Quality Management System (QMS) in the Czech Statistical Office (CZSO): History, origin

1. Quality Management System in the Czech Statistical OfficeStatistics – Investment in the future 2Jiří Křovák, Alena Bokvajovájiri.krovak@czso.cz, alena.bokvajova@czso.cz

2. Quality Management System (QMS) in the Czech Statistical Office (CZSO):History, origin • briefly from the history of the QMS: • QMS has been systematically built since 2003 • first elements of the QMS were methodological audits and TQM activities (2003) • then COCOCO activities and Redesign SIS were added (2005) • quality reports for some segments of statistics are part of the QMS • at the level of the top management, the part of the QMS are the Top management meeting and the Collegium of thePresident

3. „within“ statistics „between“ statistics infra + superstructure Quality management system in the CZSO Top management meeting Quality reports (General Methodology and Registers Branch) COCOCO Committee Collegiumof the President Redesign SIS Methodological audits (audit groups) TQM Committee

4. Dimensions of quality • there are two (broad) dimensions of quality: • quality of management, leadership, processes… (mainly TQM activities) • quality of statistics, statistical data, outputs… (mainly COCOCO activities)

5. QMS in the CZSO: Institutions • institutions are (more or less) permanent, they are: • TQM (Total Quality Management) Committee • COCOCO (COnsistency, COherence, COmparability) Committee • Redesign SIS Steering Committee (and project teams) • Top management meeting • Collegium (Board) of the President • General Methodology and Registers Branch • TQM unit • the first 3 are project management, the other 4 line management

6. QMS in the CZSO: Activities • some activitiesare temporary (temporary project teams), some permanent (mainly line management): • TQM activities • COCOCO activities • methodological audits • quality reports • Redesign SIS activities (typically temporary project activities which go beyond the scope of the QMS but for their quality enhancement implications must be included in the QMS)

7. Quality reports • since 1998 – structural business survey • Phare projects – support for first reports, methodology of quality indicators • focus on fulfilment of legislative requirements • regularly for 16 statistics (SBS, STS, LFS, LCS, EU SILC, GNI…) • compliance with ESS methodology • from pilot versions to extensive reports • future support for quality reports – SMS Quality checklist – SW

8. Methodological audits • for all segments of statistics (altogether 23) • a rolling five-year scheme – every segment of statistics audited every five years • compliance with EU regulations and Eurostat quality standards • compliance with best practices • started in the 4Q03 • all methodological audits completed by the 4Q08

9. COCOCO activities (selection): • coherence and comparability of industrial and construction statistics vs. national accounts • coherence of family budgets and retail sales • price indices and their use for deflation • coherence of source data • differences between CZSO and Eurostat data • impact of globalisation on data quality and interpretation

10. TQM activities (1/7) • User satisfaction surveys • every year since 2003 • average overall satisfaction mark 2.04; 2.22; 2.24; 2.10 (2005, 2006, 2007, 2008) • response of returned questionnares between 300 – 400 • Respondent satisfaction surveys • three major surveys (2004, 2006, 2009) • average overall satisfaction mark 2.12; 2.17; 2.00 (2004, 2006, 2009) • response rate 48%; 29.50%; 23.32% (2004, 2006, 2009)

11. TQM activities (2/7) • Employee opinion polls • every year since 2003 • overall satisfaction (with employment in the CZSO) mark 2.06; 2.07; 2.13 (2006, 2007, 2008) • response rate 47.50%; 48.14%; 43.86% (2006, 2007, 2008) • Survey among the CZSO partners • (i) contractual (business) partners + (ii) partners within the state statistical service

12. TQM activities (3/7) • for the first time in 2006 • overall satisfaction mark (i) 1.37, (ii) 1.75 • response rate (i) 22.8%, (ii) 61.5% • EFQM self-assessment • every year since 2005 • 36 employees in 9 self-assessment teams • participation in theCzech Quality Award competition • the score received in 2006 – 250 points, in 2007 – 374 points, in 2008 …? points

13. TQM activities (4/7) • Linking EFQM results to strategic goals and sub-goals of the CZSO • links between EFQM criteria and strategic sub-goals defined • CZSO Key performance indicators • 22 indicators selected to measure performance • related to quality and volume of services • each indicator has an owner (and data owner) • integral part of motivation system

14. TQM activities (5/7) 8.Process management and cost controlling • two major projects completed by an external management consultancy by 2006 • implementation started in 2007, monitoring of time consumption on projects, cost centres, projects, grants, etc. started in 2008 • New system of strategic planning • replaces the „old“ system since 2007 • has 3 basic components: (i) Mission, vision, strategic goals and sub-goals, (ii) Medium-term plan, (iii) Priorities for the year

15. TQM activities (6/7) 10.Company intranet journal • initiative of the TQM Committee to improve internal communication, bi-monthly since 2006 • placed on the CZSO intranet pages 11. System of analytical activities • complements COCOCO activities towards external users

16. TQM activities (7/7) 12. …and many other activities (selection) • quality policy papers, revision policy • annual employee assessment reviews • training and workshops for employees (managers) • electronic notice board on the intranet • regular meetings of top management with representatives of main user groups

17. Other elements of the QMS system (1/3): • Top management meeting – deals particularly with operational management of the CZSO, fulfilment of current tasks and other assignments, records important decisions taken at other CZSO managerial levels • Collegium (Board) of the President – discusses in particular (i) conceptual documents concerning State Statistical Service, (ii) Programme of Statistical Surveys, (iii) draft budget and (iv) other tasks decided upon by the President

18. Other elements of the QMS system (2/3): • Redesign SIS and SMS activities (managed by Redesign SIS Steering Committee) • a typically long-term project activity • started in 2005, implementation of the new SIS starts in 2008 • completely new system of statistical surveys • new technologies, managerial practices (SLM) and methodologies • much more use of administrative data, lower burden on respondents

19. Other elements of the QMS system (3/3): • General Methodology and Registers Branch • in line management responsible for (themethodology of) quality in general • in line management responsible for the development of SMS • responsible for administrative data quality assessment • methodology of comparability analysis and statistical data consistence on the basis of data quality assessment

20. Thank you for your attention Alena Bokvajova alena.bokvajova@czso.cz