State of New Zealand - A Strategic Perspective For Productivity

Transcription

1 1 Progress against Statistics portfolio priorities October 2014 Update Priority 1: 2013 Census products and services, planning the 2018 Census, and future Census Transformation Published results from the earthquake-delayed 2013 Census throughout 2013/14, including two key post-census products: Te Kupenga the first survey of Māori well-being New Zealand Disability Survey New products included infographics, such as If NZ was a village of 100 people, the interactive StatsMaps, and the release of QuickStats about greater Christchurch 2013 Census information will continue to be published throughout 2014/15 Cabinet confirmed a modernised 2018 Census with a total approved appropriation of $7.9 million capital and $111.0 million operating costs, to deliver the next census over 5 years, and to continue the Census Transformation work programme over 18 months Text redacted under Section 9(2)(g)(i) of the Official Information Act 1982 Priority 2: Successful implementation of Statistics 2020 Te Kāpehu Whetū On 1 July 2014, Statistics NZ s new organisational structure went live Reshape better supports Statistics NZ s drive towards being a more customer-focused, efficient, and effective information agency Driven by the need to operate sustainably within appropriation and attain the efficiency savings required by Statistics 2020 Moving into the second three-year tranche of Statistics 2020 Evaluating the efficiencies and benefits delivered in Tranche 1, and using the lessons learned to replan the second tranche to: o sequence workflows o smooth resource reductions o enhance the focus on benefit realisation. Undertaken in consultation with Central Agencies and the office of the Government Chief Information Officer A review of the Statistics Act 1975 has been initiated An administrative data first business model is being adopted Piloted online collection systems (over and above the success of the online census in 2013) Priority 3: Build stakeholder confidence in key statistics Maintaining focus on all dimensions of the quality of key statistics relevance, accuracy, timeliness, accessibility, consistency, and interpretability: Updated statistical systems, standards, and production platforms Improvements are being made to New Zealand s macroeconomic accounts through implementation of up-to-date frameworks and better measurement allow for better international comparability with NZ s key trading and investment partners Independent review of consumers price index (CPI) undertaken, with recommendations to be implemented from 2014/15 onwards Labour statistics are now released together to provide consolidated view of the NZ labour market Digitisation of historical information and the development of interactive visualisation tools In March 2014, Statistics NZ successfully hosted the five-yearly Official Statistics User Forum Under the Government s Environmental Reporting Bill, which is currently before the Local Government and Environment Select Committee, the Government Statistician has a critical role to play in ensuring that environmental reporting is undertaken at arms-length from the government of the day Statistics NZ is currently working alongside MfE to jointly produce a synthesis report by June 2015 Priority 4: Maximising the benefits from Government s investment in Official Statistics, and Priority 5: Improving access to Government-held data use of Official Statistics to guide decision making across the public sector through: Integrated data initiatives o Analysis for Outcomes: expansion of the Integrated Data Infrastructure (IDI) In July 2014, Cabinet Committee on State Sector Reform and Expenditure Control (SEC) received a report on progress with the Analysis for Outcomes initiative Text redacted under Section 9(2)(g)(i) of the Official Information Act 1982 o New Zealand Data Futures Forum (NZDFF) Statistics NZ will lead the cross-agency work to respond to the NZDFF s recommendations Text redacted under Section 9(2)(g)(i) of the Official Information Act 1982 Contributions to Public Services Result Areas 9 and 10 o New Zealand Business Number (NZBN) Utilise the NZBN to improve operational efficiency and effectiveness Contributing to cross-government initiatives Government ICT Strategy and Action Plan to 2017, Open Government Data and Information Re-use Programme, and New Zealand Geospatial Strategy 107 statistics with current Tier 1 status, compared to 84 when the new list was approved in mid-2012 Improved data dissemination tools, such as NZ.Stat, providing access to Statistics NZ data, as well as data from other Government departments

