UK Statistics Authority · The UK Statistics Authority is an independent body at arm’s length...
Transcript of UK Statistics Authority · The UK Statistics Authority is an independent body at arm’s length...
UK Statistics Authority
Business Plan
2016/17 to 2019/20
UKSA Business Plan 2016/17 to 2019/20 1
The UK Statistics Authority is an independent body at arm’s
length from government, which reports directly to the UK
Parliament, the Scottish Parliament, the National Assembly for
Wales and the Northern Ireland Assembly.
The Statistics and Registration Service Act 2007 established
the Authority with the statutory objective of “promoting and
safeguarding the production and publication of official
statistics that serve the public good”.
The public good includes:
informing the public about social and economic matters;
assisting in the development and evaluation of public
policy; and
regulating quality and publicly challenging the misuse of
statistics.
UKSA Business Plan 2016/17 to 2019/20 2
2017 Update: What’s changed since April 2016?
In April 2016 we published our Business Plan for 2016/17 to 2016/20 which set
out our ambitions for UK official statistics, including a radical transformation of
the work of our executive office (the Office for National Statistics).
We have not changed our plan but have updated it to reflect what we have
learned. Areas of the plan which have been updated are as follows.
Foreword: revised to reflect the latest position.
Plan on a page: added to highlight the progress made and plans for the years
ahead.
Performance metrics: updated to reflect performance in 2016/17 and targets
for 2017/18.
Objectives: we have retained all of our original objectives, to maintain focus on
our ambition over time. However, for each objective we have added a ‘2017
Update’ to reflect progress and changes we need to make to ensure delivery of
our strategy.
Priorities for the Government Statistical Service: added to outline the key
priorities for the wider system of UK official statistics.
UKSA Business Plan 2016/17 to 2019/20 3
Foreword from the Chief Executive
The UK Statistics Authority strategy -
Better Statistics, Better Decisions - sets out
a vision for UK official statistics in 2020. In
my introduction to the strategy I set some
radical expectations - more data will be
real-time; our services will be digital by
default; the quality of our advice and
insight will have earned us a seat at the
table where the most important decisions
are made. Decision-makers across the
spectrum will value our services as being
vital to them. Confusion about statistics
will be much rarer because the
information base delivered as National
Statistics will be accepted and used with
confidence. All those working as part of
the statistical system will feel they are well
led and able to make a special contribution
to the public good.
We are now in the third year towards
delivery of the strategy. In April 2016 we
published our Business Plan for 2016/17 to
2019/20 to describe how we will realise
the vision for official statistics with a
timetable for transforming the way we
work and delivery of new outputs and
services.
During the first year of our plan we made
significant progress. We developed a
richer engagement with decision makers
on the most important economic and
social issues, through improvements to our
existing statistics, a stronger role in public
policy and providing insight on challenging
areas like statistics on domestic violence,
and local area estimates of income. Our
capability has also improved rapidly with
surveys moved online, a new ONS website,
a more solid technology base in use for
office based and field staff, and increasing
numbers of analytical staff to bring
innovative approaches to our outputs.
As with any plan, things change and the
environment we operate in is complex and
fast flowing. The EU referendum vote has
required us to reassess activities in many
areas. Without downgrading our ambition
we have therefore made some changes to
our plan were they are essential to
enhance our ability to deliver the ‘Better
Statistics, Better Decisions’ strategy.
To ensure we continue to hold ourselves
to account against our original plan, any
changes are clearly marked.
The main highlights from our plan are:
Progressive improvements to the
measurement of the modern economy
so that by 2020, especially in the areas
of productivity, financial flows, prices
and trade, we will be providing the
statistics and data decision makers
need.
Radically improved connections
between the statistical services
delivered and the policy questions
facing the nation at UK level, at the
levels of the nations of the UK, regions
and cities. This will include producing
statistics to better capture levels of
migration, and other key policy areas.
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UKSA Business Plan 2016/17 to 2019/20 4
A transformed approach to the
collection and gathering of data to
support statistical activities with all
business surveys online, new
approaches to social survey collection
and dramatically increased use of
administrative and new data sources.
Preparation well in hand for the 2021
census with the most ambitious target
in the world for online collection and a
well developed complementary
approach to gathering census data from
administrative sources.
Transformed digital, technology and
methodology services across all parts of
the value chain including systematic
upgrading of the user experience for
statistics and data, efficient, innovative
and secure platforms for data
processing and simpler and cheaper
ways for data to be collected and
verified.
A world-leading and respected
framework for data ethics, privacy and
security that engenders trust amongst
the public and businesses.
A transformed workforce with a strong
emphasis on adaptive learning and a
major strengthening of capability in
economics, statistics and data science.
Central to our plans will be building on
the establishment of the Economic
Statistics Centre of Excellence and the
Data Science Campus at our Newport
headquarters.
An overview of progress to date and
prospects for future years is shown at the
start of the plan. Details follow reflecting
the five core themes outlined in the
strategy, starting from the experience of
the user. Our success will be judged by the
extent to which we are seen by users as
helpful to Britain in making better
decisions about the future. This in turn will
be delivered through high quality, trusted
and valued professional services. In the
fast moving world of the data revolution
we will need to be innovative to keep up
with expectations and opportunities. We
will make the space to innovate by being
efficient in our use of time, money and
other resources. All of this depends on our
investment in the knowledge, skills and
experience of capable people and
attracting the best to work with us.
The focus of the plan is the work of ONS,
the executive arm of the UK Statistics
Authority. The activities of the wider
Government Statistical Service (GSS) are
covered by the Single Departmental Plans
of each government department, although
this plan includes the cross cutting
elements which support the official
statistics system as a whole. We have
included a new annex this year
incorporating the main GSS priorities.
This plan continues to be our guide in the
years ahead. Please take the time to read
it and think how best you can play your
part in our collective success.
John Pullinger
National Statistician and Chief Executive
UK Statistics Authority
April 2017
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UKSA Business Plan 2016/17 to 2019/20 5
April 2015
April 2016
April 2017
April 2018
April 2019
April 2020 +Jul Oct Jan Jul Oct Jan
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Platform development (surveys, non-surveys, data management, analysis, processing, methods)
New strategy
published (Oct 14)
Governance reformed. New Deputy National
Statisticians
New ONS website (Feb 16)
ESCoELaunch (Feb 17)
First online
business surveys
Data Science Campus launch
(Mar 17)
Fujitsu contract closed
Spending Review
and Bean related funding
Oracle Fusion implemented
First Administrative
Data Census outputs
Experimental use of VAT data
(Nov 16)
Concordat on Statistics
between DAs and UK Gov
Economics Theme Days
(Jan 17)
Pay settlement
Pre-release access
reductions (Mar 17)
Economist /analyst
recruitment
Smart working
(WiFietc)
GSS developing richer
engagement with policymakers
Census test (Apr 17)
Opinions Survey online
Analytical workforce 50% larger than 2015
First Data Campus outputs
(Aug ‘17)
Data Science Campus products
feeding into regular outputs
Majority of business surveys online (19/20)
Bid for funding
CPIH re-designated
Trade, crime and construction re-
designated in 2017
Cross GSS dissemination
platform ‘alpha’ (during 17)
Prototype ‘household cost’ index (end 17)
Quarterly regional labour input measures
(summer 17)
“Statistical Brexit”
Transformation and productivity
improvements leadto 19% efficiency savings by 19/20.
Pilot experimental Flow of Funds
(Sep 2018)
Use of PAYE data in National Accounts (end
2018)
Full experimental Flow of Funds
(end 19)
Tangible improvement for users on migration
statistics
Census rehearsal (Spring 19)
Business register and
address index delivered
Corp tax and EU sales data
in National Accounts
Business register and
address index pilot
(mid 17)
ESCoEdelivers first research (from end ‘17)
Creation of linked data sets
on migration (during 17)
Decommission Model 204
VAT into National Accounts (end ‘17)
Transition business surveys online to reach a £200k saving
SERVCOM pilot run in 17/18
Cross gov’tonline data
service
First SERVCOM
results
LFS online mode
available (2020)
GVA by fine geography
(by 2018/19)
Further 25% increase in
London presence in 17/18
Digital Economy Bill
Digital Economy Act
Major improvements to
Construction Statistics (17)
Prog of NSQRs via new methodology service
(from Spring 17)
Large proportion of business
surveys online
(Mar 19)
New performance management
system (August 17)
Data Campus staff reaches c65 (17/18)
First cross-govmigration release
(May 17)
Census White Paper
(Apr 18)
Plan on a Page
Confirm 2018/19 and 2019/20 Bean
Review related funding
UKSA Business Plan 2016/17 to 2019/20 6
Helpful
The most important decisions facing the UK which could be assisted through better statistics
are those related to the economy and public policy. We must focus our efforts to better meet
user needs, be more candid about the deficiencies in our statistics, be at the vanguard of
improving statistics and help users understand our data better. Working as a single team
across the Government Statistical Service, in collaboration with colleagues in other analytical
professions and more widely, ONS will transform to be the heart of a system which is agile in
the provision of statistics which reflect the changing nature of the economy and society in
the UK. Without these changes we risk becoming irrelevant as decision makers conclude our
services are no longer useful or helpful to them. This section of our plan outlines how we will
develop our economic statistics, our support for public policy and our dissemination in order
to meet the needs of our users better.
