UK Statistics Authority Business Plan. April 2015 to March 2018

Transcription

1 UK Statistics Authority Business Plan April 2015 to March 2018

2 Better Statistics, Better Decisions 0

3 About Us 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. This Business Plan covers two of the three principal elements of the UK official statistics system for which the Authority has oversight, professional oversight of the UK system of official statistics and exclusive responsibility for the Office for National Statistics (ONS). The independent regulation function is not covered in this plan. Our Customers UK official statistics exist to inform decision making and help a wide range of users understand the changes taking place in the UK s economy and society. We do this through the production of high quality statistics and analytical outputs that are intended to help inform debate and improve decisionmaking. We serve customers based within the UK and further afield. At home the major users of statistics include Parliament(s), Government, policy makers, public service organisations, business, academia, the voluntary and charitable sector, the media and general public. Internationally we provide key statistics on the UK to the European Union and United Nations, as well as engaging with the international statistical community. Our customers also include those organisations that rely on us to collect data through our surveys, which feed in to statistics across Government and beyond. Our Strategy The strategy for UK Statistics Better Statistics, Better Decisions sets the collective mission for the official statistics system as: High quality statistics, analysis and advice to help Britain make better decisions. To achieve this mission, over the next five years we will focus on five perspectives which together describe the way we will work with others to provide a quality service, these are: Helpful; Professional; Innovative; Efficient; and Capable. Our strategy identifies eight strategic aims that sit under these perspectives. This plan sets out what we will deliver to achieve these objectives, and the way in which resources are allocated to support this. These aims, along with our statutory duties, will guide everything we do, from our senior managers and the projects we work on through to the individual objectives and performance management of our people. Each perspective is dealt with separately within the business plan to highlight what we aim to achieve in the context of our strategy. Organisation To support the delivery of our strategy we have formed three top-level functions that are responsible for both ONS outputs and for providing public good across the whole system: Economic Statistics (ES) Population and Public Policy (PPP) Data Capability (DC) Each area contains a number of ONS Directorates and Divisions that deliver the day to day business of ONS. They also work with all producers of UK official statistics to deliver our strategy for UK official statistics. This plan is separated into five main sections, representing each dimension of the strategy. Within these are activities and deliverables that we will undertake over the next three years (linked to a functional area in order to show accountability). We also outline how we will measure success and the risks to delivery. 1

4 Executive Summary Over the period 2015/16 to 2017/18 our task, simply put, is to inform decisions about the economy, business and finance, to develop our statistical services on the population and in support of public policy and to invest in data capability, supported by strong and independent regulation of official statistics. Our plans are based on the following strategic choices in each of the five perspectives set out in our strategy. Helpful The most important decisions facing the UK which could be assisted through better statistics are those related to the economy. The test of our success will be the ratings given to us by those who rely on our services. The most significant risk in this area is that we become irrelevant as decision makers consider that our services are no longer helpful to them. Recognising the priority for the economy, as well as the need for the statistical system to support decision making and debate across the spectrum, the UK Statistics Authority Board will pay particular attention to the ratings given by the following communities: HM Treasury Bank of England The UK Parliament The devolved administrations, parliaments and assemblies Cabinet Office British businesses, including the City The media The public Other government and official agencies at all geographic levels in the UK, in the EU and internationally Universities, research councils and other agencies involved in analysis of statistics Royal Statistical Society Professional The greatest value offered by our services comes if the data are analysed and presented in forms that can readily be used. Often the most important dimension of quality will be timeliness - delivering statistics as part of a real time management information dashboard. We will prioritise our spending choices to favour improved mobilisation, analysis and communication of existing data. The aim is that the National Statistics brand is increasingly seen as offering a "fair view" of an issue that can be accepted and used with confidence when decisions are being taken. The most significant risks in this area are that we lose trust due to bias, errors or losses of data. The Director General for Regulation will continue to develop and set out separately his plans. 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. Service delivery will be focused around the following themes: Economy Labour market Business and energy Population and migration Health and social care Children, education and skills Crime and justice Agriculture and environment Travel and transport Housing, Planning and Local Services Defence and International Affairs Innovative Innovation and continuous improvement are essential in every part of the statistical system. The major risk in this area is that we are unable to change fast enough to reflect the imperatives of the data revolution. The UK Statistics Authority Board will regularly assess continuous improvement activity and the performance of major programmes. The major programmes during the period of the plan are: Census transformation - by the end of the planning period we will have secured effective and ethical arrangements for data sharing for statistical purposes, delivered initial census-type results using administrative sources, put into use electronic household survey questionnaires, conducted a test of the 2021 online census and secured funds for the remaining stages of 2

