Office for National Statistics: Annual Report 1999-2000

ONS Annual Report & Accounts 1999-2000

Sara

h C

raw

ford

– P

roje

cts

Supp

ort C

o-or

dina

tor

Cen

sus

Div

isio

n, T

itchf

ield

>

ONS

Annual Report & Accounts 1999-2000

Aim – To Provide World-Class Statistical And Registration Services

Presented to Parliament in pursuance of Section 5 of the Exchequer and Audit

Departments Act 1921

Ordered by the House of Commons to be printed 28 July 2000

LONDON: THE STATIONERY OFFICE £13.75834

Sara

h C

raw

ford

– P

roje

cts

Supp

ort C

o-or

dina

tor

Cen

sus

Div

isio

n, T

itchf

ield

>

ONS

Annual Report & Accounts 1999-2000

Aim – To Provide World-Class Statistical And Registration Services

Presented to Parliament in pursuance of Section 5 of the Exchequer and Audit

Departments Act 1921

Ordered by the House of Commons to be printed 28 July 2000

LONDON: THE STATIONERY OFFICE £13.75834

Contents

Introduction

Background

Performance in 1999-2000

Looking Ahead

Annex A – Corporate Targets 1999-2000

Annex B – ONS Publishing April 1999 - March 2000

Resource Accounts 1999-2000

5

8

14

26

28

31

33

Office for National Statistics

1 Drummond Gate

London SW1V 2QQ

National Statistics Public Enquiry Service

020 7533 5888

[email protected]

www.statistics.gov.uk

celsius|

James Clarke

Acknowledgements

ONS and Celsius would like to thank the following for their help and participation in the

photography used in this report:

Sarah Crawford, Stephen Feldman, Kirsty Deacon, Vanessa Higgins, John Fennessy,

Pauline Mason, Trevor Fenton, Jean Young, Carole Brown, Frances Sly, Daniel Howell,

Claire Ricketts, Joseph Goldstein, Howard Meltzer, Gail Carlson, Pete Sitch, James Elder,

Richard Morton, Matt Wood and James Clarke.

© Crown copyright 2000

ISBN 0-10-556886-4

T:

E-mai l :

Web:

Des ign:

Photography:

Contents

Introduction

Background


Looking Ahead



Resource Accounts 1999-2000

5

8

14

26

28

31

33

Office for National Statistics

1 Drummond Gate

London SW1V 2QQ

National Statistics Public Enquiry Service

020 7533 5888

[email protected]

www.statistics.gov.uk

celsius|

James Clarke

Acknowledgements

ONS and Celsius would like to thank the following for their help and participation in the

photography used in this report:

Sarah Crawford, Stephen Feldman, Kirsty Deacon, Vanessa Higgins, John Fennessy,

Pauline Mason, Trevor Fenton, Jean Young, Carole Brown, Frances Sly, Daniel Howell,

Claire Ricketts, Joseph Goldstein, Howard Meltzer, Gail Carlson, Pete Sitch, James Elder,

Richard Morton, Matt Wood and James Clarke.

© Crown copyright 2000

ISBN 0-10-556886-4

T:

E-mai l :

Web:

Des ign:

Photography:

ONS Annual Report & Accounts 1999-2000 5

Introduction1 ONS was set up on 1 April 1996 as an independent government department

and an executive agency to provide both statistical and registration services.

The Director is accountable to the Chancellor of the Exchequer for the

operation and performance of the Office in accordance with the ONS

Framework Document. The Director of ONS is also the Registrar General for

England and Wales and the National Statistician.

The Office has about 3,000 staff operating in London, Newport (South Wales),

Runcorn, Southport and Titchfield (Hampshire), plus around 1,000 interviewers

working on social surveys nationwide.

Step

hen

Fel

dm

an –

Com

mun

icat

ions

Edi

tor

Cen

sus

Med

ia In

itiat

ives

Uni

t in

Com

mun

icat

ion,

Lon

don

“It’s

qui

te s

omet

hing

to s

ay t

hat

you

are

invo

lved

in t

hece

nsus

bec

ause

it o

nly

happ

ens

ever

y te

n ye

ars.

”

>

+ Southport

+ Newport

+ Runcorn

+ Titchfield

+ London


Introduction1 ONS was set up on 1 April 1996 as an independent government department

and an executive agency to provide both statistical and registration services.

The Director is accountable to the Chancellor of the Exchequer for the

operation and performance of the Office in accordance with the ONS

Framework Document. The Director of ONS is also the Registrar General for

England and Wales and the National Statistician.

The Office has about 3,000 staff operating in London, Newport (South Wales),

Runcorn, Southport and Titchfield (Hampshire), plus around 1,000 interviewers

working on social surveys nationwide.

Step

hen

Fel

dm

an –

Com

mun

icat

ions

Edi

tor

Cen

sus

Med

ia In

itiat

ives

Uni

t in

Com

mun

icat

ion,

Lon

don

“It’s

qui

te s

omet

hing

to s

ay t

hat

you

are

invo

lved

in t

hece

nsus

bec

ause

it o

nly

happ

ens

ever

y te

n ye

ars.

”

>

+ Southport

+ Newport

+ Runcorn

+ Titchfield

+ London

>

Kir

sty

Dea

con

– S

ocia

l Sur

vey

Off

icer

Met

hodo

logy

Uni

t in

Soci

al S

urve

y D

ivis

ion

, Lon

don

“Nat

iona

l Sta

tistic

s pr

ovid

es t

he m

ajor

ity o

f dat

a th

atgo

vern

men

t po

licie

s ar

e ba

sed

upon

. Con

tinue

dev

alua

tion

rese

arch

by

us t

hen

ensu

res

that

soc

iety

can

asse

ss w

heth

er t

hese

pol

icie

s ar

e w

orki

ng.”

>

Van

essa

Hig

gin

s –

Soci

al S

urve

y O

ffic

erSo

cial

Sur

vey

Div

isio

n, L

ondo

n

“It’s

gre

at to

see

the

res

ults

of t

he jo

b. W

hen

new

gov

ernm

ent

polic

ies

com

e ou

t yo

u th

ink,

oh, I

had

a b

it to

do

with

tha

t.”

>

Kir

sty

Dea

con

– S

ocia

l Sur

vey

Off

icer

Met

hodo

logy

Uni

t in

Soci

al S

urve

y D

ivis

ion

, Lon

don

“Nat

iona

l Sta

tistic

s pr

ovid

es t

he m

ajor

ity o

f dat

a th

atgo

vern

men

t po

licie

s ar

e ba

sed

upon

. Con

tinue

dev

alua

tion

rese

arch

by

us t

hen

ensu

res

that

soc

iety

can

asse

ss w

heth

er t

hese

pol

icie

s ar

e w

orki

ng.”

>

Van

essa

Hig

gin

s –

Soci

al S

urve

y O

ffic

erSo

cial

Sur

vey

Div

isio

n, L

ondo

n

“It’s

gre

at to

see

the

res

ults

of t

he jo

b. W

hen

new

gov

ernm

ent

polic

ies

com

e ou

t yo

u th

ink,

oh, I

had

a b

it to

do

with

tha

t.”

8 ONS Annual Report & Accounts 1999-2000

Background2 This report covers the fourth year of the Office’s existence.

3 In our first three years we made some progress towards providing high-quality

statistical and registration services. The UK was the first country in the

European Union (EU) to convert to the new system of national accounts (ESA

95) with a full set of back series. We made improvements to the presentation

of both national and regional labour market statistics with better integration of

data from different sources. We embarked on a package of improvements to

bring a range of business and economic statistics closer to customer needs and

expectations. We also launched a fundamental review of the civil registration

service in England & Wales. We started to improve accessibility to ONS data

and services with the launch of our website in April 1998.

4 However, we recognised that there was more to be done. Some customers felt

we took too long to deliver new products and outputs, and while we had

started to use new technology with the website, we were not exploiting the

internet as quickly as some other national statistical offices, such as those in

Australia, Canada and New Zealand.

5 We also accepted that the decision to suspend and review the Average Earnings

Index (AEI) in the autumn of 1998 had affected our credibility as an authoritative

source of statistical data. By the beginning of 1999-2000 (as indicated in last year’s

Annual Report) the Index had been reinstated. However, the review of the AEI

which had then just been published had implications for wider methodological

issues within the Office, and these would necessarily be a major aspect of our work

throughout the year. We were able to bring the recommendations of the AEI

review together with a number of issues of a similar nature arising from the report

of the Treasury Select Committee on ONS published in December 1998.

>

Joh

n F

enn

essy

–A

rchi

ve C

urat

orN

atio

nal H

ealth

Ser

vice

Cen

tral

Reg

iste

r, pa

rt o

fRe

gist

ratio

n D

ivis

ion,

Sou

thpo

rt

“I t

hink

it’s

qui

te a

pri

vile

ged

posi

tion

to b

e in

, to

be a

ble

to lo

ok a

fter

all

this

. The

re’s

som

e fa

scin

atin

gin

form

atio

n in

the

Arc

hive

s.”

>

Pau

line

Mas

on

– O

pera

tions

Man

ager

& D

eput

y C

entr

e M

anag

erFa

mily

Rec

ords

Cen

tre

“Kno

win

g th

at y

ou a

re c

ontr

ibut

ing

to t

he s

ucce

ss o

f the

orga

nisa

tion

whi

lst

help

ing

the

staf

f and

Cen

tre

deve

lop

is t

hem

ost

satis

fyin

g pa

rt o

f the

job.

”


Background2 This report covers the fourth year of the Office’s existence.

3 In our first three years we made some progress towards providing high-quality

statistical and registration services. The UK was the first country in the

European Union (EU) to convert to the new system of national accounts (ESA

95) with a full set of back series. We made improvements to the presentation

of both national and regional labour market statistics with better integration of

data from different sources. We embarked on a package of improvements to

bring a range of business and economic statistics closer to customer needs and

expectations. We also launched a fundamental review of the civil registration

service in England & Wales. We started to improve accessibility to ONS data

and services with the launch of our website in April 1998.

4 However, we recognised that there was more to be done. Some customers felt

we took too long to deliver new products and outputs, and while we had

started to use new technology with the website, we were not exploiting the

internet as quickly as some other national statistical offices, such as those in

Australia, Canada and New Zealand.