Performance Metrics
Feedback from key customers
Ongoing qualitative feedback
Proportion of customers satisfied with
ONS performance
2016/17 Position: 87%
Target: 90%
Public Confidence in Official Statistics
2016 Position: 90%
Target: >90% in 2018
Proportion of customers who feel
ONS outputs are trustworthy
2016/17 Position: 88%
Target: 90%
ONS online end user satisfaction
2016 Position: 40% positive
Target: 60% positive in 2017
Improved Economic Statistics
We produce, largely through ONS, all key
economic statistics for the UK. These
include the UK National Accounts,
Consumer Prices, Labour Market statistics,
Public Sector Finances and Balance of
Payments. Working closely with key
stakeholders such as HM Treasury’, Bank
of England, Office for Budgetary
Responsibility, Department for
International Trade, Department for
Exiting the EU and the Department for
Business, Energy and Industrial Strategy
we seek to ensure our economic statistics
meet the needs of users to inform debate
and decision making.
Over recent years we have made
significant changes and started to meet a
number of major challenges. We have
made real progress in aligning the UK’s
economic statistics with international best
practice, as set down in the 2010
European System of Accounts. But we
need to continue to lift the quality of our
economic statistics, as well as their
relevance to the modern world, addressing
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UKSA Business Plan 2016/17 to 2019/20 7
important questions about productivity
and other aspects of UK prosperity and
performance.
A vital part of our strategy is improving
economic statistics to keep pace with the
rapidly changing nature of the economy.
We also need to deliver and enable
greater insight into the economic statistics
we produce and ensure the economic
story behind these statistics is drawn out
accurately and clearly.
The Review of Economic Statistics by
Professor Sir Charles Bean has helped
shape our approach. The final report was
in March 2016 and addressing the
recommendations has been central to the
strategy for transforming Economic
Statistics.
ONS will have access to the high quality
economic skills it needs.
Through the recruitment of increased
numbers of economists and others with
specialist skills we will create a ‘hotspot’
for analysis of economic statistics around
the ONS headquarters in Newport.
(2016/17 to 2019/20)
2017 Update
We have achieved our 2016 target of
increasing the number of economists
within ONS to 100, compared to 34 at the
start of in 2015. We will continue with our
recruitment both to further increase the
number of economists but also the wider
analytical professions.
We will expand our scheme of ONS
Fellowships where researchers and other
experts can join ONS on a temporary basis,
allowing for increased and more diverse
economic capability. (2016/17)
2017 Update
The first ONS Fellows were recruited in
2016 and we will recruit for our 2017/18
Fellows. Initial research has been in double
deflation, measuring public sector
productivity, ‘beyond GDP’ and services
deflators.
We will create an Economic Statistics
Centre of Excellence to offer the capacity
for fundamental methodological and
conceptual work in the sphere of
economic statistics. During 2016/17 we
will agree the shape of the centre and aim
to recruit partner organisations.
2017 Update
After successfully establishing the
Economic Statistics Centre of Excellence
with a network of leading research and
academic institutions, the Centre will
deliver significant research and
development around the modern
economy, with the first research outputs
due by the end of 2017.
We will engage with users and external
experts to ensure economic statistics and
the ‘economic story’ are easily accessible.
We will continue to produce the Economic
Review as a platform for ONS to provide
analysis and commentary on the UK
economy, increasingly drawing out and
pulling together the economic story from
individual releases. (Ongoing)
2017 Update
The Economic Review has now been
aligned to publish on the same date as the
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UKSA Business Plan 2016/17 to 2019/20 8
Economic Forum in London to provide
stakeholders easy access to ONS experts as
soon as information is made available. The
review provides economic assessment and
analysis, along with communicating
progress with innovation and
transformation in economic statistics.
Building on the success of the ONS
Economic Forum we will improve our
capacity to engage with users. This will
include hosting regional Economic Forum
events and devoting sessions to particular
topics. (2016)
2017 Update
We will continue to evolve the ONS
Economic Forum after holding events in
Cardiff, Birmingham, Belfast, York,
Manchester and Edinburgh. We will
continue to widen the number of venues
and will also hold specialist topic events.
Alongside the Centre of Excellence, we will
develop stronger links with key users and
producers of statistics, including through
an increased London presence (2016/17).
2017 Update
Our London presence has grown by 25% in
2016, we expect to see similar growth in
2017/18 and an increased use of
secondments with partners.
We will produce statistical outputs which
better meet the needs of researchers and
decision makers, and ensure our portfolio
of economic statistics is fit for purpose to
measure a modern economy.
We will provide enhanced financial
accounts with the availability of full
counterparty information – the ‘flow of
funds’ within the economy. This work will
lead to experimental outputs in 2017/18
with full implementation planned for 2021.
We will follow an agile approach to
development in order to allow for
flexibility and the delivery of iterative
improvements.
2017 Update
Flow of fund matrices are now published
as experimental statistics on an annual
basis. We plan to pilot further
experimental outputs on ‘flow of funds’ in
September 2018 with a full set of
experimental statistics anticipated by end
2019. We will continue to publish
analytical articles and improve the quality,
coverage and granularity of the UK's
financial statistics such as in Pensions
Statistics in December 2017.
We will develop annual volume based
supply and use tables and introduce
‘double deflation’ as part of the UK
national accounts. This will begin with the
delivery of supply and use tables in
previous year's prices in 2018.
2017 Update
Progress has continued in this area,
including ongoing detailed discussions with
ONS Fellows and the Economic Statistics
Centre of Excellence.
We will improve the measurement and
understanding of ‘productivity’ within the
UK economy. A first step will be the
production of a single quarterly
productivity release from April 2016.
2017 Update
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We have seen a step change in quality and
quantity of outputs on productivity. In
2017/18 we will focus on: redeveloping
the ‘growth accounting’ suite to enable
quarterly measures; the publication of
quarterly regional labour input metrics
from summer 2017, and the publication of
an experimental set of annual, industry-by-
region labour metrics during 2017; and the
reconciliation of micro- and macro-based
estimates of intangible assets, with the
aim of surveying the range of intangible
assets of firms in 2018.
Administrative data has the potential to
improve the quality of ONS’s statistics. As a
first step towards the greater use of this
new data source, VAT data from HMRC will
be used to supplement survey data in the
production of short-term economic
indicators from summer 2016.
2017 Update
Progress on the use of administrative data
in statistical production has been slower
than originally planned but remains a core
priority. We will develop more timely and
granular economic statistics through the
use of VAT and PAYE data in statistical
production. Our focus will be: the use of
VAT data in the National Accounts from
end 2017; the publication of a series of
analytical articles using VAT data to
provide insight into nominal output across
different sectors in 2017; the production
of GVA by fine geography by 2018/19; and
the use of PAYE data in the National
Accounts from end 2018.
ONS will continue to work to address
limitations or gaps in the current set of
statistical outputs. Starting in 2016, we
will:
Build on earlier work to improve the
measurement of public sector
productivity and efficiency, starting
with publishing a quarterly public
service productivity measure from July
2016. In 2017/18, as well as developing
the quarterly measure of total public
service productivity we will develop a
labour productivity measure for total
public services. We will also work with
HMT and government departments on
the efficiency agenda.
Continue to develop the measurement
of the so-called ‘missing capitals’
including human, natural,
environmental and intangible capital,
and explore their impact on the
measurement of productivity.
2017 Update
We have delivered a Management
Practices Survey in collaboration with
academics in the US and UK, which
provides key results in relation to the
impact of intangible management assets
on productivity. We continue to reconcile
micro- and macro-based estimates of
intangible assets, with the aim of surveying
the range of intangible assets of firms in
2018.
Consider how best to meet the
challenge of valuing the activities of
multinational enterprises and how they
feed into our economic statistics.
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UKSA Business Plan 2016/17 to 2019/20 10
2017 Update
Alongside work outlined in the Trade
Development Plan, we have launched a
collaborative project with the Economic
Statistics Centre of Excellence in relation
to measuring the trade in value added
(TIVA). This work will continue.
Provide expanded regional and local
data in respect of devolution, growth
and infrastructure matters so as to
meet priority needs.
2017 Update
Expanded regional and local data remains
a priority. The use of VAT data will enable
the production of new economic data by
finer geographies by 2018/19.
Continue to develop our understanding
of ‘household production’, including
how the digital economy is changing
the nature of economic activity.
2017 Update
ONS has developed a discussion paper on
this subject. We are investigating whether
we can undertake new time-use work to
better quantify this phenomenon.
Improve the measurement of the
service sector of the economy, which
accounts for around 80 per cent of
GDP, including by developing a richer
set of service sector deflators.
2017 Update
We will develop a SERVCOM survey to
provide granular data on the services
industry, the pilot version will run in
2017/18. We will also increase the size of
the International Trade in Services Survey
to provide improved insight in 2017.
‘Double deflation’ as part of the National
Accounts will be introduced from 2019.
We have also published a joint article on
deflators in the telecommunications sector
and continue to undertake joint research
in this area.
Informing Public Policy
UK official statistics provide a picture of
the United Kingdom, over time and space.
In recent years we have given higher
priority to creating policy impact and
informing decision making. This change in
emphasis will increase in pace over the
next five years as we place official statistics
at the heart of policy making and life in the
UK.
We recognise statistical information needs
to keep pace with a fast changing world
and must respond to new policy
developments. Improving our economic
statistics is part of this picture but it goes
much wider. Whether as a consequence of
extending the UK’s devolution
arrangements, measuring UN sustainable
development goals, producing statistics to
better capture cyber-crime or levels of
migration, or delivering a flexible
programme of analysis to provide insight
into other areas, we will need to
accelerate the pace of our delivery.
