Global Strategy improving Agricultural & Rural Statistic - … · 2014. 7. 31. · 5 Preface The development of these guidelines falls under the framework of the Global Strategy to

Guidelines for the

In-depth Country Assessment

(IdCA)

June 2014

Table of Contents

PREFACE 5

ACKNOWLEDGMENTS 6

1 Introduction 7

1.1. Overview of the Global Strategy to Improve Agricultural and Rural 7 Statistics

1.2 Implementation of the Global Strategy 7

1.3 NSDS and SPARS 8

1.4 Scope of agricultural and rural statistics in the Global 10

Strategy

1.5 Framework for Country Capacity Assessments 10

2 Carrying out In - depth Country Assessment (IdCA) in a

Country 12

2.1 Background and Scope of IdCA 12

2.2 Objectives and outputs of the IdCA 12

2.3 Organization of the IdCA 13

2.4 Activities in carrying out the IdCA 16

2.5 Detailed description of activities 18

REFERENCES 30

ANNEXES 31

ANNEX 1. Global Strategy Menu of Indicators for Agricultural Statistics 31

ANNEX 2. Global Minimum Set of Core Data Items 32

ANNEX 3. Logical Framework for IdCA 34

ANNEX 4. Timeline for IdCA 36

ANNEX 5. Model Terms of Reference: National Strategy Coordinator 37

ANNEX 6. Model Terms of Reference: Lead International Consultant Country Statistical 38

Capacity Assessment and and Strategic Planning in Agricultural Statistics

ANNEX 7. Model Terms of Reference: National Consultant Country Statistical 40

Assessment and and Strategic Planning in Agricultural Statistics

ANNEX 8. Example Summary Page for National Statistical Collections 42

ANNEX 9. Annotated Outline of IdCA Report 43

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Preface The development of these guidelines falls under the framework of the Global Strategy to Improve Agricultural and Rural Statistics. The Global Strategy is implemented through the accompanying Global Action Plan, endorsed by the United Nations Statistical Commission at its 41

st Session in February 2010. The Global Action Plan

provides a comprehensive technical assistance and training programme, and a well-targeted research agenda to resolve methodological issues and implement the statistical methodology required by the strategy. Country assessments are the starting point for the implementation of the Global Strategy at country level. They are planned in two stages. The first stage includes assisting countries in filling out a self-administered questionnaire and establishing the baseline information on the country’s statistical capacity. The second stage, which is also the purpose of the present guidelines, involves an in-depth assessment to be carried out in countries through expert missions and workshops, resulting in a detailed report on short-term activities to be developed (a country proposal) that will serve as a basis for developing or updating the Strategic Plan for Agriculture and Rural Statistics (SPARS) for the implementation of the Global Strategy at country level on a longer term basis. These guidelines are the result of a comprehensive effort to develop a standard methodology to assess countries’ capacity to produce agricultural statistics. The presented methodology takes into account previous similar international efforts for building standard frameworks to assess statistical systems’ capacity and data quality. The assessment framework covers the institutional infrastructure, human and financial resources available, statistical methods and practices, and data availability at the country level. The guidelines present a set of operational tools and methods for carrying out in-depth assessments, which has been progressively developed through an extensive consultative process and pilot testing in regions.

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Acknowledgments The guidelines were developed by Allan Nicholls, Regional Coordinator for the Asia-Pacific region, with the help of Anthony Burgard and Yohei Kunikane. Valuable inputs and comments were provided at different stages by the following contributors: Jack Colwell, Mukesh Srivastava, Dalip Singh and Christophe Duhamel. The preparation of this publication was supported by the Country Assessment project funded by the Bill and Melinda Gates Foundation (BMGF).

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1 Introduction 1.1 Overview of the Global Strategy to Improve Agricultural and Rural Statistics The Global Strategy to Improve Agricultural and Rural Statistics is the outcome of an effort made by the UN Statistical Commission, the Food and Agriculture Organization of the United Nations (FAO), the World Bank, and an extensive consultation process that involved national statistics offices, agricultural ministries, and other government and institutions that produce and use rural and agricultural statistics. The main purpose of the Global Strategy is to provide a framework to enable national and international statistical systems to produce basic agricultural information needed to guide decision-making. The Global Strategy is based on three pillars:

Pillar 1. Establish a minimum set of core data required to meet current and

emerging needs;

Pillar 2. Integrate agriculture into the national statistical systems and use sound

data management systems; and

Pillar 3. Establish suitable governance processes and build the necessary

statistical capacity to ensure sustainability of agricultural statistics systems.

The Action Plan for the Global Strategy provides the framework for the implementation of the Global Strategy. Four main elements of the implementation plan are (i) organizational arrangements to implement the Global Strategy; (ii) country assessments; (iii) technical assistance, training and research; and (iv) advocacy. It delineates the governance structure and the responsibilities at the global, regional and national levels.

1.2 Implementation of the Global Strategy

In 2012, FAO, the World Bank and the United Nations Statistical Commission (UNSC) issued the report Action Plan of Global Strategy to Improve Agricultural and Rural Statistics (FAO et al, 2012). Regional action plans were prepared in Africa (in 2011 prior to the Global Action Plan) and in Asia and the Pacific (in 2013). The governance structure set out in the Global Action Plan has three levels: global, regional and national. The Global Steering Committee provides strategic guidance and oversight for the implementation of the Global Strategy. The Global Office, located in FAO

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Headquarters, provides overall global technical coordination. The Regional Steering Committee in each region oversees work on the Global Strategy in the region. The Regional Office provides technical support to countries in implementing the Global Strategy. At the national level, a national coordinating body is established in each country to oversee the implementation of the Global Strategy in the country. This should be part of the national statistical coordination mechanism, such as the National Statistics Council if such a body exists. Each country will decide the best way to do this. In each country, a National Strategy Coordinator (NSC) is appointed to coordinate work on the Global Strategy in the country.

Country assessments are undertaken in the countries as a starting point for implementation of the Global Strategy. This is done in two stages: The first stage involves each country reporting on the current status of agricultural statistics. Questionnaires have been developed for this purpose. The second stage involves an In-depth Country Assessment (IdCA) to evaluate the agricultural statistics system in the country and determine the national capability to produce agricultural statistics on a sustainable basis. The IdCA provides the basis for determining what technical assistance, training and research support is required to improve the agricultural statistics system. Technical assistance will be provided in key areas depending on each country’s capabilities as determined during the IdCA. Training programmes will be made available at the regional level according to the skills needed, especially focusing on advanced topics such as sample design and the use of new technologies. Technical standards and guidelines will also be developed to support countries’ statistical activities. Research will be undertaken into new statistical methodologies such as geo-referencing of census/survey data and the use of new technologies such as global positioning systems (GPS). Advocacy will be made up of various elements. One is establishing trust in the statistical system, which involves issues such as confidentiality of statistical data and confidence in the objectivity and reliability of the statistics. Other elements include communicating the importance of having reliable agricultural statistics and raising awareness of how statistics are used to improve decision-making.

1.3 NSDS and SPARS The establishment of the Millennium Development Goals (MDGs) in 2000 resulted in increasing focus on the need for sound national statistical systems to provide the data needed to monitor progress towards meeting the MDGs targets. This led to the development of a strategic statistical planning process known as the National Strategy for the Development of Statistics (NSDS). The NSDS provides a long-term vision for statistical development in a country and an action plan to build a comprehensive national statistics system. The NSDS is being promoted by the Partnership in Statistics in the 21st Century (PARIS21).

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The Marrakech Action Plan for Statistics (MAPS), 2004 highlighted the need to “Mainstream strategic planning of statistical systems, especially through the implementation of National Strategies for the Development of Statistics (NSDSs)”. NSDSs provide a holistic approach for integrating statistics within national policy processes, and for mobilizing and prioritizing the use of resources to strengthen the national statistical system (NSS). The NSDS is a strategy for strengthening statistical capacity in the entire NSS. It provides a vision of where the NSS should be in 5-10 years and sets benchmarks for getting there. The NSDS helps the country to establish a comprehensive and unified framework for continual assessment of evolving user needs and priorities for statistics and for building the capacity to meet these user needs in a coordinated, synergistic and efficient manner. There is international consensus that a NSDS that embraces all sectors involving key data producers and users, is the best way for strengthening statistical capacity in the NSS to support management and development initiatives. To this effect, the design process of the NSDS should be participatory and highly consultative. The NSDS process makes provision for the development of sector strategies, especially for agriculture. The Strategic Plan for Agricultural and Rural Statistics (SPARS) is to be developed as a component of NSDS and is to be integrated into the overall NSDS programme.

Strategic Plans for Agriculture and Rural Statistics The SPARS will cover all activities related to agricultural statistics in the country, including censuses, surveys and data from administrative sources, and encompass data collection, coordination, analysis and dissemination issues. The SPARS describes the governance structure required to integrate agriculture into the national statistics system, identifies the core data items required to meet the country’s needs and presents the statistical methodology to be used to provide the required data. It also discusses information technology and data management requirements and provides a needs’ assessment for technical assistance, training and research to support the implementation of the new agricultural statistical system. The Global Strategy and the NSDS/SPARS are closely linked. The IdCA will provide the necessary information on the agricultural statistics system in the country to enable SPARS to be prepared. The findings of the IdCA provide the basis for determining the areas for technical assistance, training and research support needed to improve the agricultural statistics system and preparing a country proposal for assistance in identified areas. The SPARS should be a building block of the NSDS. Building blocks are constituent parts of “Strategic Plans for statistics” that in combination make up the national strategy for statistics. They are amalgamated along the vision, mission and Strategic Goals to form one broad Strategy for the National Statistical System i.e. – the National Strategy for the Development of Statistics. Thus, the development of SPARS in countries will help in the resolution of coordination problems among different components of the agricultural statistical system; serve as the framework for coordinating efforts between the sub systems in agriculture, the Agriculture system and the NSO, as well as governments and donors for financing agriculture and rural statistical activities; and, enable the incorporation of the new dimensions advocated for by the Global Strategy to improve Agricultural and Rural Statistics

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1.4 Scope of agriculture and rural statistics in the Global Strategy According to the Global Strategy, agricultural statistics cover the economic, social and environmental dimensions of the agricultural sector, as reflected in the minimum set of core data items (see Annex 2). This includes emerging agriculture-related data requirements in areas such as poverty, hunger, climate change, land and water use, and biofuels. The Strategy defines the agricultural sector to include crops, livestock, fisheries and forestry. Statistics on rural households are also included. All these sub-sectors need to be covered in the IdCA.

