1. SLOVENE NATIONAL STATISTICS
International
relations MF
SORS BS
AJPES
Slide 2: Internation Co-operation
It is important, as it very much contributes to institutinal stranhthening (administrative capacity and statistical infrastructure), know how and more funds available
At the biginning it is centralized, graually dentralized
SORS Statistical co-operation with international organizations and Eurostat was, at the beginning Rther centralised. The more international and especially AC requirements were part of experts' daily work and statistical experts able to respond to changes, the more the responsibility has been attached to middle management (heads of units), while senior management has kept the responsibility for developing and setting general objectives (guiding) and supervision and yet also not so rarly in daily operations. ES
PD I I
IPH
HII

2. STRATEGIC MANAGEMENT IN SLOVENE STATISTICS
The role of International Co-operation
Legal Framework /strategic decisions
Strategic Management Framework
Co-ordination
Discussion

3. THE ROLE OF INTERNATIONAL CO-OPERATION
To a great extent contributes to strenghtening of NSI
Needs to work closely with the DG/high management and provide support for
(pro-)active interventions and decision-making
Needs to be well co-ordinated and fully integrated into daily work

4. LEGAL FRAMEWORK
OF SLOVENE STATISTICS ENABLES:
Rapid adoption and implementation of strategic objectives and operational tasks
Strong co-ordination
Access to all administrative records at micro level, with ID numbers
Authorised producers have to separately organize statistical activities and respect statistical principles (confidentiality, etc.)

5. NATIONAL STATISTICS SYSTEMBS
HII
statistics MF
statistics
statistics
SORS
statistics SC
SAC
AJPES
statistics ES
statistics
statistics
IPH
PDI I

6. LEGAL FRAMEWORK (cont.)
Important issue: the status of NSI, reflected in involvement of NSI’s DG in budgetary discussions & relevant government committees
Difficult issue: enforcement of the right to have access to micro data in all administrative sources (tax data) for statistical purposes
Solution: co-operation agreements with all holders of administrative sources

7. LEGAL FRAMEWORK (cont.)
Lessons learned:
Long-term process, EU assistance,lobbying
Team work, strong involvement of high management
Balance between advanced
and adopted solutions
Adoption/implementation
in hands of NSI

8. STRATEGIC MANAGEMENT FRAMEWORK MONITORING OF STATISTICAL NEEDS
Mechanisms: needs assessment, (pro-activness in governmental bodies), daily needs monitoring (national +EU) on all levels;
Structures for monitoring and assessments of needs (SORS, SC and SAC)

9. STRATEGIC MANAGEMENT FRAMEWORK FORMULATION OF STRATEGY
Changes in AC = changes in objectives = reformulation of a strategy
The core issue of present strategy are users, reflected in:
Mission
Vision
Values and
Strategic objectives
Strategy incorporated in the Mid-term PSS

10. STRATEGIC MANAGEMENT FRAMEWORK PRIORITY SETTING
Mid-term/annual programmes and priorities
More flexible adoption of MP and AP
Demands/priorities for statistics justified by users (SC+SAC) – needs balancing
New urgent needs incorporated in AP, resetting
Monitoring of needs and priority setting a permanent, continuos task for better statistics

11. STRATEGIC MANAGEMENT FRAMEWORK FORMULATION OF STRATEGY (cont.)
Lessons learned:
Without strong co-ordination, the possibility to formulate a strategy is limited
A good strategy has limitless possibilities of application (visibility, resources)
Follow-up and reporting on programmes important for greater quality and visibility

12. STRATEGIC MANAGEMENT FRAMEWORK RESOURCE MANAGEMENT
Work programme is prepared on the basis of the resources (national +Phare + selling)
New urgent demands require resetting of priorities and increase of efficiency of national statistics
The better needs monitoring, the less new urgent needs, fewer interventions in AP
Best combination of data sources and resources available for outputs is a permanent challenge
Postponed tasks stated in AP (too low budget)

13. STRATEGIC MANAGEMENT FRAMEWORK HUMAN RESOURCES
Competency of staff and knowledge increases administrative capacity of SORS and is a strategic objective, therefore:
Career promotion programmes
Recruitment of trainees, scholarships
Internal training by well established reporting system from variety of meetings, available to anybody on the bulletin board
Measurement of staff satisfaction

14. CO-ORDINATION RELATIONS WITH USERS
It is SORS high interest to have the consent of users on needs/ priorities, e.g. their high involvement in programmes – Users forums
Provisions on the users’ forums are incorporated in the National Statistics Act
Statistical Council: strategic & development issues
Statistical Advisory Committees (24) for different fields of national statistics (528 persons involved) and
Other forms of co-operation
Measurement of users satisfaction

15. RELATIONS WITH OTHER INVOLVED
Each groups requires different treatment:
Public authorities – co-operation agreements with holders of administrative sources
Data producers
Media
Research and Academia

16. Discussion