5 We also accepted that the decision to suspend and review the Average Earnings

Index (AEI) in the autumn of 1998 had affected our credibility as an authoritative

source of statistical data. By the beginning of 1999-2000 (as indicated in last year’s

Annual Report) the Index had been reinstated. However, the review of the AEI

which had then just been published had implications for wider methodological

issues within the Office, and these would necessarily be a major aspect of our work

throughout the year. We were able to bring the recommendations of the AEI

review together with a number of issues of a similar nature arising from the report

of the Treasury Select Committee on ONS published in December 1998.

>

Joh

n F

enn

essy

–A

rchi

ve C

urat

orN

atio

nal H

ealth

Ser

vice

Cen

tral

Reg

iste

r, pa

rt o

fRe

gist

ratio

n D

ivis

ion,

Sou

thpo

rt

“I t

hink

it’s

qui

te a

pri

vile

ged

posi

tion

to b

e in

, to

be a

ble

to lo

ok a

fter

all

this

. The

re’s

som

e fa

scin

atin

gin

form

atio

n in

the

Arc

hive

s.”

>

Pau

line

Mas

on

– O

pera

tions

Man

ager

& D

eput

y C

entr

e M

anag

erFa

mily

Rec

ords

Cen

tre

“Kno

win

g th

at y

ou a

re c

ontr

ibut

ing

to t

he s

ucce

ss o

f the

orga

nisa

tion

whi

lst

help

ing

the

staf

f and

Cen

tre

deve

lop

is t

hem

ost

satis

fyin

g pa

rt o

f the

job.

”


6 Plans for 1999-2000 also included:

+ taking forward the stages following the response to the Green

Paper Statistics: A Matter of Trust. The Green Paper put forward

options for enhancing the integrity of official statistics and invited

responses to specific questions;

+ the action plan arising from the Economic Secretary to the Treasury’s

acceptance of the recommendations of the Efficiency Review of ONS.

The Review identified areas where efficiency savings, estimated to total

£20m a year by Year 3 of the programme, could be released by means

such as the amalgamation of some functions (e.g. Personnel and

Training), by the strengthening of others (e.g. senior management), or

by outsourcing (e.g. Facilities Management). These savings would be

invested in improved statistical outputs and products;

+ gearing up for the 2001 Census of Population which, for the first

time, would involve private sector companies providing a wide range

of services previously carried out in-house. Census Day was set for

29 April 2001. The collection process would be managed by the UK

Census Authorities (ONS, the General Register Office (Scotland) and

the Northern Ireland Statistics and Research Agency) but the printing

of forms, their delivery to the field staff and the scanning of the

completed forms, as well as the payment of field staff, would be

handled by the private sector companies who bid for the work;

+ consulting interested parties, including the public, on options for

modernising the system of civil registration (i.e. the registration of

births and deaths and the conduct of civil marriages) in England &

Wales; and,

+ as the Millennium loomed, ensuring that all our key systems could

cope with the date change.

7 We also had to meet our targets as set out in the Public Service Agreement

(PSA) – an outcome of the Comprehensive Spending Review (CSR) (see

Annex A for the targets and performance in 1999-2000). Together, these

presented a challenging programme.

>

Trev

or

Fen

ton

– A

ssis

tant

Sta

tistic

ian

Inde

x of

Ser

vice

s /

Shor

t Ter

m O

utpu

t Ind

icat

ors

Div

isio

n,

part

of N

atio

nal A

ccou

nts

Gro

up, N

ewpo

rt

“Pic

k up

any

new

spap

er a

nd c

ount

the

num

ber

of s

tatis

tics.

You

will

pro

babl

y fin

d a

larg

e pr

opor

tion

of t

hose

com

efr

om u

s.”

>

Jean

Yo

un

g (le

ft) &

Car

ole

Bro

wn

(rig

ht)

Med

ical

Res

earc

h, S

outh

port

“The

sys

tem

aut

omat

ical

ly d

oes

the

mat

chin

g, b

ut t

here

are

tho

usan

ds o

fca

ncer

reg

istr

atio

ns t

hat

don’

t ge

t m

atch

ed u

p au

tom

atic

ally.

You

mig

htha

ve t

wo

John

Sm

iths

in o

ne a

rea,

for

inst

ance

. Thi

s is

whe

re w

e co

me

in, m

akin

g su

re e

ach

regi

stra

tion

is m

atch

ed a

ccur

atel

y.”


6 Plans for 1999-2000 also included:

+ taking forward the stages following the response to the Green

Paper Statistics: A Matter of Trust. The Green Paper put forward

options for enhancing the integrity of official statistics and invited

responses to specific questions;

+ the action plan arising from the Economic Secretary to the Treasury’s

acceptance of the recommendations of the Efficiency Review of ONS.

The Review identified areas where efficiency savings, estimated to total

£20m a year by Year 3 of the programme, could be released by means

such as the amalgamation of some functions (e.g. Personnel and

Training), by the strengthening of others (e.g. senior management), or

by outsourcing (e.g. Facilities Management). These savings would be

invested in improved statistical outputs and products;

+ gearing up for the 2001 Census of Population which, for the first

time, would involve private sector companies providing a wide range

of services previously carried out in-house. Census Day was set for

29 April 2001. The collection process would be managed by the UK

Census Authorities (ONS, the General Register Office (Scotland) and

the Northern Ireland Statistics and Research Agency) but the printing

of forms, their delivery to the field staff and the scanning of the

completed forms, as well as the payment of field staff, would be

handled by the private sector companies who bid for the work;

+ consulting interested parties, including the public, on options for

modernising the system of civil registration (i.e. the registration of

births and deaths and the conduct of civil marriages) in England &

Wales; and,

+ as the Millennium loomed, ensuring that all our key systems could

cope with the date change.

7 We also had to meet our targets as set out in the Public Service Agreement

(PSA) – an outcome of the Comprehensive Spending Review (CSR) (see

Annex A for the targets and performance in 1999-2000). Together, these

presented a challenging programme.

>

Trev

or

Fen

ton

– A

ssis

tant

Sta

tistic

ian

Inde

x of

Ser

vice

s /

Shor

t Ter

m O

utpu

t Ind

icat

ors

Div

isio

n,

part

of N

atio

nal A

ccou

nts

Gro

up, N

ewpo

rt

“Pic

k up

any

new

spap

er a

nd c

ount

the

num

ber

of s

tatis

tics.

You

will

pro

babl

y fin

d a

larg

e pr

opor

tion

of t

hose

com

efr

om u

s.”

>

Jean

Yo

un

g (le

ft) &

Car

ole

Bro

wn

(rig

ht)

Med

ical

Res

earc

h, S

outh

port

“The

sys

tem

aut

omat

ical

ly d

oes

the

mat

chin

g, b

ut t

here

are

tho

usan

ds o

fca

ncer

reg

istr

atio

ns t

hat

don’

t ge

t m

atch

ed u

p au

tom

atic

ally.

You

mig

htha

ve t

wo

John

Sm

iths

in o

ne a

rea,

for

inst

ance

. Thi

s is

whe

re w

e co

me

in, m

akin

g su

re e

ach

regi

stra

tion

is m

atch

ed a

ccur

atel

y.”

Fran

ces

Sly

– H

ead

of D

isse

min

atio

n Br

anch

Labo

ur M

arke

t Div

isio

n, L

ondo

n

“I’m

par

ticul

arly

inte

rest

ed in

equ

al o

ppor

tuni

ties

polic

ies.

Our

sta

tistic

she

lp t

he D

epar

tmen

t of

Edu

catio

n an

d Em

ploy

men

t, w

ho a

re t

ryin

g to

impr

ove

the

polic

y of

wor

k fo

r w

omen

, eth

nic

min

oriti

es a

nd t

hedi

sabl

ed. A

lrea

dy n

ew in

itiat

ives

are

in p

lace

to m

ake

impr

ovem

ents

.It

’s s

atis

fyin

g to

kno

w t

hat

we

are

mak

ing

a be

nefic

ial d

iffer

ence

.”

>

Fran

ces

Sly

– H

ead

of D

isse

min

atio

n Br

anch

Labo

ur M

arke

t Div

isio

n, L

ondo

n

“I’m

par

ticul

arly

inte

rest

ed in

equ

al o

ppor

tuni

ties

polic

ies.

Our

sta

tistic

she

lp t

he D

epar

tmen

t of

Edu

catio

n an

d Em

ploy

men

t, w

ho a

re t

ryin

g to

impr

ove

the

polic

y of

wor

k fo

r w

omen

, eth

nic

min

oriti

es a

nd t

hedi

sabl

ed. A

lrea

dy n

ew in

itiat

ives

are

in p

lace

to m

ake

impr

ovem

ents

.It

’s s

atis

fyin

g to

kno

w t

hat

we

are

mak

ing

a be

nefic

ial d

iffer

ence

.”

>

ONS Annual Report & Accounts 1999-2000 1514 ONS Annual Report & Accounts 1999-2000


Changes to senior management

8 Following an Efficiency Review recommendation that the senior management of

ONS be re-structured, the membership of the ONS Policy Board was reduced at

the start of the year from 7 to 5 senior Directors (plus 2 non-executive Directors

as before) and comprised:

+ Len Cook National Statistician and Chief Executive of ONS

+ Alan Goldsmith Finance & Corporate Services

+ John Kidgell Economic Statistics

+ John Pullinger Social Statistics

+ Susan Linacre Quality and Methodology

The ONS Executive Committee was given the same structure but without the

non-executive directors.

9 The aim of the restructuring of the senior management posts was to help ONS:

+ improve co-ordination;

+ strengthen quality of outputs and improve quality assurance;

+ improve customer relations with key user departments;

+ tackle the scale of changes implied by the ONS review;

+ take forward the CSR programme for extending the scope and

quality of outputs as resources are released and recycled as a result

of the ONS review; and

+ take forward the National Statistics agenda.

Other objectives were to improve effective decision making and help address

key cross-cutting issues within ONS.