1.5 Framework for Country Capacity Assessments The framework for assessing statistical capacity for agriculture statistics is the result of an international collaboration effort. While it is customized to agriculture and rural statistics, it has a great deal in common with other capacity assessment frameworks, specifically the United Nations Statistical Commission’s Generic National Quality Assurance Framework (NQAF), the PARIS21/IMF Task Team Statistical Capacity Building Indicators and those used by the World Bank. The tools for using the framework to assess statistical capacity at the country level have been built upon FAO’s experience in conducting questionnaire-based inquiries and reviews to monitor the progress of agriculture statistics in Asia and Africa. The agriculture and rural statistics capacity assessment framework provides a standard structure that can be applied in a wide variety of situations to assess statistical systems based on quantitative and qualitative information. It provides insight into most aspects of the statistical environment in which data are collected, processed and disseminated, and also assesses the government’s commitment to provide the conditions necessary to give users confidence in the information produced, such as the legal framework, strategic vision, institutional infrastructure and resources that support sound and timely statistical practices. Annex 1 provides the “dimensions” and “elements” that define the proposed capacity framework for agriculture statistics.

The Standard Country Assessment Questionnaire The Standard Country Assessment Questionnaire (CAQ) is the basis of the system used to collect data for building indicators. Developed through international collaborative efforts, this self-reporting questionnaire is the first step towards assessing the capacity of national agricultural statistical systems. The Global Strategy has adopted a definition of agriculture which covers not only crops and livestock, but also the subsectors of fishery, forestry, water resources and rural income-earning activities. Consequently, the responses to the CAQ will almost always be the result of a collaborative effort among various agencies at the country level which have statistical responsibilities for crops, livestock, fishery, forestry, water resources and rural sectors. In addition, while the CAQ will normally require responses from a number of ministries and agencies of government, it is expected that the Ministry of Agriculture (MOA) and/or the National Statistics Office (NSO) will play a significant and coordinating role in providing responses.

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Country assessments in the Asia Pacific region are to be taken up in two stages. The first stage involved countries reporting on their current status of agricultural statistics through self-assessed CAQ modified as per regional requirements. The information furnished in these questionnaires is to be used to identify priority countries for the implementation of the Global Strategy. The second stage involved an In-depth Country Assessment (IdCA) to evaluate the agricultural statistics system in the country and determine the national capability to produce the required statistics on a sustainable basis. The IdCA process requires identification and participation of all stakeholders including agricultural data producers, users, research institutions etc. and objective assessment of the entire gamut of statistical activities in consultation with them. Information was reported under four main headings: institutional environment and contact details; core data availability; statistical activities; and constraints in the agricultural statistics system. Questionnaires have been sent in all the regions covered by the Global strategy in 2012 and 2013. Results are summarized as a set of 24 capacity indicators under four headings: institutional infrastructure; human and financial resources; statistical methods and practices; and statistical information and availability. The results are used to get an overall assessment of the weaknesses in agricultural statistics in the countries to help establish priorities in the implementation of the Global Strategy. The results are also used as the basis for rating countries according to their agricultural statistics capacity and to help in selecting priority countries for implementation of the Global Strategy. The results of the first-stage country assessments provide a broad picture of the agricultural statistics system in each country. The IdCA is necessary for a more detailed understanding of the weaknesses in the agricultural statistics system in the country, for incorporating the views of key stakeholders including data users, and for determining what interventions are needed to improve the system in accordance with the Global strategy.

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2 Carrying out In - depth Country Assessment (IdCA) in a country 2.1 Background and scope Agricultural statistical systems vary in their nature of complexity from country to country and region to region with highly centralized systems on one end to highly de-centralized systems on the other end of the spectrum. Action Plans (Global and Regional) therefore envisage that the implementation of the Global Strategy in the countries should begin by first undertaking a comprehensive assessment of their agricultural statistical system by adopting the broader scope of the term agriculture and rural statistics covering the economic, social, and environment dimensions of the agricultural sector including crops, livestock, fisheries and forestry. Improvements on statistics of rural households are also included. The IdCA aims to assess the agricultural statistics needs and capabilities of the country, to document the statistics currently produced and disseminated, and to evaluate the data collection methodology used for agricultural statistics. The IdCA will provide information on the capacity of each country to produce a minimum set of core data on a sustainable basis; and to provide information needed to design and deliver technical assistance, training, and research support. The IdCA will also provide baseline information to help monitor the impact and outcome of the support to be provided in the future to improve the agricultural statistics system.

2.2 Objectives and outputs of the IdCA The specific objectives of the IdCA are to:

document the current agricultural statistics system in the country, including the

data requirements of the agricultural sector, the organizational structure, and the

data collection methodologies;

determine the extent to which the existing agricultural statistics system is

capable of generating data needed by Government, development partners,

research agencies and the private sector;

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provide a diagnostic report to be used as the basis for developing long term

vision for the country, based on a set of nationally owned priorities; and

serve as the basis for the preparation of a Country Proposal for seeking short-

term support by means of technical assistance, training, and the implementation

of new methodologies and technologies.

provide an authoritative reference document on the development of agricultural

and rural statistics for the wider national and international community.

Two specific outputs to be produced

Output 1: an IdCA report and associated documents to serve as the basis for Preparing SPARS;

Output 2: a Country Proposal containing recommendations on short-term technical assistance needs, and a road map for the preparation of SPARS.

2.3 Organization of the IdCA Regional Offices implementing the Global Strategy in collaboration with the NSC will coordinate the IdCA activities in the country. Before proceeding with the IdCA, countries should give their formal agreement to participate in the Global Strategy process and commit the necessary resources and support to the Regional Office to implement the strategy. The IdCA process should be driven by the country, with technical support provided by the Regional Office. The process should be fully participatory, with the active involvement of all stakeholders in the country. The starting point for the IdCA should be the information available from the first-stage assessment. This provides essential background information for the country on the institutional structure, data availability, statistical activities, and the constraints in the agricultural statistics system. It also provides an overall preliminary assessment of the statistical capacity of the country. It is recognized that questionnaires from the first-stage assessment were not always complete or correct; the IdCA will also be used to amend or update this information as needed. The IdCA will involve consultation with stakeholders from the NSO and all other national institutions involved in producing agricultural statistics, as well as those making use of the statistics. It will also be necessary to consult with national funding institutions, such as the Ministry of Finance, to ensure that any proposed changes to the statistical system are sustainable. Technical and financial partners will also need to be consulted. The IdCA must be prepared against the background of the country’s national policies and priorities and donors’ development strategies. The process usually will take about five months to complete in each country. It would involve the following major activities.

Constitution of a technical team for the country

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Desktop Review of available information

Organization of stakeholders workshops and interviews in the country

Preparation and finalization of IdCA report

Constitution of a Technical Team The Regional Office would identify a National Strategy Coordinator and appoint national and international consultants to assist the country in undertaking the in-depth assessment of the agricultural statistics system. The IdCA is a major and complex undertaking and considerable technical inputs are needed, not only to assess the statistical issues, but also to consider the broad institutional and policy framework under which the agricultural statistics system operates and the users/uses of the statistics. Key players in the team include:

A National Strategy Coordinator who should be a senior officer in the major

Government office dealing with agricultural statistics i.e. either from NSO or

Ministry of Agriculture.

A Lead International Consultant with broad experience in all aspects of

agricultural statistics should be recruited for six to eight weeks of work during the

period of the IdCA to provide overall technical guidance for the IdCA process.

A National Consultant with long experience in the administration of the National

Government and the national statistics system should be recruited for about ten

weeks of work during the period of the IdCA to provide in-country technical

support for the IdCA.

In addition to these consultants, further specialist support may be needed in

areas such as agricultural policy. Fisheries and forestry statistics are often

specialist areas and may require some inputs. The additional support could be

provided by staff of the Regional Office or by recruiting further national or

international consultants.

The Regional Office in the country may assist in facilitating the organization of

various missions, in the briefing/debriefing of the consultants and also make

substantial technical inputs to the IdCA process, especially in agricultural policy

and governance issues, and in determining technical assistance requirements.

Desktop Review of Information Implementing partners will provide the requisite in-depth country assessment material including Global Strategy documents, country specific capacity indicators, and background material, instructions, questionnaires etc. Work will start with a review of the information available for the country including the results of the first-stage

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assessment, the NSDS and SPARS (if available) and national policy documents. Usually, there is also considerable information available from the websites of national organizations so that the consultants can be well briefed before visiting the country. This work should be coordinated by the Lead International Consultant. During this time, the IdCA team can also begin the documentation required for the IdCA report. This preliminary review stage of the IdCA should take about one or two weeks.

Organization of stakeholders’ workshop and interviews Consultation with all stakeholders is an important aspect of successful implementation of Global Strategy. This should be followed up through two-three missions to the country by the international consultants. The NSC and the National Consultant should prepare an exhaustive list of all the stakeholders and liaise with them during the entire process of assessment. An in-depth assessment in the country will begin with the first Mission of the consultants to organize first stakeholders workshop followed up with personal interviews with them. The main activities during the first mission are: to introduce the IdCA process to all key stakeholders; to understand the agricultural situation in the country, together with the policy/planning issues and problems; to understand the institutional framework for agricultural statistics; to identify and document all the main agricultural statistics activities in the country; and to examine the constraints such as funding and staffing. The IdCA team should make a second mission (one week) to the country to gather the information necessary to fill up the gaps in the first draft of the IdCA report and to take on board the suggestions of the stakeholders. The emphasis during the mission will be on assessing data quality, the data collection methodology and data gaps with a view to identifying what needs to be done to improve agricultural statistics in the country. In consultation with national stakeholders and development partners, the team should also identify priorities for addressing any weaknesses, as part of preparing a Country Proposal for short-term technical assistance. A third mission (one week) involving the Lead International Consultant and the Regional Office may be undertaken to present the IdCA report and Country Proposal to the Government and to develop an action plan for the Global Strategy process.

