needs for changes and adjusting to them in the management of statistical systems panel discussion...
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Needs for changes and adjusting to them in the management of statistical systems
Panel discussion Prospects and Risks for the Future: How to manage uncertainties UN Statistical Commission Seminar, 23 February 2007Heli Jeskanen-Sundström
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Steps towards more efficient and effective management of the national statistical systems
Know your ”business” environment and its changes Identify the needs and risks Formulate the vision and strategies Manage the change Evaluate and assess the results Make conclusions, learn from experience, make changes
and try again
(=> private business has developed many good management tools)
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EFQMFocus
GoalsPlansMeasures
TargetsMeasuresResourcesResults,outcome
SELFASSESSMENT
CONTINUOUS INFORMATION ON OPERATING ENVIRONMENT
FORMULATE STRATEGIES
MANAGE THECHANGE
MANAGE THE PERFORMANCE
Needs for reacting
BSC
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Role of information in risk management
Good information systems are needed to support risk management, we need to have
constant flow of relevant information on our “business” environment and its changes
systems and mechanisms (and people) to handle, structure and analyse information
systems to share information and knowledge - even weak signals - among the people in our statistical systems
strong management involvement in process, incl. discussions, conclusions and decision making
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Where to get relevant information?
Internal information sources of the NSI’s (e.g. economic and personnel accounts; customer data bases; travel, meeting and project reports, Strategic Intelligence systems)
External sources (web sites and reports of the relevant national and international organisations, networking with users and stakeholders, feed-back systems)
Benchmarking reports, peer reviews, quality evaluations (like IMF’s ROSC, EU’s Code of Practice peer reviews and other analysis, OECD’s reports, World Bank reports, bilateral benchmarking, quality assessments)
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Feedback systems of Statistics Finland
Survey or system Target Frequency
Personnel Survey Personnel Annual
VIP Corporate Image Survey Decision-makers Annual
Corporate Communications Survey
Media, editors and reporters Annual
Public Image Survey Ordinary people Every two years
Customer Satisfaction Survey Paying customers Every two years
Media monitoring Mass media, stakeholders Continuous
Anonymous feedback channel ANOPPI on the Internet
Data users and other stakeholders
Continuous
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TQM frameworks help in risk management
TQM frameworks - like EFQM - can be used to assess activities and performance of own organisationto build up quality management systemsto identify and to evaluate risks in a balanced wayto assess the priorities of development work
EFQM = European Foundation of Quality Management, established in 1988. It maintains an updated version of quality management framework which is focused on continuous development of activities and on measurement of achievements.
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FUNDAMENTAL CONCEPTS OF EXCELLENCE (EFQM)
Results Orientation
Customer Focus
Leadership and Constancy of Purpose
Management by Processes and Facts
Continuous Learning, Innovation and Improvement
People Development and Involvement
Partnership Development
Corporate Social Responsibility
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Enablers Results
3. People
2. Policy and Strategy
4. Partnerships and Resources
1. Leadership 5. Processes
7. People Results
6. Customer Results
8. Society Results
9. Key Performance Results
INNOVATION AND LEARNING
The ”Enablers” criteria cover what the organisation does.
The ”Results” criteria cover what the organisation achieves.
EFQM EXCELLENCE MODEL
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Why did we participate in the quality competition?
To know ”how good our organisation actually is” – the yardstick is the framework and assessment model of management widely used in Europe (EFQM)
Exhaustive feedback report of a team of experienced assessors of the organisation’s strengths and areas for improvement
The team of assessors supports the organisation’s development with its external knowledge and perspective through an input of approximately 80 working days
Gives the organisation a common goal and objective Opportunity to compare the assessment profile against those of top
organisations in Finland and Europe The award is highly appreciated and organisations scoring over 400
points are entitled to apply to the EFQM Recognised for Excellence level
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At the same time the quality award application Draws a comprehensive description of the way Statistics Finland
operates “Lays all cards on the table” Process has been an extremely useful exercise in itself, “best
investment ever done”, a huge learning opportunity Tool for management, tool for assessment, tool for improvement Tool for learning and learning from others Promotes uniformity within Statistics Finland
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Contents of the application Overview 1. Leadership 2. Strategy and policy 3. People 4. Partnerships and resources 5. Processes 6. Customer results 7. People results 8. Society results 9. Key performance results Glossary of terms and abbreviations
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Chapter 1: Leadership
How do leaders give direction to activity and inspire changes to approaches
How do leaders develop the organisation and its management system
How do leaders interact with external stakeholders How do leaders reinforce a culture of excellence How do leaders identify needs for change and champion
organisational changes
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Chapter 2: Strategy and mission
How are strategy and mission based on the needs of stakeholders
How are strategies based on the organisation’s internal information and learning
How is strategy developed, reviewed and updated How is strategy deployed through processes How is strategy communicated
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Chapter 3: People
How are people resources planned, managed and improved
How are people’s knowledge and competencies identified, developed and sustained
How are people involved and empowered How is dialogue maintained in the organisation How are people rewarded How is people’s well-being cared for
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Chapter 4: Partnerships and resources
How are external partnerships managed How are finances managed How are buildings, equipment and materials managed How is technology managed How are information and knowledge managed
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Chapter 5: Processes
How are processes designed and managed How are processes improved systematically and to satisfy
customer needs How are products and services designed based on
customer needs How are product and services produced, delivered and
serviced How are customer relationships managed and enhanced
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The competition process Self-evaluations were done in 1998, 2002 and 2005 Decision of participating in the national quality award competition
in 2006 was done in autumn 2004 Application was submitted on 27 April 2006. Structure of the
application is strictly defined (activities are described in accordance with the EFQM Excellence Model, 75 pages).
Applications was assessed by teams of six independent assessors (summer 2006)
A team of assessors visited Statistics Finland (August 2006) The team provided us with a detailed feedback report expressing
their views on our strengths and improvement areas (Oct 2006) Lessons learned are used in our ongoing and future work
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Steps towards quality
– 1996
Strategic Intelligence (SI) system Personnel 2010 Operating Strategy 2003Projects are launched for development of leadership and supervisory work, andcustomer relations management Systematic training of Quality Managers starts
2000
1998
1999
2001
2002
2003
2004
2005
2006
1997
Quality project Senior Adviser responsible for quality mattersCustomer satisfaction surveys (1992) Personal appraisals start (1992) Code of Professional Conduct (1993)
Project guidelines (version one) Study on development of Statistics Finland's customer processSteering and support group on quality Exhaustive usage of personal appraisals
Quality award self-assessment Self-evaluations Key corporate membership of Excellence FinlandMission Vision Values Review of strategy BSC Personnel survey
Customer management information system APPLIX Customer feedback systemAdoption of BSC in performance measurement
EFQM evaluator training
Competence strategy Databank for systems development (SYSRAK)Describing of processes startsQuality Declaration of the European Statistical System
Quality Guidelines for Official Statistics EU working group on Leadership on Quality
EFQM self-assessment Handbook of Quality Guidelines for Official StatisticsStatistics Finland Guidelines on Professional EthicsCustomer service principles
Production model project is launched
Databank of project work Quality Manager networkOSF quality criteria Productivity 2010
EFQM self-assessment Competition for internal quality awardProcess mapManagement policy
Quality award applicationAuditing of statistics starts
Anonymous feedback system ANOPPI
Code of Practice of the European Statistical System
TQM
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Determine the Results that are aimed for
Plan and develop an Approach
Deploy the approach in
practice
Assess and Review the approach and its
deployment
The RADAR model