The Performance Management Process of Statistics Sweden

1
The Performance Management Process of Statistics
Sweden

• The Ankara Workshop on Strategic Planning and
  Performance Budgeting
• Gunilla Lundholm
• Statistics Sweden
• 11 January 2005

2
Why Performance Management?

• A necessary tool for continous business
  development
• We are allowed to decide on how we should be
  organised
• We are allowed to decide on how the work should
  be carried out
• Higher cost-awareness and quality- awareness
  among the staff
• Gives input for new planning
• Gives information on deviation from plan

3
Contents

• About Statistics Sweden
• The management system and process
• The external planning process
• The management of Statistics Sweden
• The internal planning process
• The system of follow-up

4
Responsibilities for Statistics Sweden

• Produce statistics
• For the Government
• On commission
• Co-ordinate official statistics

5
Finance and Staff

• Turnover 880 million kronor
• Half from commissioned work
• 1,400 employees
• Offices in Stockholm and Örebro
• Interviewers

6

Organisation
7
The official statistics are regulated by

• The Official Statistics Act
• The Statistics Ordinance
• The Ordinance with Directives for Statistics
  Sweden
• Provisions and Recommendations on Publishing
• Guidelines for decisions on the contents and
  scope of the Official Statistics
• Annual Appropriative Directives

8
The Swedish Parliament

• Decides on the Official Statistics Act
• Is the budget authority for Statistics Sweden and
  for the other public agencies responsible for
  official statistics

9
The Swedish Government

• Decides on what subject matter areas are included
  in Swedish Official Statistics
• Decides on which public agency shall be
  responsible for each subject matter area of
  Official Statistics

10
Directives for Statistics Sweden

• Long term mission
• Application of Ordinance for Governmental
  Agencies
• Management of Statistics Sweden
• The Governing Council
• Staff representation (labour union)
• Responsibilities and duties of the Board
• The Council for Official Statistics
• Scientific Council
• Committees for Building Price Index and Consumer
  Price Index
• Appointment to positions

11
Management team

• Director General, Deputy Director General,
  Directors of departments and units
• Meeting every month for general discussions
• Discussions on vision, goals and strategies once
  a year

12
Total Quality Management Concept

• Customer and process orientation
• Demings PDCA-cycle

Plan
Act
Check
Do
13
Planning and Follow-up The process for a
financial year
Strategic planning
Business planning
Follow-up, evaluation
The Strategic plan Budget requests Development
plan
Business plan Steering document Finance
plan Personnel plan Activity plans
Annual reports Half-year report Quality
report Annual Performance dialogue
14
Internal Planning Process
External Planning Process due to Year 2
The time-table for the process
Dec
Jan, year 2
Dec
Jan, year 1
Appropriation directives Year 2
Annual report Year 1 Budget request

• Strategy discussions
• Steering documents
• Budget and Price discussions
• Follow up monthly, quarterly and yearly
• Monthly meetings of the Management team
• Meetings every second month between DG, Deputy DG
  and the department
• management teams
• Governing Council meetings five times a year

15
B u s i n e s s I n t e l l i g e n c e
16
Documents in the dialogue with the Ministry

• Annual Budget request
• Budget proposals
• Appropriation directives
• Working plan
• Annual report
• Report from the Council of official statistics
• Audit report

17
The Budget request

• Yearly, March 1st
• Expression of financial requirements for the
  following three years
• Estimation on expenditures
• Description of consequences if no financing

18
Annual Appropriation Directives

• Appropriation directives form the basis for the
  annual steering of Statistics Sweden's activities
• -Objectives and Goals
• -Performance requirements
• -Resources
• -Framework conditions

19
The Working Plan

• New for 2005
• A request from the Government
• Focus on changes in the production during the
  coming year

20
Finding external support

• Discussions with users and user adviser
  committees
• DGs discussions with undersecretaries of State
  in the Ministries in order to present current
  statistical requirements
• Discussion with the minister
• DGs discussions with agencies responsible for
  official statistics and other
• Discussions in EUs WG and implementing
  Directives from the EU
• Meeting with the Parliament and political parties

21
Business intelligence

• Networking
• Benchmarking
• Councils and User Groups

22
The management of Statistics Sweden

• Bodies and external representation
• The Governing Council
• The Council of Official Statistics
• The Scientific Council
• The Consumer Price Index Committee
• The Construction Price Index Committee
• User Committees
• Other User Groups

23
The management of Statistics Sweden

• Internal bodies
• The Management Team
• The Junior Advisory Board
• Management Committees
• Advisory Councils
• Labour unions

24
The management of Statistics Sweden

• Policies
• Commission work
• Confidentiality
• Personnel (staff)
• Working environment
• Wages
• Leadership
• IT
• Environment
• Competence
• Quality

25
The Strategic Plan of Statistics Sweden

• Mission
• Vision
• Mission Statement
• Values
• Strategies within focus areas
• Operations
• Users and Customers
• Staff
• Finance

