Case Studies Slovenia Julija Kutin julija kutingov si

Case Studies Slovenia Julija Kutin julija. kutin@gov. si METIS Workshop on the Statistical Business Process and Case Studies 11 -13 March 2009

Outline 1. Introduction. 2. Statistical metadata systems and the statistical business process. 3. System and design issues. 4. Organizational and workplace culture issues. 5. Lessons learned.

Introduction Ø Case Study was prepared by Joza Klep and Julija Kutin. Ø Situation at SORS end February 2009: there are 386 employees. 198 of them have graduate or post-graduate degree. Ø SORS as a production process oriented institution headed by director general and two deputy directors.

SORS organisation scheme

The main goal of SORS in the field of metadata is to develop an efficient and effective, standardized and integrated system for collecting and editing metadata as an important part of the statistical information system.

Metadata in SORS Ø A centralised, corporate metadata repository (metadata about surveys, publications, statistical terminology, classifications and nomenclatures, advance release calendar); Ø For each statistical survey methodological explanations have been developed; Ø This year the metadata repository has been developed (questionnaires, variables and connections to databases); Ø The next step will be to connect those two parts with the repository for reference metadata; Ø In the centralised metadata repository metadata will be reusable. ; Ø Metadata will be disseminated through our website.

Metadata on the web Ø Program of statistical surveys. Ø Action plan. Ø Methodological Explanations. SORS' release calendar. Ø Classifications. Ø Questionnaires. Ø

SDMX standards Ø SODI project ("push" method). Ø Technical and a content problem. Ø Group for SDMX: l to monitor the development of the SDMX; l to collaborate in different Eurostat activities in the field of development and implementation of the SDMX; l to prepare suggestions on how to take steps to implement the SDMX; l to acquaint the wider interested public with the SDMX.

Statistical Metadata System and the Statistical Business Process The most important activities which enable the Slovenian statistical system to complete the mission are: Ø modern approach to total quality management; Ø competency of the staff; Ø up-to-date harmonization with the international environment; Ø user-orientation; Ø modernisation of processes; Ø improvement of working conditions.

Statistical business process model Ø The thorough process of analyzing processes (from 2006 to spring 2007). Ø The breakdown of processes (structure) presents a sound basis. Ø Around 150 meetings and workshops from January 2007 to November 2008 helped clarify objectives of the project. Ø There were more challenges revealed.

GSBPM SORS model SORS use ® ® ® ®

SBPM as an input in ISIS The analysis of processes was one of the inputs into the project ISIS.

Current system Annual programme of statistical surveys, survey instances, activities, working plan with activities, publications, release calendar METIS R ep lica KLASJE tion s Conne ction ISIS Classification s Variables, questionnaires, address lists, process metadata. Integrated Statistical Information System

Costs and Benefits Ø The current metadata system was gradually developed, starting in 1997. Ø "Modernisation and development of the statistical information system in Slovenia“ (February - September 1997 ) – short term missions to SORS by experts from Statistics Sweden. Ø Stat. Cop 98 project - Development of conceptual, technical and software solutions of common (infrastructure) importance. Ø Project STAT 2000 - focus on dissemination procedures.

IT architecture Key goals for the realisation of the tasks in ISIS: Ø well computerised and efficient statistical process, supported by general user-friendly information solutions; Ø efficient and satisfied internal and external users of information services; Ø competent IT experts; Ø electronic storage and archiving.

Shared servers and dedicated ISIS servers

Proposed system architecture ?

SURS in ISIS Respondent list preparation Input data into Metis Data capture from different sources DCM-respondent list Questionnaire preparation SDM DCME reporting. Statistical analysis Release of questionnaire SPM

SURS in ISIS Metis Activities Capture metadata about surveys and activities from Metis SDM ISIS database METIS Capture classiffications from Klasje Data file system ISIS SPMAdministration Review the survey process and administration of the application Metadata about surveys, questionnaires release DCMRespondent list preparation and contacts with units

Outsourcing versus in-house development: Ø use both internal and external human resources; Ø SORS will focus on the internal management of the statistical core business; Ø SORS will outsource when this is cost-efficient and/or presents an opportunity to expand internal know-how.

Sharing software components or tools Scripts, guidelines, manuals for: Ø classification database; Ø advance release calendar; Ø Web. CMS; Ø registry of statistical surveys and survey instances; Ø planned activities within survey instances.

Organisational and workplace culture issues Ø Responsible unit for metadata should be unit for general methodology and standards (not at the moment); Ø EDP infrastructure and technology is responsible for SDMX and archiving; Ø There is no permanent metadata management team for the moment; Ø Training and knowledge management: l l constant education, IT requires trained experts.

Partnerships and cooperation Ø Participating in relevant international meetings (METIS, OECD and Eurostat); Ø PC-Axis reference group; Ø The classification server was developed with thorough documentation from Statistics New Zealand; Ø PHARE projects (COP 98, STAT 2000, cca 2, 5 mio Euro) and 2005 Transition Facility Program (ISIS, cca 1, 2 mio Euro); Ø Studying solutions developed elsewhere is the primary source of knowledge in the metadata field.

Lessons learned Ø Participation in expert conferences and bilateral cooperation with foreign offices is necessary; Ø Total quality management priorities; Ø The preparation of internal methodological manuals; Ø SORS attempts to increase interest in implementing the quality standards of the ESS among authorised producers of national statistics.

Lessons learned - ISIS final report Ø Project ISIS is too complex; Ø User specifications were too general; Ø Detail specifications preparation together with business process redesign; Ø Fluctuation of the consultant's staff; Ø Remote access to the SORS test environment; Ø Organizational adaptation of SORS; Ø Organization of user testing and bug repair on some modules not efficient; Ø Split future complex projects into two or three smaller projects!