ONS Strategy
2013–2023
Trusted Statistics −
Understanding the UK
Foreword
Welcome to this new ten year ONS Strategy. Ten years is a long time, especially for an
organisation that collects data and publishes statistics about a fast moving society and economy.
We can’t be sure what kind of new statistics will be in demand ten years from now, or what kind of
devices people will be using to get the latest statistics. However, we can be confident that there will
be a continuing need among our UK and international customers for good quality statistics which
help them understand the changes taking place in the UK. Some of these changes could be
profound – such as the rebalancing of the economy following a period of decline, the demographic
and social effects of migration, changes in people’s living arrangements and concept of family,
increasing life expectancy and changing working patterns, the role of the voluntary sector, attitudes
towards the natural environment and the opportunities associated with the digital economy.
We can be sure of a continuing need for statistics that meet professional standards and are
internationally comparable. Whatever the UK’s relationship with the rest of Europe, and whatever
happens within the UK itself, many commentators will still want to know how the UK, or its
constituent parts, compare to other countries. In an increasingly connected and interdependent
world this will become even more important.
There will be major shifts too in how people receive and manage their information, as well as
changes in their willingness to provide the information we need to produce statistics.
People will expect to submit their information digitally. We will need to make more use of data
already collected and held by other public bodies. We will need to embrace the opportunities
provided by advancing technologies. To keep pace with all of this, we will need to develop our
capabilities, and ensure our people have the right skills.
With the financial pressures affecting us all, this will be a challenging period in ONS’s history. Only
by focusing on what our customers will need in the future, and making sure we are up to the task of
meeting those needs, will we be able to thrive through this period. Keeping one eye on the ten year
horizon as we develop our plans and change programmes will help us to do that.
Every journey begins with the first steps though and this strategy and vision for the future sets out
what we need to do in the next year or two to put us on the right track.
Whether you work at ONS, use our statistics or supply us with the data we rely on, I hope you will
find time to read this strategy and take a close interest in ONS’s future.
Glen Watson
ONS Director General
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1
Executive Summary
1.1
The Office for National Statistics is the UK’s National Statistical Institute and the largest
producer of official statistics in the UK. It is the Executive Office of the UK Statistics Authority and
is independent of ministers, reporting through the Authority to the UK Parliament and the devolved
legislatures.
1.2
ONS statistics are crucial for effective debate and decision making in government, industry,
academia or by private individuals. In line with the Statistics and Registration Service Act 2007 and
the supporting Code of Practice for Official Statistics, the statistics we produce are designed to
meet the wider public good as well as the needs of government.
1.3
ONS has a unique role within the UK conducting, for example, a number of statutory
surveys of UK businesses, the ten yearly census of population for England and Wales, and
producing the UK’s main economic statistics and National Accounts. This places a responsibility on
us to set and maintain standards of quality and trustworthiness, including consistent time series,
comparability across geographies, up-to-date classifications and world class statistical methods.
We have a leading role within the UK and a strong voice internationally.
1.4
Against a backdrop of increasing demand for statistics and analysis and a period of national
austerity, this ONS strategy sets out our mission, vision, values and our strategic aims for the next
ten years. Our mission is:
Trusted Statistics – Understanding the UK.
1.5
Our vision is:
To be widely respected for informing debate and improving decision making through high
quality, easy to use statistics and analyses on the UK’s economy and society.
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1.6
We are committed to continuously improving the way we operate and the statistics and
analyses that we produce. We believe that everything can be improved if we have an engaged
workforce, continue to place emphasis on quality, learn from others and act on what our customers
tell us.
1.7
To help achieve our vision, we have nine strategic aims that will guide our business
planning and prioritisation decisions.
ONS Strategic Aims:
Inform debate and have greater impact on decision making.
Dramatically improve the communication of our statistics and analyses.
Be highly regarded by our customers for producing trustworthy statistics and
analyses that anticipate their needs.
Be at the forefront of integrating and exploiting data from multiple sources.
Have flexible and efficient processes and systems for statistical production,
underpinned by sound methodology.
Improve quality and minimise the risk of errors.
Keep the data we hold secure.
Be a statistical powerhouse at the heart of the Government Statistical Service and the
European Statistical System.
Have skilled and motivated people who are enthusiastic for change.
