National Strategy for the Development of Statistics (2015/16 – 2019/20)

1.1 Background and the context ............................................................................................................... 1

1.2 The Role of Statistics in Development ................................................................................................ 2

1.3 Definition and Scope of the National Statistical System..................................................................... 3

1.4 The Process Adopted for NSDS II Design ............................................................................................ 4

1.4.1 Preamble ........................................................................................................................ 4

1.4.2 Organization of the NSDS II Document ........................................................................ 5 CHAPTER TWO: SITUATION ANALYSIS ................................................................................ 6

2.1 National Statistical System.................................................................................................................. 6 2.1.1 The National Statistical System: The existing situation ................................................ 6 2.1.2 The National Statistical System: The desired situation ................................................. 8

2.1.3 The National Statistical System Analysis .................................................................... 10

2.2 The Central Statistical Agency........................................................................................................... 11 2.2.1 The Central Statistical Agency: The existing situation................................................ 11

2.2.2 The Central Statistical Agency: The desired situation................................................. 12

2.2.3 The Central Statistical Analysis ................................................................................... 13

2.3 Survey Data Demand and Coverage ................................................................................................. 13 2.3.1 Survey Data Demand and Coverage: The existing situation ....................................... 13 2.3.2 Survey Data Demand and Coverage: The desired situation ........................................ 15

2.3.3 Survey Data Demand and Coverage Analysis ............................................................. 19 2.4 Management Information System (MIS) / System of Administrative Statistics (SAS) ...................... 21

2.4.1 MIS /SAS: The existing situation ................................................................................ 21

2.4.2 MIS /SAS: The desired situation ................................................................................. 21

2.4.3 MIS /SAS Analysis ...................................................................................................... 21

2.5 Data Quality ...................................................................................................................................... 22

2.5.1 Data Quality: The existing situation ............................................................................ 22

2.5.2 Data Quality: The desired situation ............................................................................. 22 NSS-NSDS II Page ii

2.5.3 Data Quality Analysis .................................................................................................. 23

2.6 Methodological Improvement .......................................................................................................... 24

2.6.1 Methodological Improvement: The existing situation ................................................. 24

2.6.2 Methodological Improvements: The desired situation ................................................ 24

2.6.3 Methodological Improvement Analysis ....................................................................... 25

2.7 Legal Framework for Statistics .......................................................................................................... 27 2.7.1 The Legal Framework for statistics: The existing situation......................................... 27 2.7.2 The Legal Framework for Statistics: The desired situation ......................................... 27

2.7.3 The Legal Framework for Statistics Analysis .............................................................. 28

2.8 Human Resource Development and Management .......................................................................... 30 2.8.1 Human Resource Development and Management: The existing situation .................. 30 2.8.2 Human Resources Development and Management: The desired situation ................. 31

2.8.3 Human Resources Development and Management Analysis ...................................... 32

2.9 Funding Statistical Development ...................................................................................................... 34 2.9.1 Funding Statistical Development: The existing situation ............................................ 34 2.9.2 Funding Statistical Development: The desired situation ............................................. 37

2.9.3 Analysis of the Funding of Statistical Development ................................................... 38

2.10 Infrastructural Development .......................................................................................................... 38

2.10.1 Infrastructural Development: The existing situation ................................................. 38

2.10.2 Infrastructural Development: The desired situation .................................................. 40

2.10.3 Infrastructural Development Analysis ....................................................................... 41

2.11 SWOT ANALYSIS .............................................................................................................................. 43 CHAPTER THREE: Vision, Mission and Core Values ............................................................... 50

3.1 Vision........................................................................................................................................... 50

3.2 Mission ........................................................................................................................................ 50

3.3 Key Core Business ....................................................................................................................... 50

3.4 Core Values and Principles .......................................................................................................... 51 CHAPTER FOUR: STRATEGIC FRAMEWORK ..................................................................... 54

4.1 The Basis of the Development of Strategic Framework ................................................................... 54

4.2 Addressing the Challenges ................................................................................................................ 55

4.3 Strategic Themes............................................................................................................................... 56

4.4 Strategic Themes/Sub-Themes ......................................................................................................... 56 NSS-NSDS II Page iii

4.4.1 Strategic Theme 1: Responsive Legal Framework for Statistical Work in the NSS ..................................................................................................................................58

4.4.2 Strategic Theme 2: Data Development ................................................................... 60 4.4.3 Strategic Theme 3: NSS Coordination and Preparation of Sector Strategic Plan... 67 4.4.4 Strategic Theme 4. Human and Institutional Development ................................... 69

4.4.5 Strategic Theme 5: Infrastructural Development .................................................... 74

4.4.6 Strategic Theme 6: Promotion of Statistical Advocacy and Involvement of the Media ............................................................................................................................................... 76

4.4.7 Strategic Theme 7: Statistical Financing Strategy ....................................................... 79 CHAPTER FIVE: THE IMPLEMENTATION PLAN FOR THE NSDS II ................................ 80 CHAPTER SIX: FINANCING PLAN AND BUDGET .............................................................. 86 ANNEX A: List of National Statistical System (NSS) Members................................................. 87 ANNEX B: NSDS II WORK PROGRAMME ............................................................................. 89 ANNEX C: LOGICAL FRAMEWORK .................................................................................... 103 ANNEX D: List of Activities Carried out by the CSA during NSDS I (2010/11 – 2014/15) .... 126 ANNEX E: CSA VEHICLES SUMMARY MAY 30/2015 ....................................................... 134 ANNEX F: Required Budget for Ethiopian National Strategy for the Development of Statistics 2015/16 - 2019/20 ....................................................................................................................... 135 ANNEX G: CENTRAL STATISTICAL AGENCY ORGANIZATIONAL STRUCTURE ..... 149 NSS-NSDS II Page iv TABLES Table 2.1 Main data types required ………………………………………………………….… 14 Table 2.2 Current organizational elements under each principal officer ………………………. 31 Table 2.3 Government financial contributions for the period 2010/11 to 2014/15 ……………. 34 Table 2.4 Contributions by other governmental, non-governmental and international organizations for the period 2010/11 to 2014/15 …………………………………… 36 Table 2.5 Financial requirements and contributions for the period 2015/16 to 2019/20 ……… 38 NSS-NSDS II Page v LIST OF ACRONYMS ACS African Charter on Statistics AGP Agricultural Growth Program BoP Balance of Payments CAPI Computer Assisted Personal Interview CEO Charity and Society Organization CPI Consumer Price Index CSA Central Statistical Agency CSOs Civil Society Organizations CSPro Census and Survey Processing System DAG Development Aid Group DDG Deputy Director General DG Director General DHS Demographic and Health Survey EDQAF Ethiopia Data Quality Assessment Framework EMIS Education Management Information System ENADA Ethiopia National Data Archive ERCA Ethiopian Revenue and Custom Authority FAO Food and Agriculture Organization FDI Foreign Direct Investment FPOS Fundamental Principles of Official Statistics FtF Feed the Future GDP Gross Domestic Product GFS Government Finance Statistics GIS Geographical Information System NSS-NSDS II Page vi GPS Geographical Positioning System GSBPM General Statistical Business Process Model GTP I First Growth and Transformation Plan GTP II Second Growth and Transformation Plan HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome HMIS Health Management Information System HRD Human Resource Development IAC Inter-Agency Committee ICP International Comparisons Program ICT Information Communication Technology IFPRI International Food Policy Research Institute IMIS Integrated Management Information System ISCO International Standard Classification of Occupation ISIC International Standard Industrial Classification IT Information Technology KSFs Key Success Factors LMIS Labour Market Information System LSMS -ISA Living Standard Measurement Study- Integrated Survey of Agriculture M&E Monitoring and Evaluation MD Ministerial Division MDAs Ministries, Departments and Agencies MDGs Millennium Development Goals MIS Management Information System MoFEC Ministry of Finance and Economic Cooperation MoU Memorandum of Understanding NSS-NSDS II Page vii MTR Mid-Term Review MTSP Medium Term Statistical Programme NBE National Bank of Ethiopia NGOs Non-governmental Organizations NHSCP National Household Survey Capability Programme NMES National M&E System NPC National Planning Commission NSC National Statistical Council NSDQSC National Statistical Data Quality and Standards Coordination NSDS I First National Strategy for the Development of Statistics NSDS II Second National Strategy for the Development of Statistics NSF National Statistics Fund NSS National Statistical System PAPSNP Pastoral Productive Safety Net Program PAYE Pay As You Earn PBS Protection of Basic Services PDA Personal Digital Assistance PHC Population and Housing Census PIU Project Implementing Unit PPI Producer price index PSNP Productive Safety Net Program R&M Research and Methodology SAS System of Administrative Statistics SDGs Sustainable Development Goals SRFP Statistics for Results Facility Project NSS-NSDS II Page viii SG Statistician General SLM Sustainable Land Management SNNP Southern Nations Nationalities and Peoples SnSSs Sub- national Statistical Systems SPSS Statistical Package for Social Sciences SSDSs Sector Strategies for the Development of Statistics SSSs Sector Statistical Systems STATA Statistical Analysis Software SWOT Strength Weakness Opportunity Threat ToR Terms of Reference TQM Total Quality Management TR Terminal Review UN United Nations UNECA-ACS United Nations Economic Commission for Africa - African Centre of Statistics UNECA United Nations Economic Commission for Africa UNFPA United Nations Population Fund UNICEF United Nations Children Fund UPS Uninterruptible Power Supply USAID United States Agency for International Development VAT Value Added Tax VERA Vital Event Registration Agency VERS Vital Events Registration System VSS Vital Statistics System WB World Bank NSS-NSDS II Page ix FOREWORD It is evident that the Ethiopian government is committed to results-based development agenda. To realize this, the government designed and implemented a five-year growth and transformation plan (GTP I) in the last five years. An evaluation of the GTP I showed that the country has registered tremendous growth in the different sectors of the economy. The implementation of the Millennium Development Goals (MDGs) in the country was also found to be satisfactory. The design, monitoring and evaluation of GTP I was highly supported by data from the National Statistical System. The country has also designed GTP II to be implemented in the next five years. The design of GTP II involved broader public participation both at the federal and regional levels. The government of Ethiopia clearly recognizes and emphasizes the importance of statistical data, and hence the NSDS II has been designed as part of GTP II. Ethiopia is also committed to the implementation of continental and international initiatives aimed at achieving Sustainable Development Goals (SDG) and Agenda 2063. The Central Statistical Agency is mandated to collect socio-economic data as well as support and effectively coordinate the work of other NSS members to produce good quality data. Thus, the development of a five-year statistical plan is a key issue for the CSA and the country to ensure effective planning, monitoring and evaluation. Accordingly, the Central Statistical Agency has designed the Second National Strategy for the Development of Statistics, and this has been adopted by the Statistics Council. The statistical plan, which is aligned with GTP II, is expected to generate the necessary data for monitoring and evaluation of GTP II and other continental and international initiatives like the SDG and Agenda 2063 by providing the necessary capacity building and effective coordination of the NSS. It needs to be pointed out here that the support and participation of citizens, sector ministries, research institutes and development partners is crucial in the implementation of NSDSII. Finally, I would like to thank the World Bank for its financial contribution and PARIS 21 for the technical support given in the design process and development of NSDS II. I also thank all stakeholders who, in one or another, supported the NSDS II development. Yinager Dessie (PhD) Commissioner with the Rank of Minister, National Planning Commission NSS-NSDS II Page x PREFACE The Central Statistical Agency is playing a significant role in evidence-based planning and decision making in the country. The agency has been producing different socio-economic data from surveys and censuses over the years. The CSA also plays a crucial role in coordinating the work of the National Statistical System. The Central Statistical Agency designed and implemented the NSDS I in the last five years. The mid-term and final evaluation of the NSDS I was conducted in collaboration with PARIS 21, AfDB and ECA. As observed in the evaluation of NSDS I, the design and monitoring of the country’s policies are heavily informed by different surveys and censuses conducted by the CSA. Similarly, the NSDS II, which has been aligned with the national plan (GTPII), is expected to serve as a monitoring and evaluation tool for the GTPII. The NSDS II incorporates additional areas obtained from the NSDSI evaluation, sector data needs and SWOT analysis. The NSDS II has been designed to enhance the coverage and capacity of data collection by incorporating new surveys in the agriculture and business sectors. The NSDS II is also intended to cover areas of environment and gender. Great attention is also paid to the generation of high quality data in the National Statistical System. This includes data regarding improvement of the management information system of sector ministries, coordination of the National Statistical System and the preparation of sector strategic plan. Capacity building for the NSS and advocacy are also planned in the NSDSII to produce good quality data. In this connection, it is expected that the NSS members collaborate with the CSA for the production of timely, relevant and quality data. Development partners are also urged to continue their financial and technical support for the implementation of the NSDSII. Finally, I would like to express my appreciation to the World Bank for its financial support. I would also like to thank the CSA staff, the consultant, and the senior management for the leading role they played in preparing and coordinating the activity. Biratu Yigezu Director General Central Statistical Agency NSS-NSDS II Page xi EXECUTIVE SUMMARY The Second National Strategy for the Development of Statistics is a comprehensive framework for the development of the National Statistical System of the country. The strategy covers the period from 2015/16 to 2019/20, aligned with the second national Growth and Transformation Plan. There is no doubt that the success of the plan calls for the need to make quality statistics available to measure the developmental progress in the country. GTP I benefited from data outputs of the NSS for measuring its overall performance in general and the economic performance of the country in particular. The major objective of preparing this national strategy was to provide data outputs form the NSS for measuring the overall economic performance of the country and to strengthen the NSS to produce comprehensive, reliable and timely statistics to support results-based agenda both at the national and international levels. In the design process of this strategy, sectoral concerns related to the capacity to generate input and output indicators were taken into account so as to ensure that ministries, departments and agencies (MDAs) contribute to the comprehensiveness of data outputted by the NSS. The strategy has been planned to develop Sector Strategies for the Development of Statistics (SSDSs) for some sectors during its implementation period. A comprehensive assessment of the current status of the NSS along with the challenges it faces was another important step in the design process of this document. The assessment covered all priority areas in harmony with the GTP II data needs. The existing situation, desired situation and the general analysis of the issues were made before finally carrying out the Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis. From the analysis, challenges facing the NSS and CSA were identified and incorporated together with the feedback obtained during stakeholders’ validation workshop. The following were some of the challenges identified and recommendations made: 1. Statistics should have a much higher profile in the country than what is the case now. At present, there is lack of statistical advocacy and awareness regarding its use. The CSA establishment proclamation and directives have become inadequate in giving coverage to the entire NSS. There is lack of coordination which has resulted in deficiency in NSS-NSDS II Page xii emerging areas such as environment, gender, improvements in research and methodology, and administrative statistics coverage. Furthermore, some mandatory statistics, which need to be handled by the CSA to ensure improved data presentation and usage in various research activities by setting statistical standards which pave the way for innovations, are done outside the CSA.; 2. Inadequate staffing resulting from high turnover at both the CSA and the sectors has been an obstacle for the CSA to carry out its mandates effectively. The process of filling vacancies and replacements is often slower than the rate at which staff leave the CSA and the sectors; 3. Insufficient fund allocation for statistical work and staffing has prevented a healthy functioning as a result of lack of effective governmental setup and placement of statistical agencies within organizational structures. Available infrastructure in terms of physical, statistical and ICT are much more required to support data production and meet data demands. For an effective and holistic development of statistics, sectors need to develop uniformly along with the CSA. There is strong need for the national M&E system and the NSS to establish a more formal relationship and work closely together. Thus the NSDS II, guided by its vision, mission, core values and principles (see Chapter Three), is believed to help the NSS to overcome these challenges and enable the country meet the ever growing demand for high quality, timely and accessible statistical information needed for evidence-based policy formulation and decision making. The main strategies established as the objectives of the plan are:  Mainstreaming the statistical systems outside the CSA into the NSS so as to achieve a more effective use of resources;  Improving the statistical information base in contents, coverage and quantity;  Building sustainable capacity for the production, management and use of statistics;  Raising the public profile for statistics;  Developing skills and providing guidance and assistance that may be required by users, providers and producers of statistics; NSS-NSDS II Page xiii  Promoting cooperation, collaboration, coordination and rationalization among users and producers of statistics both at the Centre, MDAs, Regional States and Woreda (Districts);  Promoting and supporting results-based management and policy formulation informed by evidence (data) as may be retrieved from operational databases; and  Promoting financial coordination for the entire NSS. Seven strategic themes, which are believed to facilitate the attainment of the vision and give guidance as to what has to be done at different levels as found necessary to produce the desired impact on the NSS, have been derived from the identified challenges facing the NSS. These strategic themes, which are fully described in Chapter 4 along with their sub-themes, are the following: Strategic Theme 1: Responsive Legal Framework for Statistical Work in the National Statistical System Strategic Theme 2: Data Development Strategic Theme 3: National Statistical System coordination and preparation of Sector Strategic Plans including formal linkage between the National M&E System & NSS Strategic Theme 4: Human Resources Management as well as Organizational/Institutional Development Strategic Theme 5: Infrastructural Development Strategic Theme 6: Promotion of statistical advocacy and involvement of the media Strategic Theme 7: Statistical Financing With the strategic themes formulated, hierarchies of strategies have been defined with corresponding work programme (see Annex B). These were finally put in a matrix as Annex C, i.e. the logical framework which becomes a tool for monitoring the implementation and to evaluate performance. Implementation of the strategic themes is as important as getting the document itself ready. This plan should therefore be meticulously put into practice to achieve the goals set in the vision. Implementation of NSDS II will involve all key stakeholders in several meetings with the National Coordinator of the NSS dialoguing with the MDAs to ensure that they are conversant NSS-NSDS II Page xiv with the elements of the implementation. MDAs will then be asked to prepare annual work plans and corresponding budgets to facilitate implementation. All such plans and budgets shall be discussed at the inter-agency committee. Partnerships and collaborations among the key stakeholders of the NSS are essential for the ownership of the NSS concept. Involvement of the development partners’ right from the beginning will quicken the implementation process. There are other actions to be taken in order to speed up the pace of execution. These are development of joint work plans for collecting and disseminating data; capacity building for the NSS; clarification of coordination arrangements and establishment of various committees within the NSS. The key monitoring and evaluation indicators of the plan are already set out in the logical framework of this document. Each MDA’s and the CSA shall produce quarterly progress reports relating to their work-plans with annual reviews conducted at the end of each year of implementation. Mid-term review and end-plan evaluation will also be conducted. The finance and budget necessary for implementing the strategy will be drawn from both domestic (government and other national sources), external donors (bilateral & multilateral) and international organizations in the form of financial and technical assistance. The finance from all these sources will be pooled into one basket. The estimated cost for implementing the NSDS II is about 357 million USD, disaggregated into an annual budget for each year of the implementation period. This budget will be reviewed and revised annually in line with the review of the plan. NSS-NSDS II Page xv CHAPTER ONE: INTRODUCTION

1.1 Background and the context Ethiopia is located in the Horn of Africa, bordered by Sudan and South Sudan in the west, Djibouti and Eritrea in the north, Somalia in the east and Kenya in the south. It lies between latitudes 3° and 15°N, and longitudes 33° and 48°E. Ethiopia is the second-most populous nation on the continent, with over 90 million inhabitants. It occupies a total area of 1.1 million square kilometers (420 million square miles). Ethiopia encompasses a vast highland complex of mountains and dissected plateaus, which generally extend from southwest to northeast and surrounded by lowlands, steppes, or semi-deserts. The great diversity of terrains determines the wide variations in climate, soils, natural vegetation, and settlement patterns. Ethiopia is a multilingual nation with around 80 ethno- linguistic groups. Agriculture is predominantly the source of the country’s economy and accounts for almost 41% of the gross domestic product (GDP), 80% of exports, and 80% of the labor force. The country’s politics is based on a framework of a federal parliamentary democracy, with three branches of governance arrangement, namely, the executive, the legislature and the judiciary. The Prime Minister is the head of government, and executive power is exercised by the government. The federal legislative power is vested in both the government and the two chambers of parliament. According to the August 1995 Constitution, Ethiopia is a federation of nine regional states and two autonomous city administrations The regional states are Tigray, Afar, Amhara, Oromia, Somali, Southern Nations Nationalities and Peoples (SNNP), Benishangul-Gumuz, Gambella, Harari and the two city administrations of Dire Dawa and Addis Ababa. These are further divided and sub- divided into zones and woreda respectively. The country has designed a long term vision to be a middle income country in the coming 15 years and various development programs have been implemented to meet this vision. To realize this, GTP II is one of the plans designed to be implemented in the next five years. The Ethiopian economy has been registering an impressive growth rate annually over the years. This means that monitoring, evaluation and measuring the developmental progress require a strengthened National Statistical System (NSS) to cope with the growing data demands nationally, and regionally. Comprehensive sets of data are required to monitor macroeconomic developments including the contributions of sectors such as agriculture, industry and services to the overall NSS-NSDS II Page 1 Gross Domestic Product (GDP). Equally to be measured are the efficiency and effectiveness of the delivery services in the social sector development plans such as in education, health, road and railway infrastructural developments and services, and water supply and coverage, just to mention a few. This clearly calls for an effective and responsive NSS to be put in place. It was this realization that made it imperative for the government to make a strategic decision for the design of the first National Strategy for the Development of Statistics, which was implemented in the medium term of 2009/10-2013/14 and later extended until 2014/15 to align it with the first Growth and Transformation Plan and to achieve enhanced statistical capacity across the NSS. Its contents, scope and coverage were different from earlier strategies including the 2003/04-2007/08 Medium Term Statistical Programme (MTSP). The NSDS was designed to better respond to the country’s long term vision “to become a middle income country” and also to measure the Growth and Transformation Plan (GTP), the Millennium Development Goals and other national, regional and sectoral development plans. Besides, a decisive strategic approach was taken to develop both the statistical systems and products as a way of achieving a strengthened NSS. The Second National Strategy for the Development of Statistics (NSDS II) is a successor strategy and it is therefore intended to consolidate and guide statistical development in Ethiopia for the next medium term. Thus it is clearly aligned with the GTP II, Post 2015 International Agenda and Sustainable Development Goals. With the evaluations of the NSDSI at both the mid-and end-terms, the recommendations from these two evaluations have been inputs for the preparation of the NSDS II. The GTP II's preparation has been going on side by side with that of the NSDS II and they will be implemented concomitantly from 2015/16 to 2019/20.

1.2 The Role of Statistics in Development In order to promote the development agenda and evidence-based decision making, statistical provision must be linked to the development frameworks both at the national and international levels. Thus it is clear that the NSDS II should be mainstreamed into GTP II. Data generated and made available should therefore support the Growth and Transformation Plan and the post-2015 agenda, i.e., SDGs. The available data will then be required for the successor GTP II and at a NSS-NSDS II Page 2 later stage of implementation the monitoring and evaluation of GTP II and SDGs. Statistics supports measurements of inputs, outputs, outcomes and impact. They also provide reliable assessments of key economic and social indicators and cover all aspects of development, ranging from measures of economic outputs and price inflation to the well-being of citizens. Data are also needed to support sectoral strategies at sub-national levels (regional states and woreda) at the design stages of the plans, during implementation, monitoring and evaluation and at the completion of the execution. Policy formulation and critical decision making also require good statistics at the formulation and monitoring of the implementation of the policy. Adequate statistics are needed to measure the efficiency of service provision and in determining efficient allocation of resources. In the spirit of data revolution, adequacy of statistical information for the right people, at the right time and in the right formats should be maintained in a user-friendly presentation according to the United Nations Fundamental Principles of Official Statistics in general and as per the National Statistical Act of Ethiopia in particular. To achieve this, the NSS needs to be strengthened and be responsive to supply data adequately and timely.

1.3 Definition and Scope of the National Statistical System The scope of the NSS has been institutionalized by the Central Statistical Agency, and the work programme has been approved by the National Statistics Council (NSC), which is led by the Minister of Finance and Economic Cooperation/National Planning Commission(NPC),with representatives of the sector ministries and all regional states as members. The NSS is made up of data producers, data users, and suppliers of raw data, development partners and the media. All these are important stakeholders in the preparation of the NSDS II, with the CSA as the Coordinator and Facilitator of the NSS. The CSA also ensures that the sub-systems (Sector Statistical Systems and the Sub-national Statistical Systems) are integrated into the NSS. The NSC serves as a coordinating body for the purpose of designing the NSDS II and subsequently monitoring the implementation. It is the duty of the CSA to motivate and re-orientate the various groups of the NSS by developing appropriate mechanisms for this purpose. NSS-NSDS II Page 3

1.4 The Process Adopted for NSDS II Design

1.4.1 Preamble It was felt necessary that the design process of the NSDS II should build on the practice that already exists. Moreover, the strategic themes that were achieved during the implementation of NSDSI but have not been completed yet would be followed up so as to consolidate achievements, while at the same time addressing emerging needs. It was also felt necessary to work further on other themes for complete and better execution and outcomes. Unidentified cross-cutting issues should also be identified and mainstreamed into the NSDS II while innovations would be considered for adaptation. In addition, efforts would be made to re- engineer the NSS in line with national and international developments and best practices. To undertake the design and preparation of the NSDS II, therefore, a Team composed of representative members from Directorates of the Central Statistical Agency was set up. The Team began its work by following a Road Map drawn up for its work. Questionnaires were designed and sent out to gather the data needs of sectors, and the completed questionnaires were collected and analysed. Discussions were also held with the National Planning Commission and other NSS members for the specifications of their data requirements. The Team also carried out the identification of system improvement and development issues. After summarizing the SWOT analysis, prioritization of data needs was carried out as submitted by the sectors and the National Planning Commission. Recommendations from the NSDSI evaluation were used as input into the NSDS II design. Tentative thematic areas were identified and surveys, censuses and other statistical activities were listed in the document. This was followed by the assessment of financial and human resources at the CSA. A workshop was organized for all the sector stakeholders and partners to consider all of the above outputs. Based on the recommendations made at the workshop, the NSDS II is making attempts to cover the whole of NSS. The outputs of the above exercise included suggested themes and planned activities which were reviewed. The data needs of the NSS were also summarized and incorporated into the CSA work programme. Following this, the Team produced the zero draft of the NSDS II document, which was then NSS-NSDS II Page 4 reviewed and finalized by the consultant. Validation workshop was held with all stakeholders participating to discuss the finalized draft. Further comments given at the workshop were taken into account in producing the final draft of the document.

1.4.2 Organization of the NSDS II Document The NSDS II document, as shown above, begins with background information which includes the rationale for designing NSDS II, the importance of statistics for development in a country, the composition of the National Statistical System (NSS) and a description of the design process adopted. Chapter Two presents the situation analysis along with the SWOT and gap analyses. Chapter Three deals with the Vision, Mission and the Core Values and Principles. This is followed by the presentation of the Strategic Framework, which includes the setting up of the Strategic Themes [objectives /goals], and specifying the hierarchies of strategies with corresponding action plans. Chapters Five and Six deal with the implementation plan and financing plan respectively. The annexes to the document are the Logical Framework, Annual Work Plans over the medium Term, Budget Estimates, surveys conducted in the last five years and other statistical pieces of information. NSS-NSDS II Page 5 CHAPTER TWO: SITUATION ANALYSIS A situation analysis and assessment of the Ethiopian National Statistical System was carried out with accompanying SWOT analysis. The results of the assessment and SWOT analysis are presented below.

2.1 National Statistical System

2.1.1 The National Statistical System: The existing situation In Ethiopia, the National Statistical System has been understood as including all sectors, that is, ministries, agencies and departments of the government, that are involved in generating statistics directly through surveys or through administrative records. Research institutes and professional associations are also part of the NSS. Members are involved in using such statistics and/or supplying raw data that produces such statistics. The NSS is steered, facilitated, coordinated and supervised by a National Statistical Agency which in the case of Ethiopia is the Central Statistical Agency. Statistical production, dissemination and use of the end products, that is, the statistical output is therefore a joint collaborative work involving a broad spectrum of society in different functions. It is a team work which has the following actors: the producers, the users and the providers of basic data, who compile, use and supply the raw materials (data) respectively. Each group is involved to varying degrees in the functions of the others. The significant entities within these broad categories and their inter-related functions constitute the National Statistical System of a country. Institutionally, the NSS brings together all key stakeholders and institutions in the field of producing, supplying and using statistics. The CSA is the Agency responsible for coordinating, monitoring and supervising the activities of the NSS in Ethiopia, and ensuring that international and national standards are adhered to. In addition to the Central Statistical Agency, which is the main producer of national statistics, there are other key stakeholders that engage in the production and use of statistics in Ethiopia. These include ministries, departments and agencies, the National Planning Commission and its NSS-NSDS II Page 6 sub-systems at the MDAs, research institutes, universities and the community of development partners. Producers, users and suppliers of statistics in Ethiopia vary in their mandates and responsibilities. Government ministries issue policies and regulations, set standards, inspect, supervise, monitor and evaluate performance, and provide technical support and advice to regional states and woredas (districts) at levels of administration to enable them to execute their mandates. At these levels, the key sources of statistics are records arising out of administrative actions. The members of the NSS are defined more specifically as follows: Producers: These are data production agencies in the public sector: the CSA, the statistical organizational elements in the MDAs and public institutions such as the National Bank of Ethiopia. There are also other producers of statistics in the training and research institutions. Users: These include policy formulation/decision making institutions and development framework designers across government in the MDAs, parastatals and other public institutions as well as private sector companies, NGOs, Civil Society Organizations, researchers, development partners and international organizations, regional organizations and individuals in the society. Other users of statistics and data within the NSS include the media due to its involvement in advocacy, writing stories behind the figures and in information dissemination through their publications of press releases and briefings. Suppliers: These include establishments/institutions in the public sector, business establishments in the private sector, NGOs, informal sector establishments, private households and individuals in the society. Statistical Training Institutions/Centers: These contribute to skills development of the Producers and users of data. This is where the academia and the CSA need to collaborate in methodological research. NSS-NSDS II Page 7 The Roles of some key stakeholders in the National Statistical System The National Planning Commission is responsible for the design of development frameworks such as the GTPs and creating a system for the monitoring and evaluation of the targets of the development plans. These development plans are centered in the National Planning Commission while sectoral M&E systems are in all the MDAs to monitor and evaluate their own sectoral development plans. The computation of the National Accounts numbers is located in the NPC. Essentially, the NPC is the main user of these macro-economic aggregates. To date, the Ethiopian Revenue and Customs Authority (ERCA) compiles the external trade figures which are among the mandatory statistics to be produced. The Vital Events Registration Agency (VERA), which is linked with the Ministry of Justice, has as its mandate the registration of births, deaths, marriages and divorces. The National Bank of Ethiopia (NBE) produces Balance of Payment Statistics and all monetary and financial statistics. Data on Foreign Direct Investment (FDI) are also put together by the NBE. The Ministry of Agriculture and Natural Resources and the Ministry of Livestock and Fishery Development obtain their data from the administrative recordings, surveys and censuses conducted by the CSA. Organizational structures for the statistical functions of the MDAs are not generally created except in some MDAs such as Education and Health. However, in many of these, the structure has no formal arrangement. Institutionally, the placement of a statistical structure at the sectors has always been within an operational department of the MDAs, although in actual fact, statistics serves all operational departments.

