5.4 NSO strategies#
Given the growth of national data ecosystems, it is increasingly important for NSOs to develop strategies for engagement with the different actors in the ecosystem. There are four main options in terms of the nature and level of engagement:
Do nothing (not engaged)
The NSO decides not to react to the expansion of the national data ecosystem. This option is not recommended as there is a high risk that it could lead to the NSO becoming marginalised and losing relevance.
Observe and wait for opportunities (passive engagement)
The NSO decides to observe the development of the national data ecosystem, without engaging unless clear opportunities present themselves. This option may result in missed opportunities to influence how the national data ecosystem evolves, particularly in terms of legal and institutional frameworks, as well as data standards. This may lead to increased difficulties accessing and using data from other actors in the ecosystem in the future. Sometimes this option may be forced on an NSO due to resource constraints, but, even if this is the case, someone at senior management level needs to be given the responsibility of monitoring developments, and looking for any opportunities for quick wins at minimal cost.
Influence and shape (active engagement)
The NSO realises the importance of engaging with the national data ecosystem, and allocates specific resources to build partnerships and ensure the NSO is present when important discussions take place and decisions are made. In this scenario, there is usually some sort of cross-government data or digitalisation initiative, where the NSO should be represented at a senior level to ensure that statistical needs are taken into account, and try to influence the development of the ecosystem in ways that will facilitate access to and use of data from across the ecosystem for statistical purposes. In practical terms, this can include lobbying for government-wide use of statistical classifications, actively promoting geospatial-statistical integration, and/or ensuring that other actors in the ecosystem understand the importance of statistical confidentiality.
Lead (pro-active engagement) (see the case studies from New Zealand and Lithuania in Box 1)
The NSO seeks and is given a leading role in shaping the national data ecosystem. Whilst there are clear advantages in this approach, there are also significant costs in terms of resources, and potential risks to reputation and increased confusion as to the role and mandate of the NSO. Some NSOs have adopted this approach, and made it work for them (see the case studies for New Zealand and Lithuania), whilst others in the official statistics community are not convinced that extending the role of the NSO away from its core mandate of producing official statistics, is a good idea, for example, Reister (🔗) says “Mixing responsibilities for data and official statistics risks both undermining official statistics and not doing justice to the need to develop data as an asset in a responsible way”.
It is important to note that a strategy for engagement with the national data ecosystem can make use of different options for each layer of the ecosystem. For example, an NSO may decide to take a leading role in the official statistics layer, to actively engage with the public sector and non-commercial data layers, and to passively observe developments in the commercial data industry and data users layers.
The NSO’s strategy for engagement with the national data ecosystem must also be seen in the context of the role of the NSO within the national statistical system. For example, taking on the role of data steward within the national statistical system may automatically require an active or even pro-active engagement in the wider national data ecosystem[1].
Engagement strategies will also depend on various factors specific to the national context that are often outside the control of the NSO, such as legal, institutional and policy frameworks.