26
The Vision of Statistics Sweden

• To be a world leader in developing, producing and
  disseminating statistics

27
The Values of Statistics Sweden

• Users and Customer Orientation
• Cooperation
• Development and Renewal
• Preventative Actions
• Development of Competence
• Leadership and Participation
• Holistic View

28
The management of Statistics Sweden

• Tools in the management process
• Business plan
• Steering documents
• Income statement/Cost price calculations
• Budgetary control
• Planning and Follow-up

29
Internal Planning Process

• Business intelligence and SWOT analysis
• Support from the Strategic plan
• Business plan
• Directives from Director General
• Department Level Directives
• Decisions on Budget

30
Internal Planning Process

• Business plan
• Annual plan
• Balanced Score-card model
• Operations
• Users and Customers
• Staff
• Finance
• Specified goals
• Both overall and specified
• Criteria for follow-up

31
Internal Planning Process

• Steering document
• Two levels
• Executive Office Department
• Department Unit
• Focusing on
• Operations
• Customers/Users/Respondents
• Personnel
• Finance

32
Internal Planning Process

• Department level
• Department Level Directives and Budget Decisions
• Price calculation
• Unit level
• Estimation on resources needed for producing each
  statistical product financed by appropriation
  then summing up to unit level
• (personnel, consultants, expenditures etc.)
• Estimation on recourses needed for producing
  commissioned work including marketing
• Investments in PC, equipment, IT-system etc.

33
Internal Planning Process

• Unit level
• Steering documents
• Department Unit
• Focusing on
• Operations for the programme unit
• Customers/Users/Respondents
• Personnel
• Finance

34
Internal Planning Process

• Unit level
• Income/cost calculation
• Activity plan
• Publishing plan
• Personnel plan
• Work environment plan
• Competence plan

35
The Follow-up Model

• Monthly Quarterly Half-year/Annual
• Financial result Financial result Financial
  result
• Non-response Publishing Tasks, processes
• Publishing Publishing
• Documentation Productivity
• Customer satisfaction
• Quality report
• Number of employees
• Personnel satisfaction
• etc.

36
The Follow-up modelThe Product Database

• Links to the finance reporting system, the
  publishing system the personnel database
• Contains all statistical products in the system
  for official statistics
• Coordination tool
• Official names and identity

37
The Follow-up modelThe Database on Personnel

• Statistics on staff
• Security and safety
• Authorization
• Links proper and current information to all other
  system within Statistics Sweden with information
  on the staff

38
The Follow-up model

• The Quality Survey
• Annual
• All regular products, approx. 145
• Management information
• Bases for improvement actions (centrally and
  locally)

39
The Quality Survey II

• Subjective measures
• Based on Quality Concept
• Estimate of changes
• Survey Manager motivate changes
• Objective measures
• Processes and operations
• Response burden

40
The Follow-up model

• Customer surveys
• Customer Satisfaction Index
• Annual
• 60 questions
• Statistics Sweden/Subject matter departments
• Delivery Survey
• Continues
• 8 questions
• Recontact with the customer if value below 4
• Image survey
• Annual

41
The Follow-up model

• Publishing and Documentation
• Press releases
• Articles in the newspapers
• Hits on the website
• Users of the statistical databases and
  extractions from those
• Enquires by e-mail and telephone
• Books and statistical issues sold
• Documentation of products - descriptons and
  quality declarations
• Documentation of processes
• Statistics disaggregated by sex
• Punctuality and Productiontime

42
The time-reporting system

• The most important and dominant production factor
  is labour
• Time reporting is the tool for getting the true
  costs for each product
• main base for the cost calculations

43
The costs of a product

• The standard salary from timereporting
• The overhead costs e.g. central administration
  and infrastucture costsare distributed to the
  products by the markup.

44
Measuring and use of Productivity

• The productivity has increased with 2-3 per year
  the last 30 years
• The financing and accounting system provides the
  needed information
• Productivity measures are a defence against
  budget cuts
• Productivity gains can be used to improve
  statistics
• Cuts beyond the productivity gains are harder to
  propose for the Government as they have to
  identify the statistical products to be closed

45
Why Performance Indicators

• For internal planning and follow-up for
  developing business not primarily for sanctions
  and rewards
• For the Governments follow-up

46
The method is continous development
Vision
Vision
Mål
Goal
Värderingar
Mål
Goal
Medel
Tools
Values
Mål
Medel
Goal
Tools
Mål
Medel
Goal
Tools
Omvärld
Business Intelligence
(hot,
möjligheter
(Threats, Possibilities

Medel
Tools
och ändrade
Strengths
Dagens
Today
förutsättningar
)
Weaknesses
)
Uppdrag
Uppdrag
situation
47
Success factors

• The history
• independent staff
• the time reporting system
• experimental use of programme budgeting
• The striving for external support- the
  ministries- the parliament- the users
• The internal planning and follow-up
• The quality work