Transcript Centralizing Data Collection at Statistics Canada Marc St-Denis Lise Rivais Outline     Business Architecture Collection project Implementation Process Lessons Learned Results and Next Steps Statistics Canada • Statistique Canada 07/11/2015

Centralizing Data Collection at
Statistics Canada
Marc St-Denis
Lise Rivais
Outline
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Business Architecture Collection project
Implementation Process
Lessons Learned
Results and Next Steps
Statistics Canada • Statistique Canada
07/11/2015
Collection Structure at StatCan in 2008
 7 Regional Offices across Canada
• Collection of social surveys (CAPI & CATI)
• Collection of some monthly business surveys (CATI)
• Collection of census every 5 years
 Operation & Integrated Division (Head Office)
• Collection of many business surveys
 Subject Matter Division
• Collection of business surveys
• Capital Expenditure, Energy; Balance of Payments;
Producer Price, Financial Statement Survey….
Statistics Canada • Statistique Canada
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07/11/2015
Vision
 Streamlining collection processes and realigning
organisational structure
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Centralise accountability centre for collection
Return of services to collection
Eliminate duplication and overlaps in functions
Revisit capacity, workforce, workflows, and costs
 Creation of the Collection Business Architecture
Project (cBA)
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Statistics Canada • Statistique Canada
07/11/2015
What is Collection Business
Architecture
 Project initiated in 2008
 Strategic Streamlining Initiative, savings of $2M
annually starting in 2011
 Modernize systems and restructure collection
processes
 Single point of accountability and single
organizational entry point for collection
 Creation of center of expertise for collection
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Statistics Canada • Statistique Canada
07/11/2015
Drivers for Change
 Recognition that business processes for social &
business surveys & census have commonalities
 Need to be easier for individuals and businesses
to respond to surveys by having different
response options available
 Need to be easier for managers to react to the
factors that drive cost and quality of collection
 Develop a modern collection platform and
common collection tools
 Collection to become more efficient
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Statistics Canada • Statistique Canada
07/11/2015
Governance
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Creation of a steering committee
Appointed a project manager
Created a project charter and project schedule
Defined roles and responsibilities
Defined accountabilities
Statistics Canada • Statistique Canada
07/11/2015
Process
 Realign organizational structure
 Review and analysis of collection processes
 Identification of surveys and activities to be
centralized
 Alignment of budgets and resources
 Transition planning
 Risk analysis
 Communication
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Statistics Canada • Statistique Canada
07/11/2015
Collection Systems
 Investing in new technology
 More robust and cost efficient platform for all
survey collection
• Virtual Desktop Infrastructure (VDI)
• Business Survey Portal
• E-questionnaire (internet)
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Statistics Canada • Statistique Canada
07/11/2015
Role and Responsibilities
 All collection activities (NRFU and FEFU) done
from the regional offices
 All mail-out processes, data capture, and data
integration done from one area in HO
 Creation of one entry point ‘Front Door’
 Creation of Research Centre
 Develop tools to plan collection capacity and
active management
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Statistics Canada • Statistique Canada
07/11/2015
Key Project Activities
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Conduct pilot tests
Build on successes to gain credibility and cooperation
Development of a communication plan
Document processes and train staff
 Develop transition plans
 Establish a change management process
 Establish Service Level Agreements
 Some surveys move ‘as is’ until common tools can be adopted
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Statistics Canada • Statistique Canada
07/11/2015
Challenges
 Management of change (incl knowledge transfer, retaining the
right resources, training, learning curves, etc.)
 Technology (integration of systems – both new and legacy
systems, VDI equipment, system performance)
 Interviewing capacity planning and alignment with collection sites
 Harvesting, tracking, and investing of efficiencies
 All changes must preserve quality, timeliness, and response rates
 Regular production work must continue thereby not all can move
as we may need to
 Keeping all informed and up-to-date
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Statistics Canada • Statistique Canada
07/11/2015
Lessons Learned
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Communicate, communicate, communicate!
A constant review of business processes
A governance structure with senior management
Prioritize and remain focused
Flexibility is important to adapt to better alternatives
found along the way
 Tracking efficiencies and financial mapping is challenging
 Regional offices (interviewers) are our true first line of
collection experts
 Solid HR management to ensure morale
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Statistics Canada • Statistique Canada
07/11/2015
Measured Successes
1. Response Rates
have been maintained or improved
2. Cost Savings
harvesting efficiencies is real from service centralization
3. Subject Matter Satisfaction
has been maintained
4. Data quality
has been maintained
5. Timeliness
has been maintained or improved
6. Value added: Imaging, EFT, Blaise, EQ, documentation, better
alignment with departmental standards and policies
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Statistics Canada • Statistique Canada
07/11/2015
The Future
 Continue to transition to electronic questionnaire
collection (Internet)
 Respondent EQ = Interviewer EQ
 Integration of business/household surveys/census
systems, tools, applications, infrastructure (ICOS)
 Moving complete collection accountabiity to
regional offices
 Monitor quality, response rates, costs
 Research towards further efficiences
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Statistics Canada • Statistique Canada
07/11/2015
Thank You
[email protected]
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Statistics Canada • Statistique Canada
07/11/2015