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Developing NSO Professional Capability : 

Developing NSO Professional Capability Statistical Institute for Asia and the Pacific Ninth Management Seminar Heads of National Statistical Offices September 2010 Geoff Bascand

Statistics New Zealand People Strategy : 

Statistics New Zealand People Strategy Exceptional leaders Influential connectors Intelligent communicators Expert professionals  capability framework

Capability framework defines competencies and establishes : 

Capability framework defines competencies and establishes Generic skills Communication, work & project management, etc Business-specific, subject matter skills National accounts, health statistics, IT, etc Statistical skills Basic / quantitative Core statistical Specialised and advanced skills

Balancing internal capacity and external skills : 

Balancing internal capacity and external skills Recruitment, training & development supply most skill needs Specialised skills often obtained externally International exchange and knowledge sharing Commissioning third-party advice and review Bringing external experts into the NSO for joint work NSO also promotes and builds statistical skills in other agencies

Commissioned third-party advice : 

Commissioned third-party advice Non-profit satellite account Sector knowledge lacking External stakeholder reference committee Consultation and 2-way communication Crucial information-gathering & feedback Productivity statistics Expert knowledge lacking in some areas Secondments from other NSOs Peer review by external experts Technical advisory committee

Bringing external experts into the NSO for joint work : 

Bringing external experts into the NSO for joint work Innovative new longitudinal datasets using mixed admin and survey data External capability was critical to their success Longitudinal Employer-Employee Database External sponsor & user groups Specialist data warehousing IT skills contracted in Subject matter experts and research analysts seconded in Development team of 9: 6 internal, 3 external Production team of analysts: 5 internal, 5 external

Bringing external experts into the NSO:2 : 

Bringing external experts into the NSO:2 Longitudinal Business Database 2 internal analysts and 2 external seconded researchers Data integration, survey design in harmony with admin data, priority setting for data integration Joint research papers and analysis of data properties

Benefits of co-opted external skills : 

Benefits of co-opted external skills Stronger user perspective and understanding of data uses Researchers gain better understanding of data generation process and NSO capabilities Mentoring and skill development of NSO staff Access to and utilisation of specialised skills otherwise unaffordable to NSO Promotion of datasets amongst local & international user community

Challenges in co-opting external skills : 

Challenges in co-opting external skills Managing confidentiality and access to embargoed data Balancing user needs of policy agency with independence and reputation of NSO Differences in working methods and release practices Having adequate capability to benefit from mentoring

Conclusions : 

Conclusions Most capability needs to be recruited and developed in the NSO Important new datasets and new statistical measures have been built by co-opting external skills into the NSO Key benefits are: Capability development Strengthening relationships between the NSO and external users

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