10 The new Board/Executive came into being with provisional appointments, but

progressively through the year competitions were held to fill posts

substantively. Three members of the resulting Board/Executive are new to

ONS: Alan Goldsmith, who came from Shell on appointment as Director of

Finance and Corporate Services; Susan Linacre, due to join us in May 2000

from the Australian Bureau of Statistics as Director of Quality & Methodology,

and Len Cook, from Statistics New Zealand, who is the first National Statistician

and started work at the end of May 2000. They joined John Kidgell (Director of

Economic Statistics) and John Pullinger (Director of Social Statistics).

The three roles of Len CookDirector, ONS

Directly accountable to the Chancellor of the Exchequer for the operation

and performance of the Office in accordance with the Framework

Document and its approved plans.

Registrar General for England and Wales (RG)

Responsible for the administration of the marriage laws and for securing

the provision of an effective system for the registration of vital events,

ie births, marriages and deaths. This is a statutory office, to which he is

appointed by Letters Patent.

National Statistician

The National Statistician is responsible for ensuring the appropriate and

effective engagement of the United Kingdom in the statistical decision-

making processes of the European Union, and ensuring the representation

of the United Kingdom in international statistical bodies and forums,

such as the United Nations Statistical Commission. The National

Statistician is the Head of the Government Statistical Service, and

responsible for the support and long-term development of professional

statisticians as a critical service resource in the UK.

Ala

n G

old

smit

h (

left

)

Joh

n P

ulli

nge

r (r

ight

)

>

Ala

n G

old

smit

h (

left

)

Joh

n P

ulli

nge

r (r

ight

)

>

Joh

n P

ulli

nge

r (le

ft)

Len

Co

ok

(rig

ht)

>

Len

Co

ok

(left

)

Joh

n K

idge

ll (r

ight

)

>

Joh

n K

idge

ll (le

ft)

Susa

n L

inac

re (

right

)

>



Changes to senior management

8 Following an Efficiency Review recommendation that the senior management of

ONS be re-structured, the membership of the ONS Policy Board was reduced at

the start of the year from 7 to 5 senior Directors (plus 2 non-executive Directors

as before) and comprised:

+ Len Cook National Statistician and Chief Executive of ONS

+ Alan Goldsmith Finance & Corporate Services

+ John Kidgell Economic Statistics

+ John Pullinger Social Statistics

+ Susan Linacre Quality and Methodology

The ONS Executive Committee was given the same structure but without the

non-executive directors.

9 The aim of the restructuring of the senior management posts was to help ONS:

+ improve co-ordination;

+ strengthen quality of outputs and improve quality assurance;

+ improve customer relations with key user departments;

+ tackle the scale of changes implied by the ONS review;

+ take forward the CSR programme for extending the scope and

quality of outputs as resources are released and recycled as a result

of the ONS review; and

+ take forward the National Statistics agenda.

Other objectives were to improve effective decision making and help address

key cross-cutting issues within ONS.

10 The new Board/Executive came into being with provisional appointments, but

progressively through the year competitions were held to fill posts

substantively. Three members of the resulting Board/Executive are new to

ONS: Alan Goldsmith, who came from Shell on appointment as Director of

Finance and Corporate Services; Susan Linacre, due to join us in May 2000

from the Australian Bureau of Statistics as Director of Quality & Methodology,

and Len Cook, from Statistics New Zealand, who is the first National Statistician

and started work at the end of May 2000. They joined John Kidgell (Director of

Economic Statistics) and John Pullinger (Director of Social Statistics).

The three roles of Len CookDirector, ONS

Directly accountable to the Chancellor of the Exchequer for the operation

and performance of the Office in accordance with the Framework

Document and its approved plans.

Registrar General for England and Wales (RG)

Responsible for the administration of the marriage laws and for securing

the provision of an effective system for the registration of vital events,

ie births, marriages and deaths. This is a statutory office, to which he is

appointed by Letters Patent.


The National Statistician is responsible for ensuring the appropriate and

effective engagement of the United Kingdom in the statistical decision-

making processes of the European Union, and ensuring the representation

of the United Kingdom in international statistical bodies and forums,

such as the United Nations Statistical Commission. The National

Statistician is the Head of the Government Statistical Service, and

responsible for the support and long-term development of professional

statisticians as a critical service resource in the UK.

Ala

n G

old

smit

h (

left

)

Joh

n P

ulli

nge

r (r

ight

)

>

Ala

n G

old

smit

h (

left

)

Joh

n P

ulli

nge

r (r

ight

)

>

Joh

n P

ulli

nge

r (le

ft)

Len

Co

ok

(rig

ht)

>

Len

Co

ok

(left

)

Joh

n K

idge

ll (r

ight

)

>

Joh

n K

idge

ll (le

ft)

Susa

n L

inac

re (

right

)

>


National Statistics

13 The Green Paper Statistics: A Matter of Trust had set out the Government’s goal to enhance

the integrity, both actual and perceived, of official statistics. It had proposed a number of

specific questions to which responses were invited:

+ Is the concept of National Statistics the right one to define the coverage that we

are looking for? Are there activities or outputs which should be specifically

included or excluded from the definition of National Statistics?

+ Which arrangements for accountability and governance would contribute best to

meeting the goals of guaranteed integrity and greater public confidence in

government statistics? Which of the four models proposed and discussed in the

Green Paper, or a combination of any of their elements, offers the best chance of

success? The models were:

a strengthening existing arrangements;

b establishment of a governing board, with a non-executive chair;

c establishment of an independent Statistical Commission; or

d direct accountability to Parliament.

What steps should be taken to secure the preferred arrangements?

+ Are the criteria for determining location of responsibilities appropriate? Are there

specific statistical activities or outputs that you would identify as meriting

organisational change?

+ Are arrangements for maintaining professional statistical standards across all

government statistical work of the kind discussed in the Green Paper the

right ones?

+ Are existing arrangements adequate to secure UK statistics and co-ordination?

Should the principles which guide the enhancement of integrity of statistics

generally guide the arrangements for devolved responsibilities as well?

14 There was a positive response to the Green Paper and a substantial degree of consensus formed

during the debate. The decisions announced in the White Paper Building trust in statistics,

published in November 1999, reflected that consensus. The AEI reviews, the TSC report and

the recommendations of the Efficiency Review were all published between the Green Paper and

the White Paper. All had the same underlying theme – better and more reliable official statistics.

The White Paper concluded that the best way forward was the creation of a Statistics

Commission, independent of both Government and the producers of official statistics.

The White Paper also announced the creation of the post of National Statistician with overall

professional responsibility for the outputs comprising National Statistics.

15 The launch date for National Statistics was set for early June 2000, by which time the National

Statistician (Len Cook), the Chair of the Statistical Commission (Sir John Kingman), as well as the

seven Commissioners, had been appointed. It was agreed that The Framework for National

Statistics, on which ONS had been working for much of the year, should be published to coincide

with the launch. This sets out the aims and objectives for National Statistics and describes, in

more detail than the White Paper, the roles and responsibilities of the key players who would

direct and guide the work leading to the production of National Statistics. It was also planned that

a document setting out the initial scope of National Statistics (i.e. a list of the various statistical

outputs produced by Departments which Ministers had decided should come within the scope

of the new arrangements from the beginning) should be published on launch day.


Quality and Methodology

11 In response to the AEI and TSC recommendations we had, by the end of the year,

developed plans for improving the quality of our methodology. These included:

+ establishing and maintaining a framework of policies and standards for

quality, and monitoring adherence to them;

+ carrying out a rolling audit of current processes across ONS;

+ carrying out and commissioning research into techniques and methods,

and spreading good practice; and,

+ managing/quality assuring the introduction of new processes and

changes to existing ones.

12 We planned to employ more economists, who would be used to assess the impact

of proposed methodological changes on our statistics in the office.

>

Dan

iel

Ho

wel

l –

Rese

arch

Off

icer

One

Num

ber C

ensu

s, T

itchf

ield

“The

cen

sus

is im

port

ant

beca

use

it’s

the

only

sur

vey

that

colla

tes

inde

pend

ent

mas

s na

tionw

ide

stat

istic

s. W

ithou

tit,

on-

goin

g po

pula

tion

proj

ectio

ns w

ould

be

impo

ssib

le.”


National Statistics

13 The Green Paper Statistics: A Matter of Trust had set out the Government’s goal to enhance

the integrity, both actual and perceived, of official statistics. It had proposed a number of

specific questions to which responses were invited:

+ Is the concept of National Statistics the right one to define the coverage that we

are looking for? Are there activities or outputs which should be specifically

included or excluded from the definition of National Statistics?

+ Which arrangements for accountability and governance would contribute best to

meeting the goals of guaranteed integrity and greater public confidence in

government statistics? Which of the four models proposed and discussed in the

Green Paper, or a combination of any of their elements, offers the best chance of

success? The models were:

a strengthening existing arrangements;

b establishment of a governing board, with a non-executive chair;

c establishment of an independent Statistical Commission; or

d direct accountability to Parliament.

What steps should be taken to secure the preferred arrangements?

+ Are the criteria for determining location of responsibilities appropriate? Are there

specific statistical activities or outputs that you would identify as meriting

organisational change?

+ Are arrangements for maintaining professional statistical standards across all

government statistical work of the kind discussed in the Green Paper the

right ones?

+ Are existing arrangements adequate to secure UK statistics and co-ordination?

Should the principles which guide the enhancement of integrity of statistics

generally guide the arrangements for devolved responsibilities as well?

14 There was a positive response to the Green Paper and a substantial degree of consensus formed

during the debate. The decisions announced in the White Paper Building trust in statistics,

published in November 1999, reflected that consensus. The AEI reviews, the TSC report and

the recommendations of the Efficiency Review were all published between the Green Paper and

the White Paper. All had the same underlying theme – better and more reliable official statistics.

The White Paper concluded that the best way forward was the creation of a Statistics

Commission, independent of both Government and the producers of official statistics.

The White Paper also announced the creation of the post of National Statistician with overall

professional responsibility for the outputs comprising National Statistics.

