Welcome to a Presentation on

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Welcome to a Presentation on
Higher Profit From Improved Productivity
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Good MorningIts a Great Pleasure to Meet You
All!
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VOICEAFRICA
HIGHER PROFIT FROM IMPROVED PRODUCTIVITY
Presented at Workshop on 29th September to
30th September 2006
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• Background
• The Voiceafrica was established as an as a
  Company Limited by Guarantee in accordance with
  Company Ordinance cap.212 in 2004
• Voice is the NGO established to create awareness
  by providing access to information obtained from
  various reseach to
• Business Community
• International Organizations
• Public at large

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• Introduction
• Voice shall be preferred NGO offering services of
  creating awareness by providing access to
  information obtained from various researches to
  different groups of data users.
• Economic growth rely heavily on information
• Information obtained from research and surveys
  belong to people and they have a right know to
  participate in building country economy
• Voice is aware of the expectation of society on
  the right of access to researched information,
  and adopt a well-formulated data dissemination
  policy
• Vision 2025 aims at achieving a high quality
  livelihood for all Tanzanian attain good
  governance and develop strong economy this can
  only be achieved through effective data
  dissemination

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Voice for Poor

Mailing Address P.O.Box 7090, Dar es Salaam
Tanzania East Africa Tel[phone]
COMMUNITY
VOICEAFRICA
Information Dissemination, Knowledge
Management, Productivity Improvements, Research
and Surveys
 
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• Why VOICE ?
• Voice as Core center for information
• Close collaboration and co-ordination with
  government bodies, NGOs, academia and Research
  Institution
• Ability to transfer skills and technology to
  manufacturing sector and communities
• Creating a culture of acceptable change up to
  the grass root level.
• Effective Performance management systems through
  productivity monitoring and improvements
• Capacity and expertise in Survey and Research
• Voice Networking within East Africa, SADC
  International assures to handle complex
  assignments.

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Where there is no Vision, the people perish.
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VISION

• Strive to be a leading communicator and
  disseminating researched information to ensure
• People are well informed on economic development
  issues, and
• Able to achieve their potential and realize
  their dreams.

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• MISSION
• To timely disseminate and communicate relevant,
  adequate and quality economic development
  information which can,
• act as a change agent to promote effective
  knowledge utilization and improve standard of
  living

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• Function
• a) Information Dissemination to the Community
• b) Undertake Research and Surveys
• c) Performance Management Improvement systems
• d) Conduct national and International
  Workshop/seminar
• e) Help communities to recognize knowledge they
  posses
• f) Industrial and Business Development
• g) Productivity Monitoring and Improvements, etc

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VOICE AND MANUFACTURING SECTOR PARTNERSHIP
P U B L I C
MISSION
VISION
INFORMATION
MKUKUTA, MDGS
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In todays international economic
environment--trying to build a strong national
economy without also building a strong
information infrastructureis like trying to swim
without water.
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How Decision Makers Use Our Information

• To reduce their risk
• Insight into problems policy
• Support or oppose proposals projects
• Inspire new ideas

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    The Data User

• The data user is always a person, not an
  organisation
• Users can misinterpret can be impatient and want
  to be treated fairly

The success and adequacy of the services offered
by VOICE are seen through the eyes of the users
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VOICE Dissemination Strategy

• After Identifying our Stakeholders and users, we
  normally ask ourselves the following questions
• What type of Information should be provided?e.g
  data,metadata, administrative information,
  methodology, statistical activities, research
  results
• What are the possible means and ways of
  dissemination?e.g paper, hard copy, diskettes,
  CD, web pages, traditional mail,electronic mail,
  discussion, workshops, seminars, conferences, bi-
  or multilateral projects, networks
• What will be the interventions and what are the
  assumptions? e.g web-site creation, equipment
  and application costs, maintenance, coordination
  of activities, security and legislation.
• Strategy combine Who, What, How and When

