UNSD Document

EXECUTIVE SUMMARY

Overview

The Ministry of Finance and Planning has portfolio responsibility for the Statistical Institute of Jamaica. The Institute falls within the MOFP's strategy to achieve sustainable economic growth. The contribution of the Statistical Institute of Jamaica is to provide relevant, accurate and timely information for effective policy decisions and formation. The Institute has been operating below an efficient level in terms of staffing and equipment over the years. Accordingly, very little developmental work has been undertaken. At this time STATIN needs to be able to overcome some of these hurdles and begin the move towards becoming a modern and efficient organization. The Strategic Plan 2002- 2005 addresses the modernization of STATIN and will be will be implemented over the next three years.

The Statistical Institute will focus on a number of areas in order to achieve its mandate:

i) Consolidation of Operations
ii) Personnel and the Organization
iii) Service Activities
iv) Technology
v) Statistics
vi) Funding and Technical Assistance

Priority has been given to the following activities:

1. Consolidation of the operations of the Kingston offices at one site by June 2002

2. Restructuring of and the modernization of the organization to allow for flexibility as well as the development of a client service focus

3. Improved technology for the trade data base and other systems

4. Improvement in data collections through public education and training of staff

5. The Capital A projects, which include: provisions for the implementation of the improved GDP estimates, SNA1993; the survey associated with re-basing the CPI, the Household Expenditure Survey; the establishment of the Social Statistics Unit and the Informal Sector Survey aimed at quantifying the contribution of that sector to the GDP.

Mission

The Mission of the Statistical Institute of Jamaica is:

"To provide relevant, timely and accurate statistical information and technical services, consistent with international standards, to national and international clients."

Vision

The Vision of the Statistical Institute of Jamaica is:

"To be a learning organization that is on the cutting edge of Information and Technology and is responsive to the needs of our clients."

Strategic Objectives

The Strategic objectives to be employed by the Institute in order to fulfill the Mission and achieve the Vision are:

1. To provide relevant, timely and accurate information to clients
2. To increase operational efficiency
3. To acquire technical assistance and funds to facilitate modernization of the Institute

Key outputs

The key outputs that will be delivered in order to realise the strategic objectives are:

i) Management Information and Research collated and disseminated
ii) Financial and Technical Support delivered
iii) Strengthened Legal Framework
iv) Improved Indices and Estimates
v) Improved Staff Efficiency, Performance and Morale
vi) Efficient Administrative Processes and Increased Operational Efficiency

1.0 INTRODUCTION
The Statistical Institute of Jamaica has been subject to a number of changes over the years. It has become increasingly apparent that there is a need to address the sustainability and viability of the Institute as well as the accuracy and relevance of the information produced.

The strategic planning process employed this year focused on analyzing the internal and external environment of the Institute and creating a new organization that can fulfill its vision and achieve its mission.

2.0 PROGRAMME OF WORK

The Modernization Plan

2.1 Client Service Culture

A client, as defined by Tom Peters in his book 'REINVENTING WORK: the professional service firm 50', is: 'a partner, someone who I have an intimate relationship, is in it with me for the long haul, someone with whom I co-invent the future, a person/organization in whose outcome I have a big personal stake, someone with whom I have an emotional bond, someone with whom I can't work if trust is not paramount, a fellow professional who, like me, wrestles with intractable problems, the source of my reputation (for better or for worse), my No.1 "word of mouth" marketer, someone who grows with me, someone who loses when I lose, someone who wins when I win."

The need to recognize the 'client' as the most important asset of the organization is paramount to the success of all activities to be undertaken by the Institute.

The recognition of who our clients are, their needs and demands will determine how we programme our activities to provide them with the ultimate satisfaction from the products and services we produce.

To assist us in this effort it is our goal to re-orient our business focus to provide better service to our clients and to foster a culture that promotes client satisfaction, internally and externally.

2.2 Information Technology -Upgrade and Maintenance

The technical operations of the Statistical Institute of Jamaica involve all activities employed in the production of statistics and statistical information.

