da. gov. ph BLES website – http://www. bles. dole. gov. ph 11 The BLES, which is under the Department of Labor and Employment, produces labor and employment statistics. It generates establishment-based labor data, such as labor turnover, labor practices, organizations, occupational injuries and illnesses an d wage rates. Section 21 of the Executive Order 126 andates the BLES to carry out the following functions: Formulate, develop and implement plans and programs on the labor statistical system in order to provide the government with timely, accurate and reliable data on labor and employment; Conduct nationwide surveys and studies which will generate trends and structures on labor and employment; Develop and prescribe uniform standards, nomenclatures and methodologies for the collection, processing, presentation and analysis of labor and employment data; Establish appropriate mechanisms for the coordination of all statistical activities in the Department and for collaboration with other government and private agencies including international research organizations in the conduct of surveys and studies in the area of labor and employment; Disseminate statistical information and provide statistical services/advice to the users by establishing a data bank and issuing the Bureau’s s tatistical materials and research findings; Develop and undertake programs and projects geared towards the enhancement of the technical competence of the Department on theories, techniques and methodologies for the improvement of the labor statistical system; Monitor and exercise technical supervision over the statistical units in the Department and its agencies; and Perform such other functions as may be provided by law or assigned by the Secretary. Bangko Sentral ng Pilipinas (BSP)8 The Bangko Sentral ng Pilipinas (BSP) is the central bank of the Republic of the Philippines.It was established on 3 July 1993 pursuant to the provisions of the 1987 Philippine Constitution and the New Central Bank Act of 1993. The BSP took over from the Central Bank of Philippines, which was established on 3 January 1949, as the country’s central monetary authority. The BSP enjoys fiscal and administrative autonomy from the National Government in the pursuit of its mandated responsibilities. Th e BSP has supervision over the operations of banks and exercises such regulatory powers as provided in the New Central Bank Act and other pertinent laws over the operations of finance companies and non-bank financial institutions performing quasi-banking functions.The BSP, through its Department of Statistics, monitors and compiles various statistical series on monetary, financial and external variables useful for the formulation and analysis of monetary, banking, credit and exchange policies. To increase public awareness on various economic and financial issues, as well as promote transparency in its operations, the BSP releases various publications, reports, media releases and other relevant resource materials. The BSP also conducts the Business Expectations Survey and the Consumer Expectations Survey. 8 BSP website – http://www. bsp. gov. ph 12 Other Data Producers In addition to the above statistical agencies, various other departments, including the bureaus and attached agencies under them, also generate statistics as by-products of their primary functions.The following are the departments with stronger statistical units and more statistical outputs: Agriculture, Agrarian Reform, Education, Energy, Environment and Natural Resources, Finance, Health, Labor and Employment, Science and Technology, Social Welfare and Development, Tourism, and Trade and Industry. Other sources of data are the following departments: Budget and Management, Interior and Local Government, Justice, National Defense, Public Works and Highways, and Transportation and Communications. 3. 2. 3. Statistical Training, Education and Research Institutions Statistical Research and Training Center (SRTC)9 As the training and research arm of the PSS, the SRTC conducts short-term courses in statistics and related fields and researches to enhance existing methodologies, concepts and systems used in statistical operations. As specified in Section 10 of Executive Order No. 21, the functions and responsibilities of SRTC are as follows: Develop a comprehensive and integrated research and training program on theories, concepts and methodologies for the promotion of the statistical program; Undertake research on statistical concepts, definitions and methods; Promote collaborative research efforts among members of the academic community, data producers and users; Conduct non-degree training programs to upgrade the quality of statistical manpower base in support of the needs of the statistical system; and Provide financial and other forms of assistance to enhance statistical research and development. The SRTC has a Governing Board which formulates policies for the management and operations of the agency.This Board is composed of the Secretary-General of the National Statistical Coordination Board (NSCB) as Chair with the following as members: the Administrator of the National Statistics Office (NSO), the Dean of the UP School of Statistics (UPSS), the Director of the Bureau of Agricultural Statistics (BAS), a Director of the National Economic and Development Authority (NEDA), and the Executive Director of the Philippine Social