Evolution not Revolution
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- Aileen Baldwin
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1 Modernisation in the Central Statistics Office, Ireland Evolution not Revolution 15 th Conference of the IAOS Abu Dhabi National Exhibition Centre (ADNEC) 6-8 December 2016 Andrew O Sullivan Assistant Director General, Information & Technology Central Statistics Office, Ireland
2 A What the CSO is B Future Vision Change Management Balancing Agility & Impact Modernisation Strategy Development The Journey so far Lessons Learned 2
3 CSO Ireland s NSI since 1949 Business Model Field Staff 100 Dublin x Cork HQ 400 Centralised Statistical System 90% of Official / EU Stats 120+ Statistical Flows Strengths (2013) Strong Statistics Act/Law 1993 Effective Independent, Reliable Methodology Expertise Access to Talent Weaknesses (2013) No System of Registers (law & culture) Inefficient Structures Reliance on Surveys Exploiting new Data Sources 3
4 4
5 The Burning Platform Do Something Environmental Drivers - Threats: Relevance - Competition from other Information Providers Changing Demographics / Society Modernisation Deadline Census 2021 Strategic Drivers Opportunities: Improve Efficiency & Agility Secondary / Big Data Blurring of Analytics and Statistics Skills & Technology Business Drivers - Demands: Civil Service Renewal Plan Government demand for policy analytics EU law - Regulation (EU) 2015/759 amending Regulation (EC) No 223/2009 on European Statistics; Increased demand for new statistics (SIMSTAT, FRIBS etc.) European Statistics Code of Practice Peer Review; The National Statistics Board s Strategy for Statistics
6 Wave 1 Evolution Towards a Modernisation Vision Theme Trusted advisor Accessible and impartial Vision The CSO is the trusted advisor on data issues Acceptance that the CSO produces accessible and impartial statistics Access for Research Researchers have efficient access to microdata Highly influential The CSO is highly influential within the international statistical system Transforming how we work The CSO has skilled staff, excellent IT systems, documented work procedures and quality management standards 6
7 Align with ongoing developments Wave 2 - Modernisation Strategy NSB: NDI and consistent Irish Statistical System Eurostat Peer Review Public Sector ICT Strategy EU legislation on the CSO s (broader role and accountability) Align Strategy with established practice 1. Development of a CSO business model (GSBPM) 2. Developing an appropriate corporate framework to provide for greater co-ordination and to reflect the changes in the CSO s remit (GAMSO) 3. Enhanced organisational structure (Fill in the gaps) 4. Annual strategic prioritisation review & validation (Align with complimentary initiatives) 5. Staff Engagement and building innovation capability 6. Review of culture and values 7
8 Business Model GSBPM Focus on (1) Collect and (2) Disseminate Value to statistical teams more time for analysis Value to the CSO consistency, quality, efficiency, meta/para data Benchmarked against Data Lake design for agility & value 8
9 CSO Corporate Framework based on the GAMSO Model 9
10 CSO Expanded Organisation Structure 10
11 Annual Prioritisation Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Engagement with staff QMF: Process Mapping & Metrics QMF: Pilot of full QMF in Business Area Remote Access for researchers Strategic Initiatives Statistical Business Processing Statistical Business Support People/Corporate Support Customer/Corporate Support Identify Customer Needs Develop and design a Data Visualisation Strategy Modernisation of Data Collection (Collection initiatives/census 2021/Registers) QMF: Develop Phase I of a Quality Information System QMF: Documentation/Metadata QMF: SAS governance QMF: Data Management Annual review & validation of prioritisation programme Strategic Workforce Planning CPPD - Wave II Projects commencing after Q QMF: Develop Phase II of a Quality Information System Data Coherence Introduce Quality reviews Data Granularity Time Reporting Certification of All Skills in CSO Implement Data Visualisation Strategy
12 Engagement Network Beyond Official Statistics Analytics Community Leadership Analytics Institute Diploma Courses in Statistics Schools Outreach Government Data Leadership Open Data Governance Board Civil Service Renewal Plan Public Sector ICT (Data Pillar) Technology Alignment Dublin Software Industry Component Re-Use Administrative Data Centre SAS Governance, System Inventory Strategic Leadership Government Analytics Staff Building the National Data Infrastructure 12
13 Governance Managing the flow of Information Management Board Controls Corporate Governance Assurance Statement (CGAS) Template to simplify manager reporting 13
14 Lessons Learned Emphasise The Burning Platform Define the Vision Explain the Journey (as an Evolution) Ensure Changes Improve day-to-day delivery (business as usual) Improve agility (to handle more change) Build Structures that provide a platform Build a Network of Complimentary Initiatives Refine and Reprioritise Actions Constantly work on Culture and Engagement 14
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