Preparation and finalization of IdCA The information gathered before and during the first mission will be enough to make substantial progress on the preparation of the IdCA report. This documentation work should be carried out in the two weeks immediately after the first mission. By the end of this period, the first draft of the IdCA report should be ready. The IdCA team should complete the draft IdCA report immediately after the second mission. This should be reviewed by the Regional Office before submission in draft form to the national stakeholders. The report should be finalized about two months after the second mission. The Country Proposal should also be finalized at that time along with a road map for the development of SPARS in the country. Over the few weeks following that, the IdCA documentation should be reviewed by the implementing partners. During this period, the implementing partners will also need to determine what is required to complete the IdCA and the technical inputs needed.

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A timetable for a 21-week IdCA is shown below:

Weeks 1 and 2: consultants review existing information for the country.

Weeks 3 and 4: first mission of international consultants.

Weeks 5 and 6: international consultants prepare first draft of IdCA report.

Weeks 7 to 10: Implementing partner reviews first draft and circulates to stakeholders through NSC/national consultant.

Week 11: second mission of international consultants.

Weeks 12-13: international consultants prepare final draft IdCA report and Country Proposal.

Weeks 14-15: Implementing partner reviews draft IdCA report and Country Proposal and sends to the NSO/ Ministry for Government approval.

Weeks 16-18: National Government approves IdCA report and Country Proposal.

Weeks 19-20: Regional Office and international consultants prepare road map for SPARS development.

Week 21: third mission of international consultants and Regional Office staff for consultation with stakeholders and approval of roadmap for SPARS.

2.4 Activities in carrying out of the IdCA The activities in carrying out the IdCA are the following: Preparatory activities: Make the necessary institutional arrangements for the IdCA, including formally inviting the country to participate in the IdCA process, budgeting for the assessment, appointing the NSC, and recruiting the national and international consultants.

Output 1: An IdCA Report and associated documents to serve as the basis for preparing SPARS

Activity 1.1. Review the information available for the country including the results of

the first-stage assessment, NSDS and SPARS (if available), and national policy documents.

Activity 1.2. Identify all the stakeholders, including data producers, data users and donors.

Activity 1.3. Hold the first national stakeholders’ workshop.

Activity 1.4. Hold interviews with the NSO and other data producers.

Activity 1.5. Review the structure of the national statistics system.

Activity 1.6. Hold interviews with agricultural policy makers and other data users.

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Activity 1.7. List all agricultural statistics data collections with information on data collection agency, data collected, methodology, frequency and dissemination.

Activity 1.8. Assess the extent to which current agricultural statistics provide the global set of core data.

Activity 1.9. Identify agricultural data needs and priorities.

Activity 1.10. Evaluate technical aspects of the agricultural statistics system, including the use of sampling methodology, sample frames, use of administrative reporting, and data quality.

Activity 1.11. Carry out a constraints analysis, including human resources, funding, information technology and communication facilities.

Activity 1.12. Carry out a SWOT analysis (Major sub-sectors and the agricultural statistics system as a whole).

Activity 1.13. Determine the national minimum set of core data and key data gaps.

Activity 1.14. Identify advocacy activities.

Activity 1.15. Revise country capacity indicators based on in-depth assessment information.

Activity 1.16. Prepare the draft IdCA report.

Activity 1.17. Hold the second national stakeholders’ workshop to confirm findings.

Activity 1.18. Finalize the IdCA report.

Output 2: A Country Proposal containing recommendations on short-term technical assistance needs, and a road map for the preparation of SPARS

Activity 2.1. Review technical assistance information available for the country including previous technical assistance and donors’ development strategies.

Activity 2.2. Review technical assistance needs in consultation with national stakeholders.

Activity 2.3. Hold interviews with donors.

Activity 2.4. Prepare the Country Proposal.

Activity 2.5. Prepare the road map for SPARS.

A logical framework for outputs and activities for the IdCA process is shown in Annex 3. The timeline for the IdCA process is given in Annex 4.

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2.5 Detailed description of activities

Preparatory activities (Regional Office, NSC)

The Regional office should formally invite the country to participate in the IdCA process. The country must indicate its willingness to make a major contribution to the IdCA and to make staff available to carry out the work. In some countries where the statistical system is highly decentralized and uncoordinated, some initial work may be needed to sensitize them on the need for IdCA and the follow up work thereafter to improve their statistical systems. The country should identify a NSC for IdCA work in the country. The NSC should be a senior officer located in the main agency/institution responsible for agricultural statistics. To the extent possible, the NSC should be the same person who will have responsibility for work to follow the IdCA, including the development of SPARS. Where the responsibility for agricultural statistics is shared between agencies, it will be desirable to have alternative NSCs in each agency working in collaboration to provide the required nationally owned perspective. Model Terms of Reference for the NSC are provided in Annex 5. Two or more short-term consultants should be recruited to assist the country undertake the IdCA. The consultants will work closely with the NSC and national/international stakeholders.

The Regional Office will recruit a Lead International Consultant for six to eight

weeks over the period of the assessment to lead the technical work on the IdCA

and prepare the necessary reports. The Lead International Consultant will make

three missions to the country. Report writing and other work will be done from

his/her home base. Model Terms of Reference are provided in Annex 6.

A National Consultant will work for a period of ten weeks to work in-country in

support of the IdCA work. The National Consultant will be recruited by the

Regional Office in the country, in consultation with the NSC. Model Terms of

Reference are provided in Annex 7.

Other consultants will be recruited as necessary.

The budget for the IdCA should include funds for the honorarium and travel of the consultants, in-country travel of consultants and national personnel, stakeholder workshops, office expenses and technical backstopping by the Regional Office.

Activity 1.1. Review the information available for the country including the results of the first-stage assessment, NSDS and SPARS (if available), and national policy documents

(International/national consultants; before first mission)

The starting point for carrying out the IdCA will be to review the results of the first-stage

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country assessment. This will provide an overview of the agricultural statistics system in the country and the constraints in improving the statistics. The information provided in the first-stage assessment will provide an overview of the area to be examined and may often be incomplete. The status of NSDS and SPARS in the country should also be examined. Information on this can be found on the PARIS21 website. Different countries will be at different levels in the NSDS process. Where NSDS is in place or under implementation, information on the agricultural statistics system used in the preparation (or implementation) of NSDS should be reviewed. If available, other assessments – such as the Panorama Report for CountrySTAT or other assessments on the status of agricultural statistics by the Government or development partners/international agencies – should also be examined. Useful project information might also be available. The Internet will also yield other documents of interest. It is important to ensure that existing information is fully utilized to avoid duplication of effort in the IdCA process and to ensure that the perspective on the assessment is as broad as possible. The information from these other sources will also be useful in validating the self-reported information of the first-stage country assessment. National policy documents – such as the national socio-economic development strategy, poverty reduction plans, or agricultural development sector plans – should also be examined to ensure that the approach used to improve agricultural statistics under the Global Strategy is consistent with the Government’s overall policy direction for the development of the agricultural and rural sector and address the development priorities. The United Nations Country Programming Framework also provides a useful guide to priorities for the agricultural sector. Often, a national development strategy may call for emphasis to be given to a particular sector (such as livestock or promotion of a particular crop) or a particular aspect of farming practices (such as farm mechanization or irrigation), and therefore the agricultural statistics system should be designed to provide the information necessary to monitor progress in these areas. Sometimes, the improvement of statistics is one element of the national development strategy and this may need to be taken into account in planning future developments in agricultural statistics.

Activity 1.2. Identify all the stakeholders, including data producers, data users and donors

(National consultants, NSC; before first mission)

An early task in the IdCA is to draw up, or update, a list of institutions engaged in the collection, compilation and dissemination of agricultural and rural statistics, together with data users. Much of this information should be available from the first-stage assessment questionnaire. Producers of agricultural and rural statistics typically include: the NSO; ministries and departments responsible for agriculture (such as crops, irrigation, livestock, fisheries and forestry); ministries responsible for trade and marketing; food security and early-warning agencies; semi-government agencies or marketing boards linked to the agricultural sector; and the central bank and other agricultural development banks. A list of users of agricultural and rural statistics should also be prepared. This will include: policy and planning units in government ministries such as the Ministry of Agriculture and the Ministry of Planning at different levels of administration; universities

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and research organizations; farmers’ organizations; agricultural input suppliers; agricultural traders; investors; international agencies; and development partners.

Activity 1.3. Hold the first national stakeholders’ workshop

(International/national consultants, NSC; during first mission)

A national stakeholders’ workshop should be held at an early stage in the first mission of the international consultant to:

brief stakeholders on the Global Strategy;

explain the IdCA process and subsequent steps;

present a summary of findings from the first-stage assessment and review of

information from other sources in Activity 1.1;

discuss and agree on the work plan and time-line for carrying out the IdCA and

agree on the way forward;

discuss the global set of core data items and come up with national minimum set

of core data; and

agree on the approval process for the various IdCA reports.

Activity 1.4. Hold interviews with the NSO and other data producers

(International/national consultants; during first mission)

The objective of this activity is to carry out a critical evaluation of the on-going statistical activities in the agriculture sector and ascertain the views of professionals on the issues pertaining to their sphere of activities. Issues to be specifically discussed include:

legal framework for the collection of statistics;

relationship between the NSO and data collection agencies;

existence, coverage and status of NSDS and SPARS or other similar

documents;

methodology of each statistical collection;

infrastructure for agricultural statistics;

collection of information necessary for a constraints analysis;

collection of information necessary for a Strengths, Weaknesses, Opportunities

and Threats (SWOT) analysis of ongoing statistical activities;

data dissemination practices;

views on the national minimum core data set; and

training needs.

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Activity 1.5. Review the structure of the national statistics system


The governance of the national statistical system in the country, with particular reference to the agricultural and rural statistics component, should be examined. In most countries, there is a Statistics Law which governs the operations of the national statistics system. The following needs to be established: the extent to which it is a centralized statistical system and the role of the NSO; what is contained in the Statistics Law; whether the Law covers agricultural censuses and statistics; statistical coordination arrangements; and the responsibilities of different institutions for the collection, analysis and dissemination of agricultural statistics. In many countries, the agricultural sector is spread over many different agencies. There are often separate agencies responsible for development of crops, livestock, fisheries and forestry sub-sectors, each with responsibility for collecting statistics in its area of interest. The dissemination of statistics may be the responsibility of each agency or centralized in some way such as through the NSO. It is important to understand the allocation of responsibilities among the different agencies and whether it is based on the Statistics Law or other administrative arrangements. The modalities of statistical coordination should be determined and the effectiveness of those arrangements assessed. Some information on the structure of the national statistical system will be available from the first-stage assessment. This information will be reviewed and elaborated on in the IdCA.