Our statistics will be enhanced in scope and
relevance so they are fit for purpose to
inform public policy making, and will be
recognised as such by our users.
By the end of 2016 we will have
incorporated fraud and cyber crime into
our crime statistics. (2016/17)
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2017 Update
Objective complete.
We will ensure UK official statistics support
decision making at a devolved level, this
will include the production of more
outputs on a country, region or city basis.
(2016/17 – 2019/20)
2017 Update
We will continue to improve the
availability of outputs on a sub-national
level, for example through the publication
of regional quarterly output indicators
during 2018. Innovative approaches will
also be explored, including through the
Data Science Campus.
During 2016, Sustainable Development
Goal indicators will be fully established by
the UN. Statisticians across Government
will monitor and report on progress both
nationally and internationally. (2016/17)
2017 Update
There was a slight delay in delivery of this
objective. Reporting on progress towards
UK Sustainable Development Goals will
begin in 2018.
Producers of UK official statistics will work
closely with policy departments and other
key decision makers as part of the evidence
base for key decisions.
We will develop a coordinated and
coherent approach to reporting across UK
official statistics. Our approach will focus
on allowing for increased knowledge and
insight across themes, rather than an
uncoordinated release of outputs. During
2016 we will define this revised publication
model.
2017 Update
During 2016 we implemented a thematic
approach to the publication of economic
statistics. This approach will expand across
our portfolio of outputs in order to present
a clear narrative around UK performance.
We will provide evidence to support the
UK Government's work on its policy and
manifesto commitments, including by
supporting relevant groups and task
forces. (2016/17 - 2019/20)
2017 Update
This objective will continue. During 2017
we will develop our capability to consider
policy needs and translate these into
analytical lines of enquiry.
We will ensure the likely nature of the
changing population in the UK over the
next 25 years is set out and disseminated
to policy makers, and that the pattern of
the ageing of the population and the
impact of migration are well understood.
(2016/17 - 2019/20)
2017 Update
Following detailed consultation in 2016 we
will re-design migration statistics to meet
the needs of users, working closely with
partners (Home Office, Department for
Work and Pensions and HM Revenue and
Customs). During 2017 we aim to create
linked data sets on migration and use
alternative data sources to understand
student migration.
We will actively engage with other NSIs in
Europe and beyond mindful of wider UK
national interests. We will work with the
European Statistical System to develop
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statistical policy, standards and methods.
The GSS will develop the UK’s reputation
as a statistical leader and ensure an
effective approach to the UK’s EU
Presidency in 2017.
2017 Update
The UK will no longer hold the EU
Presidency in 2017. We will work closely
with Government to manage the risks and
opportunities for statistics of leaving the
EU and to develop plans for the future
which will best meet the needs of users of
UK statistics.
We will be able to react at pace to changing
policy priorities, redirecting our staff and
financial resources flexibly to deliver the
best possible impact in a timely way.
We will develop our Public Policy Forum as
a key interface between government
analysts, policy makers and influencers.
(2016/17)
2017 Update
Objective continues.
We will produce a flexible, customer-
focussed programme of statistics and
analysis to help inform public policy
debate and decision making. (2016/17 –
2019/20)
2017 Update
We will continue to develop our flexible
and customer focussed programme of
statistics and analysis to help inform public
policy debate and decision making.
We will establish National Statistics teams
which will be targeted at addressing
specific issues of cross-cutting concern
across the system of UK official statistics.
2017 Update
The Authority will support the GSS to
coordinate, collaborate and deliver
coherent services. This may involve ad hoc
task groups around cross cutting issues in
order to create the right opportunities for
the UK statistical system to come together.
We will review the time lag between data
collection and publication for all of our
regular outputs, and put a plan in place to
achieve widespread improvements in
timeliness. (2016/17)
2017 Update
During 2017 we plan to improve the
timeliness of a number of series including
construction output and services producer
prices. In 2016 we launched a flash
estimate of labour productivity, which is
released nearly 60 days earlier than
previously, and moved to publishing public
sector productivity statistics with a lag of
only one quarter, compared to the
previous two year lag.
We will focus publication on the release of
data, metadata and key headlines, moving
away from traditional ‘statistical bulletins’
and static publications whenever
appropriate, informed by users. (2016/17)
2017 Update
We piloted a new approach to publication
in 2016, the expansion of the new
approach will continue.
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Dissemination
People expect a better customer
experience online, having the service and
advice they need at the click of a button.
UK official statistics must improve web and
social media channels dramatically, and
find innovative ways of making our
statistics more engaging, easier to
understand and accessible. We need to
find ways to convey quality and
trustworthiness to non-specialist
audiences, and we must make more of our
data available in open formats.
We will significantly improve the
communication of official statistics,
ensuring they make the right impact to
serve the public good.
The ONS website will be widely recognised
as significantly improved, as demonstrated
by online end user satisfaction. (2016/17)
2017 Update
The new ONS website was launched in
2016. Our web platform will continue to
be improved based on user feedback. We
will also consider the feasibility of a single
dissemination platform for the
Government Statistical Service, designing
and launching an ‘alpha’ pilot platform
during 2017.
By 2017 we will ensure greater access to
our data in machine readable formats.
2017 Update
During 2017 we will deliver functionality to
support the dissemination of multivariate
data via the ONS website.
We will put in place improved
prioritisation mechanisms to make sure we
understand how we engage with users and
more effectively meet their needs.
(2016/17)
2017 Update
We consulted users around our business
priorities in 2016 and 2017. This will
continue on a formal annual basis and
through our day-to-day work. We have
also established the ONS Economic Experts
Working Group to provide early insight.
We will provide a modern platform for the
dissemination of sub-national and small
area statistics in support of emerging
policy needs around devolution across the
UK and within England. (2016/17)
2017 Update
Building from an ‘alpha’ Local.ONS pilot we
aim to provide a modern platform for the
dissemination of sub-national statistics
during 2017.
Expert users will have increased access to
micro level data in order to help develop an
in depth understanding of the underlying
trends in the economy and society.
We will ensure that at least 200 ‘projects’
with good metadata are available through
the Virtual Micro-data Laboratory.
(2016/17)
2017 Update
This objective was completed. The growth
of the VML will continue into 2017 and
with the possibility of providing remote
access to approved users.
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We will significantly increase the amount
of data that is available alongside our core
statistical outputs. (2016/17 – 2019/20)
2017 Update
We continue to publish more data
alongside our statistical outputs,
increasing the amount of open data
available remains an important objective.
Strategic Risks
The world is increasingly awash with data
and statistics from many different sources.
In this environment there is a risk
decisions could be taken on an unsound
evidence base. Official statistics must keep
pace with customer needs and take
advantage of new data sources and
analytical capability to ensure decisions
are based on the best information
available.
We need to ensure statisticians across
Government have a ‘seat at the table’
when it comes to informing the policy
debate. Our products should reflect the
most important issues of the day giving
insight into key areas such as jobs, the
economy, healthcare, population growth
and migration.
We recognise the distinctive value of the
National Statistics brand. We are providers
of trusted, independent statistics and
should continue to provide this service to
our users.
However, we must adapt and change. We
need to build and utilise our skills, develop
new and innovative products, and focus on
supporting better decision making.
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Professional
The aim is for the National Statistics brand increasingly to be seen as offering a high quality,
trustworthy and valuable view of an issue that can be accepted and used with confidence
when decisions are being taken. We cannot risk losing the trust of our users due to bias,
errors or losses of data. However, we will also need to work closely with users of official
statistics to understand how the transformation of ONS will raise questions of discontinuity in
our data. We will need to understand, explain, but accept these issues as we move to
modernise methods. Performance measures of particular interest to the UK Statistics
Authority Board will be timeliness, revisions, concerns about quality, misuse of statistics by
public authorities and errors in releases. This section of our business plan outlines the key
products and services that we will deliver, and how we will maintain professional standards.
Performance Metrics
Proportion of statistical releases free from
major errors (ONS)
2016/17 Position: 99.8%
2017/18 Target: 100%
Major statistical series not designated
‘National Statistics’
Target: Re-designation of 3 major series
Proportion of statistical releases within the
09:30 deadline (ONS)
2016/17 Position: 98.6%
2017/18 Target: 100%
Response rates for ONS surveys
2016/17 Position:
92% (business surveys meeting targets)
55% (LFS response rate)
2017/18 Target:
90% (business) 56% (LFS)
Significant data breaches or losses
2016/17 Position: 0
2017/18 Target: 0
Implementation of NSQR and Assessment
recommendations
Better Statistics
We must continue to produce a portfolio
of high quality statistics to meet the needs
of our users. Although we must maintain
historical outputs where they are still used,
we must also continue to ensure our
portfolio is up to date, which will include,
on occasion, stopping outputs.
We will continue to produce a suite of
timely and high quality statistics, including
national accounts, price indices, labour
market, public sector productivity,
migration, population projections,
household finances, births and deaths.
We will retain National Statistics status on
our outputs and, where appropriate,
regain status on those outputs de-
designated. This will include, specifically,
regaining NS status for Crime statistics,
Statistics on UK Trade, and CPIH. (2016/17)
2017 Update
We were not able to regain National
Statistics status for the series mentioned
during 2016/17. However, a number of
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significant improvements were delivered.
We therefore continue with an aim to re-
designate UK Trade and CPIH in 2017/18,
with the addition also of Construction
Statistics.
