en-1775720546-REVISED STRATEGIC PLAN 2021-2025.pdf

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2.5 NBS Self-Assessment NBS staff participated in assessing the institutional performance through self-assessment analysis. The assessment aimed at finding the challenges, recommendations as well as the areas that NBS performed well. Based on that assessment, a number of issues were observed. The best performed areas identified by NBS self-assessment were: xiv. Timely dissemination of statistical information including CPI and GDP; xv. Observing standards in execution of surveys; xvi. Good relationship with stakeholders; xvii. Good working environment especially for NBS headquarters offices; and xviii. Solving staff grievances.

On other hand, the most outstanding issues from the self-assessment that should be addressed in the 2021/22 - 2025/26 Strategic Plan are: i. Outdated or inadequate working tools (Laptops, desktops Antivirus software, unlicensed statistical software); ii. Inadequate financial resources for statistical operations; iii. Opportunity for further training for the staff; iv. Ineffective Monitoring and Evaluation (M&E) system; v. Inadequate participation of staff in different activities (including inadequate feedback on the funds allocation to regional and HQ staff); vi. Delays in receiving inputs(data) within NBS departments and from the stakeholders; and vii. Inadequate office space in the regional offices. Furthermore, the assessment recommends that there should be enough working tools, staff involvement and participation in different NBS activities and the increase of financial resources for executing NBS activities.

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2.6 Stakeholders Analysis NBS as the main producer and coordinator of the official statistics in the country has various
stakeholders including: Public Institutions and Statutory Corporations (PISCs); Ministry, Department and Agencies (MDAs), Local Government Authorities (LGAs); Development partners (IMF, WB, USAID, etc.); Non -Governmental Organizations (NGOs); Research and Academic Institutions and Parliament. Most of these stakeholders are the users of NBS products and services and other stakeholders collaborating with the NBS in the production of official statistics.

The stakeholders’ analysis was conducted using two approaches: First, consultations with selected potential stakeholders with the aim of soliciting their opinions on the quality of products they receive from NBS and what NBS can do to improve its products. Secondly, analysis on what stakeholders expect from NBS and what NBS can expect from them.

Following this review together with the stakeholders’ analysis conducted, the outstanding issues which require consideration in the Plan were identified as follows: xix. Inadequate feedback mechanisms from users of NBS products and services xx. The need to enhance production of statistics from National to subnational level xxi. Strengthening the coordination system and harmonization of statistics xxii. The need to establish the digitization and automation of library services xxiii. Put in place strategy for resource mobilization xxiv. Strengthen production of further analysis reports.

Summary of Stakeholders analysis is presented in Table 1.

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Table 1 NBS Key Stakeholders Analysis

STRATEGIC STAKEHOLDER STAKEHOLDER EXPECTATIONS NBS EXPECTATIONS

  1. Development Partners • Quality dataset • Detailed reports • Transparency • Involvement in implementation of surveys/statistical activities • Recognition • Further analysis

• Financial and technical support • Trainings • Feedback for NBS products and services • International Guidelines • Equipment 2. Government Institutions1 • Quality datasets • Detailed reports • Cooperation • Transparency • Consultancy services • Disaggregation of reports to subnational levels • Involvement in implementation of surveys/statistical activities • Statistical Guidelines • Updated sample frame for Establishments based survey • Technical support • Financial support • Feedback for NBS products and services • Involvement in implementation of surveys/statistical activities • Quality routine data • Circular (Guidance in terms of informed policy and programs) 3. Academic, Research and Training Institutions • Quality dataset • Detailed reports • Training • Collaboration • Further analysis • Updated sample frame • Disaggregation of reports to subnational levels

• Feedback for NBS products and services • Trainings • Further analysis • Collaboration 4. Non-Governmental Organizations (NGOs), CBOs and FBOs • Updated sample frame • Quality dataset • Detailed reports • Disaggregation of reports to subnational levels • Feedback for NBS products and services 5. Parliament • Detailed reports • Disaggregation of reports to subnational levels • Enact bills • Use of statistics in decision making 6. Regional Blocks: East African Community (EAC), African Union (AU) and Southern African Development Community (SADC) • Harmonized statistics (Economic, social and Demographic data) • Collaboration • Financial Support • Technical Support • Feedback for NBS products and services

1 Government Institutions includes Ministries, Government departments, Regional Administration and local Government Authorities (MDAs, RSs, LGAs and PISCs).

