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CHAPTER ONE INTRODUCTION AND BACKGROUND
1.0 Introduction The National Bureau of Statistics (NBS) has been preparing Strategic Plan to guide its operations and strategic engagement to ensure quality statistics are available to users. The five years Strategic Plan (2021/22 - 2025/26) is the third after the second Strategic Plan (2016/17 - 2020/21) and the first Strategic Plan (2013/2014 - 2015/16). The ever-increasing demand for statistics, especially for monitoring and evaluation of national and international development frameworks must be accompanied with good plans for availability quality statistics. The National Bureau of Statistics being a coordinator of the National Statistical System (NSS) has the role to lead the process of ensuring that demands for quality statistics are met in a timely manner. Availability of quality statistics will enhance evidence-based policy, planning, monitoring and evaluations that are key in realization of development frameworks like the Tanzania Vision 2025 and Sustainable Development Goals (SDGs), just to mention but a few.
1.1 Historical Background
The National Bureau of Statistics is an autonomous public office established by the Statistics Act,
CAP 351 R.E. 2019 and has the mandate to provide official statistics to the Government, Business
community and the Public. Before transformation as autonomous public office the NBS was
government Executive Agency established under the Executive Agencies Act No. 30, 1997. It was
established following the transformation of the former Central Bureau of Statistics which was a
department under the then Planning Commission.
As an executive agency, NBS functioned under the authority of the Statistics Act No. 1 of
2002. This transformation aimed at enhancing effectiveness and efficiency in the overall process of
statistical production and coordination of National Statistical System (NSS) in the country as
proclaimed in the then new enacted Statistics Act.
As an autonomous public Office, NBS provides efficient statistical services, as well as increasing
realization of value for money for the benefit of the government and the public at large.
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1.2 Purpose of the Plan
The purpose of this plan is to review NBS’s objectives and strategies to ensure all interventions
aligned into various national and international development frameworks. The plan aims at
integrating all efforts to implement programmes and projects in order to create a single rational plan
using recurrent and development funds. This Strategic Plan aims to:
i. Inform NBS stakeholders on activities that will be undertaken over the period of five
years from 2021/22 to 2025/26;
ii. Provide a road -map to guide coordination and supervision of various players in the
National Statistical System (NSS) in line with new enacted Statistics Act, CAP 351
R.E. 2019;
iii. Provide a basis for facilitating budgetary process, resource mobilization and allocation
for NBS in the next five years; and
iv. Meet customers’ satisfaction or demand for official statistics.
This Strategic Plan has been prepared with a view to providing guidance to different directorates
and departments/sections of NBS during the annual plan and budget preparation stages. It is
expected that the Plan will be a useful tool in the MTEF preparation process through policy
consideration and prioritization of targets and activities as well as allocation of resources. It also
establishes a basis for performance monitoring and evaluation and serves as a tool that links NBS
with other stakeholders.
1.3 Methodology
This Strategic Plan has been developed in accordance with the Medium-Term Strategic Planning
and Budgeting Manual (MTSPBM) issued in 2008 by the President`s Office Public Service
Management (PO-PSM). MTSPBM is the guiding framework for planning and budgeting in
Tanzania. The Plan was prepared using participatory approach by involving top management,
departmental managers, and NBS staff at all levels. This approach stimulates ownership and smooth
implementation of the Plan by all staff.
Development of this Plan was conducted through a comprehensive review of the relevant
documents including: Sustainable Development Goals 2030 (SDGs); Tanzania Development Vision
2025; Third Five Year Development Plan (FYDP III), 2021/22 - 2025/26; Sector Strategies;
Monitoring and Evaluation system framework for Tanzania Public Services; Statistics User
Satisfaction Survey 2017; NBS Annual Performance Reports 2016/17 - 2019/20; Review of the
NBS Strategic Plan, 2016/17 – 2010/21; the New NBS Statistics Act and Ruling Party Election
Manifesto 2020-2025. Furthermore, results from NBS self- assessment on the corporate
performance in past years, Stakeholders analysis and Strengths,
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Weaknesses, Opportunities and Challenges (SWOC) analysis also informed preparations of this Plan. This strategic plan has been reviewed and updated in the second and half year of its implementation which was Mid of the financial year 2023/24 in order to capture the key changes to align with the Vision, Mission and Institution goal. The plan reviewed in accordance with the MTSPBM issued in 2016 by the President`s Office Public Service Management (PO-PSM). The review was conducted by assessing the effectiveness of strategies, targets and indicators specified in the previous strategic plan. The management, departmental managers and NBS staff were involved in the reviewing whereby some of the strategies, targets and indicators that were not feasible were dropped, revised and added for the better implementation of the plan.
