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Performance management and IT governance at Statistics Finland

Performance management and IT governance at Statistics Finland. MSIS Bratislava, Slovakia, 18-20 April 2005. Some general facts about Statistics Finland Performance agreement between the Director General and The directors of the units IT work at Statistics Finland

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Performance management and IT governance at Statistics Finland

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  1. Performance management and IT governance at Statistics Finland MSIS Bratislava, Slovakia, 18-20 April 2005

  2. Some general facts aboutStatistics Finland Performance agreement between the DirectorGeneral and Thedirectorsof the units IT work at Statistics Finland From strategy to action (1): Strategy planning at the agency level From strategy to action (2): The strategy of the Information Technology andStatistical Methods Unit Markku Saijets

  3. Some general facts AboutStatistics Finland Markku Saijets

  4. Statistics Finland’s key indicators in 2002 and 2003 Markku Saijets

  5. Personnel’s age structure in 2003 Total 823 persons (excl. interviewers) Markku Saijets

  6. Director General Advisory Board of Statistics Finland Scientific Advisory Board Co-operation Committee Advisory Board of the Library of Statistics Secretariat of Director General Popu-lationStatistics SocialStatistics PricesandWages Econo-micStatistics BusinessTrends BusinessStruc-tures Management Services Information Services Library ofStatistics Customer Relations and Marketing Interview andSurvey Services IT and Statistical Methods Statistical Research and Development Markku Saijets

  7. Support Functions Information Services Management Services IT and Statistical Methods Secretariat of Director General • Public relations and translation services • Service products • Data on neighbouring regions• Customer relations and marketing • Library of Statistics • • Strategies • International Affairs • Development of management and quality • Development of official statistics • Data administration • Internal auditing • Financial administration • Administrative and legal services• Personnel development • Facilities and materials management • • Applications • • Mainframe • Data entry • • Work stations • • Data care • Communications • ADP training • Systems methodology • Statistical methods • Classification services Markku Saijets

  8. Performance agreement between the DirectorGeneral and Thedirectorsof the units Markku Saijets

  9. Performance agreement between the Ministry of Finance and Statistics Finland (1) The annual performance agreement between the Ministry of Finance and Statistics Finland is based on the strategic plan and annual budget. The budgetary period is one calendar year. Markku Saijets

  10. Performance agreement between the Ministry of Finance and Statistics Finland (2) The system of planning and budgeting covers both the activities financed out of tax revenues and those financed from fees paid by customers or from other income (net budgeting system). Funds granted may be used within the current year or the next. Implementation of the performance agreement is monitored at four-month intervals. Markku Saijets

  11. Performance agreement between the Director General and thedirectors of the units (1) All directors of units make their own performance agreement with the Director General of Statistics Finland. The annual agreement process is iterative: top-down and bottom-up. It is based on the performance and accounting report from the previous year, the annual state budget and the financial framework for the next four years. Markku Saijets

  12. Performance agreement between the Director General and thedirectors of the units (2) At first the units make their proposals for the performance agreements for the next year and for the strategic plan and financial framework for the next four years. These are based on the preliminary frameworks given by the Director General. Markku Saijets

  13. Performance agreement between the Director General and thedirectors of the units (3) Prior to this management discussions take place about the general performance and accounting framework for the next year. Once the proposals have been made there is a management planning and consolidation seminar between all directors and important specialists. Markku Saijets

  14. Performance agreement between the Director General and thedirectors of the units (4) When the performance agreement between the Ministry of Finance and Statistics Finland is signed (December), the Director General and the directors of the units sign the performance agreements of the units (December – January). Markku Saijets

  15. Performance agreement between the Director General and thedirectors of the units (5) The directors of the units report about the actions of their units tree times a year at four-month intervals to the Director General and other directors. The reports are gone through at follow-up meetings where all directors and some important specialists are present. Markku Saijets

  16. Performance agreement between the Director General and thedirectors of the units (6) Particular emphasis is laid on reporting about problems and delays. At the same time the economic situation is also examined very carefully. Markku Saijets

  17. The content of the performance agreements and the follow-up reports are following (1) 1 Public responsibility • How to develop the relevance and quality of • statistics (EU, others) • How to develop public profile and good image • Contribution to international co-operation • Targets for co-ordination of official statistics Markku Saijets

  18. The content of the performance agreements and the follow-up reports are following (2) • 2. Customer satisfaction • Targets for information and marketing activities • Measures for marketing and customer relations • 3. Resource efficiency • Projects to increase efficiency • Measures for increasing productivity • Profitability of chargeable services Markku Saijets

  19. The content of the performance agreements and the follow-up reports are following (3) • 4. Processes and structures • Electronic data collection • Production time of data • Share of data in archives Markku Saijets

  20. The content of the performance agreements and the follow-up reports are following (4) • 5. Intellectual resources • Measures for implementing competence strategy • Measures for improving personnel satisfaction • Projects on research and statistical methods • Self-assessment (light EFQM) Markku Saijets

  21. IT work at Statistics Finland Markku Saijets

  22. Classification Services 7 Information Technology and Statistical Methods 1+128 Administrative Services 5 Computers, Networks and Workstation Support ADP- Methods Statistical Methods Programming Support Data Entry 15 24 17 6 3 Application Teams 2 + 23 + 26=51 HipaTopsoYrtitEsikotYrek TimanttiPopulusPaikkatiedotEos Prices and Wages Economic StatisticsBusiness Trends Business Structures Population Statistics Social Statistics 26 23 Markku Saijets

  23. Number of It-personals at Statistics Finland IT Management 5 Average number of man-years used for IT-like work Internet 5 IT 100 Statistical units 50 Basic IT- personals Markku Saijets