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Why Voiceafrica Exist?
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There is one fundamental reason for Voiceafrica
to exist--
To meet the needs of our data users!
If we meet the needs of the data users, they will
perceive quality in our products
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! Busy decision makers are looking for solutions
all day, every day, not more problems--dont make
your products another problem for them to solve
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Improving the speed and accuracy of your
information will not by itself guarantee more
acceptance and use--theres no advantage in
producing the wrong products faster!
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Data is only the currency of an information
infrastructure, the infrastructure itself is made
up of human contacts, connections and
professional relationships that use and share
statistical information
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Begin with User Needs
Meet Decision Makers Data Needs
1. Develop Dissemination Plan
8. Offer user friendly products services
2. Establish Dissemination Policy
Cyclical View of Effective Data Dissemination
7. Revise Automated Products
3. Build a Partnership with your data users
6. Revise Printed Products
Revise Products Services to Meet User Needs
4. Determine data user needs
Build User Partnerships
5. Build disseminaton focus throughout
organization
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Your responsibility to the data user does not end
after the data products are releasedyou must
stand ready to support the user, answer their
questions, and provide good service to them after
they obtain the product
Dont let them shoulder the burden alone!
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Concern with National Strategy for Economic
Growth and Poverty Reduction
M K U K U T A
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What MKUKUTAs Cluster
Reduction of Poverty
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1
Growth Reduction of Income Poverty
Improved Quality of Life Social Well-being
Good Governance Accountability
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Why VOICE Concern with MKUKUTA?
To provide the feedback to the Public on the
following
Growth Reduction of Income Poverty -Inflation
rate maintained at 4 -Reduce un-employment from
12.9 to 6.9 -GDP Growth rate from 6 to
8 -Growth in Manufacturing from 8.6 to
15 -Growth in Livestock from 2.7 to 9
Improved Quality of Life Social
well-being -Primary School enroll rate
90.5-95 -Reduce illiterate adults 3.8m
1.5mill -Reduce infant mortality from 95-50 per
1000 live birth
-Reduce HIV from 11 to 5 -Access to cleanSafe
water in rural from 53 to 65
Good Governance Accountablity -Equitable
allocation of public fund -Increase transparency
in Govt -Reduce crime -Reduce corruption
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Voice Values Customer Focus necessary because
users of data require high quality information
which are relevant, accurate, timely, comparable,
consistent and accessible Integrity Voice treats
all users equally, projects and respects data
providers Professionalism Voice employs the
necessary skills, attitude and knowledge in the
process of producing statistics Team Work and
Good Management Voice believes that, team work
and good management is one of the keys to success
in achieving its mission
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Voice Capacity and Experience

• The Voice has the capacity and technology to
  dessiminate the required information service to
  the nation
• The staff consists of skilled and qualified
  Economists, Statisticians, Engineering,
  marketing and management professionals.
• Staff consists both women and men and gender
  recognition to cater new role of the Voice as an
  NGO
• Most of our professional have accumulated
  experience in researching, analysing,
  interpreting, disseminating and advisory ability
  to the Government and other clients
• Information Technology and communication within
  Voice is a basis for productivity improvements.
• Capacity building provided to our client
  distinguish us from other researcher's with
  excellence
• For Voice customer is more than a King, as his
  part of Voice family every employee is committed
  on service delivery and customer satisfaction
• Team work within staff members enable completion
  of work timely.

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VOICE Success Depend on Four Aspects
VOICE Network
People, Standards Results
VOICE Performance Standards
Final Research Output
Research Process
Conducting Surveys
VOICEMethods, Culture Approach
Project Mobilisation
Research Time
Results
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Process we will use to solve your problems
VOICE support
Strategic objectives for Clint
Transfer ownership of team to implementers
Team review and suggestions
Local suggested Technical team
Local objectives plans
Agreement of team with DG
Who
Tanzania Global Objectives
Technical Team
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Problems definition, identifying objectives and
setting decision criteria by Team members
Description of Phases
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3
4
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5
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Problems
Attributed to Causes
Action Plan
Controls
solutions
Steps
The team meet - evaluate and identify a problem
to solve They talk and resolve the problem They
identify the criteria to make decisions They
separate the fundamental problem into its
specific points (Logical Trees) Priority Matrix,
Logical Trees, Interviews
Content Tools
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There are two ways to face any problem
Possible reactions during the identification of a
problem
Counter-productive, limits the identification and
solution of the problems. Its destructive
Who to blame?
We have a problem
Constructive, it allows a sensible and
accurate process for solving the problem
What is the problem? Where does it appear? When
does ie appear? What is the cause?
A problem is an opportunity, because it affords
the possibility of initiating change
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Problems must be tackled from their roots, not at
symptom level
Problem

cause
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MODULE TWO
What is Productivity?
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What is Productivity?
Productivityit does not mean

