14 16 January 2004 Luang Prabang, Lao PDR

1
14 16 January 2004 Luang Prabang, Lao PDR

Second SIAP/UNESCAP Management Seminar for the
Heads of National Statistical Offices in Asia and
the Pacific Strategic Planning by the National
Statistical Offices Shaping Statistical
Systems for Planning and Monitoring Human
Development

2
Case Study Developing Vision and Mission
Statements in the NSO Philippines Tomas P.
AfricaDirector, UNSIAP
3
Outline of the Presentation

• About NSO Philippines
• Why did it need a strategic plan?
• Strategic planning process phase on developing
  vision and mission statements
• Comparison of FYDP 1992-1996 and FYDP 1997-2001
• What were achieved? (Some accomplishments)

4
About NSO

• The NSO was established in 1940.
• It is one of the major producer of official
  statistics in the Philippines.
• It is responsible for carrying out
• statistical activities
• and administering Civil Registration Act of the
  Philippines.
• The total number of employees is about 3000.

5
Why did it need a strategic plan?

• Unity of purpose. It was an office of census
  teams, survey teams, computer processing teams,
  support staff and field offices, operating
  independently, and not an integrated, connected
  organization
• Focus on productivity. It was an office that
  complained about lack of manpower, money and
  machines and not an organization that optimizes
  use of available resources.

6
Why did it need a strategic plan?

• Clarity of mission. It was an office that
  conducted censuses and surveys and processes
  administrative records and not as organization
  that provides information based on official
  statistics.
• Attention to user orientation. It was an office
  that viewed respondents as sample nis and not as
  providers of quality information, nor satisfied
  users of information, nor as promoters of NSO
  activities

7
Why did it need a strategic plan?

• Building of networks. It was an office complacent
  to function as a stand-alone unit and not as an
  organization to build bridge with the global and
  local agents of development.
• Upgrading of hierarchy. It was an office with an
  outdated, and lowly classified structure and not
  as a sub-department (sub-ministry) level
  organization.

8
NSOs Strategic plan

• NSOs Strategic plan answers to the following
  questions
• Where are we now?
• Where do we want to be?
• How do we get there?
• How do we evaluate and monitor our progress?

9
NSOs Strategic Plan

• Where are we now?
• SWOT analysis
• Users and Stakeholders satisfaction
• Where do we want to be?
• Mission
• Vision
• Values
• Goals
• Objectives

10
NSOs Strategic plan

• How do we get there?
• Strategies
• Action Plans
• How do we evaluate and monitor our progress?
• Performance evaluation system

11
Strategic planning process developing vision
and mission statements

• The NSO started to develop strategic plans Five
  year Development Plan (FYDP), since 1991.
• The first FYDP 1992 1996
• The second FYDP 1997 2001
• The third FYDP 2002 2006

12
FYDP 1992 - 1996

• The thrust
• to continue its current activities
• an inclination towards the use of computers in
  the operations of the agency.
• Formulated in 1990 led by the Development Academy
  of the Philippines (DAP).
• Middle managers who were graduates of Statistics,
  Economics and Engineering and the in-house Group
  training were tapped to visualize the future of
  NSO.

13
FYDP 1992 - 1996

• Over the course of several sessions, the
  participants formulated the vision and mission of
  the agency.
• The institutional philosophy was also enunciated,
  and core values were identified

14
FYDP 1997 - 2001

• The main thrust decentralization and
  strengthening the field offices, not only in
  terms of their structure, but also their
  functions and role within the community.
• Was formulated by more middle managers than the
  previous exercise with the assistance of the DAP.
  
• A SWOT analysis was done on the agency, to assess
  the agency and to serve as its benchmark for
  accomplishments

15
Comparison of FYDP 1992-1996 and FYDP
1997-2001
16
Vision

• FYDP 1992 1996
• Information empowers.
• Information germinates.
• NSO resources are measured.  
• NSO human capital is precious.

• FYDP 1997 2001
• Information energized and catalyzes the pace of
  progress.
• We are the authority on general purpose
  statistics. 
• The Filipino is enabled to make informed choices
  into better quality of life.
• We are the recognized expert on civil
  registration.

17
Vision

• FYDP 1997 2001
• Our staff is our key concern. 
• We challenge ordinary people to attain
  extraordinary goals.
• Vision for Decentralization
• Energized Central office providing globally
  competitive services
• Strengthened field offices in the production and
  dissemination of relevant and timely statistics.

18
Mission
19
Core Values

• FYDP 1992 1996 (Institutional Philosophy)
• We recognize our respondents as the source of
  information.
• We will strive to maintain our credibility,
  professionalism and responsibility.
• We will put the highest premium on our precious
  human capital.

• FYDP 1997 2001
• We are committed to meet the expectations of our
  clientele for prompt, reliable and efficient
  services.
•  We recognize the value of our human resources
  and continue to promote their general welfare and
  well-being.
•  In harmony, we strive for higher productivity
  inspiring creativity and innovativeness.

20
Core Values

• FYDP 1992 1996
• We will not yield to any pressure as we honor the
  imperatives of objectivity and independence and
  the optimum use of all resources.
• We will strive for the development of the
  Filipino and the recognition of the statistical
  community.

•  FYDP 1997 2001
• We instill discipline and uphold integrity as an
  imperative in our transactions.
•  We value professionalism and claim for
  excellence in our products and services
•  Humbly, we seek the guidance of the Divine
  Providence in all our undertakings.

21
Areas focused upon

• Performance areas
• Statistical Operations
• Civil Registration
• Research and Studies
• Information Dissemination
•   Capability Areas
• Administrative, Fiscal and Management
• Human Resource Development
• Computer
• Physical Facilities

• Key result areas
• Production of Statistics
• Civil Registration
• Customer Satisfaction in Service Delivery
• Staff Capability and Productivity
• Human Resource Management and Development
• Infrastructure and Facilities
• Financial Resource Management and Development
• Internal Efficiency

22
Some accomplishments

• FYDP 1992 1996
• Increased productivity of computerization,
  interconnectivity through email/internet
• Better relationship with international, national
  and local offices, and respondents
• Improved data dissemination and media
  relationships

• FYDP 1997 - 2001
• NSO won a Philippine Quality Award (1st national
  government agency) for quality management
• Upgrading of organizational (and position)
  structure classification
• Building of digital archives of civil
  registration records through a Build- T operator
  scheme

23
Some accomplishments

• FYDP 1992 1996
• Upgrading civil registration organization more
  effective implementation of civil registration
  functions (national and local)
• Efficient turn over of leadership (changing of
  the guards).

• FYDP 1997 2001
• Conducted the 2000 Population and Housing Census,
  using ICR.

24
Thank you