  24. The areas of responsibility of the IT unit are Application development and maintenance Mainframe NetworkServers Data entry Workstations Data care ADP training Systems methodology Statistical methods Classifications and metadata Markku Saijets

  25. The areas of responsibility of the IT Management unit are Managing the production model project Keeping in contact with other governmental IT organisations Preparing norms and guidelines regarding the use of IT Monitoring compliance with IT standards Taking care of the administrative data security while the IT unit is responsible for the technical data security. Markku Saijets

  26. 2004: some economical figures General ITC investments ………………. EUR 0,66 million (programs, servers, data capacity, management tools) Investments to the new workstations …. EUR 0,24 million Running ITC Expenditures …………….. EUR 0,94 million (hardware and software licence fees, hardware maintenance and repair) Staff expenses of the IT unit …………… EUR 5,6 million Markku Saijets

  27. From strategy to action (1): Strategy planning at the agency level Markku Saijets

  28. The planning and execution of strategy are important elements of the management system of Statistics Finland. The starting point is the general, agency level strategy. If necessary it is updated once a year. The strategy planning of Statistics Finland is based on the balanced scorecard approach (Kaplan & Norton 1996). Markku Saijets

  29. Success factors of Statistics Finland Public responsibility • Relevant and high-quality statistics supply • High profile and good public image • International responsibility Customer responsibility • Value for data users • Consistent network services Resources and efficiency • Sound financial frame • Improvement of productivity Mission Vision Values Processes and structures • Fluent and reliable processes • Productive development activity • Co-operation and leadership Renewal and welfare • Learning, motivation and renewal capacity • Work atmosphere and welfare • Total quality of activity Markku Saijets

  30. Statistics Finland’s mission Statistics Finland combines collected data with its expertise to produce statistics and information services for the needs of society promotes the use of statistics develops national official statistics Markku Saijets

  31. Vision of Statistics Finland Statistics Finland is a top organisation in its field, recognised nationally and internationally for its high-quality data production and expertise, and for its co-operative and service capacity Markku Saijets

  32. Values of Statistics Finland Co-operation and mutual appreciation Respect of the principles of statistical ethics Innovativeness, continuous improvement of activity and know-how Service orientation Productiveness of activity Markku Saijets

  33. The Secretariat of the Director General is responsible for the planning of the general, agency level strategy. Each unit also has its own strategy. The strategies of the units follow the same structure as the strategy of the whole of Statistics Finland. In addition to the unit level strategies, there are also functional strategies, such as communication strategy and network service strategy. Markku Saijets

  34. It is not enough to have a strategy, but the strategy also has to be put into action, which requires a plan for the execution of the strategy. One way of producing this execution plan is to set up a programme or list of actions for the deployment of the strategy. In addition to this, the person or organisation responsible for each action has to be appointed. Markku Saijets

  35. The important actions connected with strategic planning model (1) • Implementation of a New Production Model based on the Data Warehouse Approach and digitised production process • Customer relationship management • Development of web-based services Markku Saijets

  36. The important actions connected with strategic planning model (2) Quality and methodological improvements Data security procedures Introduction of new forms of learning (including e-learning) Markku Saijets

  37. The important actions connected with strategic planning model (3) Project for the development of leadership and supervisory work Improvements of internal communication (e.g. Intranet) Further implementation of the competence strategy. Markku Saijets

  38. The production model Project (1) From the IT point of view the new production model is the most important and interesting one. The work to develop a new production model started in 2002. The model is designed to support harmonisation of production and integration of databases. Markku Saijets

  39. The production model Project (2) Its central objectives are the introduction of data warehouse-based thinking and creation of a consistent metadata system covering all production. In 2003, the project focused on analyses of the used hardware and methods, and acquisition of the Super-Star II software, which was introduced as the primary tabulation tool along with the SAS software . Markku Saijets

  40. The production model Project (3) In 2004, this work was continued in same way. A major focus was on the development of an XML-based, multichannel information dissemination environment. The work on the development of the production model continues and will span over a number of years. Markku Saijets

  41. The production model Project (4) Statistics Finland’s target is to discontinue using the mainframe in its present form by the end of 2006 and abandon it completely by the end of 2009. At the end of 2004 we abandoned the mainframe database DATACOM and stopped using the SAS system in the mainframe environment. Markku Saijets

  42. The production model Project (5) Now we have only very few PL/I-based data systems running in the mainframe environment, and a big mainframe-based data archive. The important question is what to do with this data archive after all other mainframe-based functions have ceased. Markku Saijets

  43. From strategy to action (2): The strategy of the Information Technology andStatistical Methods Unit Markku Saijets

  44. Performance Agreement and ITC Expenditure Plan Like all the other units the IT unit makes a performance agreement with the Director General. Because the IT unit administers almost all IT expenditure, it draws up and updates an ITC expenditure plan for the coming four years in connection with its performance agreement. Markku Saijets

  45. VALUES VISION MISSION Markku Saijets

  46. The mission of the IT unit The IT unit guarantees that at Statistics Finland: applications function classifications and concepts are in use computers are running and PC support is near data are secured, protected and in use statistical methods are available Markku Saijets

  47. The Vision of the IT unit The IT unit is a unit of IT professionals who are managed by coaching, it provides with its own excellence the necessary equipment/facilities for the excellence of Statistics Finland; Markku Saijets

  48. The Values of the IT unit are the same as thoseof the whole of Statistics Finland Co-operation and mutual appreciation Respect of the principles of statistical ethics Innovativeness, continuous improvement of activity and know-how Service orientation Productiveness of activity Markku Saijets

  49. The basic strategic goals of IT Development of leadership and supervisory work Development towards a unit of IT professionals Development towards a learning organisation Promotion and support of the production model work Markku Saijets

  50. VALUES ACTIONS VISION MISSION Markku Saijets

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