5 the census transformation programme. National accounts improvement - by the end of the planning period we will have implemented the core recommendations of Kate Barker's review of national accounts (including flow of funds and annual supply - use balancing), and the outcome of the consultation following Paul Johnson's review of consumer prices Electronic data collection - by the end of the planning period business data collection will be digital by default Website development - by the end of the planning period there will be an integrated approach encompassing all official statistics, fully connected to wider digital delivery of government services IT infrastructure - by the end of the planning period there will be a resilient, secure and high performing IT infrastructure for statistics that meets the needs of those who rely on it Statistics for devolution by the end of the planning period we will have developed the statistics necessary to support the devolution settlements. Efficient Public funds will be very tightly constrained. In order to succeed we will need to deliver a digital dividend and additionally demonstrate that the costs to government of not providing our services are substantially greater than the costs of providing them. We must also seek to diversify our funding, which will involve a major review of our business model during 2015/16. The main risk is that we cannot access sufficient funds to meet service expectations. Expected trends in our key inputs are: Finance As with the rest of the UK public sector we face continuing pressure on our budget. We need to respond to this by developing a business that is lean and as efficient as possible so that we can continue to meet customer needs. People - we need substantially improved productivity with a shift in staff composition towards professional occupations. We will aim to drive up levels of staff engagement scores. Capable We will give a major emphasis to data capability during this period with a priority for: Much more partnership working with the private sector, universities, learned societies and others Development of the government data science partnership Improvements to statistical capability across the GSS Remove barriers to performance and give staff the tools to do the job with improved functional capacity in digital, data science, technology, economics, commercial and finance Emphasis on learning and development in all grades Active contribution to the EU and international statistical system, especially in light of the UK Presidency of the EU in 2017 Improved joint working between analytical professions notably statistics, economics, social research, operational research, science and finance Support for the statistical development of the policy profession. This plan sets out in more detail the measures, risks and activities under these dimensions. It includes the work of the Authority, ONS and cross cutting activities across the whole system of UK official statistics. The independent regulation function has its own Business Plan which shows how it will contribute to the delivery of the strategy for UK official statistics. As we undertake our work we will behave in ways which reflect the Civil Service core values of integrity, honesty, objectivity and impartiality. At the end of this plan we also outline more specifically how ONS operates as the Executive Office of the Authority. We are planning at a time of uncertainty. Our funding is agreed until March 2016 (as part of the 2013 Spending Review), and therefore budgets are only shown until this point. Activities and deliverables identified for the second and third years of this plan are therefore indicative and may change, potentially significantly, depending on any future spending review. John Pullinger National Statistician and Chief Executive 3

6 Helpful Inform decision making Support the democratic debate Improve communication Official statistics play a crucial role in informing the democratic debate and enabling sound decision making. Statistics support the formulation of effective government policies, the management of public service delivery and the direction of economic and commercial activities. Improving public understanding of statistics, and assuring the public that official statistics are trustworthy is central to the use of statistics for public good. We must ensure that we are as helpful as possible to those who use statistics. Be it the Bank of England and Her Majesty s Treasury who use our statistics to inform decisions on economic policy, or Parliament who use our data to inform the democratic debate, or companies considering the direction of commercial activities. The test of our success will be the ratings given to us by those who rely on our services. Measures Key Performance Indicators Feedback from key customers Qualitative feedback (see Box 1) Proportion of customers satisfied with ONS performance 2014/15 Position: due May 2015 Target: Year-on-year increase Public Confidence in Official Statistics 2014 Position: 81% Target: Year-on-year increase Impact of ONS statistics, analysis and advice Measure to be introduced in 2015/16 Proportion of customers who feel ONS outputs are trustworthy 2014/15 Position: due May /16 Target: 95% ONS online end user satisfaction 2014/15 Position: 47% positive Target: Year-on-year increase Key Activities Throughout the period of this plan we will ensure that we understand the needs of our customers both within Government and outside. We will continue to develop our understanding of customer needs across all sectors. (ES, PPP, DC) We will be agile to a changing environment and will produce a flexible, customer-focussed programme of analysis to help inform debate and decision making on areas of economic growth and performance, population, crime and justice, environment, migration and health. (ES, PPP) As the picture of UK devolution develops, we will develop the statistics necessary to support the devolution settlements. This is particularly pertinent to statistics on welfare and taxation although we will need to consider implications across the portfolio of statistics. (ES, PPP) We will make use of the latest technologies, tools and digital channels to ensure that our statistics are accessible and useful to a wide range of users. For example, using our expertise in Data Visualisation we will provide users with new and innovative ways to view and understand UK official statistics. This expertise will underpin outputs across UK official statistics. (ES, PPP, DC) We will increase the social media presence across government by statisticians to achieve effective user interaction. (DC) 2015/16 We will deliver a new ONS website which fundamentally improves the user experience. (DC) In order to help users access the data that we hold we will develop the ONS Application Programming Interface to allow increasing direct access to data. In addition we will establish a strategy that will define how we will move 4

