Centralizing Data Collection at Statistics Canada
Marc St-DenisLise Rivais
Outline
Business Architecture Collection project Implementation Process Lessons Learned Results and Next Steps
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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
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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)
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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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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
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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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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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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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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
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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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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
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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
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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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Thank You