Science Council (PSSC). The Executive Director of SRTC serves as exofficio member of the Board. In 2005, the SRTC conducted 29 statistical training courses/programs, equivalent to 1,145 training hours, with a total of 643 participants.Three research projects were also completed Executive Order No. 121 – Reorganizing and Strengthening the PSS and for Other Purposes issued on 30 January 1987; SRTC website – http://www. srtc. gov. ph 9 13 during the year. The training was conducted not only for the major statistical agencies and other data producers in the central/regional offices but also for the local government units. The SRTC has also embarked on partnership with the United Nations Statistical Institute for Asia and the Pacific for statistical training as well as with other international organizations, such as the German Development Cooperation, UN FAO and UNFPA for the conduct of training courses.Academe On human resource supply, the PSS relies on the academic institutions offering Statistics/Applied Statistics courses and related fields such as Economics, Mathematics, Computer Science/ Information Technology, Demography, Public Administration, and Business Administration/ Management. Several universities throughout the country are offering undergraduate and graduate degree courses in statistics, with the University of the Philippines School of Statistics in Quezon City, Metro Manila and the University of the Philippines Institute of Statistics in Los Banos, Laguna as the leading universities in terms of course offerings in statistics. Statistical researches in the system are usually undertaken in close collaboration with the academe.The PSS benefits from the strong collaboration and partnership between the official statisticians and the members of the academic and research communities who sit as chairpersons/members of various interagency/technical committees, serve as consultants in research activities and projects implemented by the PSS and act as advocates of statistics in general. 3. 2. 4 Data Suppliers/Respondents Collection of data is done either thru sample surveys, censuses or reporting forms. Respondents can be individuals, households, business establishments/enterprises, government or non-government institutions. The extent and quality of data supplied by the respondents critically affect the quality of statistics produced by the data producers.To strengthen the relationship with the respondents, the data producers conduct dialogues and communication programs to advocate support to data collection activities. 3. 2. 5. Subnational Statistical System The NSCB Regional Divisions perform the mandate of coordination at the subnational level using mechanisms such as those mentioned above as well as providing technical assistance to the data producers and users in the regions. Due to the budgetary constraints of government, these units are physically present only in ten (10) regions: Regions 1, 4, 5, 6, 8, 9, 10, 11, 12 and the Cordillera Administrative Region (CAR). They also manage and administer the regional branches of the National Statistical Information Center (NSIC), one-stop shop of statistical information and services.Providing assistance to the NSCB in terms of statistical coordination at the subnational level are the Regional Statistical Coordination Committees (RSCCs). The RSCCs formulate policies and programs particular to a regional statistical system. The members include agency regional directors, provincial planning and development coordinators and a representative from the private sector. These Committees are chaired by the NEDA Regional Director and are coordinated by the NSCB Regional Divisions. 14 The NSO has its regional, provincial and municipal offices. Likewise, the BAS has provincial offices. The other departments ha ve their subnational offices at different levels.These offices gather data at the subnational levels and forward thm to the central offices for consolidation. They also serve as outlets for dissemination. In addition to the statistical agencies and the various departments of the national government, the local government units (LGUs) also generate statistical information covering their respective areas or constituents. They also conduct surveys and process data from local administrative forms for their planning and monitoring purposes. Most of the data generated by the LGUs are municipal and barangay data since these are not available from the national surveys except in the Census of Population and Housing where data are generated down to the barangay level. 3. 3.MECHANISMS FOR STATISTICAL PLANNING AND COORDINATION, INFORMATION DISSEMINATION AND ADVOCACY Different mechanisms for statistical planning and coordination, information dissemination and advocacy being implemented by the NSC B Technical Staff are being advocated to the agencies in order to improve their effectiveness in servicing the data needs of the various stakeholders and users for development planning, policy formulation and monitoring of the progress of government programs. Other initiatives and measures are also continuously being undertaken to improve the organization and operations of the PSS, thereby enhancing the quality of the statistical products and services. STATISTICAL PLANNING AND COORDINATION 3. 3. 