7 towards the standards for five star open data. Across official statistics we will explore the potential for extending the release of open data. (DC) Working with relevant stakeholders we will consider how the delivery of the corporate strategy Better Statistics, Better Decisions, will provide a helpful, professional, innovative, efficient and capable statistical service that will help Britain make Better Decisions. We will utilise spatial analysis expertise across the GSS to increase the use of linked data and to provide analysis and advice on new geographies such as city regions. (PPP) 2016/17 We will ensure at least 200 projects are available in our Virtual Microdata Laboratory, giving researchers a vast amount of data to inform analysis. (PPP) We will see increasing evidence of the impact of UK official statistics on Government policy and other decisions. (PPP) The ONS website will be widely recognised as significantly improved, as demonstrated by online end user satisfaction. (DC) We will build on the new ONS website to deliver a more integrated user experience across the ONS web estate this will include enhancing the digital service for users of local statistics. (DC) By 2017 we will ensure greater access to our data in machine readable formats. (DC) We will put in place improved customer prioritisation mechanisms to make sure that we understand how we engage with customers and more effectively meet their needs. (DC) We will actively engage with analytical professionals from across Government to continually develop the digital agenda. (DC) We will actively engage with other NSIs in Europe and beyond mindful of wider UK national interests. We will work to deliver high quality, accurate, timely and coherent statistics about the UK while actively engaging with other NSIs to develop 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 Box 1: Managing Key Relationships Named Contacts Organisation DCLG DfE Ordnance Survey Local Government Association OBR BoE HMT DfT Eurostat OECD Institute for Fiscal Studies (IFS) DCMS MoJ Welsh Government NISRA DEFRA DfID NCVO DECC DWP DH Home Office / UK Border Agency Scottish Government HSCIC HM Passport Office NHS England Public Health England ESRC GO Science House of Commons Library RSS BIS MoD HMRC Government Digital Service Cabinet Office The Prime Minister s Office National Audit Office Organisation Contact David Fry Iain Bell Neil Ackroyd Juliet Whitworth Robert Chote Andy Haldane Dave Ramsden Tim Stamp Silke Stapel-Weber Peter van de Ven Paul Johnson Paul Crawford Steve Ellerd-Elliott Glyn Jones Dr Tracy Power Peter Helm Neil Jackson Karl Wilding Ian MacLeay David Frazer Mike Batley David Blunt Roger Halliday Julie Stroud Paul Pugh Mark Svenson Professor John Newton Professor Jane Elliott Claire Craig Dr John Benger Roeland Beerton Siobhan Carey Simon Mahony Sean Whellams Mike Bracken Antonia Romeo David Halpern Nick Bateston ONS Contact Ian Cope Ian Cope Ian Cope Ian Cope Joe Grice Joe Grice Joe Grice Joe Grice Joe Grice Joe Grice Joe Grice Roma Chappell Roma Chappell Roma Chappell Roma Chappell Glenn Everett Glenn Everett Glenn Everett Glenn Everett Nick Vaughan Derek Bird Jason Bradbury Ritin Patel Neil Wooding Neil Wooding Paul Layland 5

8 2017/18 We will have embedded a mature approach to customer relationship management, with new tools being fully operational to ensure that we effectively understand how we meet the needs of our customers. (DC) Risks The world is increasingly awash with data and statistics from many different sources. In this environment there is a risk that decisions could be taken on an unsound evidence base. If official statistics fail to keep pace with customer needs then we risk irrelevance in the face of increasing competition. We must ensure that statisticians across Government have a seat at the table when it comes to informing the policy debate. Our products must reflect the key issues of the day and give insight into key areas such as jobs, the economy, healthcare, population growth and migration. We must recognise and celebrate 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 to ensure we are an organisation suited to the modern world, we should utilise our skills to develop new and innovative products and services to support better decision making. 6