In order to strengthen our technical operations we must employ efficient methods in our data collection/extraction, processing and dissemination of our statistical information. Implicit in this process is the need to pro- vide added value to our statistical products through the use of powerful analytical tools and strong support systems technologically. These systems must constantly be upgraded and maintained.

There is also the need to institute a data management strategy and a project management focus for improved efficiency and enhanced administrative support to the technical operations.

The data management strategy seeks to address the flow of data, its storage and its retrieval. The backbone of this strategy will be the development and implementation of a new client-server environment, which will be used for data storage, facilitating easy retrieval of data thus reducing the lag time in the preparation of requests for information.
The project management focus involves the development of a process to ensure improved planning, processing and accountability on all projects.

In producing our data it is imperative that we continuously assess available statistical methodologies, software and hardware in order to improve the overall quality of our output. We therefore need to research new methodologies and technology available to us and implement appropriate solutions to support our scope of work.

We are plagued with a number of problems in our current environment:

i) the lack of availability of data/timeliness of data receipt
ii) the timeliness of data produced
iii) the relevance/accuracy of data produced
iv) manual processes employed
v) weak communication internally and externally
vi) document management and storage systems are not efficient

2.3 Statistical programmes and projects

The mandate of the Statistical Institute of Jamaica requires that information be provided on a timely basis for policy formation and decision- making and research purposes. The Institute delivers quality output with the provision of mathematical statistical services such as sample design, time series analysis and data analysis; collection development and services to reduce non-sampling error, specifically questionnaire design and survey design; and classifications and standards. The information produced is wide ranging and as we institute a more client focused culture, future developments and indicators will be driven by the needs of our clients.

A major concern facing the Institute today is the relevance of our data. One of the focuses of the strategic plan 2002-2005 is to understand the changes in data requirements and seek to introduce new products or improve on existing indicators. Current publications are listed in Appendix 1.

Through the promotion of best statistical practices the Institute generates information towards achieving greater integration of regional and international data. Standard concepts, definitions and classifications are used across all statistical collections and outputs.

Information produced by the Institute can be grouped broadly in two categories:

i) Social and Demographic statistics and
ii) Economic statistics

The production of social and demographic statistics on changes to Jamaica's population base, social conditions, household income and expenditure, employment, and the labour force, informs policy decisions made by government, business establishments and the community through the measurement of the scale and impact of public policies.

Social and demographic statistics include information on housing, the environment, the labour force, employment, education and training as well as household consumption and incomes. Regular household surveys are conducted to garner this information needed to produce statistical estimates. The cartography unit performs mapping functions in support of the data collection and survey functions.

The Institute will broaden the scope of data that is being collected by expanding the coverage of social statistics. A Social Statistics Unit will be created to give further credence to the impact of social policies.

Critical economic statistics, on gross domestic product, inflation, competitiveness, productivity, and Jamaica's relationship with the rest of the world, are produced so as to enable sound decision-making by government, business establishments and the community.

In the production of economic statistics the Institute carries out collection, compilation, analysis and reporting of statistics relating to business, financial and economic matters at regional and national levels. An up-to-date register of business establishments must be maintained to support the data collection process.

National Accounts, in accordance with the United Nations System of National Accounts, and external trade statistics are produced to provide Government with information on the performance of the economy.

In the development of the National Accounts programme the Institute will begin the implementation of the 1993 System of National Accounts (SNA) on a phased basis. The plan has six steps and will require: the use of supply and use tables, the revision of the Jamaica Industrial Classification (JIC), the harmonization of all classification systems used in STATIN, the revision of the Central Register of Establishments (CRE), the re-classification of holding companies, the introduction of the Producers Price Index, re-introduction of the Production Index, development and expansion of source statistics, improvements in the timeliness of source statistics and the modernization of the trade system.

The timeliness of the external trade statistics is an area of concern and a new trade system has to be instituted in order to bring reports up to date and maintain an efficient system of trade reporting.

In the effort to identify and monitor price pressures as they flow through the economy and as a contributor to an economy wide price change measurement strategy the Institute produces and releases bulletins and reports of the Consumer Price Index. The Producer's Price Index will be calculated and introduced as a dimension of the production prices within the economy at the producers' level. The introduction of this index will strengthen National Accounts reporting.

