Group 3

Capacity Building

• The discussion in the group centered round the capacity needs for re-engineering business processes to modernize the statistical system (moving from a bring about change from sector approach to a business process approach)

• Application of Generic Statistical Business Process Model (GSBPM) for modeling business processes of Australia was the reference model

• The questions that were raised are:• How such an exercise can be initiated by NSOs?• Who should undertake the assessment of existing

business processes?

• What are the skills needed by the NSOs to initiate such an exercise?

• Whether the NSOs have the required skill set? • Should this be mainly an exercise that is driven by IT

specialists in the NSO, or should it be based on a team comprising methodologists or a combination?

• The processes review should not be left alone to the IT specialists or to the IT specialist alone

• The Australian experience suggests that NSOs usually do not possess such skills and therefore engagement of specialist skilled in business process re-engineering will be needed to be engaged from outside?

• Such specialists should work with the sector specialists/methodologists and IT specialists to map the existing processes in selected sectors

• Often modernization of business process is seen as a upgrading of IT infrastructure and skills, and such an approach will not result in identifying the process deficiencies which need a deeper look

• Review of processes of horizontal sectors is not sufficient. The sectoral assessments should be integrated to find common elements across the sectors to improve efficiencies, identify optimal resource needs and for allocation of resources

• The same specialists should undertake the integration exercise in discussion with the sectoral teams

• It was felt that bringing about changes in existing processes is not easy as there is usually resistance to change.

• This will require buy in from the top as well as with the staff at all levels, building capacity of staff to adapt to the new business processes and re-skilling and redeployment that may be needed to implement the new business processes that are more efficient.

• Process initiated by Korea using the GSBPM model was shared by Korea and it was felt that it is only driven by the IT specialists, which is not the best approach as they are not conversant with the methodological issues.

• The small Pacific island countries would need assistance from developed countries like Australia and may need perhaps a regional approach to tackle the issue within the region

• Malaysia engaged Fujitsu to implement some sort of business re-engineering of which the for phase to integrate the sectoral business process assessments is the next step

• Countries like Lao PDR with relatively younger statistical systems and in the process of implementing the SD NSS 2010-2020, may be much easier (as these systems are still evolving) compared to other countries to consider to adapt /use the GSBPM as to increase the efficiency for the NSS. However, efforts and commitments of various stakeholders ( as system is decentralized) is needed. Therefore, it is still complicated , the whole process would require appropriate resources to support the development of the entire NSS. It would need to lean more about the GSBPM and external assistance is needed.

• In summary it was recognized that adopting a GSBPM is be important and useful to improve efficiencies and for being relevant in the information industry in which the NSOs find themselves today, and to be relevant in the industry tomorrow,

• It was also felt that the GSBPM is a new framework for almost all countries in the region and that there is need for better understanding and its likely for its adoption and implementation by the countries and workshops may be conducted for that,

• For all countries one size may not fit and solutions will have to be tailored to take into account the country specificities.