Statistics New Zealand's Move to Process-oriented Statistics Production Julia Gretton and Tracey Savage IAOS Conference Shanghai, China, October 2008

Objectives Increase confidence in outputs Improve communication Support business and IT planning Improve staff orientation and training Improve quality and risk management Business process modelling

Generic model Recognise common processes Understand similarities and differences See where our role fits Identify opportunities to standardise

Prioritise efforts Actual state CollectNeedDisseminateDesign/ Develop ProcessBuildAnalyse

Prioritise efforts Actual state Desired state CollectNeedDisseminateDesign/ Develop ProcessBuildAnalyse CollectNeedDisseminateDesign/ Develop ProcessBuildAnalyse

Expected benefits of transformation Decrease time processing data Increase time building capabilities Improve responsiveness to users Improve access Increase use of administrative data Allow complex data integration Facilitate business and IT planning

Collect 10 Conceptual components ProcessAnalyse Disseminate 10. Dashboard / Workflow 2. Output Data Store Clean Data 1. Input Data Store Raw Data RADL Web Output Channels Multi - Modal Collection CURFS INFOS E - Form CAI Imaging Admin.Data Official Statistics System & Data Archive Summary Data ‘UR’ Data 2. Output Data Envt. 1. Input Data Environment 9. Reference Data Stores 7. Respondent Management8. Customer Management RADL Web Output Channels Multi - Modal Collection CURFS INFOS E - Form CAI Imaging Admin. Data Official Statistics System & Clean Data Aggregate Data Raw Data Summary Data ‘UR’ Data Data Archive 3. Metadata Store Statistical Process Knowledge Base 3. Metadata Environment Statistical Process Knowledge Base 4. Analytical Environment 5. Information Portal 6. Transformations

Personal experiences Develop new processing system Obligation to meet survey release dates Constrained resources and time Compromises made Resulting system meets all our needs and aligns with many of the principles

Lessons learnt to date Statistical outputs compete with strategic outputs Complex governance, no one single programme owner Focus is on separate components, rather than end-to-end solution Driven by software solutions Assumed ease of integrating these

Future plans Shift focus to people, processes, methods Promote wider use of existing tools Resource development projects separately Continue to improve governance and ownership of key deliverables PeopleProcessMethodsSoftware

Conclusion Seeing benefits from becoming more process-oriented Challenges around implementation The principles are sound and are still strongly supported Change is gradual and at many levels –Culture, behaviour, processes, standards and technology

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