2 2 Statistics NZ s strategic priorities October 2014 Strategic Priority 1: Leading the Official Statistics System so that it efficiently produces the information that New Zealand needs Efficient and sustainable production: Statistics are produced in a timely, efficient and cost-effective way; the costs of compliance are kept low; and data is only collected when the expected benefits exceed the imposition on the providers. Relevance and integrity: Ensuring that the right statistical information is prioritised and produced to support decision making and understanding. Accessibility: Increasing the availability of statistics across government, and the ability to re-use data for a variety of purposes. Effective governance and engagement: Active participation by all partners, effective leadership of the Official Statistics System (OSS) by Statistics New Zealand, and good information about the health, performance, and direction of the system. Statistics 2020 Te Kāpehu Whetū Statistics 2020 Te Kāpehu Whetū is a programme of transformation. It will ensure Statistics NZ and the Official Statistics System more effectively and efficiently meet user needs, and more value is obtained from the Government s investment in official statistics. This is underpinned by recognising Māori as tangata whenua (people of the land). Efficient and sustainable production. Relevance and integrity Accessibility Effective SP1: Leading the governance and Official Statistics engagement System Governance People Technology Business intelligence and performance SP4: Creating a responsive sustainable organisation SP2: Obtaining more value from official statistics SP3: Transforming delivery Accessibility Responding to customer needs Demonstrating the value of official statistics Increasing knowledge and capability Relevance and integrity Standardisation Administrative data Business improvement Strategic Priority 2: Obtaining more value from Official Statistics Accessibility: Enhance the user experience of Statistics New Zealand, making more information freely available and enabling greater access to our rich store of statistical data. Responding to customer needs: Reaching all users and potential users; delivering the right statistics, the right way. Demonstrating the value of official statistics: Increasing the use and understanding of statistics; making them available to users at all levels of capability in ways that enable and enhance understanding. Increasing knowledge and capability: Meeting the strategic outcome of an informed society using official statistics. Strategic Priority 4: Creating a more responsive, customer focused, influential, sustainable organisation Leading change and governance: Build up staff confidence and change leadership capability so that we can successfully deliver significant transformation across the business. People: Focus on having the right people who believe in the future vision, and want to put in the effort to get there. Technology: Ensuring ongoing committed investment so our technology environment remains responsive, relevant, and a foundation to a sustainable organisation. A major threat to the continued supply of core statistics is our ageing IT technology and processes. Business intelligence and performance: Ensuring that we store, track, analyse, and report information within the right context. This will enable effective and timely decision making, and improve the performance of the organisation. Strategic Priority 3: Transforming the way Statistics New Zealand delivers its statistics Relevance and integrity: Ensuring that Statistics New Zealand continues to produce a portfolio of statistics that meets the needs, and informs decision making of key stakeholder groups. Standardisation: Developing efficient statistical infrastructures and approaches to clusters of like statistics, and functions within the statistical production process. Administrative data: By 2020, aiming to make administrative data the first source of information to be utilised; supplemented, where necessary, by direct collection. Business improvement: Ensuring that delivery is efficient and effective with a culture of continuous improvement.

3 3 Data as a Strategic Government Asset and the role of Statistics NZ 1. New Zealand s data future means Statistics New Zealand s role must change In an age where data is increasingly a strategic asset, Statistics NZ needs to transform itself to support more sophisticated data driven decision making across the sector. Agencies and businesses want greater depth and breadth of statistical data and insights Expectations of timeliness of statistical outputs, potentially to real time, are increasing The sector needs to think in new ways about the information that decision makers need Built off the Data Futures Forum foundation principles of value, inclusion trust and control As the leader of the Official Statistics System, Statistics New Zealand is positioning itself to provide greater leadership to the sector as the complexity and importance of data increases, and support improving the performance of the sector. 2. To create this change, Statistics NZ s focus is moving from product delivery to customer needs Developing new and emerging services such as integrated data and micro-data access to aid research and evaluation. Supporting all of better public services Enhancing our web-based tools to make information easier to find and more relevant to customer needs. Supporting result areas 9 & 10 Implementing an administrative data first approach to reduce costs for New Zealanders and meet customer needs Supporting result area 10 Increasing the use of electronic tools for the collection of data from households and businesses Supporting result areas 9 & 10 Increasing focus on meeting the needs of customers including small businesses and local government organisations. Supporting result area 9 Identification of opportunities for solving complex policy problems Improved performance data for the sector Improved data to target interventions 5. The first 3 years of Stats 2020 laid the foundations for this change 6. The next 3 years of Stats 2020 is about transforming the way we work 3. To enable this, Stats 2020 was setup as a cofunded initiative to support Statistics NZ Statistics NZ is self funding $177M. The remaining $158M is being funded centrally. Programme burn rate is running to plan. 4. to deliver its role as the leader of the Official Statistics System and facilitate more sophisticated data driven decision making High level benefits of the programme Continued supply of important and trusted statistics An agile and responsive NSO able to respond to changing needs Costs to government, businesses, and households minimised Increased use of government data Government has confidence that its investment in official statistics is valuefor-money Systems Focus Risk management of ICT Collection Improving the amount of data re-use and collection of admin data Initiated the development of common processing platforms Standardised data collection systems Process Implemented an integrated dataset (IDI) Shared statistical services across the OSS Access to, and release of, data Improved dissemination ability and infrastructure Improved remote access to our Data Labs Initiated a customer focused review of products and services Updated Tier 1 Statistics Made more public data available visually and spatially Organisational Efficiency Improved efficiency resulting in reduced FTE requirements Significantly reduced the number of legacy systems. People & Process Optimisation Focus ICT as a transformation enabler Leveraging the Platforms Leveraging of the collection and dissemination platforms for the 2018 census Further development work on the collection platforms and increased use of administrative data Optimisation Leveraging of the geo-spatial capabilities particularly for the 2018 census Derive efficiencies in statistical output processes Align core delivery to the new customer model Reviewing the production of Tier One statistics and optimising collection across surveys. Organisational Efficiency Govt ICT alignment and simplification of IT All legacy applications removed.