15 The launch date for National Statistics was set for early June 2000, by which time the National

Statistician (Len Cook), the Chair of the Statistical Commission (Sir John Kingman), as well as the

seven Commissioners, had been appointed. It was agreed that The Framework for National

Statistics, on which ONS had been working for much of the year, should be published to coincide

with the launch. This sets out the aims and objectives for National Statistics and describes, in

more detail than the White Paper, the roles and responsibilities of the key players who would

direct and guide the work leading to the production of National Statistics. It was also planned that

a document setting out the initial scope of National Statistics (i.e. a list of the various statistical

outputs produced by Departments which Ministers had decided should come within the scope

of the new arrangements from the beginning) should be published on launch day.


Quality and Methodology

11 In response to the AEI and TSC recommendations we had, by the end of the year,

developed plans for improving the quality of our methodology. These included:

+ establishing and maintaining a framework of policies and standards for

quality, and monitoring adherence to them;

+ carrying out a rolling audit of current processes across ONS;

+ carrying out and commissioning research into techniques and methods,

and spreading good practice; and,

+ managing/quality assuring the introduction of new processes and

changes to existing ones.

12 We planned to employ more economists, who would be used to assess the impact

of proposed methodological changes on our statistics in the office.

>

Dan

iel

Ho

wel

l –

Rese

arch

Off

icer

One

Num

ber C

ensu

s, T

itchf

ield

“The

cen

sus

is im

port

ant

beca

use

it’s

the

only

sur

vey

that

colla

tes

inde

pend

ent

mas

s na

tionw

ide

stat

istic

s. W

ithou

tit,

on-

goin

g po

pula

tion

proj

ectio

ns w

ould

be

impo

ssib

le.”


Civil Registration

16 In September 1999 we issued a consultation paper Registration: Modernising

a Vital Service. The Review was part of the Modernising Government

initiative (see para 22 and 23) and responses to the consultation paper are

being used to develop policies for modernising the delivery of registration

services. The civil registration system was set up in the 1830s. It was

designed for the needs and expectations of society at that time when families

were more stable and few people travelled. The underlying principles of a

civil registration system remain. However, many of the reasons for the design

of the system in the 1830s no longer apply, as the make-up of the society it

seeks to serve has changed. Also, the registration service in the 1830s could

never have envisaged advances such as the options now available for treating

infertility, which raise issues of parentage and naming. There have also been

advances in technology to which it is not able to respond.

17 There were around 1,000 responses to the consultation from a wide variety of

organisations, local authorities, members of the public and registration

officers. There was widespread support for providing registration services in

new ways, for better integration with other public services, for improving the

use of technology to capture, store and share registration information and for

determining national standards.

18 ONS will take forward the modernisation of civil registration. The changes will

require primary legislation and the plans for the reforms will be published by

the Government in a policy document. The timetable for implementation is

dependent on the progress of the necessary legislation through Parliament.

Cla

ire

Ric

kett

sO

nlin

e Se

rvic

es B

ranc

h /

Com

mun

icat

ion,

Lon

don

“Bas

ical

ly s

tatis

tics

allo

w t

he g

over

nmen

t, o

rgan

isat

ions

and

the

publ

ic to

mak

e in

form

ed a

nd a

ccur

ate

deci

sion

s ab

out

the

stat

e of

our

nat

ion.

”

>

>

Jose

ph

Go

ldst

ein

– C

usto

mer

Ser

vice

s O

ffic

erC

usto

mer

Ser

vice

s U

nit a

t Fam

ily R

ecor

ds C

entr

e

“I lo

ve w

orki

ng w

ith t

he p

ublic

. Hel

ping

the

m o

ut a

ndw

atch

ing

them

sm

ile. I

t’s a

fant

astic

exp

erie

nce.

”


Civil Registration

16 In September 1999 we issued a consultation paper Registration: Modernising

a Vital Service. The Review was part of the Modernising Government

initiative (see para 22 and 23) and responses to the consultation paper are

being used to develop policies for modernising the delivery of registration

services. The civil registration system was set up in the 1830s. It was

designed for the needs and expectations of society at that time when families

were more stable and few people travelled. The underlying principles of a

civil registration system remain. However, many of the reasons for the design

of the system in the 1830s no longer apply, as the make-up of the society it

seeks to serve has changed. Also, the registration service in the 1830s could

never have envisaged advances such as the options now available for treating

infertility, which raise issues of parentage and naming. There have also been

advances in technology to which it is not able to respond.

17 There were around 1,000 responses to the consultation from a wide variety of

organisations, local authorities, members of the public and registration

officers. There was widespread support for providing registration services in

new ways, for better integration with other public services, for improving the

use of technology to capture, store and share registration information and for

determining national standards.

18 ONS will take forward the modernisation of civil registration. The changes will

require primary legislation and the plans for the reforms will be published by

the Government in a policy document. The timetable for implementation is

dependent on the progress of the necessary legislation through Parliament.

Cla

ire

Ric

kett

sO

nlin

e Se

rvic

es B

ranc

h /

Com

mun

icat

ion,

Lon

don

“Bas

ical

ly s

tatis

tics

allo

w t

he g

over

nmen

t, o

rgan

isat

ions

and

the

publ

ic to

mak

e in

form

ed a

nd a

ccur

ate

deci

sion

s ab

out

the

stat

e of

our

nat

ion.

”

>

>

Jose

ph

Go

ldst

ein

– C

usto

mer

Ser

vice

s O

ffic

erC

usto

mer

Ser

vice

s U

nit a

t Fam

ily R

ecor

ds C

entr

e

“I lo

ve w

orki

ng w

ith t

he p

ublic

. Hel

ping

the

m o

ut a

ndw

atch

ing

them

sm

ile. I

t’s a

fant

astic

exp

erie

nce.

”

Count of staff by age group and gender as at 1 April 2000

Staff by gender as at 1 April 2000

400

300

200

100

016–19Age 20–24 25–30 31–35 36–40 41–45 46–50 51–55 56–60

Num

ber

Men Women

Men Women

2,000

1,500

1,000

500

0Total

Num

ber

Men Women

Percentage

Senior CivilService staff

All staff

0 20

10 30 50 70 90

40 60 80 100

Staff by ethnic origin as at 1 April 2000

White Other ethnic origin Not specified

Percentage

All staff

0 20

10 30 50 70 90

40 60 80 100

ONS Efficiency Review Programme

19 The early part of 1999-2000 was spent drawing up plans for taking forward the

recommendations of the ONS Efficiency Review. At the beginning of 1999-2000

we agreed with our Minister a detailed action plan. During the year we:

+ merged Personnel and Human Resources Division;

+ outsourced pensions work;

+ started the consolidation of IS services within the organisation with

full implementation due by April 2000;

+ started reviews of administration throughout the organisation ;

+ reviewed our location strategy and reduced our property holdings;

+ merged corporate planning with finance;

+ tendered facilities management with the aim of getting a contract in

place by mid 2000-01; and,

+ defined other services, such as IS and accounts processing, for the

tendering process.

20 Significant new initiatives from the centre of government required us to review

ONS’s business strategy to ensure that it was fully aligned with the latest policy

directions and initiatives and with the 2000 Spending Review. Until this work

was completed we could not take forward the tendering process for any services

except facilities management.


>

Ho

war

d M

eltz

er –

Seni

or P

roje

ct O

ffic

erSo

cial

Sur

vey

Div

isio

n, L

ondo

n

“I’v

e be

en v

ery

luck

y to

find

a n

iche

in a

n or

gani

satio

nw

here

I ca

n he

lp p

rodu

ce in

form

atio

n w

hich

, I b

elie

ve,

is e

xtre

mel

y va

luab

le .”

Count of staff by age group and gender as at 1 April 2000

Staff by gender as at 1 April 2000

400

300

200

100

016–19Age 20–24 25–30 31–35 36–40 41–45 46–50 51–55 56–60

Num

ber

Men Women

Men Women

2,000

1,500

1,000

500

0Total

Num

ber

Men Women

Percentage

Senior CivilService staff

All staff

0 20

10 30 50 70 90

40 60 80 100

Staff by ethnic origin as at 1 April 2000

White Other ethnic origin Not specified

Percentage

All staff

0 20

10 30 50 70 90

40 60 80 100

ONS Efficiency Review Programme

19 The early part of 1999-2000 was spent drawing up plans for taking forward the

recommendations of the ONS Efficiency Review. At the beginning of 1999-2000

we agreed with our Minister a detailed action plan. During the year we:

+ merged Personnel and Human Resources Division;

+ outsourced pensions work;

+ started the consolidation of IS services within the organisation with

full implementation due by April 2000;

+ started reviews of administration throughout the organisation ;

+ reviewed our location strategy and reduced our property holdings;

+ merged corporate planning with finance;

+ tendered facilities management with the aim of getting a contract in

place by mid 2000-01; and,

+ defined other services, such as IS and accounts processing, for the

tendering process.

20 Significant new initiatives from the centre of government required us to review

ONS’s business strategy to ensure that it was fully aligned with the latest policy

directions and initiatives and with the 2000 Spending Review. Until this work

was completed we could not take forward the tendering process for any services

except facilities management.


>

Ho

war

d M

eltz

er –

Seni

or P

roje

ct O

ffic

erSo

cial

Sur

vey

Div

isio

n, L

ondo

n

“I’v

e be

en v

ery

luck

y to

find

a n

iche

in a

n or

gani

satio

nw

here

I ca

n he

lp p

rodu

ce in

form

atio

n w

hich

, I b

elie

ve,

is e

xtre

mel

y va

luab

le .”


inactivity data for a range of small areas including Local Authorities,

Parliamentary Constituencies, NUTS and Travel to Work Areas

(TTWAs) to assist in local decision making e.g. funding allocation,

and land use structural planning. ONS has set up a project to develop

modelling methods for producing estimates for small areas, with

greater precision for those estimates which are already published;

+ a prototype monthly Index of Services (IoS) to mirror the established

Index of Production; there is currently a quarterly IoS. The monthly

IoS will cover the whole service sector – accounting for around 70

per cent of Gross Domestic Product (GDP) and will meet a strong

demand for more regular information from those who monitor the

UK economy. Development work has started on the full monthly IoS,

which we plan to publish from December 2000;

+ new analyses to support government policy monitoring, e.g. the national

minimum wage and the Social Exclusion Unit initiative on better

information in support of the Neighbourhood Renewal programme;

+ the EFQM (European Foundation for Quality Management)

Excellence Model (as recommended by the Cabinet Office) was

piloted by three business areas;

+ we took part in an international benchmarking exercise with the

Australian Bureau of Statistics (ABS) and other National Statistics

Institutes. A National Statistical Agencies Benchmarking Network was

established in late 1998 by the ABS as a method of sharing

information among network partners about statistical collections and

processes in a structured, systematic way. The aim of the network is

to understand and improve performance on the development,

collection, processing, analysis and dissemination of statistical

outputs. It is anticipated that all of the first-round study reports will

be finalised and action plans developed by September 2000;

+ we carried out, with Statistics Finland, a research project on small

area estimation. This provided potential users, generally National

Statistical Institutes, with guidance on a number of techniques and

recounted the experience of ONS and Statistics Finland in applying

the techniques to a range of subject matters. The project looked at

the relationship between model-assisted and model-dependent

techniques of small area estimation, and how the standard

techniques, which have been developed for continuous data, can be

adapted to deal with discrete data (which is at least as common in

practical contexts). It also looked at the way the organisation of a

country’s system of administrative, census and survey statistics affects

the estimation techniques that can be applied. Robustness and biases

were studied with particular investigation on the problems of non-

response and interviewer variance.