2.1.2 The National Statistical System: The desired situation The essence of establishing a National Statistical System is to bring all players in the data production industry together, so that they can work as a team. This consequently results in the generation of coherent, reliable, timely and demand driven (relevant) data products in an efficient, cost-effective manner to support management and development initiatives in policy formulation and critical decision making. A good NSS has relatively uniform capacity for generation and use of statistics in its sub- systems and constituent parts. The system operates with impartiality in data collection and NSS-NSDS II Page 8 release, ensures confidentiality of supplied data, and acts with objectivity, transparency, integrity and independence in all its operations. The elements of the system produce relevant data (through users’ and producers’ interaction), turn data into information through policy/research analysis and ensure high quality and timeliness of data release as a result of good cooperation between suppliers and producers. Extensive statistical advocacy about the importance of statistics to the society and wide spread dissemination of data to the public are roles carried out by the media while training institutions ensure that there is effective and relevant capacity building for the NSS. The entire NSS players are quality conscious in that, data being generated in the system pass the assessment tests across all the quality dimensions-relevance, accuracy, completeness, consistency, timeliness, accessibility and appropriate levels of disaggregation. Logically, a ministerial or agency statistical function should centrally be located within the sector and should not be tucked away in any department. It should also report to the leadership of the sectors standing as a separate entity. The data being produced by the NSS will become available for the tasks of monitoring and evaluation. Also both systems, namely, the NSS and the M&E system, have to collaborate and work together so that relevant statistics are produced and are used by the latter system. The National Accounts are among the mandatory statistics that the NSS must produce. These statistics will continue to link the CSA and NPC as producer and user of the statistical products. It is critical that research institutes and universities work together with the CSA. Research institutes should work jointly in further analysis of data produced by the CSA. This is mutually beneficial because research institutes get all the data they require for their research functions while the CSA benefits from value added to its data and obtains feedback on the quality of the data for further improvements. The outputs of joint work between universities and the CSA will assist the CSA in the use of sound methodology while universities benefit from data made available to them for their own research engagements. Universities must also collaborate in joint training programmes to build NSS-NSDS II Page 9 the capacity of the staff of the CSA. All these interwoven functions, guided by Memoranda of Understanding (MoU), are the reason for establishing partnerships with these institutions. The media can help in raising the profile of statistics by using data to support their reports and by helping to disseminate statistics through publishing data in their media regularly. Training and research institutions play a role in statistical capacity building through training, using statistics databases and through policy related research and analyses. Development partners and donors, on their part, provide funding and technical assistance. They also use statistics to identify sectoral issues in which they could make interventions and monitor development results.

2.1.3 The National Statistical System Analysis So far, the linkages within the NSS have been inconsistent, informal and relatively weak. There is no comprehensive common understanding of the actual implications of the activities of one sector in relation to those of others. Nevertheless, there is consensus that coordination and collaboration among data producers and users are needed to (a) prevent duplication of efforts and generation of inconsistent data, (b) achieve cost-effectiveness in utilizing scarce resources, (c) avoid working at cross-purposes, and (d) produce higher quality data. At present, the CSA does not have the right level of capability to undertake the coordination, arrange collaboration, and to monitor and supervise the system. Thus, it has to be strengthened organizationally so that it will build the capacity to internally coordinate itself and extend the same to the effective coordination of the whole NSS. The coordination of donors so far, has also been weak. The essential and key area of statistical production requires the improvement and development of Management Information System or a System of Administrative Statistics. The statistical functions of the MDAs could be lumped together with those of the M&E Unit. The preparation of Sector Strategies for the Development of Statistics should be embarked upon in phases during the NSDSII implementation. This will be an opportunity to properly create statistical functions in the MDAs with proper placement and organizational arrangement, with NSS-NSDS II Page 10 well specified terms of reference for entities for data production and coordination within MDAs on statistical operations, ICT support for the operations, etc. The production of all mandatory statistics should, for the sake of coherence, be hosted at the CSA, and the compilation of the external trade statistics should be transferred to the CSA as early as possible. But the Ethiopian Revenue and Customs Authority (ERCA) and the CSA must work together since the Authority should make the data from the bills of entry for all commodities and services available to the CSA for the computation of the external trade statistics. The CSA and the Vital Events Registration Agency (VERA) will always work together, but the final compilation of vital statistics will be the responsibility of the CSA. Foreign Direct Investment data could necessitate conducting a survey, which usually is jointly carried out by both agencies, i.e., the National Bank of Ethiopia and the CSA. The NBE requires the various price statistics to understand some of its own policies and these must be supplied timely by the CSA. Obviously, they must work together collaboratively. The capacity and expertise for agricultural surveys and censuses rest with the CSA. In order to obtain the key statistics for the Ministry of Agriculture’s use especially through surveys and censuses, the two institutions must work together and align their programmes.

2.2 The Central Statistical Agency

2.2.1 The Central Statistical Agency: The existing situation The Central Statistical Agency has the responsibility to steer, supervise, facilitate and coordinate all key players in the National Statistical System institutionally, technically and with respect to their programmes and budgets in order to organize an integrated system of socio-economic statistics for the country. CSA has the following mandate as specified by the law:  Collecting, compiling, processing, analyzing and disseminating statistical data;  Providing technical guidance and assistance to the MDAs in improving and developing a system of administrative statistics (SAS) i.e. ensuring proper administrative record keeping and maintenance of administrative registers including building the capacity of the MDA staff to enable them to carry out these functions effectively; NSS-NSDS II Page 11  Developing and maintaining the NSS to ensure the production, analysis and dissemination of integrated statistical information and to be an effective coordinator of the system and promote collaboration and cooperation and facilitate the work of the NSS. Specifically, the mandate includes:  Producing national statistics by collecting, processing, analyzing and disseminating required socio-economic, demographic and environmental data through surveys, censuses and continuous registration and administrative recording systems to enable it organize a coordinated and integrated national statistics;  Providing technical guidance and assistance to agencies and institutions towards the establishment of administrative recording, registration and reporting systems as well as building statistical capacity for the generation of data from Administrative records in all the MDAs ( through training programmes undertaken by CSA for the sectors);  Providing advisory services to all of the NSS;  Accomplishing research and development tasks to cover the whole NSS;  Coordinating the NSS institutionally and technically;  Standardizing the statistical production process of other producers;  Sharing programmes across the NSS to maximize the synergies and supporting other key stakeholders that may not be able to participate in the NSS.

2.2.2 The Central Statistical Agency: The desired situation It is assumed that existing surveys, censuses, compilation of data from administrative records and provision of technical support to the National Statistical System will continue. The focus of this section is to highlight the newly emerging and identified national statistical in addition to its established responsibilities. In the coming five years, as shown in the detailed work plan, the CSA intends to increase the magnitude and coverage of surveys in order to meet the growing data and statistical output demands together with the need to improve the timeliness of its data production. It also needs to develop the overall institutional as well as human capacity to lead and coordinate the National Statistical System more effectively. This will require additional work related to building statistical capacity in other NSS users to improve quality and to promote NSS-NSDS II Page 12 results management. Attention should be given not only to the CSA‘s role in coordinating and assuring the quality of national statistics, but also to its role in publishing and disseminating the information. There will also be an additional role in assuring the availability of metadata for various statistics generated from alternative sources.

2.2.3 The Central Statistical Analysis It is clear that the Central Statistical Agency is expected to operate effectively in accordance with its mission. However, the mandate of the CSA is not being implemented effectively because its current human resource is inadequate to carry out the totality of its mandate as specified by the law. Thus, the following need to be taken into consideration in order to further empower the Agency:  There is obvious need for skilled and adequate staffing at the CSA for it to function effectively in line with the legal provisions;  The existence of the NSS and its responsibilities have to be indicated specifically in the law;  Provision for the CSA to coordinate the work of the NSS has to be explicitly stated in the law; at present the CSA is granted authority to  issue and follow up the implementation of programmes and directives to improve the work of the NSS;  avoid the duplication of statistical activities; and  design and monitor the implementation of statistical recording and reporting systems to be followed by NSS members. The CSA, along with the NSC, could also give directives on the improvement of the NSS. However, the CSA’s capacity needs to be upgraded to enable it to accomplish these tasks. Besides, the existence of SSDSs at the MDAs will allow these provisions to be fully carried out.

2.3 Survey Data Demand and Coverage

2.3.1 Survey Data Demand and Coverage: The existing situation The CSA, as the NSS’s hub and its NSS partners have conducted censuses, a number of surveys, and other statistical compilations every year, either as regular or ad hoc activities in the last five NSS-NSDS II Page 13 years. (Annex D provides the list of activities conducted by the CSA by year of operation, funding source, outputs and indicators and whether published or released.) Among these surveys and statistical activities, mandatory statistics were regularly produced by the NSS. These included:  National accounts and macro-economic aggregates (GDP, economic growth rates, per capita income, etc.;  Prices [CPI ( Inflation rates),PPI, ICP];  External Trade Statistics;  Balance of Payments (BoP); and  Government Finance Statistics (GFS) The main data types required are shown in Table 2.1 Table 2.1 Main data types required Social & Demographic Economic Statistics Other Statistics Statistics Macro-Economic Statistics Population Statistics Environmental Statistics  GDP  Land Degradation  Inflation Rates  Demographic Statistics  Erosion Rates  Imports and Exports  Infant Mortality  Deforestation Statistics  Monetary Statistics  Child Mortality  Water and Sanitation  Balance of Payments  Maternal Mortality  Meteorological Data  Foreign Direct Investment  Teenage Fertility  National Disaster  Domestic Investment  Life Expectancy  Manmade Catastrophe  Micro Finance Statistics  Wood, Fuel Consumption  Insurance Statistics Social Statistics  Trade Statistics  Disease Prevalence  Energy Use of Production  Commercial Bank Borrowing  Rates of HIV/AIDS  Wild Life Population Statistics Infection  Carbon Emission Rates  Interest Rates  Incidences of Malaria  Treasury Bills/Bonds  Immunization Coverage Infrastructure Statistics  Government Fiscal  Nutrition Statistics  Transport (All modes) Operations  Poverty Statistics Statistics  Net and Gross Enrolment  Communication Business & Revenue Rates  Electricity Generation, Supply Statistics  Literacy Levels and Tariffs  Business Statistics  Statistics of Higher and  Construction Prices  Value Added, Gross Output Technical Education  Housing Statistics  Capacity Utilization  Pupil/Teacher Ratio  Employment in Industry  Pupil/Classroom Ratio NSS-NSDS II Page 14 Social & Demographic Economic Statistics Other Statistics Statistics  Producer Prices  Value Added Tax (VAT) Business and Labour Force  Pay As You Earn (PAYE) Statistics  Large Tax Payers  Employment and Labour  Foreign Tourists-Arrivals Force Statistics &Departures  Unemployment Rates  Hotel Accommodation  Under-employment  Business Register  Economic Activity Rates  Occupation Agricultural Statistics  Child Labour Abuse  Yield, Areas Planted to Crops  Disability  Inputs  Gender Issues.  Number of Livestock  Fisheries, Fish Catches  Availability of Markets  Cost of Production  Seed Improvement Statistics  Employment in Agriculture  Non-Agricultural Activities in Rural Areas  Domestic Migrations  Agricultural Extension Services

2.3.2 Survey Data Demand and Coverage: The desired situation This section discusses the NSDS data needs as directed by the objectives and strategic pillars of the Second Growth and Transformation Plan; as dictated by the International Agenda, namely, Sustainable Development Goals (SDGs). These needs are also based on the results of data need questionnaire and SWOT and as expressed by key data users during the workshop on the preparation of NSDSII and other discussions, as specified below:

2.3.2.1 GTP II data needs  National Accounts numbers: sectoral contributions to GDP, growth rates of GDP, etc., and other macroeconomic aggregates;  Manufacturing statistics at different levels through a survey of manufacturing industries to be conducted during the period of implementation of the GTPII and NSDSII (2016 to 2019); NSS-NSDS II Page 15  Economic sector statistics to include agriculture, services, industry, tourism and infrastructure: water, electricity, communications, construction, and transport data of all modes;  Improved external trade statistics to shape policy, for example, on imported commodities versus domestic manufacturing;  Data on distributive trade every other year;  Educational statistics at all levels including informal education through surveys and statistics from records of administration;  Labour force statistics, which indicates the labour force, population, employment, unemployment rate and under-employment;  Development of labour market information system to supplement survey data;  Democratic governance statistics of elections, representation at the parliament, cost of democracy and statistics of the judiciary;  Under the strategic pillars, specific data items required include:  Income distribution (Gini coefficient),  Geographic spread of amenities and poverty analysis (Household Budget Survey).  In agricultural production and productivity, data are needed on  Production from agro-processing industries;  The preservation of agro-products;  Agricultural labour force;  Coverage of mechanized agriculture;  Agricultural production (crops, horticulture and livestock);  Production in manufacturing industry;  Fishery  Data on Foreign Direct Investment (FDI) and domestic investment (annual administrative records);  Monetary and financial statistics to include debt statistics, foreign exchange rates statistics, foreign reserve statistics;  Science and technology education (from administrative records) and computation of statistics of technology and innovations; NSS-NSDS II Page 16  Health statistics to measure health delivery, health infrastructure and personnel statistics;  Statistics of social security services and statistics coming from HMIS;  Employment in manufacturing industry;  A statistics of national training and capacity building institutions;  Gender disaggregated statistics and statistics of youths;  Environmental statistics;  Statistics of disasters (natural and man–made); Additional to these specified data requirements for GTP II are corporate savings and data on portfolios; on rural non-farm activities; informal sector surveys to capture employment and capital flow; balance of payments data; data from the population and housing census (PHC) in 2017 and 2018; agriculture census; and sector specific data.

2.3.2.2 Data Requirements for the Sustainable Development Goals Data are required in line with the following Sustainable Development Goals, which are being developed for the post-2015 agenda: 1. End poverty in all its forms everywhere 2. End hunger, achieve food security and improved nutrition, and promote sustainable agriculture 3. Ensure healthy lives and promote well-being for all at all ages 4. Ensure inclusive and equitable quality education and promote life-long learning opportunities for all 5. Achieve gender equality and empower all women and girls 6. Ensure availability and sustainable management of water and sanitation for all 7. Ensure access to affordable, reliable, sustainable, and modern energy for all 8. Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation 10. Reduce inequality within and among countries NSS-NSDS II Page 17 11. Make cities and human settlements inclusive, safe, resilient and sustainable 12. Ensure sustainable consumption and production patterns 13. Take urgent action to combat climate change and its impacts 14. Conserve and sustainably use the oceans, seas and marine resources for sustainable development 15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels 17. Strengthen the means of implementation and revitalize the global partnership for sustainable development Compared with the Millennium Development Goals, SDGs have more indicators that have been developed in consultation with the global statistical community. While some indicators are not relevant to Ethiopia, it is clear that the data demands of the SDGs will be greater than for the MDGs.1 Data requests by other key users These include the following with possible repetitions of those that are already specified above:  Data on agricultural sector which include cost of production, statistics of agronomical characteristics, non-agricultural activities in the rural areas, pastoral statistics, irrigation, and adoption of improved seeds as well as panel data;  Mechanized agriculture and informal sector need at the sub-national level;  Forestry;  Population data on fertility, mortality and migration;  Internal migration data (rural-urban, urban-urban, urban-rural movements);  Data on housing stock and housing characteristics including the current needs and gaps;  Energy sources: demand, supply and gaps; 1 http://nsdsguidelines.paris21.org/node/685 ‘Report of the Open Working Group (OWG) of the General Assembly on Sustainable Development Goals’ (A/68/970) NSS-NSDS II Page 18  Baseline data on water, irrigation and energy supply;  Data on mining and quarrying; and  Compilation and updating of business register;  Data on manufacturing, sources and magnitude of industrial, construction and fertilizer raw minerals;  Measurement of the contribution to national development of micro and small enterprises;  Data on service sector contribution to the GDP;  Data on real estates, hotel and restaurants;  Data on food security and disaster resilience;  Financial transaction statistics;  Disability data;  Statistics of victims of social problems and vulnerability;  Number and characteristics of graduates employed by the industry and government and public institutions;  Data on transport and communications;  Data on tourism; and  Data pertaining to environment. In addition to these requirements, some areas for improvement have been indicated, namely, timeliness of data, increased coverage of data, providing data on-line and data estimates at sub national level (woreda level statistics), addressing small area statistics and using GIS technology to present data for easier understanding by users.

2.3.3 Survey Data Demand and Coverage Analysis Ethiopia has attained considerable progress in economic growth and development since the 1990’s. This economic growth confirms the achievement of the vision where the government predicts to be a middle income country within the coming 15 years. To achieve this target various programmes such as the Sustainable Development and Poverty Reduction Program (SDPRP), Plan for Accelerated and Sustained Development to End Poverty (PASDEP), the First Growth and Transformation Plan (GTP I) and reforms such as privatization and government investment initiatives have been instrumental in bringing about positive socio-economic changes. NSS-NSDS II Page 19 This progress is manifested in the improvements in many of the development indicators, including per capita GDP growth and poverty reduction. The economy has shown optimistic improvements and significant growth over the last 15 years. Even though agriculture is still the dominant source of revenue, the economic characteristics and rural livelihood have significantly changed as a result of the participation in different off-farm activities. To diversify the economy the Ethiopian government has taken various economic policy reforms in order to further expand the economy particularly through industrial development. Over the past 15 years the contribution of industrial production to the GDP has been increasing from time to time. Remarkable growth in the exports both in magnitude and mixture has supported the economy. The government has had an active policy of attracting foreign direct investment, especially in the manufacturing, service and energy sectors, and this has been an important contributor to the economic growth. Urbanization and urban development with the help of housing construction, basic infrastructure development and participation in various business and micro, and small enterprises changing the settlement pattern of the community, and the previous unbalanced share of rural-urban composition drastically changed within a short period of time due to strong attraction of urban- rural linkages. It is clear therefore that there is a need to meet this entire multi variant statistical data requirements resulting from the economic dynamism. Thus the NSDS II has to produce data as demanded, by carrying out appropriate surveys and censuses. In addition to this body of statistical activity deliverables, compilation of administrative data in the form of national abstract can contribute considerably towards meeting institutional data demands. These compulsory data demands and explicit requirements will guide the CSA in determining what will constitute its annual work programme over the next five years after prioritizing the data needed by the NSS. As a result, the CSA will address these needs by designing and implementing appropriate socio-economic surveys with respect to its own mandate area and facilitating and supporting the sectors to produce timely and quality data with respect to their own areas of delegation. A global commitment to the Sustainable Development Goals is also expected. The proportion of the SDG indicators compiled by the Ethiopian NSS will be monitored during the NSDS II period in accordance with international good practice with the expectation that the coverage of the SDG indicators will increase. NSS-NSDS II Page 20

2.4 Management Information System (MIS) / System of Administrative Statistics (SAS)

2.4.1 MIS /SAS: The existing situation MIS is an organized system of record keeping and reporting the products of administrative actions which are compiled into statistical products. The resultant statistical products could still be further processed and analyzed to give input and output indicators, which are made available for use in planning, monitoring and evaluation of development frameworks and policy formulation and for critical decision making. Indeed, MIS in Ethiopia in the past had produced very important information generally generated at the sectors (MDAs). Key MDAs that have been active in improving and developing MIS are the Ministry of Health (Health Management Information System) and the Ministry of Education (Education Management Information System), to mention just a few. Essentially, all the MDAs deal with MIS. Administration records are usually generated and kept in registers or in completed forms through administrative actions or regulatory processes. Examples of such records include immigration forms (arrival/departure cards), population registers, register of companies as kept in the company registry, tax records, register of in- and out-patients in hospitals, registration of vital events (births, deaths, marriages and divorces), etc. However, many of these records tend to be inconsistent, incomplete and poorly recorded, resulting in low quality statistics.

2.4.2 MIS /SAS: The desired situation The primary aim of MIS is to support informed strategic decision making by providing quality data that help managers and policy makers to manage service delivery programmes. The MIS resource includes policy, legislative, regulatory, management and finance environment that must be in place, and the infrastructure and resources required to ensure a fully functional information system. It plays a major role in making evidence-based decision for better life for the citizenry.

2.4.3 MIS /SAS Analysis According to HMIS process re-engineering assessment report (2006), the MIS should focus on the performance of the system in terms of information use and data quality by advocating the need for fundamental rethinking and re-designing of non-value adding recording, recording NSS-NSDS II Page 21 steps, low accuracy of data collected and reported, lack of reporting at all levels, absence of standards and uniform formats and lack of skilled manpower. Generally, the Ethiopian MIS is characterized by inadequate staff both in number and skill, burdensome and fragmented information flow, and disaggregated sub-systems. This resulted in redundant and conflicting reports and poor quality data in terms of accuracy and timeliness, preventing users from effective utilization of information for decision making and research.

2.5 Data Quality

2.5.1 Data Quality: The existing situation Good quality indicators are used to measure the success and improvement of the management of initiatives such as national programmes that work towards achieving goals related to the Growth and Transformation Plan, Millennium Development Goals and other development related initiatives. The main sources of these indicators are the statistical outputs generated by the National Statistical System. Thus, it is important to assess the quality of the data available from the NSS and to identify quality improvements where there are quality problems. In this regard the Ethiopian Data Quality Assessment Framework needs to enhance the National Statistical System to meet the ever more challenging information requirements of government and society as well.

2.5.2 Data Quality: The desired situation The EDQAF aims to provide statistics users with the assurance that the data they use respects the various dimensions of quality. The aim is therefore for the Ethiopia Data Quality Assessment Framework to be rolled out during NSDS II both within the CSA and across a number of members of the national statistical system. In addition, a statistics quality accreditation programme will be developed and implemented during NSDS II, based on EDQAF. EDQAF itself will be updated during this period. These objectives will require staff trained in statistical quality assessment. The result will be an assurance of high quality statistics across the national statistical system. NSS-NSDS II Page 22

2.5.3 Data Quality Analysis During discussions with NSS members, other data producers and users at consultative workshops in the past, different participants have underlined that the quality of statistical outputs appropriate to the National Statistical System of the country should be improved. The quality issue would go beyond methodological considerations and system development and involves the full range of proper data management practices. Each statistical data collected should be quality assessed periodically, according to a pre-determined timetable and preliminary discussion with members of the NSS, and the assessment results should be made available with possible system and data quality improvement. Members of the quality assessment panel include experts from the National Statistics Data Quality and Standard Coordination Directorate, statisticians of subject matter from different directorates of the CSA academia or research establishments, as well as suitably qualified professionals from relevant ministries and agencies, trained in the use of the quality assessment framework. To aid quality improvements and adherence to the statistical standards, ministry/agency statistical units should be established in each NSS partner. The priorities for this domain are to generate better administrative statistics and to synchronize these outputs with different survey results. The ministry/sector system assessment and data verification, which is the main component of EDQAF exercise and carried out as part of the NSDS process, will be useful in stimulating discussion about the National Statistical System and providing a large number of NSS staff with experience in using the Data Quality Assessment Framework. Therefore, a continuous system assessment and data verification process for statistical products of the CSA and the entire NSS will be undertaken during the plan period. Quality assessment of all official statistics on a planned timetable is a prerequisite for the accreditation process. Based on system assessment and data verification result, accreditation for NSS members’ statistical product quality will be assured with the necessary legal and statistical procedures. NSS-NSDS II Page 23

2.6 Methodological Improvement

2.6.1 Methodological Improvement: The existing situation The statistical/survey operation arrangements with respect to methodological issues like survey design, questionnaire design, training and financial management are undertaken centrally at the headquarters Additionally, there are annual meetings, usually chaired by the DG, to review and evaluate work performance in which branch office desk directors, heads of branch offices, subject matter officers, DG and the DDGs participate. The technical supervision system, excluding that within branch office supervision arrangements, operates from the headquarters to ensure compliance with instructions. Currently at the CSA branch offices, data are being edited, cleaned and entered for some surveys while other surveys are being handled at the head office. Up to now, generally, paper based data collection has been the practice. The use of CSA website, ENADA, Country STAT, Ethio-Info, Price database and EMIS database has been hindered by power and internet connectivity problems. This situation has been limiting accessibility to available data. In addition to this, not all the data that key users require have been produced. Regarding methodological improvements through research and development including statistical standards setting, not much has been done by the CSA due to lack of human power with the requisite skill to handle the all-important function of a national statistical office.

2.6.2 Methodological Improvements: The desired situation In practice, improvement is essential at all stages of statistical production, namely, at planning, management of data collection, data capturing, processing, analysis, storage, dissemination, documentation and archiving stages. Methodological research is required to help bring about improvements at all stages to fit the current need. Electronic collection devices such as PDA, GPS, compass and CAPI can facilitate simultaneous editing as data is being collected. With the innovation in using electronic devices, already edited, cleaned and entered data will be sent to NSS-NSDS II Page 24 the headquarters for computer processing using software such as CSPro, SPSS, and STATA. This arrangement will certainly result in good quality data in terms of accuracy and timeliness.

2.6.3 Methodological Improvement Analysis For efficiency, survey arrangements may need reviewing during the life span of the NSDS II. For some subject matter issues, heads of branch offices could directly contact relevant officers at the headquarters (DG, DDGS, director’s in-charge of Directorates). Methodological researches targeting user needs should be planned. Efforts will be directed towards experimenting with the use of electronic collection devices and adopting their use. This approach will be popularized among all NSS members, but capacity for using this approach will be built for data collectors and related staff. The unit responsible for data Processing needs to be well equipped and enough budgets will be made available for subscribing to the various types of software in use. The CSA has not conducted in-depth analysis as expected. Part of the reason for this has been a lack of capacity both at the CSA and at the sectors. The CSA has always been pre-occupied with issuing the results of surveys, leaving the in-depth analysis to researchers and policy analysts. During the NSDSII implementation, the CSA intends to establish data analysis partnerships with relevant research institutes. The partnerships will be established by means of Memoranda of Understanding (MoU). The partnership operates on the grounds that there will be joint analysis of data, and the outputs will be jointly owned– the CSA supplies the relevant data while the institute offers its expertise in carrying out an in-depth analysis data as well as building the capacity of the CSA staff involved. Partnerships could be established with different institutes depending on the kind of data to be analyzed. Gradually, the CSA staff will be able to own the required analytical skill themselves and take over the job of analyzing their own data, which will enhance their Agency’s stature as a knowledge creating organization In order to have improved accessibility to data, the following have to be executed during the implementation of NSDSII:  Studying and utilizing additional dissemination channels; NSS-NSDS II Page 25  Developing a common portal for all data produced by the NSS and making the CSA the central data repository;  Conducting training (by the CSA) for users of data on how to handle data, access data using IT facilities and interpret data;  Cultivating the practice of giving advanced data release calendar and keeping to it;  Preparing a dissemination policy and a comprehensive plan, which should be binding on all NSS members, to cover the whole of NSS for dissemination during the NSDSII implementation; and  Conducting customer-satisfaction surveys regularly every other year to find out what improvements should be made in the dissemination of data. An important action to be taken regarding the various databases that are available is to rationalize, coordinate and organize them properly by having a National Databank at the CSA to which all other databases at the MDAs are linked. All these will enhance the effective use of data that have been made available. A class of statisticians with skills in methodological research and development and with knowledge of statistical standards setting must be developed in order to have them ready to improve on data analysis, be able to develop Master Sample Methodology for both systems of surveys of households and of establishments in order to ensure economy in the preparation of surveys. This class will also be able to handle quality control functions and improve data quality. The unit responsible for data quality and standards needs to be strengthened with the necessary funding and adequate staff, having a strong background in sampling theory and survey methodology. The unit will partner with university departments of statistics and research institutes in its research and analysis work. It must be continually strengthened during the NSDSII first year implementation and recruitment through training programmes which are designed to build and enhance the capacities of its members. This unit will not serve the CSA alone but must also be available to all NSS members as well as to the partner university departments and research institutes. It should also be borne in mind that attractive remuneration is important to retain the professionals in the CSA with Mathematical Statistics and survey practice background. NSS-NSDS II Page 26

2.7 Legal Framework for Statistics

2.7.1 The Legal Framework for statistics: The existing situation The current legislation for the establishment of the Central Statistical Agency, named ‘Statistical Proclamation and Directives’ was enacted on 20th April, 2005. It is cited as CSA Establishment Proclamation No 442/2005. The proclamation allows the CSA to prescribe the procedures and methods for the collection, compilation, classification and dissemination of statistical data. It also determines the type and particulars of statistical data to be collected and the period of collection, and monitors the execution of the same. In line with the legislation, the CSA is responsible for designing the National Strategy for the Development of Statistics (NSDS) and to give schedule of production of statistics in collaboration with the component members of the NSS. The CSA also has the responsibility of developing a compendium of standards so as to make data comparable across the NSS. According to the legislation, the current practice is that  The DG and DDGs are appointed by the Prime Minister on the recommendation of the Commissioner (NPC). The appointments of other employees are made according to the civil service regulations.  The titles ‘General Manager’ and ‘Director General’ are used interchangeably in the proclamation for the CSA Chief Executive Officer.  The members of the NSC are appointed by the Commissioner (NPC) in consultation with the Director General. The functions of the Council include:  Approval of the documents prepared for the use of the NSS; and  Ensuring that MDAs are obliged to supply information and data to the CSA.