9 Professional Deliver high quality statistics, analysis and advice Official statistics must be of high quality, produced to consistently high professional standards in accordance with international best practice, meet the needs of those who wish to use them and are worthy of their trust. Our analysis and advice will be responsive and timely and our work conducted with integrity, honesty, objectivity and impartiality. We must continue to produce a portfolio of high quality statistics that meet the needs of our customers. 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 output. The test of our success will be that our services, including our statistics, analysis and advice, are accepted and used with confidence. Equally, we will safeguard information relating to individuals and organisations in ways that they can trust. Measures Key Performance Indicators Proportion of statistical releases free from major errors (ONS) 2014/15 Position: 99.4% 2015/16 Target: 99% Major statistical series not designated National Statistics 2015/16 Target: 0 Proportion of statistical releases within the 09:30 deadline (ONS) 2014/15 Position: 94.2% 2015/16 Target: 97% Response rates for ONS surveys 2014/15 Position: 94.7% (Business) 59.5% (Social) 2015/16 Target: 90% (B) 60% (S) Significant data breaches or losses 2014/15 Position: /16 Target: 0 Implementation of NSQR and Assessment recommendations Key Activities Throughout the period of this plan we will produce a suite of timely and high quality statistics, including National Accounts, Public Sector Productivity, Labour Market, Consumer Price Indices, migration, population projections, births and deaths. (ES, PPP) Our field force operation will deliver a portfolio of social surveys underpinning key economic and social statistics. (PPP) Our corporate support services to enable the Authority to operate and ONS to produce its outputs. This ranges from IT, to people services, property and statistical methodology and geography. (DC) The Methodology Advisory Service will expand to provide a consistent and helpful service across the GSS. (DC) The Authority will deliver high quality analysis, advice and support to the Authority Board, including the National Statistician and Directors General designed to enable them collectively and individually to achieve their statutory objectives. The!uthority s work in all its forms will be communicated and contributed to through engagement with key stakeholders and opinion formers, helping Britain make Better Decisions. 2015/16 We will retain National Statistics status on our outputs and regain status on those outputs de-designated. This will include regaining NS status for Crime statistics and CPIH. (ES, PPP) To improve the quality of our statistics we will begin to implement the recommendations of the National Statistics Quality Review of National Accounts and the Labour Force Survey. (ES) 7

10 We will implement the outcome of the consultation arising from Paul Johnson s Review of Consumer Prices. This will include developing the measurement of housing costs in inflation indices, which is of key importance to our users. (ES) We will build on the launch of Economic well-being indicators in 2014, embedding these outputs and providing a rounded and comprehensive basis for our users to assess UK performance beyond traditional measures including natural and human capital. (PPP) We will work across the GSS and internationally to support the development of a draft set of Sustainable Development Goal indicators to reflect UN decisions on goals and targets, and will be world leaders on understanding wellbeing beyond traditional economic measures. (PPP) Our measures of National Wellbeing will be fully established and we will champion their use for informing decision making. (PPP) By 2016 we will reintroduce the purchases survey and redeveloped financial surveys. (ES) Our Labour Market systems will be developed to reflect the introduction of Universal Credit. (ES) Building on work already underway, during 2015/16 we will work with colleagues from across Europe to develop the Framework Regulation for Integrating Business Statistics in a manner which suits the requirements of the UK. (PPP) 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 over the coming years. (PPP) Working across the GSS and the UK we will develop Health Accounts, with the first publication in March (PPP) In December 2015 we will produce data from wave 4 of the Wealth and Assets Survey which is widely used in the public policy debate, including in assessing the extent of inequalities. (PPP) We will implement business surveys which meet the European (ESA10/BPM6) regulatory requirements. (PPP) Box 2: Themes and Theme Leaders In order to ensure joined-up working across UK official statistics, the GSS is organised into a number of themes, the main priorities for these themes are embedded within this plan and the themes and the lead officer responsible are shown below. Theme Theme Leader Population Jay Lindop (ONS) Health & Social Care Peter Whitehouse (Scottish Gov) Business & Energy Siobhan Carey (BIS) Children, Education & Skills Tanya McCormack (DfE) Labour Market Ole Black (ONS) Travel & Transport June Bowman (DfT) Agriculture & Environment Peter Helm (DEFRA) Crime & Justice David Blunt (Home Office) Housing, Planning & Local Services David Fry (DCLG) Economy Joe Grice (ONS) Defence & International Affairs Simon Mahony (MOD) Culture and Society Vacant at April 2015 The top priorities for these themes are embedded within this plan and summarised specifically at Annex A. We will conduct a review of the ONS Quality Management Strategy to ensure that an effective framework is in place for monitoring the quality of official statistics. (DC) We will carry out National Statistics Quality Reviews of the Living Costs and Food Survey, Foreign Direct Investment and International Trade in Services, and act on recommendations for improvement where we have the funding to do so. (DC) Through the Methodology Advisory Service we will provide methodological advice across the GSS to ensure UK 8