1 Statistical PoliciesStatistical policies may be in the form of acts, executive orders, presidential proclamations, and resolutions and circulars issued by the NSCB Executive Board which are intended to guide agencies and other stakeholders in terms of organization and implementation of concepts, definitions, methodologies, new systems, best practices and others. The implementation of and compliance with the statistical policies are being monitored by the NSCB Technical Staff. 3. 3. 2 Stati stical Frameworks and Indicator Systems The NSCB is chiefly tasked to develop and maintain appropriate frameworks and indicator systems to serve as tools for statistical coordination. This includes the System of National Accounts (SNA) that produces estimates of the Gross National Product (GNP) and Gross Domestic Product (GDP). The SNA is maintained by the NSCB with data inputs coming from various agencies including private institutions.The compilation of the SNA by the NSCB has given it a powerful tool for statistical coordination that allows the identification of data gaps that need to be addressed by the PSS. Other frameworks/indicator systems that are maintained by the NSCB include the Leading Economic Indicators, Foreign Investments Information System, Gender and Development Indicators, Philippine National Health Accounts, Poverty Statistics, Food Balance Sheet, Quarterly Economic Indices and Economic and Social Indicators, the STATDEV which is a tool for monitoring the targets under the 15 Medium-Term Philippine Development Plan and the Millennium Development Goals (MDG). The NSCB also serves as the repository of the MDG database for the Philippines. 3. 3. 3 Philippine Statistical Development Program (PSDP)The PSDP articulates the vision, direction, strategies and priority statistical programs and activities to be undertaken in the PSS for the medium term in order to meet current and emerging needs of the national and local planners, policy-makers and data producers. The formulation of the sectoral statistical development programs was spearheaded by the NSCB through the various inter-agency committees, task forces and working groups composed of the key players and stakeholders in the PSS. Indicative budget requirements for the programs and activities are also included. The PSDP which is prepared every six years is designed to provide vital information support to the Medium-Term Philippine Development Program and to promote efficiency of statistical opera tions through optimum use of available resources and adoption of cost effective measures.It envisions a PSS with greater capacity to provide excellent service and high quality statistical information for better use in policy analysis and decision-making to meet the changing needs of the stakeholders, data users, society and the international community. Several PSDPs were formulated in the past and the current one is the PSDP 2005-2010 which is the 7th PSDP developed by the system. This is the Philippine version of the National Strategy for the Development of Statistics (NSDS) being advocated by PARIS21 or Partnership in Statistics for Development in the 21st Century. 3. 3. 4 System of Designated Statistics (SDS) Executive Order No. 52 was issued in July 1996 to implement the System of Designated Statistics (SDS) as a mechanism for the identification and generation of the most crucial and essential statistics for administrators, planners, policy makers, and decision makers in the gov ernment and private sectors. It is also an important tool in addressing problems, such as data makers in the government and private sectors. It is also an important tool in addressing problems, such as data gaps, duplication, delayed release and inaccessibility of important sets of statistics, and as a framework for setting priorities in data production. The designation includes the implementing agency, frequency of collection, geographic disaggregation and schedule of data dissemination.At present, there are 60 activities/statistics designated; however, it is a dynamic system that allows modifications to respond to changing needs and priorities and to emerging capabilities of statistical offices. The statistics under the SDS form the core of official statistics that constitute a set of public good that the designated data producers must be accountable for. These include censuses, surveys, administrative data systems, derived data systems and statistical indicators. As a result, the se designated statistics receive priority attention in the preparation of the national budget and duplication of statistical efforts is minimized, if not eliminated.Relatedly, the Philippine government has been subscribing to the International Monetary Fund’s Special Data Dissemination Standards (SDDS) since 1996. The SDDS covers economic and financial data and their releases are monitored through the advance release calendar and metadata. The NSCB serves as the coordinator for the SDDS. 16 3. 3. 5 Statistical Budget Review One of the functions of the NSCB is to review budgetary proposals for statistical activities of agencies. For many years now, the annual Budget Call issued by the Department of Budget and Management provides that the NSCB endorse agency budget proposals involving the System of Designated Statistics.Budgetary thrusts are formulated for the guidance of the major statistical agencies and other data producers. In the review of statistical budget proposals, the PSDP and a number of minimum targets/measures aimed at enhancing/ensuring the quality of data and capability building of agencies serve as the criteria. 