Activity 1.6. Hold interviews with agricultural policy makers and other data users

(International/national consultants; during first and second missions)

As well as policy makers, this should include other key users such as researchers and the private sector. Issues to be discussed include:

what data are used and how;

the extent to which existing data meet user needs, including aspects such as

frequency, data gaps and priorities;

data quality and reliability issues; and

problems in accessing data.

Activity 1.7. List all agricultural statistics data collections with information on data collection agency, data collected, methodology, frequency and dissemination


Some information required for this activity should already be available from the first-

22

stage assessment questionnaire. This will be validated based on meetings with the NSO and other data producers. The list should include all agricultural statistics data collection activity, including the agricultural census, agricultural sample surveys and administrative data. It should also include collections covering other economic, social and environmental statistics shown as part of the set of core data items given in the Global Strategy, such as the population census, labour force surveys, and household income and expenditure surveys. A summary page should be prepared for each data collection showing: the name of the collection; the data collection agency; the frequency of the collection; the data collected; the methodology used for the collection; the geographic detail presented, the timing of release of data; and any other relevant remarks. An example is shown in Annex 8. Critical evaluation of the data collections will help identify scope for establishing linkage with other survey programmes and avoid redundancy and duplication.

Activity 1.8. Assess the extent to which current agricultural statistics provide the global set of core data


This activity involves reorganizing the information from Activity 1.7 to present the existing data in relation to the core data identified in the Global Strategy.

Activity 1.9. Identify agricultural data needs and priorities

(International/national consultants; during first and second missions)

There are many uses and users of agricultural and rural statistics and, usually, it is difficult to clearly define data needs. There are some fundamental data requirements for the compilation of national accounts and for monitoring socio-economic development, poverty alleviation, MDGs, etc. There may also be key Government commitments that demand certain statistics, such as poverty rates. There may also be legal requirements to collect certain data, such where the Statistics Law requires a population or agricultural census to be conducted every ten years. Often, the data requirements are stipulated as Monitoring and Evaluation (M&E) indicators in national development or poverty reduction strategies. International agencies, such as the International Monetary Fund and World Bank, also recommend collection of certain minimum set of data. To the extent possible, the IdCA team should seek to understand how data are actually used in agricultural decision-making and planning. To do this, it is necessary to examine the Government’s objectives, policies and programmes in agricultural and rural development – such as from the agricultural sector plans – to get an understanding of the problems/issues that need to be addressed, the decisions that need to be taken, and the data required for those purposes. Data demands have to be balanced with the ability to produce the statistics according to financial and other resource constraints. Certain data must be provided such as for national accounts. However for other data, priorities must be set in terms of the

23

importance of the data as well as the importance of the different users. A stakeholder analysis should be carried out to determine their importance in terms of contribution to policy decision-making and the influence with the Government. Priority setting will need to be done by individual collection; thus, decisions have to be made on which specific data items are to be included in any survey or census.

Activity 1.10. Evaluate technical aspects of the agricultural statistics system, including the use of sampling methodology, sample frames, scope of improvement in administrative reporting system, level at which data is needed, and data quality


The aim of this activity is to assess the reliability of the agricultural statistics. Each of the data collections identified in Activity 1.7 should be examined in turn with a view to assessing the methodology and the implications for data quality. A country may undertake several different types of data collections, including administrative reporting systems, censuses and sample surveys. In assessing data quality, reference should be made to FAO’s Data Quality Assessment Framework (FAO, 2014a). Administrative reporting systems often have weaknesses because sound statistical practices may not be used in the reporting of data. Those reporting data may not be in a position to provide accurate data. Statistical concepts and definitions may not be clearly defined or may not be compatible with administrative records. Users may also not have confidence in the statistics because they lack objectivity. These issues should be addressed in meetings with data producers and users with a view to possibly introducing the elements of statistical rigour and methodology to improve the data quality. It is to be noted that many of such on-going exercises have the definite advantage of availability of field manpower for producing the data. In many countries, the crop status reports of the extension service workers serve as the basis for providing advance estimates of production and these may be the only viable source of information for decision makers. Population and agricultural censuses are usually undertaken based on international standards, often with international support. However, there may be operational or data processing weaknesses which may affect data quality. These should be examined. Where sample surveys are conducted, the key issues are the sampling methods and sample frames used. Surveys should be done based on strict probability sampling using a statistically efficient sample design and with a complete and up-to-date sample frame. Sampling errors should be assessed. The technical issues involved in the creation of a master sample frame, in accordance with Pillar 2 of the Global Strategy, should also be examined.

Activity 1.11. Carry out a constraints analysis, including human resources, funding by sub-sector or agencies, information technology, and communication facilities

(International/national consultants; during and after first mission)

This should be based on further examination and validation of information available

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from the first-stage assessment and interviews with the NSO and other data collection agencies. The main aim is to get an understanding of the infrastructure available, the weaknesses, and how those weaknesses impact on the statistical system.

For human resources, numbers of statistical staff should be examined, including

statistical professionals, data processing specialists, support staff and data

collection personnel. Their educational qualifications, training and experience

should be examined. An assessment should also be made of national training

facilities available.

The potential of use of information technology to bring about an improvement in

the collection, storage and dissemination of data should be evaluated. This

should include hardware and software. The key issue is whether the country is

making good use of available information technology and, if not, what can be

done about it.

One of the key constraints for statistics in many countries is the lack of funds

available for statistical work. Financial resources available for agricultural

statistics should be analyzed and an assessment made of how the funding

situation is likely to impact on the further development of the statistical system

and whether the available funds are being used efficiently.

In many countries, transport facilities have improved in recent years – with better

roads and more people owning their own motor vehicles – this makes data

collection easier and should be assessed.

Communication infrastructure – such as the mobile phone and Internet networks

– is an important element in improving the way statistics are collected and

processed. This should be assessed.

Past and present international cooperation in agricultural statistics should be

examined, especially from a sustainability viewpoint.

The constraints analysis will identify critical weaknesses which hamper the collection and dissemination of quality agricultural and rural statistics. Each weakness should be

discussed and suggestions for improvement made.

Activity 1.12. Carry out a SWOT analysis of the agricultural statistics system based on SWOT on individual activities

(International/national consultants; after first mission)

Following from the identification of constraints in Activity 1.11, a SWOT analysis will be used to present the synthesis of the results by each sub-sector of agriculture, such as crops, livestock, fisheries and forestry. This will help in the subsequent development of SPARS.

25

The SWOT analysis identifies and evaluates controllable activities within the organization that are performed especially well (Strengths) or poorly (Weaknesses). The strategy is to build on organisational strengths and mitigate or eliminate weaknesses. The SWOT analysis also involves environmental scanning which identifies and evaluates those economic, social, environmental, political, legal, governmental, technological trends and events that could benefit the organisation (Opportunities) or harm it (Threats). These trends and events are largely beyond the control of an organization. The strategy is to identify, evaluate and take advantage of opportunities and avoid or reduce the impact of threats. A summary of the SWOT analysis is usually presented in a table. There are many references to SWOT analysis, including: http://www.managementstudyguide.com/swot-analysis.htm http://en.wikipedia.org/wiki/SWOT_analysis

Activity 1.13. Determine the national minimum set of core data


This should done based on the global set of core data in Annex 2, taking account of agricultural data needs and priorities (Activity 1.9), the constraints analysis (Activity 1.11) and the SWOT analysis (Activity 1.12). This should be prepared in a format similar to Annex 2.

Activity 1.14. Identify advocacy activities

(International/national consultants, NSC; during second mission)

Advocacy has various elements including establishing trust in the statistical system, communicating the importance of having reliable statistics, and raising awareness of how statistics can be used to improve decision-making. In the IdCA, a strategy should be developed to help achieve these objectives. Advocacy activities will differ from country to country, depending on the adequacy of the national statistics system and how it is perceived, as well as the degree of sophistication in the use and analysis of the data. Advocacy needs to be driven by the country with national organizations providing leadership in implementing the Global Strategy and raising awareness of the importance of this work. One way to carry out advocacy activities is through one or more so-called “champions”. Champions are normally senior level data users, who understand the value of statistics and who have enough influence to persuade others of this value. This can be important in generating support to raise the statistical capacity of the country and to ensure sustainable changes. During the IdCA, an advocacy strategy should be determined based on the country-level toolkit provided by PARIS21 (PARIS21, 2010). The strategy may include preparing advocacy materials such as media releases, newsletters and Internet-based materials, as well as making presentations in national and international forums.

http://www.managementstudyguide.com/swot-analysis.htm

http://en.wikipedia.org/wiki/SWOT_analysis

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Activity 1.15. Revise country capacity indicators based on in-depth assessment information

(Regional Office, national consultants; after first mission)

Information in the initial country assessment was used to derive country capacity indicators in four dimensions: institutional infrastructure; resources; statistical methods and practices; and availability of statistical information. These indicators in turn were derived from a range of sub-indicators. It is recognized that some information provided were not always complete. The IdCA should be used to re-calculate each of the indicators and sub-indicators. Note that since the initial assessment, more work has been done to improve the indicators and make them more robust. Indicators should be calculated on this new basis as discussed in Guidelines for Assessing Country Capacity to Produce Agricultural and Rural Statistics (Global Strategy, 2014a).

Activity 1.16. Prepare the draft IdCA report

(Regional Office, international/national consultants; during and after first and second missions)

Work on the preparation of the IdCA report should begin during the first mission. About two-thirds of the document should be completed immediately after the first mission. Further information will be gathered during the second mission to help finalize the report immediately after the second mission. The draft should be distributed to national and international stakeholders for comment. Guidelines for the preparation of the report are given in Annex 9. The report should include:

a description of the agricultural situation in the country and the development

issues in agriculture;

a description of the institutional environment for statistics in the country;

a listing of the main agricultural statistics activities;

an assessment of data availability in relation to the Global Strategy core items;

an evaluation of current agricultural statistics, such as data quality and

methodology;

a description of the statistical infrastructure, including human and financial

resources; and a discussion of the main constraints in the agricultural statistics

system; and

identification of a national minimum set of core data items.

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Activity 1.17. Hold second national stakeholders’ workshop


A second half-day national stakeholder’s workshop should be held during the second mission of the international consultant to:

review the IdCA findings;

confirm the minimum set of core data identified in the IdCA report; and

obtain consensus on priorities in technical assistance.