11 official statistics are based on sound methods. (DC) 2016/17 We will fully meet the requirements of European regulations on the production of National Accounts and Balance of Payments, and derogation closure work will be underway. (ES) 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. (ES) In 2016 we will publish consumer price inflation indices for a greater range of products; this will allow users to understand the changing prices of specific product groups over time. (ES) 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. (ES, PPP) During 2016 Sustainable Development Goal indicators will be fully established by the UN. The GSS will then monitor and report on progress both nationally and internationally. (PPP) By the end of 2016 we will have incorporated fraud and cyber crime into our crime statistics, therefore meeting the requirements of users. (PPP) 2017/18 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. (ES) By 2018 we will make further use of redeveloped financial surveys data in the UK National Accounts and Balance of Payments. (ES) Risks In the face of challenges we must ensure the quality of UK official statistics and the security of the data entrusted to us. The most significant risks in this area are that we lose trust due to bias, errors or losses of data. The GSS must be an exemplar in data 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. 9

12 Innovative Develop and implement innovative methods In order to ensure we keep pace with a rapidly changing world we must anticipate new opportunities and respond to new requirements using an innovative approach. Official statistics should be at the forefront of using new technology and identifying and exploiting new methods and data sources at ONS and across government. This will include the use of administrative data, moving to digital services for data collection and the Census. The GSS must be digital by default. The test of our success will be the measurable benefits that we deliver from continuous improvement and the spirit of curiosity. Box 3 shows the portfolio of key programmes and projects managed by ONS (at April 2015), and a named individual with accountability for delivery. These are the main mechanisms for transformation in ONS but not the only source of innovation. Measures Key Performance Indicators Deliver significant progress in our digital transformation programmes. Deliver 2015/16 activities and milestones as outlined in this plan for the ONS Electronic Data Collection, Improving Dissemination and Big Data programmes. Deliver significant progress towards modernising ONS systems Deliver 2015/16 activities and milestones as outlined in this plan for the ONS Census Transformation Programme (including the Admin Data project), Remote Data Collection Transformation and IT Infrastructure projects. Key Activities 2015/16 The 2015 Blue Book (UK National Accounts) and Pink Book (Balance of Payments) will be published in September This will embed the significant improvements made in 2014 and will make further improvements to enhance the quality of these outputs. (ES) In order to provide the statistics that our stakeholders need for decision making on economic policy, we will define and begin to develop measures of the flow of funds across the economy. (ES) We will design our business surveys to meet new and developing European regulatory requirements. (PPP) With the closure of phase 1 of the Beyond 2011 programme, the Census Transformation Programme will begin in earnest and transition to a programme focused on delivery of the agreed approach to the future population census. (PPP) Starting from 2015 we will develop research outputs from the Census Transformation Programme. (PPP) Our first key business surveys will be operating on-line, realising benefits in terms of the efficiency of survey activity, timeliness of data collection and the quality of data. (PPP) A pilot of an on-line Labour Force Survey will be carried out. (PPP) We will consider utilising the Public Sector Network to allow access to micro-data from remote locations. This will develop and provide an admin data management service to ONS. (PPP) The Administrative Data Research Centre England proof of concept phase will complete and we will consider the future, seeking to continue to develop this service. (PPP) 10