Wherever possible we will improve the
timeliness of statistical outputs to ensure
we release data as close to real time as is
feasible. (2016/17 – 2019/20)
2017 Update
In 2016 we launched a flash estimate of
labour productivity, which is released
nearly 60 days earlier than previously, and
moved to publishing public sector
productivity statistics with a lag of only
one quarter, compared to the previous
two year lag.
In 2016, following on from the Johnson
Review, we will develop and publish a
wider range of consumer price inflation
indices; these will provide more insight
around inflation as experienced by
different household groups. (2016/17)
2017 Update
During 2017 we will develop CPIH as the
most comprehensive measure of UK
inflation.
We will implement redeveloped pensions,
insurance and financial assets and
liabilities surveys which meet the
requirements of the users of economic
statistics. By 2017 we will start using the
redeveloped financial surveys data in the
UK National Accounts and Balance of
Payments. (2016/17)
2017 Update
Our focus is on how we can use alternative
data to replace surveys. However, the
redeveloped pensions survey is being
tested with a decision on whether to
progress in August 2017.
We will deliver major improvements to
Construction Statistics (including output,
price and cost indices) providing users with
world class construction data. (2016/17)
2017 Update
We will implement revised Construction
Output Statistics during 2017.
We will have improved the quality of key
statistical outputs in response to
recommendations made through internal
or external reviews.
We will carry out National Statistics Quality
Reviews to ensure the quality of key
statistics, and act on recommendations for
improvement. (2016/17)
2017 Update
NSQRs were carried out on Living Costs
and Food and Foreign Direct Investment
during 2016. A programme of future
NSQRs will be in place in spring 2017
through a transformed Methodology
service within the Authority.
Through the Methodology Advisory
Service we will provide methodological
advice across the GSS to ensure UK official
statistics are based on sound methods.
(2016/17 – 2019/20)
2017 Update
Objective stands.
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International Standards and
Legislative Compliance
The majority of statistics produced by ONS,
and across the GSS, are underpinned by
domestic or European legislation, and
other international standards. We will play
a leading role in the European Statistical
System where it is in the UK’s interests to
do so; we will drive the ESS Vision 2020
and seek to shape future legislative
requirements.
Production of UK National Accounts
Statistics will be in line with International
Standards
We will meet all the requirements of
European regulations on the production of
National Accounts and Balance of
Payments. (2016/17)
2017 Update
During 2017/18 data transmitted to the
European Commission will continue to
meet regulatory requirements.
By 2018 we will have published the results
of the Purchases Survey and we will begin
to use the data in the production of Supply
and Use Tables within the National
Accounts. (2017/18)
2017 Update
Data from the Purchases Survey will be
used to inform balancing in 2017/18 and
will be fully integrated into the National
Accounts in 2018/19.
By 2018 we will make further use of
redeveloped financial surveys data in the
UK National Accounts and Balance of
Payments. (2017/18)
2017 Update
Objective will be delivered in 2017/18.
The European regulation for Integrated
European Social Statistics will be
implemented, shaping the way we produce
social statistics.
We will work with colleagues across
Europe to define the extent of any
regulation for the future of Integrated
European Social Statistics. Once the
implications are known we will implement
these. There will be implications for ONS
(for example on LFS, EU-SILC, and ICT
household survey) and across UK official
statistics, particularly the domains of
health and education. (2016/17 –
2019/20)
2017 Update
Objective stands.
We will plan for the potential inclusion of
Time Use Survey and Household Budget
Survey in IESS in 2025.
2017 Update
Objective stands.
The European Framework Regulation for
Integrating Business Statistics will be
implemented, shaping the way we produce
business statistics.
Building on work already underway, during
2016/17 we will work with colleagues from
across Europe to influence the
development of the Framework Regulation
for Integrating Business Statistics in a
manner which suits the requirements of
the UK. (2016/17)
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We will react to the possible adoption of
the Framework Regulation for Integrating
Business Statistics (FRIBS) by developing a
programme of change to modernise our
approach to business surveys. (2017/18)
2017 Update
ONS has been working closely with
colleagues to shape the development of
FRIBS and our own plans for development
align with the emerging requirements.
Strategic Risks
We will ensure the quality of UK official
statistics and the security of the data
entrusted to us.
Our most significant risk in this area is the
loss of public trust due to bias, errors or
losses of data.
The GSS must be an exemplar in data
assurance, including security and in the
quality of our statistics. Any breach of
confidentiality or major error in key
outputs would fall short of our
expectations and would damage public
trust in our organisation.
Our systems for statistical processing,
production and dissemination and the
capability of our staff will mitigate against
this risk as much as possible.
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Innovative
Innovation is essential in every part of the statistical system if we are to change quickly
enough to embrace the opportunities of the data revolution. This section outlines how we
aim to transform over the next four years to support the development of the products our
users demand, and also to improve our efficiency and productivity. Our transformation will
be significant and radical; we will see the most fundamental transformation of the work of
the Office for National Statistics since its inception. This will be particularly apparent in our
use of technology and digital services, the way we collect and use data, our preparations for a
modern Census in 2021 and the establishment of the Data Campus as an internationally
renowned centre of Data Science and Data Engineering (see ‘Capable’).
Performance Metrics
Deliver significant progress towards
modernising ONS
Deliver all activities and milestones as
outlined for ONS transformation.
Proportion of business surveys available
online
Target: Majority of ongoing business
surveys online by March 2020
Average processing cost per completed
survey response
Target: 25% reduction for surveys
transformed and online.
Reduction in reliance on surveys due to the
use of administrative data sources
Access to data to produce
National and official statistics
Current legislation provides a framework
for the provision of National and other
official statistics that serve the public
good. Decision-makers are increasingly
frustrated that better statistics and
research cannot be generated on a wide
range of topics ranging from aspects of the
modern economy to immigration. Existing
legislation needs updating to enable
access to the data required to inform
decision-making.
The UK Statistics Authority has been
working with the Cabinet Office and other
departments to explore how best to gain
greater access to administrative and other
datasets. This would greatly improve both
the efficiency and quality of National
Statistics production, and help us provide
new and more informative data, while also
maintaining and strengthening the
safeguards we have in place to protect
data.
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Current legislation makes it difficult and
time consuming to gain access to the data
we need. Allowing the National Statistician
the right to access data held elsewhere
across government and beyond would
significantly reduce the administrative and
financial burden on the statistical service
and the millions of respondents to its
surveys each year, in keeping with the data
management principle of “collect once,
use many times”.
The UK Statistics Authority will continue to
make the case for new legislation to
provide the National Statistician with access
to sources of government and other data
for the purposes of producing official
statistics and statistical research.
We will continue the policy development
between the UK Statistics Authority, the
Cabinet Office and other departments
setting out the benefits of a new statutory
framework to secure access to sources of
administrative and other data for
statistical and research purposes. (2016)
2017 Update
We will continue to support the
development of a new statutory
framework to allow access to a wide range
of data sources. A revised Code of Practice
for Data Sharing will reflect the new
arrangements and allow us to unlock the
power of the digital economy.
Data Collection Transformation
The demand for evidence to inform
decision making is growing and rapid
changes in society and technology mean
that more data, in richer and more
complex forms, is available than ever
before. We must develop our capability to
integrate data sources and keep pace with
advances in technology to improve
outputs and meet user needs.
Over the course of recent years, the
organisation has looked to re-design its
data collection methods, and develop the
infrastructure to collect more data on-line
however, many challenges remain.
Currently, ONS outputs remain largely
produced ‘source by source’ in a series of
data silos. We make some use of
administrative data but not enough to
reap significant benefits and we are
exploring the use of Big Data but its
practical use has not been significant to-
date.
In the past, we have maintained multiple
technologies, leading to unnecessary
systems complexity, often overloaded IT
staff and an increased risk of failure. In the
past year, we have made significant
changes to our IT development model,
supporting much more targeted
development against our Enterprise
Architecture, although there is much still
to do.
We are, for example, making good
progress with delivery of an Electronic
Data Collection platform for business
surveys, working to ensure the
architecture is widely scalable; with the
scope for shared products and services
across our business surveys, social surveys,
the census, and potentially across
Government.
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Survey data collection will be digital by
default with online collection across the
ONS suite of business and social surveys.
Several key business surveys will transition
to on-line data collection for the majority
of the sample. This will include the Retail
Sales Inquiry, the Monthly Wages and
Salaries Survey, and the Monthly Business
Survey. (2016/17)
2017 Update
We have made significant progress with
the transition of business surveys online.
To support the development of re-usable
systems the business surveys transitioned
online during 2016/17 were the Retail
Sales Inquiry, the UK Innovation Survey,
the Monthly Wages and Salaries Survey
and the Quarterly Business Survey.
The first ONS household survey will be
available online. (2017/18)
2017 Update
The opinions survey will be the first to
transition online in 2018. The 2017 Census
Test will develop systems to use as the
basis for social survey transformation.
Online data collection tools developed by
ONS will be available for potential use
across Government. (2017/18)
2017 Update
We will continue to work with colleagues
across Government in order to offer tools
for potential re-use, subject to priorities.
The Labour Force Survey will be available
online. (2018/19)
2017 Update
The work to re-design the LFS, and
transition to an online platform is
underway. Online mode will be introduced
for test purposes in 2018/19 and live by
2020.
All business surveys will be online.
(2018/19)
2017 Update
In order to successfully transition business
surveys online we will make sure they are
redesigned as part of the transformation
of our business. A large proportion will be
online by March 2019, through a phased
roll-out. In order to ensure we deliver the
improvements to Economic Statistics and
the Census the majority of ongoing ONS
business surveys will be online by March
2020.