Activity 1.18. Finalize the IdCA report

(Regional Office, international/national consultants; after second mission)

The international and national consultants should revise the IdCA report based on feedback obtained during the second stakeholders’ workshop and stakeholders’ comments on the draft report. Where necessary, further discussions should be held with relevant stakeholders during the second mission to clarify and confirm revisions. The final IdCA report should be presented to the Regional Steering Committee. The Committee will look at identified short-term priorities to be addressed using Global Strategy funding and consider them for the future work programme.

Activity 2.1. Review technical assistance information available for the country including previous technical assistance and donors’ development strategies

(International/national consultants; before second mission)

This review will be undertaken as part of the preparations for the IdCA team’s second mission to the country, based on information obtained during the first mission and reference to donors’ websites.

Activity 2.2. Review technical assistance needs in consultation with national stakeholders


During the second national stakeholders’ workshop, the IdCA team will present the IdCA findings, highlight the weaknesses in the agricultural statistics system, and discuss options and priorities for technical assistance to address those weaknesses. Individual meetings will also be held with key stakeholders to firm up the strategy for improving the agricultural statistics system. Generally speaking, the IdCA will identify a number of weaknesses or data gaps, and priorities need to be determined. This will be based on the analysis of data needs and priorities, taking into account the importance of the data as well as the importance the different users as evidenced in the results of the stakeholder analysis. Major data gaps

28

in the compilation of national accounts should be addressed as a matter of urgency. Aspects requiring technical assistance on a short-term basis should be included in the Country Proposal. Long-term issues should be addressed in the SPARS.

Activity 2.3. Hold interviews with donors

(Regional Office, international/national consultants; during and after second mission)

During the second mission to the country, the IdCA team should hold meetings with all key donors. If possible, a meeting should be held with the United Nations Country Team to present the results of the IdCA, identify areas requiring technical assistance, and discuss how the improvement of agricultural statistics fits in with the United Nations Country Programming Framework. Other donors to meet might include the World Bank and bilateral aid organizations active in the country. The Regional Office should also meet with the counterpart regional offices of the key donors.

Activity 2.4. Prepare the Country Proposal

(Regional Office, international/national consultants; during and after second mission)

The Country Proposal is a document that identifies and priorities and the future work needed to improve the agricultural statistics system in the short-term. By short-term is meant two to three years. Some actions may be needed urgently to rectify basic problems with a particular part of the system, while others may be more strategic. Where appropriate, the document should refer to those tasks needed as steps to enable SPARS to be prepared. An outline of the Country Proposal is given in Annex 10. The Country Proposal will consist of a prioritized list of up to about ten activities. For each activity, a two-three page description will be provided, giving the rationale and priority, project framework (including outcome and outputs), and the implementation and management arrangements (including methodology, staffing, work plan and budget). Possible development partners may also be identified. Each activity will be described in sufficient detail to enable an external reader to understand the scope and objectives of the activity.

Activity 2.5. Prepare the road map for SPARS

(Regional Office, international/national consultants; after second mission)

The SPARS provides a long term (five to ten years) strategy setting out the institutional, organizational and methodological requirements to improve agricultural and rural statistics as part of the NSDS process. The integration of agriculture into the national statistics system is the second pillar of the Global Strategy and therefore the development of SPARS and its integration into the NSDS is one of the major elements of the implementation of the Global Strategy. Guidelines for the preparation of SPARS are provided in SPARS Guidelines (Global Strategy, 2014b)

29

The road map should be prepared based on these guidelines and taking into account the country proposal under Activity 2.4.

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REFERENCES FAO, 2012, unpublished. Report on Preliminary Assessment of Country Capacity to Produce Agricultural and Rural Statistics in the Asia-Pacific Region. FAO/ World Bank/UNSC, 2012. Action Plan of the Global Strategy to Improve Agricultural and Rural Statistics. Global Strategy 2014a, Guidelines for Assessing Country Capacity to Produce Agricultural and Rural Statistics. Global Strategy 2014b, SPARS Guidelines. PARIS21, 2010. Advocating for the National Strategy for the Development of Statistics, Country-level Toolkit. World Bank/FAO/UN, 2010. Global Strategy to Improve Agricultural and Rural Statistics, Report No. 56719-GLB.

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ANNEX 1: Global Strategy Menu of Indicators for Agricultural Statistics

Agriculture Statistics Capacity Framework

Capacity dimensions Elements

I. Institutional Infrastructure -Pillar III

• Legal Framework

• Coordination in Statistical System

• Strategic Vision and Planning

• Integration of Agriculture in the National Statistical System

• Relevance (user interface)

II. Resources - Pillar III (INPUT DIMENSION)

2.1 Financial Resources

2.2 Human Resources: Staffing

2.3 Human Resources: Training

2.4 Physical Infrastructure

III. Statistical Methods and Practices - Pillar II

(THROUGHPUT DIMENSION)

3.1 Statistical Software Capability

3.2 Data Collection Technology

3.3 IT Infrastructure

3.4 General Statistical Infrastructure

3.5 Adoption of International Standards

3.6 General Statistical Activities

3.7 Agricultural Market and Price Information

3.8 Agricultural Surveys

3.9 Analysis and Use of Data

3.10 Quality Consciousness

IV. Availability of Statistical Information -

Pillar I (OUTPUT DIMENSION)

4.1 Core Data Availability

4.2 Timeliness

4.3 Overall Data Quality Perception

4.4 Data Accessibility

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ANNEX 2: Global Minimum Set of Core Data Items

Group of variables

Key variables Core data items Frequency

ECONOMIC DATA

Output Production

Core crops (e.g. wheat, rice) Core livestock (e.g. cattle, sheep, pigs) Core forestry products Core fishery and aquaculture products

Annual

Area harvested and planted Core crops (e.g. wheat, rice) Annual

Yield / Productivity Core crops, core livestock, core forestry, core fishery

Annual

Trade Exports in quantity and value Core crops, core livestock, core forestry, core fishery

Annual

Imports in quantity and value Core crops, core livestock, core forestry, core fishery

Annual

Stock of resources Land cover and use Land area ....

Economically active population Number of people of working age by sex

Livestock Number of live animals

Machinery e.g. number of tractors, harvesters, seeders

Inputs Water Quantity of water withdrawn for agricultural irrigation

Fertilizers in quantity and value Core fertilizers by core crops

Pesticides in quantity and value

Core pesticides (e.g. fungicides herbicides, insecticides, disinfectants) by core crops

Seeds in quantity and value By core crops

Feed in quantity and value By core crops

Agro-processing Volume of core crops/livestock/fishery used in processing food

By industry

Value of output of processed food By industry

Other uses (e.g. biofuels)

Prices Producer prices Core crops, core livestock, core forestry, core fishery

Consumer prices Core crops, core livestock, core forestry, core fishery

Final expenditure Government expenditure on agriculture and rural development

Public investments, subsidies, etc.

Private Investments Investment in machinery, in research and development, in infrastructure

Household consumption Consumption of core crops/livestock/etc. in quantity and value

Rural infrastructure (capital stock)

Irrigation/roads/railways/ communications

Area equipped for irrigation/ roads in km/railways in km/ communications

International transfer Official development assistance for agriculture and rural development

SOCIAL DATA

Demographics of urban and rural population

Sex

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Group of variables

Key variables Core data items Frequency

Age in completed years By sex

Country of birth By sex

Highest level of education completed

1 digit International Standard Classification of Education by sex

Labour status Employed, unemployed, inactive by sex

Status in employment Self employment and employee by sex

Economic sector in employment

International Standard Industrial Classification by sex

Occupation in employment International Standard Classification of Occupations by sex

Total income of the household

Household composition By sex

Number of family/hired workers on the holding

By sex

Housing conditions Type of building, building character, main material, etc.

ENVIRONMENTAL DATA

Land Soil degradation Variables will be based on above core items on land cover and use, water use, and other production inputs

Water Pollution as a result of agriculture

Air Emissions resulting from agriculture

GEOGRAPHIC LOCATION

Geographic Information System (GIS) coordinates

Location of the statistical unit Parcel, province, region, country

Degree of urbanization

Urban/rural area

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ANNEX 3: Logical Framework for IdCA

Activity Focal Points Timing

PREPARATORY ACTIVITIES Make the necessary institutional arrangements for the IdCA, including formally inviting the country to participate in the IdCA process, budgeting for the assessment, appointing the NSC, and recruiting the national and international consultants

Regional Office

Before first mission

OUTPUT 1: AN IN-DEPTH COUNTRY ASSESSMENT REPORT AND ASSOCIATED DOCUMENTS TO SERVE AS THE BASIS FOR PREPARING THE SPARS

1.1 Review the information available for the country including the results of the first-stage assessment, NSDS and SPARS (if available), and national policy documents.

Int. consultants Nat. consultants


1.2 Identify all the stakeholders, including data producers, data users and donors.

Nat. consultants NSC


1.3 Hold the first national stakeholders’ workshop. Int. consultants Nat. consultants NSC

During first mission

1.4 Hold interviews with the NSO and other data producers. Int. consultants Nat. consultants


1.5 Review the structure of the national statistics system. Int. consultants Nat. consultants


1.6 Hold interviews with agricultural policy makers and other data users.


During first and second missions

1.7 List all agricultural statistics data collections with information on data collection agency, data collected, methodology, frequency and dissemination.



1.8 Assess the extent to which current agricultural statistics provide the global set of core data.



1.9 Identify agricultural data needs and priorities. Int. consultants Nat. consultants

During first and second missions

1.10

Evaluate technical aspects of the agricultural statistics system, including the use of sampling methodology, sample frames, use of administrative reporting, and data quality.



1.11 Carry out a constraints analysis, including human resources, funding, information technology, and communication facilities.


During and after first mission

1.12 Carry out a SWOT analysis of the agricultural statistics system.


After first mission

1.13 Determine the minimum set of core data. Int. consultants Nat. consultants


1.14 Identify advocacy activities to be carried out. Int. consultants Nat. consultants NSC

Int. consultants Nat. consultants NSC

1.15 Revise country capacity indicators based on in-depth assessment information.

Regional OfficeNat. consultants

After first mission

1.16 Prepare the draft IdCA report.

Regional Office Int. consultants Nat. consultants

During and after first and second missions

1.17 Hold the second national stakeholders’ workshop. Int. consultants Nat. consultants NSC

During second mission

1.18 Finalize the IdCA report.



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Activity Focal Points Timing

OUTPUT 2: A COUNTRY PROPOSAL CONTAINING RECOMMENDATIONS ON TECHNICAL ASSISTANCE NEEDS, AND A ROAD MAP FOR SPARS

2.1 Review technical assistance information available for the country including previous technical assistance and donors’ development strategies.