3. 3. 6 Statistical Survey Review and Clearance System (SSRCS) The SSRCS involves the substantive review of the design and instruments of statistical surveys or censuses sponsored and/or to be conducted by government agencies including government corporations at the national and/or subnational level. Recently, the scope of the SSRCS has been expanded to include administrative recording systems.The system aims to ensure the quality of the data to be generated from the inquiry, to avoid unnecessary duplication in data collection and to elicit the cooperation of data providers and respondents. Some of the review criteria adopted include (1) essentiality and appropriateness; (2) reporting burden; (3) adequacy of survey and forms design; (4) clarity of questions and nstructions; (5) use of standard classifications and definitions; (6) c ompleteness and adequacy of tabulation plans; and (7) schedule and manner of disseminating results. On the average, the NSCB clears around 18 surveys annually which include regular, periodic and one-shot surveys with individuals, households or establishments as respondents. 3. 3. Statistical Standards and Classification Systems The standard classification systems serve as instruments for promoting the comparability and consistency of statistics generated by data producers. These standard classification systems can also be used in the organization of databases and information systems. Annex 1 shows the list of the existing statistical classification systems in the Philippines. Other standards include the prescription of standard concepts and definitions in the various sectors to ensure the comparability of statistics generated. 3. 3. 8 Technical and Inter-Agency Committees on Statistics (TCs/IACs) and Task Forces (TFs)The TCs/IACs/TFs are created (1) to assess and evaluate the qualit y, usefulness and timeliness of sectoral data and determine areas of duplication, discrepancies and gaps; (2) to review the concepts, techniques and methodologies used in the collection, processing and reporting of data; and (3) to recommend an efficient and workable scheme for the allocation of agency responsibilities in the production of statistics. Thru these committees, weaknesses in sectoral statistics including those affecting data quality can be addressed. The committees recommend policy measures to the NSCB Executive Board. The TCs/IACs/TFs are composed of both data producers and users including the private sector and members of the academic and research communities. 17 To date, the committees created by the NSCB include six TCs, ten IACs and two TFs. Annex 2 shows the list of the committees and task forces. 3. 3. 9. Agency Statistical Calendars Agency statistical calendars are useful guide to data users in their search for statistical information from government sources.The statistical calendar contains information on the statistical activities of the agency, such as the frequency, outputs to be generated, expected date and mode of release, and contact person. 3. 3. 10. Bilateral Meetings Bilateral meetings are conducted between two agencies for the purpose of discussing, clarifying and resolving specific problems of the agencies in terms of data production and dissemination, among others. 3. 3. 11. Performance Measurement Scheme for Statistical Agencies and Other Data Producers A Performance Measurement Scheme for Statistical Agencies and Other Data Producers was institutionalized in 2002 after it was pilot tested in 2001.It determines the capabilities of agencies in responding to the needs of their clients and other stakeholders thru a set of indicators of agency performance in terms of relevance, timeliness, accuracy, reliability, transparency and integrity, comparability, effectiveness, accessibility and client orientation. Through the scorecard t hat will be maintained for each agency, the public will be made aware of the success of the agency in accounting for its commitment to the public. Ultimately, the results will be used for advocacy, promoting public accountability and benchmarking purposes as basis for pursuing improvements in the quality of outputs and services.The performance scheme which is proposed to be conducted every two or three years is also seen as an approach in measuring the quality of products and services of the PSS. The criteria considered to assess the performance of national statistical offices are as follows: (a) relevance; (b) timeliness and accessibility; (c) accuracy and reliability; (d) transparency; (e) independence and integrity; (f) comparability; (g) quality of research program and training materials, facilities and resource persons; (h) effectiveness of coordination; and (i) quality of financial and manpower resources, equipment and facilities for statistical operations. Indicators based on these criteria were identified. 3. 3. 12.Hosting of International Conferences/Meetings The NSCB spearheads the hosting of international statistical conferences/meetings by the Philippine government. Topics discussed include developmental/emerging concerns in the field of statistics. This is being done in coordination with international organizations. STATISTICAL INFORMATION DISSEMINATION 3. 3. 