13 We will make use of the ONS online presence to provide increasing amounts of data in an open format. (ES, PPP) Following recognition of a lack of trust in statistics related to Crime in the UK we will begin enhancements to Crime Statistics, leading to increases in user confidence. (PPP) We will research into new methods and ways of managing administrative data and big data. (DC) The GSS will play a leading role in the development of the Government Data Science Service. (DC) The ONS Enterprise Architecture model will deliver a blueprint for the future shape of the organisation, allowing us to more effectively prioritise resources and ensure delivery of our strategy. (DC) Agree a strategy for an approach to Census dissemination which aligns with the ONS digital strategy. (DC, PPP) 2016/17 By autumn 2016 we will have completed work with stakeholders across government to deliver an improved definitive house price index leading to a better understanding of house price inflation, and therefore to inform decision making. (ES) We will stimulate discussion on the use of scraped internet prices by publishing a high frequency (potentially weekly) index of inflation for a subset of items in the consumer prices basket of goods and services. (ES) Several key business surveys will transition to on-line data collection for the majority of the sample. (PPP) We will provide a hub for capturing and re-using quality metadata to ensure consistent standards and availability. (DC) The Government Data Science Service will begin to show increased use of data science in the production of official statistics across the GSS. (DC) 2017/18 Electronic Data Collection will be introduced for the Business Surveys that underpin our economic statistics, leading to savings within ONS and also significant compliance savings for businesses. Our economic statistics will build on this foundation to develop a Box 3: ONS Investment Portfolio Our investment priorities are essential to our long term business; they are driven by user requirements and the need for greater efficiency and innovation. Our major projects and programmes over the coming years will deliver improved dissemination of our products via the internet; improved and increased electronic data collection; improved security of our systems; adherence to EU regulations; and an evolving portfolio of high quality statistics to meet emerging needs. There are extensive implementation plans underlying each of these projects and programmes and the key deliverables and milestones are highlighted throughout this business plan. As well as transforming our business through our investment portfolio we will continue to make efficiencies across the organisation, ensure we are an efficient, agile and lean organisation and demonstrate value for money through strong financial management. Programme/Project Census Transformation Programme National Accounts Change Programme Electronic Data Collection Improving Dissemination IT Infrastructure Procurement of Replacement Infrastructure Services CPI/RPI Re-engineering Life Events Redevelopment Social Data Collection Transformation Virtual Microdata Laboratory Replacement Senior Responsible Owner (ONS) Ian Cope Nick Vaughan Peter Benton Neil Wooding Derek Bird Jennet Woolford Ed Dunn Peter Stokes 11

14 statistical production model fit for the digital age. (ES, PPP) By 2018 we will deliver mature outputs to measure the flow of funds across the economy, this will develop the basis for improved decision making on economic policy. (ES) We will look to reduce the costs of collecting price information in retail outlets by exploiting opportunities to use Big Data for the production of consumer and producer price indices (measures of inflation) (ES) By 2018 our digital maturity will have developed significantly and the GSS will publish data which meets the standards for five star open data. (DC) Support Census dissemination teams in a Discovery phase for Census digital service which aligns with the ONS digital strategy. (DC, PPP) Risks Delivering the necessary innovation in data collection, dissemination and statistical production will be challenging as resources reduce, 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. 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 continue to change. 12

15 Efficient Demonstrate value for money In times of scarce public resources we will demonstrate value for money in all that the statistical system does. Our budget has reduced over recent years (see Box 4), and we are likely to face increasing pressure over time. This will include explaining and promoting the value and importance of official statistics to society and government in the context of limited resources, making the case for funds to maintain a coherent national statistical system but also stopping work if it does not demonstrate value for money. We must take innovative approaches including finding alternative sources of funding work that is beyond our core remit but that delivers benefits to better decision making. The test of our success will be the improvement in performance and delivery which we achieve from better use of resources. Measures Key Performance Indicators Deliver our business while achieving annual efficiency savings 3% reduction in 2015/16 Achieve set income target Income target met: 26m The number of staff days lost per person across the Authority 2014/15 Position: /16 Target: <8 Estimated respondent time and cost for completing ONS business surveys Target: < 25m Complete LEAN projects to improve the business 15 projects completed Key Activities We will regularly consult on, and action, potential cuts to statistical outputs in order to prioritise the most valuable statistics and to maintain an up-to-date portfolio. (ES, PPP, DC) Our digital transformation programmes (including Electronic Data Collection) will yield significant efficiency savings, a digital dividend, over the next few years. We will ensure that these programmes deliver the maximum possible benefit. (PPP, DC, ES) 2015/16 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, developing the use of Lean Six Sigma techniques to make efficiency savings. (ES, PPP) We will consider the past ONS business model and whether this is fit for the future or whether a different approach could improve the resilience of the organisation and lead to a better service for our customers. (DC) Our Annual Report on Government Surveys will provide information on compliance cost burden - this will allow the GSS to consider how it can reduce the burden of its data collection operations. (PPP) In 2015 we will commence implementation of recommendations, once agreed, from our Field Data Collection Review to ensure our data collection model meets future needs. (PPP) The GSS will work to improve data sharing across Government to provide a more coherent and integrated statistical service to users. This will include developing the case for a new legislative framework for data sharing. This will seek to open up opportunities 13