1.8
We want our stakeholders to feel engaged in our future. We want:
•
our customers and users to understand how statistics can help them, to recognise the
quality of our products and services, and to influence our priorities and plans,
•
our people to feel inspired by ONS leaders, motivated to do their best and engaged in their
work – adding value, innovating and contributing to our vision,
•
our partners to feel pride in helping ONS succeed, and
•
our data suppliers to be engaged and aware of the importance of their contribution when
supplying us with the data we collect.
1.9
Underpinning everything we do are our organisational principles and values. Our values
describe how we want people to treat each other and how we want them to feel. Our organisational
principles describe how we want people to work so that we can deliver this vision.
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ONS Values:
Respect each other.
Work together to make a difference.
Take pride in what we do.
Always want to do better.
ONS organisational principles:
We are customer focused.
We put quality first.
We deliver with pace.
We delegate decisions to the right level.
We look outwards, learn from experience and innovate.
We simplify our business processes.
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2
Office for National Statistics: Who we are and what we do
2.1
ONS is the Executive Office of the UK Statistics Authority, a central government
department independent of ministers that reports directly to the UK Parliament and the devolved
legislatures. The Statistics and Registration Service Act 2007 sets the Authority the objective of
promoting and safeguarding the production and publication of official statistics that serve the public
good. This includes, but is not exclusive to, the needs of government.
2.2
As the Executive Office of the UK Statistics Authority, the main responsibilities of ONS are:
•
the collection, compilation, analysis and dissemination of a range of key economic, social
and demographic statistics about the UK,
•
the provision of statistical leadership and methodological advice for the benefit of UK official
statistics, and
•
the representation of the UK internationally as the UK’s National Statistical Institute.
2.3
These responsibilities span more than 650 different statistical releases a year. They rely on
a broad range of methods and systems. In line with UK Statistics Authority’s responsibility to
promote and safeguard official statistics, outputs are produced in line with the Code of Practice for
Official Statistics and relevant quality standards.
2.4
As members of the European Statistical System we share responsibility for ensuring the
appropriate measurement of changing socio-economic phenomena and have a legal obligation to
meet the EU regulations concerning statistics.
Our wide ranging portfolio includes:
•
UK National Accounts (such as Gross Domestic Product and National Income and
Expenditure).
•
UK Balance of Payments.
•
Population, demography and migration analysis and statistics.
•
Government output and activity.
•
Business output and activity.
•
Prices (such as consumer and producer).
•
Labour market (such as employment, unemployment and earnings).
•
Vital events (such as births, marriages, morbidity and deaths).
•
Social analysis and statistics (such as statistics about well-being, crime and families).
•
Decennial population census and new developments.
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2.5
ONS has an important role at the heart of the Government Statistical Service, providing
guidance, support and standards in statistical methods, geographical boundaries, classifications
and training. We employ the largest number of government statisticians and many social
researchers, economists, IT experts and other specialists. Our largest professional group is the
Operational Delivery Profession and because all ONS employees play a part in delivering official
statistics, we are all members of the Government Statistical Service.
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Why we need to change
3.1
A successful organisation needs to change continuously in response to changes in the
external environment and to position itself for the future. ONS today is a provider of high quality
economic and social statistics but many of our systems and processes are in need of further
development. We need to respond to new demands and expectations, whether from our close
customers, more occasional users of our statistics or our data suppliers. We need to be able to
adapt to new circumstances as they arise to seize some new opportunities. We need to do this at a
time of continuing austerity following the financial crash in 2008 and the slow pace of economic
recovery. The key drivers for our future change are:
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3.2
The economic reality
3.2.1 The intense focus on the state of the economy is likely to continue for the foreseeable
future and ONS economic and financial statistics will come under increased scrutiny. We will need
to maintain high levels of quality assurance in preparing economic statistics and will need to keep
pace with policy developments, international standards and any emerging quality concerns.
3.2.2 Downward pressure on public finances will continue, so we will be seeking efficiencies in
how we work and will need to demonstrate value for money by adopting strong financial
management practice. Staff motivation will continue to be of great importance, and we will focus on
the things that can make people proud to work at ONS – particularly the quality of what we do and
the impact this has in society. We will retain and develop the skills that are core to our business,
while adopting more creative solutions where it makes sense to do so – such as outsourcing and
developing strategic partnerships to help us realise our vision.