• Working harder unless people are loafing on
  the job
• Cutting costs unless this can be done without
  affecting quality
• Reducing staff and workers unless your market
  is shrinking
• extra work for managers its part of their
  job
• employing specialists its a jo for everyone

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What is Productivity?
Productivity is a measure of how efficient and
effective the resources labour, capital,
materials, energy, water, information, etc. are
used to produce the goods and services needed by
the Society Technically, it is defined as the
ratio of the outputs to the input used. Thus one
can say, that productivity is improved by
producing more with less or at least the same
amount of inputs, by maintaining same level of
outputs with reduced inputs, or by increasing the
outputs with a less proportionate increase
outputs. This view of productivity hides very
complex interrelationships of the elements
involved in increasing productivity.
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Why Productivity?

• The ultimate goal of productivity improvements as
  a driving force of economic development is to
• Improve the quality of life of the people
• It enables society to generate value added
  through
• -optimal mix of available resources human
  knowledge and skills, technology, equipment, raw
  materials, energy, capital and intermediary
  services.
• -Its growth contributes to prosperity of nations,
  makes company competitive and contributes to the
  quality of life.
• In order to survive and prosper for the future is
  to become more innovative and productive.
• With higher productivity resulting in higher
  foreign exchange reserves, a Tanzania can buy the
  needed resources.

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Productivity and Poverty Alleviation

• There is strong macro-economic and statistical
  evidence that the more effective(productive) the
  national economy, the higher the personal income
  of workers and the lower the rate of inflation in
  the long term.
• High productivity packaged with good
  distributional and development policy is the best
  available means for poverty alleviation.
• In this regards , it is important to avoid
  confusion of priorities, first-productivity, and
  second-distribution. One can not distribute what
  has not been produced.

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Productivity and Promotion of Employment

• Long-term international statistical trends show
  that
• there is a a strong correlation between national
• productivity and the level of employment
• The more productive an economy, the more
  competitive
• it is in the global markets
• the lower the unemployment
• The more productive of NBS, the more income it
  can
• generate and save for new investments and
  creation of new jobs.
• Productivity is the source of funds for new jobs
  creation

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Productivity and human Rights, Democracy and
Tripartism

• Full realization of human rights can only be
  achieved through effective economic and social
  development
• Economic democracy can also be exercised through
  entrepreneurship, self-employment and start
  individual activity
• Such project will survive on the basis of higher
  productivity

• Productivity and Labour Standards.
• Promotion of labour standards should take into
  account
• competitiveness and productivity.
• Lack of productivity lead to deterioration of
  working conditions,
• company closure and job losses and reducing
  competitiveness.
• Productivity growth could provide sound financial
  framework
• There is a positive relationships between
• Productivity improvements, working conditions,
  labour-management cooperation, degree of workers
  participation, etc.

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Productivity and Quality

• The term "quality" acquired a much broader
  meaning when quality became a major competitive
  weapon,
• Productivity means producing better and not
  necessary producing more
• With higher quality we have fewer rejects, less
  work, less wastage, lower cost, hence better
  sales and higher productivity.
• High productivity is not the outcome of lowered
  specifications for products manufactured or
  services rendered
• Productivity starts with effectiveness (quality
  of products) and ends with efficiency (use of
  resources).
• Quality is an integral part of the productivity
  concept and strategy.

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Productivity and profitability

• Profit is a measure of success, and calls for a
  three-pronged approach combining added value,
  cost control and productivity improvements.
• Elements of productivity is inherent in respect
  of value added and cost control.
• Adding value to the product is a means of
  improving the productivity of capital
• Productivity is not the same as profitability
  although the former is usually one of the main
  determinants.
• In order to make a large profit, it is not
  necessary to have a high profit on each item
  sold, because large overall profit can be made
  from relatively small profit per item sold, if
  the number of item sold is large.

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Productivity and profitability

• Discussions with many managers reveal that
  increased profit is still thought to indicate
  higher productivity.
• Reducing costs through better use of resources
  will improve both profits and productivity.
• Increasing sales revenue through better products
  and services which attract more customers and
  realize better prices could also improve both
  profits and productivity
• However, profits could go up under monopoly
  conditions because of restrictions in supply
  this cannot be considered productivity
• Profits could also be influenced by curtailing
  expenses on training and development, research,
  maintenance and renovation, and publicity. Such
  cost cutting would prove detrimental in the long
  run. Again, this is not productivity.