2.7.2 The Legal Framework for Statistics: The desired situation An effective NSS is underpinned by an appropriate statistical legislation in line with the UN Fundamental Principles of Official Statistics (FPOS). Such legislation should provide for an enabling institutional and regulatory framework for the production and management of official statistics. It should also ensure professional independence of a National Statistical Agency and NSS-NSDS II Page 27 other agencies within the NSS to enhance the integrity, impartiality and credibility of official statistics as well as data confidentiality. The provisions of the law must be aligned and made to rest on the ten Fundamental Principles of Official Statistics with respect to:  Impartiality in data release;  Use of sound methodology in producing statistics in ethical and professional manner;  Presentation of statistics according to scientific standards and in user-friendly way;  The Agency’s entitlement to comment on the erroneous interpretation and misuse of statistics;  Production of statistics utilizing all sources including surveys, censuses and through administrative records, choosing the appropriate source or combination of sources in terms of quality, timeliness, costs and burden on respondents;  Protection of individual information through strict confidentiality provisions;  Making the law guiding statistical industry public;  Strict and explicit coordination of statistical agencies in data production across the NSS;  Use of statistical standards, concepts, definitions, classifications and methods as developed internationally and modified nationally;  Bilateral and multilateral cooperation in statistics for the sake of strengthening the NSS. In addition, auditing of statistical quality by the CSA for data to qualify as official statistics for all MDAs should be categorically stated in the law.

2.7.3 The Legal Framework for Statistics Analysis An effective NSS is underpinned by an appropriate statistical legislation and supporting declarations to provide proficient institutional and regulatory framework for production, dissemination and utilization of official statistics. Such legislation guarantees strong integration of statistical activities by different organizations, institutions and other agencies within the NSS to enhance reliability, impartiality and credibility of official statistics as well as data confidentiality. In this regard, the CSA Establishment Proclamation of 2005, No.442/2005 has become inadequate with respect to the placement of compulsory authorization within the entire NSS to facilitate and synchronize statistical assignments. Besides, the law does not clearly NSS-NSDS II Page 28 empower the CSA to perform the endorsement of statistical coordination and alignment. Such inconveniences have brought about significant duplication of efforts and resource use in statistical activities, at the same time leaving considerable data discrepancy between and among different statistical data producers. This needs to be sorted out with a sense of urgency. The CSA, as provided for under the NSDS I, was to address some of the challenges arising from huge data demands. However, the CSA alone could not rectify the situation without the other entities complementing the efforts of the NSS. The statistical law does not adequately empower the CSA to perform its supervisory role of the NSS. This is so because:  Sector ministries, agencies and institutions within the NSS have regulations from which they derive their mandate. These regulations exist side by side with the 2005 Statistics Act, with no clarity as to which one superseded the other.  The 2005 Act is essentially considered by members of the NSS as a CSA Act and not for the entire NSS. The Statistical Act does not certainly define the roles of the CSA in relation to all the other components of the NSS.  The Law mainly emphasizes the activities of those involved in gathering and producing statistical data through surveys or administrative records. In particular, it does not indicate responsibilities and fails to mention the criteria that should be employed by users, suppliers/providers of statistics... Thus, it is necessary that the CSA’s responsibility in coordinating the activities of the other members of the NSS must be explicitly stated in the law. To this effect, a strong coordination unit should be established at the CSA. In the review of the law, the CSA’s institutional arrangement must also be stated much more clearly. Any other law of other agencies with respect to data generation that conflicts with the existing NSS statistics law should be aligned with it or totally repealed. The law should also have provisions for financing statistical developments and operations across the NSS. In sum, a harmonized and comprehensive statistical law governing the coordination, guidance and fostering all statistical operations should be put in place to ensure the smooth and effective functioning of the CSA and other components of the NSS. NSS-NSDS II Page 29

2.8 Human Resource Development and Management

2.8.1 Human Resource Development and Management: The existing situation At the establishment of the CSA, the approved human resource size was 3,828.Of these, 741 (19.4%) were to be professionals, 1797 (46.9%) sub-professionals and1290 (33.7%), supporting staff. However, the current total size is only 2,492. The 25 branch offices account for 77% of those in position. The huge size of staff in the field offices has been due to the fact that data collection activities are carried out at the branch offices. Unfilled posts account for35% (1,336) of the establishment size. The current structure has three Deputy Director Generals reporting directly to the Director General. The DG and the DDGs have the following organizational elements under them: NSS-NSDS II Page 30 Table 2.2 Current Organizational Elements under Each Principal Officer DG DDG(1) DDG(2) DDG(3) Directors for Statistical Surveys & NSS Coordination & Population/ Vital Censuses Operations Statistics  Ethics Liaison  Agriculture, Natural  National Statistical  Population  Legal Service Resources and Data Quality and Statistics  Audit and Inspection Environment Statistics Standards  Vital Statistics  Procurement &Property  Business Statistics Coordination  GIS & Administration  Household Surveys  Information System Cartography  Finance Administration and Price Statistics Technology  Gender Mainstreaming  Editing, Data Entry  Public Relations and Data and Computer Data Dissemination Cleaning  Printing Service  Statistics Branch  Planning and Change Offices Management  General Services, Materials and Maintenance Administration  Human Resources Management and Development  Oversight of the works of - DDG(1) - DDG(2) - DDG(3)

2.8.2 Human Resources Development and Management: The desired situation Human capital is the main valuable resource of organizations, particularly for those that engage in managing and analyzing statistical data. For managing diversified statistical information opportunities for training and advancement to the staff dedicated to data collection and NSS-NSDS II Page 31 production activities should be provided. The training section of the system should be strengthened so as to provide applied statistical training provision for the CSA and the NSS statistical units. It is expected that in the coming five years of the NSDS II implementation period the CSA and the entire NSS members and other key stakeholders will be properly and adequately staffed to ensure top performance in the data generation venture. It is also intended that the workforce at all levels will be well motivated and contribute their best to the effective and efficient functioning of the system. To enhance users’ capacity to make the best use of data and to promote the management of results throughout the country, user analysis and in-depth training is required. A training complex or facility, together with knowledgeable subject matter experts from the CSA, various research centers and academia, is essential to explain matters and assist users to find their way around the databases. Moreover, as observed in the SWOT analysis, the NSS is characterized by high staff turnover. Thus, it is essential that professionals transfer their knowledge and expertise to the various statistical institutions. This should be done in three major ways: First, senior staff should transfer their accumulated knowledge and statistical skill to more junior team members. This should be institutionalized and scheduled for training and transfer of applied statistical knowledge. Second, the value chain process for the production of each collection and system should be fully documented and available to all. The documents should not be static but updated and reviewed in terms of quality. This will ensure that knowledge and statistical procedure is not lost. This activity must be built into work programmes and form part of the performance assessment process. Third, continuous upgrading of skills is important, and training can act as an incentive to staff to remain within the government service. Therefore, in the coming five years of the NSDS II implementation period different human resource improvement intervention programmes need to be devised in an integrated manner.

2.8.3 Human Resources Development and Management Analysis There is no doubt that the NSS needs to be adequately staffed with well-motivated and well- qualified human resource with the requisite knowledge and skills for the overall production, supply and use of statistics. Users also have to be empowered in handling, accessing and using data from statistical reports and existing databases for the tasks of planning, monitoring and evaluation and for policy formulation. The importance of the NSS relies solely on statistical data NSS-NSDS II Page 32 production to meet users’ needs. The NSS staff should, therefore be able to professionally maintain the quality of the output data. Central Statistical Agency has done assessment on training needs for the entire NSS. The result from this assessment shows that the human resource in all sectors including CSA needs technical capabilities and support to perform statistical duties. These capacity building activities will improve the production of statistical data with better result. Then after, CSA prepared a training curriculum and syllabus which will be used in the coming training programme. To make the training center operational short term trainings should be arranged to CSA staff. The existing situation, however, does not seem to be fully supportive of the CSA to carry out its duties and responsibilities adequately. One common observation in this connection is that there is high turn-over due to low salary scales and inadequate services. Yet, the CSA needs at all times skilled professionals who are truly satisfied with their jobs to handle the various functions of the Agency with interest and commitment. At the sectors, the situation is even more precarious. Across the sectors and sub-national statistical systems, the concerns are that  There is no planned and organized training to build and improve the skills and knowledge of the staff, which resulted in a weak MIS/SAS;  There is high turn-over of staff;  There is no staff or committee designated for data quality review (no statistical structure on the ground);  There are unfilled positions;  The salary scales are low and there is lack of incentives; and  There is a dearth of senior level officers, little training for the officers in post, and operations are not formally planned. Generally, across the NSS, the MDAs could not attract skilled statistical professionals because of low pay when compared with similar institutions in the country. Thus, if the national system is to operate effectively, it is imperative that the human capital within the entire NSS is strengthened. Since the CSA is an autonomous agency and statistical NSS-NSDS II Page 33 production is a technical and knowledge industry, there is a need for better salaries and working conditions, to attract and retain qualified and experienced staff.

2.9 Funding Statistical Development

2.9.1 Funding Statistical Development: The existing situation Over the past five years, the Government allocated 905.3 million Birr for recurrent and capital costs. Out of this, a total of 850.5 million Birr was released and utilized. The capital budget, which was used to cover costs of surveys and censuses undertaken by the Agency, accounted for 73% (659.1 million Birr) of the total budget allocated. The recurrent cost, which amounted to 246.2 million Birr, was allocated for staff salary and other related expenses. Table 2.3 Government Financial Contributions for the Period 2010/11 to 2014/15 (Eth. Birr in thousands) Recurrent 2010/11 2011/12 2012/13 2013/14 2014/15 Year Total (2003) (2004) (2005) (2006) (2007) Allocated 38,552.9 48,652.1 50,936.4 52,883.9 55,160.2 246,185.5 Disbursed 37,996.3 47444.0 47,455.5 59,896.9 55,160.2 247,952.9 % disbursed 98 97 93 113 100 101 Capital 2010/11 2011/12 2012/13 2013/14 2014/15 Year Total (2003) (2004) (2005) (2006) (2007) Allocated 71,122.4 154,001.5 107,200.3 142,396.2 184,395.5 659,115.9 Disbursed 65,322.3 146,666.3 101,712.3 104,419.3 184,395.5 602,515.7 % disbursed 92 95 95 73 100 91 NSS-NSDS II Page 34 Recurrent + Capital 2010/11 2011/12 2012/13 2013/14 2014/15 Year Total (2003) (2004) (2005) (2006) (2007) Allocated 109,675.3 202,653.6 158,136.7 195,280.1 239,555.7 905,301.4 Disbursed 103,318.6 194,110.3 149,167.8 164,316.2 239,555.7 850,468.6 % disbursed 94 96 94 84 100 94 It can be seen in the tables above those disbursements for recurrent expenditures between 2010/11 and 2014/15 ranged between 93% and 113% (over 100% disbursement rates indicated extra budgetary release beyond earlier budget levels, which was the case in 2013/14). Over the five- year period the disbursement rate was 101 % (248 million Birr expenditure against budget of 246.2 million Birr). Regarding capital expenditure, disbursement rates between 2010/11 and 2014/15 ranged between 73% (2013/14) and 100 % (2014/15).The overall budget disbursement was 91%. When the capital and recurrent budgets are examined, disbursement rates ranged from 84% in 2013/14 to 100% in 2014/15. The three earlier years had 94%, 96% and 94%, respectively. In addition to the central government, other contributors during the same period were ministries, development partners and other international organizations which are listed below along with their contributions. NSS-NSDS II Page 35 Table 2.4 Contributions by other Governmental, Non-Governmental and International Organizations for the period 2010/11 to 2014/15 (Eth. Birr in thousands) Ser. Organization & 2010/11 2011/12 2012/13 2013/14 2014/15 Total No Project 1 World Bank Rural Socio-economic Survey Allocated Cost 31,852.0 2 UN Women Time Use Survey Allocated Cost 1,657.3 3 World Bank Rural Socio-economic Survey-Pastoralist Areas Extension Allocated Cost 1,440.0 4 Food and Agriculture Organization Area Frame Pilot Survey Allocated Cost 2,694.0 5 Ministry of Agriculture PSNP Allocated Cost 7,646.7 6 Bureau of Labor and Social Affairs of Addis Ababa Administration Employment Survey Allocated Cost 2,953.7 7 World Bank Improving Measurement of Agricultural Productivity Through Methodological Validation and Research (Land, Soil and Production Measurement Experiment) LSMS-ISA Allocated Cost 2,810.4 8 Ministry of Urban Development and Construction Survey of Construction Allocated Cost 2,992.9 9 International Food Policy Research Institute Feed the Future Allocated Cost 5,151.2 10 Africa Development Bank Statistical Capacity Building Allocated Cost 2,593.6 11 Development Partners & Ethiopian Government Promoting Basic Services Programme-Phase III Allocated Cost 98,201.1 12 Ministry of Agriculture Sustainable Land Management Project (SLM) Allocated Cost 8,103.1 13 Ministry of Agriculture Agricultural Growth Program (AGP) Allocated Cost 12,644.7 NSS-NSDS II Page 36 Contribution by other Governmental, Non-Governmental and International Organizations cont…… (Eth. Birr in thousands) Ser. Organization & 2010/11 2011/12 2012/13 2013/14 2014/15 Total No Project 14 UNECA Mobile Technology Based Data Collection Project (MTBDC) Allocated Cost 2,373.2 15 Food and Agriculture Organization (FAO) Area Frame Pilot Survey, Rapid Crop Forecasting and Land Cover Classification Allocated Cost 3,654.6 16 World Bank Statistics for Result Allocated Cost 7,208.9 These additional fund injections all went into survey operations execution. It was clear that the government of Ethiopia had taken high level responsibility to fund statistics. The government’s share amounted to884.84 million Birr while the contribution of external funding was 278.62 million Birr.

2.9.2 Funding Statistical Development: The desired situation Innovative investments will be compulsory in the statistical system to cope with the increased magnitude of statistical demands and to promote greater use of statistics in policy development and monitoring. In addition, accommodating the new data needs and emerging cross-cutting issues like gender and environment in the statistical domains requires a huge amount of finance. To engage in methodological researches and statistical system development as well as the implementation of modern data collection devices and statistical infrastructural development, a huge amount and an efficient utilization of funds is needed. Moreover, managing a continuous system assessment and accreditation of data produced and delivering an overall capacity development within the NSS as part of the coordination of the system requires a considerable amount of finance to b available. Therefore, emphasis should be given to ensuring sustainable funding from the government and donors so as to accomplish the task of implementing the national statistical development plan which has been designed for the next five years. NSS-NSDS II Page 37

2.9.3 Analysis of the Funding of Statistical Development To achieve the desired statistical goal as indicated in the detailed work program (see annex F) and to improve the physical and statistical infrastructure adequate finance should be mobilized and funding must be synchronized with the defined strategy. During the NSDS II implementation period in the coming five years, a total of 294 million USD is required from sources. Eighty per cent of this is to be covered by the government while the remaining 20% will be expected from development partners. To be able to secure the total budget the CSA should take the lead to initiate discussions with NPC and donors groups. Table 2.5 Financial Requirement & Contribution for the Period 2015/16 to 2019/20 (USD in thousands) 2015/16 2016/17 2017/18 2018/19 2019/20 Year Total (2008) (2009) (2010) (2011) (2012) Recurrent 2,681,764 2,907,070 2,562974 1,926,096 1,561,430 11,639,334 Capital 31,739,221 67,017,947 109,070,601 67,703,075 12,718,649 288,249,493 Donor 10,652,316 7,455,706 27,904,542 4,421,082 6,808,675 57,242,321 Total 45,073,301 77,380,723 139,538,117 74,050,253 21,088,754 357,131,148 Note: 1) The budget for the year 2017/18 is required to undertake the 4th round population census. 2) The budget for the year 2018/19 is required to undertake the 2nd round Ethiopian Agriculture enumeration. After the launching of the NSDS II, a donors’ conference for both the public and private sectors will be held to seek their financial support in view of their general and specific areas of intervention.

2.10 Infrastructural Development

2.10.1 Infrastructural Development: The existing situation Physical infrastructure: The CSA, through the World Bank’s Statistics for Results Facility Project (SRFP), proposed to construct standard branch offices in Ambo, Bahirdar, Mekele and Hawasa. A sum of ten million US dollars has been made available for the first phase of the construction of four branch offices and other statistical modernization activities. Meanwhile, two NSS-NSDS II Page 38 blocks of six storeys each have been planned to be built at the CSA headquarters; one is completed and furnished while the other is currently under construction. From the second year of the NSDS II the government will allocate budget to construct two branch office buildings every year, which means that the construction of eight branch office buildings will be finalized at the end of the plan period. All in all, the completion of the twelve/ branch office buildings and the other blocks at the headquarters will take place during the implementation of the NSDSII. At the CSA headquarter offices where we are going to have two modern office blocks; the completed block has been barely equipped with essential office equipment. In the old office blocks, the equipment sets are now obsolete and some are non-functional. The majority of the 25 branch offices operate under rental arrangement. Currently the CSA has a total fleet of 238 vehicles out of which 156 are in good functioning condition while57 are undergoing major repairs. The remaining 25 are out of use. Out of the 156 that are functioning properly, only 107 are available for field work (see Annex B). Statistical infrastructure: This consists of the frame of geographic enumeration areas. Master sample from this frame is available for continuous survey system, business register, documents prepared for setting and maintaining standards such as naming and coding, compendium of standards, concepts, definitions, methods, classification of all economic activities (ISIC4), International Standard Industrial Classification of Economic Activities, International Standard Classification of Occupation (ISCO-08), Ethiopian Data Quality Assessment Framework (EDQAF), Data Dictionary, guide manuals for conducting various types of surveys and censuses, compilation of meta data, legal frame work, resource center (library) data, etc. Statistical infrastructure also includes prepared documents to guide data production processes, which bring about standards in data production and management for all agencies producing information. The CSA also has the responsibility of developing a compendium of standards so as to make data comparable across the NSS. ICT infrastructure: The Central Statistical Agency currently has an IT infrastructure encompassing both the WAN (Wide Area Network) and LAN (Local Area Network). The LAN integrates the two compounds of the CSA which are approximately 500 meters apart. The WAN is realized through a virtual private network, connecting the 25 branches of the CSA. The NSS-NSDS II Page 39 organization also has a 30 Mbps internet connection using FTTH (Fiber to the Premise) and static IP addresses in order to host its web services including its official website. Some of the other web services hosted in its premises include Country STAT, ENADA, Ethio-Info, and IMIS. These web services, along with the official website, are used as a major data dissemination channel. The agency also has a datacenter which is currently in the process of migration to the new building. It has some modern devices including the Cisco 6500 series core switches. Most servers residing in the data center are virtualized or are in the process of being virtualized using VMware technology, and the Agency has signed a direct support contract with the vendor. The future plan for the Information System Technology (IST) Directorate is to have service level Agreement (SLA) for the equipment in order to avoid interruptions of services and ensure a maximum protection of the equipment at hand. The Directorate also has a plan to implement Centralized UPS system and Disaster recover off-site backup at the Adama Branch.

2.10.2 Infrastructural Development: The desired situation An integrated and robust infrastructural development supports and enhances a statistical system performance in the generation of comprehensive, reliable and high quality statistics. Three areas of infrastructural development are crucial and important, namely, physical including office buildings and sets of office equipment; statistical, and ICT infrastructures. By harnessing information and computer technology in all the processes of data production, statistical production and dissemination will be more efficiently and effectively carried out so that data release can be hastened, improving timeliness, the quality of data and access to statistics. Open source software should be used where appropriate to reduce costs and provide for migration to the following software generations. Ideally, statistical software should be integrated using common standards and unified databases across surveys and other statistical activities. Common databases across the NSS are desirable and the Central Statistical Agency ICT policy needs to be reviewed towards these innovations. NSS-NSDS II Page 40

2.10.3 Infrastructural Development Analysis At present, physical and statistical infrastructures are inadequate, and this is more so at the branch offices. A reasonable level of comfort and convenience has to be created in the working environment. Rental arrangements for branch offices are unsuitable for future expansions. Field data collection must be carried out rapidly, supported by adequate and efficient transport facility. There is serious shortage of vehicles at present equipment. During the NSDSII implementation, the fleet for field work needs to be twice the current number. The CSA has produced a good number of statistical infrastructure documents that only need regular updating. However, there are some, such as the National Business Register, that have not yet been prepared. The CSA and members of the NSS must give attention to preparing and acquiring statistical infrastructures that are needed to enhance their work efficiency. The key ones in this regard are the NBR and the Resource Centre (Library). There is a need for the thorough documentation of all the data being produced and used currently and also for future data needs. All data components, data sets and their sources need identification and documentation in a data dictionary. This data dictionary will be an essential tool for the NSS to ensure regular documentation through which emerging data needs can be identified and accommodated. Investments in information and communication technology are needed to improve the quality of published statistics, increase efficiency by reducing cost and the time taken to complete tasks and to improve and increase access to data. Hence harnessing ICT to enhance the performance of the NSS is essential. Specific objectives in ICT investment include:  Increasing computer-aided data capture;  Geo-location of data;  Improving data communications between the central and branch offices and between the NSS members;  Modernizing and improving data processing methods to take into account computer-aided data capture and permit localized / decentralized data processing where appropriate; NSS-NSDS II Page 41  Improving data analysis tools;  Improving and making data dissemination more accessible including a revised website that has greater bandwidth;  Protecting Basic Services (PBS) to support data security and reliability; and  Training in the use and management of these tools. NSS-NSDS II Page 42

2.11 SWOT ANALYSIS The review and SWOT analysis carried out at the end of the NSDS I identified the strengths, weakness, opportunities and threats of the NSS in Ethiopia. A number of challenges facing the NSS were also identified through a thorough examination and analysis of the system as a whole. Thus, the design and development of the NSDS II has been guided by the results of the SWOT analysis. Besides, the results of the NSDS I end-of-term review and analysis have been incorporated as inputs and recommendations in the preparation of the NSDS II. The core findings of the SWOT analysis and the recommendations from NSDS I end-of-term evaluation are summarized below. Strengths 1. The existence of a well experienced CSA with its branch offices in all the regional states of the country enhances not only data collection nationally but also initiates the need for the coordination of all sectors (MDAs) and regional state statistical systems which highly ensures the production of impartial and credible official statistics; 2. Team work spirit exists among the CSA and MDAs/Regional States and the staff of the NSS, and all members also acknowledge the need for a strong NSS; 3. An up-to-date frame of geographic Enumeration Areas (EAs) is available for use of all stakeholders as framework for conducting all household surveys in Ethiopia; 4. Competencies and unique capabilities are available in institutions within the components of the NSS giving these agencies comparative advantage over others in performing certain statistical tasks (carrying out population and economic censuses and large-scale surveys by the CSA, undertaking school censuses under EMIS by the Ministries of Education at both Federal and Regional levels and compiling indicators from health statistics by the Ministry of Health at both the Federal and Regional levels); 5. Delivery of statistical as well as analytical reports and other deliverables from different surveys conducted by the CSA and other NSS members; 6. Existence and harnessing of ICT and Geospatial Information Technology Infrastructure to support the data production process, data management and flow and data exchange; NSS-NSDS II Page 43 7. Availability of space for data storage, facility for data back-up and existence of web- based portal and some sectoral websites as enhancer for data dissemination; 8. Established programme for statistical production at the CSA and in some few sectors; 9. Programmed recruitment of staff to fill the gaps in manpower; 10. Physical Infrastructural Plan available with two blocks of offices at the headquarters (one completed and the other under construction), four regional offices, with the budget allocated from SFR project. 11. The Central Statistical Agency has a good reputation in ensuring regular data supply to users with its maintenance of high ethical standards, effective data dissemination and smooth data exchange; 12. Existence of an operating legal framework (although it needs to be reviewed to accommodate all producers of statistics in the NSS); 13. Established programme for statistical production both at the CSA and in some few sectors along with the use of sound methodology and procedures in line with national and international standards; 14. Development and adoption of the Ethiopian Data Quality Assessment Framework (EDQAF) for the NSS, the preparation and utilization of a compendium of standards, coding structure and classification documents; 15. Administrative reform and establishment of NSDQSCD; and 16. Accumulated experience over the last several years. Weaknesses 1. Absence of Sectoral Strategies for the Development of Statistics in all sectors; 2. Inadequate human power both in terms of number and skills, including IT experts for the data production process; 3. Below standard state of Management Information System for many sectors (although a few sectors have good operational MIS through which indicators are produced) and absence of training to establish and operate MIS; 4. Inadequate resources and supporting logistics for statistical production; NSS-NSDS II Page 44 5. Lack of support from the management of the sectors for the creation of statistical outfits (Units/ Sections/ Divisions/ Departments) leading to poor organizational/Institutional set up for the data production process; 6. High Staff turn-over due to low salary, absence of training plan for updating professional career, absence of incentive/motivation to retain staff and lack of conducive working environment for statistical work; 7. Lack of data management software and databases in many sectors and absence of regular updating where available; 8. Lack of a frame of establishments on economic activities (Business Register); 9. Gaps in data in the areas of environment, tourism, horticulture, gender responsive statistics and in other emerging issues; 10. Lack of statistical awareness and hence low level of cooperation (or unwillingness to cooperate)in statistical operations on the part of the data providers (respondents), whether at the household level or at establishment level and a tendency to provide inaccurate information and poor data quality; 11. Inadequate statistical advocacy to raise the profile of statistics in the country and non- involvement of the media to create statistical awareness generally and lack of dissemination policy and plan, as well as poor facility and infrastructure for effective dissemination of statistical products in an impartial manner. 12. Weak institutional knowledge management and functional organizations for statistical production within the NSS; 13. Poor internet connectivity; 14. Unequal statistical capacity across the NSS; 15. Poor record keeping, which hampers the development of administrative statistics from records of administrative actions – weak Management Information Systems across most of the MDAs and their respective regional as well as intermediate counterparts; 16. Lack of strong coordination within agencies (MDAs, Regional States and Intermediaries) and across the NSS, resulting in poor outputs in terms of statistical products and services. NSS-NSDS II Page 45 Opportunities 1. Government interest and commitment to developing and strengthening the statistical system. 2. Increasing demand for timely and high quality data by the government, other users from the private sector, donor community and general public (adoption of evidence-based management; 3. Institutional change across the civil service, doing away with unnecessary bureaucracy, promoting accountability, transparent working system, modernized and efficient daily performance evaluation and resource utilization system along with strong management follow-up (government reform programme); 4. Existence of the National Statistical Council; 5. Acceptance by the donors to support statistical development both financially and technically; 6. Opportunity to learn from peers across other National Statistical Offices and participation in initiatives and cooperation with regional, continental and international organizations; 7. Opportunity to diversify disciplines to include such areas of expertise as Biostatistics, Informatics, Environment Science and Resource Management in the recruitment of new entrants to the Agency; 8. Paradigm shift in statistical development planning, leading to the preparation of NSDSI and now NSDSII. NSS-NSDS II Page 46 Threats 1. Lack of the will to improve the conditions of services, including raising salary scales for the statistical work force across the MDAs and the CSA; 2. Conflict in legal provisions across the NSS; 3. Geographical inaccessibility in the process of statistical operations; 4. Poor conditions of services for the statistical personnel and sub-standard working environment, possibly hampering the rebuilding of strategies for the NSS; 5. Varying reporting requirements of donors that are not harmonized or aligned with the national reporting standards. NSDS I End-of-Term Review Recommendations The following recommendations, among others, were made at the end of the NSDS I:  Plan to undertake User-Producer forums, including the media, focusing on specific areas on a more regular basis such as annual or biannual to monitor whether their specific requirements have been undertaken according to schedule;  Obtain feedback from users through user-satisfaction surveys;  Based on the lessons learnt from the previous assessments, extend assessment of statistical systems and products using EDQAF to more MDA’s and repeat the process every two to three years;  Update and continue implementing the human resource development strategy and build capacity amongst all levels of statistical personnel so as to provide swift flow of statistical services between and among the NSS;  Include all statistical modernization and methodological improvement of human development strategy plans;  Ensure institutional memory in the CSA by the documentation of meta-data for all activities;  Enlist the support of all the National Statistical System members in the review of the Statistics Law of 2005 so as to facilitate the efficient coordination of the NSS;  Improve access to the CSA website by, among other things, increasing bandwidth through negotiation with the service provider; NSS-NSDS II Page 47  Develop a statistical code of conduct and review existing protocols to ensure open access to data;  Assist other ministries, agencies and departments within the NSS to produce Sector Statistical Work-plans;  Take full advantage of the concurrent preparation of the GTP II and the NSDS II by responding to monitoring and evaluation needs of the former including statistical capacity building;  Explore the possibility of incorporating new focus areas of policy makers, including labor market information; environment; tourism, fishery, floriculture, detailed economic statistics, especially for the manufacturing sector, informal sector and investment; and non-traditional agricultural products;  Create formal NSS Coordination Committees: one for the NSS and another for the donors that will meet regularly with clear TORs developed;  Improve and expand sources of data to include more administrative records that are professionally anonymized such as Vital Events; phone call logs; bank transactions; police records;  Extend automated field data collection mechanisms such as the CAPI and PDAs to more surveys to improve both the quality of data collection as well as processing speed to minimize the gap between data collection and dissemination;  Extend coverage of external trade statistics to include compilation of import/export indices;  Extend coverage of agricultural statistics to include pastoral areas (non-sedentary areas);  Include appropriate modules of the informal sector / non - farm activities in regular household surveys;  Publish and disseminate more statistics at sub – national level (woreda level);  Improve capacity of sub-national institutions to do their own statistical activities;  Expand research and analytical capabilities by partnering with universities and research centers;  Establish MoUs with other ministries, agencies and departments including, the Ministries of Trade, Industry, Construction and Urban Development; and the Customs and Revenue Directorate on Business Registration and other processes; NSS-NSDS II Page 48  Consolidate the process of keeping geo-referenced data at the CSA; and  Develop partnerships with local and international organizations. NSS-NSDS II Page 49 CHAPTER THREE: Vision, Mission and Core Values

3.1 Vision To become an authoritative, trustworthy and world class provider of statistics.

3.2 Mission To establish an integrated and well-coordinated NSS under the guidance and leadership of the Central Statistical Agency, professionally producing official statistics that meet the current and evolving needs of users in a transparent and timely fashion, using standards and best statistical practices.