The Survey of Living Conditions (SLC), conducted annually, assesses the impact of the effects of macroeconomic policies associated with structural adjustment on the most vulnerable groups within the society, Since its inception in 1988 the SLC has collected household data from a subset of the sample covered by the Labour Force Survey. The 2002 round will cover the entire sample of the Labour Force and will have particular focus on the "social safety net" in an effort to arrive at a poverty measurement.

The development, on-going production and analysis of standards are done according to established methodologies and classifications. Data is produced in accordance with United Nation guidelines and recommendations and can be tailor made to satisfy user needs.

2.4 Human Resources

The effectiveness of operations of the Statistical Institute of Jamaica is dependent on the calibre and attitude of staff it employs. The staff must also be kept motivated and encouraged to make suggestions and use their knowledge and skills to the fullest potential to enhance the operations of the Institute.

In order for the strategic objectives to be fulfilled it is necessary to have a strong and vibrant Human Resource Unit. The direction of the Institute with regards to Human Resources is that a partnership is developed between HRM, the senior managers, supervisors and line staff. Staff should actively maintain and improve their qualifications and skills. STATIN will provide: a work environment that is safe and comfortable, opportunities for personal development and reward employees fairly and equitably.

Directors and Unit Heads currently operate mostly in a technical capacity. The new direction will be to perform a more expansive managerial role. A set of human resource policies will be developed which will support the decentralization of personnel functions to heads of divisions/units. These policies will be developed in consultation with staff and will be based on the partnership process. Policies will be developed in a framework that is not "civil service" bound but rather designed to meet the direct needs and requirements of the Institute.

The organization will be developed in a three-year cycle and instituting a learning culture will be paramount.

A new Performance Management and Development system will be implemented to support changes and strengthen performance.

Training programmes will also be developed to support changes and strengthen performance with particular emphasis on training in management to improve managerial and leadership skills. A system to review and evaluate management performance will be instituted as a basis to make changes as necessary.

The focus therefore will be to strengthen capacity.

7.0 DESIRED OUTCOMES AND PRIORITIES

The strategic planning process employed this year focused on analyzing the internal and external environment of the Institute and creating a new organization that can fulfill its vision and achieve its mission.

The Statistical Institute will therefore focus on a number of areas in order to achieve its mandate:

i) Consolidation of Operations
ii) Personnel and the Organization
iii) Service Activities
iv) Technology
v) Statistics
vi) Funding and Technical Assistance

Priority has been given to the following activities:

1. Consolidation of the operations of the Kingston offices at one site by June 2002.
2.Restructuring of and the modernization of the organization to allow for flexibility as well as the development of a client service focus.
3. Improved technology for the trade data base and other systems
4. Improvement in data collections through public education and training of staff.
5. The Capital A projects, which include: provisions for the implementation of the improved GDP estimates, SNA1993; the survey associated with re-basing the CPI, the Household Expenditure Survey; the establishment of the Social Statistics Unit and the Informal Sector Survey aimed at quantifying the contribution of that sector to the GDP.

8.0 PERFORMANCE INDICATORS AND TARGETS

8.1 Key Output - TIMELY AND ACCURATE MONTHLY. QUARTERLY AND ANNUAL REPORTS FOR 2001 -2003 PUBLISHED AS SCHEDULED

Performance Indicator/ Targets

All reports and bulletins disseminated as per the established schedule.

Yr 1
- Reports: Monthly (36), Quarterly (24), Mid-Year (1), Annual (12), SLC tables - February 2003
- Ad Hoc surveys: Tables/reports prepared as agreed
- Improved timeliness of reports: External Trade -Monthly bulletin 8 weeks after the end of the month, Quarterly report 12 weeks after the end of the quarter.

Yr 2
- Reports: Monthly (36), Quarterly (24), Mid-Year (1), Annual (13), SLC tables -November 2004
- Ad Hoc surveys: Tables/reports prepared as agreed
- Improved timeliness of reports: External Trade -Monthly bulletin 4 weeks after the end of the month, Quarterly report 8 weeks after the end of the quarter.