Statistical developments

21 Development highlights in 1999-2000 included:

+ implementation of recommendations arising from the review of the

AEI, including the replacement of the sample, the introduction of

rotation to the sample selection and amendment to the questionnaire

to improve the collection of data on bonuses;

+ the development of a Service Level Agreement (SLA) with the Bank

of England. The SLA establishes a framework within which the Bank

can assess ONS’s performance in supplying data and other

information to the Bank against an agreed set of targets;

+ a programme of quality reviews within ONS to establish and

maintain a framework of policies and standards for quality and

ensure that it is adhered to. The work includes a rolling audit of

current processes across ONS, research into and promulgation of

good practice on generic techniques; and, assisting in the

management of change to existing processes that produce key

outputs and introduce new outputs. The programme is important in

ensuring that National Statistics outputs are fit for purpose and

improvements are identified and taken forward, and in providing

assurance to the new Statistical Commission;

+ development of a Data Capture Initiatives Strategy, covering the

collection of data for business inquiries over the next five years.

The Strategy is part of the ONS Efficiency programme and also

contributes to the ‘Electronic Government’ targets within the

Modernising Government programme. It covers the development and

implementation of alternative methods of data collection, including

via the internet and Telephone Data Entry (TDE) systems, as well as

improvements to the methods used to process and validate the

collected data within ONS. The objectives of the Strategy are:

a to reduce the cost and increase the efficiency of data collection for

business inquiries;

b to reduce the burden on the contributor; and,

c to improve the quality and timeliness of data.

+ expansion and enhancement of statistics on Public Sector Finances to

include monthly public sector current balance estimates and extra

detail. This was the last stage of a programme to issue new monthly

indicators to enable the Government’s fiscal objectives – particularly

the golden rule and the sustainable investment rule – to be monitored;

+ extension of range of geographies for which labour market data are

available to include claimant count rates for NUTS3 (a code used to

identify areas within, and for, the European Union) and Parliamentary

Constituency Areas (PCAs), as well as LFS estimates of rates for a

wider range of geographies. We also plan to make claimant count

levels available for New Deal Units of Delivery and wards as they

exist at the time of the count. There is considerable demand from

both Government and the private sector for employment,

International Labour Organisation (ILO) unemployment and


inactivity data for a range of small areas including Local Authorities,

Parliamentary Constituencies, NUTS and Travel to Work Areas

(TTWAs) to assist in local decision making e.g. funding allocation,

and land use structural planning. ONS has set up a project to develop

modelling methods for producing estimates for small areas, with

greater precision for those estimates which are already published;

+ a prototype monthly Index of Services (IoS) to mirror the established

Index of Production; there is currently a quarterly IoS. The monthly

IoS will cover the whole service sector – accounting for around 70

per cent of Gross Domestic Product (GDP) and will meet a strong

demand for more regular information from those who monitor the

UK economy. Development work has started on the full monthly IoS,

which we plan to publish from December 2000;

+ new analyses to support government policy monitoring, e.g. the national

minimum wage and the Social Exclusion Unit initiative on better

information in support of the Neighbourhood Renewal programme;

+ the EFQM (European Foundation for Quality Management)

Excellence Model (as recommended by the Cabinet Office) was

piloted by three business areas;

+ we took part in an international benchmarking exercise with the

Australian Bureau of Statistics (ABS) and other National Statistics

Institutes. A National Statistical Agencies Benchmarking Network was

established in late 1998 by the ABS as a method of sharing

information among network partners about statistical collections and

processes in a structured, systematic way. The aim of the network is

to understand and improve performance on the development,

collection, processing, analysis and dissemination of statistical

outputs. It is anticipated that all of the first-round study reports will

be finalised and action plans developed by September 2000;

+ we carried out, with Statistics Finland, a research project on small

area estimation. This provided potential users, generally National

Statistical Institutes, with guidance on a number of techniques and

recounted the experience of ONS and Statistics Finland in applying

the techniques to a range of subject matters. The project looked at

the relationship between model-assisted and model-dependent

techniques of small area estimation, and how the standard

techniques, which have been developed for continuous data, can be

adapted to deal with discrete data (which is at least as common in

practical contexts). It also looked at the way the organisation of a

country’s system of administrative, census and survey statistics affects

the estimation techniques that can be applied. Robustness and biases

were studied with particular investigation on the problems of non-

response and interviewer variance.

Statistical developments

21 Development highlights in 1999-2000 included:

+ implementation of recommendations arising from the review of the

AEI, including the replacement of the sample, the introduction of

rotation to the sample selection and amendment to the questionnaire

to improve the collection of data on bonuses;

+ the development of a Service Level Agreement (SLA) with the Bank

of England. The SLA establishes a framework within which the Bank

can assess ONS’s performance in supplying data and other

information to the Bank against an agreed set of targets;

+ a programme of quality reviews within ONS to establish and

maintain a framework of policies and standards for quality and

ensure that it is adhered to. The work includes a rolling audit of

current processes across ONS, research into and promulgation of

good practice on generic techniques; and, assisting in the

management of change to existing processes that produce key

outputs and introduce new outputs. The programme is important in

ensuring that National Statistics outputs are fit for purpose and

improvements are identified and taken forward, and in providing

assurance to the new Statistical Commission;

+ development of a Data Capture Initiatives Strategy, covering the

collection of data for business inquiries over the next five years.

The Strategy is part of the ONS Efficiency programme and also

contributes to the ‘Electronic Government’ targets within the

Modernising Government programme. It covers the development and

implementation of alternative methods of data collection, including

via the internet and Telephone Data Entry (TDE) systems, as well as

improvements to the methods used to process and validate the

collected data within ONS. The objectives of the Strategy are:

a to reduce the cost and increase the efficiency of data collection for

business inquiries;

b to reduce the burden on the contributor; and,

c to improve the quality and timeliness of data.

+ expansion and enhancement of statistics on Public Sector Finances to

include monthly public sector current balance estimates and extra

detail. This was the last stage of a programme to issue new monthly

indicators to enable the Government’s fiscal objectives – particularly

the golden rule and the sustainable investment rule – to be monitored;

+ extension of range of geographies for which labour market data are

available to include claimant count rates for NUTS3 (a code used to

identify areas within, and for, the European Union) and Parliamentary

Constituency Areas (PCAs), as well as LFS estimates of rates for a

wider range of geographies. We also plan to make claimant count

levels available for New Deal Units of Delivery and wards as they

exist at the time of the count. There is considerable demand from

both Government and the private sector for employment,

International Labour Organisation (ILO) unemployment and

Modernising Government

22 We engaged actively in the government’s Modernising Government agenda.

Modernising Government is about improving the way that government

provides services and involves not only joining-up and integrating government,

but also using the best and most modern techniques, especially electronic

information-age services. The long-term programme of improvements includes

aligning the availability of services to the users’ needs. We have already

extended the opening hours of the Family Records Centre. We are developing

a facility for businesses to notify registration and change of details to

government departments and to allow government departments a facility for

sharing data – subject to clarifying the legal issues surrounding data sharing.

We want to extend the use of electronic means of collection and delivery, and

are reviewing the legislative changes that may be necessary to take this forward

in all areas of ONS work. We also have the Census Access Project, designed to

deliver the results of the 2001 Census in unrestricted, largely electronic and

user-friendly ways from a dataset of statistics, geography and supporting

information, with a choice of facilities to suit all levels of expertise. It will provide

the public sector with evidence for policy making and evaluation, especially in

the area of social exclusion and at neighbourhood level.

23 Modernising Government also includes Civil Service reform and we have a

programme that embraces the six main themes of the reform plan:

+ stronger leadership with a clear sense of purpose;

+ better business planning from top to bottom;

+ sharper performance management;

+ a dramatic improvement in diversity;

+ a service more open to people and ideas, which brings on talent; and,

+ a better deal for staff.

Millennium Date Change

24 Finally, as 1999 moved into 2000, there was no adverse impact on our systems.


>

Gai

l C

arls

on

– D

epar

tmen

tal T

rade

Uni

on S

ecre

tary

Info

rmat

ion

Serv

ices

, New

port

“One

of t

he o

bjec

tives

of t

he o

rgan

isat

ion

is to

mai

ntai

n a

happ

yw

orkf

orce

. Bas

ical

ly w

e tr

y to

kee

p m

oral

e up

. Any

issu

es b

etw

een

staf

fan

d m

anag

emen

t ar

e qu

ickl

y ir

oned

out

bef

ore

they

bec

ome

prob

lem

s.”

>

Pete

Sit

ch –

Act

ing

Purc

hasi

ng M

anag

er &

Cha

ir of

Soc

ial C

lub

Mor

bidi

ty S

tatis

tics,

Titc

hfie

ld

“I g

ot in

volv

ed w

ith th

e so

cial

clu

b be

caus

e th

ere

are

a lo

t of

nice

peo

ple

that

wor

k he

re. Y

ou c

an’t

alw

ays

get t

o kn

owev

eryb

ody

thro

ugh

the

offic

e so

it’s

nic

e to

hav

e so

me

sort

of

soc

ial o

utle

t whe

re e

very

body

can

mee

t and

inte

grat

e on

aco

mm

on le

vel.”

