UK Statistics Authority · The UK Statistics Authority is an independent body at arm’s length from government, which reports directly to the UK Parliament, the Scottish Parliament,

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.


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.


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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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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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


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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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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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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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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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


Strengthen talent management and

succession planning to produce a constant

pipeline of potential and skills. (2016/17)

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2017 Update


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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Documents

UK Statistics Authority · The UK Statistics Authority is an independent body at arm’s length from government, which reports directly to the UK Parliament, the Scottish Parliament,