3.3
The data ‘buzz’
As the quantity and scope of digital information in the world grows we must adapt our processes to
exploit the opportunities this presents. We are already working on the integration of different
administrative, commercial and other data sources and must continue to develop these
capabilities, supported by appropriate methods and standards. ONS already makes an important
contribution by providing researchers and policy analysts with access to anonymised micro data
from social and business surveys, and we will increasingly make more of our datasets available in
‘open’ formats to support re-use. We are already adapting the way we work, our infrastructure and
our processes.
3.4
International
3.4.1 The demand for internationally comparable statistics continues to increase, as do the
pressures and opportunities for collaboration. Eurostat is working towards its own vision – the
European Statistical System Vision 2020 – which puts greater emphasis on integrated data
collection and use of administrative data to supplement survey data. As the UK’s National
Statistical Institute, ONS has a particular responsibility to ensure that changing socio-economic
phenomena are properly measured and that the underlying methods and systems are robust.
3.4.2 We will need to remain active in Europe whatever our formal status, leading where it is in
our interests to do so and building new partnerships alongside those that already exist. This will
enable us to influence agendas where necessary and improve international quality and consistency
by building the necessary statistical capacity and capability.
3.5
The digital agenda
3.5.1 Engagement with our customers, users and data suppliers will increasingly be via digital
media. People already expect to be able to provide their data online and this means we will need to
develop the infrastructure, methods, processes and skills to enable this, otherwise we could see
survey response rates decline significantly. People also expect to be able to engage with us using
social media and other online fora, and we are already seeing that this can create opportunities to
raise awareness of ONS, to find out what people think of us and to improve response rates
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through, for example, online help. We have made some progress, but the digital world moves
quickly.
3.5.2 On the analysis and dissemination side, we will continue to develop our improving website
and social media channels, and to find innovative ways of making our data, statistics and analyses
more engaging, easier to understand and accessible. We will build on the exciting work already
underway on data visualisation and digital publishing to create a state of the art online presence
that we can all be proud of.
3.6
Competitive environment
3.6.1 The growing market in data collection, analysis and presentation of statistics means that
ONS cannot afford to be complacent. Many organisations now possess the ability to produce and
publish statistics, albeit not necessarily to the same quality standards. Our ‘unique selling point’ is
that we enjoy high levels of trust and operate to a professional and statutory Code of Practice,
combining technical skills with world class methods and standards. Our role includes providing the
UK’s official statistics to international bodies and we have a legal mandate to conduct certain types
of data collection. The growing capability in other organisations, however, presents us with new
opportunities to collaborate. We will want to further develop our partnerships with private sector,
public sector and academic organisations to help us achieve our vision. Early examples include the
syndication of digital content by online news channels and research partnerships with universities.
We will continue to seek other opportunities.
3.7
Changing society
3.7.1 Our statistics will need to keep pace with some fundamental changes in society over the
next ten years, including the rebalancing of the UK economy, the growth in the digital economy and
change in people’s living arrangements. For example, in recent years ONS has been at the leading
edge of research into well-being, measures of social, natural and human capital and measures of
public sector productivity. We will need to remain flexible enough to respond to such changes and
the changes in demand that they bring.
3.7.2 Attitudes are changing too. We value the contribution and quality of data provided by our
data suppliers – whether citizens, small businesses or large organisations – but willingness to
respond to our surveys is declining. We will try to minimise the impact on our data suppliers by
making more use of administrative data captured elsewhere, for example data captured on
company databases or VAT returns. This will enable more efficient online means of data transfer
and collection. Our role in influencing the government’s data sharing agenda will be crucial and we
will be diligent and determined in pursuing the benefits that data sharing will deliver for ONS and
our customers.
3.8
Measuring complexity
As the pace of change in society quickens, the methods and systems ONS adopts need to become
more complex. We have seen this with, for example, the globalisation of the economy that makes
our National Accounts such a challenge and the changes in people’s living arrangements that
make census taking increasingly difficult. We will need to build on our relationships with key
customers, scan the horizon for changes and regularly amend our plans so that our data, methods,
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systems and products can be flexible enough to meet the new demands while maintaining
continuity. We will need to conduct regular quality reviews to challenge the underlying
measurement concepts and the relevance of our data sources and methods, drawing on the best
national and international expertise.
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Office for National Statistics: Our strategy – where we want to be
4.1
As the leading provider of statistics describing the UK’s economy and society, our vision is
to be widely respected for informing debate and improving decision making through high
quality and easy to use statistics and analyses on the UK’s economy and society.