Modernising Government

22 We engaged actively in the government’s Modernising Government agenda.

Modernising Government is about improving the way that government

provides services and involves not only joining-up and integrating government,

but also using the best and most modern techniques, especially electronic

information-age services. The long-term programme of improvements includes

aligning the availability of services to the users’ needs. We have already

extended the opening hours of the Family Records Centre. We are developing

a facility for businesses to notify registration and change of details to

government departments and to allow government departments a facility for

sharing data – subject to clarifying the legal issues surrounding data sharing.

We want to extend the use of electronic means of collection and delivery, and

are reviewing the legislative changes that may be necessary to take this forward

in all areas of ONS work. We also have the Census Access Project, designed to

deliver the results of the 2001 Census in unrestricted, largely electronic and

user-friendly ways from a dataset of statistics, geography and supporting

information, with a choice of facilities to suit all levels of expertise. It will provide

the public sector with evidence for policy making and evaluation, especially in

the area of social exclusion and at neighbourhood level.

23 Modernising Government also includes Civil Service reform and we have a

programme that embraces the six main themes of the reform plan:

+ stronger leadership with a clear sense of purpose;

+ better business planning from top to bottom;

+ sharper performance management;

+ a dramatic improvement in diversity;

+ a service more open to people and ideas, which brings on talent; and,

+ a better deal for staff.

Millennium Date Change

24 Finally, as 1999 moved into 2000, there was no adverse impact on our systems.


>

Gai

l C

arls

on

– D

epar

tmen

tal T

rade

Uni

on S

ecre

tary

Info

rmat

ion

Serv

ices

, New

port

“One

of t

he o

bjec

tives

of t

he o

rgan

isat

ion

is to

mai

ntai

n a

happ

yw

orkf

orce

. Bas

ical

ly w

e tr

y to

kee

p m

oral

e up

. Any

issu

es b

etw

een

staf

fan

d m

anag

emen

t ar

e qu

ickl

y ir

oned

out

bef

ore

they

bec

ome

prob

lem

s.”

>

Pete

Sit

ch –

Act

ing

Purc

hasi

ng M

anag

er &

Cha

ir of

Soc

ial C

lub

Mor

bidi

ty S

tatis

tics,

Titc

hfie

ld

“I g

ot in

volv

ed w

ith th

e so

cial

clu

b be

caus

e th

ere

are

a lo

t of

nice

peo

ple

that

wor

k he

re. Y

ou c

an’t

alw

ays

get t

o kn

owev

eryb

ody

thro

ugh

the

offic

e so

it’s

nic

e to

hav

e so

me

sort

of

soc

ial o

utle

t whe

re e

very

body

can

mee

t and

inte

grat

e on

aco

mm

on le

vel.”

Looking ahead25 We have submitted proposals to the 2000 review of public expenditure which,

once agreed by Ministers, will set our resource levels, priorities and

deliverables for the period to March 2004.

26 The agenda includes pressing further ahead with many of the items covered

above, particularly launching National Statistics, as well as developing new

statistical outputs in response to customer needs, improving access to all ONS

statistics, preparing the necessary primary legislation to enable modernisation

of the civil registration service to take place, and carrying out the 2001 Census

of Population (Census Day is 29 April 2001).

27 We have achieved much during the year and this annual report reflects this.

Many of our statistical outputs form part of regular statistical series and are

produced month on month, year on year. In total, we issued over 500 press

releases and over 250 publications. We deal with large numbers of individuals,

up to 2,000 each day, in the Family Records Centre and we sell nearly three-

quarters of a million certificates each year. We make no apology for

highlighting – again – the scale and breadth of on-going work, which must not

be forgotten in the eagerness to celebrate developments.

>

Jam

es E

lder

– A

ssis

tant

Sur

vey

Com

putin

g O

ffic

erSo

cial

(SSD

) App

licat

ions

Sup

port

, Lon

don

“It

is r

ewar

ding

to k

now

tha

t th

e in

form

atio

n w

e pr

oduc

e is

bein

g us

ed b

y po

litic

ians

, pub

lic a

nd p

riva

te b

odie

s to

mak

e be

tter

dec

isio

ns c

once

rnin

g th

e co

untr

y.”

Looking ahead25 We have submitted proposals to the 2000 review of public expenditure which,

once agreed by Ministers, will set our resource levels, priorities and

deliverables for the period to March 2004.

26 The agenda includes pressing further ahead with many of the items covered

above, particularly launching National Statistics, as well as developing new

statistical outputs in response to customer needs, improving access to all ONS

statistics, preparing the necessary primary legislation to enable modernisation

of the civil registration service to take place, and carrying out the 2001 Census

of Population (Census Day is 29 April 2001).

27 We have achieved much during the year and this annual report reflects this.

Many of our statistical outputs form part of regular statistical series and are

produced month on month, year on year. In total, we issued over 500 press

releases and over 250 publications. We deal with large numbers of individuals,

up to 2,000 each day, in the Family Records Centre and we sell nearly three-

quarters of a million certificates each year. We make no apology for

highlighting – again – the scale and breadth of on-going work, which must not

be forgotten in the eagerness to celebrate developments.

>

Jam

es E

lder

– A

ssis

tant

Sur

vey

Com

putin

g O

ffic

erSo

cial

(SSD

) App

licat

ions

Sup

port

, Lon

don

“It

is r

ewar

ding

to k

now

tha

t th

e in

form

atio

n w

e pr

oduc

e is

bein

g us

ed b

y po

litic

ians

, pub

lic a

nd p

riva

te b

odie

s to

mak

e be

tter

dec

isio

ns c

once

rnin

g th

e co

untr

y.”


Performance

HMT acknowledge that most aspects of the

service fulfilled its requirements. It was

satisfied with the general direction of

developments, though would have liked to

see faster progress in some areas

DH and DTI confirm that we met our

overall target

DfEE’s assessment is that ONS has maintained

service at a similar level to the previous year’s

good overall performance, with better liaison

systems in place by the year end

Target (*indicates PSA target)

To receive formal recognition from HMT, DH,

DTI and DfEE that performance has improved

in line with negotiated concordats and targets*

Bank of England Following

recommendations by the AEI review, an SLA

with the Bank was signed in October 1999.

The Bank, MPC and ONS will agree

performance standards for 2000-01 and future

reports on corporate targets will include the

Bank’s view on ONS’s performance

Comments

HMT 28 out of 32 (88%) of the performance targets met

(compared with 22 out of 25 targets (88%) in 1998-99)

The following departments used a three-point rating

system: good, acceptable, unsatisfactory

DH 8 out of 10 (80%) SLAs were rated as good and 2

as acceptable. Performance had improved for 4 (40%)

of the SLAs compared with last year; performance was

maintained for 6 (60%). Overall, service delivery is

good or satisfactory for all of the SLAs

DTI 27 out of 34 assessments (79%) were rated good;

a further 5 (15%) were rated acceptable. 2 assessments

(6%), where delivery targets were not met (although

liaison/service was rated “excellent”), were rated

unsatisfactory. Overall, where it was possible to

compare with 1998-99, 10 areas (33%) had improved in

service, 17 areas (57%) were about the same and 3

(10%) had deteriorated

DfEE 4 (20%) areas out of 20 were rated good, 16 (80%)

were acceptable. 5 areas showed an improvement in

service, 12 showed no change and there was a

deterioration in 3. DfEE’s performance assessment

underlying the concordat emphasises four central aspects

of ONS service: delivery of data, consultation and

communication, technical advice and data quality, as well

as some specific issues for the current year


Reliable statistics are necessary for good public management and accountability. One role of our outputs

is to provide the information to allow the performance of government to be monitored. It is also important

that we demonstrate that the statistics and registration services we provide are efficient.

The following goals, established when ONS was set up, form a core of the ONS Vision and Values and

remain relevant to our business strategy:

a to improve the quality, relevance and accessibility of our services to all customers;

b to improve public confidence in the integrity of our outputs;

c to minimise the burden on those supplying information, subject to the needs of

government and society for high-quality information;

d to improve value for money and operate efficiently and effectively; and

e to maintain and develop a well-motivated workforce.

Our annual targets, agreed with the Chancellor of the Exchequer, are designed around these goals.

Goal: to improve quality, relevance and accessibility

Performance

99.9% of enquiries were answered within

10 days

All high-profile First Releases were

published to schedule

91% of publications were released to time,

matching last year’s achievement. We did

not, however, achieve the goal of

improving on last year’s performance

Target not met; investment in 1999-2000

totalled £9.2m

(i) 90% of urgent cases were dealt with

within 5 days (target of 99%) and 91% of

non-urgent cases were dealt with within

20 days (target 95%)

(ii) For non-certificate-related casework the

outturn was on target at 99% for urgent

work or exceeded the target at 98%

(target 95%) for non-urgent work

(iii) The target of 90% of Principal

Registration Officers with satisfactory

standards was met

Registration of key life events

(iv) The target to ensure that the

registration of births did not fall below

99.9% was met

(v) 97% of births were registered within the

prescribed time for first registration

(42 days); (target 99%)

(vi) 98% of deaths were registered or

referred to the coroner within the

prescribed time (5 days); (target 95%)

(vii) ONS has been a key player in the

interdepartmental initiative to minimise

identity fraud, in particular minimising

the fraudulent use of birth certificates


To respond to all public enquiries about

statistical activities within 10 days*

To release all publications on

pre-announced dates

To re-invest efficiency savings of £10m in

improved statistics*

To meet all detailed targets for the

registration service

Comments

Nearly 183,000 substantive enquiries were received

ONS issued 501 releases of which 288 were First

Releases

We published 257 reports. The reasons for not meeting

pre-announced publication dates were:

+ Delays in completion of datasets/content

(14 reports)

+ Problems in author area (3)

+ Print and distribution problems (2)

+ Publication date changed because of external

factors (eg. to avoid clashing with budget or at

the request of the sponsor) (3)

+ Wrong publication date announced

(eg. provisional date given out before fully

confirmed) (2)

There was an underspend of £0.8m compared with plans

due to staff vacancies (£0.3m) and to a deliberate policy to

delay investment in the IS infrastructure pending the

outcome of the review of ONS’s business strategy (£0.5m)

(i) Problems arose in the certificate application area.