3.3 Key Core Business In order to fulfill the above mission, the following shall be the core business that shall represent Key Success Factors (KSF): Production and Dissemination of Social Statistics The range of social statistics will include, statistics and indicators of population and demography, migration and vital statistics, statistics covering all gender issues, labour and employment statistics, culture statistics, education statistics, health statistics including disabilities, geo-information and poverty statistics; Production and Dissemination of Economic Statistics These are National Accounts (macro-economic aggregates), finance and external transaction statistics, price statistics, external trade statistics, manufacturing, building, construction and distributive trade statistics, statistics on businesses (large, medium, small and cottage enterprises), and agriculture including livestock and fisheries. Production and Dissemination of other Statistics These cover environmental statistics, land degradation/erosion rates, desertification statistics, water and sanitation, meteorology, natural and man-made disasters, wood and fuel consumption, energy use and production, infrastructure statistics including electricity NSS-NSDS II Page 50 generation and communication, science and technology statistics, governance statistics, etc. Provision of Professional Statistical Services Services provided in this category include the development and preparation of statistical infrastructures for the overall use of the statistical community, technical advice on survey methodology and sampling, data processing, survey implementation and management for other bodies outside the CSA and performing special tabulations and analysis for users of data, re-engineering the system of administrative statistics (SAS) for the entire NSS, coordinating the NSS, data quality assessment of the NSS, training programmes and on- the-job guidance for the entire statistical community.

3.4 Core Values and Principles In addition to being based on and aligning with the Fundamental Principles of Official Statistics (FPOS),all stakeholders within the NSS shall adopt, cultivate and be guided by the following sets of values and principles: User-friendliness Users are the reason for the NSS to be in the business of statistical production. Therefore, the NSS shall be user-demand compliant in responding to user needs and priorities and in reporting/ presenting statistical information. Integrity The NSS shall remain objective and impartial in the analysis and interpretation of data produced and in the release of statistics. Therefore, the NSS will strictly follow a calendar that is prepared and released in advance. Supplier Motivation The NSS shall have a programme for the motivation in terms of awareness creation of suppliers of data/statistical information to secure their cooperation for timely and truthful NSS-NSDS II Page 51 submission of data. In addition, it shall design programmes in a way to avoid inflicting response burden on the suppliers of data. Data Quality For the NSS to be respected and be relied upon as authority in giving quality service, its statistical products and outputs must pass when subjected to the tests of the dimensions of quality, timeliness, consistency, completeness, coherence, reliability, and relevance under the Ethiopian Data Quality Assessment Framework (EDQAF). For continuous improvement in quality of products and services, NSS will embrace the principles of Total Quality Management (TQM). Efficiency Since efficiency is a guarantee for success, the NSS shall promote efficiency by encouraging teamwork, networking, collaboration, motivation, innovation, and cost- effectiveness within the NSS. Sustainability The NSS must focus on achieving sustainability of its services by ensuring stability of a contented work force and funding processes of its operations. Professionalism A high level of professionalism must be brought into the production of statistical outputs using internationally acceptable methods, procedures, and practices so as to retain stakeholders' trust in Official Statistics. Confidentiality In order to retain the trust and confidence of the suppliers of data, individual data submitted by respondents, whether they are natural or legal entities, shall be treated with utmost confidentiality throughout the process of compilation and presentation and must be used exclusively for statistical purposes as required by the statistics law. NSS-NSDS II Page 52 Regulatory Framework The NSS shall, at all times, respect the law, regulations and measures underpinning the production processes and should ensure that the provisions of the Act is made public and is meticulously implemented. Effective Coordination Coordination, along with collaboration and cooperation, is a critical value that must be upheld in statistical production, management and dissemination by the NSS in order to achieve the synergy and efficiency of the system and as the only way to attain an integrated NSS. Accountability and Transparency The NSS shall strive to promote accountability to the public through the provision of reliable and relevant statistics and by ensuring transparency in the data production process, especially in the methodology used for production. Standardization of Process The process of generation as already adopted nationally is in line with the Fundamental Principles of Official Statistics, the African Charter on Statistics and the Ethiopia Data Quality Assessment Framework (EDQAF), to mention only a few. Moreover, the choice of sources of data (surveys, censuses and administrative records) should be based on quality, timeliness and cost. NSS-NSDS II Page 53 CHAPTER FOUR: STRATEGIC FRAMEWORK

4.1 The Basis of the Development of Strategic Framework A thorough situation analysis of the National Statistical System, followed by a SWOT analysis, made it clear that the system is facing a number of challenges, which have to be addressed for the NSS to achieve its vision through the accomplishment of its mission. Some of these challenges include the following.  The CSA Establishment Proclamation and Directives of 2005, No.442/2005 has become inadequate with respect to encompassing the entire NSS; in particular there is lack of explicit provision for coordination. This law, therefore, requires a comprehensive review.  Data Development situation analysis indicates that there is lack of coverage of some needed and emerging areas such as the environmental sector, manufacturing sector and statistics on gender issues. Substantial improvements are needed in the methodology of production and compilation of statistics from the Management Information System and the System of Administrative Statistics, as well as in the use of data for monitoring and evaluation, quality assurance and effective dissemination. There is also a need for further analysis so as to turn data/statistics into information.  The coordination between and within the NSS is weak.  There is inadequate placement of statistical units within governmental set-up and lack of effective organizational structures across the NSS.  There is inadequate staffing of the CSA and the sectors as a result of high turn-over of staff and poor conditions of service for the staff of the NSS. The replacement process to fill vacancies has been very slow and has been overtaken by increased attrition rates.  Infrastructures in terms of physical, statistical and ICT that are required to support data production in an efficient manner to meet data demands are not adequate.  The functional outfit for research, methodological development and statistical standards setting to handle the testing of innovations is not well-organized.  Statistics holds a low profile in the country due to lack of statistical advocacy and awareness raising programmes. NSS-NSDS II Page 54  Data production situation at the sectors is very weak and the lack of Sector Strategies for the Development of Statistics is negatively affecting NSS-wide statistical development.  There is little coordination of funding arrangements for statistics development in the country, particularly with respect to donors.  The CSA has inadequate staff to carry out its mandate of coordinating the MDA statistical activities.  There is inadequacy of fund and staff, particularly at the sectors for statistical work. Some sectors even have no statistical function outfits, and usually there is no budget line to provide resources for statistical work.  There is a strong need for more formal working relationships between the National Monitoring and Evaluation System and the NSS. In particular, the NSS should provide data as demanded by the NM&E System.  The capacity of many data users needs to be enhanced so that they can work out better specifications of their data needs and make active use of the data provided to them.  Data presentation requires improvement by the producers in order to encourage data use. User-friendly presentation of data is one of the attributes of a good NSS.  There is a strong need for developing and operationalizing databases both at the sectoral and the CSA levels for easy accessibility of data to all the categories of users.  Inadequate attention has been paid to harnessing ICT for all stages of data production and use, particularly at the data collection stage.

4.2 Addressing the Challenges The NSS needs to overcome these challenges by devising strategies under a number of strategic themes. The strategic goals embrace the central thrusts and performance areas which the NSS must pursue in order to accomplish its mission and achieve its vision. The following strategic objectives are considered important for the NSS: 1. Mainstreaming the statistical systems outside the CSA into the NSS so as to achieve a more efficient use of resources; 2. Improving the statistical information base both in coverage and quality; NSS-NSDS II Page 55 3. Building sustainable capacity for data production, management and use; 4. Raising the public profile for statistics; 5. Providing guidance and assistance and developing skills that may be required by users, providers and producers of statistics; 6. Promoting cooperation, collaboration and coordination and rationalization among users and producers of statistics both at the centre, MDAs, and regions and woreda (districts) to prevent duplication of efforts while promoting unified organizational approach; 7. Promoting and supporting results-based management and policy formulation, which is informed by evidence (data) as may be retrieved from operational databases; and 8. Promoting financial coordination for the entire NSS.

4.3 Strategic Themes Seven strategic themes have then been derived from the identified challenges facing the NSS. These themes will facilitate the attainment of the NSS vision and guide the work that has to be accomplished at different levels as found necessary to produce the desired impact on the NSS. They cover the areas of advocacy, organizational and institutional development, infrastructural development, strategic development and management for the MDAs to accelerate a unified development across the NSS. Other themes included are data development that incorporates strengthening the MIS/SAS, data quality, programme of surveys and censuses, data dissemination policy and plans including data accessibility and statistical auditing. These strategic themes and their sub-themes are thus formulated as specified below.

4.4 Strategic Themes/Sub-Themes Strategic Theme 1: Responsive Legal Framework for Statistical Work of the NSS Strategic Theme 2: Data Development Sub-theme 2.1: Data Quality NSS-NSDS II Page 56 Sub-theme 2.2: Data Presentation, Analysis, Dissemination and Use 2.2.1: Data Presentation and Analysis 2.2.2: Data Dissemination and Use Sub -theme 2.3: Enhancing the Coverage and Capacity of Data Collection Sub-theme 2.4: Supporting Methodological Improvement and Statistical modernization of surveys and Censuses Sub-theme 2.5: Improvement of the Management Information System (MIS)/ System Administration Statistics (SAS) Sub-theme 2.6: Gender Mainstreaming and Development of Statistics Sub-theme 2.7: Environment and Related Statistics Strategic Theme 3: NSS Coordination and Preparation of Sector Strategic Plan Sub-theme 3.1: Improved Coordination of the NSS and other Coordination Issues Sub-theme 3.2: Preparation of Sector Strategies for the Development of Statistics Strategic Theme 4: Human and Institutional Development Sub-theme 4.1: Human Resources Development and Management Sub-theme 4.2: Enhancing Local and Lower Level Capacity Development Sub-theme 4.3: Organizational/Institutional Development Strategic Theme 5: Infrastructural Development Sub-theme 5.1: Improving Physical Infrastructures Sub-theme 5.2: Improving Statistical Infrastructures Sub-theme 5.3: Improving ICT Infrastructures: Strategic Theme 6: Promoting Statistical Advocacy and Involvement of the Media NSS-NSDS II Page 57 Sub-theme 6.1: Creating Awareness in the Use of Statistics, Improving Statistical Launching and Data Accessibility Sub-theme 6.2: Building capacity to improve advocacy and public relations Strategic Theme 7: Statistical Financing Strategy

4.4.1 Strategic Theme 1: Responsive Legal Framework for Statistical Work in the NSS Expected outcome: A reviewed statistics law and regulation to embody the enforcement and declaratives to make them mandatory that respects the fundamental principles of official statistics covering all the data producers, providers and users within the entire NSS will be available to guide and coordinate statistical work in the whole country. Strategies  Enlisting support of the National Statistical Council (NSC) in the review of the Statistics Proclamation of 2005, No.442/2005, which would include issues that will modernize statistical generation in an efficient manner;  Developing a corresponding regulation document which clarifies the implementation of the law;  Harmonizing and streamlining the existing law to guide data generation of other agencies so that they are consistent and non-conflicting with the NSS Statistics Act;  Ensuring that any decision to revise the law is implemented without delay in the process;  Developing a programme to publicize the Statistics Act. Main Activities

1.1 Preparation of a memorandum by the CSA detailing all issues of the review for their endorsement. The issues should cover fundamental principles and the African Charter of Statistics in particular in such areas as:  Specific reference to the NSS in the Act including a requirement on all members of the NSS to be coordinated by the CSA;  Formalizing the establishment of sector statistical organizational elements within MDAs;  The role and mandates of the structures within the NSS; NSS-NSDS II Page 58  Coordination of the NSS by the CSA;  Appropriate access to metadata and micro data with security and confidentiality;  Appropriate regulation over access to dissemination databases;  Remunerations and other conditions of services for the CSA;  Reviewing and adjusting any discrepancy between the Statistical Act and regulations of sector ministries, agencies and institutions within the NSS, and recognizing the national statistical law as superintendent over the others;  Augmenting the need for strong and coordinated NSS for better decision making at all levels;  The power of the statistical law in imposing responsibilities and patronage on all producers, providers and users.  The existence of a harmonized and supreme statistical law as a comprehensive remedy for coordination, guidance and fostering of the NSS with conditional role of the CSA and the entire sub-system.

1.2 Take inventory of other data generation laws, assemble them and study them for inconsistencies, overlaps, duplication of functions among agencies, removing these and ensuring that NSS Statistics Law supersedes all other laws.

1.3 Engage in an action plan to carry out the review work;

1.4 Establish a committee to follow up the process of enacting the law, liaising with the Attorney-General's Office, the Cabinet and the Parliamentary Committee so that the law receives quick and smooth passage;

1.5 Organize a programme to publicize the law among all members of the NSS and all stakeholders in organized training meetings and in workshops;

1.6 Proclamation of Statistical Law

1.7 The statistical law and its declaratives should clearly and strongly state the right, obligations, duties, responsibilities and penalty modalities for respondents and statistical data sources

1.8 Mandatory Provision of Import, Export, and Retail, Financial Transaction, Custom and other related administrative records. NSS-NSDS II Page 59

1.9 The CSA auditing and determining that data from sectors and regions can qualify to be declared as “Official Statistics” before releasing them to the public;

2.0 Entitle the CSA to enforce the creation of an organizational unit for statistics for each of the sectors (MDAs).

4.4.2 Strategic Theme 2: Data Development Expected outcome: Re-engineered data production process leads to the production of comprehensive statistics covering all sectors with good quality, better presentation and analysis, timely delivered and generally relevant and useful to support evidence-based decision making. The following sub-themes shall be considered: 1. Data Quality; 2. Data Presentation, Analysis, Dissemination and Use; 3. Enhancing the Coverage and Capacity of Data Collection; 4. Supporting Methodological Improvement and Statistical Modernization of Surveys and Censuses ; 5. Improvement of the Management Information System (MIS/System Administration Statistics (SAS); 6. Gender Mainstreaming and Development of Statistics; and 7. Environmental and Related Statistics. Sub-theme 2.1: Data Quality Strategies  Establishing data quality procedure;  Setting up and implementing the auditing process using the Ethiopian Data Quality Assessment Framework (EDQAF) for all statistics produced by the NSS to be accepted as official statistics. NSS-NSDS II Page 60 Main Activities

2.1.1 Extend assessment of statistical systems and outputs using EDQAF to include the CSA and the rest of the NSS;

2.1.2 Conduct data auditing using EDQAF and provide approval and accreditation for data produced by NSS;

2.1.3 Strengthen NSS quality and support unit at the CSA;

2.1.4 Provide and set up quality assurance for M&E data needs and indicators in use by the NMES; Sub-theme 2.2: Data Presentation, Analysis, Dissemination and Use Sub-theme 2.2.1: Data Presentation and Analysis Expected outcome: This is to ensure that there is improvement in data presentation in a user- friendly manner so as to better serve the community of users. In addition, data should be turned into information in order to allow it to speak through further analysis. Main Activities ST2.2.1.1 Use improved methods and software to present data; ST2.2.1.2 Create a core team to conduct an in-depth analysis; ST2.2.1.3 Conduct in-depth analysis of data produced either internally within the CSA or in partnership with research institutes and publishes; Sub-Theme 2.2.2: Data Dissemination and Use Expected outcome: Data dissemination will certainly enhance Data Use and there should be strategies to bring about improvement both in dissemination and use of data. Main Activities

2.2.2.1 Prepare policy documents for dissemination to cover the entire NSS;

2.2.2.2 Develop mechanisms and channels for improved data dissemination to achieve easy accessibility of data;

2.2.2.3 Provide statistical data and assessment results for monitoring and evaluation of government policy and strategy; NSS-NSDS II Page 61

2.2.2.4 Anonymize micro-data dissemination for the purpose of further analysis in research;

2.2.2.5 Conduct user-satisfaction surveys and take actions on the recommendations;

2.2.2.6 Establish and maintain a full catalogue of NSS official statistics;

2.2.2.7 Prepare statistical calendar for the NSS;

2.2.2.8 Create a National Dissemination Databank that links up with sectoral databases;

2.2.2.9 Create a Question Bank for the NSS;

2.2.2.10 Develop common and shared website for the NSS;

2.2.2.11 Accompany data release by press meetings;

2.2.2.12 Ensure that NSS and CSA data are presented in time series; Sub-theme 2.3: Enhancing the Coverage and Capacity of Data Collection Strategies  List all new emerging areas of data needs and prioritize them;  Prepare a programme of surveys and censuses and other statistical activities to spread over the five-year plan period by breaking them down into annual work plans;  Extend automated field data collection mechanisms such as the application of CAPI and PDAs to more surveys to improve both the quality of data being collected and the processing speed to minimize the lag between data collection and dissemination;  Extend coverage of external trade statistics to include the compilation of import/export index. Sub-theme 2.4: Supporting Methodological Improvement and Statistical Modernization to Surveys and Censuses Expected outcome: A series of household surveys is being conducted and to make its preparation cost-effective and quick, it is imperative to develop a household survey system in line with the National Household Survey Capability Programme (NHSCP), developed by the UN NSS-NSDS II Page 62 Statistical Division several years ago. This will guide and improve the technical knowledge on surveys and establish a strong research programme for the National Statistical System. Strategies  Establishing an integrated Household Survey System;  Preparing a five-year Household Survey Programme;  Developing an Integrated Establishment Survey System as counterpart to the Household Survey System;  Establishing a Research, Development, Methods and Standards Team within the Data Quality and Standard Coordination Directorate. Main Activities

2.4.1 Include appropriate modules of the informal sector/non-farm activities in regular household surveys;

2.4.2 Prepare an efficient and integrated Household Survey Programme and a corresponding integrated Establishment Survey;

2.4.3 Initiate preliminary work, covering mainly cartographic work for the 2017 Population and Housing Census;

2.4.4 Initiate preliminary actions covering mainly methodological work for the Agricultural Census;

2.4.5 Plan surveys in order to have sub-national and lower level administration estimates presented for use at these levels;

2.4.6 Review household survey contents to meet top priorities and eliminate duplication;

2.4.7 Prepare efficient sample designs and methodologies;

2.4.8 Improve the existing sampling methodology and statistical methods;

2.4.9 Modernize the data collection, compilation and dissemination process within the NSS;

2.4.10 Establish a unit dedicated to methodological research;

2.4.11 Expand research capabilities by partnering with universities and research institutes; NSS-NSDS II Page 63

2.4.12 Prepare efficient sample designs and methodologies for surveys carried out by the CSA and conduct sample selection;

2.4.13 Prepare proper sample design for surveys carried out by members of the National Statistical System and conduct sample selection;

2.4.14 Obtain technical assistance on small area estimation and poverty mapping;

2.4.15 Integrate survey data and administrative data using one to check the other;

2.4.16 Define appropriate methodology for the compilation of environmental statistics

2.4.17 Develop techniques for sampling and modeling industries;

2.4.18 Test and evaluate the practicality and efficiency of different data collection, compilation and dissemination devices and process within the CSA and in the entire NSS. Sub-theme 2.5: Improvement of the Management Information System /System Administration Statistics Expected outcome: It is important to improve data generation through administrative statistics in view of the minimal cost of producing such data. Also many of the data will serve as important input and output indicators that the M&E system will require for their tasks of monitoring and evaluation. It is profitable to now have a monitoring and evaluation system linked with the NSS. Strategies  Establishing a National M&E system with the coordinating centre at the National Planning Commission and with units of M&E at the sectors;  Creating MIS improvement division at the National Statistics Data Quality and Standard Coordination Directorate to lead the development of MIS in generating needed statistics;  Drawing up improvement and development programmes for the MIS as a source of data generation. Main Activities

2.5.1 Support the establishment and running of the National M&E system; NSS-NSDS II Page 64

2.5.2 Establish a unit at the National Statistical Data Quality and Standards Coordination Directorate at the CSA to coordinate the improvement of the MIS as a source for input and output indicators and link up with NMES for the use of such indicators for M&E tasks;

2.5.3 Establish collaborative programmes for the NSS and NMES to work together jointly with clearly set Terms of Reference;

2.5.4 Establish the indicators;

2.5.5 Set a schedule for the collection of administrative records where the formats/registers/schedules of data collection are improved, tested and put in use.

2.5.6 Eliminate duplication of efforts in data production;

2.5.7 Assign staff to the tasks of record keeping and organize periodic training sessions and supervision for the staff charged with the responsibility of collecting the data and completing the registers;

2.5.8 Assess the ability of the MIS swift modeling. Sub-theme 2.6 Gender Mainstreaming and Development of Statistics Expected outcome: Gender issues have become so critical that statistics must be generated in order to arrive at policies on gender equity and equality. Strategies  Facilitating gender mainstreaming activities by bridging the data gaps;  Preparing programmes on gender statistics;  Strengthening the Gender Mainstreaming Directorate towards gender disaggregated data development;  Creating a core staff to work consistently in this area of statistics with appropriate training. Main Activities

2.6.1 Gender data disaggregation for major economic sectors;

2.6.2 Gender data mainstreaming in surveys by considering gender related issues and collecting and carrying out the compilation of gender statistics; NSS-NSDS II Page 65

2.6.3 Conducting Time-Use Surveys periodically so as to measure gender contributions to the economy and evaluating women's household jobs;

2.6.4 Gender data mining from different surveys conducted so far;

2.6.5 Strengthening the functions of the Gender Mainstreaming Directorate;

2.6.6 Conducting gender asset gap surveys. Sub-Theme 2.7: Environment and Related Statistics Expected outcome: Improved data production and dissemination process for environmental and related natural resource management issues leads to the production of wide-ranging statistics covering all components of environment. Such statistics is expected to be of good quality, with better presentation and analysis, timely and generally relevant to support evidence-based, climate resilient green economy and proven decision making. It is also important to have statistical data on such emerging and cross cutting concerns which have national, regional and international impacts for collaborative mitigations. Strategy  Holding a series of meetings with the relevant partners for common understanding;  Organizing programmes to address issues;  Establishing working groups for each of the issues. Main Activities

2.7.1 Produce data on environment, natural resources and wildlife for sustainable utilization of resources without compromising the needs of the future generation;

2.7.2 Conduct environmental Key Indicators Statistics Survey;

2.7.3 Compile greenhouse gas emission, energy need and consumption of the country by different sources and utilities;

2.7.4 Compile secondary data on energy generated by hydroelectric dams and other energy systems (solar, wind, geothermal, etc.) of the country;

2.7.5 Collect data on energy consumption of the country; NSS-NSDS II Page 66

2.7.6 Assemble abstract secondary data about waste and sewage management of the major towns of the country;

2.7.7 Compile environmental and resource management data;

2.7.8 Develop environmental statistics data production framework as a guideline for complex statistical performance;

2.7.9 Assess the knowledge, attitude and practice of the community towards climate change and global warming issues and their impact on the economic activities and livelihood of the community.

4.4.3 Strategic Theme 3: NSS Coordination and Preparation of Sector Strategic Plan Sub-theme 3.1: Improved Coordination of the NSS and other Coordination Issues Expected outcome: A coordinated NSS leads to an integrated system where all the sub-systems work in harmony and therefore are able to generate required data efficiently and sustainably. Thus, as a result of coordination, the Ethiopian NSS and its coordinator, the CSA, are strengthened and deliver national statistics cost-effectively. Strategies  Developing mechanisms for effective coordination;  Ensuring that institutional, technical and process coordination are carried out;  Developing partnerships and formation of effective groups of the NSS;  Articulating what coordination functions should be;  Establishing coordination structure. Main Activities

3.1.1 Strengthen the CSA financially with adequate skilled human power and adequate provision on coordination in the Statistics Act for it to be able to coordinate itself and the NSS effectively;

3.1.2 Prepare a clear guideline and functions for coordination tasks;

3.1.3 Establish Inter-Agency Committee with clear Terms of Reference The Inter- agency Committee should meet at least four times a year and should have subject area sub-committees that will do more detailed work for the main committee; NSS-NSDS II Page 67

3.1.4 Establish a User-Producer Committee and its sub-committees and a forum for suppliers of data. These should also have well specified ToR and schedules for meetings;

3.1.5 Form partnership with the media as a development agent and collaborator with the CSA/NSS;

3.1.6 Create another coordination committee of the NSS, led by CSA to meet regularly with the donor community with clear Terms of Reference;

3.1.7 Agree on a Memorandum of Understanding with the MDAs for jointly collaborating with the CSA. MDAs include Ministries of Trade, Industry, Construction and Urban Development and the Customs and Revenue Agency for business registration and other processes;

3.1.8 Prepare an annual performance report of the NSS for the Council;

3.1.9 Initiate NSS Statistical Unit focal persons consultative meetings;

3.1.10 Build partnerships with universities, research institutes and other worthy partners, with MoUs as governing instruments.

3.1.11 Establish a technical team of highly skilled professionals to undertake activities to support sectors, regional states and woredas technically;

3.1.12 Develop mechanisms for within-agency coordination;

3.1.13 Follow up the utilization of the standard documents and EDQAF;

3.1.14 Hold periodic consultative workshops with major data producers and users;

3.1.15 Collaborate with the Vital Events Registration Agency on compilation of Vital Statistics;

3.1.16 Design more effective strategies for collaborations and partnerships;

3.1.17 Draw up a standard procedure for coordination, authentication and collaboration for surveys and statistical activities and disseminate widely to the MDAs both at the technical and policy levels; Sub-theme 3.2: Preparation of Sector Strategies for the Development of Statistics Expected outcome: The ideal strategy for the development of statistics for a country should normally take into account Sector Strategies for the Development of Statistics, as that is the only way to guarantee the overall and uniform development across the NSS. These SSDSs form the NSS-NSDS II Page 68 building blocks of the National Strategy for the Development of Statistics. With this approach, we expect to have a coordinated and integrated NSS development of statistics. However, because the SSDSs could not be designed in time, it was decided to have a Strategic Theme on the preparation of the SSDSs during the life span of the NSDS II. Strategies  Selecting MDAs in phases over the next five years and designing SSDSs for these cohorts of MDAs. Implementation begins as soon as the SSDSs are prepared.  Establishing structures such as sector committees, focal points, and a national coordinator to facilitate the design process;  Establishing a core team at the National Statistics Data Quality and Standard Coordination Directorate to guide the process at the sectors;  Making technical briefings and technical materials available to the committees. Main Activities

3.2.1 Select five to eight sectors for a five-year period, prepare the SSDSs documents to be launched at the ministerial level and implement immediately;

3.2.2 Appoint a core team and coordinator to guide the process;

3.2.3 Assist other MDAs within the NSS to produce sector statistical work plan;

3.2.4 Use sector statistical plans as the building blocks for the future NSDS design;

3.2.5 Improve capacity of sub-national institutions to do their own analysis within the scope of the preparation of the SSDSs;

3.2.6 Monitor the implementation plan of SSDS for effectiveness.

4.4.4 Strategic Theme 4. Human and Institutional Development Sub-theme 4.1: Human Resources Development and Knowledge Management Expected outcome: Human resource is the most valuable asset of an organization or a system. It is expected that all the sectors, sub-national entities (regional states and woredas), along with the CSA and other key stakeholders will be properly and adequately staffed, thereby ensuring top performance in the data generation venture. It is also expected that the workforce at all levels will be well motivated and will give their best to the system. NSS-NSDS II Page 69 The ability to manage knowledge is crucial in today’s knowledge economy. The creation and diffusion of knowledge has become increasingly important factor for efficient and effective data production. Moreover, knowledge is being thought of as a valuable commodity that is embedded in statistical services and entrenched in the implicit knowledge of highly mobile employees especially for statistical personnel where turnover is increasing from time to time. By capturing the departing knowledge, institutions could avoid the expense and time of recreating knowledge. Strategies  Making a thorough review of the staff of the CSA and other NSS components so as to identify key issues to address;  Enhancing the capacity of users (all categories);  Designing the management strategy of the human resources;  Development of Knowledge management and repository strategy  Training the staff to fill gaps in skill. Main Activities

4.1.1 Review and conduct training needs assessment;

4.1.2 Organize and conduct training programmes for the core team and staff so that they can develop their skills to carry out various statistical activities and related assignment;

4.1.3 Re-engineer the process of filling vacancies in order to promptly fill the vacancies;

4.1.4 Raise the level of the professional staff in agencies and sectors;

4.1.5 Build Institutional Memory, Knowledge Management and Repository Strategy Which include  Efficient approach to preserve institutional memory  Development of knowledge network  Minimization of the risk of loss of highly trained experts  Improvement of knowledge creation, innovation and institutional learning

4.1.6 Organize in-service training programmes for the NSS statisticians; NSS-NSDS II Page 70

4.1.7 Build the capacity of regional states to facility data updating;

4.1.8 Arrange and establish applied statistical training centres for the NSS;

4.1.9 Update and continue implementing the human resources development strategy including the Technical and Support Services Directorate of the CSA;

4.1.10 Prepare a memorandum on improving salaries and service conditions for statistical workers at the CSA and across the NSS, and present it to the Council for consideration; the CSA should benefit from better salary scales and allowances reserved for autonomous agencies;

4.1.11 Prepare a manual for staff promotions, career advancement, transfers, performance evaluation and discipline rather than using the Civil Service guidelines, regulations and rules;