Yr 3
- Reports: Monthly (36), Quarterly (24), Mid-Year (1), Annual (13), SLC tables -November 2005
- Ad Hoc surveys: Tables/reports prepared as agreed
- Improved timeliness of reports: External Trade -Monthly bulletin 2 weeks after the end of the month, Quarterly report 4 weeks after the end of the quarter.

Current performance

Reports - Monthly (36), Quarterly (24), Mid-Year (1), Annual (12), SLC tables -December
Ad Hoc surveys -Tables/reports prepared as agreed

External Trade - Monthly bulletin 11 weeks after the end of the month, Quarterly report 12 weeks after the end of the quarter.

8.2 Key Output - 2001 POPULATION AND HOUSING CENSUS.

Performance Indicators/Targets

Yr 1
- Preliminary Report for Jamaica, the parishes and the constituencies produced by June 2002.
- Final count for Jamaica, the parishes and the constituencies produced by Sept 2002.
- National Report by March 2003.

Yr 2
-Tabulations on the subject areas in the 10% sample, for Jamaica and the parishes produced by June 2003.
- Parish reports presenting main findings prepared December 2003.
- First analytic report by September 2004

Yr 3
- Second analytic report by March 2005

8.3 Key Output - STRENGTHENED LEGAL FRAMEWORK

Performance Indicators/Targets

Yr 1
- Work teams comprising STATIN and other agencies that seek amendments established by December 2002
- Existing legislation reviewed -December 2002

Yr 2
- Issues surrounding legal Framework addressed: Privacy and confidentiality, Dissemination standards and guidelines, Release of data, Breaches
- Legislative needs of the Institute identified
- Collaboration with relevant governing bodies to identify appropriate amendments

Yr 3
- Amendments recommended and seek to have them implemented

8.4 Key Output - IMPROVED INDICES AND ESTIMATES

Performance Indicator/ Targets

Yr 1
- Producers Price index June 2003, Production index Dec 2003 Introduce revised
data collection instruments -begin Sept. 2002
- Geographic digital database begin October 2002
- Commence pilot study for ongoing industry analysis of the economy begin Nov 2002
- Increase and maintain the level of response to questionnaires to at least 80% overall

Yr 2
- Introduce revised data collection instruments - end March 2004
- Geographic digital database 20% complete
- Pilot study for ongoing industry analysis of the economy -end September 2003
- Maintain the level of response to questionnaires to at least 80% overall

Yr 3
- Geographic digital database 40% complete
- Maintain the level of response to questionnaires to at least 80% overall

Current Performance

Level of response to questionnaires -low of 13% for establishment surveys, 80% for household surveys

8.5 Key Output -SOCIAL INDICATORS

Performance Indicator/ Targets

Yr 1
- Social Statistics Unit established September 2002
- Begin data collection for social statistics October 2002

Yr 2
- Publication/social indicators produced March 2004

Yr 3
- Publication/social indicators produced March 2004

8.6 Key Output -HOUSEHOLD EXPENDITURE SURVEY

Performance Indicator/ Targets

Yr 1 - Preliminary data of Survey produced by March 2003

Yr 2 - Report produced

8.7 Key Output - INFORMAL SECTOR STUDY

Performance Indicator/ Targets

Yr 1 - Survey completed

Yr 2 - Results analysed and findings used to refine estimates as identified.