ONS surveys will be rationalised to ensure
they are delivered efficiently.
With the aim of moving away from the
ONS suite of 80 business surveys and 10
social surveys we will develop a clear view
of the future state of ONS surveys.
(2016/17)
2017 Update
Objective complete. A clear view of the
future state has been developed with a
focus on survey rationalisation and
integration of non-survey data.
ONS will change our survey methodology
to allow us to modularise surveys as part
of our survey rationalisation. (2017/18)
ONS surveys will begin rationalisation;
utilising the benefits of online technologies
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and wider re-use of existing administrative
sources. (2017/18)
2017 Update
The rationalisation and modularisation of
surveys remains a key priority. Based on
continuing methodological research during
2017/18, we aim to start transforming
business surveys in 2018/19, subject to
priorities.
We will work with others to rationalise
surveys across Government whenever
appropriate and cost effective. (2017/18)
2017 Update
Objective stands.
We will use integrated data sources from a
linked data store and there will be
extensive use of administrative and big data
in the production of official statistics.
We will pilot the use of VAT, corporation
tax, benefits and income data to replace
some of the ONS business survey data
collection. The use of VAT data will begin
in summer 2016.
2017 Update
As explained earlier in this plan, progress
on the use of administrative data in
statistical production has been slower than
originally planned but remains a core
priority. We will develop more timely and
granular economic statistics through the
use of VAT and PAYE data in statistical
production. Our focus will be the use of
VAT data in the National Accounts from
end 2017.
We will continue to assess the use of
‘scraped’ internet prices, publishing a high
frequency index of inflation for a subset of
items in the consumer prices basket of
goods and services. (2016/17)
2017 Update
In 2017/18 we will produce a data
collection strategy for consumer prices
statistics, which will include
recommendations on the use of
alternative data sources in the production
of consumer price statistics. This will draw
on research being undertaken, including a
feasibility study into the possible use of
web scraped data.
ONS will engage with partners to develop a
cross government business register
providing a single definitive source of
business information, to be completed
during 2017. (2017/18)
2017 Update
A pilot of a central index of businesses will
be released in mid 2017. This index will be
developed in line with wider government
and national requirements.
Following the census test in 2017 we will
test the use of linked data across address,
business, and population registers.
(2017/18)
2017 Update
Objective stands.
Our social survey field force model will be
flexible and scalable, supporting the digital
and data integration approach, and
providing income opportunities for ONS.
We will improve the technology the ONS
field force needs to work effectively.
(2016/17)
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2017 Update
High speed connectivity provided to
remote workers in the field force. Roll-out
of tablets to the International Passenger
Survey field force interviewers will
continue in 2017/18.
The ONS field force model will be adapted
to become more responsive to changing
workloads. (2016/17)
2017 Update
We will begin the transition to a more
flexible model in spring 2017. Work on the
Census Test Evaluation Survey (Summer
2017) will use a ‘bank’ model.
Administrative data will be used to reduce
the burden of social surveys by providing
replacement data for some variables.
(2018/19)
2017 Update
Our initial focus will be the use of
administrative data for sampling and
questionnaire replacement for ONS
surveys of living conditions and living costs
and food. We will make progress in 2017.
Census Transformation
The decennial household and population
Census of England and Wales provides the
baseline for population statistics and is a
vital source of data for small area,
multivariate statistics. It is used for policy,
planning and the allocation of resources
across the public, private and third sectors.
The next UK population census will be in
2021, beyond the scope of this plan.
However, an exercise of this scale is a
significant effort with a considerable lead-
in time. The 2021 Census is planned
around three iterations, the 2017 Census
Test, 2019 Census Rehearsal and live
running from 2021 to deliver the outputs
and Beyond 2021 recommendations.
By 2021 all systems will be in place for a
predominately online 2021 census of all
households and communal establishments
with special care taken to support those
who are unable to complete the census
online.
In order to prepare to deliver the 2021
census we will:
Conduct a large scale test in 2017 of the
critical components necessary to
confirm the design of an online 2021
census. (2016/17 – 2017/18)
Conduct a rehearsal of the full Census
Target Operating Model in Spring 2019
for the 2021 Census and outputs.
(2018/19)
Select and agree contracts for suppliers
of major components for the 2021
Census (e.g. Recruitment, Pay and
Training). (2018 / 19)
Publish a White Paper setting out the
Government’s approach to the Census
(2018/19). Agreement by Parliament of
the Census Order (2019/20).
2017 Update
Good progress has been made and will
continue. A large scale test of the Census
will be conducted in April 2017.
We will produce improved and expanded
population statistics through increased use
of administrative and survey data.
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Our Census Transformation Programme
will carry out an extensive programme of
research and design beginning in 2016 and
leading to:
Publication of the statistical design for
improved processing to enable the
increased use of administrative data for
the 2021 Census (2018/19)
Publication of proposals on enhanced
outputs for the 2021 Census. (2018/19)
2017 Update
Objective stands.
We will include improved processing and
potential enhanced outputs in the census
rehearsal to confirm benefits will be
delivered (2019/20)
2017 Update
Objective stands.
Our research programme will produce
evidence to enable a decision about the
future provision of population statistics
after 2021
Produce annual research outputs in
autumn of each year to show progress in
the range and quality of administrative
data based alternatives to the Census.
2017 Update
Objective stands.
Publish an annual assessment in the spring
of each year on the ability to switch to an
administrative data based approach in the
future.
2017 Update
Objective stands.
The ONS Census Transformation
Programme will work with partners across
ONS to maximise wider benefits from the
processes, systems and skills required to
deliver the census in order to contribute to
wider ONS transformation.
Develop a plan for joint delivery for the
2017 Census Test. (2016/17)
2017 Update
Objective complete.
Plan and build corporate and Census
specific secure and stable solutions to
deliver the 2017 Census Test. (2016/17
and 2017/18)
2017 Update
Work beyond the 2017 test will focus on
building secure and stable solutions to
deliver the 2019 Census Rehearsal.
Digital and Technology
Transformation
A radical transformation is necessary. We
need to rethink the way we work; how we
assemble and deliver systems and services;
and the roles, skills and functions that we
perform to enable us to respond rapidly to
our users’ and our staff’s expectations of
digital systems, including communications.
ONS has made some recent progress with
its modernisation agenda; but we continue
to grapple with legacy systems, data silos,
and a shortage of capability to deliver
digital transformation.
We will continue to transform, at pace, to
meet digital and technology challenges
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whilst maintaining the highest levels of
quality in our statistics.
We cannot be sure what kind of new
statistics will be in demand three years
from now, or what kinds of devices people
will be using to access the latest statistics
but we do know people expect an
excellent online experience, having the
service and advice they need at the click of
a button or touch of a screen.
We will have moved away from ‘silo’
applications with the provision of a small
number of generic platforms covering the
areas of: data collection; data collation;
data analysis; and the publishing and
dissemination of data and statistics.
Using the ONS Business Services Model as
a framework, we will move away from the
current set of siloed, tightly-coupled
systems to a series of services and
platforms that are shared across the
organisation and which will continue to
evolve under the guidance of dedicated
service managers.
This approach allows for flexibility with a
small number of platforms by 2020; the
initial focus being on dissemination,
collection, economic statistics, registers
and analysis platforms.
2017 Update
We will continue to work across the
organisation to develop strategic platforms
which support the delivery of outputs.
Development work will continue on all
platforms during 2017/18. Priorities
include: survey data collection to support
online surveys; products needed to collect,
process and deliver VAT data into the
National Accounts; continued
development of the Address Index,
Business Index and Statistical Business
Register; and discovery work around
Census and social survey needs to inform
future plans.
We will complete the process of
modernising the ONS technology and data
estate moving away from old and, in some
cases, highly risky applications and systems.
We will deliver a modernised desktop and
network infrastructure and move away
from the current set of individual statistical
software applications and hardware
platforms to a series of generic platforms
and services, allowing us to simplify our
provision of new and existing products and
outputs. This will be a rolling programme
beginning in 2016.
2017 Update
We will continue to develop our flexible
infrastructure platform with, for example,
the delivery of a complete cloud foundry
infrastructure, the development of a
central data repository, and a virtual
desktop infrastructure during 2017/18.
Our approach will be to exploit and share
existing data stores (internal and external)
supported by the appropriate statistical
methods rather than continuing to build
data silos.
2017 Update
During 2017 we will transform the ONS
methodology function into a new user
focussed service which itself supports
transformation.
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We will move away from a 'one size fits all'
technology platform with a preference for
'on-premises' ownership towards a multi-
service model which delivers consistent
access to corporate resources and data
regardless of location.
2017 Update
Objective stands.
We will be an agile organisation also
focused on a service driven business model
- the Service Oriented Architecture (SOA)
Through fully embedding the new design
and delivery model we will be able to
deliver benefits in an accelerated and agile
way. This will minimise risk and maximise
value based on evidence based proofs of
concept followed by rapidly paced,
incremental additions to scope and
functionality. (Starting in 2016)
2017 Update
The re-design of digital services progressed
at pace during 2016. Transition to the new
model will complete in 2017.
We will adopt a reinvigorated governance
structure for the approval and control of
all digital and technology spend across the
office, in which the responsibilities and
accountabilities of all contributors are
clearly identified. (2016)
2017 Update
Objective complete.