4.1.12 Build continuous capacity among all levels of statistical personnel;

4.1.13 Train all the NSS members and their lower data management units on EDQAF and on data quality procedures;

4.1.14 Train users on how to handle and correctly use data for better interpretations;

4.1.15 Train the media on the use of macro data and statistical outputs;

4.1.16 Organize training on methodology and standards;

4.1.17 Design a curriculum for the NSS. Sub-theme 4.2 Enhancing Local and Lower Level Capacity Development Expected outcome: Based on the information provided by the various statistical agencies, it is clear that any major improvement in the quality of statistics depends significantly on the skills, competency, effectiveness and productivity of the staff, particularly those delegated at lower levels of the administrative hierarchy, which include zones and woredas. There are challenges in recruiting and retaining skilled, experienced and professionally qualified staff at the lower statistical systems, and this is likely to remain the case for the foreseeable future. In these circumstances, it will be important, for example, to ensure that skilled statisticians are being used as efficiently and effectively as possible and that processes are in place to make sure that skills and competencies are upgraded on a regular basis. Clearly substantial investment in training is required to improve the efficiency and effectiveness of statistical activities. A training institute will begin to provide training under the CSA from NSS-NSDS II Page 71 2017 onwards, but it does not yet have the capacity in terms of human power, logistics, equipment and expertise to provide all of the training that is needed for all the staffs. This institute is basically concerned with providing regular training and capacity building to all the statistical staffs of the NSS, to provide statistical information and to help empower citizens. It is expected that this would link directly with creating transparent and accountable organizational structure in all aspects. Key targets are to have a basic level of capacity in all National Statistics System in the year 2025. Strategies  Advocating the use official statistics at the local administrative level to provide the information to design, manage, monitor and evaluate programmes and projects that operate at that level;  Enabling statistical offices and service delivery sites at the local level to actively involved in primary data collection;  Upgrading statistical and physical infrastructures as well as human resources at local levels;  Enforcing the use of internationally accepted standards and guidelines and the application of sound and scientific methods at local levels. Main Activities Strategic actions for improving the capacity to collect and compile statistical data at the local level include:

4.2.1 Enhancing the capacity of the staffs responsible for data collection, analysis, compilation and dissemination at the lower levels;  Train the lower level data development staffs about basic data quality procedures and administrative data management  Prioritize those sectors proposed for SSDS to provide the training in integrated manner to bridge the basic information needed for the ratification of the strategy

4.2.2 Improving the data management and disaster prevention capacity, including better archiving; NSS-NSDS II Page 72

4.2.3 Increasing human resource and defining an efficient organizational structure at the lower administrative levels;

4.2.4 Providing the necessary logistics, vehicles and modern IT at regional branch offices and lower levels;

4.2.5 Developing proficient data transmission schemes at the lower levels. Sub-theme 4.3: Organizational/Institutional Development Expected outcome: Statistical functions at the sectors should have organizational elements (Divisions, Branches, Sections, and Units) through which they operate and establish sector statistical systems and handle all statistical duties that generate data sustainably. The CSA restructuring should also work more efficiently to deliver results. Strategy Ensuring the creation of Sector Statistical Organizations where none exists, and improving those that are already in place with the important functions of data collection and compilation, dissemination and internal coordination etc. under the leadership of the CSA Main Activities

4.3.1 Initiate government decisions for all sectors and sub-national entities to carry out statistical functions in MDAs;

4.3.2 Set up a task force to embark on establishing organizational elements with corresponding functions;

4.3.3 Institutionally, statistical agencies should be centrally placed within government and MDAs since statistics produced must serve all operational departments. A memorandum should be prepared on this and sent to the Council for action;

4.3.4 Examine institutional placement within government and within sectors. NSS-NSDS II Page 73

4.4.5 Strategic Theme 5: Infrastructural Development Expected outcome: The presence of adequate infrastructures in a National Statistical System enhances performance in data generation and use. The NSS is therefore envisaged to be effective and efficient in executing its mandate. Strategies  Improving and developing physical infrastructures;  Improving and developing statistical infrastructures;  Improving and developing ICT infrastructures; Sub-theme 5.1 Physical Infrastructures Main Activities

5.1.1 Construct buildings for 12 branch offices;

5.1.2 Complete the two modern blocks at the headquarters and equip them adequately;

5.1.3 Renew sets of office equipment in the old blocks;

5.1.4 Renew sets of office equipment in the branch offices;

5.1.5 Equip the agency with efficient field vehicles; Sub-theme 5.2 Statistical Infrastructures Main Activities

5.2.1 Conduct area frame research and development;

5.2.2 Work on Web – GIS Development;

5.2.3 Organize Land Use-Land Cover Geo-Database;

5.2.4 Frame development from agricultural census and other agricultural surveys;

5.2.5 Prepare and improve Master Sampling Frame from censuses and other sources for the implementation of integrated household surveys and establishment surveys to be utilized over a five-year period;

5.2.6 Ensure institutional memory in the CSA by documenting metadata for all produced data items and activities; NSS-NSDS II Page 74

5.2.7 Generate classifications on which all data can be presented;

5.2.8 Develop statistical code of conduct;

5.2.9 Prepare Master Sample for Integrated Establishment Surveys;

5.2.10 Construct and maintain Enumeration Area Frame;

5.2.11 Develop the frame of large-scale commercial farms;

5.2.12 Update/ develop Dry Season Irrigation Practice Farms.

5.2.13 Develop frame for Floriculture Sample Survey;

5.2.14 Develop frame for Fishery Statistics Sample Survey;

5.2.15 Develop frame for Urban Agricultural Survey;

5.2.16 Design an efficient approach to amalgamate major census and different socio economic survey programmes;

5.2.17 Set up a system for regular updating of the Business Register;

5.2.18 Review the Ethiopian Data Quality Assessment Framework (EDQAF) and its major components periodically according to emerging technical and functional needs to improve data quality and to coordinate the entire NSS by taking into account international developments in quality assurance;

5.2.19 Develop and regularly update and review the compendium of standards and statistical classification documents;

5.2.20 Prepare disease classification and survey report format;

5.2.21 Prepare survey manuals and guides for conducting surveys and censuses. Sub-theme 5.3 ICT Infrastructures Expected outcome: By harnessing the ICT in all the processes of data production, it is believed that the production activities will be more efficiently carried out and data release will be faster, timely and of high quality. Main Activities

5.3.1 Improve access to the CSA website by, among other things, increasing the bandwidth through negotiation with the service providers;

5.3.2 Endeavour to use software that is up-to-date;

5.3.3 Consolidate the process of keeping geo-referenced data at the CSA;

5.3.4 Maintain the GIS infrastructure; NSS-NSDS II Page 75

5.3.5 Adequately supply and renew computer desktops, laptops and the peripheral equipment;

5.3.6 Improve the CSA branch office network to facilitate the data entry and processing activities in the branch offices;

5.3.7 Accomplish data entry and processing activities for major surveys in the branch offices;

5.3.8 Develop and improve the working environment of the CSA data centre with the necessary equipment, human skill and security procedures.

4.4.6 Strategic Theme 6: Promotion of Statistical Advocacy and Involvement of the Media Sub-theme 6.1: Creating Awareness on the Use of Statistics and Improving Statistical Launch and Data Accessibility Expected outcome: There will be greater awareness and high profile for statistics, leading to improved demand for and use of statistics, improved investment in statistical development in a sustainable manner and increased collaboration and coordination with data providers, producers and users. This will result in the creation of an informed and knowledge based society and informed decision making. Strategies  Making the case for statistics as a necessary part of an enabling environment for improving the outcomes of decisions made;  Demonstrating the use of statistics at sectoral levels and sub-national entities, showing how policy makers can use data to improve policy formulation and management;  Pointing to how statistics supports private sector investments and promotes the development of efficient markets;  Organizing statistical advocacy programmes to build a strong partnership with the media to increase participation and support in informing and sensitizing the public about the importance of statistical data. NSS-NSDS II Page 76 Main Activities

6.1.1 Develop and mount statistical awareness programmes in order to create a statistically literate society;

6.1.2 Introduce statistics education in schools as government policy, by the CSA preparing a memorandum to the appropriate governmental authority through the Council;

6.1.3 Develop advocacy strategy for the CSA for building media relations;

6.1.4 Facilitate statistical information sharing nationally and internationally;

6.1.5 Create awareness about the crucial role of statistics in government processes targeting Ministers, State Ministers and Director Generals through a series of workshops;

6.1.6 Create awareness of the public on the surveys conducted by the CSA;

6.1.7 Create awareness through communication offices, information desks and other related forums;

6.1.8 Prepare school mini-media and community radio implementation programmes;

6.1.9 Publicize the CSA website for users;

6.1.10 Produce various serial radio and television programmes aired in the major languages of the country for the general public;

6.1.11 Develop and disseminate timely communication materials such as statistical fact sheets, brochures, newsletters, bill boards, posters, etc., to the general public;

6.1.12 Arrange field tour for the media in order to create awareness regarding the methods used in collecting statistical data;

6.1.13 Arrange user – producer workshops at every release of official statistics and survey results, and this should be accompanied by press conferences;

6.1.14 Arrange regular press release/press event sessions following every statistical survey result release, on major CSA and NSS activities.

6.1.15 Conduct permanent conference and consultative meeting with NSS members, research centers and major stakeholders about statistical activities and related issues twice a year. NSS-NSDS II Page 77 Sub-theme 6.2: Build Capacity to Improve Advocacy and Public Relations Expected outcome: There will be increased capacity of data providers, producers and users and the involvement of the media in the use of statistical information. There will also be an enhanced capability of the PR of the CSA in building a high profile of statistics and its uses among the general public and all intermediaries of statistics. Strategies  Building the capacity of data providers, producers and users and the media through training and workshops;  Strengthening the implementation capacity of the Public Relations and Dissemination Directorate of the CSA. Main Activities

6.2.1 Re-orientate and build the capacity of the media through workshops and training by addressing the following issues:  Raising the awareness of the society on all statistical activities of the NSS and their values;  Making the private sector, sectoral managers and regional state authorities realize the value of statistics in their various tasks;  Using data to support reporting and disseminating statistics to the wider society; and  Training the media on data handling and data interpretation.

6.2.2 Strengthen the Public Relations Directorate at the CSA;

6.2.3 Arrange regular workshops for data providers, producers and users to make them aware of the importance of statistical data so that they can Improve their use of such data in planning and decision making activities;

6.2.4 Establish mini libraries in branch offices across the country and equip them with survey result reports in a manner suitable for use;

6.2.5 Upgrade the current library at the CSA headquarters (computers for use inside the library as well as online access to e-books, research database and archives); NSS-NSDS II Page 78

6.2.6 Restructure the Public Relations and Dissemination Directorate to accommodate more communication experts;

6.2.7 Equip the PR Directorate Audiovisual Unit with audio visual materials and enable it to document the CSA activities in a modern archival system;

4.4.7 Strategic Theme 7: Statistical Financing Strategy Expected outcome: Finance will be mobilized and funding will be coordinated through the strategy, and the NSDS II will be implemented smoothly, having basket funding scheme. Strategies  Promoting sustainable financing from government sources;  Mobilizing fund;  Building a Basket of Funds for NSDS II implementation;  Exploring other sources of fund. Main Activities

7.1 Ensure sustainable financing for statistical activities from government sources;

7.2 Hold donors’ conferences after the launching of the NSDS II for them to express their financial support;

7.3 Set up a Steering Committee composed of key stakeholders, donors, and NSS/CSA, chaired by the NPC to garner and manage all the financial inputs. (The Committee also ensures that programmes match with financial inputs.);

7.4 Ensure sustainable financing for statistical activities from different sources;

7.5 Ensure the financing of the NSDS II through mainstreaming it in the GTP II and sectoral plans mainstreamed in the sector development plans. Funds for these development frameworks will also be available for the implementation of the NSDS II. NSS-NSDS II Page 79 CHAPTER FIVE: THE IMPLEMENTATION PLAN FOR THE NSDS II An implementation plan is a very important means to accomplish all the goals that have been set to achieve the vision of the NSS. Involvement of all key stakeholders in all start-up aspects of the strategy is also necessary. In addition to the several meetings held during the design process, the NSDS Coordinator at the CSA shall discuss the Strategic Plan with MDAs so that they are adequately conversant with the issues pertaining to the plan and ratify it. MDAs shall prepare and submit detailed annual work plans and budgets to facilitate the implementation of the plan on their part. All annual work plans and budgets shall be presented to the Inter-agency Committee meeting for ratification, and to the Steering Committee for the approval of funding. The establishments of the Inter-agency Committee and the Steering Committee shall take place when the ToR and membership are agreed upon. Promotion of Partnership and Collaboration amongst the Key Players in the NSS Within the lay-out of the NSDS II, some key stakeholders have been identified and there were key issues to be acted upon by each of these and the CSA. For the success of the implementation, these key stakeholders must work together with the CSA in order that the transfer of functions or joint implementation shall succeed. This will entail developing various forms of formal and informal collaborations through recognized instruments, such as a Memorandum of Understanding, that specify the relationship between different players in the NSS. Various development partners shall be acquainted with the progress and achievements of the NSS. In addition, they will be requested to provide financial support to the areas of priorities that have been identified in the plan. Promotion of Ownership of the NSS Concept and the NSS Arrangements In order to increase the MDAs’ ownership of the NSS concept, the Ministers of States and the Chief Executives of Agencies shall be expected to effectively and consistently mobilize resources for the implementation of the NSDS II and MDAs to internally mobilize resources for implementing the work-plan. Horizontal coordination of MDAs shall be emphasized to address their heterogeneous nature. The MDAs shall designate focal persons for participating in inter agency meetings, including producer–producer and user–producer committees. The design and NSS-NSDS II Page 80 presentation of sector strategies will be carried out through sector working groups and other existing mechanisms. The NSS members have their own duties and responsibilities, and the Central Statistical Agency has the role to coordinate and supervise the statistical activities of the NSS. The NSDS II is approved by the National Statistics Council, led by the National Planning Commission, with representatives of the sector ministries and all regional states as members. Currently, the NSS is not staffed by the appropriate personnel and hence all the statistical data are produced by different departments within the NSS. Therefore, during the plan period, The CSA shall train experts and give continuous technical support to the NSS to establish their own statistical cells or units in a separate ministry in order to produce better administrative data. The NSS should expand the composition of staffs in their statistical Units or cells as a form of a change army and strengthening its role as an improvement body, with defined objectives and action plan for the production and delivery of data. The statistical units can develop a network with members of their own team, employees from the organization, CSA or even contacts from other agencies and can share each other ideas, and other support. CSA should also strengthen its change management activities to support the whole processes within the NSS. The CSA, with its available physical, human and technical resources, has been producing comprehensive, reliable and timely statistics at the national level. Developing Joint Work Plans for Collecting and Disseminating Data It is proposed in the NSDS II that each NSS at the federal level should have their own Sector Strategies for the Development of Statistics. The Sector Strategies for the Development of Statistics are designed for the statistical activities and development within the sector. The Sector Strategies should be linked with resources availability at the sector level. The resources include both financial and non-financial resources received from all financing sources and approved by the relevant sector authority. A joint responsibility among MDAs is envisaged, and collaboration in household survey should be led by the CSA and should involve the relevant MDAs. The development of methodology for compilation of environment statistics, gender statistics and the preparation of the balance of payment with the National Bank of Ethiopia will involve the CSA. NSS-NSDS II Page 81 Capacity Building Implementing the NSDS II plan will highlight some capacity gaps in the CSA as well as the sector units. The NSS shall undertake a capacity needs assessment to identify capacity gaps, capacity building opportunities within and outside the MDAs, develop a capacity building plan and identify and mobilize resources for its implementation. It is critical that some urgent capacity building interventions be made in the interest of facilitating the implementation of the plan. Institutional and Coordination Arrangements The NSS shall have well streamlined institutional coordination arrangements to operate effectively. There are several functions that must be performed within the system, including policy making and oversight; generation, dissemination and use of statistics; coordination; supervision; monitoring and evaluation and capacity building – all of which must be assigned to the appropriate responsibility centres to ensure effective harmonization and synchronization. The NSC will oversee the implementation of NSDS II which will be carried out by the NSS Steering Committee. The broad functions of the NSS Steering Committee will be to:  consider and approve statistical policies developed by the Inter-Agency Committee;  provide advice to the ministries on matters related to statistics in national development;  provide effective guidance and supervision to the NSS through the Inter-Agency Committee;  review progress of the implementation of the NSDS II;  approve work programmes and budget and procurement plans;  address critical issues that could hinder the implementation of the NSDS II;  Oversee the recruitment, promotion and disciplining of staff. The Inter-Agency Committee will provide the platform for regular stakeholder discussions, consultation and coordination of the implementation of the NSDS II. The functions of the IAC will, among others, include: NSS-NSDS II Page 82  taking the NSS through change management by establishing or re-organizing statistics units in MDAs;  promoting different types of collaboration across the NSS;  developing data management systems;  harnessing ICT;  developing and implementing business plans among MDAs;  creating quality consciousness among data producers and users;  developing and operationalizing dissemination policies and plans; and  mobilizing resources for statistical development. The CSA as the NSS Coordinator will, therefore, have the following roles:  acting as the Secretariat to the Inter-Agency Committee and the NSS Steering Committee;  setting standards and protocols for the generation, dissemination and use of official statistics, and ensuring that they are observed within the NSS;  coordinating the generation, dissemination and use of official statistics within the NSS to enhance synergy, minimize duplication, and promote optimal use of resources;  linking the NSS to external statistical systems;  guiding MDAs on capacity building and technical issues;  promoting statistical research and setting research agendas for the different components of the NSS;  liaising with the NPC/NSC to ensure that MDA statistical activities are captured by the NMES;  supervising the plan implementation unit that monitors the implementation of the strategy. The MDAs will on their part be responsible for:  setting up and ensuring the effective operation of sector statistical committees;  synchronizing own statistical generation processes to ensure coherence in data generation within their own sectors; NSS-NSDS II Page 83  collaborating with other sectors and stakeholders in the generation, dissemination and use of statistics;  providing support to woredas, regional states and other stakeholders to enhance the quality of generation, analysis, dissemination and use of statistics;  collaborating with the CSA in implementing the NSDS II;  participating actively in the activities of the Inter-Agency Committee;  facilitating the design of SSDSs that have been identified in the phase I sectors; Implementation Activities The generic actions that relate to the entire NSS and address all the needs of the MDAs were presented along with the strategic goals (Chapter 4). Priorities for implementation by each MDA during the first year of the NSDS II were generated on the basis of the expressed need for strengthening the state of the statistics, the extent to which the need was widespread or common, and the effects it would have if the need was not addressed. The priorities, guided by the principle of sustainability, include improvement of existing statistics structures or establishing statistics units, improving data production tools, streamlining data flows, improving MISs and GIS and training the staff of the statistics units. Monitoring and Evaluation The key monitoring indicators are set out in the NSDS II logical framework. Each MDA shall produce bi-annually progress reports relating to the implementation of their work-plan. In addition, there will be joint annual reviews relating to the implementation of the NSDS II to assess the achievement made and the challenges faced. All the key stakeholders shall participate in the annual review meetings. The annual reviews will be largely used to commit the MDAs to implementing their work-plan, apprise stakeholders of current developments, make adjustments to the NSDS II in the light of changing circumstances, identify upcoming priorities and adjust work plans accordingly. A mid-term review of the NSDS II will be conducted in the third year of implementation to assess the relevance of the plan and to agree on the changes in both the strategy and work programmes. In addition, the mid-term review will re-examine the resource envelope and re- NSS-NSDS II Page 84 allocate the resources according to performance and priority needs. At the end of the plan period, there will be an end-of- term evaluation. Lessons learnt and challenges faced will be documented all along. NSS-NSDS II Page 85 CHAPTER SIX: FINANCING PLAN AND BUDGET

6.1. Budget The NSDS II is a five-year strategy designed to strengthen the entire National Statistical System taking into account the concerns of the MDAs. The budget will therefore be for the overall strengthening of the NSS and implementing improvement measures for the MDA/State Statistics. In order to strengthen the NSS, there are seven strategic themes that must be achieved, and the cost of implementing the action plan for each theme has been estimated. The overall budget for all the goals has been estimated to be 357 million USD. The detailed budget is attached in Annex F.

6.2. Financing Plan The overall budget requirement will be met by contributions from the government, which is estimated at about 80% of the total needed. The remaining 20% will be contributed by international donors. The government’s share of the budget will be utilized to cover salaries, overheads and allowances as well as part of the capital expenditure needed for the implementation of the strategy. The contribution from donors will cover the balance of the capital cost which will be in the form of technical support and other expenses. NSS-NSDS II Page 86 ANNEX A: List of National Statistical System (NSS) Members 1 National Planning Commission 2 Ministry of Agriculture and Natural Resources 3 Ministry of Communication and Information Technology 4 Ministry of Construction 5 Ministry of Culture and Tourism 6 Ministry of Education 7 Ministry of Environment, Forestry and Climate Change 8 Ministry of Federal and Pastoralist Affairs 9 Ministry of Finance and Economic Cooperation 10 Ministry of Foreign Affairs 11 Ministry of Health 12 Ministry of Industry 13 Ministry of Justice 14 Ministry of Labour and Social Affairs 15 Minister of Livestock and Fishery Development 16 Ministry of Mines, Petroleum and Natural Gas 17 Ministry of Public Service and Human Resource 18 Ministry of Science and Technology 19 Ministry of Trade 20 Ministry of Transport 21 Ministry of Urban Development and Housing 22 Ministry of Water, Irrigation and Electricity 23 Ministry of Women and Children Affairs 24 Ministry of Youth and Sports 25 Ethiopia Revenue and Customs Authority 26 Ethiopian Road Authority 27 Office of the Government Communication Affairs 28 House of Federation 29 House of Parliament 30 Federal Police Commission 31 National Bank of Ethiopia 32 Agricultural Transformation Agency 33 Agency for Government Houses 34 Higher Education Relevance and Quality Agency 35 Ethiopian Mapping Agency 36 National Metrology Agency 37 Federal Micro and Small Enterprises Agency 38 Public Servants' Social Security Agency (PSSSA) 39 Vital Events Registration Agency 40 Geological Survey of Ethiopia NSS-NSDS II Page 87 41 Ethiopia Electric Power 42 HIV/AIDS Prevention and Control Office 43 Ethiopia Agricultural Research Institute 44 Ethiopia Public Health Institute 45 Association of Ethiopian Microfinance Institutions (AEMFI ) 46 Ethiopia Development and Research Institute (EDRI) 47 Addis Ababa University 48 Civil Service University 49 Ethiopian Statistical Association 50 Ethiopian Economics Association NSS-NSDS II Page 88 ANNEX B: NSDS II WORK PROGRAMME 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES STRATEGIC THEME 1: Responsive Legal Framework for Statistical Work in the NSS

1.1. Preparing an initial document by the NSC for the NPC to review and endorse the Statistical Act

1.2. Assessing other data generation laws(by the NSS members)

1.3. Engaging in an action plan to carry out the review work

1.4. Establishing a committee to follow up the process of enacting the law

1.5. Preparing a programme to publicize the law

1.6. Proclamation of Statistical Law

1.7. From the statistics law prepare declarative which state the right, obligations, duties, responsibilities and penalty modalities for respondents and statistical data sources

1.8. Enactment of, Export, Retail, Financial Transaction, Custom and other related administrative records as mandatory statistics

1.9. Authorizing the CSA to audit and determine if data produced by sectors and regions within the NSS qualify to be declared “Official Statistics” before releasing to the public

1.10. Authorizing the CSA to enforce the implementation of creating an organizational unit for statistics for each of the sectors (MDAs) STRATEGIC THEME 2: Data Development Sub-Theme 2.1: Data Quality

2.1.1 Extending the assessment of statistical systems and outputs using EDQAF to include the CSA and the rest of the NSS

2.1.2 Providing quality assurance for data produced by the NSS

2.1.3 Strengthening the NSS Quality and Support Unit at the CSA

2.1.4 Providing and setting up quality Assurance for Monitoring and Evaluation data needs and indicators used by the NMES NSS-NSDS II Page 89 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES Sub-Theme 2.2: Data Presentation, Analysis, Dissemination and Use Sub-Theme 2.2.1: Data Presentation and Analysis

2.2.1.1 Using improved methods and software to present data

2.2.1.2 Creating a core team and conduct an in-depth analysis

2.2.1.3 Conducting in-depth analysis of data produced either internally within the CSA or in partnership with research institutes and publish Sub-Theme 2.2.2: Data Dissemination and Use

2.2.2.1 Preparing policy documents for dissemination to cover the entire NSS

2.2.2.2 Developing mechanisms for improved data dissemination

2.2.2.3 Providing data for M&E of government policy and strategy

2.2.2.4 Disseminating anonymized micro-data for further analysis

2.2.2.5 Conducting user-satisfaction survey

2.2.2.6 Establishing and maintaining a full catalogue of NSS Official Statistics

2.2.2.7 Preparing statistical calendar for the NSS

2.2.2.8 Creating a National Dissemination Databank that links up with Sectoral Database

2.2.2.9 Creating a Question Bank for the NSS

2.2.2.10 Developing a common and shared website with the National data bank for the NSS with the analytical and statistical reports posted on the website

2.2.2.11 Accompanying data release by press conference

2.2.2.12 Ensuring the NSS and CSA data are presented in time series Sub -Theme 2.3. Enhancing the Coverage and Capacity of Data Collection

2.3.1 Main Season Pre- harvest Crop Production Forecast sample Survey

2.3.2 Pre-Harvest Rural Areas Rapid Cropped Area & Expected yield Condition Factor Assessment (RRA) NSS-NSDS II Page 90 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES

2.3.3 Main Season Post Harvest Crop production Sample Survey

2.3.4 Short Season/Belg/ Crop production Sample Survey

2.3.5 Main Season Farm Management Practice Sample Survey

2.3.6 Main Season Land Utilization Sample Survey

2.3.7 Livestock, Poultry, Beehives Inventory/Enumeration & Milk, Eggs & Honey Production Survey

2.3.8 Crop and Livestock Products Utilization Sample Survey

2.3.9 Agricultural Sample Enumeration/ Census/

2.3.10 Rural Area Panel Socio Economic Sample Survey

2.3.11 Large and Medium Scale Commercial Farms Survey

2.3.12 Floriculture Farms Sample Survey 2.3.13 Fishery Statistics Sample Survey

2.3.14 Pastoralist Area Socio Economic and livestock inventory /enumeration sample Survey

2.3.15 Urban Agriculture Sample Survey

2.3.16 Agricultural Cost of production Sample Survey

2.3.17 Dry Season Irrigation Practice, Crop production & Farm Management Practice Sample Survey

2.3.18 Permanent, Vegetable and Root crops Yield Sample Survey

2.3.19 Mobile Team Grain Crops Crop-Cutting Exercise Sample Survey 2.3.20 Feed the Future (FTF) Survey

2.3.21 Productive Safety net Program survey (PSNP)

2.3.22 Agricultural Growth Program (AGP) 2.3.23 Agricultural Inputs Index

2.3.24 Agricultural Producers Price Survey NSS-NSDS II Page 91 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES

2.3.25 Goods and Services Retail Price Survey 2.3.26 Wage and Salary Index 2.3.27 Consumers Price Index

2.3.28 International Comparison Program

2.3.29 Household Consumption and Expenditure Survey 2.3.30 Welfare Monitoring Survey

2.3.31 Urban Employment and Unemployment Survey

2.3.32 National Labour Force Survey & Disability Survey

2.3.33 Child Labour Survey & Street Children Survey

2.3.34 Government Procurement Agency Price Survey

2.3.35 Harmonizer Consumer Price Index

2.3.36 Census of Economic Establishment

2.3.37 Large and Medium Scale Manufacturing Industry Survey

2.3.38 Large and Medium Scale Industries IT Application Survey

2.3.39 Micro and Small Scale manufacturing Industry Survey

2.3.40 Producers Price Index of manufacturing Industries Quarterly Survey

2.3.41 Large and Medium Scale Industries Quarterly Survey 2.3.42 Industrial index for production

2.3.43 Index for competitive performance (manufacturing sector)

2.3.44 Statistical Business Registration Implementation 2.3.45 Contract Construction Survey

2.3.46 Micro and Small scale Construction Sector Survey

2.3.47 Distributive Trade Survey NSS-NSDS II Page 92 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES 2.3.48 Hotel and Restaurant Survey

2.3.49 Micro and Small scale Service Sector Survey 2.3.50 Mining and Quarrying Survey

2.3.51 Preparation and production of import and export index

2.3.52 Import and Export Trade Statistics Compilation

2.3.53 Tourism arrival and departure compilation

2.3.54 Tourism statistical survey (Business-based)

2.3.55 Transport and Communication Statistics Compilation

2.3.56 Potable Water Treatment and Distribution Statistics Compilation

2.3.57 Demographic and Health Survey (DHS)

2.3.58 Preparatory Activity for the Fourth Round National Census including the cartographic works 2.3.59 Population and Housing Census

2.3.60 Dissemination of Population and Housing Census Results 2.3.61 Population Projection 2.3.62 Vital Statistics Compilation 2.3.63 Post Census Survey

2.3.64 Documentation of Agricultural Census & Surveys Sub-Theme 2.4: Supporting Methodological Improvement and Statistical Modernization to surveys and Censuses

2.4.1 Including appropriate modules of the informal sector/non-farm activities in regular household surveys;

2.4.2 Efficiently integrating Household Survey

2.4.3 Initiating preliminary Population Census Work

2.4.4 Initiating preliminary Agricultural Census Work NSS-NSDS II Page 93 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES

2.4.5 Obtaining technical assistance and plan methodology to provide lower level estimates

2.4.6 Reviewing household survey content to meet top priority and elimination of duplication

2.4.7 Improving the available sampling methodology and statistical methods;

2.4.8 Modernizing data collection, compilation and dissemination process of the NSS

2.4.9 Establishing a unit dedicated for methodological research

2.4.10 Expanding methodological research capabilities by partnering with universities and research institutes

2.4.11 Preparing Proper Sample Design for Surveys carried out by the Central Statistical Agency and conduct sample selection

2.4.12 Preparing proper sample design for surveys carried out by members of the National Statistical System and conducting sample selection

2.4.13 Designing methods to crosscheck survey data and administrative data

2.4.14 Defining Appropriate methodology for the compilation of environmental statistics

2.4.15 Developing techniques for sampling and modeling industries

2.4.16 Testing and evaluating the practicality and efficiency of different data collection, compilation and dissemination devices and processes within the CSA and in the entire NSS Sub-Theme 2.5: Improvement of the Management Information System (MIS/System Administration Statistics (SAS)