1.4 Structure of the Strategic Plan
This Strategic Plan is divided into four chapters: Chapter One presents introduction, purpose of the
Plan and methodology used in the design process for this Strategic Plan. Chapter Two provides
details of the situation analysis conducted (i.e. Performance review, SWOC analysis, Stakeholders
Analysis).
Chapter Three presents NBS’s Vision, Mission, Core values, corporate objectives, strategies,
targets, and Key Performance Indicators (KPIs), whilst Chapter Four provides information on
results framework which includes chain of results; results framework matrix; monitoring, reviews
and evaluation; and reporting plans. The Plan also includes four annexes which are NBS
Organization Chart, summarized Matrix on NBS Strategic Plan 2016/17-2020/21, summarized
Matrix on Reviewed documents and Cost estimates for implementation of the Plan.
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CHAPTER TWO SITUATION ANALYSIS
2.0 Introduction This chapter presents assessment of the current situation of National Bureau Statistics. It highlights the fundamental issues for the better framing of the 2021/22 - 2025/26 NBS Strategic Plan. It involves mandate, roles and functions, vision, mission, core values and the review of the relevant documents. The chapter presents the critical analysis of internal and external issues that affect performance of the institution. The assessment of situation analysis was facilitated through collection of information by using the following relevant tools: NBS Performance Reviews, Self- Assessment, Stakeholders’ Analysis, SWOC Analysis and Documents review. The reviewed documents include 2030 SDGs, 2021/22 - 2025/26 FYDP III, Tanzania Development Vision 2025, 2020 - 2025 Ruling Party Election Manifesto, 2020 Presidential speech during inauguration of the 12th Parliament, 2012/13 - 2017/18 Tanzania Statistical Master Plan (TSMP I), 2011/12 – 2017/18 and 2016/17 NBS User’s Satisfaction Survey. The fundamental issues from the review of relevant tools were analysed and summarized. Critical and emerging issues to be addressed in the 2021/22 - 2025/26 Strategic Plan was identified.
2.1 Mandate The Statistics Act, CAP 351 R.E. 2019 gives NBS the mandate to produce and disseminate official statistics to the Government, Business community and the Public. The Act also gives NBS the mandate to be custodian of official statistics and play the role as a coordinating agency within the National Statistical System (NSS) to ensure that quality official statistics are produced.
2.2 Role and Functions The functions of the NBS shall be:
i. To collaborate with the Office of the Chief Government Statistician of Zanzibar to conduct Population and Housing Census; ii. To advice the Government and the public on all matters related to official statistics; iii. To provide high quality, reliable and timely official statistical information to the public; iv. To organize and maintain a central depository of official statistical reports, publications, documents and data from within and outside the United Republic of Tanzania; v. To develop methods, standards, concepts and definitions for the production of official statistics; vi. To regulate official statistical information; vii. Coordinate publishing of official statistics; and viii. To coordinate and supervise the National Statistical System (NSS) in the Country.
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However, NBS makes consultation with the Office of the Chief Government Statistician (OCGS), Zanzibar before performing any function that extends to Tanzania Zanzibar.
2.3 Vision and Mission VISION To become a one-stop centre for official statistics in Tanzania.
MISSION To produce quality official statistics and services that meet needs of national and international stakeholders for evidence-based planning and decision making.