Strategic Risks
Delivering the necessary innovation in data
collection, dissemination and statistical
production will be challenging as resources
reduce over time, but must be prioritised if
official statistics are to remain relevant,
change as the world changes, and deliver
efficiencies.
The use of administrative data and big
data should form part of a modern data
collection model. However, there are risks
to delivering a transformative approach
when resources are stretched, and the
demand for statistics and analysis remains
high. A key risk for ONS is the
interdependencies between programmes
of work and technology development, all
areas of the office must be aligned in order
to deliver a complex and challenging
transformation.
To mitigate the risk posed by the failure to
innovate we must continuously seek new
and innovative solutions and make full use
of our spirit of curiosity to effect change.
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UKSA Business Plan 2016/17 to 2019/20 27
Efficient
We will work relentlessly to ensure value for money in everything we do. Over the period of
this plan our productivity will increase as technology transforms, capability expands and we
reduce dependency on labour intensive processes. These productivity improvements will lead
to a reduction in the cost of our existing operations by 19%. Delivering these efficiency
savings will not be easy; we will need to focus our efforts on continuous improvement
activities which significantly reduce the costs of our operations. We will also stop areas of
work which do not demonstrate value for money and take innovative approaches including
finding further sources of funding beyond our core allocations if these support our public
good purpose.
Performance Metrics
Deliver our business while achieving annual
efficiency savings
19% real terms reduction to core funding
in 2019/20
Achieve set income target
2017/18 Target: Minimum £30m
The number of staff days lost per person
across the Authority
2016/17 Position: 8.1
2017/18 Target: <8
Estimated respondent time and cost for
completing ONS business surveys
Target: <£25m
Complete LEAN Six Sigma projects to
improve the business processes
Target: Cash releasing benefits from LEAN
Six Sigma projects of £1m per annum.
Our Resources
Our resources are separated into core
delivery and investment (transformation),
some of this investment resource is
embedded across the organisation.
The tables which follow outline our
settlement from the 2015 Spending
Review. Staffing is measured in Full-Time
Equivalent (FTE). Budgets and workforce
shown are those resources the Chief
Executive of the Authority is responsible
for as Accounting Officer, the majority of
which lie with ONS.
Chart 1: Gross Budget UK Statistics Authority (£m Real Terms 14/15 prices excl. Census)
0
50
100
150
200
250
20
10
/11
20
11
/12
20
12
/13
20
13
/14
20
14
/15
20
15
/16
20
16
/17
20
17
/18
20
18
/19
20
19
/20
1 Includes Resource, Capital, Income funding, excludes Depreciation
2 GDP Deflator dated 25th November 2015 per Autumn Statement
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Table 1 – UK Statistics Authority Settlement
£m 2015/16 2016/17 2017/18 2018/19 2019/20
Resource (RDEL) SR15 145.4 159.1 168.1 164.6 156.7
Resource (RDEL) Bean Review 0.0 3.6 8.1 *11.0 *10.1
Capital (CDEL) 8.8 10.6 14.0 13.4 7.0
TOTAL 154.2 173.3 190.2 189.0 173.8
*Note that the 2018/19 and 2019/20 RDEL Bean Review allocations remain subject to approval but continue to be included for planning purposes.
Table 1a – Census Transformation Programme (CTP) Settlement
£m 2015/16 2016/17 2017/18 2018/19 2019/20
Census 19.9 25.9 44.2 78.9 91.1
Wider Benefit 0.0 10.0 11.2 13.1 12.7
TOTAL 19.9 35.9 55.4 92 103.8
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Efficiency and Continuous
Improvement
Delivering our strategy will make new
demands on UK official statistics, requiring
us to seek efficiencies and demonstrate
value for money while maintaining high
levels of quality and assurance.
Our budget outlined above reflects the
resources available to deliver our plan.
The processes and systems for the
production of official statistics will be as
efficient as possible, with a focused
programme of continuous improvement
leading to a productivity improvement of
19%.
We will regularly consult on, and action,
potential cuts to ONS statistical outputs in
order to prioritise the most valuable
statistics and to maintain an up-to-date
portfolio. (2016/17)
2017 Update
A consultation into reductions was
completed during 2016. Any further
changes will be considered as appropriate.
Our transformation programmes will yield
significant efficiency savings, a digital
dividend, over the next few years. We will
ensure these programmes deliver the
maximum possible benefit. (2016/17 –
2019/20)
2017 Update
The majority of benefits from digital
transformation are expected in 2018/19
and 2019/20.
We will implement the findings of our
2015 consultation of changes to statistical
products, detailed in our published
response, including short term reductions
in survey costs to allow for transformation
in the medium term. (2016/17)
2017 Update
Objective complete.
We will consider the processes behind the
production of our statistics, making these
as efficient as possible. This will include a
coordinated and targeted approach to
continuous improvement across the
organisation, continuing to expand the use
of Lean Six Sigma techniques to make
efficiency savings. (2016/17 – 2019/20)
2017 Update
Objective stands.
Efficiency plans will be delivered for back
office, corporate functions, including the
transition to a new Enterprise Resource
Planning System during 2016/17.
2017 Update
We transitioned to a new Enterprise
Resource Planning System during 2016/17.
Our objective is to accelerate from this
base in order to improve the efficiency and
effectiveness of our corporate functions.
Income Generation
We are committed to expanding the ways
that we generate income to help support
the statistical services we offer. We will
seek opportunities to add value for our
customers but do not detract from the
trust they place in us, our independence or
our role in producing official statistics.
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Funding of UK official statistics will be
supported by new and innovative income
generation opportunities, whilst
maintaining our core remit which is
provided free for the public good.
We will be pro-active in bidding to deliver
third-party surveys to help make the most
effective use of our data collection
capability. (2016/17 – 2019/20)
2017 Update
We will deliver third-party surveys where
consistent with our priorities and without
jeopardising our wider transformation
effort.
We will offer more paid-for expert advice
and develop new analytical products for
users, while maximising the numbers of
customers paying for bespoke statistical
analyses. (2016/17 – 2019/20)
2017 Update
Objective stands.
Strategic Risks
It is clear that the public sector faces an
extended period where funding from
Government will reduce. In the face of this
we must be prepared to make the
necessary changes to our business, to be
as efficient as can be if we are to live
within a reduced budget whilst
maintaining the quality of our products
and services.
We must ensure we have sound financial
management to enable us to use our
resources effectively by deciding our
priorities and matching these with budgets
and people.
We will also keep our business model
under review and seek opportunities for a
different approach, including to the way
we operate and the way we are funded,
that could allow us to enhance the services
we provide in the face of limited
resources.
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Capable
Over the course of the past decade, the Authority has undergone a number of significant
changes such as the transfer of many core functions out of London and the re-design of its
delivery and regulatory functions in line with changes to legislation. These changes are now
embedded within the organisation and we can move on from this legacy, taking a radical and
pro-active approach to transform our workforce. At present we continue to rely on a labour
intensive production approach which is costly and, with the rise of new technological and
digital solutions, no longer efficient. In the past, we have struggled to recruit high quality
digital skills and have often filled this gap by engaging expensive contract resources. Over the
next four years we will address these issues to ensure we have the capability we need in the
right place and at the right time.
Performance Metrics
Level of staff engagement (Authority)
2016/17 Position: 60%
2017/18 Target: 65%
Proportion of ONS systems and processes
that are resilient
2016/17 Position: 85.5%
2017/18 Target: 90%
Share of the ONS workforce who are
members of the four Government
analytical professions (Statistics,
Economics, Operational Research and
Social Research)
2015/16 Position: 19% of total workforce
Target: 50% increase by 2019/20
Increased GSS capability in the 4 Civil
Service Priority Skill areas
Recruitment and retention of the best staff
across the GSS
Workforce Transformation
Over the period of this plan we intend to
change the skills profile of the Authority
and ONS, to expand those areas of
expertise that add the greatest value to
the organisation, government and wider
stakeholder community and demonstrate
the best use of public money. This will
include building skills in statistics and
economics, research and data science,
digital expertise, leadership and change,
and commercial competence.
We want to move from an organisation
focused on statistical production to one
driven by statistical analysis and public
policy impact. There are examples where
this transition is already taking place inside
the organisation, demonstrating our ability
to meet this challenge. However, in the
future, we will accelerate this change in
the interests of concentrating our
resources where we can add the greatest
value for the public good.
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Table 2: Staffing Levels
Full Time Equivalent (FTE) 2015/16* 2016/17* 2017/18 2018/19 2019/20
Delivery (existing operations - efficient) 2,826 2,776 2,543 2,421 2,298
Reform (new work - meeting user needs) 72 157 303 319 328
Transform (temporary - to deliver change) 157 242 334 303 228
TOTAL (exc CTP) 3,055 3,175 3,181 3,042 2,853
Census Transformation Programme (CTP) 233 272 319 359 399
TOTAL (inc CTP) 3,288 3,446 3,500 3,401 3,252
*actual end-year positions
To underpin this change we intend to
reshape the process of statistical
production over the next five years to
remove our dependency on low level
technology and reduce manual processes.
While we are expanding our expertise
across a number of areas (economics, data
science, analytics and research) we are
reducing the wider workforce as part of
our overall transformation programme. At
the same time we will also see growth in
areas of development or new areas of
work we introduce.
While reducing the workforce in areas that
are no longer cost effective or efficient, we
intend to expand our expertise to improve
economic, analytic and data science
capability.