8.8 Key Output -1993 SYSTEM OF NATIONAL ACCOUNTS (SNA 1993)

Performance Indicator/ Targets

Yr 1
- Export and import price indices -begin September 2002
- Production volume and price indices -begin January 2003
- GDP in line with SNA 1993 -begin September 2002
- Construct Supply and Use tables -begin January 2003

Yr 2

- Export and import price indices -complete December 2003
- Production volume and price indices -complete Sept. 2003
- GDP in line with SNA 1993 -complete March 2004
- Construct Supply and Use tables -complete March 2004
- Institutional Accounts -begin September 2003
-Tourism Accounts -1st mission January-March 2004

Yr 3
- Institutional Accounts -begin June 2004
- Tourism Accounts -complete September 2004

Current Performance

National Accounting estimates are prepared in line with the 1968 System of National Accounts

8.9 Key Output - A BUILDING TO CONSOLIDATE KINGSTON OPERATIONS

Performance Indicator/ Targets

Yr 1
- Acquire building by June 2002
- Local Area Network In place by July 2002

Current Performance

Fragmented operations at Church Street and Swallowfield Road offices having implications for reduced efficiency in a number of processes

8.10 Key Output - IMPROVED STAFF EFFICIENCY, PERFORMANCE AND MORALE

Performance Indicator/ Targets

Yr 1
- Completion of staff development plans by June 2002
- Complete revision of job descriptions by September 2002
- Development of job enrichment plan by October 2002
- Implement performance management system by September 2002
-Training needs assessment conducted by April 2002
- Internal training -ongoing
- External training - ongoing
- Citizen’s charter developed and publicized by September 2002
- Organizational structure assessed by June 2002
- Restructuring activities -September 2002

Yr 2
- Completion of staff development plans by June 2003
- Performance management maintained
- Training needs assessment conducted by April 2003
- Internal training -ongoing
- External training -ongoing

Yr 3
- Completion of staff development plans by June 2004
- Development of job enrichment plan by October 2004
- Performance management system reviewed and changes implemented where necessary - September 2004
- Training needs assessment conducted by April 2004
- Internal training -ongoing
- External training -ongoing

8.11 Key output - EFFICIENT ADMINISTRATIVE PROCESSES

Performance Indicator/Targets

Yr 1
- Processes to reviewed and made more efficient as required
- Policies and procedures developed and disseminated -2 policies in September 2002
- Delivery of reports and financial statements-establish deadlines and targets -May
2002, disseminate accordingly

Yr 2
- Processes reviewed and made more efficient as required
- Policies and procedures developed and disseminated as required
- Delivery of reports and financial statements -establish deadlines and targets -May 2003, disseminate accordingly

Yr 3
- Processes reviewed and made more efficient as required
- Policies and procedures developed and disseminated as required
- Delivery of reports and financial statements -establish deadlines and targets -May 2004, disseminate accordingly

8.12 Key Output - IMPROVED TECHNOLOGY/TECHNOLOGICAL INPUTS

Performance Indicator/Targets

Yr 1
- Full network system in place by September 2002
- Appropriate software and hardware purchased
- Trade database 85% complete
- CPI database 30% complete
- Two systems utilizing electronic transfers from Data Providers
- 10% automation of data entry/capture system

Yr 2
- Determine and document data warehousing database and linkages and purchase of some of the equipment - Dec 2003
- Appropriate software and hardware purchased
- Trade database 100% complete
- CPI database 100% complete
- National Accounts database 20% complete
- Determine other data sources
- 35% automation of data entry/capture system

Yr 3
- 50% compilation of data warehouse
- Appropriate software and hardware purchased
- National Accounts database 100% complete
- 60% automation of data entry/capture system

Current performance

Hard copies submitted by data providers. Manual data entry/capture system in place.

8.13 Key Output - IMPROVED COMMUNICATION

Performance Indicator/ Targets

Yr 1

Internally
-Intranet system and linkage of databases implemented by Sept. 2002.

With the general public
-Continuous improvement in the quality of the website and internet link
-Data dissemination standards developed and communicated -June 2002
-20% increase in requests for data
-Links with Fiscal Services developed by December 2002

Yr2

Internally
-Maintenance and linkage of new databases

With the general public
-Continuous improvement in the quality of the website and internet link
-Data dissemination standards developed and communicated -Ongoing for new areas
-Links with public -other data sources determined

Yr3

Internally
-Maintenance and linkage of new databases

With the general public
-Continuous improvement in the quality of the website and internet link
-Data dissemination standards developed and communicated - Ongoing for new areas
-Links with public -Developed linkages by December 2004