4.2
Our strategy sets out a programme to deliver this vision. It recognises that we will need to
be increasingly flexible with the resources we have, refocusing and rebalancing our effort to best
meet customer needs. Resources will always be constrained and we will need to work hard to
prioritise, to look for further efficiency savings and to look for opportunities to generate income. We
recognise that we may need to rationalise our product portfolio while also reducing fixed costs.
This will enable us to invest in improvements to our key services.
4.3
We will take a more proactive approach to partnership working to help strengthen our
position and better serve our customers’ needs.
4.4
Changing what we do and how we do it will require strong and focused leadership at all
levels in the organisation. We will also need to develop our workforce capability – knowledge, skills
and behaviours. This is key to managing this dynamic change, particularly in areas such as digital
exploitation. The opportunities to lead change are exceptional and the best talent is imperative for
success.
4.5
Our customer relationships are fundamental to achieving success. We want to develop
and target our products to increase the use of our statistics and analysis in policy development,
decision making and public debate. By improving the dissemination and communication of our
statistics and analyses we also aim to increase the reach of our statistics among more occasional
users, helping our statistics contribute to the daily lives of UK citizens.
4.6
Our people will be at the heart of future success of ONS. We need a diverse, skilled and
motivated workforce who can deliver innovative solutions and improvements in our statistical and
business processes. We will focus on changes to our culture to encourage and support inclusion
and innovation, and to improve decision making. We will embrace the changing environment and
market in which ONS operates and adapt accordingly.
4.7
Our people will be professional, show respect and value diversity, and will work with pride
and passion. We will invest in them to develop new skills and experience. We will start by
articulating the skills we need and where we need to develop further – for example improving skills
in programme management, statistical computing, digital exploitation and dissemination. To
encourage innovation and improve performance, we will work collaboratively across ONS business
areas, and will learn from our international peers and other statistical organisations.
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4.8
Our partners will play an increasingly important part in our future. As we seek to extend
the reach of our statistics and analysis, we expect to collaborate with more external public and
private sector, and academic, organisations. As we focus on our core skills and capabilities and
bring in the expertise we need from outside, we will want to instil in all our partners and suppliers a
shared commitment for ONS to succeed.
4.9
Our data suppliers provide the raw materials for our core statistics and analytical
products. Work to increase the integration of data from different sources, both survey and
administrative, will help reduce the burden on the respondents to our surveys. We will work across
government to try to overcome current legal and bureaucratic challenges so that we can obtain
data from new sources. Where possible both social and business data will be better exploited so
we only ask for that information which is not already held elsewhere.
4.10 Developing across these key areas will help ONS position itself as a statistical
powerhouse at the centre of UK policy and decision making, working in partnership with
colleagues in the Government Statistical Service. Internationally we will fully engage, and lead
where it is in our best interests, learning and sharing expertise with other National Statistical
Institutes across the world. Our aspiration is to be perceived as among the best, most innovative
statistical offices in the world.
4.11 We will, of course, aim to retain what we already do very well – producing high quality
statistics that people trust and that help decision makers understand the changes taking place in
the UK. But we also need to change from an organisation that can sometimes:
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To an organisation that always:
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How we will get there
5.1
We have identified nine strategic aims to help deliver our vision. These align with the core
elements of our business process design and our ambition to meet the needs of our customers
through the talents and skills of our people. The aims address the changes we need to make to our
infrastructure to ensure we are fit for the future:
Inform debate and have greater impact on decision making.
Dramatically improve the communication of our statistics and analyses.
Be highly regarded by our customers for producing trustworthy statistics and analyses
that anticipate their needs.
Be at the forefront of integrating and exploiting data from multiple sources.
Have flexible and efficient processes and systems for statistical production,
underpinned by sound methodology.
Improve quality and minimise the risk of errors.
Keep the data we hold secure.
Be a statistical powerhouse at the heart of the Government Statistical Service and the
European Statistical System.
Have skilled and motivated people who are enthusiastic for change.
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5.2
These nine aims will be taken forward through a number of priority actions. These actions
alone will not deliver our ten year strategy, but they will ensure we set out in the right direction.
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Starting the journey
6.1
Although the pace of change will be affected by the available funding, we are committed to
taking forward as many of the actions critical to achieving our vision as we can. This list will be
refreshed periodically.
Customers
Link to Strategic Aims
Action
Inform debate and have greater impact on
decision making.
