StatsNZ Slides A4 Landscape

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

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(No Transcript)
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1. Establishing Strategic Direction
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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?

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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.

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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.

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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.

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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?

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Values

• Integrity
• Professionalism
• Cooperation
• Security

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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?

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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

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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?

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Culture Gap
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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?

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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

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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?





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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

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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





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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.

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2. A Hierarchy of Plans

• How Statistics New Zealand will develop in the
  strategic direction.

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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
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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.

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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.

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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.

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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)

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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.

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3.The Planning Cycle
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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
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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.

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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

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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.

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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.