8.14 Key Output - FUNDS AND TECHNICAL ASSISTANCE TO FACILITATE MODERNIZATION

Performance Indicator/ Targets

Yr 1 - Continued and timely budgetary support of the MOFP
- Technical assistance acquired in:
* change management
* technical/statistical programmes
* reorganization/re-engineering

Yr 2 - Continued and timely budgetary support of the MOFP

Yr 3 - Continued and timely budgetary support of the MOFP

Current performance

Operating below full staff complement and minimal development made because of lack of funds

9.0 INSTITUTIONAL ASSESSMENT

A major staff meeting, with all members of staff from all over the island, was held in February 2001. Information from the meeting formed the base for the internal assessment. In July 2001 a strategic planning retreat, which was facilitated by an external consultant, was held as a follow-up to the staff meeting. Participants included representatives from a number of external stakeholders, senior management, programme managers and the Institute's board members. The external environment was assessed and the internal assessment completed.

The Corporate plan 2002-2005 and Operational plan 2002-2003 have been prepared to chart the course for the modernization of the Institute in response to the needs assessments that have been done.

SWOT Analysis

Strengths

The following were seen as strengths -

-Calibre of STATIN employees
- Loyalty of staff
-Commitment of staff
-Dedication of staff
-Experienced field staff
-The quality of work
-Official data collecting agency
-Infrastructure
-Our own Printing Unit

Weaknesses

The following were seen as weaknesses -

-Financial constraints
-Demotivated staff
-Low salary
-Poor Communication internally and externally
-Location/Separate accommodation
-Outdated equipment
-Environmental conditions
-Lack of a positive self and public image
-Timeliness of data produced
-Mistrust of management
-Reduced availability of training programmes/opportunities
-Timeliness of publications
-Outdated Technology
-Too much bureaucracy
-Under-utilization of our human resources
-Few promotional opportunities

Opportunities

The following were seen as opportunities -

-Income earning potential
-Commercialize the Printery
-Provide data to international organizations
-Develop stronger links with the school system
-Market/Sell office services
-Improve interaction with communities
-Maintain our regional link
-Increase revenue from publications
-Staff members being ambassadors for STATIN
-Review our publications

Threats

The following were seen as threats -

-Brain drain as a result of lack of mobility
-Competition from other data collection agencies
-Job security
-How employees carry and conduct themselves
-Lack of implementation
-Low staff morale
-Public perception of our data
-Globalization
-Political interference
-Lack of financing from Central Government

Products and Services (The What)

The products and services of the Institute were defined as:

-Training
-Statistical info and data
-Printing Services
-Data Entry
-Publishing/Internet
-Conducting Surveys, Research, Data Analysis
-Technical and Advisory Services
-Office Services

Key Stakeholders and Benefits (The Who)

The key stakeholders, now and in the foreseeable future, of the Institute and the benefits they will receive from their partnership with STATIN are:

Private Sector Organizations

- Info for Planning and Decision-making
- Technical and advisory services
- Conducting surveys, research

Government of Jamaica

- Data, statistics, information for countrywide & sector planning
- Technical and advisory services
- Conducting surveys, research

Government Agencies

- Data inputs for economic planning & analysis
- Budget and economic data
- Technical and advisory services
- Conducting surveys, research

Non-Governmental Organizations (NGOs)

- Data and information for planning
- Technical and advisory services
- Conducting surveys, research

Public (at large)

- Information to make investment decisions
- Information on the country (generally)
- Technical and advisory services
- Conducting surveys, research
- Printing and office services

International Agencies

- Statistical Information for planning policy and programs
- Data for international comparisons
- Technical and advisory services
- Conducting surveys, research

Students

-Research information

Employees

-Secure employment / income
-Good working environment and climate
-Professional growth and training
-Recognition

Educational Institutions

-Statistical data
-Technical and advisory services
-Conducting surveys, research

Trade unions

-Data for salary negotiations
-Technical and advisory services
-Conducting surveys, research

Critical Inputs and Processes (The How)

The necessary inputs and processes needed to deliver products and services to our clients are:

-Professional, competent, dedicated Human Resources; Technical expertise
-Appropriate structure, technology, systems and processes
-Efficient data gathering; sound research and survey capabilities
-Quality analysis, data processing and publishing
-Networking and collaborating

10.0 MAIN STRATEGIC ISSUES AND NEW DIRECTIONS

10.1 Desired Image

The desired image as defined by all stakeholders is that of a competent, knowledgeable and proficient Institute. We must be viable, efficient, reliable, professional, service oriented, and client/stakeholder driven. Our clients must see information and services produced as reliable, accurate, objective, credible, user friendly, accommodating and confidential.