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THE MODERN VIEW OF PRODUCTIVITY

• Traditionally, productivity was considered as a
• RATIO BETWEEN INPUT AND OUTPUT
• In modern sense, is a situation in which one
  creates more than consume CREATION RATHER
  THAN ON REDUCING LABOUR COSTS
• Productivity improvements must start with
  considering the customers
• -Their needs and wants must be solicited so that
  products and services are produced for them
  effectively and efficiently.
• -Productivity gains mean lower prices of goods
  and services.
• -Productivity improvements decrease productions
  cost per unit
• -Reduction in production costs lower the prices
  and high quality
• -Competitive advantage obtained as productivity
  level rises
• -Better quality goods and services available to
  consumers

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The Modern View of Productivity

• Productivity improvements effort requires
  drastic, rapid changes of the business
  definition, processes, and structures in order to
  better serve customers.
• Productivity should be defined and approached in
  a very broad manner, always conscious of the
  market
• Productivity improvements effort of all
  organizations should continually seek to answer
• What are we doing?
• How could we do it better?
• What do the customers want and need?
• What business are we really in ?
• The answers will help determine the best route to
  productivity improvement.

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MODULE THREE
Role of Human Resources Department on
Productivity Improvements
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Valuing Human Resources
The productivity improvement impacts of
technological advance would not be fully realized
without a human resources capable to exploit as
potentialities and make new technologies work in
a production environment.

• Successful implementation of productivity
  programme require the Managers to know
• What productivity really means?
• How vital to them and their organisation?
• That can be improved significantly
• How to measure and analyse it?
• What factors affect, and how to improve it?

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Valuing Human Resources

• Managers need a mind-set focused on improvements
• How much time do managers spend on productivity
  planning and improvements?
• How much time do they spend talking about
  productivity?
• Do they really participate in productivity
  improvement activities?
• How much time spend on crisis activities?

• The answers to these question might surprise you
• Managers spent very little time on matters
  directly related to productivity
• Most of their time is spent on routine functions,
  crisis activities and talking about productivity.
• If the boss is not watching productivity, why
  should others do so?

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Productivity and Human Resource Management

• Human resource management is an integral part of
  the strategic and business plan of the
  company.Company plans incorporate the
  interactions between
• Technology and product changes,
• Process improvement strategies and training
  requirements,
• Employee involvement, organizational
  restructuring and performance measures,
  recognition and reward systems, and cultural
  change.
• HRM becomes a partner with other divisions of the
  organization in solving problems and managing
  human resources.
• HRM is the active interface between employees and
  senior management and plays a proactive role in
  identifying problems and concerns.
• HRM participates in executing business plans and
  strategy and helps smooth the transition when
  changes are introduced.
• HRM creates a work environment that is enjoyable
  and meaningful for employees and helps them
  achieve organizational and personal goals.
• HRM enhances competence and commitment, and
  provides opportunities for employees to make a
  greater contribution.

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Productivity and Human Resource Management
HRM, must first understand what kind of employees
we need in the present complex, competitive and
dynamic business environment.

• Employees should correlate their roles and jobs
  with the organization's vision, strategies and
  goals.
• They should have a broad understanding of the
  enterprise, particularly of its economics, its
  market and its competitors.
• Employees should be familiar with the products
  and services of the firm
• They observe, identify problems and suggest
  solutions. They should participate in
  organizational processes as individuals and as
  team members.
• They should be multi-skilled and willing to do
  more than one job.
• They need to be flexible in their attitude to
  other jobs, adapt to new demands and
  opportunities. Willingness to learn new skills is
  critical.
• A positive and disciplined attitude needs to be
  developed
• Last but not least, employees should be honest,
  ethical, diligent, polite and cooperative.

To create a proper policy framework for i)
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Productivity and Human Resource Management
Understand Motivation

• Motivating employees to give their best is a very
  complex affair. Human needs have to be satisfied
  in order to motivate people.
• Employees need to be praised, wanted, loved, and
  they would like to contribute and be rewarded.
• Realization of a dream is the biggest motivator.
• People do work for money but they work better
  for a cause or a vision.
• Four basic needs have emerged as the most
  comprehensive
• The need to live is our physical need for food,
  clothing, shelter, economic well-being, health.
• The need to love is our social need to relate to
  other people, to belong, to love, to be loved.
• The need to learn is our mental need to develop
  and to grow. And the need to leave a legacy is
  our spiritual need to have a sense of meaning,
  purpose, personal congruence and contribution.