Before second mission

2.2 Review technical assistance with national stakeholders.

Int. consultants Nat. consultants NSC

During second mission

2.3 Hold interviews with donors. Regional Office Int. consultants Nat. consultants

During and after second mission

2.4 Prepare the country proposal for technical assistance.


During and after second mission

2.5 Prepare the road map for SPARS Regional Office. consultants Nat. consultants

After second mission

36

ANNEX 4: Timeline for IdCA

37

ANNEX 5: Model Terms of Reference: National Strategy Coordinator

(for Asia-Pacific Region)

In-depth Country Assessments (IdCAs) will be conducted as part of the Asia-Pacific Regional Action Plan to Improve Agricultural and Rural Statistics. Under the general guidance of the Lead Technical Officer (Regional Coordinator), the National Strategy Coordinator (NSC), nominated by the Government, in close collaboration with the international consultants, will lead the team of national consultants and related government staff in the concerned departments with work in-country on the IdCA. The NSC will directly report to the leadership in agricultural statistics in the institution/agency in which he/she is based. In particular, the NSC will:

facilitate establishment of a network of professionals responsible for the

production of agricultural statistics in different departments and/or agencies at

the national level, establish communication channels and maintain contact;

act as a national reference point with the Regional Office for the Global Strategy

in the Asia-Pacific region with responsibilities to coordinate and administer all

activities related to the in-depth country assessment process, and the

coordination of national staff working on the project;

assist the Regional Coordinator to draft a budget for carrying out the IdCA;

coordinate with all sector ministries and agencies to ensure the complete

implementation of all the activities for carrying out the IdCA;

assist in the recruitment of national consultants, after consulting with the

principal parties;

organize meetings of stakeholders, including general meetings, working group

and committee meetings and forward decisions to the appropriate authorities for

approval;

maintain regular communication with the leadership in the National Statistics

Office and the agriculture sector ministries regarding critical aspects of the

project that require attention;

ensure preparation and submission of relevant progress reports, in collaboration

with national consultants and staff; and

undertake any other relevant duties assigned by the leadership.

Qualifications and Experience:

adequate experience with agriculture, forestry and fisheries statistics, including

experience with NSDS and agriculture sector plans; and

good liaison and coordination skills.

Language: English.

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ANNEX 6: Model Terms of Reference: Lead International Consultant Country Statistical Capacity Assessment and

Strategic Planning in Agricultural Statistics


Duties and responsibilities:

Under the overall operational supervision of the FAO Regional Office for Asia and the Pacific (FAORAP), with the managerial supervision of the FAO Representative, and with the general technical guidance of the Senior Statistician, FAORAP, and the Director of the Statistics Division of FAO, Rome, the Lead International Consultant, the Country Statistical Capacity Assessment and the Strategic Planning in Agricultural Statistics will work with the National Consultant, the National Strategy Coordinator and in close collaboration with other national staff. He/she will assist national staff in assessing the agricultural statistics system according to FAO guidelines, preparing the groundwork for the country to develop a Sector Strategic Plan for Agricultural and Rural Statistics to be integrated into the National Strategy for Development of Statistics. In particular, through providing technical advice and guidance, he/she will support the National Strategy Coordinator to undertake and accomplish the following tasks: Using the results of the first-stage of country assessment, the country profile derived from that assessment and the Framework for Assessing the Quality of Agriculture and Rural Development Statistics, conduct an In-depth Country Assessment (IdCA) of the agricultural statistics system:

assess the availability and quality of the available data particularly the core data

set defined by the Global Strategy using the Data Quality Assessment

Framework, compare the findings with current and expected user needs, and

identify data gaps;

assess the resources and their availability (human - both staffing and training,

financial and physical used for agricultural statistics activities);

identify the resource constraints to be addressed;

assess the principal agricultural data sources (survey, census and administrative

records) in order to identify capacity gaps and technical gaps, including the

compliance with international and regional harmonisation standards, to achieve

more accuracy, reliability, timeliness and coverage of the data;

assess the institutional infrastructure notably the integration of the agricultural

statistics system into the national statistics system using the recommended

framework on building an integrated national statistical system and identify

principal issues to be addressed;

identify strategies for the development of the national agricultural statistics

programme in line with the global and regional implementation plans and lay out

the priorities to be addressed; and

produce the IdCA report and identify the priorities to be validated by the national

statistical stakeholders.

39

Prepare the groundwork for the Government to prepare a Sector Strategic Plan for Agricultural and Rural Statistics (SPARS) using the guidelines prepared by the Global Strategy:

assist the National Statistics Office (NSO) and relevant ministries to understand

the structure and requirements of SPARS and how it contributes to the National

Strategy for the Development of Statistics (NSDS);

assist the NSO and the relevant ministries to understand the proposals for the

mobilisation of external donor funding to provide key technical assistance inputs

in support of SPARS; and

prepare an end-of-assignment report.


advanced University degree in statistics or agricultural statistics, agricultural

economics, economics, or equivalent;

at least seven years of experience with agriculture, forestry and fisheries

statistics, as well as with statistical capacity assessment and strategic planning

for agriculture statistics;

demonstrated experience working in the Asia-Pacific region;

background in agricultural surveys and national agricultural systems (desirable);

and

familiarity with FAO and the Global Strategy (desirable).

Preference will be given to consultants within the region. Language: English Duty station: Various Duration: 6-8 weeks in up to 3 missions

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ANNEX 7: Model Terms of Reference: National Consultant Country Statistical Capacity Assessment and Strategic

Planning in Agricultural Statistics


Duties and responsibilities:

Under the overall operational supervision of the FAO Regional Office for Asia and the Pacific (FAORAP), with the managerial supervision of the FAO Representative and the general technical guidance of the Senior Statistician, FAORAP, and the Director of the Statistics Division, FAO Rome, the National Consultant in Country Statistical Capacity Assessment and Strategic Planning in Agricultural Statistics will work with the international consultants, the National Strategy Coordinator and in close collaboration with other national staff. He/she will assist national staff in assessing the agricultural statistics system according to the Global strategy guidelines, preparing the groundwork for the country to develop a Strategic Plan for Agricultural and Rural Statistics to be integrated into the National Strategy for Development of Statistics. In particular, through providing technical advice and guidance, he/she will support the National Strategy Coordinator to undertake and accomplish the following tasks:

draw up (up-date) and maintain a list of institutions engaged in the collection of

the minimum set of core indicators, the contact persons therein, the list of

activities of these institutions and any key constraints already identified;

provide guidance and advice with regard to agricultural statistics operations and

organization in the country (in some cases in specific areas like crops, livestock,

fisheries, forestry, etc.);

arrange all technical meetings with senior management, Ministers in the

Government and other stakeholders;

organize workshops and stakeholder meetings, including preparation of

documentation and handling of logistics;

accompany the international consultants to all meetings as a liaison officer,

confidential advisor and meeting facilitator;

assist with the assessment of the current and expected data and information

needs for agricultural planning, management, monitoring and evaluation as well

as adequacy of the national agricultural system for meeting these needs;

identify key data producers, the methods they use and collect related

methodological documents; and participate in the process of assessment of their

capacities to collect and handle agricultural data and identification of key

constraints and issues;

take follow-up actions on all the activities undertaken by the international

consultants;

contribute substantially to the documentation and preparation of the In-depth

Country Assessment report for the national agricultural statistics system;

41

assist with the assessment of requirements for capacity building and technical

assessment and contribute to preparation of the country proposal for technical

assistance.

assist in developing the objectives, vision and mission statement for the National

Agricultural Statistics System; and

carry out any other relevant duties agreed on by the stakeholders from time to

time.


University degree in statistics or agricultural statistics, agricultural economics,

economics, or equivalent;

at least five years of experience with agriculture, forestry and fisheries statistics,

as well as with statistical capacity assessment and statistical strategic planning;

and

demonstrated experience working in the Asia-Pacific Region.

Language: English Duty station: Various Duration: Varies, but approximately 10 weeks

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ANNEX 8: Example of Summary Page for National Statistical Collections

SRI LANKA

Paddy Production Survey

Data collecting agency Department of Census and Statistics (DCS).

Data collection frequency Twice a year: at the end of the Maha and Yala seasons.

Data collection methodology Sample survey of rice growers to do crop cutting for yield estimation.

Data collection staff Agricultural Research and Production Assistants.

Sample size (if applicable) 3,000 rice farmers in 1,500 villages (Maha season); 2,000 rice farmers in 1,000 villages (Yala season).

Sample selection (if applicable)

DCS selects sample villages from village list; District Statistical Office selects sample households based on lists of rice growers; crop cutters select random sites for crop cutting.

Data collected Yield by irrigation type, land tenure, seed variety, land preparation method, seeding method, fertilizer use, insecticide use, fungicide use and weedicide use.

Data processing Household forms sent to DCS for computer processing using SPSS; data combined with area data from Paddy Area Survey to provide rice area and production data.

Data dissemination Published report Paddy Statistics; data also available on DCS website.

Level of disaggregation available National; district

Timeliness of data release

Provisional estimates shown on the DCS website two months after end of season; final data available on website four months after end of season. Paddy Statistics issued six months after end of season.

Latest data available (at 31 December 2013)

Final data for 2012/13 Maha season available on DCS website and in Paddy Statistics.

Remarks

Paddy Production Survey has been conducted since the 1950s and uses a well-established data collection methodology. Questions have been raised over the ability of data collection staff to coordinate the crop cutting with farmers. The processing operation might be able to be streamlined. The timeliness of data release could be improved. The need for a sample of this size could be reviewed.