2.5.1 Supporting the establishment and functioning of the National M&E System

2.5.2 Establishing a unit at the CSA to coordinate the improvement of the MIS and link up with NMES for the use of such indicators for M&E tasks

2.5.3 Launching collaborative programme and meetings for NSS and NMES with ToR in a coordinated manner NSS-NSDS II Page 94 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES

2.5.4 Supporting the establishment of NMES indicators

2.5.5 Working out a programme for collecting administrative records

2.5.6. Eliminating duplication of efforts in data production

2.5.7 Supporting the assignment of staff dedicated to record keeping

2.5.8 Assessing the ability for MIS swift modeling Sub-Theme 2.6. Gender Mainstreaming and Development of Statistics

2.6.1 Mainstreaming gender data into surveys and censuses 2.6.2 Conducting Time-Use Surveys

2.6.3 Mining gender data from different surveys conducted so far

2.6.4 Strengthening the functions of the Gender Mainstreaming Directorate

2.6.5 Conducting Gender Asset Gap Survey Sub-Theme 2.7. Environment and Related Statistics

2.7.1 Compiling natural resource and wild animals statistics

2.7.2 Conducting environmental Key Indicators Statistics Survey

2.7.3 Compiling greenhouse gas emission

2.7.4 Compiling secondary data about energy generated by hydroelectric dams and other energy systems (solar, wind, geothermal, etc…) of the country

2.7.5 Collecting data about the energy consumption of the country

2.7.6 Compiling waste and sewage management data

2.7.7 Compiling environmental and resource management data

2.7.8 Designing Environmental Statistics Data Production Framework

2.7.9 Assessing the knowledge, attitude and practice of the community towards climate change and global warming issues and their impact STRATEGIC THEME 3: NSS Coordination and Preparation of Sector Strategic Plan NSS-NSDS II Page 95 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES Sub-Theme 3.1: Improved Coordination of the NSS and other Coordination Issues

3.1.1 Building the capacity of the CSA financially and by human resource to coordinate the NSS effectively

3.1.2 Preparing clear guidelines and functions for coordination tasks

3.1.3 Establishing Producer/Producer (Inter-Agency), User/Producer committee/ Forum and its sub-committee and forum for suppliers of data

3.1.4 Creating partnership between the CSA on behalf of the NSS and the media

3.1.5 Coordinating and strengthen the Donor group Forum on statistical initiatives

3.1.6 Establishing MOUs with the MDAs for joint work with the CSA

3.1.7 Preparing an annual performance report on the NSS for the Council

3.1.8 Initiating NSS Statistical Unit consultative meetings

3.1.9 Building partnerships with universities, research institutes and other

3.1.10 Establishing a technical Team of highly skilled professionals to undertake back-stopping strategic activities

3.1.11 Developing a mechanism for within agency coordination

3.1.12 Following up the utilization of the standard documents and EDQAF

3.1.13 Holding periodic consultative workshops with major data producers and users

3.1.14 Collaborating with the Vital Events Registration Agency (VERA) on the compilation of Vital Statistics

3.1.15 Designing better strategies for collaboration and partnerships

3.1.16 Drawing up a standard procedure for coordination, authentication and collaboration on surveys and statistical activities and disseminating widely NSS-NSDS II Page 96 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES to the MDAs both at the technical and policy levels Sub-Theme 3.2: Preparation of Statistical Sector Strategies for the Development of Statistics (SSDSs)

3.2.1 Coordinating and supporting the preparation of five to eight Sectors Statistical Development Strategy and its work plan within five years in line with the NSDS II

3.2.2 Appointing a core team and coordinator so as to guide the process

3.2.3 Assisting other MDAs within the NSS to produce sector statistical work plan

3.2.4 Using the SSDS plans as the building blocks for the NSDS design for the future

3.2.5 Improving capacity of sub-national institutions to do their own analysis within the scope of the preparation of the SSDSs

3.2.6 Monitoring the implementation plan of SSDS for effectiveness STRATEGIC THEME 4. Human as well as Institutional Development Sub-Theme 4.1: Human Resources Development and Management

4.1.1 Reviewing and implementing training needs assessment

4.1.2 Developing and implementing training programmes for the staff designated for the statistical activities

4.1.3 Designing a programme to professionalize the Agencies and NSS

4.1.4 Establishing a statistical training centre for the NSS at the CSA

4.1.5 Preparation of Institutional Memory, Knowledge Management and Repository Strategy

4.1.6 Updating and continuing to implement the Human Resources Development Strategy of the CSA

4.1.7 Preparing a strategy, getting approval and implementing for attractive carrier structures, benefits and service conditions for the statistical work force at the CSA and the NSS NSS-NSDS II Page 97 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES

4.1.8 Preparing a manual on staff matters such as promotions, transfers and performance evaluation

4.1.9 Building capacity continuously at all levels of the statistical personnel

4.1.10 Organizing training programmes for all the NSS members about the EDQAF and data quality procedures

4.1.11 Training the user on how to handle and correctly use data for better interpretation

4.1.12 Training the media on the use of macro data and statistical output

4.1.13 Organizing training on methodology and standards

4.1.14 Designing a curriculum for the NSS Sub-Theme 4.2 Enhancing local and lower level capacity development

4.2.1 Building the capacity of the field staff that are responsible for data collection, analysis, compilation and dissemination at lower levels

4.2.2 Improving the data management, disaster prevention and archiving

4.2.3 Increasing manpower and defining efficient organizational structure

4.2.4 Facilitating the necessary logistics, vehicles and modern IT at regional branch offices and lower levels

4.2.5 Developing efficient data transmission scheme at lower levels Sub-Theme 4.3: Organizational/Institutional Development

4.3.1 Initiating government decisions for all sectors and sub national entities to carry out statistical functions in its MDAs

4.3.2 Setting up a task team to establish organizational structures with corresponding functions

4.3.3 Making efforts in order that statistical agencies are centrally placed within the government and within MDAs

4.3.4 Examining institutional placement within the government and within sectors NSS-NSDS II Page 98 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES STRATEGIC THEME 5: Infrastructural Development Sub-Theme 5.1: Physical Infrastructures

5.1.1 Constructing buildings for 12 branch offices;

5.1.2 Completing the construction of the two modern blocks at the headquarters and equipping them adequately

5.1.3 Renewal of sets of office equipment in the old blocks.

5.1.4 Renewal of sets of office equipment in the branch offices

5.1.5 Procuring field vehicles to facilitate statistical operations Sub-Theme 5.2: Statistical Infrastructure 5.2.1 Area Frame development

5.2.2 Framing development from agricultural census and other agricultural surveys

5.2.3 Preparing Master Sample to run Household Surveys

5.2.4 Documenting institutional memory in the CSA for all produced data items and activities

5.2.5 Developing statistical code of conduct

5.2.6 Preparing Master Sample for integrated establishment surveys 5.2.7 Updating Enumeration Areas

5.2.8 Developing the frame of large-scale commercial farms

5.2.9 Dry Season Irrigation Practice Farms Frame updating/ development

5.2.10 Framing Development for Fishery Statistics Sample Survey

5.2.11 Framing development for Urban Agriculture Survey

5.2.12 Setting up a system of developing and regularly updating of the Business Register

5.2.13 Reviewing EDQAF NSS-NSDS II Page 99 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES

5.2.14 Reviewing the compendium of standards

5.2.15 Preparing disease classification and survey report format

5.2.16 Modernizing the CSA Resources Centre and Library

5.2.17 Reviewing dry season irrigation survey methodology Sub-Theme 5.3: ICT Infrastructures:

5.3.1 Modernizing and improving the CSA website

5.3.2 Procuring essential statistical software

5.3.3 Consolidating the process of keeping geo-referenced data at the CSA

5.3.4 Maintaining GIS infrastructure

5.3.5 Adequately supplying and renewing computer desktops, laptops and the peripheral equipment

5.3.6 Improving the CSA branch offices network to facilitate data entry activities

5.3.7 Developing and improving the working environment of the CSA data center with the necessary equipment, human skill and security procedures STRATEGIC THEME 6: Promotion of Statistical Advocacy and Involvement of the Media Sub-Theme 6.1: Creating Awareness on the Use of Statistics and Improving Statistical Launch and Data Accessibility

6.1.1 Developing and organizing statistical awareness programmes at federal and regional levels

6.1.2 Introducing statistics education at school level as a government policy by signing a MoU with the Ministry of Education

6.1.3 Developing advocacy strategy for the CSA to build media relations

6.1.4 Facilitating statistical information sharing nationally and internationally

6.1.5 Creating awareness about the crucial role of statistics for high level government officials through a series of workshops NSS-NSDS II Page 100 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES

6.1.6 Creating awareness of the public on surveys conducted by the CSA

6.1.7 Create awareness through different mechanisms

6.1.8 Preparing school mini-media and community radio execution programmes 6.1.9 Publicizing the CSA Website

6.1.10 Producing serial radio and television programmes

6.1.11 Developing and disseminating timely communication materials

6.1.12 Arranging field tours for the media personnel to create awareness on the methods and techniques used in data collection

6.1.13 Arranging a consultative workshop at every release of official statistics

6.1.14 Arranging regular press release/event sessions on major statistical releases

6.1.15 Conduct conference and consultative meeting with NSS members, research centers and major stakeholders twice a year Sub-Theme 6.2: Building Capacity to Improve Advocacy and Public Relations

6.2.1 Re-orienting and building the capacity of the media through workshops and training

6.2.2 Strengthening the Public Relations Directorate of the CSA

6.2.3 Organizing regular workshops for data producers, providers and users about the value of statistical data for planning and decision making

6.2.4 Establishing well equipped mini-libraries across all the CSA branch offices

6.2.5 Upgrading the current CSA head quarter library to facilitate access to online services, research database and archive

6.2.6 Restructuring the Public Relations and Dissemination Directorate of the CSA

6.2.7 Equipping the CSA Public Relations Directorate with the necessary audiovisual devices NSS-NSDS II Page 101 2015/16 2016/17 2017/18 2018/19 2019/20 STRATEGIC THEMES AND SUB THEMES STRATEGIC THEME 7: Statistical Financing Strategy

7.1 Ensuring sustainable financing for statistical activities from government sources

7.2 Holding a donors’ conference after the launching of the NSDS II for donors to express their financial support

7.3 Establishing a committee composed of key stakeholders, donors, NSS/CSA to manage the pool of funds

7.4 Ensuring sustainable financing from other sources

7.5 Financing through the mainstreaming of the NSDS II into the GTP II and sectoral plans NSS-NSDS II Page 102 ANNEX C: LOGICAL FRAMEWORK Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions STRATAGIC THEME 1: Responsive Legal Frame work for statistical work in the NSS  Strategic support of the Preparation of a memorandum prepared and A copy of Last quarter NSC/DG NSC NSC in the review of the memorandum by the DG for delivered upon endorsement memorandum of 2016 deliberates on statistics law of 2005 the NSC detailing all issues given by the NSC and a copy of the would include issues that of the review for endorsement memorandum will modernize statistical endorsement available timely generation in an efficient Taking an inventory of all  Doing inventory of other manner existing laws and studying laws and studying them Copies of other Last quarter Coordination MDAs  Developing a them for inconsistencies ,  Engaging in an action plan laws available ; of 2016;First Directorate/PUI/IC cooperate corresponding regulation and carrying out the review Report of the quarter of Relevant MDAs overlaps, duplication of document which clarifies work functions among agencies, study available 2020 the implementation of the law striking them off and  Harmonizing and remarking them and letting streamlining existing laws NSS law over ride them guiding data generation of other agencies so that they are consistent and non-conflicting with the Establishing a committee to A committee established with List of 2nd quarter of Coordination A-G’s office , NSS Act. follow up the process of ToR and time schedule for committee 2016; Last Directorate/DG/A-G cabinet  Organizing the review enacting the law, liaising other work members, quarter of office, cabinet and committee and into law without delay in with the attorney general’s schedule of the 2020 parliamentary parliamentary the process office , the cabinet and the work and copy committees committee all  Ensuring that the parliamentary committees otter available cooperate statistics law is published Preparing a programme of Program prepared, meeting with A copy of 2nd /3rd DGs/DDGs, Fund released publicizing the law among NSS and workshops held and programme quarter of coordination/MDAs/ for the all members of the NSS, all copies of the Law distributed available; 2016; Last stakeholders meeting; stakeholders in organized minutes and quarter of workshops; training meetings, attendances of 2020 and for the workshops meeting and printing of the work schedule enacted law. available ; copy of printed Act and distribution list available STRAGIC THEME 2: DATA DEVELOPMENT

2.1 Data Quality  Establish Data quality Extend assessment of Assessment of systems and Assessment Continuously DDG and staff Fund released procedures; statistical systems and products of the CSA, MDAs report and over the plan for the  Set up auditing process outputs using EDQAF to recommendation period assessment NSS-NSDS II Page 103 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions using the EDQAF for all include the CSA and the details available statistics produced by the rest of the NSS NSS for them to qualify Based on the lesson learned to be accepted as official from previous assessment, statistics extend assessment of statistical systems and products using EDQAF to move MDAs and repeat the process every year Conduct data auditing using Data auditing carried out and List of data Every other DDG (operation) and Fund available EDQAF and provide results used for accreditation of accredited and year of the staff and released approval and accreditation data declared as plan period for data produced by the official statistics NSS Strengthen NSS quality and Units established Number and First quarter DDG (operations) And Fund made support unit at the CSA names of staff of 2016 Directors available for available; newly the exercise acquired equipment list available and training report available Provide and set up quality All data / Indicators for M&E List of M&E All through DDG (Operations) and M&Es and assurance for M&E data use subjected to quality indicators the plan quality unit of M&Es NSS needs and indicators in use assurance certified as period collaboration by the NMES having quality attributes

2.2.1. Data  Embark on a plan of Use GIS technology in order Training on use of GIS and its Report of Continuous All data production Expertise and Presentation and better data presentation to have geographical software data mapping takes training on the over the Directorate, coordinated Fund available Analysis  Introduce into the stages mapping of data; training place use of GIS and plan period by DDG (operations) of data production in- for its use participant list depth analysis of data available Publication of report with data mapping available Create a core team for In- Core team on in-depth analysis Team and list of Continuous Core team analysis and Fund available depth analysis created staff and their over the plan R&M division under the for analytical competencies period supervision of DDG work and for (operations the partnerships Recruit adequate number of staff of appropriate background to form the NSS-NSDS II Page 104 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions critical mass for analysis functions Conduct in-depth analysis In-depth analysis is now part of Published of produced data either functions of CSA and published analytical reports internally within the CSA or available in partnership with research institutes and publish Establish programme of production and data dissemination

2.2.2. Data  Development of Preparation of both the Dissemination dissemination policy and policy and plan documents and Use plan for the entire NSS for dissemination to cover  Development of the entire NSS Dissemination Channels Develop a mechanisms and channels for improved data dissemination to achieve easy accessibility of data Provide statistical data and assessment result for monitoring and evaluation of government policy and strategy Anonymized micro-data dissemination for purposes of further analysis in research Conduct User-Satisfaction User-producer workshop held Reports and list Annually DG/DDGs and directors Fund available Survey periodically and of participants disseminate and also take available actions on the recommendations Establish and maintain full catalogue of NSS official statistics Creation of national National data bank and sectoral NDB, sectoral Through all CSA and MoA and other Fund must be dissemination data bank and databases are created and databases, the plan partners available for sectoral databases that are linked; websites period these key and populated with data, sectoral important databases linked with infrastructure national data bank, all regularly updated Creation of Questions bank Questions bank for the NSS Question banks for the NSS created are all up and NSS-NSDS II Page 105 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions running Develop common and Common NSS website created shared website for the NSS Analytical and statistical Analytical reports and statistical reports are posted on reports posted on the website website Data releases are Press conferences are held for Report of the Periodically DG/DDGs and directors accompanied by press all major statistical releases press when needed meetings (conferences) conferences are available Prepare statistical release once a year calendar of release Copy of calendar annually DG/DDGs and directors calendar for all of the NSS prepared available MDAs and keep the dates Ensure the NSS and CSA Time series data are published Copies of Continuously All data production Time table data are presented in time publication over a five directors publication series available year period

2.3. Enhancing  List all new emerging The activities are detailed All planed censuses and surveys Reports of Continuous DDGs and Directorates Adequate the coverage and areas of data need and and are therefore presented are carried out according to surveys and execution of and all survey staff money made Capacity of Data prioritize them; as surveys, censuses and schedule censuses are surveys and available for Collection  Prepare a program of plans budgeted. It is part of available. censuses all the surveys, censuses, and the appendices to this Reports of throughout activities of the other major statistical document methodological the plan survey activities to span over the studies are period program in plan period presenting available time them as annual work plans ;  Extend automated field CAPI/PDA and others assisting Data collection Continuous DDG in charge of Fund available data collection data collection in operation in the over the plan operations and staff to secure the mechanisms such as CAPI/PDA/and period, lag equipment and application of CAPI and other data reduced in for the PDAs to more surveys to collection processing operations improve both the quality devices of data being collected and narrowing the gap between data collection and dissemination  Extend coverage of external trade statistics to include compilation of import/export index

2.4 Supporting  Establishment of an Include appropriate modules Methodological Integrated Household of the Informal Sector/non- Improvement Survey System; farm activities in regular and Statistical  Preparation of Household household survey NSS-NSDS II Page 106 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions Modernization Survey for a five Year Proper efficient Integrated of Surveys and Program; Household survey Censuses  Development of an programme and a integrated surveys of corresponding integrated establishments establishment survey Initiate preliminary work,  Establishment of a covering mainly Research, Development, cartographic work for the Methods and Standard 2017 Population and team within the National Housing Census Statistics Data Quality Initiate preliminary work, and Standard covering mainly Coordination Directorate cartographic work for the as knowledge Center of 2018 Agricultural Census the NSS Plan surveys in order to Appropriate survey design done Survey design Continuously Methodology and Methods and have sub national and lower documents over the Research division Research level administration available plan period equipped estimates presented for use at this levels Review Household survey Contents to meet top priorities and eliminate duplication Establishment of the unit unit is established Structure of the 2015-2016 DG/DDGs/NSC Expertise and within National Statistics division is fund available Data Quality and Standard available; Coordination Directorate with appropriate number and skill Engage Methodological and A methodologist as TA to the ToR, contact Sampling Expert to outfit division engaged and name of the and for a period not less expert available than 2 years Methodological Team to study new areas of data production and establish methods and processes of data production Expand research and analytical capabilities by partnering with universities and research institutes Obtain technical assistance Methodological study Methodological 2015-2019 DDGs, Methodology Fund facilities on small area estimation and programme carried out reports are Division and Experts available for NSS-NSDS II Page 107 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions poverty mapping available all the studies Integration of survey data with data from administrative sources and cross check one against the other; Appropriate method for compilation of environmental statistics Develop techniques for sampling and modeling industry. Preparation of efficient Sampling design and selection Documented Continuous DDGs/Methodology and Expertise and survey design and carried out for all surveys sample designs over the five Research Division fund available methodologies for all and selected years of surveys to be carried out by samples are survey the CSA and conducting the available; operation sample selection Improve the available Methodology research carried Methodological sampling methodology and out research report statistical methods available and expert TOR and contact available including the name of the expert Expand research capabilities by partnering with universities and research institutes Test and evaluate the innovations in Data Collection practicality and efficiency Brought in; of different data collection, compilation and dissemination devices and process with CSA and the entire NSS 2.5.Improvement  Establishment of the Establishing and running the NMES is created and is NMES 2015 3rd and NPC/CSA/MDAs Willingness of the National Monitoring and NMES system operating with staff allocated to physically exists 4th quarter and Management Evaluation System with it at NPC and at the sectors with staff and collaboration Information the National Planning departments of the authority System Commission as available to accept the (MIS/System coordinating center for idea Administration Sectors M&E units; Establish a division at the MIS Improvement Division MIS Division at 2015 3rd and DG/DGGs at CSA Funds for its NSS-NSDS II Page 108 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions Statistics SAS)  Creation of the MIS CSA to coordinate the created with ToR and with staff CSA is created 4th quarter operation improvement Division of improvement of MIS as a and established should be the National Statistics cheap source for input and with staff and available Data Quality and output indicators and link up ToR Standard Coordination with NMES for the use of Directorate to lead the such indicators for N&M development of MIS to tasks. The CSA establishes generate needed statistics; a division that coordinates  Drawing up improvement the improvement and development program programme with ToR for its for MIS operation Establish a collaborative A programme of collaboration Copies of signed 2015-2019 NPC/DG/DGGs of CSA Willingness to programme for the NSS and is launched with MoU signed MoU and collaborate NMES to work jointly meeting schedule with adequate together with clearly set available fund Term of Reference Establish the Indicators Prepare programmes of System of data production List of Indicators Programme NPC and NMES unit at Cooperation collection of administrative process set in motion and available will run MDAs, NSS and CSA and records with working through collaboration is formats/registers/schedule 2015-2019 assessed of data collection improved, tested and put to use Assign staff to the tasks of Copies of record keeping and organize programme of periodic training and recording and supervision for the staff training and charged with the supervision are responsibility of collecting available; the data and completing the List of staff in registry the unit are available Investigate ability for MIS swift modeling

2.6. Gender  Facilitate gender Mainstream gender issues Gender Issue centrally placed in Planned survey 3rd quarter of DG/DGGs and Willingness of Mainstreaming mainstreaming activities into data production in the data production with gender 2015 and directorate of gender the CSA and by bridging the data gaps; economic, social and consideration are throughout statistics Authority to Development of  Prepare a program on environmental sectors; available the plan make this Statistics gender statistics; period; changes of  Strengthen Gender having a Mainstreaming structure Directorate towards devoted to gender disaggregated gender NSS-NSDS II Page 109 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions data development; statistics;  Create core staff to work ·Work on all survey Questionnaires/Forms reviewed Improved Throughout DG/DGGs and consistently in this area of questionnaires, forms and to meet gender requirements; questionnaires/ the plan Directorate of gender statistics with appropriate all instruments of data forms are period; statistics training collection so as to ensure all available variables and estimates are presented by gender ·Conduct time use survey so Time use survey is conducted; Time use survey TUS is DG/DGGs and Fund is as to measure gender report is conducted in Directorate of Gender available contributions to the available; 2016 Statistics economy and evaluate women’s household chores Conduct Gender Asset Gap Gender Asset Gap survey is Gender Asset Gender DG/DGGs and Fund is survey conducted Gap survey Asset Gap Directorate of Gender available report is survey is Statistics available Conducted in 2017 ·Gender data mining from Gender data mining is ongoing Mined gender 3rd quarter of DG/DGGs and different survey results data reports are 2015 and all Directorate of Gender available available through the Statistics plan period Articulate the functions of the Gender Statistics Functions of the gender A copy of the 3rd quarter DG/DGGs and Division statistics formulated functions is of 2015 Directorate of Gender available Statistics

2.7 Environment  Hold a series of meetings Describe and define country and Related with the relevant partner specific and appropriate Issues for common methodology and approach understanding to deal with environmental  Prepare programme of and related activities addressing the issues The prerequisite for having  Establish working groups enhanced environmental for each of these issues statistics data base and outfit is to have Environmental Statistics Data Production Framework as guideline to entangle statistical performance It is essential to have data on environment, natural resource and wild life components for sustainable utilization of resources without compromising the NSS-NSDS II Page 110 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions needs of the future generation Compilation of greenhouse gas emission, energy need and consumption of the country together with waste and sewage management by different sources and utilities Assess the knowledge, attitude and practice of the community towards climate change and global warming issues and their impact on the economic activities and livelihood of the community Highlight different efforts by the government, the community and stakeholders on environment protection and water shade management practices Recognizing the carbon exchange compensation provided by the global community and what counterfactual impact has been made on climate change mitigation action STRATEGIC THEME 3: NSS Coordination and Preparation of Sectors Strategic Plan

3.1 Improved  Development of Build partnership between Partnerships with media, MoU and the 2015-2019 CSA, Media, Partnership Coordination of mechanisms for effective CSA on behalf of the NSS Universities and research prepared Universities and must run with the NSS and coordination; and the media to re-orientate institutes are in place with MoU programme are research institutes. equality among Other  Ensuring that and integrate the media into binding the collaboration available. partners and Coordination institutional, technical the NSS as an agent of programme of the partnership Partnerships will well-funded by Issues and process coordination development and drawn up. run throughout the CSA. are carried out; collaborator with the the life of the  Carry out both sub- CSA/NSS. NSDS II. system and across NSS The CSA must be coordination; strengthened financially  Establish partnerships and with adequate and skilled form effective NSS human power and adequate groups; provision on coordination in NSS-NSDS II Page 111 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions  Articulate coordination the Statistics Act for it to be functions; able to coordinate itself and  Establish coordination the NSS effectively structure Prepare clear guidelines and functions for the coordination task Establish producer-producer (Inter-Agency) Committees with clear Terms of Reference and meeting schedules. Establish for the NSS a User-Producer Committee, sub-committee and forum for suppliers and producers Set up partnership between the CSA on behalf of the NSS and the media to involve the media as a developmental agent and collaborator Create another coordination committee of the NSS, led by the CSA, and the donor community to meet regularly with clear Terms of Reference Establish MoU with the MDAs for joint work with the CSA. MDAs include Ministries of Trade, Industry, Construction and Urban Development and the ERCA on Business Registration and other processes Prepare an annual performance report of the NSS for the Council to be NSS-NSDS II Page 112 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions compiled by the Coordination Directorate; Initiate NSS Statistical Unit Focal persons consultative meetings Build partnerships with the media, universities, research institutes and other worthy partners with MoU as governing instrument for the partnerships Establish a technical Team of highly skilled professionals to undertake various activities to support sectors, regional states and woreda technically Develop for within-agency coordination Hold periodic consultative workshops with major data producers and users. Collaborate with the newly established Vital Events Registration Agency on the compilation of Vital Statistics NSS-NSDS II Page 113 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions Initiate discussions with the Ethiopian Revenue and Customs Agency in the context of the NSS and the spirit of rationalizing activities, to designate the CSA as the sole agency to compile official external merchandize trade statistics but using the data from the bills of entry and other administrative statistics from the ERCA Develop MoU as an MoU developed Copy of program instrument of collaboration available in the establishment of partnerships  Select MDAs in phases Select five to eight sectors SSDSs There must be over the next five years every five-year period, documents are SSDSs are prepared in the strong will to and design SSDSs for prepare the SSDS document available; phases with all the structures for The process DDG/Director embark on this cohorts of MDAs. and launch the plan structures for the the design process put in place; covers a coordination process and Implementation begins as immediately design are on the work plans are prepared for whole of five consultants/core teams fund should be soon as the SSDSs are ground technical those who have not yet designed years etc… available for prepared; materials and the SSDSs the design  Establish structures for briefing reports process. the design process such as are available

3.2 Preparation establishing sector Appoint core team, of Sector committees, focal coordinator, national and Strategies for persons, national international consultant to the coordination to facilitate guide and facilitate the Development of process; process Statistics  Establish core team at the Assist other MDAs not in Coordination Directorate the cohorts yet to produce to guide the process at the sector statistical work plans. sectors; Use sector statistical plans  Technical briefing and as the building blocks for technical materials are next NSDS made available Improve capacity of sub- national institutions to do their own analysis within NSS-NSDS II Page 114 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions the scope of the preparation of the SSDSs STRATEGIC THEME 4 HUMAN AS WELL AS INSTITUTIONAL DEVELOPMENT  Making a thorough Carryout Training needs Assessment CSA senior Training needs assessment 4th Quarter review of the staff of the assessment report is management; training carried out of 2015 CSA and other NSS available unit components so as to Develop and organize 4.1Human identify key issues to training programmes for the Resource address core team and staff the Development Training Programme developed Training  Upgrading of the staff elements adequately. Give DG/Senior Management and Management and fund mobilization carried programme Half of 2016 composition of the NSS them prerequisite training of the CSA out for implementation available  Establishing the and skill development to management strategy of carry out statistical and human resources related assignment  Training staff to fill gaps Re-engineer the process of in skill Present a review of existing Amount of filling vacancies at the CSA DG/Senior Management procedures and new ones that money mobilized 2015/2016 so as to promptly fill of the CSA are recommended and adopted. is known vacancies Professionalize agencies and sectors by raising the size of the professional staff to a Implementation minimum of 40% of the plan available; * Professionals are about 40% ; work force while reducing New procedure DG/Senior Management · * retraining done for sub 2015/2016 the support staff. The sub- now available for of CSA professionals professionals will require implementation retraining for more efficient plan delivery of statistical products Develop an in-service Number of training programme for the professionals; Established in-service training Training NSS staff number of sub 2015/2016 programme Unit/DG/DDGs professionals trained Provide capacity building Number of staff Training of regional state staff for regional states on rural trained through carried out by the. CSA staff 2015/2016 DG/DDGS data updating (training and these and support being provided staff support by the CSA) programmes Make arrangements for the established applied statistical training center to be used by the NSS Prepare, update and HRD strategy being Number and Funding is DG/DDG’s Support continue implementing the implemented for technical and names of 2015/2016 necessary for Services Directorate human resources support services beneficiary of desired results NSS-NSDS II Page 115 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions development strategy to the strategy are include technical and available support services Directorate of the CSA Prepare a memorandum on de-motivating salaries and service conditions for statistical workers of the CSA and across the NSS Memorandum with A copy of the Funding is and make a case for recommendations prepared and memorandum is 2015/16 DG/DDG’s important for improved salary scales for submitted available results consideration by the government. The CSA should enjoy better salaries and allowances similar to other autonomous agencies Prepare a manual of the procedures and policies on the CSA staff matters- A copy of the promotions, careers, manual available transfers, performance and ToR and DG/DDG’s Service Willingness of evaluation, discipline, etc, Manual prepared and submitted contract 2016 Management and the government with the help of a for approval documents of the Consultant for this change consultant, to be used consultant instead of the civil service available guidelines, regulations and rules. Build continuous capacity at Number of staff all levels of the statistical Capacity given to all levels of that benefitted Fund 2016 DG/DDGs Directors personnel statistical personnel from the capacity availability building program Training all the NSS members and their lower data management units about EDQAF and training on data quality procedures for the NSS Training of users on how to handle data and correctly use data for better interpretation Training of the media on use of micro data and NSS-NSDS II Page 116 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions statistical output Organize training on methodology and standards  Advocate the use of Enhance the capacity of the official statistics at local field staff that are Number of lower administrative level; responsible for data Expertise level staff that All through DG/DGGs/Director of  Enable statistical offices collection, analysis, Capacity enhanced to all field Knowledge benefitted from the plan Coordination/Regional and service delivery sites compilation and staff working at the lower level and Fund the capacity period Bureaus at the local level to dissemination at the lower Available building program actively involve in level primary data collection;  Upgrade statistical and Improve the data Availability of physical infrastructure, as management and disaster better data Expertise All through DG/DGGs/Director of well as human resources prevention strategy and Better data management and management and Knowledge the plan Coordination/Regional at the local level archiving disaster prevention strategy disaster and Fund period Bureaus  Enforce the use of prevention Available internationally agreed document

