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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.

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Presentation on theme: "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."— Presentation transcript:

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 23.2.20072Heli Jeskanen-Sundström 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)

3 23.2.20073Heli Jeskanen-Sundström EFQM Focus Goals Plans Measures Targets Measures Resources Results, outcome SELF ASSESSMENT CONTINUOUS INFORMATION ON OPERATING ENVIRONMENT FORMULATE STRATEGIES MANAGE THE CHANGE MANAGE THE PERFORMANCE Needs for reacting BSC

4 23.2.20074Heli Jeskanen-Sundström 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

5 23.2.20075Heli Jeskanen-Sundström 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)

6 23.2.20076Heli Jeskanen-Sundström Feedback systems of Statistics Finland

7 23.2.20077Heli Jeskanen-Sundström 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.

8 23.2.20078Heli Jeskanen-Sundström 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

9 23.2.20079Heli Jeskanen-Sundström EnablersResults 3. People 2. Policy and Strategy 4. Partnerships and Resources 1. Leadership5. 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

10 23.2.200710Heli Jeskanen-Sundström 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

11 23.2.200711Heli Jeskanen-Sundström 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

12 23.2.200712Heli Jeskanen-Sundström 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

13 23.2.200713Heli Jeskanen-Sundström 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

14 23.2.200714Heli Jeskanen-Sundström 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

15 23.2.200715Heli Jeskanen-Sundström 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

16 23.2.200716Heli Jeskanen-Sundström 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

17 23.2.200717Heli Jeskanen-Sundström 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

18 23.2.200718Heli Jeskanen-Sundström 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

19 23.2.200719Heli Jeskanen-Sundström Steps towards quality

20 23.2.200720Heli Jeskanen-Sundström Determine the R esults that are aimed for Plan and develop an A pproach D eploy the approach in practice A ssess and R eview the approach and its deployment The RADAR model


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