In the future, attracting the best possible
candidates within a competitive
recruitment market will require greater
pay flexibility with more opportunity to
move between and beyond existing grade
structures. We intend to begin work on
this immediately, building on the
experience of other government
departments that have participated in a
pay pilot exercise. To support this work,
we have recently procured a new
generation HR tool to integrate pay,
workforce and performance data.
Our workforce will have the skills and
capability that it needs to bring the
maximum value to Government and our
wider stakeholder community.
We will understand the capability of our
staff, assess the skills base of the current
workforce and generate a rich and vibrant
human library. (2016/17)
2017 Update
During spring 2017 we will complete a
staff skills audit to identify strengths and
gaps in our capability. At the same time
our human library will launch allowing us
to utilise the latent skills within the
organisation.
Develop a programme of apprenticeships,
job exchanges, rotations and secondments
to provide better learning opportunities
and increase the flow of knowledge and
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expertise across the boundaries of the
organisation. (2016/17)
2017 Update
We have made good progress and have an
increasing number of apprenticeships
within the organisation, including a Data
Analysis Apprentice scheme. By the end of
2017 we aim to meet the Civil Service
target of 2.3% of the England workforce
being apprentices, with an equivalent
expansion in our Wales workforce.
Build a regional learning academy to make
better use of our learning assets, achieve
economies of scale, recover costs and
generate income aligned with the needs of
the business and with the priorities of
government. (2016/17)
2017 Update
The ONS Learning Academy launched in
2016. The 2017 learning programme will
align to the needs of the Authority and UK
official statistics, with the Academy
becoming a regional hub for learning.
Review and amend the performance
management process to strengthen the
connection between performance,
personal accountability and learning.
(2016/17)
2017 Update
By August 2017 we will complete the
design of an innovative approach to
performance management which drives
organisational performance, people
development, and equitable reward.
Broaden the learning platform to expand
the use of technologies and accelerate the
impact and tangible benefits of learning.
(2016/17)
2017 Update
This objective will continue through the
Learning Academy.
Build a learning corridor to enable
individuals to transition across different
but related skills areas within the business.
(2016/17)
2017 Update
In 2016/17 we launched a project to
deliver IT and digital career pathways.
During 2017 we will expand the
development of career pathways to other
professions.
Deliver our Equality, Diversity and
Inclusion strategy the main elements of
which include: representation of diverse
groups at senior levels; removing barriers
to recruitment and progression; focussing
the efforts of organisation wide diversity
networks; and launching a focused well-
being strategy. (2016/17)
2017 Update
We published our strategy in 2016.
Specific groups will be established to
deliver the objectives of the strategy in
2017/18.
We will have a reshaped workforce which is
smaller and has a reduced number of
administrative staff but an increased
number of staff with higher levels of
expertise.
Reduce those parts of the workforce
engaged in activities that are no longer
required or can be replicated or
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discharged through online and digital
technology. (2016/17 – 2019/20)
2017 Update
Progress towards the re-shaping of the
Authority’s workforce during 2016
included the re-design of digital services
and a reduction in administrative work.
We expect these changes to accelerate
from 2018 to 2020 as the benefits of
business transformation are realised.
Expand the use of analytical, data scientific
and research skills to improve the value of
our offer to Government and stakeholders
and to consolidate our position across
government as the lead data supplier.
(2016/17 – 2017/18)
2017 Update
In 2016 we saw a significant increase in
data science and economics capability, in
line with our plans. We will continue to
recruit across the Government analytical
professions during 2017/18.
Support the delivery of ONS
transformation through a modern and
rigorous approach to portfolio
management with a highly skilled
programme and project management
community. (2016/17)
2017 Update
In 2016 we implemented a new model for
programme and project management and
we will continue to focus on raising our
capability in this area.
Remove reliance on independent specialist
contractors to reduce the cost burden on
our key projects and programmes and
technology platform. (2016/17)
2017 Update
We have significantly reduced our reliance
on contractors and will continue to
monitor the use of specialist contractors
against our newly revised contingency
worker policy.
We will have a pay and reward structure
that is simple, flexible, allows us to
compete with other public and private
sector organisations and incentivises
performance.
Improve pay and remuneration to
incentivise higher levels of performance,
retain our best staff and attract the best
possible candidates into the business.
(2016/17)
Introduce a performance related pay
scheme for all staff and review non-
contractual terms and conditions to
ensure resources are appropriately used in
the balanced interests of the individual
and the organisation. (2016/17)
2017 Update
We introduced a new pay model in 2016.
Our focus is now on the development of
alternative and innovative approaches to
reward and recognition for
implementation by 2018.
Review grade structure and job families to
simplify career development. (2016/17)
2017 Update
Objective continues.
Strengthen talent management and
succession planning to produce a constant
pipeline of potential and skills. (2016/17)
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2017 Update
Objective continues.
Implement a new enterprise resource
planning application to improve
management information, integrate
finance and workforce systems and enable
cost attribution based on activity.
(2016/17)
2017 Update
A new enterprise reserve planning (ERP)
system was implemented in 2016. The full
integration of our finance and workforce
systems remains an objective and will be
addressed during 2017.
Improving Capability
We will have set-up and grown a ‘Data
Campus’ as an internationally renowned
centre of Data Science and Data
Engineering.
The Data Campus will bring Analysts, Data
Scientists and Technologists together from
across the UK Public Sector, Academia,
Civil Society Organisations and Small-to-
Medium Businesses, including start-ups
and international collaborators.
Participants will work together to build and
develop new analytical tools and
techniques to help us better understand
the world in which we live.
2017 Update
The Data Science Campus was established
in 2016 and grew to a compliment of
around 20 staff highly skilled in data
science. The Campus formally opened
from a new purpose built location in
March 2017; staffing complement will
grow to circa 65 in 2017/18.
By applying data science skills to
government’s and society’s big problems,
we plan to extract the maximum research
and public interest value from public data
holdings, promoting analysis which is more
relevant, timely and fit-for-purpose for the
modern, global, connected world we live in
and helping build the skills and capacity to
manipulate and interrogate data sources
of all types effectively both inside and
outside the ONS.
2017 Update
The first Data Science Campus outputs will
deliver by August 2017, with further
projects completed by March 2018. These
projects will explore all five key campus
themes: urban and rural future; society;
sustainability; evolving economy; and UK
in a global context).
During 2016/17 we will establish the Data
Campus with a core of well qualified
professionals, we will involve a strong
network of third party participants in the
mission of the Campus, and we will
establish data projects to begin to provide
insight into key themes. (2016/17)
2017 Update
Objective complete.
We will have developed a cadre of staff
across the GSS that are proactive and agile,
able to provide sound advice to inform the
policy debate and engage with diverse
stakeholders. This will include working with
other analytical professions across
Government.
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We will build skills across the GSS in data
science, big data and question testing. We
will include data science competencies in
recruitment and development across all
analytical professions in Government.
(2016/17)
2017 Update
A data science learning offer has been
developed and included in the
competency framework. As a result of our
work in this area data science is becoming
a larger part of all analytical professions.
Across the GSS we will implement a
leadership and talent management
framework for the SCS and a career
pathways guide to outline routes to the
senor civil service. (2016/17)
2017 Update
The GSS leadership offer will be piloted by
spring 2017, career pathways will be
developed before the end of 2017.
We will develop and implement an
integrated plan to increase economic
capability across ONS, and ensure
proactively that other parts of the GSS
have access to adequate economic
expertise, where needed, to carry out their
business. (2016/17)
2017 Update
We made good progress in 2016, meeting
our own targets for economist recruitment
in ONS, and will continue on this path.
We will recruit increasing numbers of staff
with economic and data science skills and
use this expertise to improve our
economic statistics and analyses. (2016/17
– 2019/20).
2017 Update
We will continue to build on good progress
made in 2016.
We will use partnerships with academia
and other organisations to boost our skills
and capability. This will include the
Economic Statistics Centre of Excellence
which will give us greater access to
academia, supporting or capability
building.
2017 Update
As outlined under ‘Helpful’ the Economic
Statistics Centre of Excellence was
launched in early 2017 and will show
tangible output from later in 2017.
We will conduct a review of the statistical
profession across Government (GSS) to
consider its strength, capability and
capacity – including the links across
analytical professions. (2017/18)
2017 Update
This objective will be delivered in 2017/18.
The GSS will be recognised as a centre of
expertise for data science. (2017/18)
2017 Update
Based on the progress made to date this
objective will be delivered in 2017/18.
Strategic Risks
Our key risk is around the recruitment and
retention of the people we need to drive a
significant change in our business.
We must ensure we have sufficient
technological capability and the people
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who are able to respond to the challenges
we face.
To ensure we have the right people we
need to be able to compete on the global
market for scarce skills. We must also grow
our own talent through a strong
programme of learning and development.
Our workforce should develop to meet the
needs of the future, and public sector
employers must be aware of the changing
nature of the workforce.
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The wider Government Statistical Service
The Government Statistical Service (GSS) is a cross-government network, spread across a
whole range of public bodies, including the devolved administrations and UK government
departments. Led by the National Statistician, it includes statisticians, researchers,
economists, analysts, operational delivery staff, IT specialists and other supporting roles. The
GSS community works together to provide the statistical evidence base required by decision-
makers, publishing around 2,000 sets of statistics each year, and providing professional
advice and analysis to decision-makers. ONS has an important role at the heart of the GSS,
providing guidance, support, standards and training.
The main focus of this business plan is on the work of ONS. The activities of the wider GSS are
covered by the Single Departmental Plans of each department.
This section outlines how the GSS will be working toward delivering the Better Statistics,
Better Decisions strategy.