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2.7 Strengths, Weaknesses, Opportunities and Challenges (SWOC) Analysis SWOC analysis was conducted in order to understand capability of NBS in performing its core
functions, what are the strength, weaknesses prevailing in performing its daily activities, opportunities exist in the working environment which they can be utilized and the challenges in
order to create mechanism for underpinning the situation. The analysis for strengths and weaknesses is referred to as internal environment analysis, while the analysis for opportunities and challenges are referred to as external environment analysis. In other words, the strengths and weaknesses are factors within the organization’s capability while the opportunities and challenges are outside the organization’s capability. From the analysis some relevant strengths identified in the previous plans have been retained in
addition to new strengths and opportunities. The weaknesses that were not adequately addressed in the previous Plan are carried forward to the new Strategic Plan. Also, some challenges that do not exist now were dropped and the newly identified ones were considered. Table 2 presents summarised results of the SWOC analysis.

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INTERNAL Table 2 SWOC Analysis of the NBS

EXTERNAL OPPORTUNITIES

  1. Availability of infrastructure and tools for production and dissemination of statistics
  2. Availability of National and International standards guidelines, classifications and methodologies for production of statistics
  3. Existence of local and international training, opportunities and expertise
  4. Increase demand for data to support National and International development
  5. Existence of local, regional and International donors that support statistical development
  6. Availability of other data producers for collaboration
  7. Availability of consultancy services in the market
  8. Availability of employees in the labour market
  9. Data revolution (big data, routine data, open data, data science e.t.c)

CHALLENGES

  1. Late disbursement of donor funds for implementation of planed activities

  2. Weak capacity in the production of statistics within NSS

  3. Delays in receiving data in line Ministries

  4. Substandard and counterfeited goods and services received from suppliers

  5. Competition from individuals consultant and higher learning/research institutions

  6. Conflicting of statistics produced by other data producers STRENGTHS

  7. Good stakeholder relations

  8. Availability of standards guidelines and strategies for production and dissemination of statistics

  9. Enabling infrastructure for production of statistics (Statistical data bases, financial management system, recruitment system)

  10. Highly motivated employees

  11. Strong collaboration among departments within the NBS

  12. Availability of the New Statistics Act

  13. Availability of the office building (Takwimu House) WEAKNESSES

  14. Inadequate staff in terms of number and skills e.g. in advanced/complex data analysis,
    sampling, M&E, data processing, proposal
    writing, communication, marketing and
    dissemination

  15. Inadequate infrastructure (unlicensed statistical software, ICT equipment)

  16. Inadequate disaggregation of data at lowest level possible

  17. Inadequate publicity of NBS products and services

  18. Weak coordination of the National Statistical System 13

The SWOC analysis identified the outstanding issues to be improved within the Institution in the 2021/22 - 2025/26 Strategic Plan as follows: i. Lack of training guideline and outdated in-house training programs; ii. Inadequate equipment and technology; iii. Inadequate publicity of NBS products and services; iv. Limited capacity for example in terms of data processing, analysis and report writing; v. Inadequate coordination of the NSS; vi. Report produced in aggregate form rather than the disaggregate; and vii. Inadequate awareness of the statistical guidelines especially for new users.

