Page 39 - Invited Paper Session (IPS) - Volume 2

IPS178 Barend de Beer
Diagram 1: Stakeholder engagement framework (SEF)

The author views the strategic pillars of Statistics Canada’s respondent
relations management programme as a good base from which to develop a
fully-fledged respondent management framework. Although the respondent
is identified as the main stakeholder, it is not necessarily the sole stakeholder.
Strategic partnerships should also be formed with other stakeholders within
the Bank as well as externally to augment/strengthen the ability to source
higher quality input data. This could be due to various reasons such as the
mandate that other departments within the Bank have which could support

the data sourcing effort. This type of relationship can similarly exist with
external organisations in the NSF where mandates for data sourcing might be
combined to reduce respondent burden and improve response rates. In either
of these instances, the identified stakeholder should be managed as a key
stakeholder within the first component SEF, which implies that they should
understand the Bank’s statistics mission, vision and brand as well as the clearly
defined stakeholder value proposition. An alternative way of thinking of the
respondent as a stakeholder is through the microdata approach to data
collection. In this instance there is a joint commitment by the industry and the
Bank to invest in the infrastructure for the compilation of granular statistics
with micro data measurement structures on a voluntary basis in order to
increase benefits and reduce costs in the medium to long-term.
The principle activity contained in the SVC for component 2 relates to the
transformation of input data to compiled statistics and the complex and
involved process this entails. In this regard statisticians need to identify
internal as well as external stakeholders that contribute to this component of
the SVC. Internally this would be the process of managing all stakeholders
within the Bank that could make a contribution. Strategic partnerships would
typically form a key element here and could for example entail involving other
departments in the Bank to enhance the statistician’s ability to do accurate

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