The time is right for a change in approach and a new structure should be created that:

a) is flexible
b) is decentralized
c) is proactive
d) is networked
e) is implementation oriented
f ) is project oriented
g) is client/results driven
h) has personnel that are knowledge driven
i) has an organizational climate that is consensual
j ) is partnership oriented
k) is focused
I) is visionary/long term in its goals and policies
m)gives value for money
n) employs more electronic processes in performing tasks
0) generates a quick turnaround time in reporting information

10.2 Philosophy and values

The principles for conduct of activities within STATIN will be developed on the basis of:

i) respect for the individual
ii) excellence in leadership and management
iii) a results oriented approach to our work
iv) teamwork and cooperation
v) client focus internally and externally
vi) honesty, integrity and truth

What STATIN will do for staff

-Treat all staff in a fair and respectful manner
-Provide for staff, a safe, healthy and productive environment
-Discuss issues that affect staff
-Explain the reasons behind decisions
-Collaborate (management and staff) to design challenging and rewarding jobs
-Encourage innovation and adaptability to change
-Provide or identify appropriate training and opportunities for career advancement and
development of skills
-Foster communication, information sharing and teamwork between all levels, offices and
workgroup
-Build a performance culture by setting goals, recognizing and rewarding good performance, and by remedying under-performance
-Provide employment arrangements that help balance work demands and personal circumstances
-Provide support to staff in times of transition or difficulty
-Value the different perspectives that a diverse workplace provides

What STATIN expects of staff

-Understand and support STATIN's values and policies and contribute to fulfilling the
Institute's mission
-Help build teamwork, a cooperative spirit, and information sharing across the organization
-Understand the needs of providers and users and cultivate good working relationships
with them
-Uphold the integrity and reputation of STATIN and act as good representatives of the
Institute
-Display innovation and adaptability to change
-Seek and embrace opportunities for developing the skills needed by the Institute
-Continually examine work processes to find opportunities for improving performance, and
act to realize the improvements
-Strive to meet agreed goals and performance standards
-Provide timely, honest, and constructive feedback
-Respect the diversity of perspectives and competencies that individuals bring to teams
-Treat colleagues with fairness and respect and avoid behaving in ways that may cause
offense or distress

The philosophy and value statements from which the Institute will operate are detailed in Appendix 4.

10.3 Conclusions

The Institute has been operating below an efficient level in terms of staffing and equipment over the past three years. Accordingly, very little developmental work has been undertaken. At this time STATIN needs to be able to overcome some of these hurdles and begin the move towards becoming an efficient organization.

The new directorate will be 'action focused', and the overall programme will result in a clear set of outcomes and objectives.

There will be regular reviews to ensure the best response to the achievement of outcomes.

The policy on a 'need to know' basis will be frequently reviewed in order to encourage the free expression of views and opinions.

The Timeliness of reports will be improved. A client service culture will be instituted and new products and services introduced as dictated by the needs of our clients.

The Kingston operations will be consolidated in order to improve efficiency and communication within the Institute.

11.0 STRATEGIES

The Strategies that the Institute will employ in order to achieve desired outcomes are:
Overall Strategies

Improve the timeliness of publications

-implementation plan for the improved data collection/extraction system
-improve technology (reduce manual processes)

Study changing data requirements and translate user needs into new products and services and/or enhance existing products

-1993 System of National Accounts
-Informal Sector Study
-Household Expenditure Survey (leading to a re-based CPI)
-Establish a Social Statistics Unit (leading to additional social indicators) .

