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StatsNZ Slides A4 Landscape

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aspects of New Zealand's economy,environment and. society. ... Culture. SIAP/UNESCAP Seminar Jan 2004, Luang Prabang. Value doing the right things ... – PowerPoint PPT presentation

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Title: StatsNZ Slides A4 Landscape


1
  • Statistics Horizons
  • Establishing strategic direction
  • Hierarchy of plans
  • The planning cycle

2
(No Transcript)
3
1. Establishing Strategic Direction
4
Why are we in business?
How do we do business?
Where are we now?
Where do we want to be?
How can we get there?
How will we know that weve arrived?

5
Mission and role statement
  • Sets out the overall purpose of the
    organisation.
  • The ultimate rationale for the existence of the
    organisation.
  • Provides guidance for strategic planning and for
    the development of goals and strategies.

6
The Mission for Statistics New Zealand
  • Official statistics for governments and the wider
    community that
  • are trusted, of high integrity and quality
  • can be accessed by all, and
  • provide relevant and timely information on key
    aspects of New Zealands economy,environment
    and society.

7
Statistics New Zealands role statement
  • Provide leadership for New Zealands official
    statistics.
  • Be the key player in the collection, analysis and
    dissemination of official statistics.
  • Build and maintain trust in official statistics.
  • Ensure that official statistics are of high
    integrity and quality and that they are available
    to all.

8
Why are we in business?
Mission and Role
How do we do business?
Values
Where are we now?
Where do we want to be?
How can we get there?
How will we know that weve arrived?

9
Values
  • Integrity
  • Professionalism
  • Cooperation
  • Security

10
Why are we in business?
Mission and Role
How do we do business?
Values
Where are we now?
EnvironmentalScan/Issues
Where do we want to be?
How can we get there?
How will we know that weve arrived?

11
Environmental Scan/ Issues - purpose
  • Overview of key aspects of the external and
    internal
  • environments that Statistics New Zealand needs to
  • take account of and/or influence in its forward
    333
  • year planning.
  • Content
  • A growing demand for Official Statistics
  • technology changes
  • Cultural, Social, Economic and Attitudinal
    changes
  • Summarised in section 5 of the Statement of Intent

12
Why are we in business?
Mission and Role
How do we do business?
Values
Where are we now?
EnvironmentalScan/Issues
Where do we want to be?
Culture
How can we get there?
How will we know that weve arrived?

13
Culture Gap
14
Why are we in business?
Mission and Role
How do we do business?
Values
Where are we now?
EnvironmentalScan/Issues
Where do we want to be?
Culture
How can we get there?
Capability
How will we know that weve arrived?

15
Capability initiatives
  • Developing and applying a new business process
    model
  • 6 projects
  • Undertaking enabling processes
  • management refocus
  • manager accountabilities
  • re-location of key activities to Wellington
  • capital developments group
  • ongoing productivity improvements
  • Establishing new supporting HR policies and
    systems
  • performance management system
  • remuneration system
  • hours of work
  • graduate recruitment

16
Why are we in business?
Mission and Role



How do we do business?


Values

Where are we now?
EnvironmentalScan/Issues
Where do we want to be?
Culture
Statement of Intent
How can we get there?
Capability
How will we know that weve arrived?





17
Statement of Intent
  • Public document tabled in parliament in May
    each year - available on our web site.
  • Strategic context
  • Role and legislative context
  • Background trends and factors
  • Outcomes - the results we seek
  • Outputs - what we will produce
  • Capability - people, processes, relationships
  • Key Initiatives
  • Financial budget ofr the coming year
  • Performance objectives

18
Why are we in business?
Mission and Role



How do we do business?


Values

Where are we now?
EnvironmentalScan/Issues
Where do we want to be?
Culture
Statement of Intent
How can we get there?
Capability
How will we know that weve arrived?
Measurement





19
Measurement
  • Agreement between the Government Statistician
    and the Minister of Statistics. Called the Output
    plan.
  • Part of the Government Statisticians personal
    performance agreement.
  • Describes the full range of outputs SNZ will
    deliver, together with performance measures and
    standards.
  • Sets out what SNZ is to be paid and/or expects to
    earn for the delivery of those outputs.
  • Achievement levels are published in the annual
    report to parliament.

