centralizing data collection at statistics canada marc st-denis lise rivais

Centralizing Data Collection at Statistics Canada

Marc St-DenisLise Rivais

Outline

Business Architecture Collection project Implementation Process Lessons Learned Results and Next Steps

23-04-21Statistics Canada • Statistique Canada2

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….23-04-21

Statistics Canada • Statistique Canada

3

rivalis

5 regional offices (sites)

Vision

Streamlining collection processes and realigning organisational structure• 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)


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


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 efficient23-04-21Statistics Canada • Statistique Canada6

Governance Creation of a steering committee Appointed a project manager Created a project charter and project schedule Defined roles and responsibilities Defined accountabilities


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


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)


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


Key Project Activities

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


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


Lessons Learned 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


Measured Successes1. 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


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



[email protected]

Thank You

mailto:[email protected]

centralizing data collection at statistics canada marc st-denis lise rivais

Documents

collection capacity

collection systemsinvesting

collection structure

business processes

centralizing data collection

modern collection platform

social business surveys

project charter