There was a further significant rise in applications

(compared with 1998-99, 50% in postal/phone/

e-mail and 5% in person). Significant difficulties in

the summer of 1999 led to a backlog of orders.

This generated a lot of complaints adding to the

workload. In the third quarter, the casework target

was exceeded and in the fourth quarter all targets

were exceeded

(iv) Only 85 (0.01%) of over 620,000 known births

unregistered

(vi) Over 550,000 deaths registered


Performance

HMT acknowledge that most aspects of the

service fulfilled its requirements. It was

satisfied with the general direction of

developments, though would have liked to

see faster progress in some areas

DH and DTI confirm that we met our

overall target

DfEE’s assessment is that ONS has maintained

service at a similar level to the previous year’s

good overall performance, with better liaison

systems in place by the year end


To receive formal recognition from HMT, DH,

DTI and DfEE that performance has improved

in line with negotiated concordats and targets*

Bank of England Following

recommendations by the AEI review, an SLA

with the Bank was signed in October 1999.

The Bank, MPC and ONS will agree

performance standards for 2000-01 and future

reports on corporate targets will include the

Bank’s view on ONS’s performance

Comments

HMT 28 out of 32 (88%) of the performance targets met

(compared with 22 out of 25 targets (88%) in 1998-99)

The following departments used a three-point rating

system: good, acceptable, unsatisfactory

DH 8 out of 10 (80%) SLAs were rated as good and 2

as acceptable. Performance had improved for 4 (40%)

of the SLAs compared with last year; performance was

maintained for 6 (60%). Overall, service delivery is

good or satisfactory for all of the SLAs

DTI 27 out of 34 assessments (79%) were rated good;

a further 5 (15%) were rated acceptable. 2 assessments

(6%), where delivery targets were not met (although

liaison/service was rated “excellent”), were rated

unsatisfactory. Overall, where it was possible to

compare with 1998-99, 10 areas (33%) had improved in

service, 17 areas (57%) were about the same and 3

(10%) had deteriorated

DfEE 4 (20%) areas out of 20 were rated good, 16 (80%)

were acceptable. 5 areas showed an improvement in

service, 12 showed no change and there was a

deterioration in 3. DfEE’s performance assessment

underlying the concordat emphasises four central aspects

of ONS service: delivery of data, consultation and

communication, technical advice and data quality, as well

as some specific issues for the current year


Reliable statistics are necessary for good public management and accountability. One role of our outputs

is to provide the information to allow the performance of government to be monitored. It is also important

that we demonstrate that the statistics and registration services we provide are efficient.

The following goals, established when ONS was set up, form a core of the ONS Vision and Values and

remain relevant to our business strategy:

a to improve the quality, relevance and accessibility of our services to all customers;

b to improve public confidence in the integrity of our outputs;

c to minimise the burden on those supplying information, subject to the needs of

government and society for high-quality information;

d to improve value for money and operate efficiently and effectively; and

e to maintain and develop a well-motivated workforce.

Our annual targets, agreed with the Chancellor of the Exchequer, are designed around these goals.

Goal: to improve quality, relevance and accessibility

Performance

99.9% of enquiries were answered within

10 days

All high-profile First Releases were

published to schedule

91% of publications were released to time,

matching last year’s achievement. We did

not, however, achieve the goal of

improving on last year’s performance

Target not met; investment in 1999-2000

totalled £9.2m

(i) 90% of urgent cases were dealt with

within 5 days (target of 99%) and 91% of

non-urgent cases were dealt with within

20 days (target 95%)

(ii) For non-certificate-related casework the

outturn was on target at 99% for urgent

work or exceeded the target at 98%

(target 95%) for non-urgent work

(iii) The target of 90% of Principal

Registration Officers with satisfactory

standards was met

Registration of key life events

(iv) The target to ensure that the

registration of births did not fall below

99.9% was met

(v) 97% of births were registered within the

prescribed time for first registration

(42 days); (target 99%)

(vi) 98% of deaths were registered or

referred to the coroner within the

prescribed time (5 days); (target 95%)

(vii) ONS has been a key player in the

interdepartmental initiative to minimise

identity fraud, in particular minimising

the fraudulent use of birth certificates


To respond to all public enquiries about

statistical activities within 10 days*

To release all publications on

pre-announced dates

To re-invest efficiency savings of £10m in

improved statistics*

To meet all detailed targets for the

registration service

Comments

Nearly 183,000 substantive enquiries were received

ONS issued 501 releases of which 288 were First

Releases

We published 257 reports. The reasons for not meeting

pre-announced publication dates were:

+ Delays in completion of datasets/content

(14 reports)

+ Problems in author area (3)

+ Print and distribution problems (2)

+ Publication date changed because of external

factors (eg. to avoid clashing with budget or at

the request of the sponsor) (3)

+ Wrong publication date announced

(eg. provisional date given out before fully

confirmed) (2)

There was an underspend of £0.8m compared with plans

due to staff vacancies (£0.3m) and to a deliberate policy to

delay investment in the IS infrastructure pending the

outcome of the review of ONS’s business strategy (£0.5m)

(i) Problems arose in the certificate application area.

There was a further significant rise in applications

(compared with 1998-99, 50% in postal/phone/

e-mail and 5% in person). Significant difficulties in

the summer of 1999 led to a backlog of orders.

This generated a lot of complaints adding to the

workload. In the third quarter, the casework target

was exceeded and in the fourth quarter all targets

were exceeded

(iv) Only 85 (0.01%) of over 620,000 known births

unregistered

(vi) Over 550,000 deaths registered


Performance

Target met

Target met

Target met

Target met

Target met

Target met – 25.5% of running cost

expenditure was on central overhead activity

Target met – 98.5% of bills were paid within

term (target of 95%)

Target of 8.5 days sick per person was not

met. Outturn was 10.7 days

Target met. 66% of staff responding said that

their job made good use of their relevant

skills and abilities all or most of the time


To implement the outcome of the Green

Paper Statistics: a Matter of Trust *

To continue to measure public confidence in

official statistics and public recognition of

ONS by independent survey and to develop

methods of measuring public confidence*

To limit business compliance cost to no

more than £21.7m in accordance with the

compliance plan*

To increase to 10% the proportion of

transactions with businesses completed

electronically

To reduce the aggregate efficiency index by

4% compared to the outturn for 1998-99*

To reduce to less than 26% the percentage

of running costs expended on central

overhead activity*

To pay bills promptly*

To reduce sick absence*

To conduct a Staff Perception Survey to

measure progress from 1998-99 and on the

question ”my job makes good use of my

relevant skills and abilities” to achieve an

improved rating

Comments

The White Paper – Building trust in statistics – was

published in October 1999

With the agreement of Ministers, the formal launch of

National Statistics was set for June 2000 to coincide

with the arrival of Len Cook in post as the first


In March 2000, public recognition of ONS as the

organisation mainly responsible for government

statistics had doubled to 10% (compared with 5% in

each of the previous three years). There was also an

increase in the proportions who said they had heard of

the RPI and the unemployment figures

Compliance costs were £21.7m in 1999-2000

13% of respondents to over 1.3m inquiries were given

the option to make electronic returns to ONS

The outturn was 93.7%; a reduction of 6.3 percentage

points

Of a total spend of £125.3m, £31.9m was spent on

central overheads

Over 20,000 invoices were paid

Goal: to improve public confidence in the integrity and validity of outputs

Goal: to minimise the burden on those who supply us with data subject to the need of government

and society for high quality information

Goal: to improve value for money and operate efficiently and effectively

Goal: to maintain and develop a well-motivated workforce

High Profile Regular Outputs – First Releases

+ Engineering Turnover and Orders + Index of Production

+ Metalworking Machine Tools + Motor Vehicle Production

+ Producer Prices

+ Acquisitions and Mergers involving UK Companies

+ GB Cinema Exhibitors

+ Investment by Insurance Companies, Pension Funds and Trusts

+ Quarterly turnover of Distributive and Service Trades

+ Stocks (provisional; final)

+ Business Enterprise Research and Development

+ Gross Domestic Expenditure on R & D

+ Overseas Direct Investment

+ Consumer Price Indices + Public Sector Finances

+ Retail Sales + UK Trade

+ Business Investment – provisional and final

+ GDP Preliminary Estimate

+ Government Deficit and Debt under the Maastricht Treaty

+ Institutional Investment

+ Public Sector Accounts

+ Profitability of UK Companies

+ United Kingdom Balance of Payments

+ United Kingdom National Accounts

+ UK Output, Income and Expenditure

Frequency

Monthly

Annual

Monthly

Quarterly

Annual

Monthly

Quarterly

Annual

Other Regular Outputs – Reports

+ Monthly Digest of Statistics

+ Annual Abstract of Statistics + Britain Handbook

+ Focus on London + Regional Trends

+ Social Trends + Social Trends pocket book

+ Aerospace and Electronic Cost Indices (MM19)

+ Motor Vehicle Production and New Registrations (PM34.10)

+ Producer Price Indices (MM22)

+ Price Index Numbers for Current Cost Accounting (MM17)

+ Assets and Liabilities of Finance Houses and other credit

companies (SDQ7)

+ Insurance Companies, Pension Funds and Trust Investment

(MQ5)

+ Sector Review reports (4 volumes)

+ Stockbuilding (SQ1)

+ Mineral Extraction in Great Britain (PA1007)

+ Production and Construction Inquiries summary volume

(PA1002)

+ Research and Development in UK Business (MA14)

+ Service Sector Review reports (3 volumes)

+ Size Analysis of UK Businesses (PA1003)

+ Consumer Price Indices (MM23)

+ Economic Trends + Financial Statistics

+ Monthly Review of External Trade Statistics (MM24)

+ Retail Sales (SDM28)

+ Consumer Trends + UK Economic Accounts

+ UK Trade in Goods analysed in Terms of Industries (MQ10)