20
2. A Hierarchy of Plans
  • How Statistics New Zealand will develop in the
    strategic direction.

21
Integrated hierarchy of plans
SNZ Strategic Directions
Government Statisticians Performance Agreement
Key Govt Goals
High level action plans
Capability plans Capital, Financial, Human
Resources, IT)
Agreement with Minister of Statistics (Output
plan)
Funding
Annual Divisional Business plans detailed
action plans
Individual staff performance agreements Plan on
a page
22
Forward Planning Framework
  • 9 year rolling horizon based on 333 years
  • short term year 1 to year 3
  • medium term year 4 to year 6
  • Out years year 6 to year 9
  • reflects both steady over time nature of much
    of SNZs work and
  • major significant ground shifts to reflect
    changes.

23
Strategic direction setting
  • Determine the direction i.e. the goals /
    outcomes to be achieved over the 333 years.
  • Environmental scanning and getting the views of
    users of statistics.
  • Senior management team meet in October and
    determine SNZs directions, areas of strategic
    priority etc for the following year starting in
    July.

24
Statistics New Zealands 9 year horizon
  • Examples of external commitments over 9 year
    horizon from 2004/05 - 2012/13 which we have to
    plan around
  • two population censuses
  • two parliamentary elections
  • two major User Conferences
  • at least one major accommodation change plus
    several lease renewals.
  • Major overhaul review re-development of major
    statistical surveys.
  • at least one major review/replacement of IT
    equipment and technology.

25
Plan on a page - putting the emphasis on
performance
  • Performance for individual staff members is about
    outputs delivered and outcomes achieved.
  • Performance is not synonymous with competence or
    even efforts these are at best input indicators
  • SNZ values performance
  • what is achieved (effectiveness)
  • how it is achieved (efficiency and innovation)
  • SNZ does not value
  • Effort/energy without intellect
  • Continuity without improvement
  • Measurement without purpose (e.g. not seeing the
    wood for the trees)

26
Monitoring and Reviewing
  • Purpose confirming that projects are going along
    as planned, gathering lessons learnt and
    sharing them.
  • September - reviews of multi-year projects and
    areas that represent steady state.
  • February - programmes/projects due for completion
    at the end of that year.
  • . NOT audit.
  • use a questionnaire and subsequent discussion
    withproject managers and sponsors to create a
    learning experience.

27
3.The Planning Cycle
28
Strategic Planning Cycle
Direction Setting
What do we intend
to achieve over the
next 333 years
and why?
Review
Planning
What impact have
What is the best
Continuous
our activities and
way to achieve this
outputs had and
and have we got
Improvement
what improvements
the capability?
can we make?
Are we implementing
and delivering as
planned, and managing
our capability and risks
effectively?
Monitoring,
Implementation
delivery
29
Planning Timetable July to November
  • July Staff performance reviews and setting
    individual goals for the coming year.
  • September Environmental scanning, user
    consultation Monitoring reviewing of selected
    project.
  • Government Statisticians Annual report to
    Parliament for the year ended June published.
  • October Senior management determine strategic
    directions and priorities for the next 333
    period.
  • November Briefing for divisional managers on
    strategic directions and priorities.

30
Planning Timetable December to June
  • December
  • Start development of divisional forward work
    programmes
  • Statement of Intent work commences.
  • February Monitoring and reviewing of selected
    projects.
  • March Divisional managers complete their draft
    forward work programmes.
  • April Senior management planning meeting to
    confirm the forward work programme.
  • May Statement of Intent published
  • June Output Plan produced

31
Participation in the Planning Process
  • Wide involvement of the management team is sought
    so that they all own, understand and can
    implement the process.
  • Major topic at management conferences.
  • Steering Committees and advisory groups
    established to assist with planning processes.

32
Participants in the Development Process
(continued.)
  • Discussions with other government agencies,
    particularly Treasury and the State Services
    Commission.
  • Mäori Statistics Forum.
  • The Minister of Statistics is a key participant
    in the high level process.
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