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Productivity and Human Resource Management
Factors Governing Performance

• The performance of an employee depends largely on
  three factors
• Employee performance Competence (skills,
  knowledge, experience)
• x
• Commitment (motivation, emotional involvement,
  values)
• x
• Opportunities(culture, climate, mechanisms)
• Technically competent employees who do not have
  commitment
• Will not be able to deliver the desired
  performance.
• The contribution of employees with a high degree
  of competence and commitment may not be
  significant if the organization does not
  encourage them to contribute or channel their
  creative abilities.
• HRM should transcend all three components, to
  enhance ompetence and commitment

. Factors governing performance The performance
of an employee depends largely on three factors
Employee performance Competence (skills,
knowledge, experience) x Commitment
(motivation, emotional involvement, values) x
Opportunities(culture, climate, mechanisms)
Technically competent employees who do not have
commitment will not be able to deliver the
desired performance. The contribution of
employees with a high degree of competence and
commitment may not be significant if the
organization does not encourage them to
contribute or channel their creative abilities.
HRM should transcend all three components, and
policies must be devised to enhance competence
and commitment and create opportunities for
employees.
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Productivity and Human Resource Management
Tools for developing commitment
Control Enable employees to make decisions on
how they do their work. Strategy or vision
Offer employees a vision and direction that
commits them to working hard. Challenging work
Provide employees with stimulating work that
develops new skills. Collaboration and teamwork
Form teams to get work done. Work culture
Establish an environment of celebration, fun,
excitement and openness. Shared gains
Compensate employees for work accomplished.
Communication Candidly and frequently share
information with employees. Concern for people
Ensure that each individual is treated with
dignity and that differences are discussed
openly. Technology Give employees the
technology to make their work easier. Training
and development Ensure that employees have the
skills to do their work well
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Productivity and Human Resources Management
Recruit quality people and look after them
The starting point for actualizing performance is
to recruit quality people. People with the
correct technical skills are not necessarily the
right people, as a mismatch between personal and
organizational values could reduce performance.
People bring their values and attitudes into the
organization. Enterprises should use tests
(including psychological tests) to select people
with the kind of vision, values and attitudes
that suit the organization. Before the
advertisement appears, proper job specifications
based on the demands of the actual situation (not
drawn up by an armchair consultant) should be
worked out. Senior and top management need to
spend more time and give priority to this
activity, which is often regarded as trivial but
which is very significant in practice. Building
jobs around workers' capacity and competence is
the best approach. Workers produce results if
they are competent at their job and enjoy doing
it. Job design should therefore provide
opportunities for workers to use their mental and
other faculties. The trend is to recruit the
right people, train and reward them, plan their
career and future, and look after them right
through retirement and beyond. Aligning employee
career planning and organizational development
needs is the way to produce satisfied employees.
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Productivity and Human Resources Management
Provide feedback on performance and empower
employees

• Managers should explain about the physical
  targets, quality expectations and participation
  in improvement efforts
• The clarification should clearly correlate
  performance parameters with the organizational
  vision and goals.
• Managers should help workers see how his
  contribution supports the organization.
• Employees should be free to design their own work
  processes to achieve the performance expected
  from them.
• Employees must be given the authority to make
  improvements in their own jobs
• Managers should then create formal and informal
  opportunities to provide feedback and show
  workers how to improve.
• Managers need to spend time on this activity and
  play the role of coach and counselor.
• Feedback can throw up ideas on development and
  training needs, and future career planning. This
  is also the time to discover the strengths,
  qualities and weaknesses of employees and to
  prepare them promotion.

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Productivity and Human Resource Management
Stress Management

• What is Job Stress?
• Job stress can be defined as the harmful physical
  and emotional responses that occur when the
  requirement of the job do not match the
  capabilities, resources, or needs of the worker.
  Job stress can lead to poor health and even
  injury.
• The concept of job stress is often confused with
  challenge, but these concepts are not the same.
• Challenges energizes us psychologically and
  physically, and it motivates us to learn new
  skills and master our jobs
• When a challenge is met, we feel relaxed and
  satisfied.
• Challenge is an important ingridient for healthy
  and productive work.