1. National Statistical Information Center The National Statistical Information Center (NSIC) was first established in the country in 1993 through a project jointly implemented with the Statistics Sweden and the Swedish 18 International Development Agency (SIDA). The NSIC, which serves as a one-stop shop for statistical information in the country, is lodged at the NSCB.To date, several branches of NSIC have been established in selected regions where there are NSCB Regional Divisions. Services provided include frontline and library services, bookshoppe and technical services. 3. 3. 2. Governme nt Statistics Accessibility Program (GSAP)/General Standards for Statistical Information Dissemination (GSSID) The GSAP was implemented in 1998 with the vision of making statistical information and services in the country highly accessible to users nationwide and worldwide. Its conceptualization was anchored on the fundamental principle that information is used for decision-making and therefore the timeliness and integrity of the information should be ensured.The components of the program include the organization of an inter-agency consortium, issuance of an executive measure providing for the program as a flagship project of the government, investments on technology upgrading, systems and human resource development, adoption of common policies and standards, and alliance with the private sector. The GSAP paved the implementation in 1999 of the General Standards for Statistical Information Dissemination (GSSID) in the PSS. The GSSID was designed as a mechanism of the government in s etting appropriate and acceptable standards of reliability, integrity, timeliness, transparency, and accessibility of government statistics.Specifically, it promotes adherence to these standards in the dissemination of statistical information and greater utilization of data, fosters adoption of generally accepted data dissemination practices, and involves active participation of users in making statistics more accessible and useful. Worth noting is the standard on the dissemination in advance of the calendar of release of the various statistical products of an agency. In the long-term basis, the GSSID also serves as a tool to address data gaps and spur continuing improvements on data dissemination. The GSSID was inspired by the SDDS prescribed by the International Monetary Fund. 3. 3. 3 Press releases/articles/websiteThe issuance of press releases and articles by the major statistical agencies and other data producers on the latest available data or emerging concerns that would be r elevant to national planning and development is another mechanism for statistical information dissemination. These press releases and articles are in print form and/or posted on the agency websites. STATISTICAL ADVOCACY 3. 3. 1. National Statistics Month The NSM is being observed annually during the month of October, following a Presidential Proclamation, as a vehicle for soliciting the support of the public at large in improving and enhancing the quality and standards of statistics in the country.The NSM, which has just completed its 17th year in October 2006, has become an effective venue for strengthening and unifying the Philippine statistical community and in instilling nationwide awareness and appreciation of the importance of statistics. Every year, the NSM focuses on a particular theme to highlight the statistics pertaining to the theme. The major activities undertaken by government agencies and some private institutions include symposia and 19 training/seminars/lectures, in formation dissemination using print and broadcast media and statistical contests. A much-awaited event among fourth year high school students is the Oratorical Contest which is held annually as part of the NSM celebration of the Bangko Sentral ng Pilipinas and Department of Education.It has gained popularity because the oratorical contest has served as a venue for promoting awareness in statistics, for instilling pride in the Philippine culture and for hearing the voice of the young. During NSM celebration, other contests held catering to students and the youth include statistical quizzes, poster-making and slogan writing contests. 3. 3. 2. Statistical Conferences The National Convention on Statistics (NCS) is held every three years to provide a forum for exchanging ideas and experiences in the field of statistics, in both theoretical and practical applications, and for discussing recent statistical developments and prevailing issues and problems of the PSS.It further aims to elicit the cooperation and support of statisticians and professionals in related fields from the government, academe and private sector towards a more responsive statistical system. The 10th NCS will be held in October 2007. Statistical congress is conducted annually in Western Visayas which started in 2001 and in Mindanao which was first held in 2004. The statistical congress aims to gather producers and users of statistics as well those from the academe in order to share a common knowledge and understanding of recent developments in the statistical system and address prevailing and emerging statistical concerns in their respective regions.The Philippine Statistical Association (PSA), the professional statistical organization in the country with chapters in selected regions, conducts quarterly/annual conferences to serve as venue for discussing current statistical issues. There are also inter/intra university conferences, such as the Student-Faculty Conferences. 