2.8 Document Review The assessment was also carried out through a review of the initiatives made in the implementation of national and international development agenda. The document review was confined in the 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, Reviews of the 2012/13-2017/18 TSMP, 2016/17 NBS User’s Satisfaction Survey and 2030 Sustainable Development Goals (SDGs). The process involved visualization of the issues that were supposed to be implemented by the mentioned above development policies, in order to strategize the resolving mechanism in the 2021/22-2025/26 Strategic Plan. Therefore, the Plan considers the following issues with a view to assist in improving the implementation, monitoring and evaluation of the above-mentioned programs: i. Ensure availability of disaggregated data at the lowest level possible; ii. Call for statistical reports in both language English and Kiswahili; iii. Strengthening of ICT infrastructure and adopting new technology towards modern data collection, analysis and dissemination; iv. Improve the coordination in harmonization of statistics within the NSS; v. Support the MDAs in having advanced capacity for production of administrative/routine data; and vi. The need to have a comprehensive statistical training plan for the NSS.

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2.9 Critical and Current Emerging Issues This part presents critical and emerging issues identified after conducting the situation analysis
from the 2016/17 - 2020/21 Strategic Plan, SWOC analysis, stakeholders’ analysis, self- assessment and documents review.

2.9.1 Critical Issues Issues from different analysis as mentioned in the situation analysis were grouped and prioritized basing on the score established by the Strategic Plan design team. Based on this analysis, the following four critical issues were identified: i. Inadequate disaggregated data from national to subnational levels; ii. Insufficient simplified citizens statistical reports both in English and Kiswahili language (Infographic version); iii. Insufficient coordination for statistical operations in NSS; and iv. Inadequate formal resource mobilization strategy.

2.9.2 Current Emerging Issues In the process of conducting the situation analysis, two emerging issues were identified. These
are the Big data and human resource and capacity development in relation to new technological development. Big data is a term for massive data sets that have large, more varied and complex structure with difficulties in storing, analysing and visualizing for further processes or results.

2.9.2.1 Big Data (Non-traditional source of data/ open data) NBS as the key institution in the country for producing, disseminating and archiving official statistics needs to institutionalise, prepare strategy and formalise the use of big data.

2.9.2.2 Human Resource and Capacity Development In order to cope with ever evolving technology and innovation in statistical operations human
resource and capacity development is considered as one of the main pillars to provide quality,
efficient and effective statistical services in the institution. Human resource capacity building is essential to strengthen the technical skills to NBS staff. It has been identified that inadequate capacity is one of major constraints in the National Statistical System.

The critical and emerging issues guided the formulation of the Plan and were specifically used in formulation of the corporate objectives. They are also considered in formulation of the targets and activities under this Plan. 15

CHAPTER THREE
THE STRATEGIC PLAN

3.0 Introduction This chapter describes the NBS’s goal to achieve over the next five years (2021/22 – 2025/2026). It also highlights the objectives, strategies, targets, and key performance indicators that NBS will embrace in executing its statistical operations to achieve the intended results. The implementation of these activities will be guided by the NBS's Vision, Mission and Core Values.

Vision To become a one-stop center 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.

3.1 Core Values The Bureau, when executing activities will adhere to its culture, which has prevailed and institutionalized for a long time. Identified core values are as follows:

i. Partnership NBS involves relevant stakeholders and collaborate with partners in production of statistical information. ii. Professionalism NBS performs its duties with respect to principles, ethics, methods, standards and guidelines. iii. Results Oriented Staffs are determined to achieve the results of each intervention of NBS business processes within the specified timeframe. iv. Accountability NBS staff shall be responsible for his action and maintain high level of performance. v. Customer Focus The Bureau will focus to customer needs and promote usage of statistical information by producing high quality statistics, which are relevant, accurate, timely, consistent, and accessible. vi. Teamwork The staff of the NBS will ensure cooperation and solidarity during the execution of day-to-day activities. vii. Innovation NBS encourages creativity and award innovative ideas in the execution of statistical activities. viii. Integrity NBS Staff will demonstrate transparency, honesty, neutrality and fairness in all working relationship and adherence to the principle of good governance. ix. Quality Consciousness NBS shall produce quality statistical products and reliable services. x. Confidentiality NBS shall guarantee the protection of gathered information not to be disclosed to any third party.

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