Transcript Integrating economic statistics in the Netherlands

Integrating economic
statistics in the Netherlands
Bert Kroese
The chain of economic statistics (old)
Short-term turnover statistics
 Quarterly turnover  annual turnover
Quarterly
National
Accounts
 Quarterly GDP-growth  annual GDP-growth
Production
statistics
National
Accounts
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Changing the chain: main goals
Quality improvement
•smaller revisions
•better consistency between
statistics
•consistent treatment large
enterprises wrt globalization
Higher efficiency
(target -20%)
Lower response
burden
Easier to maintain
software programs
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Main changes (1):
better use of administrative sources
Quarterly VAT-data for small and medium
enterprises (700,000 units)
Surveys for
largest 8,500
units
Improved linking with
administrative sources by
introduction of new version
of statistical unit
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Main changes (2):
more methodological coherence
Quarterly turnover data based on pratically complete coverage,
used for…
Growth estimates STS, QNA
and first annual estimates NA
Level estimates SBS and final
annual growth estimates NA
Special organisational unit for
consistent data on the largest
350 enterprises (8500 units)
Monthly estimates based on
model to extrapolate quarterly
data using monthly survey
data for largest enterprises.
Made consistent with quarterly
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estimates.
Main changes (3):
streamlining processes
Focussing resources
Interactive editing only after
top-downanalysis
More extensive use of
automatic editing routines
Better use of reference data
from other processes
Manual profiling only for
largest enterprises
Top-down analysis and better
tools for QNA and NA (e.g.
automated balancing)
Better communication between processes on analysis and editing decisions.
No double work
Improved chain management
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Necessary conditions
Redesign of basic
processes in one
integrated approach,
using Business
Architecture
A re-organisation to adapt
the structure to the
changes in processes
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A well co-ordinated
transition by managing
individual projects as part
of an overall programme`.
Professional
projectmanagement
Creating a “Chain culture”
Business Architecture
Process A
Steady state 1
Process step
Implement new
module
Process step
Process B
Exchange data
between
processes
Steady state 2
Steady state 2
Process step
Process step
Steady state 3
Steady state 3
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Lesson learned
Business Architecture is crucial and provides
• the coherence between the individual processes
• the possibility of a stepwise implementation
• a logical breakdown of redesign projects
• the outline of a new organisational structure
The 80/20-rule: focussing
on what matters most on
the final result leads to a
lot of efficiency
9
Using VAT-data creates the
possibility of an integral
quarterly turnover
dataset that links all
estimates together
Visualisation of business architecture
Coherent; modular; flexible; room for diversity
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Chain management
Use of business register for all
statistics involved
Co-ordinated approach to
changes in units, correction
of errors et cetera
Explicit agreements on deliveries
in the chain
Practical procedures for handling
incidents as well as major changes
Chain management group with representatives from
all units for communication, monitoring and coordination, with a chain manager to support this
process
Creating a chain culture
Branch working groups with
experts from all departments
involved
Workshops to discuss various
aspects of the chain process
with the workfloor
Chain management game
Open communication
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Explicit and transparant
feedback en feedforward
Main new processes and flows
Business
register
Consistency
largest
enterprises
Direct
estimates
turnover
Production
statistics (SBS)
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Integration:
National
Accounts
Integration:
Quarterly NA
NA
Large
enterprises
Production
statistics
Business
Register
Data
collection
QNA
Turnover
The new chain of economic statistics in a nutshell
Data
exchange
points
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