3. 3. 3. Philippine Stati stics Quiz (PSQ) The PSQ is an annual contest that aims to test the knowledge of statistics of first-year college students and is held nationwide. It further aims to contribute to the building of scientific and technological manpower by helping identify and nurture talents in the field of statistics. It is organized jointly by the National Statistics Office and the Philippine Statistical Association. 3. . 4. Press conferences, producers’ and users’ fora Press conferences are held by the major statistical agencies to present latest available data for critical indicators, such as the national accounts, inflation rate and core inflation. Producers’ and users’ fora are also conducted to enhance awareness and appreciation of available statistics and to gather feedback towards the improvement of PSS products and services, and to communicate ongoing developments and plans. 3. 3. 5. Feedback/evaluation mechanisms 20 Feedback/evaluation mechanisms are necessary to solicit comments and suggestions from the data suppliers and providers and data users.Their comments and suggestions would serve as useful inputs towards the improvement of the statistical system. 3. 4 STATISTICAL MANPOWER One of the essential conditions for the PSS to achieve its goals and objectives is the formation of a core of qualified personnel to undertake statistical work and to contribute to the progressive development of its statistical activities. Although there are other factors that play important roles in the ability of an agency to manage its statistical operations, it is the capability of the statistical manpower in the organization that eventually determines the performance of the agency. Statistical manpower includes personnel involved in the collection, processing, compilation, dissemination and publication of data.It includes statisticians, mathematicians, economists, accountants, engineers, information technology specialists, and subject matter specialists in v arious fields who possess the statistical knowledge needed to plan and carry out statistical programs, projects or researches and who use the science of statistics in analyzing data. 3. 4. 1. Manpower Resource As shown in Table 1, the number of personnel engaged in statistical work of the government as of 2003 based on figures from six (6) statistical agencies and 11 selected other data producers totals 5,725 with 2,290 (40 percent) personnel employed in the central offices and 3,435 (60 percent) in the regional/field offices.It is important to note that of the 3,435 personnel in the regional/field offices, those from the NSO and BAS which take charge of conducting regular censuses and surveys account for almost 79. 0 percent of them. 10 Table 1. Statistical Manpower in Statistical Agencies and Selected Other Data Producers, Philippines, as of 2003 Agency Statistical agencies (6) Selected other data producers (11) Total Total 4,535 1,190 Central 1,784 506 Regional 2,751 684 5,725 2, 290 3,435 There are a few professional statisticians in the PSS as majority of those holding statistical positions acquired their skills through training and experience. As of 2003, those with degrees in statistics, whether undergraduate or graduate, account for only 4. percent of the total number of statistical personnel. Hiring professional statisticians and keeping them is a continuing challenge for the PSS. An inevitable problem encountered is the succession and turnover in statistical posts typically due to resignations or retirement. Such turnovers may lead to difficulties especially if there are skill shortages. 10 Results of the 2003 Performance Measurement Scheme for Statistical Agencies and Other Data Producers. 21 In many ways, motivation is the key to the success of statistical human resource management and development. In addition, most government workers perceive that they are not properly financially compensated for the work they perform.The low salaries of statistici ans in the government have actually contributed to the exodus of trained official statisticians to the private sector, the international organizations and even to statistical agencies of foreign countries. Thus, it is important to maintain high morale among statistical personnel, and enhance their loyalty and esprit de corps. 3. 4. 2. Management and Development The PSS recognizes the importance of statistical capacity building such that there is a need to continually build the human capacity of the agencies in order to be more effective and efficient in responding to the ever-increasing demand for statistical data by planners and decision makers from all sectors. With qualified and competent statistical personnel, the capability of an agency to undertake statistical work is strengthened.There should be more concerted efforts and innovative approaches in building the capacities of the agencies to effectively manage the statistical activities and to respond to the demands of the stake holders. Aside from training, other factors in the area of personnel management include good compensation, pleasant working conditions, proper motivation and a dynamic profession. Meanwhile, an inevitable problem encountered with respect to newly-trained staff is the increase in employee turnover. With the new skills acquired by the staff, their marketability increases and if the organization cannot match the attractive offers received by