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ANNEX 9: Outline of IdCA

COVER (Includes government logo on the cover)

FOREWORD (Foreword may be obtained from the Minister/Secretary, Ministry of Agriculture/Head of the NSO)

ACRONYMS CONTENTS EXECUTIVE SUMMARY (about 1-2 pages; substantive) (It should include major data gaps, duplications, methodological and technological issues identified in the report along with the assessment based on broad dimensions of country capacity indicators) COUNTRY CAPACITY INDICATORS (about 3-4 pages; substantive) (Analysis of country capacity may be presented here based on the IdCA filled in questionnaire along different dimensions and key weaknesses may be identified on this basis. This section can only be completed once capacity indicators have been derived.) (Alternatively, Executive Summary and Country Capacity Indicators may be clubbed together to give an overview of the report in a narrative form)

1. INTRODUCTION

1.1. Overview of the Global Strategy to Improve Agricultural and Rural Statistics

(about 1 page; substantive)

(One para each on global strategy, its objectives and Regional Action Plan)

1.2. In-depth Country Assessment (IdCA) (about 1-2 pages)

2.1. Background and scope

2.2. Process followed

2.3. Workshops, meetings and interviews held

(It should include need for IdCA, scope of coverage, steps followed and meetings held in brief. Also refer here previous assessments done by other agencies and how they have been used in the assessment process. Details on summary record of meetings, participants list etc. will go in the Annexes.)

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2. THE AGRICULTURE SECTOR IN THE COUNTRY

2.1 Overview of Agriculture sector (1-2 para; substantive) (Describe the importance of the agriculture sector/sub sectors in the economy in terms of their contribution in total GDP of the country Data on important crops, livestock, fish products, population dependent on agriculture etc. may be used to stress the importance. Elements such as proportion of workforce employed in agriculture and proportion of population living in rural areas should also be provided.)

2.2. Development strategy and vision of the Government (about 1-2 pages)

(It should include vision of the Government for agriculture, its policies for development of sector/subsectors and instruments of policy. This may help in assessment of data needs (existing gaps and future requirements) for implementation and monitoring of sectoral plans of the Government. Measures such as incentives for shift in cropping patterns, more focus on certain subsector, raising productivity level of certain crops/livestock may provide guidance.) 2.3. Recognition and importance of Agricultural and Rural Statistics (1-2 para)

(It includes culture of practices, importance attached to agricultural data and perceptions of its utility and visibility in the NSS)

3. INSTITUTIONAL ENVIRONMENT

3.1. Administrative structure of the country (about 1-2 para)

(Linkage of agricultural statistics to administrative structure)

3.2. Legal framework for collection of statistics; (about 1-2 para) (Clarify here the division of roles and responsibilities as outlined by the relevant legal mandates, its adequacy and issues, if any)

3.3. Institutional Structure of the National Statistical System (about 1-2 para)

(Describe the structure of NSS i.e. centralized decentralized and the place of agricultural statistics within the system)

3.4. Coordination mechanisms in the National Statistical System (about 1-2 para)

(Existence of national/ sub national level committees with participation of major stakeholders in agricultural statistics may be provided)

3.5. Review of National Strategy for the Development of Statistics (NSDS)

/Strategic Plan for Agricultural and Rural Statistics (SPARS) (about 1-2 pages; detailed)

(These are known by different names in different countries and may have been prepared by the national governments with/without assistance from international donors, and may not necessarily be official documents. Review should provide information on existence and its adequacy addressing the requirements of agriculture

45

statistics)

3.6. Stakeholder analysis (about 2-3 pages; detailed)

(All stakeholders should be listed and role of each agency in producing agricultural statistics and their say/importance in NSS described. Champions/statistical leaders may be identified for advocacy of the process for improving the agricultural statistical system in the country) 2.6.1 NSO

2.6.2 Ministry of Agriculture

2.6.3 Other Line Ministries/Organisations/Commodity Boards

2.6.4 Data users (Civil Society and NGOs)

2.6.5 Development/Resource Partners

4. IN-DEPTH ASSESSMENT OF STATISTICAL ACTIVITIES (6-7 pages; detailed)

(Each activity should be examined with reference to adequacy of frequency of data collection, level of detail, soundness of methodology, statistical frame used, procedures adopted in implementation, coverage of items, data quality, users feedback on its utility and identification of issues (methodological, technological, operational) impacting the quality of data. Details of each data collection may be given in the suggested format ANNEX I. Key messages such as duplication taking place in the system, scope of synergies between activities of different Departments etc. need to be brought out clearly.) 4.1. Censuses

4.2. Crop statistics

4.3. Livestock statistics

4.4. Forestry statistics

4.5. Fisheries and aquaculture statistics

4.6. Agricultural markets and price information system

4.7. Water and environment statistics

4.8. Rural development statistics

4.9. Food security and nutrition

4.10. Other domains important to the country

(e.g. i) impact assessment of natural calamities ii) Land cover land use statistics iii) Stocks of commodities etc.)

5. INTEGRATION OF AGRICULTURAL STATISTICS INTO NSS (about 2-3 pages; detailed) (This is a key pillar in Global strategy which needs to be adequately dealt with. This also provides where technical assistance can commence immediately in many

46

countries depending on the level of development. It should include the reasons how integration helps in optimising use of limited resources by avoiding duplication efforts on preparing sampling frames, data collection on same variables by different agencies, linking statistical units in the master frame for analysis across sectors taking cue from Global Strategy report. Status/extent of integration needs to be provided) All broad technical issues may be reflected here

5.1. Extent of integration in Agricultural data collections

5.1.1. Use of standard concepts and definitions across censuses and surveys

5.1.2. Use of common frames (List/ Area/Multiple Frames), remote sensing and

cadastral map

5.1.3. Use of GIS to map households, agricultural holdings and land parcels

5.1.4. Existence of Master Sampling Frame for agricultural census/surveys

5.1.5. Existence of integrated databases

5.1.6. Other areas

5.2. Duplication in data collection (if taking place)

5.3. Scope for building synergies and partnerships

5.4. Other activities

6. CORE DATA AVAILABILITY (about 2-3 pages; detailed)

(It includes how the current data collections compare with the national requirements, keeping in view the minimum core data set indicated in the Global Strategy document not only in terms of deficiency but also to show what more can be useful for the national level monitoring. Some discussion on guiding principles used for arriving at the minimum data set in terms of area coverage, staple food commodity, export value etc. may be given. Generally, data is available on economic and social dimensions but lacking on environment and location dimension and their possible linkages. Further, data may be available but the data quality may not be of desired level. Finally, a minimum set of core data to be collected with desired quality need to be identified for the country along with data gaps, frequency of data collection, the agency responsible and the details may be provided in the suggested format ANNEX II)

6.1. Accepted national minimum set of core data

6.2. Data gaps and future requirements

7. RESOURCES AVAILABLE FOR AGRICULTURAL STATISTICS (about 2-3 pages; detailed) (Capacity of the country to produce the minimum core data set needs to be assessed particularly with reference to resources available to produce core data based on the Government/producer feedback on their reliance on donor support. Adequacy of financial, human, ICT and physical infrastructure resources may be assessed using the relevant indicators and feedback of data producers on HR constraints, existing/past tie ups with national/ international organisations for conduct of censuses/surveys and meeting training needs etc. Level of use of latest ICT tools, adequacy of number of PCs and other hardware in various data processes may be provided. )

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7.1. Financial resources

7.2. Human resources

7.2.1 Staffing

7.2.2 Training

7.3. Use of ICT in data processes

7.3.1. Data collection

7.3.2. Data processing

7.3.3. Data dissemination

7.4 Physical Infrastructure

7.5 International cooperation in agricultural statistics

8. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (about 2-3 pages; detailed)

(This section should clearly identify the strengths of different programmes and agencies which could be relied upon for building the capacity of the statistical systems. In listing the constraints, the most critical constraints need to be identified. The criticality of the constraint is decided on the basis of its likely impact on improving the situation. Opportunities relate to any major initiatives being taken by the Government/ Resource Partner which may have strong linkages with the future status of the agricultural statistics e.g. a planned population census which could be used to provide a frame for agricultural surveys or initiative in using remote sensing data which could be used to improve crop monitoring. The threats relate to such possibilities which may have negative consequences for agricultural statistics. These may be endogenous or exogenous to the system.) 8.1. Overall agricultural statistical system

8.2. Major sub-sectors

9. PROPOSED AREAS FOR TECHNICAL ASSISTANCE AND TRAINING NEEDS (about 3-4 pages; detailed)

(This chapter will provide a comprehensive list of areas where the Country may require technical assistance for improving its agricultural and rural statistics. Some of the suggested areas may include filling data gaps, improving statistical methodologies for crops, livestock, forestry and fisheries, creation of master sample frame, linking statistical units through GIS, preparation of country proposals, development of SPARS etc Similarly, assessment of training needs of statistical professionals and support staff may be provided )

9.1. Technical Assistance

9.2. Training

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REFERENCES (List here all the published documents reviewed for reaching conclusions. These should also be mentioned in the body of the report)

ANNEXES

ANNEX I - Major Agricultural data collections in the country (As per Format)

ANNEX II - Accepted minimum set of core data (As per Format)

ANNEX III - SWOT Analysis of Agricultural Statistics System

ANNEX IV - Key Agriculture related organizations in the country

ANNEX V - Agricultural statistics capacity framework

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ANNEX I

Formats/Examples for Annexes Major Agricultural Data Collection Activities

1. Agricultural Census

Data collecting agency DCS.

Data collection frequency Approximately decennial: last census in 2002; next census planned for 2014.

Data collection methodology Data collected directly from households.

Sample size (if applicable) n.a.


n.a.

Variables Number, size, tenure of agricultural holdings, land use, crop area and yield, inputs (all variables on which data is collected)

Data processing Computer processing by DCS.

Data dissemination Various reports at the national, province and district levels; some data also shown on DCS website.

Level of disaggregation available

National; province; district.

Timeliness of data release Data available months after data collection.

Latest data available 2002 data available.

Comments/Evaluation/Issues/Potential for expansion or linking with other programmes

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1. Paddy Production Survey

Data collecting agency DCS.

Data collection frequency Twice a year: at the end of the Maha and Yala seasons.

Data collection methodology Sample survey of rice growers to do crop cutting for yield estimation.

Data collection staff ARPAs.

Sample size (if applicable) 3,000 rice farmers in 1,500 villages (Maha season); 2,000 rice farmers in 1,000 villages (Yala season).


DCS selects sample villages from village list; District selects sample households based on lists of rice growers; crop cutters select random sites for crop cutting.

Variables Yield by irrigation type; also some ancillary data (see Paddy Production Ancillary Data Survey).