4.2. Sub-Theme upon standards and Increase human power and Enhancing local guidelines and the define efficient and lower level application of sound and organizational structure at capacity scientific methods at the the lower administrative development local level level Facilitate the necessary Availability of logistics, vehicles and adequate modern IT at regional logistics, Expertise Planned logistics, vehicles and All through DG/DGGs/Director of branch offices and lower vehicles and Knowledge modern IT equipment the plan Coordination/Regional levels modern IT and Fund arrangement period Bureaus equipment at Available branch offices and lower levels Develop efficient data Expertise System of data transmission Swift data All through DG/DGGs/Director of transmission scheme at the Knowledge process properly set and transmission the plan Coordination/Regional lower level and Fund implemented platform period Bureaus Available Ensure the creation of Initiate government decision Structures on the Willingness of sectors strategically for all sectors and sub- All MDAs and sub national ground copy of the organizational elements national entities to operate entities have statistical functions and 2015/2016 DG/DDGs/NSC /NPC Government 4.3. where none exist and statistical functions at structures and functions copy of the to embrace this Organizational/ improve those that are MDAs memo available change Institutional already in place with such Set up a task team to Structures on the Cooperation of Development functions as data collection establish organizational Organizational structures ground and the MDA 2015/2016 DG/DDG/MDAs compilation disseminators elements with created by the task team report of the task authority and interval coordination corresponding functions team available required NSS-NSDS II Page 117 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions etc CSA should lead the Institutionally, statistical process; agencies should be centrally placed within government Structures in and within MDAs since centralized statistical structures placed in Government statistics produced must locations and a 2015/2016 SG/DDGs/NSC /NPC government and MDAs acceptance serve all operational copy of memo departments. A MoU should available be prepared on this and be sent to the council for action Examine institutional placement within government and within sectors STRATEGIC THEME 5: INFRASTRUCTURAL DEVELOPMENT Sub Theme 5.1 Improve and develop Complete the construction 2nd block completed and Inventory of Physical physical infrastructure of the two modern blocks at equipped equipment Infrastructure the headquarters and equip available them adequately (one block is completed and waiting to be fully equipped) Renovation of the old 1st block fully equipped Old blocks blocks remodeled with inventory of equipment Renewal of sets of office Old blocks remodeled with equipment in the old blocks renewed of equipment Construct buildings for 12 branch offices Equip the agency with efficient field vehicles Renew sets of office equipment in the branch offices Sub Theme 5.2 Improve and Develop Ensure institutional memory Statistical Statistical Infrastructure at the CSA by Infrastructure documentation of meta data for all produced data items and activities Develop statistical code of conduct Prepare and improve master sampling frame from censuses and other sources for the implementation of NSS-NSDS II Page 118 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions integrated household survey to be utilized over a five year period Conduct area frame research Area frame sample designed Documented 2016 Methodology Division Funds and and development and frames prepared enumeration of expertise area frame available available Construct and maintain enumeration area Develop the frame of large scale commercial farms Design an efficient approach to amalgamate major censuses and different socio-economic survey programmes Set up a system for regular updating of business register Develop regular updating and review of a compendium of standards and statistical classification documents Develop the Ethiopian Data Quality Assessment Framework (EDQAF) and its major components according to the emerging technical and functional needs to improve quality and to coordinate the entire NSS by taking into account international practices in quality assurance Generate different agreed upon classification documents on which all data from surveys and censuses are presented Develop survey methods and guides to conduct surveys and censuses Modernize resource center (library) NSS-NSDS II Page 119 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions Sub Theme 5.3 Improve and develop ICT Improve access to the CSA Website exists, ICT infrastructure website by, among other plug software in Infrastructure things, increasing the band use, subscription width through negotiation details available with scenic providers Website working well and for new 2015/19 plan Fund referees licensed software in place equipment period DG/DD/GS director available Endeavor to use software that are updated Consolidate the process of keeping geo referenced data at the CSA Maintain the GIS infrastructure Adequate supply and maintenance of computer desk tops, laptops and peripheral equipment Examine the implementation of standardized data capture, statistical processing and dissemination module and general statistical business process model (GSBPM) Develop and improve the working environment of the CSA data Center with the necessary equipment, human skill and security procedures STRATEGIC THEME:-6 PROMOTION OF STATISTICAL ADVOCACY AND INVOLVEMENT OF THE MEDIA  Make the case for Develop and organize Statistical Awareness Creation Statistical 2015/2019 DG/DDG media mode Funding Strategic Sub- statistics as a necessary statistical awareness Program Designed Awareness office available Theme 6.1: part of an enabling programmes at federal and Creation Creating environment for regional levels Program awareness on the improving decision Designed use of statistics outcomes; and improving  Demonstrate the use of statistical launch statistics at sectoral levels and data and sub-national entities accessibility showing how policy makers can use data to Introduce Statistics Major statistics concepts Copy of 2015/16 DG/DDGS media office Acceptance by improve policy Education at the school introduced at the school level memorandum the authority formulation and level as a government policy available NSS-NSDS II Page 120 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions management; by signing a MoU with the  Point out how statistics Ministry of Education supports private sector investments and in Develop an advocacy Copy of the 2015/2019 DG/DDG media mode Funding promoting the strategy for the CSA to media strategy office available development of efficient building media relation implementation markets; document  Establish statistical Facilitate statistical Information sharing taking List of DSS media office advocacy programmes to information sharing place information build a strong partnership nationally and shared with the media to increase internationally participation and support in informing and Creating awareness about Services during workshops Workshop 2015/2019 DG/DDG media mode Funding sensitizing the public the crucial role of statistics materials and office available about the importance of for high level government reports as well as statistics data officials through a series of the list of workshops participants available Create awareness of the public on the surveys Units in place conducted by the CSA with details of functions and 2016; All Unit is established and staffed names of Funding is through the DG/DDGs with communication specialists employees a available plan period document on conditions of services Create Awareness through different mechanisms Prepare school mini-media School mini-media and Availability of All through DG/DDGs and relevant Funding is and community radio community radio school mini- the plan officers essential for execution program period these activities implementation strategy media and to be carried community out radio implementation strategic document Publicize the CSA Website Producing serial radio and Serial radio programme Availability of All through DG/DDGs and relevant Funding is NSS-NSDS II Page 121 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions television programmes implementation strategy serial radio the plan officers essential for programme period these activities to be carried implementation out strategy document Developing and disseminating timely communication materials Arrange field tours for the Field tours were held for the Reports of the All through DG/DDGs and relevant Funding is media personnel to create media personnel to create field trip and a the plan officers essential for awareness on the method awareness on the methods and list of period these activities and techniques used for data techniques used for data participants for to be carried collection collection the tour are out available Arranging consultative Workshops were held for the Lecture All through DG/DDGs and relevant Funding is workshops at every release media covering all the listed materials, the plan officers essential for of official statistics topics reports of the period these activities workshops and a to be carried list of out participants in all the workshops are available Arrange regular press Press release/event sessions Statistical release All through DG/DDGs and relevant Funding is release/event sessions on were held for major data users materials, the plan officers essential for major statistical releases and the media, covering all the reports of the period these activities listed topics workshops and a to be carried list of out participants in all the workshops are available Re-orient and build the Workshops were held for the Lecture All through DG/DDGs and relevant Funding is Strategic Sub- capacity of the media media, covering all the listed materials, the plan officers essential for Theme 6.2: topics reports of the period these activities through workshops and workshops and a to be carried Build capacity to training list of out improve participants in all advocacy and the workshops public relations are available Strengthen the Public ToR for the Steering Committee established Relations Directorate of Committee and with ToR the list of NSS-NSDS II Page 122 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions the CSA members is available Organize regular workshops for data producers, providers and Report of All these conference, the activities Donors give users about the value of list of must be their financial statistical data for Producers, providers and users DG/DDGs/ Director of participants and completed in support and conference held coordination planning and decision a compilation of the interest is making pledges remaining sustained available activity year Establish well equipped Well equipped mini-libraries Mini-libraries mini-libraries across all across all the CSA branch across all the offices CSA branch the CSA branch offices offices and the 2016; All DG/DDGs/ Director of Funding is number of through the coordination, Director of available internal and plan period PR external users of the service Upgrading the current Well established access for Number of CSA Headquarter online and other basic services internal and within the CSA Headquarter external library Library to facilitate Library service users at 2016; All access to online services, the CSA DG/DDGs/ Director of Funding is through the research database and Headquarter Coordination, Director available plan period Library of PR archive Restructure the Public Relations and Dissemination Directorate of the CSA Equip the CSA Units in place Public with details of Relations functions and names of 2016; All Directorate Unit is strengthened and staffed Funding is employees with through the DG/DDGs with the with communication specialists document on plan period available necessary conditions of services audiovisual NSS-NSDS II Page 123 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions materials STRATEGLC THEME 7: STATISTICAL FINANCING STRATEGY  Promote sustainable Ensure sustainable financing financing from the for statistical activities from government; government sources  Mobilize fund through Hold donors’ conferences donors’ conferences; after launching the NSDS II  Build fund basket for the for donors to express their NSDS II implementation; financial support  Explore other sources of Set up a Steering Committee fund composed of key stakeholders, donors, NSS/CSA chaired by the NPC to bring financial inputs into one basket which will be managed by the Steering Committee. The Committee sees to it that programmes match with financial inputs. Look at the possibility of establishing a National Statistical Fund (NSF), which both the public and private sectors will contribute to Finance through the mainstreaming of the NSDS II to the GTP II and sectoral plans mainstreamed in the sector development plans. Funds for these development framework will also be available for the implementation of the NSDS II The CSA will initiate discussions with NPC and donors group in statistics building on the DAG arrangement and donors group forum on statistical products. This arrangement could yield a steering NSS-NSDS II Page 124 Sub-theme Strategies Activities objectively verifiable means of Time Responsible parties Remarks performance indicator verification Frame and assumptions committee through which basket fund could be built for statistical development in Ethiopia. NSS-NSDS II Page 125 ANNEX D: List of Activities Carried out by the CSA during NSDS I (2010/11 – 2014/15) Survey/ Statistical Activity Year Funding Source Outputs and Indicators Remarks Crop Forecast Survey 2011, 2012, 2013, Government Regional and national level crop production data by type and Published 2014, 2015 size Annual Agricultural Sample Survey 2011, 2012, 2013, Government Crop production, irrigation, land use, fertilizer use, acreage, Published (Meher and Belg Season) 2014, 2015 type of crop produced, pesticides, production, consumption, demand, supply, storage capacity, etc. Cattle Population, Poultry and 2011, 2012, 2013, Government Report on characteristics and production of livesotick, farm Published Beehives Survey 2014, 2015 poultry and beehives products Ethiopian Rural Socio-Economic 2012 Government/World Data and report on rural and small town socio-economic Published Panel Survey (First Wave) (Living Bank characteristics at the household and community level. Standard Measurement Study – Demographic and related events, use and condition of assets for different purposes, education, health, labour and time use, Integrated Surveys on Agriculture – savings, credit, consumption, food security, assets, housing LSMS-ISA programme) characteristics, access to electricity, water and sanitation facilities, agriculture and livestock. Ethiopian Socioeconomic Panel 2014 Government/World Data and report on national socio-economic characteristics at Published Survey (Second Wave) (Living Bank the household and community level. Demographic and related Standard Measurement Study – events, use and condition of assets for different purposes, Integrated Surveys on Agriculture – education, health, labor and time use, savings, credit, LSMS-ISA programme) consumption, food security, assets, housing characteristics, access to electricity, water and sanitation facilities, agriculture and livestock. Dry Season Irrigation Activity Survey 2014, 2015 Government Report on dry season irrigation, land use, type of crop Published produced, pesticides, production, consumption, demand, supply, storage capacity Large and Medium Commercial Farms 2011, 2012, 2013, Government Report on farm management crop production and productivity, Published Survey 2014, 2015 land use, fertilizer use, type of crop produced, pesticides, market linkage, demand, supply, storage capacity, etc. Nomadic Area Socio Economic 2013, 2014, World Bank Report on nomadic community socio economic Published Survey characteristics, Demographic and related events, use and condition of assets for different purposes Southern Nations, Nationalities and 2012 Government Report on Southern Nations, Nationalities and People Published People Vegetables and Root Crops Vegetables and Root Crops production size, magnitude and distribution status NSS-NSDS II Page 126 Survey/ Statistical Activity Year Funding Source Outputs and Indicators Remarks Survey Productive Safety Net Program 2011, 2012, 2013, World Bank Report on the impact, status and assessment of Productive Published (PSNP) baseline and assessment 2014, 2015 Safety Net Program Survey Agricultural Growth Program (AGP) 2011, 2012, 2013, Ministry of Report on the impact, status and assessment of Agricultural Published baseline and assessment Survey 2014, 2015 Agriculture Growth Program of the government Sustainable Land Use Program Survey 2011, 2012, 2013, Ministry of Report on the impact, status and assessment of Sustainable Published 2014, 2015 Agriculture Land Use Program Components Feed the Future (FTF) baseline and 2012, 2013, 2014, International Food Report on the impact, status and assessment of Feed the Future Published Assessment survey 2015 Policy Research Program Components Institute (IFPRI) Maize and Wheat DNA survey 2013, 2014, 2015 International Food Data Collection about Maize and Wheat DNA identification Published Policy Research Institute (IFPRI) Pastoral Productive Safety Net 2013, 2014, 2015 World Bank Report on the impact, status and assessment evaluation of Published Program (PAPSNP) baseline and Pastoralist Area Productive Safety Net Program assessment Survey Rapid Crop Forecasting Survey 2014, 2015 FAO Data collection for rapid crop assessment and status evaluation Published Rural Socio-economic Survey- 2012, 2013 World Bank Report on Pastoralist community socio economic Published Pastoralist Areas Extension characteristics, Demographic and related events, use and condition of assets for different purposes Food Security 2012, 2013 Ministry of Report on community socio -economic characteristics, Published Agriculture demographic and related events, use and condition of assets for different purposes, food security status, remittance and other sources of risk mitigation Large and Medium Scale Industry 2011, 2012, 2013, Government Industrial production, type and number of industry, list of Published Survey 2014, 2015 medium and large scale industries, employment, ownership type, capital, transaction, financial statement, etc. Small Scale Industry Survey 2012, 2014, Government Industrial production, type and number of industry, list of Published medium and large scale industries, employment, ownership type, capital, transaction, financial statement, etc. NSS-NSDS II Page 127 Survey/ Statistical Activity Year Funding Source Outputs and Indicators Remarks Distributive and Retail Trade Survey 2012, 2014, Government Outputs and employment in distributive and Retail Trade, Published Retail and distributive Price of selected commodities, capital, transaction, financial statement Construction Survey 2012, 2014, Ministry of Urban Volume of construction, number of construction companies, Published Development and employment opportunities, financial statement, capital, Construction transactions, etc. Transport and Communications 2011, 2012 Government Handbook of Statistical abstract on number and type of Published Statistics Compilation vehicles by type of road, water, air transport, passenger Carriage, fare &freight, telecommunication, etc. Import and Export Statistics 2011, 2012, 2013, Government Handbook of statistical abstract on import and export Published Compilation 2014, 2015 commodity items and their value Production Industries, Producers Price 2011, 2012, 2013, Government Report on production industries producers price and size index Published and Size Index Preparation 2014, 2015 preparation Large and Medium Scale Industries IT 2011, 2013, 2015 Government Report on the IT and related infrastructural utilization status Published Application Survey of large and medium scale industries Quarterly Large and Medium Scale 2011, 2012, 2013, Government Quarterly report on industrial production, type and number of Published Industries Survey 2014, 2015 industries, list of medium and large scale industries, employment, ownership type, capital, transaction, financial statement etc. Cottage Industry Survey 2015 Government Report on cottage industry production, type and number of Published industry, list of scale industries, employment, ownership type, capital, transaction, financial statement, etc. Micro and Small Construction Sector 2015 Government Volume of construction, number of construction, micro and Published Survey small enterprises, employment opportunities, financial statement, capital, transactions, etc. Micro and Small Service Sector 2015 Government Provision of outputs, goods and services, employment status, Published Survey capital, transaction in micro and small enterprise service sector Producers Price Survey 2011, 2012, 2013, Government Reports on retail price of agricultural items and products Published 2014, 2015 Goods and Services Retail Price 2011, 2012, 2013, Government Reports on retail price of basic goods and services items and Published Survey 2014, 2015 products NSS-NSDS II Page 128 Survey/ Statistical Activity Year Funding Source Outputs and Indicators Remarks Consumers Price Index 2011, 2012, 2013, Government Report on the consumer price data Published 2014, 2015 International Comparison Program 2011, 2012, 2013, Government Report on international comparison program Published 2014, 2015 Household Consumption and 2011 Government Demographic characteristics of households, wealth status, type Published Expenditure Survey of household food and other necessity items consumed, size and bulk of the food and necessity items, amount of expenditure, calorie intake, etc. Welfare Monitoring Survey 2011 Government Report on the welfare status and monitoring indicators of the Published community Urban Employment and 2011, 2012, 2013, Government Report on the demographic characteristics of urban Published Unemployment Survey 2014, 2015 population, active population, inactive population, employed population, unemployed population, training and skill availability, usual and current status of employment, participation of employed population in industry, service, agriculture and government offices, and data about informal sector, wage and salary from employment, etc.. Urban Employment and 2013, 2014 Bureau of Labour and Report on the demographic characteristics of Addis Ababa Published Unemployment Survey for Addis Social Affairs of City population, active population, inactive population, Ababa Region Addis Ababa employed population, unemployed population, training and Administration skill availability, usual and current status of employment, participation of employed population in Industry, Service, agriculture and government offices, and data about informal sector, wage and salary from employment etc.. National Labour Force Survey 2013 Government Report on the demographic characteristics of rural and urban Published population, active population, inactive population, employed population, unemployed population, training and skill availability, usual and current status of employment, participation of employed population in industry, service, agriculture and government offices, and data about informal sector, wage and salary from employment etc… Time Use Survey 2013 UN Women Report on the time use by gender and types of activity Published Census Result Updating and 2011, 2013 UNFPA and National level population projection report based on the 2007 Published Projection Government Population and Housing Census Result and projected by considering major demographic characteristics NSS-NSDS II Page 129 Survey/ Statistical Activity Year Funding Source Outputs and Indicators Remarks Ethiopian Demographic and Health 2011 UNFPA, MACRO, Report on characteristics of the respondent, marriage and Published Survey USAID, Ministry of sexual activity, fertility level, trend, differentials, fertility Health, UNICEF and preference, family planning, infant and child mortality, Government maternal health, child health, nutrition of child adult nutritional status, HIV prevalence, knowledge and attitude, women empowerment, adult and maternal mortality Mini Demographic and Health Survey 2013 UNFPA, MACRO, Report on characteristics of the respondent, Marriage and Published USAID, Ministry of sexual activity, Fertility level, trend, differentials, Fertility Health, UNICEF and preference, family planning, Infant and child mortality, Government maternal health, child health, nutrition of child adult nutritional status, HIV prevalence, knowledge and attitude, women empowerment, adult and maternal mortality Inter Censual Survey 2012 UNFPA, Government Report on population characteristics, Published ethnic group, mother tongue, religion and marital status, disability and orphan hood, literacy and education, economic activity, population dynamics, migration, fertility, mortality, housing characteristics and conditions Preparatory Activity for the 4th round 2014, 2015 UNFPA, Government Preparation of project document, preparation of questionnaire Project of Population and Housing Census of design, enumeration area methodological improvement using Document 2017 the GPS enabled GPS, procurement of field and office prepared equipment and other preparatory activities Area Frame Pilot Survey 2011, 2012, 2013, FAO, World Bank Report on the possibility and the Coefficient of Variation of in progress 2014, 2015 production and area estimate of the area frame approach Preparation of Ethiopian Data Quality 2011 World Bank, Document profile on EDQAF design approach, terminology, Published Assessment Framework (EDQAF) Government EDQAF program design objectives, outputs and scope, general quality concepts, EDQAF quality model, EDQAF assessment design, factors affecting assessment design, assessment phases, identification of potential quality improvements, assessment outputs, designation of official statistics, taking account of other assessment programmes, EDQAF assessment phases, EDQAF Programme implementation, underlying legal framework and CSA coordination role, need for CSA quality assurance framework and quality declarations, roles, quality assessment resources and periodicity training NSS-NSDS II Page 130 Survey/ Statistical Activity Year Funding Source Outputs and Indicators Remarks Conduct system assessment for sectors 2011, 2012, 2013, World Bank, Report on system assessment and data verification of Published based on the EDQAF 2014, 2015 Government statistical data management units of the Ministry of Education, Ethiopian Roads Authority and the Ministry of Health to identify data quality problems at all hierarchies and propose possible recommendations Methodological and system 2011, 2012, 2013, World Bank, Report on the methodological and system improvements on Published improvements on the area of data 2014, 2015 Government the area of data collection, compilation, analysis and collection, compilation, analysis and dissemination dissemination Training Needs Assessment 2011, 2012, 2013, UN-ACS, World Report on the training needs assessment, process, consultative Published Bank, Government meeting with stakeholders and the National Statistical System Curriculum Design Project for the 2014, 2015 UN-ACS, World Report on the preparatory activity training system In progress National Statistical System Bank, Government Development, selection of experienced consultant Preparation of Standard Document 2013, 2014, 2015 World Bank, Document on Statistical Naming and Coding, Statistical Published Government Concept and Definition, Industrial and Economic Activity Classification, International Occupation Classification and International Classification of Disease Version 10 Training and Consultation for 2011, 2012, 2013, Government Report on the provision of training for sectors and other data Published members of the National Statistical 2014, 2015 producers and users System about statistical and related activities Training on Basic Statistical 2011, 2012, 2013, Government Report on the evaluation on training on basic statistical Application, Ethiopian Data Quality 2014, 2015 application, Ethiopian Data Quality Assessment Framework Assessment Framework (EDQAF), (EDQAF), data quality procedures, administrative records collection, compilation, analysis and dissemination, utilization Data Quality Procedures, of standard documents for NSS members, regional, zonal and Administrative Records Collection, woreda level Compilation, Analysis and Dissemination, Utilization of Standard Documents for NSS members, regional, zonal and woreda NSS-NSDS II Page 131 Survey/ Statistical Activity Year Funding Source Outputs and Indicators Remarks Preparation of proper sample design 2011, 2012, 2013, Government Report on sample design and selection procedure for surveys Published for surveys carried out by the Central 2014, 2015 conducted by the CSA Statistical Agency and conducting sample selection Preparation of proper sample design 2011, 2012, 2013, Government Report on the sample design and selection procedure for Published for surveys carried out by members of 2014, 2015 surveys conducted by NSS members and other data producers the National Statistical System and and users conducting sample selection NSDS I Mid and End Term Evaluation 2013, 2015 World Bank, PARIS Assessment report on the NSDS I evaluation of strengths, Published 21, UN-ACS, and weaknesses, recommendations and the way forward Government NSDS II Design Project 2014, 2015 World Bank, PARIS Report on preparatory activity, consultative meeting with in progress 21, UN-ACS, and stakeholders, study tour for experience sharing, draft NSDS II Government documents and remaining activities in collaboration with the consultant Improving measurement of 2013, 2014 World Bank Report on the methodological improvement for agricultural in progress agricultural productivity through statistics through methodological validation and research methodological validation and research (Living Standard Measurement Study – Integrated Surveys on Agriculture LSMS-ISA) Ethiopian Socioeconomic Panel 2014 Government/World Data and report on national socio-economic characteristics at In Progress Survey (Third Wave) (Living Bank the household and community level. Demographic and related Standard Measurement Study – events, use and condition of assets for different purposes, education, health, labour and time use, savings, credit, Integrated Surveys on Agriculture – consumption, food security, assets, housing characteristics, LSMS-ISA programme) access to electricity, water and sanitation facilities, agriculture and livestock. Preparation of Land Use and Land 2011 FAO Report on the type and diversification of land use and land Published Cover Classification database cover classification of the country Capacity building and post graduate 2011, 2012, 2013, Government Report on the capacity building and post graduate programme Published 2014, 2015 for employees of the agency NSS-NSDS II Page 132 Survey/ Statistical Activity Year Funding Source Outputs and Indicators Remarks programme for employees of the agency Mobile Technology Based Data 2014, 2015 United Nations Data collection on the application of mobile technology based in progress Collection Project African Centre of data collection for price statistical data for the assessment and Statistics (UNACS) evaluation of efficiency, timeliness and quality Promoting Basic Services Program- 2011, 2012, 2013, World Bank Report on capacity building programmes provided for the Published Phase III 2014, 2015 Ministry of Education, Ministry of Health, Ministry of Agriculture, Ministry of Water irrigation and Energy and Roads Sector Statistical Capacity Building 2011, 2012, 2013, African Development Report on different statistical capacity building programs Published 2014, 2015 Bank Statistics for Result (SFR) 2014, 2015 World Bank Report on different physical and infrastructural development in progress including the construction of the CSA headquarters and four branch office buildings and other human and infrastructural capacity development Launching of data entry activity in the 2011, 2012, 2013, Government Report on the data entry and related activities at the branch Published branch offices for some selected 2014, 2015 level surveys Annual Statistical Abstract 2011, 2012, 2013, Government Compiled Statistical Abstract on population, agriculture, Published 2014, 2015 import, export, balance of payment, health, justice, sport, culture, police, construction, industry, etc. Government Procurement Agency 2011, 2012, 2013, Government Report on the retail price of commodities and their Published Retail Price Data 2014, 2015 Procurement Agency characteristics of selected goods and services set by the agency NSS-NSDS II Page 133 ANNEX E: CSA VEHICLES SUMMARY MAY 30/2015 Non Under Function Major Item TYPE Total Model Purchase Functi al Repair Remarks Year onal l FORD PICKUP 47 RANGER-ER 2001 23 4 20 Not For Field work 2 Nissan Station Wagon 9 WRGY 60 1997 1 5 3 Not For Field work 3 Nissan Station Wagon 30 TVTSLA AF-Y61 2001 17 3 10 4 Nissan Automobile 7 BDEALDFN16E£ 6 1 Not For Field work 5 Toyota Automobile 1 EE 100 1998 1 Not For Field work 6 Toyota Automobile 5 COROLLA 2003 5 Not For Field work 7 Toyota Automobile 3 H2J76L -RKMRS 2011 3 Not For Field work 8 Toyota V_8 3 VDJD200L -GMI\ 2011 3 Not For Field work 9 Trouper Station Wagon 8 UBS69C 2000 2 2 4 Not For Field work 10 Toyota Station Wagon 19 HZJ-105 2003 9 10 11 Toyota Station Wagon 42 HZJ-105 2005 35 1 6 12 Toyota Long base 6 HZJ78LRJMRS 2010 5 1 13 TOYOTA HARDTOP 40 1HZ76LRKMRS 40 - 14 Toyota Hard Top 8 HZJ-70L 1997 0 5 3 Not For Field work 15 Toyota Pick up 3 LN-106 1998 2 1 Not For Field work 16 Toyota Automobile 1 KE-70 1983 1 Not For Field work 17 TOYOTA MIDI-BUS 3 HZB50L-BGMSSU 2014 3 Not For Field work 18 Mitsubishi Sta. Wagon 2 V-76 2006 2 Not For Field work 19 Nissan Automobile 1 B-ll 1986 1 Not For Field work TOTAL 238 156 25 57 Note: -Total vehicles for Field work = 106 (Functional) + 26(under major repair) =132 NSS-NSDS II Page 134 ANNEX F: Required Budget for Ethiopian National Strategy for the Development of Statistics 2015/16 - 2019/20 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital STRATEGIC THEME 1: Responsive Legal Framework for Statistical Work in the NSS Preparing an initial document by 1.1. the NSC for the NPC to review 1100 0 45600 1100 0 45600 0 0 0 0 0 0 0 0 0 and endorse the Statistical Act Assessing other data generation 1.2. laws(by the NSS members) 5952 0 11905 5952 0 11905 5952 0 11905 0 0 0 0 0 0 Engaging in an action plan to 1.3. 0 0 0 0 0 0 3571 0 5952 3571 0 5952 3571 0 5952 carry out the review work Establishing a committee to 1.4. follow up the process of enacting 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 the law Preparing a programme to 1.5. publicize the law 0 0 0 0 0 0 0 0 0 8800 0 10270 8800 0 10270 Proclamation of Statistical Law 1.6. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1.7 From the statistics law prepare 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 declarative which state the right, obligations, duties, responsibilities and penalty modalities for respondents and statistical data sources

1.8 Enactment of, Export, Retail, 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Financial Transaction, Custom and other related administrative records as mandatory statistics

1.9 Authorizing the CSA to audit and determine if data produced by sectors and regions within the 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 NSS qualify to be declared “Official Statistics” before releasing to the public

