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Teodora Brandmüller Eurostat, Unit E4 Regional Statistics and Geographic Information

Development of quality management and its implementation in the European Statistical System Q2010 European Conference on Quality in Official Statistics. Teodora Brandmüller Eurostat, Unit E4 Regional Statistics and Geographic Information. Eurostat Luxembourg, Luxembourg

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Teodora Brandmüller Eurostat, Unit E4 Regional Statistics and Geographic Information

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  1. Development of quality management and its implementation in the European Statistical SystemQ2010 European Conference on Quality in Official Statistics Teodora Brandmüller Eurostat, Unit E4 Regional Statistics and Geographic Information

  2. Eurostat Luxembourg, Luxembourg DG of the European Commission Approx. 900 posts Provide the EU high-quality statistical information service. Fact Institute Pecs, Hungary Private sector Staff: 5 persons Provide high-quality analysis on economic, social trends to its customers. Experience …

  3. Eurostat 2001 ESS Quality Declaration 2005 European Statistics Code of Practice 15 principles Fact Institute 2001 ISO 9001 certification 2002 Regional Quality Award – (EFQM model) Applying the ESOMAR Code of Marketing and Social Research Practice14 articles Transparency Data protection and privacy Publishing findings Responsibility … Public and private

  4. Recent development of the Qualityconcept • 1950s, 1960s it lead Japanese companies be prominent global economic players • Late 1970s experimentation with quality circles in the western World • 1980s TQM is credited with restoring US’s economic competitiveness • 1987 Malcolm Baldrige Quality Award • 1988 the European Foundation for Quality Management (EFQM) was created • 1990s growing focus on customer service, particularly in the service sector

  5. Recent development of the Qualityconceptin the public sector • 1980s criticism about the way public organization functioned • 1990s New Public Management (NPM) - considering beneficiaries of public services much like customers and conversely citizens as shareholders • Emphasis on the quality of public services • In 2000 Common Assessment Framework (CAF) was created inspired by the EFQM • Quality Conferences for European public administration • European Conference on Quality in Official Statistics

  6. A new understanding of quality • Good management that has been codified in quality management systems may not support innovation • Best-Practice necessarily are derived from the past and are a way of looking at the world in the rear-view mirror • Quality shall be characterized by the ability to identify weak signals at an early stage and to build up capacities and innovation readiness

  7. Quality as a dynamic concept • 13th conference on Quality and Service Sciences (2010): LearnAbility, InnovAbility and SustainAbility • 5th QC for Public Administration in the EU (2008): Imagine, Evaluate and Learn • Imagine giving up the security of your routines • Evaluate in order to assess the results of your innovations • Learn in order to make improvements sustainable

  8. Case study: Producing statistics at NUTS 3 regional level • There is an increased need to analyse in detail various areas of the EU territory • For a flexible territorial analysis, it would be very helpful to collect a wide range of economic and social indicators at NUTS level 3 • The sample size often does not allow for accurate and reliable figures per NUTS-3 regions • Introducing a new survey would be costly and increase the burden on respondents • Data could be confidential

  9. How can we meet this new policy requirement? • Imagine giving up the security of your routines • Evaluate in order to assess the results • Learn in order to make improvements • Use the NUTS-3 data as building blocks • Average regions with common characteristics “by space” • Aggregate NUTS-3 areas to various geometries • Create disclosure rules to guarantee confidentiality and reliability

  10. Instead of conclusions… • Are there clear boundaries between private and public sectors? Are they diminishing? • Are there lessons to learn from other actors of the public administration? Are there analogies within the public sector? • Which trade-offs are compliant with the Code of Practice? • Within the Statistical Institute: Is there a “silo syndrome” or “stove pipes”? Shall we struggle against these?

  11. Thank you for your attention! Teodora Brandmuller teodora.brandmueller@ec.europa.eu Eurostat Unit E4

  12. Nae of the presentation

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