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Productivity and Human Resource Management
Stress Management

• Survey results
• Major causes of stress were identified as
  follows
• Management issues, including lack of
  communication and consultation 53
• Increased workloads 42
• Job insecurity lack of career opportunities
  36
• Organisational change/restructuring 29
• Poor work organisation 17
• Insufficient training 16
• Inadequate staff and resources 15

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Manage Stress to Increase Productivity
S
tress
Stress, alcohol and drugs, HIV/AIDS and tobacco
all lead to workers health and lower
productivity. Any one of these may be a causal
factor for others. Each one may be an end result
among the others.
Tobacc
O
Alcoho
Drugs
L
HI
/ AIDS
V
Violenc
E
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Current Prevalence of HIV by Region
NSGRP target of 5 in 2010
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Current Prevalence of HIV by Gender/Region
Women
Men
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Employers Responsibility to Manage Stress
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Productivity and Human Resource Management
Training and Development of Employees

• The process of training and development starts
  with an analysis of problems confronting the
  organization.
• These might include customer complaints, high
  percentage of rejects, low morale, ineffective
  coordination and poor team work, bad
  communications or high turnover.
• Training and development might also prepare
  workers for the introduction of new technology,
  new production systems and information
  technology.
• A prior analysis would indicate the areas in
  which employees need to improve performance.
• Employees choose the manner and timing of their
  own training through self-directed, interactive
  training and on-demand learning facilities.

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Productivity and Human Resources Management
An attempt should be made to formulate a
result-oriented training and development system
as an integral part of the improvement strategy.

• The broad requirements are
• Align training and other employee development
  efforts with organizational goals and career
  planning.
• HRM should shift its focus from training delivery
  to performance improvement and should facilitate
  problem solving.
• HRM should attempt to create a learning
  organization to support business strategies.
• Employees should be involved in identifying
  training needs.
• Enterprises should develop in-house capability to
  design and deliver training.
• Training is not limited to technical skills, but
  is concerned with developing the all-round
  competence of employees.

64
Productivity and Human Resource Management
Process Management

• The basic objective of process management is to
  take a holistic view of the process and align the
  whole chain of activities to produce the intended
  end result (customer satisfaction) in the most
  speedy manner.
• The ultimate objective of process management in a
  manufacturing firm is to establish a smooth and
  uninterrupted flow of materials right from the
  purchase point to delivery, including after-sales
  services and collection of used products for
  recycling.
• The first task is to understand customer
  expectations and to lay down the basic parameters
  of the products or services to be provided,
  considering the competitors' benchmarks.
• It is cost effective to focus on the critical
  processes, which have a strong impact on customer
  satisfaction and organizational performance.
• All non-value adding activities must be
  considered for elimination.
• The work flow should identify one point of
  contact for the customers
• A single change in the process can affect other
  aspects of the organization and may require
  changes in skills, roles, jobs, work culture and
  structure

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Productivity and Human Resources Management
Develop an organizational focus on customers

• An organization has to take action on the
  following issues to develop an organizational
  focus on customers. It has to
• .Put customers at the centre of the business
  strategy
• Design, manufacture, and deliver products better
  than competitors
• Retain and maintain customers and build loyalty
• Provide quality after-sales and other services
• Track all changes in customer needs, and know
  the competitors
• Expand the scope of the business, develop new
  products and attract new customers.
• Formal feedback is obtained through customer
  satisfaction surveys
• Build a long-lasting relationship rapport with
  present customers Educate every employee to
  understand customers need.

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Challenges

• Tanzania Vision 2025
• Tanzania vision 2025 aims at
• Achieving a high quality livelihood for all
  Tanzanian
• Attain good governance through rule of law
• Develop a strong and competitive economy

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Challenges

• MKUKUTA 2010
• Mkukuta Aims at
• Economic growth and Reduction of income Poverty
• Improve quality of life and Social well being
• Good Governance and Accountability
• Implementation of MKUKUTA requires new demands
  on data, which require review of both indicators
  and institutional set up.

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Challenges

• Respondent Relations and Relevance
• Consider providing incentives to respondents
• Consider sponsorship of training activities if it
  does not compromise integrity.
• Enhance user awareness of the utility of
  statistics
• Develop public relations strategies and good
  relation with the data providers.
• Develop partnerships with business community by
  assuring confidentiality of the data and
  demonstrating the utility of statistical
  products.

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