16 Box 4: Budget for UK Statistics Authority ( 2012/13 prices) our strategy in a way that provides the best possible value for money. (DC) 2016/17 We will finalise plans for the future provision of local area labour market statistics. (ES) As we face increasing financial pressures we will look to new sources of income. This may include the use of capability released by the transformation of our data collection methods to provide opportunities to take on new work that makes efficient use of our field force operation. (PPP) 2017/18 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 that we have sound financial management that enables us to use the resources that we have effectively, deciding our priorities and matching these with budgets and people. for sharing data and allow for more efficient use of central and local government data. (PPP) Efficiency plans will be developed for back office, corporate functions, including the transition to a new Enterprise Resource Planning System during 2016/17. (DC) Following the 2015 General Election we will respond as necessary to the spending review and engage actively and positively with stakeholders during this process. (DC) Our approach to Integrated Planning will develop in its maturity, ensuring that operational, workforce and financial plans are aligned and that plans are in place at all levels to deliver We will address risks to the long term future of our historical records through reviewing the ONS property estate. (DC) We will secure an appropriate future for our London presence. (DC) We must also consider our business model and whether opportunities for a different approach, including to the way we operate and the way we are funded, could allow us to improve in the face of limited resources. 14

17 Capable Build capability The system of UK official statistics must be built on a solid foundation of people and technology capability. This will include developing a diverse, skilled and resilient workforce that are fully engaged in the business and are able to deliver the innovative solutions and improvements that are inherent to achieving our strategy. We must ensure that we have the right people in the right place and at the right time with the skills that a modern statistical system needs. The GSS should be the leaders in data capability across Government, driving the transformation of data services available to analysts, decision makers and the public. The test of our success will be that we will be equipped with the necessary skills and tools to tackle the challenges we face. Measures Key Performance Indicators Level of staff engagement (Authority) 2014/15 Position: 60% 2015/16 Target: 62% Proportion of ONS systems and processes that are resilient 2014/15 Position: 17% Red 2015/16 Target: <17% Red Increased GSS capability in the 4 Civil Service Priority Skill areas Recruitment and retention of the best staff across the GSS Key Activities Throughout the period of this plan we will build on our successes to ensure that we have a workforce that reflects the diversity of the population, recognising the benefits that a diverse workforce beings to decision making and delivery within the organisation. (DC) We will ensure that our IT systems support effective delivery of our outputs through developing common platforms for business survey editing, validation and results estimation. (PPP) 2015/16 We will develop 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. (PPP) We will build on the recruitment of a Chief Digital Officer, Chief Technical Officer and Chief Data Scientist to deliver modern digital services within ONS and across the GSS. (DC) The roll-out of digital principles and a digital operating model will be underway. (DC) We will develop and implement a Knowledge and Information Management strategy to attain and maintain the desired level of KIM maturity (DC) As well as building skills across the GSS in data science, big data and question testing we will launch data science competencies for use in recruitment and development across all analytical professions in Government. (DC) 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. (DC) 15

18 We will roll-out a programme of Leadership Development to all Senior Civil Servants, Grade 6 and Grade 7 staff in the Authority and ONS. Our focus on leadership development will start to show dividends in terms of our capability and capacity. (DC) We will strengthen the delivery of our project and programme through improved initiation activities, embedding improved standards and introducing a flexible resourcing approach for programme and project management professionals. (DC) We build on our learning framework to develop those skills that are recognised as being important to the future of the organisation and the wider civil service, this will include digital, commercial, programme and project management and leading change. (DC) We will develop and implement an integrated plan for increasing economic capability across ONS, and ensure proactively that other parts of the GSS have access to adequate economic expertise, where needed, in carrying out their business. (ES) We will recruit increasing numbers of specialist economists and data scientists and use this expertise to improve our economic statistics and analyses. (ES) We will deliver specialised training to those staff involved in the production of the National Accounts to ensure that we meet, and exceed, international standards. (ES) We will begin to establish an expert group in economic statistics to support increased capability; this will include an increased London presence to ensure proximity to our key stakeholders. (ES) We will implement a capability project to ensure that we have the skills and capability required to deliver the Census Transformation Programme. (PPP, DC) We will consider the technology our field force needs to enable effective remote working and to improve information security. (PPP) 2016/17 We will have developed a full Capability plan for the Census Transformation Programme, allowing us to deliver the census with confidence. (PPP) We will implement a leadership and talent management framework for senior managers across the GSS. (DC) We will see recruitment to the GSS from a broader background to meet data science competencies. (DC) The platform that underpins digital publishing in ONS will modernised, leading to more a more efficient operating model and ease of digital engagement. (DC) 2017/18 We will run a test for the 2021 census to ensure that our methods, processes and systems are fit for purpose. (PPP) We will conduct a review of the statistical profession across Government to consider its strength, capability and capacity including the links across analytical professions. (DC) The GSS will be recognised as a centre of expertise for data science. (DC) Risks In order to keep pace with the world around us we must embrace the digital agenda. We must recognise the changing ways that our users and customers will want to engage with us and receive our products, if we are slow in understanding this users will leave us behind. As well as adopting new technology we must ensure that we continue to solve any legacy problems that build up over time. The public sector workforce must develop to meet the needs of the future, and public sector employers must be aware of the changing nature of the workforce. We need to ensure that our workforce sufficiently reflects the changes in society, particularly the expectation that young people will change jobs ever more regularly and the increasing age limits of potential workers. We must also ensure that we have sufficient technological capability and the people who are able to respond to the challenges we face. 16

