1. Analysis of interest groups

The development of the Mission and Vision of organisations is based on the ability to focus on interest groups and to address and prioritise their needs and expectations in a balanced way.

Therefore, the Eustat interest groups have been revised since the last Strategic Plan 2016-2020.

The analysis, carried out through questionnaires, confirmed 36 interest groups, which have been classified using the Power/Influence Matrix and the Salience Matrix.

The needs and expectations of these groups can be found in the Basque Statistics Plan, which describes how they can be met by Eustat’s activity.

The results obtained from the Power/Influence Matrix, which classifies the interest groups according to the power they possess and their influence on achieving the Vision, are summarised in the following chart:

The salience matrix is established based on three factors: power, legitimacy and urgency.

Power is defined as the capacity of the interest group to persuade, prompt or exert pressure on the organisation to take certain actions.

Legitimacy is the perception that an organisation’s actions are appropriate within a social system of norms, values and beliefs.

Urgency refers to the fact that certain needs of an interest group call for immediate action.

The matrix helps to ascertain the type of relationship needed with each kind of group and indicates how easy or difficult it will be to develop different policies. The results of this salience matrix are shown in the chart below:

This classification of interest groups allows us to fix priorities in the analysis in terms of possible strategies, understand the potential of these groups to have an influence on the organisation as a whole and to rank what needs to be done in chronological order.

2. Identification of ecosystem actors

Ecosystem actors linked to Eustat’s strategic change have been identified and their expectations about the relationships that must be established in the future have been determined.

We can see that there are those that maintain win-win relationships, in line with the strategic change that Eustat wants, and that need each other to establish a joint value proposition.

One important aspect is that each actor must itself evolve in order to continue being an effective/attractive member of the ecosystem.

This is summarised in the following image:

3. Internal analysis

The internal analysis focuses on analysing the trends in the performance of the organisation. In turn, these trends allow us to understand current and potential capacities, and capacities that could potentially be improved.

To perform the internal analysis, an information collection matrix has been used that is based on the analysis of the existence and recurrence of management problems within the organisation, which is then contrasted with the strengths.

The recurrent problems were identified during this process, and of these, 6 were prioritised according to their frequency. These were then analysed in order to:

• 1. Reach an agreement on them
• 2. Identify the possible origin of the recurrent problem in question
• 3. Identify the nature of its origin and the nature of its effect.

After analysing these problems, they were then assessed according to their origins and their effects:

In the origin/effect matrix, the high percentage of strategic problems with a strategic effect stands out. These data are then used to consider the effect of external events on Eustat’s own strategy.

Likewise, of particular note is the significant percentage of operative problems with an operative effect on the organisation

4. Mission, vision and values

Once the information has been analysed, we then progress towards developing the strategy and its policies of support. To do this, it is necessary to update the Mission, Vision and Values so that they are in keeping with the conclusions reached.

Mission

The Mission identifies and integrates the key results to obtain, as well as the key skills that are the basis for creating worthwhile services for each of the interest groups.

Eustat is the public body of the Basque Country that produces contextualised, quality official statistical information for the Basque public administrations, social actors and society. It transforms data into information and knowledge to contribute to evidence-based decision making using the most advanced tools and methodologies.

Vision

The Vision sets the goal that Eustat needs to move towards in the long term based on the strategies, policies and key results. It is the guide that allows the current direction as well as future adjustments to be selected. It is also the basic criterion for the ongoing evaluation of the progress made throughout the strategic cycle.

To be a key actor in providing high quality data for the Basque Country by creating a public data ecosystem that will consider issues such as availability, consistency, integrity and security of data, establishing processes that guarantee effective data management.

• This data ecosystem will be aligned with the Basque digital transformation strategy based on the standardisation and normalisation of data.
• It will be a collaborator in the virtualisation of data for the Basque Country at the various administrative levels (Government, Provincial Councils, Local Councils and State Administration operating in the Basque Country), in order to have efficient access to said data and optimal use of the information available from the Public Administrations.
• To improve data analytics and data visualisation tools for evidence-based decision making within the value chain of statistical data.
• It will serve research staff by providing structured information and ensuring data anonymisation through masking, pseudonymisation, encryption or tokenization techniques.
• In any case, it will cater for users’ needs by adapting to them.

Values

Values are defined as the principles or philosophies that guide the internal conduct of the organisation and its external relations. They set expectations when faced with dilemmas, and they set out what is desirable and what is not. They must have a direct effect on the conduct of members of the organisation.

• Professional independence
• Technical accuracy
• Confidentiality
• Ethics and integrity
• Commitment to quality
• Client orientation
• Teamwork
• Continuous improvement
• Transparency of results
• Social responsibility

Strategic approaches

Strategic approach 1

Position Eustat as the central actor in the Basque data ecosystem by forming a strategic change team, securing alliances with interest groups, cooperating in the implementation of data governance and establishing the necessary policy changes to adapt to this new strategy.

Strategic approach 2

Increase the visibility of statistical information, promote the new role in the data ecosystem and improve public perception of Eustat’s usefulness.