Data processing

Household data sent to DCS for computer processing; data combined with rice area data from Paddy Area Survey to provide area and production data.

Data dissemination Published report Paddy Statistics; data also available on DCS website.

Level of disaggregation available National; district

Timeliness of data release

Provisional estimates may be shown on the DCS website two months after end of season; final data available on website six months after end of season. Publication issued six months after end of season.

Latest data available Final data for 2012/13 Maha season available on DCS website and in Paddy Statistics publication.

Comments/Evaluation/Issues/Potential for expansion or linking with other programmes

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ANNEX II

Example

Minimum Set of Core Data For Sri Lanka

Variable group

Data Items Geographical

coverage Key Indicators Frequency Source

Remarks (data

gaps?)

ECONOMIC DATA

Output

Crops

Rice District by

irrigated and rain-fed

Area, production, yield

Seasonal DCS

surveys

Maize District Area, production,

yield Annual

DCS surveys

Tea, rubber and coconut

District Area, production,

yield Annual MPI; CDA

Livestock

Milk National by

cattle/ buffaloes Production, yield Annual

DCS; DAPH

Eggs National Production, yield Annual DCS; DAPH

Meat National by

cattle/ goats & sheep/pigs

Production, yield Annual DCS; DAPH

Fisheries

Marine fisheries National Production Annual NARA; DFAR

Aquaculture

Inland/aquaculture fisheries

National Area cultured,

Production Annual DFAR

Forestry

Forestry: wood National

Area under forests,

Production of wood

Annual STC; Dept of Forestry

Forestry: non-wood National Production of

Non-wood products

Annual STC; Dept of Forestry

External Trade

Exports of tea, rubber, coconut,

fisheries products National

Quantity and value

Annual Sri Lanka Customs

Imports of wheat, onion, fisheries

products National

Quantity and value

Annual Sri Lanka Customs

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Variable group

Data Items Geographical coverage

Key Indicators

Frequency Source

Remarks

(data gaps?)

Stock of capital

resources

Land cover and use

National Area Decennial Agri. Census

(DCS)

Economically active persons

District (rural areas)

Number of persons

Annual

Labour Force

Survey; Pop. Census (DCS)

Cattle, buffaloes, poultry, goats and

pigs District

Number of animals

Annual DCS; DAPH

Agricultural machinery:

tractors, harvesters

seeders

National

Numbers of machinery

items; numbers of

farm households using the

machinery.

Decennial Agri. Census

(DCS)

Agricultural Inputs

Water used for agricultural purposes

National by crop type

Quantity Annual

Dept of Irrigation; Mahaweli Authority

Fertilizer use National by

crop type and fertilizer type

Quantity and value


(DCS)

Pesticide use National by

pesticide type Quantity and

value Decennial

Agri. Census (DCS)

Seeds National by

crop type and seed type

Quantity and value


(DCS)

Animal feed purchased

National by crop type and

feed type

Quantity and value


(DCS)

Agro - processing

Crop products used in

processing food


Quantity Annual ?

Livestock products used in processing food

National by livestock type

Number Annual ?

Prices

Farm- gate prices

National by crops/

livestock/ fisheries/ products

Average price

Monthly HARTI

Consumer prices

National by crops/

livestock/ fisheries/ products

Average price

Monthly DCS;

HARTI

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Variable group

Data Items Geographical coverage

Key Indicators

Frequency Source

Remarks

(data gaps?)

Final expenditure

Government expenditure on agriculture and rural development

National by sub-sector

Amount Annual Budget documents

Agriculture subsidies



Government expenditure on fisheries



Household consumption of core crops/ livestock/ fisheries products

National Quantity and value

Three-Yearly HIES (DCS)

Rural Infrastructure

Area equipped for irrigation

National Area Annual

Dept of Irrigation; Mahaweli Authority

Rural roads National Km Annual ? railways National Km Annuall ?

Agro - processing

Crop products used in

processing food


Quantity Annual ?

Livestock products used in processing

food

National by livestock type

Number Annual ?

International transfer

Official development assistance for agriculture and

rural development

National Value Annual Budget

documents

SOCIAL DATA

Demographics of urban and

rural population

Sex by age District No. of

persons Decennial

Pop. Census (DCS)

Household composition of

education District

No. of persons

Decennial Pop Census

(DCS)

Highest level education

National by sex

No. of persons

Decennial Pop Census

(DCS)

Labour force status(

employed, unemployed, not in labour

force

National by sex

No. of persons

Annual

Labour Force Survey (DCS)

Status in employment

(self-employed, employee)

National by sex

No. of persons

Annual


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Variable group

Items Geographical coverage

Key Indicators

Frequency Source

Remarks

(data gaps?)

Economic sector of

employment National by sex

No. of persons

Annual


Occupation of employment

National by sex No. of

persons Annual

Labour Force Survey

Household income

District Value Three-yearly HIES (DCS)

Number of hired workers on farm

holdings National by sex

No. of persons


(DCS)

Housing conditions

District No. of

dwellings Decennial

Pop. And Housing Census (DCS)

ENVIRONMENTAL STATISTICS

Land

Soil

Degradation National Area

Special studies

Water Water pollution

due to agriculture

National Pollution parts per

million (ppm)

Special studies

Air Emissions due to agriculture

National GHG Special studies

GEOGRAPHIC LOCATION

GIS coordinates

Administrative units

National, province, district, GN Division, GS

Division

Five yearly Survey

Department

Parcels Decennial Survey

Department

Degree of urbanization

Classification of GN

Divisions by urban, estate

and rural

Decennial Pop.

Census (DCS)

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ANNEX III

SWOT Analysis of Agricultural Statistics System

Strengths Weaknesses

1 Centralized system for data collection for all censuses and most surveys. Processing and dissemination of official statistics by DCS minimizes chances of conflicting data from different sources.

1 Data collection officials (ARPAs) for crops and livestock not under the administrative control of DCS. No mechanisms exist to verify the accuracy of data collected.

2 Statistical branches exist in all key line agencies staffed by professionals, including DCS outposted officers, enabling improved coordination between line agencies and DCS.

2 ARPAs burdened with many activities and may not be able to devote adequate time to data collection activity.

3 Well-developed national statistics system with long experience in DCS in conducting censuses and surveys, including long-standing collection systems for rice statistics.

3 Except for rice, data collection methodology for crop area and production is considered weak. Better crop forecast data are also needed.

4 Active participation of all stakeholders in the efforts to improve agricultural and rural statistics.

4 Data collection methodology for livestock production is considered weak.

5 Availability of technical agricultural specialists in the field to help in the data collection.

5 Forestry statistics are weak, especially for forestry activities of the household sector.

6 Agricultural statistical system is weaker than for industry/services sectors.

7 New technology is not fully utilized for data collection, data transmission and processing, which can delay dissemination of data.

8 No NSDS to provide a long term vision for development of the statistical system and agricultural statistics in particular.

Opportunities Threats

1 Government priority to statistics is reflected in DCS being administratively part of the Ministry of Finance and Planning.

1 No significant threats seen for implementation of existing statistical programmes. However, for Global Strategy implementation, availability of funds may be a constraint.

2 Synergies in the vision document Mahinda Chintana and the Global Strategy in a number of areas; e.g. sustainable use of natural resources, water quality, environment.

3 Setting up of National Data Committee shows the importance of statistics for policy making and monitoring progress of national action plans.

4 GIS coordinates will soon be available down to the GN division level.

5 Availability of Economic Development Officers in each GN Division, who could be used in the data collection work.

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ANNEX IV

Key Agriculture Related Organizations in the Country

Ministry Institute Functions

Ministry of Agriculture (MOA)

Formulation and implementation of agricultural policies for the crop sector, excluding plantation crops and EAC.

Department of Agriculture (DOA)

Main institute under MOA

Hector Kobbekaduwa Agrarian Research and Training Institute (HARTI)

Research institute for the agrarian sector.

Sri Lanka Council for Agricultural Research Policy

Funding and mobilizing agricultural research.

Institute of Post-Harvest Technology

Improving post-harvest technology of food crops.

Ministry of Plantation Industries (MPI)

Formulation and implementation of policies for the tea, rubber and oil palm industries.

Sri Lanka Tea Board Management of the tea industry.

Tea Smallholding Development Authority

Management of the tea smallholding sector.

Rubber Development Department (RDD)

Management of the rubber industry.

Rubber Research Institute

Research support for the rubber industry.

Planters’ Association of Ceylon

Represents the interests of the regional plantation companies.

Ministry of Coconut Development & Janatha

Estate Development

Formulation and implementation of policies for the coconut industry.

Coconut Development Authority (CDA)

Management of the coconut industry.

Ministry of Minor Export Crop Promotion

Formulation and implementation of policies for EAC development.

Department of Export Agriculture (DEA)

Main EAC institute.

Sri Lanka Cashew Corporation

Management of the cashew industry.

Ministry of Sugar Industry Development

Formulation and implementation of policies for the sugar industry.

Sugar Research Institute Research into the sugar industry, including collection of sugar statistics.

Ministry of Livestock and Rural Community

Development (MLRCD)

Formulation and implementation of policies for the livestock sector.

Department of Animal Production and Health (DAPH)

Main institute under MLRCD.

National Livestock Development Board

Promotion of quality livestock breeding materials.

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ANNEX V

Agricultural Statistics Capacity Framework

Capacity dimension Element

I. Institutional infrastructure

1.1 Legal framework 1.2 Coordination in statistical system 1.3 Strategic vision and planning 1.4 Integration of agriculture in the national statistics Statistics system Relevance (user interface)

II. Resources

2.1 Financial resources 2.2 Human resources: staffing 2.3 Human resources: training 2.4 Physical infrastructure

III. Statistical methods and practices

3.1 Statistical software capability 3.2 Data collection technology 3.3 IT infrastructure 3.4 General statistical infrastructure 3.5 Adoption of international standards 3.6 General statistical activities 3.7 Agricultural market and price information 3.8 Agricultural surveys 3.9 Analysis and use of data 3.10 Quality consciousness

IV. Availability of statistical information

4.1 Core data availability 4.2 Timeliness 4.3 Overall data quality perception 4.4 Data accessibility

Global Strategy to Improve Agricultural and Rural Statistics

Documents

Global Strategy improving Agricultural & Rural Statistic - … · 2014. 7. 31. · 5 Preface The development of these guidelines falls under the framework of the Global Strategy to