To consolidate office operations in the Kingston and St. Andrew area in order to improve efficiency and communication within the Institute

-acquire building
-install network system

Functional Strategies

Client Services

To institute a client service culture for all practices and programmes

- define role and responsibilities of the Institute to its clients and the client to the Institute
- develop and publish high client service standards
- evaluate and report regularly on performance against standards set
- continuous improvements to exceed client requirements
- develop and implement system to evaluate performance and client satisfaction
- develop and implement client service training programmes for staff
- develop and introduce a system of performance evaluation for staff
- develop and publish complaints procedure
- develop and publish Citizen's charter

Human Resources

To strengthen Human Resources in order to support operations and achieve strategic objectives -recruit and retain competent, qualified staff

- develop and communicate job standards
- develop job enrichment practices
- create staff development plans with specific goals for each employee

To create an organization structure that is flexible and supports the work of the Institute

- Design structure that supports workflow
- Reorganize to support change
- Restructuring into new structure
- Reorientation according to new demands
- Technical Assistance
- Employ services of a consultant to assist with the restructuring and lead the change management process

Information Systems and Information Technology

To strengthen the technology required to support systems and increase efficiency

-research for identifying appropriate technology and systems for establishing data warehouse
- establish databases and linkages
- implement data warehouse
- improve security of information
- implement system to back up data
- establish links with data providers to facilitate electronic transfer
- implement intranet system and linkage of databases
- continuous improvement in quality of the website and internet link
- develop data dissemination standards and enhance dissemination services
- implement and upgrade special dedicated systems
- acquire, maintain and improve:
* Geographical Information System
* Human Resource Management Information System
* Accounting packages (General Ledger and Payroll)
* Statistical software
* Office Tools
- modernize data conversion methods
- training
- technical assistance

Financial

To acquire technical assistance and funds to facilitate change

- continued budgetary support
- prepare project proposals
- seek and acquire technical assistance
- identify and acquire funding

Legislation

To strengthen the Legal Framework to support and enhance the operations of the Institute

- Identify legislative needs of the Institute
- Research all Legislation in relation to needs of the Institute with particular focus on:
* Statistics Act
* Official Secrets Act
* Copyright Act
* Freedom of Information Act
* PIOJ Act
* BOJ Act
* Companies Act
* NRCA Act
* Land use (NLA legislation) -e.g. Registration of Titles Act and
* Land Surveyors Act
- Establish teams comprising STATIN and other agencies that seek amendments
- Collaborate with relevant governing bodies to identify appropriate amendments
- Recommend amendments and seek to have them implemented
- Address issues surrounding legal Framework
* Privacy and confidentiality
* Dissemination standards and guidelines
* Release of data
* Breaches

Sustainable Development Strategies

To develop and implement efficient business/administrative processes

- reduce wastage of water and electricity
- develop procurement policy in keeping with Green Procurement
- develop disposal policy and ensure proper management of activity
- conduct cost benefit analyses and institute findings
- assess processes and increase efficiency while reducing operational costs

12.0 MEDIUM TERM FINANCING PLAN

Item-------------------------2002/2003 ----------------2003/2004 -------------2004/2005

-------------------------------- J$ '000 ----------------------J$ '000------------------J$ '000

General Administration ---122,142

Revolving loan/Contributions --3,056

Purchase of Building ------150, 000

Total General Administration--- 275,498 --------------------- 104,786-------------------126,273

Printery --------------------------------14,555 --------------------- 16,501------------------- 24,751

Information Technology --------- 37,430 --------------------- 44,673 ------------------- 45,290

Technical Services ---------------- 174,152 ---------------------- 94,972 ------------------ 208,180

Total Recurrent Budget -------- 501,635 ---------------------- 360,932 ------------------ 404,494

Capital A Projects ----------------- 77,734 -----------------------23,662 --------------------- 12,805

Total Budget -------------------579,369 --------------------384,594 ---------------- 417,299

Salary Arrears 2000- 2002 ---- 27,513

Total Funding ------------------606,882 ----------------------384,594----------------417,299