4 Mailout by NZ Post Internet Access code only List Leave Internet Access code only List Leave with contact Internet Access code & paper forms Field staff visits Field Offices Single Contact is the main approach strategy Dwelling with good address information Dwelling with ambiguous address information or no postal delivery service Special enumeration dwelling, eg apartment and NPDs Reminder letters Head Office Non-response follow up Print on demand paper forms External contact centre Respondent queries & requests for paper forms Address canvassing Online responses Data centre Collection Platform Additions/ changes to addresses during operation Census Dwelling Frame Marked in forms & auto reconciliation Imputed Households Paper responses Mailroom and scanning Data Processing site Complete raw response data (input dataset) Reconciliation manual repair Coding & editing Dissemination Platform Product Preparation & Testing Product Definitions Confidentialisation First products released August 2018 Household Platform Complete processed data (clean unit record file) Generic editing and imputation modules Datahub Census specific editing modules Products Data as a Strategic Government Asset and the role of Statistics NZ 7. Stats 2020 is based on an integrated design approach to our future operating model Design Principles of Stats Future Business Integrity, trust & confidentiality Cost effective and sustainable operations Customer focus Sustainable data supply Reuse and adapt where possible Integrated services and products Effective resource allocation Digital by default Working with partners Proactive role in defining the statistical insights required for NZ 10. It forms part of our overall transformation portfolio which also includes Census Transformation, the Integrated Data Infrastructure (IDI) and the 2018 Census 8. It has been setup based on our learnings and achievements from the first 3 years Confidence in the overall strategy and confirmation of the Initiatives are grouped to collectively provide the benefits required A challenging but achievable benefit profile that is driven top down A more streamlined phased approach over the next 3 years A more flexible, agile design that provides room for innovation as we progress Alignment to a defined resource and budget level The use of prioritisation and customer focus to drive investment decisions are made in an enterprise wider context An optimal mix of transformative, continuous improvement and core work each year An increased focus on our people, customers and suppliers A realistic phased benefit profile Running new and old systems in parallel for a time 11. which is underpinned by strong programme governance 9. And to ensure effective mitigation of risks and issues associated with the programme Risks & Issues Increasing difficulty in obtaining adequate resources in some areas Managing the size/mix/ dependencies and scheduling of work through a clear prioritisation process Ensuring solutions are futureproofed given the fast changing environment Ensuring alignment with cross government initiatives Dealing with findings from recent IQA and Gateway such as need for ongoing assurance and risk management approaches Managing large scale change over a number of years and the need to be mindful of change fatigue On track for benefits realisation, but this requires ongoing vigilance 12. To support the government s vision of data as a strategic asset and ensure that Statistics New Zealand is contributing to the sector reaching new levels of excellence in data and information management Integrated Data Infrastructure RESPONDENTS 2018 Census CUSTOMERS Census Transformation Stats 2020 New Executive in place Enterprise Programme Office implemented including updated Programme (approved by GCIO) and Project Frameworks Design Authority being created Portfolio Board being implemented Programme Boards in place Stats 2020 Programme Director in place Together with Strong relationships with the GCIO and Central Agencies Positive Gateway and IQA Reviews