19 Plan on a page: A high level summary of the UK Statistics Authority Business Plan TOTAL BUDGET 2015/16: 199m HELPFUL PROFESSIONAL INNOVATIVE EFFICIENT CAPABLE Indica tors Key Perfor m an ce Feedback from key customers Proportion of statistical Deliver significant progress Deliver our business while Level of staff engagement releases free from major in our digital transformation achieving annual efficiency (Authority) Proportion of customers errors (ONS) programmes. savings satisfied with ONS Proportion of ONS systems performance Major statistical series not Deliver significant progress Achieve set income target and processes that are Public confidence in official designated National towards modernising ONS resilient statistics Statistics systems. Impact of ONS statistics, analysis and advice Key Activi t i es 2015/16 Understand the Produce a suite of timely and Census transformation Maintain up to date portfolio Develop flexible staff needs of customers high quality statistics of outputs Work across analytical Portfolio of social Economic statistics Flexible analysis programme Maximise benefits from professions and business surveys improvement to inform decision making digital transformation Support consideration of the impact of devolution Improve accessibility and communication New ONS Website Implement recommendations from quality reviews Assess UK performance beyond traditional measures New purchases and financial surveys Methodology advisory service Electronic Data Collection Consider future web presence for official statistics IT Infrastructure transformation Use Lean techniques to improve efficiency Efficient data sharing Consider our future business model Integrated planning Deliver modern digital services Develop skills in key areas Leadership and talent management New model for ONS IT services Lift skills in Data Science ks Ris Irrelevance UK official Competence errors in Ability to change and Funding living within a People and Technology statistics fail to remain outputs or failure in service, innovate reducing budget Capability relevant to users data loss 17

20 How ONS works ONS forms the largest part of the UK Statistics Authority and is the largest producer of UK official statistics. Our Resources 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 earlier in this plan reflects the costs of resources we need to deliver our plan. In 2014 we began to improve our maturity in business planning, aligning what we want to achieve with our resources, people and budgets. We are also vigilant to the risks we face and manage these through a sound process of risk management. This plan will support us to identify the future skills, knowledge and expertise we need in order to be successful in our endeavours. Staff costs represent the largest component of our cost base. Our budget, and the way we have allocated resources is aligned with our strategy but may change over time as priorities change. Our Strategic Workforce Plan sets out how our workforce will change to meet the changing nature of our business, including: How the ONS baseline workforce will need to reduce in line with decreasing budgets and more efficient working. How we will develop our workforce to meet the needs of the 2021 census. How we will build the workforce and skills needed to deliver the new approaches to digital, data collection, dissemination and analysis. This will mean a more specialist and highly skilled workforce. Our Organisational Principles As well as being committed to the Civil Service Values, the way we will work will be guided by our organisational principles, that: We are customer focused We put quality first We deliver with pace We delegate decisions to the right level We look outwards, learn from experience and innovate We simplify our business processes These principles articulate how we will operate. We will seek to be an organisation that responds to new demands and expectations; that is able to adapt to new circumstances as they arise and to seize new opportunities. We are committed to continuously improving the way we operate and the statistics and analyses that we produce, ensuring that we are as efficient and capable as we can be and that our products meet the needs of our customers. Accountability The top level accountabilities for delivery are: DG Economics - official statistics on the economy, including relationships with the Treasury, Bank of England, OBR, HMRC, BIS, DWP, and others with an interest in statistics measured in quantities of money. Also accountable for supporting other DGs through the provision of professional advice and statistics. DG Population and Public Policy - official statistics on the population and about places, including the future of the census and relationships with DCLG, DH, DfE, DECC, Home Office and others with an interest in statistics measured in quantities other than money. Also accountable for supporting other DGs through the provision of professional advice and statistics. DG Data Capability - including digital leadership and developing the skills base. Accountable for supporting the other DGs and all involved in the production and use of official statistics across government and beyond. Outside of ONS the DG for Regulation is responsible for independent regulatory function in support of the statistical system as a whole. The holders of each of these posts will be accountable for delivering this plan and underlying plans that encapsulate their responsibilities as set out above. 18