With limited resources it is essential that we
ensure we are producing the right statistics in
support of customer needs across the UK and
internationally.
We will:
• maintain a portfolio of statistical products
covering the UK economy and society that meet
the key requirements of our customers,
• continue to meet the requirements of the Code
of Practice for Official Statistics,
• meet our legal obligations to comply with EU
regulations,
• start the changes required as a result of the
European System of Accounts 2010 and the
Balance of Payments Manual 6,
• complete our work to review the options for the
production of population and small area sociodemographic statistics, through the ‘Beyond
2011’ programme,
• complete our project on Open Geography to
ensure compliance with European and UK
legislation, and
• prioritise our statistical work programme to
match available funding, conducting public
consultations before withdrawing any statistical
outputs.
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Be highly regarded by our customers for
producing trustworthy statistics and analyses
that anticipate their needs.
ONS has a good track record of engaging with
its customers through a number of channels:
consultations, user engagement surveys, user
groups and, more recently, by use of social
media and online fora.
We will:
• build on the existing work to identify and
understand our key customers, their needs and
satisfaction levels,
• work closely with our key customers to
address any concerns over the quality of our
statistics, and
• exploit new digital channels to engage with our
customers and users.
People
Link to Strategic Aims
Action
Have skilled and motivated people who are
enthusiastic for change.
We want people to feel proud to work for ONS.
By involving people and giving them a say in
how we work, we will enable better, more
flexible delivery. We will need to support our
staff in developing the right capability and skills
for the future and that starts with us being clear
about what we expect.
We will:
• clearly articulate the new and emerging skills
and experience we need to deliver our future
business as usual and investment projects,
• develop and implement a resourcing plan that
incorporates the need to up-skill existing staff,
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attract new skills and deliver through
partnerships,
• successfully deliver relevant and targeted
development for project and programme
specialists,
• improve talent management and succession
planning across all of our professional groups
and the Fast Stream group,
• develop and implement an employment offer
which attracts and retains scarce skills and
reduces our reliance on contractors,
• improve our performance management in
order to get the best from our people and to
recognise their contribution,
• improve our senior leadership through a
targeted leadership programme,
• up-skill delivery managers to enable
improvements in process efficiency and value
for money,
• complete our Coaching Skills programme and
ensure this is embedded in the way we work,
and
• learn from others, both within and outside
ONS.
Data analysis, products and dissemination
Link to Strategic Aims
Action
Dramatically improve the communication of
our statistics and analyses.
ONS statistics continue to be critical to effective
debate and decision making in the UK whether
in more traditional areas, such as steering the
macro-economy, or in newer areas such as
measuring well-being. However, making greater
use of data requires wider exploitation and
increased levels of openness in line with the
open data agenda.
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We will:
• undertake a rolling programme of
improvements to the content and commentary in
our main statistical releases,
• work increasingly with other public, private and
international bodies and organisations to make
more use of our data and develop analysis that
we might otherwise not be able to undertake,
• plan our analytical programme to inform policy
making and debate and serve the public good,
• develop new ways of presenting our data
which enhance our online and digital offering
and support greater customer understanding of
our statistics,
• open up more of our data for onward use,
while ensuring that confidentiality pledges to
data suppliers are maintained, and
• complete the programme to deliver enhanced
website capability, open up access to ONS
data, and improve our dissemination channels.
Infrastructure and processing
Link to Strategic Aims
Action
Have flexible and efficient processes and
systems for statistical production, underpinned
by sound methodology.
Current ONS production processes are well
established and this strategy reaffirms our
desire to ensure quality throughout our
statistical production.
Improve quality and minimise the risk of
errors.
We will:
• move to an integrated, streamlined production
process (Common Information Model) based on
the internationally approved Generic Statistical
Business Process Model,
• lead a coordinated and targeted approach to
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continuous improvement which develops our
use of Lean Six Sigma techniques,
• develop a knowledge sharing framework which
makes better use of our experience and
expertise,
• consider opportunities for working with other
public, private and international organisations to
improve our data processing and handling,
• improve our understanding, management and
acceptance of risks in a fast moving
environment,
• continue to develop and implement world class
statistical methods, and
• conduct National Statistics Quality Reviews
and other regular quality assessments to ensure
that our statistics are produced using
appropriate measurement concepts, data
sources and methods.
Protecting the confidentiality of information
entrusted to us continues to be of critical
importance. The data model will be designed so
that all data, including that from other providers,
can be handled with assurance that
confidentiality can be maintained.