Core values
i. Customer Focus: We give greater focus to customer demands since users of statistics require high quality statistics, which are relevant, accurate, timely, consistent, and accessible. ii. Teamwork: We will strive to work well together as a team respecting one another and committed to work hard and deliver. iii. Service excellence: We deliver what we promise and add value. iv. Integrity: We will display transparent, honesty in all our working relationship with our colleagues, internal and external stakeholders. v. Confidentiality: NBS shall absolutely guarantee the protection of the private life and business secrets of data providers. vi. Professionalism: We perform our duties with respect to professional skills, ethics, state of art standards and guidelines. vii. Individual Dignity: We diligently maintain and promote the dignity and worth of each individual within the institution. viii. Corporate creativity: We encourage creativity and innovative ideas and practices to enhance human and technology resources in performing task more efficiently
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2.4 Performance Reviews Review of the 2016/17 – 2020/21 Strategic Plan was conducted through the annual performance reports to establish level of achievement of the targets set in the six corporate objectives. The corporate objectives were: A. HIV/AIDS and non-communicable diseases (NCD) at workplace addressed and supportive services provided. B. Implementation of National Anti-corruption Strategy enhanced, and corruption incidences reduced. C. Infrastructure for statistical production improved. D. Provision of quality statistics products and services enhanced. E. Human resources management and administration services delivery improved; and F. Corporate management service improved.
The review shed some lights on issues to be considered for inclusion in the 2021/22 -2025/26 Strategic Plan. According to the assessment, out of the 76 targets from the six corporate objectives in the 2016/17 – 2020/21 Strategic Plan, 55 targets (72.5 percent) were successfully achieved. On the other hand, 21 targets (27.5 percent) were either partially completed or not achieved at all. The assessment further showed that all targets for objectives A and B were successfully achieved, while for objectives D, E and F over 60 percent of targets were successfully achieved. However, for objective C, only 45.5 percent of the targets were achieved. The main challenges that contributed to failure to achieve 21 targets included:
ix. Poor planning/coordination of the activities within the NBS; x. Delayed validation and verification of statistics from MDAs xi. Inadequate working tools, especially ICT equipment; xii. Lack of alternative sources of funds to implements target activities and xiii. Delays in disbursement of funds from donors.
Overall, the 2016/17 -2020/21 Strategic Plan has been successful in setting ground for NBS in
executing its functions by establishing infrastructure for statistical production under the new
Statistics Act CAP. 351 R.E. 2019 that has mandated NBS to coordinate statistical production in the
NSS. The established statistical infrastructure includes Network structure (Wi -Fi, LAN, WAN,
Internet) at the NBS Headquarters and some of the regional offices, construction of office building
(Takwimu House), development of guidelines documents for production of Regional/District
Socio-Economic Profile, update of Statistical Databases (TNADA, TSED and Basic Statistical
Portal), shape files database and Enumeration Areas (EAs) for surveys.
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Other major achievements that were obtained during the implementation of the 2016/17- 2020/21 Strategic Plan includes: i. Designing and implementation of 2019/20 National Sample Census of Agriculture (NCSA); ii. Implementation of core activities like Consumer Price Indices (CPI), Gross Domestic Product (GDP), Trade Price Indices (TPI), and Producer Prices Indices (PPIs) among others; iii. Production and dissemination of different statistical reports such as National Environment Statistics Report2017-Tanzania Mainland, National Climate change statistics Report, 2019 and National E-waste statistics, 2019 - Tanzania Mainland, 2019 Informal sector survey for Dar es Salaam, Tanzania in Figures, Tax Statistics Reports etc; iv. Facilitation of NBS staff to attend short and long training courses; v. Provision of statistical consultancy to different organizations and individuals; vi. Presence of accounting reports, risk management framework and procurement plans; and vii. Establishment of Statistical Act CAP 351 R.E. 2019 and its regulations.
On the other hand, issues from the previous Plan that need to be considered in designing the next Strategic Plan include: i. ICT needs assessment and inventory for outdated ICT equipment; ii. Network infrastructure (Wi-Fi, LAN, WAN, Internet) in some of regional offices; iii. Quarterly Regional CPI and Regional GDP; iv. Proper sequencing of activities; v. Mitigation of delayed disbursement of fund from DPs (European Union Trust Fund) for implementing the NPS; vi. Availability and implementation of Human Resource Plan and Succession plan; vii. Updating training needs assessment; and viii. Ensure each target tallies with its performance indicator and properly distributed in the relevant departments. In addition, objective A and B should be carried forward in the forthcoming SP because they are cross cutting.