1. Coordination of data collection 23 October 2013

2.  Hilmar Bojesen; Director of Business Statistics since 2008; M. Econ.  Carsten Zornig; Head of Division since 2012; M. Econ. Presentation 2

3. Sales and Marketing Lars Thygesen Customer Centre Per Knudsen Interview Services Peter Linde Research and Methods Ivan Thaulow Peter Stoltze International Consulting Lars Thygesen Business Statistics Hilmar Bojesen Business Dynamics Peter Bøegh Nielsen Claus Andersen Short Term Statistics Finn Jensen Food Industries Peter Vig Jensen Business Registers Peter Glæsel Steen Eiberg Jørgensen Business Surveys Carsten Zornig Hanne-Pernille Stax Economic Statistics Kirsten Wismer National Accounts Ole Berner Timmi R. Graversen Government Finances Kirsten Balling Annette Thomsen Prices and Consumption Henrik Sejerbo Sørensen External Economy Søren Schiønning Andersen Casper Winther Economic Models Jes Asger Olsen National Statistician Jørgen Elmeskov Social Statistics Niels Ploug Population Anita Lange Education Henrik Bang Labour Market Sven Egmose Earnings and Absence Steen Bielefeldt Pedersen Welfare Preben Etwil User Committees The Board for the Economic Model ADAM Management Office Kim Voldby Pedersen Bente Dyrberg Statistics Denmark’s Organisation 1 October 2013 User Services Karin Ravn Communication Carsten Zangenberg Annegrete Wulff Personnel Marius Ejby Poulsen Finance and Service Søren Jensen Peter Sandager IT Torben Søborg Karsten Bjergkvist Povl Valeur The Board The Ministry of Economic and Internal Affairs

4. Business statistics  90 mandatory business related surveys  10 voluntary business related surveys  65.000 respondents  500.000 yearly reports  17 surveys comprised by mandatory digital reporting  150 exemptions from mandatory digital reporting Interview Service  8 permanent interview surveys (e.g. Vacation and Business Trips, Consumer Expectations, Permanent Consumer Goods, Use of it in the population, SILC (Social Income and Living Condition), CVTS (Supplementary training in enterprises).  50-60 ad hoc voluntary interview surveys Social and Economic Statistics  Consumption survey  Labor Force Survey (outsourced)  Purchase of data on tourism revenues Data collection in figures; status 2013 4

5. Social statistics (2013: app. 30 man-years; including interview service for customers)  Mainly register-based statistics  Voluntary surveys (non-mandatory)  Most surveys are coordinated and conducted by the Interview unit (exemption e.g. Labor Force Survey)  Standardization of methods for questionnaire design, sampling, imputation, etc. The organisation of data collection; 1 5

6. Business statistics (2013: app. 35 man-years)  Mainly surveys (but widespread use of registers, i.e. VAT and Accounting Statistics)  Mainly mandatory for respondents  Transition process from stove pipe to centralized, standardized digital systems Focus on the restructuring of data collection in Business Statistics in this presentation The organisation of data collection 2 6

7.  Stove pipe systems (design, data collection and data processing and error correction); centralized dissemination  Individual design of questionnaires and communication with respondents  Mainly paper-based data collection (few system-to-system reporting systems)  Individual design of error-correction, adjustment and imputation methods  Difficult/impossible to trace the data compiling process Starting point for Business Statistics 7

8.  Centralize data collection for business statistics  Digitalization (Virk.dk)  Develop and implement standard systems  Standard work processes  Gradual process; primarily supply-driven; a high degree of autonomy kept in the statistical offices  4 statistics (Intrastat, Industrial Production, Retail Sales and Employment in Building Sector)  4 individual systems for data collection; partly manual  Scanning a central mean Purpose regarding data collection 8

9. Reorganization of Business Statistics (from 10 to 5 units):  Central data collection and Methods Unit  Unit for Business Registers  3 (7) Units for statistical processing served by functional units Major new initiatives:  Plan and time-table for coordination of data collection  Plan for transfer of a number of new statistics every year to central unit  New team for central questionnaire design - standardization  New IT-measures for questionnaires (Infopath)  Common digital processes – away from paper and telephone  Integration of business registers (including farming, geo-data etc.) 9 From 2008; increased focus

10. Digitalization  Government policy; all communication towards businesses should be digitally by the end of 2015; change in the Act on Statistics Denmark  Common reporting platform (virk.dk)  Government authorisation form (NemId) for secure transmission of data  Official communication via Digital Post Standardization of processes in Statistics Denmark  Data receipt (XIS and CEMOS)  Data administration and journal (IBS)  Data Archive (from 2012)  Use of Business Registers (common units)  Frozen versions of Business Registers  Gradual transition to digital reporting and communication in all processes Digitalization and standardization 10

11.  A continued focus from the management  Responsibility for the statistical process changes  Communication; a challenge (Cooperation agreements)  Transfer of resources (standardized) and persons  “Organizational slack – we perform better in the present state; and we use the resources in a more cost efficient way” Changes in attitudes – more positive - over time:  Questionnaires  Standard systems  Business registers Overall experiences in data collection 11

12. Organizational:  New procedures for staff with many years of experience in the same working area  Internal motivation related to changes in working routines  Shifts in responsibility areas Quality:  Higher data quality; initial error checks in the online form and no interpretation of figures  New working routines in enterprises due to shift from offline to online reporting  Lower response rate due to digital signature Organizational and quality experiences 12

13. Overall: acceptance and recognition of the benefits of the organization  30 surveys (app. 85 per cent of reporting) in central data collection unit  Use of standard systems to a great extent  All questionnaire design and development standardized  Standard process of data collection and management in the data collection unit  High degree of user satisfaction with the questionnaires and reporting systems  By the end of 2015 almost all business surveys are centralized and all communication is digital But:  For specific surveys stove pipe systems are still used  The expected savings have not been fully realized  The change of the data collection organization took almost 10 years (far too much) Results; Status 13

14.  An overall master plan with the ultimate goals and changes  A clear organization and plan for the transition  Discussion with the organization with description of the impact of the daily work, before start of the project  Continuous focus from the Managing Director and the managing team of the progress  The transition process should be of limited time span  Well-functioning standardized systems, how to use these Lessons learned 14