Helpful
The decentralised nature of the GSS means
that statistical staff benefit from being
close to the tables where important
decisions are made, and are able to
respond at pace to emerging information
needs, supporting the formation of
effective policies. But this also creates
challenges in ensuring that the statistical
system as a whole provides a coherent
picture.
An example of this can be found in health
and care statistics in England, which are
produced in a complex system, with
multiple organisations publishing different
parts of the same picture. A review by the
Office for Statistics Regulation found that a
lack of coherency of health and care
statistics can leaves users knocking on
several doors to find the information they
need. The GSS has responded by
establishing the English Health Statistics
Steering Group, comprising senior analysts
and heads of profession from across
organisations. The Group's aim is to
develop a comprehensive, quality service
to inform policy, enable analysis and
research and improve decision making for
health and social care in England. The
service will be seamless to users,
irrespective of the organisation
responsible for the data and products.
Analysis and advice will be cross-cutting,
building on the expertise and knowledge
within each relevant organisation.
The Steering Group’s more specific aims
are to:
1. Establish networks covering a
comprehensive set of health and care
topics and use these as a driving force
to deliver a cross-organisational
statistical service free from duplication.
The networks will aim to rationalise
outputs ensuring they are delivered
coherently, in line with user need and
accessible via the same route
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regardless of organisation roles in
producing them;
2. Ensure information is presented and
made available in formats that allow
stories to be easily understood, allow
users to interact with the data in ways
that suit them and to aid interpretation
for a range of different users;
3. Provide a dynamic system that enables
a rapid response across organisations
to new requirements, along with a
proactive approach to de-scoping
outputs where user need decreases to
keep analytical capacity focused on
what adds the most value;
4. Develop information sources, including
through data sharing and linkage, to
address information gaps, making data
available for onwards analysis
wherever possible; and
5. Support the development of analytical
skills across government and champion
the role of evidence and analysis in
decision making.
To provide a firm evidence base for sound
decisions, the GSS will also be developing
new indicators. For example:
The Department for Culture, Media
and Sport (DCMS) have a series of
projects to develop different elements
of estimates including exploring the
definition of the digital sector;
improving the sport satellite account
methodology; calculating deflators;
producing estimates of productivity;
and developing estimates of exports of
goods.
The Department for International
Development (DFID) is seeking to
ensure data collected through its
programmes enables results to be
disaggregated by age, sex, geography
and disability, to ensure no-one is left
behind – and supporting countries to
collect disaggregated data for the
Sustainable Development Goals.
BEIS will be working cross-
departmentally to provide the data
and analysis needed to support the
department’s work on the Industrial
Strategy and Brexit.
As announced in the Autumn
Statement, HM Treasury and ONS will
be developing a supplementary fiscal
measure of Public Sector Net Financial
Liabilities, which will provide a more
complete picture of the financial
balance sheet than Public Sector Net
Debt, which is currently used in the
fiscal framework.
In addition to developing new indicators, it
is important to ensure statistics are
communicated in ways which draw out
their value and support accurate and
meaningful interpretation. Working with
our Presentation and Dissemination
Committee, we are developing our
capability to ensure our analytical
narrative is as impactful as possible, and
that we are being curious about the key
analytical insights and broader context.
Publication of some GSS statistics will in
future take place on themed days, as has
already begun happening with economic
indicators, whereby a set of related
statistics are all released on the same day
to provide a more coherent narrative. For
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example, the Department for Education
has announced a review of its publications
to ensure they better join up across
related areas and also to better exploit
their rich new datasets.
Sometimes departments may consider
reducing the scope or frequency of
publications in order to allow for greater
coherency and free up capacity to develop
analysis and narrative. For example, the
Ministry of Defence (MoD) will conduct a
review of official statistics as part of an
overarching strategy on developing
efficiencies and refocusing resources to
provide more insightful analysis and to
inform more evidence-based policy
decisions.
The GSS remains committed to making
data and statistics more open. For
example:
The Ministry of Justice (MoJ) is seeking
to deliver a Justice Data and Reporting
platform, a secure Micro Data Lab for
accredited researchers and an
enhanced Justice Data Lab service.
DCLG is expanding the range and
granularity of the data it publishes via
its Open Data platform
OpenDataCommunities.
Defra has taken a lead across
government in implementing an open
data programme – marked by the
release of over 13,000 new open
datasets.
In all of this it is important to understand
and support the needs of those who wish
to use our data, and make our data
accessible to different levels of users,
including the general public, businesses
and expert academics. One challenge can
be finding the right balance between
serving local and national users. For
instance, historically many of the statistics
of Public Health England (PHE) were aimed
at local users and often a national story
was not presented. This will be an area of
focus in the coming year.
There is also a need to find the right
balance across the devolved
administrations to ensure consistent data
can be provided wherever possible, while
recognising that different policy contexts
within administrations may sometimes
require different data. To this end, the
National Statistician chairs a committee
with the Chief Statisticians of the devolved
administrations. The committee has a
work programme covering a range of areas
including tax, welfare, education, health
and equality. It will continue to seek to
reach agreement on how to balance the
need for consistent data with local needs.
In Scotland the aim of developing statistics
is aligned to the Better Statistics, Better
Decisions GSS strategy. A part of this is to
make it easier to access and share data,
with the aim of improving public services
in Scotland. Scotland will also be refining
infrastructure for collecting, managing and
publishing statistics and data.
Professional
The GSS produces over 2,000 sets of key
statistics for the UK each year. The breadth
of topics covers every aspect of society,
from the economy to health, migration,
crime, and the labour market. To ensure
our statistics, analysis and advice can be
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accepted and used with confidence we
adopt the highest professional standards.
The National Statistics brand is a mark that
statistics offer a high quality, trustworthy
and valuable view of an issue that can be
accepted and used with confidence when
decisions are being taken. The GSS
remains committed to retaining National
Statistics status for our key outputs, and
where appropriate regaining National
Statistics status on those outputs which
have been de-designated. For example,
the Department for International Trade
(DIT) and HM Revenue and Customs will
be working with ONS to improve the
quality and provision of trade statistics and
re-obtain National Statistics status. The
Home Office is also working with ONS and
HM Inspectorate of Constabulary towards
the reaccreditation of police recorded
crime statistics.
As well as providing assurance of quality,
the GSS will be working to make tangible
improvements to quality where this is
needed. For example, Home Office
statisticians are committed to working
with ONS to improve the ONS
International Passenger Survey estimates
of net migration by using administrative
sources, particularly in the area of student
migration.
Innovative
We are radically rethinking data collection
methods across the GSS, and developing
the infrastructure to collect more data
electronically. Examples include:
DCLG is rationalising and re-
engineering its data collection and
publication systems.
The Cabinet Office is evaluating and
transforming its data collection
methods, considering opportunities to
move to modernised and more
efficient approaches which give the
flexibility to respond to emerging
issues and user needs.
The Department for Transport is
utilising data science techniques in its
application of data collection and
analysis.
The GSS is also exploiting opportunities for
greater data sharing across departments,
for example, HMRC and DWP aim to
exploit the vast amount of tax data to help
inform policy and make efficiencies across
Government.
Departments will continue to lead the way
with data visualisation, with initiatives such
as:
DWP will work to expand beyond the
prototypes already published on Fraud
and Error and Personal Independence
Payment to ensure they reach a wider
audience and maximise public
understanding.
Similarly, the Office of Manpower
Economics plans to improve its data
visualisation offerings to Review Bodies
and the general public, and to assess
new data sources that could prove
useful to them.
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Efficient
Details of resources for statistics across
the GSS will be included within the Single
Departmental Plans of each department.
Innovations in data collection and greater
use of administrative data, as well as
improvements to production processes,
mean the GSS will be able to significantly
reduce the costs of core operations. There
are many examples of this, such as:
Ofsted is developing an organisation-
wide policy on the role that data and
information should play on inspection,
and using the latest technology and
techniques to find new and more
efficient ways of delivering better
inspection support.
Ofsted is also developing its official
statistics and management information
to understand user requirements and
produce more cost-effective releases
to meet those needs. This should free
up time to focus on adding analytical
insight.
DCMS is keen to streamline its
publications and improve efficiency of
production where possible. This
includes a project with the
Government Digital Service (GDS) to
automate the production and quality
assurance of economic estimates, as
well as reviewing the way it works with
its Arm’s Length Bodies and policy
teams to collect data for smaller
publications.
The Welsh Government will be making
greater use of dissemination tools to
improve user experience and increase
the efficiency of statistical production.
Using the upcoming planned
developments to the Online System for
Central Accounting and Reporting
(OSCAR), the source for many Treasury
statistics, to increase the utility and
efficiency of statistical processes in HM
Treasury.
Capable
In terms of underlying capability, one of
the key focuses shared across the GSS is
on the exploitation of data science
techniques and analytics.
We will build our analytical capability and
improve access to new data sources.
HMRC is establishing an Enterprise
Data Hub. This will improve our
capability at accessing new data
sources and bring in more
sophisticated tools to produce efficient
data analysis. HMRC’s drive to build
analytical capability is particularly
focussed on data science, to unlock
new insights into the large amounts of
data it holds.
DFID is increasing capacity amongst its
statistics cadre to use data science
techniques to inform decision-making,
including drawing increasingly on
external data sources.
DCLG will be aligning its analytical
capabilities to match the plans set
out in the Government’s recent
White Paper on ‘Housing.
A priority for DIT is to set up official
statistics processes within the new
department.
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