5 Supporting vulnerable children Integrated Data Infrastructure (IDI) Effective interventions use of government data to improve Understanding causes of poor public services Value for money Reduced welfare dependency Citizen Pathways through Human Services System-wide analysis and insights Assets, liabilities, net worth and saving rates Student loans analysis, costing and valuation Enhanced analytical capability Migrant Predictive modelling and risk scoring Welfare reform Earnings and employment in foreign owned firms Contestable advice Offender profiling and impacts of sentencing Exploratory data analytics Central Agencies Analytics and Insights Social Sector Other Government Users Academic Researchers Skill shortages and firm performance Accurate intervention monitoring & evaluation Health Employment of tertiary education Migration patterns of students Education Sector Health Sector Justice Sector IDI Early Childhood Education Paid Parental Leave Primary School Secondary School Kiwi Saver Key Users Research Outputs Outcomes Informed / targeted investment choices Youth and transitions Health Integrated Data For Child Research Births deaths & marriages Other Longitudinal Data Potential new data Citizenship 2 nd & 3 rd Tier Benefits Census Child Youth & Family Police Working For Families

6 NEW ZEALAND DATA FUTURES FORUM HARNESSING THE ECONOMIC AND SOCIAL POWER OF DATA Our Vision: NZ is a world leader in the trusted use of shared data to deliver a prosperous, inclusive society. Recommendations at a glance 1 Get the rules of the game right Develop a robust data-use ecosystem, with agile, responsive institutions and effective rules, to support data use Data-use ecosystem positive feedback loop Kaitiakitanga Inclusion, trust, control Establish an independent data council to act as guardians of the system, advising government and data users on data ethics Review information legislation to achieve a more coherent and responsive system Good to share (drives sharing) High value to New Zealanders Safe to share (drives sharing) Derive value Manaakitanga 2 Create value by doing Treat data as a strategic asset Just do it - support catalyst projects that use data to innovate Using data collected from our natural and built environment A data-driven economy A health innovation pool DEVELOP A SET OF COLLABORATIVE CATALYST PROJECTS Just do it use data to tackle real problems and thorny issues Sharing data to empower Māori Trusted data use for the social sector Act fast build on what is happening and get more underway Information industries based on the primary sector Making the most of research data Learn use catalyst projects to inform longer-term strategies 3 Establish the foundations: value, inclusion, trust and control Value Inclusion Trust Control A champion for data-driven innovation via openness and sharing Incentivise an innovation culture Grow skilled data scientists and innovators Promote New Zealand s datause ecosystem overseas Raise public awareness and capability Support Māori in the new data environment Privacy and security by design Consideration of context in regulating data use and re-use Other tools to enhance transparency Determining levels of privacy Genuine informed consent Provide more strongly for data correction and opting out

7 Making life for Business Statistics New Zealand collection 51% 27% Time is money. That s why we re finding ways to reduce the number of surveys businesses need to do, asking fewer questions, and making our surveys easier to complete. Businesses surveyed: 2002: 268, : 132,000 51% decrease Number of hours taken: 2002: 169,000 22% 2012: 131,000 decrease 1 Working one on one with large businesses to assist survey completion Revamping all survey communication material so it s clearer and easier to follow Identifying over-burdened small and medium businesses and excusing 225 of them from having to do surveys Further reduce number of businesses surveyed by 36,000 or 27% by 2017 Further reduce number of hours taken by 27,000 hours or 21% by 2017 connections It s frustrating to have to give the same information to more than one government agency. We re adopting a tell government once approach to further reduce the number of surveys and questions we need to ask businesses. Tax data from Inland Revenue has been used to reduce the number of questions in business surveys Using building consents information from local government to reduce the number of businesses completing the Building Activity Survey Expanding and maximising use of tax data to further reduce the need to survey businesses design We want to work with business and co-design efficient ways of collecting and using large amounts of data. Delivery of online survey pilot using RealMe By using new and improved statistical methods we can survey fewer small-to-medium businesses but still produce quality statistics Exploring options for businesses to provide financial data directly through their existing accounting software services Explore options for efficient and easy future collection methods Integrate smart rules in any online surveys to reduce followup questions for businesses insights Information is a cornerstone of good business. We re working to ensure businesses have access to the latest and most robust data to help manage and grow their business. A range of tools using key statistics that let businesses benchmark their performance and find target markets Industry Benchmarker/Profiler Market Mapper StatsMaps Packaging our information with business needs in mind Promoting our tools and information to business via direct promotion and through intermediaries Piloting an API to enable seamless delivery of data to customers Add more information to StatsMaps including the number and types of businesses in each area Broaden the industry types in the Industry Benchmarking tool and include financial information 1. The percentage decrease in hours has not been as large as the percentage decrease in the number of businesses we survey. This is because much of the reduction in respondent load has come from surveys where the time taken is of shorter duration than other surveys (which take longer). BETTER FOR BUSINESS