We will:
• continue to improve the security of our
systems and processes to meet accepted
standards,
Keep the data we hold secure.
• support the open data agenda by developing
more automated means of producing
aggregated open data, and
• continue to provide legal access to micro data
to approved researchers under strict conditions.
Our technical and statistical infrastructure
underpins all that we do and we must change to
ensure we can better receive, integrate, store,
and release data in ways which better support
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the quality requirements of our customers.
We will:
• develop our IT infrastructure in line with the
government ICT strategy, where it is affordable
and cost-effective,
• ensure our estate (property and IT) is fit for
purpose, now and for the future, and
• use advances in knowledge and technology to
make efficiencies to our processes or to better
target our efforts.
Be a statistical powerhouse at the heart of the
GSS and the European Statistical System.
As a statistical leader internationally we must
ensure the application of common standards
and methods in line the Code of Practice for
Official Statistics and as specified in
international regulation. As regulation continues
to develop in response to the need to measure
emerging socio-economic phenomena.
We will:
• remain active in the EU and globally, leading
where it is in our interests to do so, and forming
partnerships which promote openness and
transparency in our methods and approach, and
• seek to influence the development of new
legislation, manuals and frameworks so that the
benefits to the UK are clear and the costs well
understood.
Data Collection
Link to Strategic Aims
Be at the forefront of integrating and
exploiting data from multiple sources.
Action
ONS business is based on a large number of
survey data collections from both businesses
and households, together with collation of
various aggregate administrative datasets.
We will move towards a position where we use
existing data and administrative sources for
statistical production, increasingly using unit
level administrative data. Gaps which cannot be
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met through suitable models will be met using
targeted surveys which place a minimum
burden on data suppliers.
We will:
• develop and implement the business case for
data sharing and increasing the use of
administrative data,
• work with others to develop the legislative
framework for data sharing,
• continue to invest in our Electronic Data
Collection programme to lay the foundations for
online data collection across ONS surveys, and
• continue to work with supplier representatives
in order to minimise the impact of our requests
for data and enable greater understanding of
the use of their data.
Over the lifetime of this strategy it is expected
that there will be a continuing need for some
face-to-face data collection in order to collect
high quality complex social data from the
population.
We will:
• review the balance of cost, quality and burden
in our mixed-mode data collection model, to
ensure it is fit for the future.
6.2
Underpinning this work will be improved financial, workforce and business planning
together with improved portfolio management methods to maintain control over delivery and
budgets. We will continue to use the most appropriate project management principles to ensure
collaborative working across the different specialist groups in the office. To ensure value for money
we will strengthen financial discipline to become more commercial, adaptable and innovative.
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7
Measuring Success
7.1
We have identified a number of high level success criteria which will allow us to monitor the
implementation of this strategy and to take action if progress is not being made towards achieving
the vision.
Success Criteria
Customers
• Improved feedback from our key customer
groups.
• Enhanced use of social media and other
online fora for listening and customer
engagement.
• Low levels of negative coverage in the media.
• Compliance with EU regulations.
Data analysis, products and dissemination
• ONS remains a key provider of policy-relevant
statistics and analysis across government.
• Increased range of datasets made available in
an open form.
• Increased visits to the ONS online presence.
Infrastructure and Processing
• Common language defined and used across
the office and the wider GSS.
• Quality framework established and applied.
• Adherence with government ICT strategy.
• Portfolio of common IT solutions and
frameworks.
• Leading edge financial management practices
that maximise the value for money of producing
our statistics.
• Common information model developed and
introduced.
• Reduction in the number of separate
approaches used across the office.
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• Other data owners happy to provide datasets
to ONS in the knowledge that confidentiality will
be maintained.
Data collection
• Reduction in the proportion of data collected
via surveys (reduced compliance burden) with a
corresponding increase in data re-use from
existing and administrative sources.
• Increased use of single data sources for
multiple purposes.
• Progress in the introduction of multi-mode
collection on both business and social surveys.
• Online collection or direct data feeds as the
default.
People
• Everyone in ONS understands the vision and
values of the office and how they can contribute.
• People feel proud to work at ONS.
• Leadership skills are improved so that people
feel motivated and engaged.
• People are encouraged to suggest and
implement improvements to their work areas
and across ONS.
• Increased collaboration, including with other
parts of the GSS, internationally and with
market leaders.
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