Needs for changes and adjusting to them in the management of statistical systems

1. 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 2007 Heli Jeskanen-Sundström

2. 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) Heli Jeskanen-Sundström

3. CONTINUOUS INFORMATION ON OPERATING ENVIRONMENT FORMULATE STRATEGIES MANAGE THE CHANGE MANAGE THE PERFORMANCE BSC SELF ASSESSMENT Goals Plans Measures Focus Targets Measures Resources Results,outcome EFQM Needs for reacting Heli Jeskanen-Sundström

4. 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 Heli Jeskanen-Sundström

5. 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) Heli Jeskanen-Sundström

6. Feedback systems of Statistics Finland Heli Jeskanen-Sundström

7. TQM frameworks help in risk management • TQM frameworks - like EFQM - can be used • to assess activities and performance of own organisation • to build up quality management systems • to identify and to evaluate risks in a balanced way • to 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. Heli Jeskanen-Sundström

8. 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 FUNDAMENTAL CONCEPTS OF EXCELLENCE (EFQM) Heli Jeskanen-Sundström

9. EFQM EXCELLENCE MODEL Enablers Results 1. Leadership 3. People 5. Processes 7. People Results 9. Key Performance Results 2. Policy and Strategy 6. Customer Results 4. Partnerships and Resources 8. Society Results INNOVATION AND LEARNING The ”Enablers” criteria cover what the organisation does. The ”Results” criteria cover what the organisation achieves. Heli Jeskanen-Sundström

10. 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 Heli Jeskanen-Sundström

11. 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 Heli Jeskanen-Sundström

12. 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 Heli Jeskanen-Sundström

13. 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 Heli Jeskanen-Sundström

14. 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 Heli Jeskanen-Sundström

15. 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 Heli Jeskanen-Sundström

16. 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 Heli Jeskanen-Sundström

17. 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 Heli Jeskanen-Sundström

18. 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 Heli Jeskanen-Sundström

19. Steps towards quality Heli Jeskanen-Sundström

20. Determine the Results that are aimed for The RADAR model Plan and develop an Approach Assess and Review the approach and its deployment Deploy the approach in practice Heli Jeskanen-Sundström