the trained staff, which is often the case, the staff is lost. Capacity building is mostly done through non-degree training which aims to develop statistical expertise at various levels of competencies.Participation in training programs/courses is funded from own agency budget or by availing of training grants/programs sponsored/conducted by local or international institutions. Furthermore, most locally-funded and foreign-assisted projects undertaken by the statistical agencies normally include a training component for the project staff. The SRTC, as the training arm of the system, contributes heavily to developing/strengthening the knowledge and skills of statistical workers on the various aspects of statistical work, such as survey design, data collection and processing, database management, and data analysis, presentation and dissemination.These regular programs are meant to enable civil servants at the central and regional/field offices to acquire the knowledge and skills necessary to enable them to improve their performance in producing, analyzing, and disseminating statistical information for public consumption. Aside from SRTC, other statistical agencies such as the NSO, NSCB, BAS and BLES also conduct in-house statistical training and special-purpose statistical seminars/training for advocacy and/or technical assistance purposes. Opportunities are also available for the statistical personnel to pursue advanced degrees in statistics, such as master’s and doctorate degrees, both in local and foreign universities through scholarship grants/fellowships.Also through the Philippine Statistical Association (PSA), the professional organization of statisticians in the country, short training courses are offered to the members as well as the private sector. 22 Despite the conduct of these training activities, there continues to be a number of challenges in building human

How did the nation-state emerge Essay Example

How did the nation How did the nation-state emerge Essay How did the nation-state emerge Essay Russia, England, and Japan) and so these regimes were required to permit the empire to appear attractive in national drag[8]. This could mean that this national drag disguised the features as imperialising mission and suppression of other nations, by figuring themselves as nations and not empires. So the absolutist state used nationalism as a tool to manage the population. We saw the state manages the population through many ways and one of the best sociological understandings of state management comes from Giddens work. Modifying Foucaults view of power he argues that through surveillance the state manages the population and economy. He believes this is a key attribute of modern states. The populace in return resists this surveillance. Table 1. 1 elaborates each category of rights that correspond to a particular dimension of surveillance including some examples. These surveillance techniques were not free from weakness. People were still to belong to something: judgments were made on biological, cultural, territorial or religious difference. These are being practiced even today. For example in order to qualify for citizenship rights people have to be a member of that particular territory. In the case of America immigrants need to pass a citizenship exam[9], which is also what the British government is looking into at the moment. Those who do not fit particular categories do not qualify for citizenship rights. However there is another concern here. What is it to be American for example? As seen in Andersons study, there is no doubt that imagined culture exists. I was born between an American father and a Japanese mother. I only hold American passport. Is being American to be half Japanese and half American? Imagined belongingness prevails also within the context of qualifying for citizenship rights. In sum the state has the power to include and exclude people from its territory and through this they can practise nationalist ideology. Category Type of surveillance Locale of resistance Example Civil Rights Surveillance as policing Judicial and punitive organisations controlling deviant conduct Law court the locale for resistance, but extends to all situations in which this type of surveillance carried out If I was wrongfully arrested then I have the opportunity to claim that I am not guilty as charged! Political Rights Surveillance as reflexive monitoring of state administrative power Parliaments the locale for resistance but extends to all situations in which this type of surveillance carried out In 1834 six farm workers from Tolpuddle, Dorset were found guilty on trumped-up charges related to their membership in a clandestine trade union. Soon, petitions pleading for mercy were pouring into Parliament. Free pardons had been granted to all six men. Economic Rights Surveillance as management of production (This surveillance is that of, for example, fordism or taylorism: a scientific management of production) Workplace the locale. Main settings for resistance are found in the mechanics of collective bargaining trade unions and employers. (The state stays out of this locale of resistance) If I am fed up with how my manager treats me I will bring this up with my trade union representative. Unison is a public worker trade union. Each organization has several representatives to give advise and pressure the right people as appropriate.