1.10 Authorizing the CSA to enforce the implementation of creating an 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 organizational unit for statistics for each of the sectors (MDAs) STRATEGIC THEME 2: Data Development Sub-Theme 2.1: Data Quality Extending the assessment of statistical systems and outputs 2.1.1. 122381 0 154762 122381 0 154762 122381 0 154762 122381 0 154762 122381 0 154762 using EDQAF to include the CSA and the rest of the NSS Providing quality assurance for 2.1.2. 0 0 0 52381 0 0 59524 0 0 64286 0 0 71429 0 0 data produced by the NSS Strengthening the NSS Quality 2.1.3 0 0 0 32000 0 3800 0 0 0 32000 0 3800 0 0 0 and Support Unit at the CSA

2.1.4 Providing and setting up quality Assurance for Monitoring and 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Evaluation data needs and NSS-NSDS II Page 135 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital indicators used by the NMES Sub-Theme 2.2: Data Presentation, Analysis, Dissemination and Use Sub-Theme 2.2.1: Data Presentation and Analysis Using improved methods and 2.2.1.1 software to present data 16709 0 0 16709 0 0 16709 0 0 16709 0 0 16709 0 0 Creating a core team and conduct 2.2.1.2 an in-depth analysis 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Conducting in-depth analysis of data produced either internally 2.2.1.3 within the CSA or in partnership 240650 0 48400 240650 0 48400 240650 0 48400 240650 0 48400 240650 0 48400 with research institutes and publish Sub-Theme 2.2.2: Data Dissemination and Use

2.2.2.1 Preparing policy documents for dissemination to cover the entire 2400 0 15000 2400 0 15000 2400 0 15000 0 0 0 0 0 0 NSS

2.2.2.2 Developing mechanisms for improved data dissemination 2800 0 15300 2800 0 15300 2800 0 15300 2800 0 15300 2800 0 15300

2.2.2.3 Providing data for M&E of government policy and strategy 1800 0 9250 1800 0 9250 1800 0 9250 1800 0 9250 1800 0 9250

2.2.2.4 Disseminating anonymized micro-data for further analysis 4800 0 21600 4800 0 21600 4800 0 21600 4800 0 21600 4800 0 21600

2.2.2.5 Conducting user-satisfaction 133333 0 59524 0 0 0 133333 0 59524 0 0 0 133333 0 59524 survey

2.2.2.6 Establishing and maintaining a full catalogue of NSS Official 0 0 0 1900 0 5800 1900 0 5800 1900 0 5800 1900 0 5800 Statistics

2.2.2.7 Preparing statistical calendar for 0 0 0 4091 0 2631 4091 0 2631 4091 0 2631 4091 0 2631 the NSS

2.2.2.8 Creating a National Dissemination Databank that 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 links up with Sectoral Database

2.2.2.9 Creating a Question Bank for the 0 0 0 23810 0 71429 2655 0 5952 2655 0 5952 2655 0 5952 NSS

2.2.2.10 Developing a common and shared website with the National data bank for the NSS with the 0 0 0 2225 0 18800 2225 0 18800 2225 0 18800 2225 0 18800 analytical and statistical reports posted on the website

2.2.2.11 Accompanying data release by 0 0 0 3595 0 1210 3595 0 1210 3595 0 1210 3595 0 1210 press conference

2.2.2.12 Ensuring the NSS and CSA data are presented in time series 0 0 16200 0 0 16200 0 0 16200 0 0 16200 0 0 16200 Sub -Theme 2.3. Enhancing the Coverage and Capacity of Data Collection

2.3.1 Main Season Pre- harvest Crop Production Forecast sample 63324 4437352 0 64590 4881086 0 65881 5369195 0 67200 211519 0 68543 6496719 0 Survey NSS-NSDS II Page 136 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital

2.3.2 Pre-Harvest Rural Areas Rapid Cropped Area & Expected yield 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Condition Factor Assessment (RRA)

2.3.3 Main Season Post Harvest Crop production Sample Survey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.4 Short Season/Belg/ Crop production Sample Survey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.5 Main Season Farm Management 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Practice Sample Survey

2.3.6 Main Season Land Utilization 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sample Survey

2.3.7 Livestock, Poultry, Beehives Inventory/Enumeration & Milk, 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Eggs & Honey Production Survey

2.3.8 Crop and Livestock Products Utilization Sample Survey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.9 Agricultural Sample 0 0 0 0 0 0 0 0 0 0 56768881 0 0 0 0 Enumeration/ Census/

2.3.10 Rural Area Panel Socio 0 0 1064543 0 0 1064543 0 0 0 0 0 0 0 1301990 Economic Sample Survey

2.3.11 Large and Medium Scale 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Commercial Farms Survey

2.3.12 Floriculture Farms Sample 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Survey

2.3.13 Fishery Statistics Sample Survey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.14 Pastoralist Area Socio Economic and livestock inventory 0 0 0 0 0 385495 0 0 0 0 0 0 0 0 0 /enumeration sample Survey

2.3.15 Urban Agriculture Sample Survey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.16 Agricultural Cost of production 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sample Survey

2.3.17 Dry Season Irrigation Practice, Crop production & Farm 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Management Practice Sample Survey

2.3.18 Permanent, Vegetable and Root crops Yield Sample Survey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.19 Mobile Team Grain Crops Crop- Cutting Exercise Sample Survey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.20 Feed the Future (FTF) Survey 0 0 556910 0 0 556910 0 0 0 0 0 0 0 0 0

2.3.21 Productive Safety net Program 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 survey (PSNP)

2.3.22 Agricultural Growth Program 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (AGP) NSS-NSDS II Page 137 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital

2.3.23 Agricultural Inputs Index 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.24 Agricultural Producers Price 81262 399848 0 82886 423848 0 84543 449276 0 86233 476233 0 87957 504805 0 Survey

2.3.25 Goods and Services Retail Price 0 106971 0 0 112319 0 0 117933 0 0 123833 0 0 130024 0 Survey

2.3.26 Wage and Salary Index 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.27 Consumers Price Index 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.28 International Comparison 0 0 668348 0 0 701765 0 0 736853 0 0 773696 0 0 812381 Program

2.3.29 Household Consumption and 0 1135157 0 0 0 0 0 0 0 0 0 0 0 0 0 Expenditure Survey

2.3.30 Welfare Monitoring Survey 0 1093710 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.31 Urban Employment and 0 455514 0 0 478290 0 0 0 0 0 527314 0 0 553681 0 Unemployment Survey

2.3.32 National Labour Force Survey & 0 0 0 0 0 0 0 0 0 0 1315067 0 0 0 0 Disability Survey

2.3.33 Child Labour Survey & Street 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1044467 Children Survey

2.3.34 Government Procurement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Agency Price Survey

2.3.35 Harmonizer Consumer Price 0 0 0 0 898767 0 0 0 0 0 0 0 0 0 0 Index

2.3.36 Census of Economic 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Establishment

2.3.37 Large and Medium Scale Manufacturing Industry Survey 73210 346567 0 74674 346567 0 76167 363895 0 77691 382090 0 79244 401194 0

2.3.38 Large and Medium Scale 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Industries IT Application Survey

2.3.39 Micro and Small Scale 0 857143 0 0 0 0 0 942857 0 0 0 0 0 942857 0 manufacturing Industry Survey

2.3.40 Producers Price Index of manufacturing Industries 0 0 0 0 0 0 0 70662 0 0 74195 0 0 77905 0 Quarterly Survey

2.3.41 Large and Medium Scale 0 47848 0 0 50238 0 0 52752 0 0 55390 0 0 58157 0 Industries Quarterly Survey

2.3.42 Industrial index for production 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.43 Index for competitive performance (manufacturing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 sector)

2.3.44 Statistical Business Registration 0 0 0 0 952381 0 0 238095 0 0 238095 0 0 238095 0 Implementation

2.3.45 Contract Construction Survey 0 122167 0 0 128275 0 0 134689 0 0 141423 0 0 148494 0

2.3.46 Micro and Small scale 0 0 0 0 361905 0 0 0 0 0 398095 0 0 0 0 Construction Sector Survey

2.3.47 Distributive Trade Survey 0 0 0 0 591471 0 0 0 0 0 650619 0 0 0 0 NSS-NSDS II Page 138 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital

2.3.48 Hotel and Restaurant Survey 0 0 0 0 352381 0 0 0 0 0 387619 0 0 0 0

2.3.49 Micro and Small scale Service 0 0 0 0 583357 0 0 0 0 0 641693 0 0 0 0 Sector Survey

2.3.50 Mining and Quarrying Survey 0 0 0 0 595238 0 0 0 0 0 654762 0 0 0 0

2.3.51 Preparation and production of 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 import and export index

2.3.52 Import and Export Trade 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Statistics Compilation

2.3.53 Tourism arrival and departure 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 compilation

2.3.54 Tourism statistical survey 0 0 0 0 0 0 0 0 0 0 166667 0 0 175000 0 (Business-based)

2.3.55 Transport and Communication Statistics Compilation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.56 Potable Water Treatment and Distribution Statistics 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Compilation

2.3.57 Demographic and Health Survey 81248 0 3126514 82873 0 0 0 0 0 0 0 0 0 0 0 (DHS)

2.3.58 Preparatory Activity for the Fourth Round National Census 0 12543525 0 0 48445378 0 0 0 0 0 0 0 0 0 0 including the cartographic works

2.3.59 Population and Housing Census 0 0 0 0 0 0 0 93082936 21474332 0 1989622 0 0 891707 0

2.3.60 Dissemination of Population and 0 0 0 0 0 0 0 119048 0 0 712246 0 0 215723 0 Housing Census Results

2.3.61 Population Projection 0 0 0 0 0 0 0 0 0 0 0 0 0 166667 0

2.3.62 Vital Statistics Compilation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.3.63 Post Census Survey 0 0 0 0 52039 0 0 362408 0 0 0 0 0 0 0

2.3.64 Documentation of Agricultural 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Census & Surveys Sub-Theme 2.4: Supporting Methodological Improvement and Statistical Modernization to surveys and Censuses

2.4.1 Including appropriate modules of the informal sector/non-farm 28048 0 0 28048 0 0 28048 0 0 28048 0 0 28048 0 0 activities in regular household surveys;

2.4.2 Efficiently integrating Household 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Survey

2.4.3 Initiating preliminary Population 947143 726610 427143 947143 726610 427143 947143 726610 427143 0 0 0 0 0 0 Census Work

2.4.4 Initiating preliminary 0 0 0 0 0 0 0 0 0 260988 172867 127167 0 0 0 Agricultural Census Work

2.4.5 Obtaining technical assistance and plan methodology to provide 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 lower level estimates NSS-NSDS II Page 139 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital

2.4.6 Reviewing household survey content to meet top priority and 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 elimination of duplication

2.4.7 Improving the available sampling methodology and statistical 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 methods;

2.4.8 Modernizing data collection, compilation and dissemination 71452 35714 23821 71452 35714 23821 71452 35714 23821 71452 35714 23821 71452 35714 23821 process of the NSS

2.4.9 Establishing a unit dedicated for 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 methodological research

2.4.10 Expanding methodological research capabilities by 0 0 0 11951 0 3840 11951 0 3840 11951 0 3840 11951 0 3840 partnering with universities and research institutes

2.4.11 Preparing Proper Sample Design for Surveys carried out by the 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Central Statistical Agency and conduct sample selection

2.4.12 Preparing proper sample design for surveys carried out by members of the National 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Statistical System and conducting sample selection

2.4.13 Designing methods to crosscheck survey data and administrative 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 data

2.4.14 Defining Appropriate methodology for the compilation 5952 0 23829 5952 0 23829 5952 0 23829 5952 0 23829 5952 0 23829 of environmental statistics

2.4.15 Developing techniques for sampling and modeling industries 0 0 0 2600 0 36000 2600 0 36000 2600 0 36000 2600 0 36000

2.4.16 Testing and evaluating the practicality and efficiency of different data collection, 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 compilation and dissemination devices and processes within the CSA and in the entire NSS Sub-Theme 2.5: Improvement of the Management Information System (MIS/System Administration Statistics (SAS)

2.5.1 Supporting the establishment and functioning of the National M&E 4560 0 2630 4560 0 2630 4560 0 2630 4560 0 2630 4560 0 2630 System

2.5.2 Establishing a unit at the CSA to coordinate the improvement of the MIS and link up with NMES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 for the use of such indicators for M&E tasks

2.5.3 Launching collaborative programme and meetings for NSS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 and NMES with ToR in a coordinated manner NSS-NSDS II Page 140 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital

2.5.4 Supporting the establishment of 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 NMES indicators

2.5.5 Working out a programme for collecting administrative records 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.5.6. Eliminating duplication of efforts 2300 0 27100 2300 0 27100 2300 0 27100 2300 0 27100 2300 0 27100 in data production

2.5.7 Supporting the assignment of 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 staff dedicated to record keeping

2.5.8 Assessing the ability for MIS 2837 0 35757 2837 0 35757 2837 0 35757 2837 0 35757 2837 0 35757 swift modeling Sub-Theme 2.6. Gender

2.6.1 Mainstreaming gender data into 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 surveys and censuses

2.6.2 Conducting Time-Use Surveys 0 0 0 0 0 0 0 0 617275 0 0 0 0 0 0

2.6.3 Mining gender data from 0 0 0 0 0 75000 0 0 0 0 0 82500 0 0 0 different surveys conducted so far

2.6.4 Strengthening the functions of the Gender Mainstreaming 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Directorate

2.6.5 Conducting Gender Asset Gap 0 0 0 0 0 0 0 0 898767 0 0 0 0 0 0 Survey Sub-Theme 2.7. Environment and Related Issues

2.7.1 Compiling natural resource and 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 wild animals statistics

2.7.2 Conducting environmental Key 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Indicators Statistics Survey

2.7.3 Compiling greenhouse gas 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 emission

2.7.4 Compiling secondary data about energy generated by hydroelectric dams and other energy systems 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (solar, wind, geothermal, etc…) of the country

2.7.5 Collecting data about the energy consumption of the country 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.7.6 Compiling waste and sewage management data 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.7.7 Compiling environmental and resource management data 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

2.7.8 Designing Environmental Statistics Data Production 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Framework

2.7.9 Assessing the knowledge, attitude and practice of the community towards climate 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 change and global warming issues and their impact NSS-NSDS II Page 141 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital STRATEGIC THEME 3: NSS Coordination and Preparation of Sectors Strategic Plan Sub-Theme 3.1: Improved Coordination of the NSS and other Coordination Issues Building the capacity of the CSA financially and by human 3.1.1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 resource to coordinate the NSS effectively Preparing clear guidelines and 3.1.2 2300 0 12900 2300 0 12900 2300 0 12900 2300 0 12900 2300 0 12900 functions for coordination tasks Establishing Producer/Producer (Inter-Agency), User/Producer 3.1.3 committee/ Forum and its sub- 1300 0 2600 1300 0 2600 1300 0 2600 1300 0 2600 1300 0 2600 committee and forum for suppliers of data Creating partnership between the

3.1.4 CSA on behalf of the NSS and 780 0 1560 780 0 1560 780 0 1560 780 0 1560 780 0 1560 the media Coordinating and strengthen the

3.1.5 Donor group Forum on statistical 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 initiatives Establishing MOUs with the

3.1.6 MDAs for joint work with the 520 0 1040 520 0 1040 520 0 1040 520 0 1040 520 0 1040 CSA Preparing an annual performance 3.1.7 report on the NSS for the Council 2300 0 1000 2300 0 1000 2300 0 1000 2300 0 1000 2300 0 1000 Initiating NSS Statistical Unit 3.1.8 consultative meetings 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Building partnerships with 3.1.9 universities, research institutes 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 and other Establishing a technical Team of highly skilled professionals to 3.1.10 2657 0 3793 2657 0 3793 2657 0 3793 0 0 0 0 0 0 undertake back-stopping strategic activities Developing a mechanism for 3.1.11 within agency coordination 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Following up the utilization of 3.1.12 the standard documents and 5952 0 11000 5952 0 11000 5952 0 11000 5952 0 11000 5952 0 11000 EDQAF Holding periodic consultative 3.1.13 workshops with major data 720 0 4520 720 0 4520 720 0 4520 720 0 4520 720 0 4520 producers and users Collaborating with the Vital Events Registration Agency 3.1.14 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (VERA) on the compilation of Vital Statistics Designing better strategies for 3.1.15 collaboration and partnerships 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3.1.16 Drawing up a standard procedure for coordination, authentication 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 and collaboration on surveys and statistical activities and NSS-NSDS II Page 142 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital disseminating widely to the MDAs both at the technical and policy levels Sub-Theme 3.2: Preparation of Statistics Sector Strategies for the Development of Statistics (SSDSs) Coordinating and supporting the preparation of five to eight Sectors Statistical Development 3.2.1 6300 0 42000 6300 0 42000 6300 0 42000 6300 0 42000 6300 0 42000 Strategy and its work plan within five years in line with the NSDS II Appointing a core team and 3.2.2 coordinator so as to guide the 2657 0 0 2657 0 0 2657 0 0 2657 0 0 2657 0 0 process Assisting other MDAs within the

3.2.3 NSS to produce sector statistical 0 0 0 0 0 0 0 0 0 2657 0 0 2657 0 0 work plan Using the SSDS plans as the 3.2.4 building blocks for the NSDS 0 0 0 0 0 0 0 0 0 11933 0 24329 11933 0 24329 design for the future Improving capacity of sub- national institutions to do their 3.2.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 own analysis within the scope of the preparation of the SSDSs Monitoring the implementation 3.2.6 plan of SSDS for effectiveness 500 0 2525 500 0 2525 500 0 2525 500 0 2525 500 0 2525 STRATEGIC THEME 4. Human as well as Institutional Development Sub-Theme 4.1: Human Resources Development and Management

4.1.1 Reviewing and implementing 0 0 0 188095 0 71429 0 0 0 188095 0 71429 0 0 0 training needs assessment

4.1.2 Developing and implementing training programmes for the staff 35752 0 5988 35752 0 5988 35752 0 5988 35752 0 5988 35752 0 5988 designated for the statistical activities

4.1.3 Designing a programme to professionalize the Agencies and 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 NSS

4.1.4 Establishing a statistical training 71429 190476 95238 71429 142857 95238 47619 47619 23810 11905 23810 11905 0 0 0 centre for the NSS at the CSA

4.1.5 Preparation of Institutional Memory, Knowledge 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Management and Repository Strategy

4.1.6 Updating and continuing to implement the Human Resources 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Development Strategy of the CSA

4.1.7 Preparing a strategy, getting approval and implementing for attractive carrier structures, 0 0 0 7600 0 25000 7600 0 25000 7600 0 25000 7600 0 25000 benefits and service conditions for the statistical work force at NSS-NSDS II Page 143 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital the CSA and the NSS

4.1.8 Preparing a manual on staff matters such as promotions, 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 transfers and performance evaluation

4.1.9 Building capacity continuously at all levels of the statistical 5976 0 4562 5976 0 4562 5976 0 4562 5976 0 4562 0 0 0 personnel

4.1.10 Organizing training programmes for all the NSS members about 166667 0 71429 166667 0 71429 166667 0 71429 166667 0 71429 166667 0 71429 the EDQAF and data quality procedures

4.1.11 Training the user on how to handle and correctly use data for 0 0 0 2657 0 1190 2657 0 1190 2657 0 1190 2657 0 1190 better interpretation

4.1.12 Training the media on the use of macro data and statistical output 2657 0 1190 2657 0 1190 2657 0 1190 2657 0 1190 2657 0 1190

4.1.13 Organizing training on 0 0 0 5976 0 4562 5976 0 4562 5976 0 4562 5976 0 4562 methodology and standards

4.1.14 Designing a curriculum for the 35714 0 71464 0 0 0 0 0 0 0 0 0 0 0 0 NSS Sub-Theme 4.2 Enhancing local and lower level capacity development

4.2.1 Building the capacity of the field staff that are responsible for data 166667 0 71429 166667 0 71429 166667 0 71429 166667 0 71429 166667 0 71429 collection, analysis, compilation and dissemination at lower levels

4.2.2 Improving the data management, 23810 0 71429 23810 0 71429 2655 0 5952 2655 0 5952 2655 0 5952 disaster prevention and archiving

4.2.3 Increasing manpower and defining efficient organizational 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 structure

4.2.4 Facilitating the necessary logistics, vehicles and modern IT at regional branch offices and lower levels 0 8818000 0 0 5490000 0 0 5490000 0 0 0 0 0 0 0

4.2.5 Developing efficient data transmission scheme at lower levels 0 125000 0 0 125000 0 0 125000 0 0 125000 0 0 125000 0 Sub-Theme 4.3: Organizational/Institutional Development Initiating government decisions for all sectors and sub national 4.3.1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 entities to carry out statistical functions in its MDAs Setting up a task team to establish 4.3.2 organizational structures with 2600 0 0 2600 0 0 2600 0 0 0 0 0 0 0 0 corresponding functions Making efforts in order that statistical agencies are centrally 4.3.3 80000 0 0 80000 0 0 80000 0 0 80000 0 0 80000 0 0 placed within the government and within MDAs NSS-NSDS II Page 144 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Examining institutional 4.3.4 placement within the government 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 and within sectors STRATEGIC THEME 5: Infrastructural Development Sub-Theme 5.1: Physical Infrastructures Constructing buildings for 12 5.1.1 0 0 1714286 0 942857 1714286 0 1037143 1714286 0 1140857 1714286 0 1254943 1714286 branch offices; Completing the construction of the two modern blocks at the 5.1.2 0 0 857143 0 0 0 0 0 0 0 0 0 0 0 0 headquarters and equipping them adequately Renewal of sets of office 5.1.3 0 0 380952 0 0 285714 0 0 0 0 0 0 0 0 0 equipment in the old blocks. Renewal of sets of office 5.1.4 0 0 285714 0 0 285714 0 0 285714 0 0 285714 0 0 285714 equipment in the branch offices Procuring field vehicles to 5.1.5 facilitate statistical operations 0 285714 238095 0 285714 238095 0 285714 238095 0 285714 238095 0 285714 238095

5.2. Statistical Infrastructure

5.2.1 Area Frame development 5952 0 126190 0 0 0 5952 0 126190 0 0 0 5952 0 126190

5.2.2 Framing development from agricultural census and other 0 0 0 0 0 0 2950 0 18100 2950 0 18100 2950 0 18100 agricultural surveys

5.2.3 Preparing Master Sample to run 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Household Surveys

5.2.4 Documenting institutional memory in the CSA for all 0 0 0 1800 0 18150 1800 0 18150 0 0 0 0 0 0 produced data items and activities

5.2.5 Developing statistical code of 4600 0 30600 4600 0 30600 0 0 0 0 0 0 0 0 0 conduct

5.2.6 Preparing Master Sample for integrated establishment surveys 0 0 0 0 0 0 0 0 0 4600 0 31200 0 0 0

5.2.7 Updating Enumeration Areas 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5.2.8 Developing the frame of large- 0 0 0 4600 0 31200 4600 0 31200 4600 0 31200 4600 0 31200 scale commercial farms

5.2.9 Dry Season Irrigation Practice Farms Frame updating/ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 development

5.2.10 Framing Development for Fishery Statistics Sample Survey 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5.2.11 Framing development for Urban 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Agriculture Survey

5.2.12 Setting up a system of developing and regularly updating of the 5600 0 33600 5600 0 33600 5600 0 33600 5600 0 33600 5600 0 33600 Business Register

5.2.13 Reviewing EDQAF 0 0 0 6000 0 22000 6000 0 22000 0 0 0 0 0 0 NSS-NSDS II Page 145 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital

5.2.14 Reviewing the compendium of 0 0 0 3100 0 4800 0 0 0 3100 0 4800 0 0 0 standards

5.2.15 Preparing disease classification and survey report format 119048 0 47619 119048 0 47619 0 0 0 0 0 0 0 0 0

5.2.16 Modernizing the CSA Resources 3600 0 13000 3600 0 13000 3600 0 13000 3600 0 13000 3600 0 13000 Centre and Library

5.2.17 Reviewing dry season irrigation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 survey methodology Sub-Theme 5.3: ICT Infrastructures:

5.3.1 Area Frame development 23845 11905 35714 23845 11905 35714 23845 11905 35714 0 0 0 0 0 0

5.3.2 Framing development from agricultural census and other 0 0 0 2300 0 150000 2300 0 150000 0 0 0 2300 0 150000 agricultural surveys

5.3.3 Preparing Master Sample to run 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Household Surveys

5.3.4 Documenting institutional memory in the CSA for all 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 produced data items and activities

5.3.5 Developing statistical code of 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 conduct

5.3.6 Preparing Master Sample for 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 integrated establishment surveys

5.3.7 Updating Enumeration Areas 3450 0 53600 3450 0 53600 3450 0 53600 3450 0 53600 3450 0 53600 STRATEGIC THEME 6: Promotion of Statistical Advocacy and Involvement of the Media Sub-Theme 6.1: Creating Awareness and the use Statistics, Improve Statistical Launch and Data Accessibility :

6.1.1 Developing and organizing statistical awareness programmes 0 0 3800 950 0 3800 950 0 3800 950 0 3800 950 0 3800 at federal and regional levels

6.1.2 Introducing statistics education at school level as a government 0 0 0 1150 0 7500 1150 0 7500 0 0 0 1150 0 7500 policy by signing a MoU with the Ministry of Education

6.1.3 Developing advocacy strategy for 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 the CSA to build media relations

6.1.4 Facilitating statistical information sharing nationally and 0 0 0 575 3750 0 575 3750 0 575 3750 0 575 3750 0 internationally

6.1.5 Creating awareness about the crucial role of statistics for high 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 level government officials through a series of workshops

6.1.6 Creating awareness of the public 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 on surveys conducted by the CSA

6.1.7 Create awareness through different mechanisms 0 0 0 3595 0 1210 3595 0 1210 3595 0 1210 3595 0 1210 NSS-NSDS II Page 146 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital

6.1.8 Preparing school mini-media and community radio execution 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 programmes

6.1.9 Publicizing the CSA Website 0 0 0 2225 0 9400 2225 0 9400 2225 0 9400 2225 0 9400

6.1.10 Producing serial radio and 0 0 0 1400 0 7500 1400 0 7500 1400 0 7500 1400 0 7500 television programmes

6.1.11 Developing and disseminating 0 0 0 1400 0 7500 1400 0 7500 1400 0 7500 1400 0 7500 timely communication materials

6.1.12 Arranging field tours for the media personnel to create 0 0 0 3400 0 12500 0 3400 0 12500 0 3400 0 12500 0 awareness on the methods and techniques used in data collection

6.1.13 Arranging a consultative workshop at every release of 0 0 0 2225 0 18800 2225 0 18800 2225 0 18800 2225 0 18800 official statistics

6.1.14 Arranging regular press release/event sessions on major 0 0 0 2225 0 18800 2225 0 18800 2225 0 18800 2225 0 18800 statistical releases

6.1.15 Conduct conference and consultative meeting with NSS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 members, research centers and major stakeholders twice a year Sub-Theme 6.2: Building Capacity to Improve Advocacy and Public Relation

6.2.1 Re-orienting and building the capacity of the media through 0 0 0 2225 0 18800 2225 0 18800 2225 0 18800 2225 0 18800 workshops and training

6.2.2 Strengthening the Public 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Relations Directorate of the CSA

6.2.3 Organizing regular workshops for data producers, providers and users about the value of statistical 0 0 0 2225 0 18800 2225 0 18800 2225 0 18800 2225 0 18800 data for planning and decision making

6.2.4 Establishing well equipped mini- libraries across all the CSA 0 0 0 14250 0 43500 14250 0 43500 14250 0 43500 14250 0 43500 branch offices

6.2.5 Upgrading the current CSA head quarter library to facilitate access 0 0 0 1900 0 5800 1900 0 5800 1900 0 5800 1900 0 5800 to online services, research database and archive

6.2.6 Restructuring the Public Relations and Dissemination 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Directorate of the CSA

6.2.7 Equipping the CSA Public Relations Directorate with the 0 0 0 1900 0 5800 1900 0 5800 1900 0 5800 1900 0 5800 necessary audiovisual devices STRATEGIC THEME 7: Statistical Financing Strategy Re-orienting and building the 7.1 capacity of the media through 4000 0 2200 0 0 0 0 0 0 0 0 0 0 0 0 workshops and training NSS-NSDS II Page 147 2015/16 2016/17 2017/18 2018/19 2019/20 Strategic Themes Government Donor Government Donor Government Donor Government Donor Government Donor Ser.No Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Recurrent Capital Strengthening the Public 7.2 1150 0 0 1150 0 0 0 0 0 0 0 0 0 0 0 Relations Directorate of the CSA Organizing regular workshops for data producers, providers and 7.3 users about the value of statistical 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 data for planning and decision making Establishing well equipped mini- 7.4 libraries across all the CSA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 branch offices Upgrading the current CSA head quarter library to facilitate access 7.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 to online services, research database and archive Restructuring the Public

7.6 Relations and Dissemination 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Directorate of the CSA Equipping the CSA Public

7.7 Relations Directorate with the 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 necessary audiovisual devices NSS-NSDS II Page 148 ANNEX G: CENTRAL STATISTICAL AGENCY ORGANIZATIONAL STRUCTURE NATIONAL STATISTICS DIRECTOR GENERAL MANAGEMENT ADVISORY TEAM COUNCIL Ethics Legal Audit and Procurement Finance Liaison Directorate Gender Public Relation Printing Planning and General Human Service Inspection and Property Unit Mainstream and Data Service Change Service & Resource Directorate Administration Depart ing Dissemination Directorate Management Maintenance Management Directorate Directorate Directorate Directorate Administration and ment Directorate Development Directorate POPULATION AND VITAL NATIONAL STATISTICS ECONOMIC AND SOCIAL STATISTICS DEPUTY SYSTEM STATISTICS DEPUTY DIRECTOR GENERAL COORDINATION AND DIRECTOR GENERAL OPERATIONS DEPUTY DIRECTOR GENERAL Agriculture, Business Household Population Vital Statistics National Data Editing, Branch Natural Statistics Surveys and Statistics Directorate Statistical Information Entry and Statistical Directorate Directorate Data Quality System Cleaning Offices Resource and Price and Standards Technology Department Coordination Environment Statistics Directorate Coordination Desks Statistics Directorate Cartography and Directorate Directorate GIS Directorate NSS-NSDS II Page 149