8.8 Relationships with other organizational policies, strategies, and frameworks#
As noted in the UN NQAF Manual, a quality management framework is one of several policies, strategies, and frameworks that are likely to be in place in an NSO. These other mechanisms are likely to have a much less direct but still significant effect on quality management. In any case, for effective planning and functioning of the organization as a whole, all such mechanisms should be harmonised. A quality management framework is most effective when it has been built into the organizational structure in such a way that quality practices and procedures are integral parts of other mechanisms.
Thus, the formulation of a quality management framework requires an in-depth and thorough review of these other mechanisms. The following paragraphs outline some of the mechanisms that should be considered.
8.8.1 Top management meetings#
Every NSO is likely to have weekly or fortnightly meetings of top management at which key decisions regarding ongoing operations are made. It is important that quality management has a voice at such meetings. This can be achieved by ensuring that one member of the top management is the “quality champion” and/or that there is a quality committee that can expect access to the meetings on a regular, say quarterly, basis to review the quality dashboard and any significant quality problems and proposals for improvement, and that can obtain immediate access to the next meeting in the event of a major quality issue that must be addressed immediately.
8.8.2 Multi-annual planning process#
Every NSO is likely to conduct periodic discussions of the multi-annual plan, covering the extent of its achievements, and its extension to future years. It is important that quality management is included herein, to ensure that consideration is given to quality improvements that have been identified and need an injection of resources. Further, resources should be set aside to support the quality team in promoting a culture of quality and in developing quality tools.
This can also be achieved by ensuring that one member of the top management is the “quality champion” and/or that there is a quality committee that can expect access to the multi-annual discussions.
8.8.3 Performance management/audit#
Performance management typically includes quality goals. Quality management typically includes performance management goals. Thus, it is vital to ensure that, if a performance management/audit programme exists, it should be coordinated with the quality management framework to avoid any inconsistency in messages or overlap in activities.
For example, program management can take advantage of the outputs of quality monitoring and evaluation. Conversely, evaluation of statistical process quality may be conducted jointly with performance management. For example, in 2006, Statistics Canada commenced evaluation of statistical processes, on average about five processes per year. The activity contributed to a growing awareness of quality assurance and a shift in attitude from fear of exposing weaknesses to a more constructive view of risk identification and mitigation. By 2014, the organization had reached a point where it did not need such a labour-intensive mechanism. Thus, it discontinued the evaluation process on the grounds that the measurement of program performance and delivery gave sufficient oversight into quality.
8.8.4 Risk management#
Risk is defined as the effect of uncertainty, where an effect is a deviation from what is expected, whether positive or negative, and uncertainty is the state of deficiency of information related to the likelihood or consequences of an event. Risk is often expressed as a combination of the consequences of an event and the associated likelihood of occurrence.
Risk management is the identification, evaluation, and prioritization of risks accompanied by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of events with negative consequences. Many NSOs have a risk management framework. While it traditionally focuses on financial management, security and safety, risk management can be applied to statistical production. Quality gates are a particular example.
As noted in Chapter 8.2.4 — ISO 31000:2018 Risk Management, risk management and quality management are closely related. Quality practices are easier to understand and their value easier to recognise when they are framed in terms of the risks they mitigate. Quality indicators can be inverted to become risks. Quality management and risk management are both more likely to succeed when they are coordinated and jointly incorporated in day-to-day activities. They should not be independently developed and actioned.
8.8.5 Metadata management#
Quality and performance indicators are metadata. Quality evaluation depends on metadata. Quality reports are metadata.
Thus, quality management and metadata management are closely related and should be harmonised. Quality related metadata should be maintained in accordance with organizational metadata management policies and make use of organizational metadata management tools. Conversely, metadata management facilities should address quality management needs, for example, for storage of, and ready access to quality and performance indicators and quality reports.
For example, Eurostat published the 2020 version of the ESS Handbook for Quality and Metadata Reports (EHQMR). It combines and supersedes the ESS Handbook for Quality Reports, 2014 and the Single Integrated Metadata Structure and its Technical Manual, 2014 (🔗), as was discussed in Chapter 8.3.2 — European Statistical System – quality management standards, guidelines and tools.
As stated in the UN NQAF Manual, metadata management can be facilitated and guided by the use of standard models such as the GSBPM and the Generic Statistical Information Model (GSIM) The GSIM is a reference framework of internationally agreed definitions, attributes and relationships that describe the information objects used in the production of official statistics. It covers all the information objects used in phases of a statistical process and is consistent with Common Metadata Framework, Part A (🔗), which identifies 16 core principles of statistical metadata management applying the design and implementation of a statistical metadata system. Further details of metadata management are provided in Chapter 14.3 — Managing statistical data and metadata.
8.8.6 Human resource management#
Quality management needs should be considered in human resource management, in particular, the needs for recruitment and training of staff for a quality unit, the training of methodology and survey staff in the use of quality guidelines and tools, and the training of all staff in quality management principles.