+ Economic Trends Annual Supplement

+ Financial Statistics Explanatory Handbook

+ Overseas Direct Investment (MA4)

+ Share Ownership

+ UK Balance of Payments (Pink Book)

+ UK Input-Output Supply and Use Tables

+ UK National Accounts (Blue Book)

+ UK Trade in Services (UKA1)


Commerce, Energy and Industry

The Economy

Compendia and Reference


Performance

Target met

Target met

Target met

Target met

Target met

Target met – 25.5% of running cost

expenditure was on central overhead activity

Target met – 98.5% of bills were paid within

term (target of 95%)

Target of 8.5 days sick per person was not

met. Outturn was 10.7 days

Target met. 66% of staff responding said that

their job made good use of their relevant

skills and abilities all or most of the time


To implement the outcome of the Green

Paper Statistics: a Matter of Trust *

To continue to measure public confidence in

official statistics and public recognition of

ONS by independent survey and to develop

methods of measuring public confidence*

To limit business compliance cost to no

more than £21.7m in accordance with the

compliance plan*

To increase to 10% the proportion of

transactions with businesses completed

electronically

To reduce the aggregate efficiency index by

4% compared to the outturn for 1998-99*

To reduce to less than 26% the percentage

of running costs expended on central

overhead activity*

To pay bills promptly*

To reduce sick absence*

To conduct a Staff Perception Survey to

measure progress from 1998-99 and on the

question ”my job makes good use of my

relevant skills and abilities” to achieve an

improved rating

Comments

The White Paper – Building trust in statistics – was

published in October 1999

With the agreement of Ministers, the formal launch of

National Statistics was set for June 2000 to coincide

with the arrival of Len Cook in post as the first


In March 2000, public recognition of ONS as the

organisation mainly responsible for government

statistics had doubled to 10% (compared with 5% in

each of the previous three years). There was also an

increase in the proportions who said they had heard of

the RPI and the unemployment figures

Compliance costs were £21.7m in 1999-2000

13% of respondents to over 1.3m inquiries were given

the option to make electronic returns to ONS

The outturn was 93.7%; a reduction of 6.3 percentage

points

Of a total spend of £125.3m, £31.9m was spent on

central overheads

Over 20,000 invoices were paid

Goal: to improve public confidence in the integrity and validity of outputs

Goal: to minimise the burden on those who supply us with data subject to the need of government

and society for high quality information

Goal: to improve value for money and operate efficiently and effectively

Goal: to maintain and develop a well-motivated workforce


+ Engineering Turnover and Orders + Index of Production

+ Metalworking Machine Tools + Motor Vehicle Production

+ Producer Prices

+ Acquisitions and Mergers involving UK Companies

+ GB Cinema Exhibitors

+ Investment by Insurance Companies, Pension Funds and Trusts

+ Quarterly turnover of Distributive and Service Trades

+ Stocks (provisional; final)

+ Business Enterprise Research and Development

+ Gross Domestic Expenditure on R & D

+ Overseas Direct Investment

+ Consumer Price Indices + Public Sector Finances

+ Retail Sales + UK Trade

+ Business Investment – provisional and final

+ GDP Preliminary Estimate

+ Government Deficit and Debt under the Maastricht Treaty

+ Institutional Investment

+ Public Sector Accounts

+ Profitability of UK Companies

+ United Kingdom Balance of Payments

+ United Kingdom National Accounts

+ UK Output, Income and Expenditure

Frequency

Monthly

Annual

Monthly

Quarterly

Annual

Monthly

Quarterly

Annual


+ Monthly Digest of Statistics

+ Annual Abstract of Statistics + Britain Handbook

+ Focus on London + Regional Trends

+ Social Trends + Social Trends pocket book

+ Aerospace and Electronic Cost Indices (MM19)

+ Motor Vehicle Production and New Registrations (PM34.10)

+ Producer Price Indices (MM22)

+ Price Index Numbers for Current Cost Accounting (MM17)

+ Assets and Liabilities of Finance Houses and other credit

companies (SDQ7)

+ Insurance Companies, Pension Funds and Trust Investment

(MQ5)

+ Sector Review reports (4 volumes)

+ Stockbuilding (SQ1)

+ Mineral Extraction in Great Britain (PA1007)

+ Production and Construction Inquiries summary volume

(PA1002)

+ Research and Development in UK Business (MA14)

+ Service Sector Review reports (3 volumes)

+ Size Analysis of UK Businesses (PA1003)

+ Consumer Price Indices (MM23)

+ Economic Trends + Financial Statistics

+ Monthly Review of External Trade Statistics (MM24)

+ Retail Sales (SDM28)

+ Consumer Trends + UK Economic Accounts

+ UK Trade in Goods analysed in Terms of Industries (MQ10)

+ Economic Trends Annual Supplement

+ Financial Statistics Explanatory Handbook

+ Overseas Direct Investment (MA4)

+ Share Ownership

+ UK Balance of Payments (Pink Book)

+ UK Input-Output Supply and Use Tables

+ UK National Accounts (Blue Book)

+ UK Trade in Services (UKA1)


Commerce, Energy and Industry

The Economy

Compendia and Reference

Resource Accounts

Year ended 31 March 2000

Foreword to the Accounts

Statement of the Accounting Officer’s Responsibilities

Statement on the System of Internal Financial Control

Accounts

Notes to the Accounts

Accounts Direction

Audit Certificate

34

37

38

40

46

64

65


In addition, thirty six ad hoc publications were produced.


+ Weekly Deaths in England and Wales

+ Births and Deaths – England and Wales

+ Deaths – all ages; infant; perinatal

+ Integrated Labour Market Statistics

+ Regional Labour Market Statistics (11 releases)

+ Population Estimates (PE) – UK, mid-year

+ Births

+ Marriages and Divorces

+ International Migration (UK)

+ Population Projections

+ Family Expenditure Survey

+ UK Electoral Statistics – local government electors

+ Welsh Electoral Statistics

Overseas Travel and Tourism

Frequency

Monthly

Quarterly

Annual

Monthly

Quarterly

Annual

Quarterly

Annual

Annual

Monthly

Quarterly

Annual


+ Health Statistics Quarterly

+ Abortion Statistics

+ Cancer Registrations (MB1)

+ Congenital Anomalies (MB3)

+ Mortality Statistics – cause (DH2)

+ Mortality Statistics – childhood, infant and perinatal (DH3)

+ Mortality Statistics – general (DH1)

+ Mortality Statistics – injury and poisoning (DH4)

+ Labour Market Trends

+ Labour Force Survey quarterly supplement

+ Labour Force Survey historical supplement

+ New Earnings Survey (7 volumes)

+ Population Trends

+ Birth Statistics (FM1)

+ International Migration (UK) (MN)

+ Key Population and Vital Statistics (PP1/VS)

+ Marriage, Divorce and Adoption Statistics (FM2)

+ Population Estimates for England and Wales

+ Electoral Statistics

+ Family Spending

+ Living in Britain

+ Overseas Travel and Tourism (MQ6)

+ Travel Trends

+ GSS Methodology Series (4 reports)

+ Survey Methodology Bulletin (six-monthly)

Labour Market

Population and Migration

Social and Welfare

Transport, Travel and Tourism

Other

Health and Care

Resource Accounts

Year ended 31 March 2000




Accounts

Notes to the Accounts

Accounts Direction

Audit Certificate

34

37

38

40

46

64

65


In addition, thirty six ad hoc publications were produced.


+ Weekly Deaths in England and Wales

+ Births and Deaths – England and Wales

+ Deaths – all ages; infant; perinatal

+ Integrated Labour Market Statistics

+ Regional Labour Market Statistics (11 releases)

+ Population Estimates (PE) – UK, mid-year

+ Births

+ Marriages and Divorces

+ International Migration (UK)

+ Population Projections

+ Family Expenditure Survey

+ UK Electoral Statistics – local government electors

+ Welsh Electoral Statistics

Overseas Travel and Tourism

Frequency

Monthly

Quarterly

Annual

Monthly

Quarterly

Annual

Quarterly

Annual

Annual

Monthly

Quarterly

Annual


+ Health Statistics Quarterly

+ Abortion Statistics

+ Cancer Registrations (MB1)

+ Congenital Anomalies (MB3)

+ Mortality Statistics – cause (DH2)

+ Mortality Statistics – childhood, infant and perinatal (DH3)

+ Mortality Statistics – general (DH1)

+ Mortality Statistics – injury and poisoning (DH4)

+ Labour Market Trends

+ Labour Force Survey quarterly supplement

+ Labour Force Survey historical supplement

+ New Earnings Survey (7 volumes)

+ Population Trends

+ Birth Statistics (FM1)

+ International Migration (UK) (MN)

+ Key Population and Vital Statistics (PP1/VS)

+ Marriage, Divorce and Adoption Statistics (FM2)

+ Population Estimates for England and Wales

+ Electoral Statistics

+ Family Spending

+ Living in Britain

+ Overseas Travel and Tourism (MQ6)

+ Travel Trends

+ GSS Methodology Series (4 reports)

+ Survey Methodology Bulletin (six-monthly)

Labour Market

Population and Migration

Social and Welfare

Transport, Travel and Tourism

Other

Health and Care

Pension liabilities

Employees of ONS are civil servants to whom the conditions of the

Superannuation Acts 1965 and 1972 and subsequent amendments apply. For

the year ended 31 March 2000, contributions were paid to the Paymaster

General at rates of 11.0% to 19.5% (according to grade) of salaries determined

by the Government Actuary and advised by HM Treasury.

Management

Ministerial responsibility for ONS during this financial year was exercised by the

Economic Secretary to the Treasury. From April 1999 to June 1999 this was

Patricia Hewitt and, from July 1999 to March 2000, Melanie Johnson.

The Director of ONS was Dr Tim Holt. The Board consists of the Director, four

Board Directors and any one of the non-executive Directors.

Dr. Holt was appointed in 1995 as Chief Executive of the Central Statistical

Office and became Director of ONS at the time of merger with OPCS. His

appointment was on a contract basis for a period of 3 years and was made as the

result of an Open Competition. His contract was extended for a further 3 years

and terminated at his request on 31 March 2000.

Mr Alan Goldsmith acted as Director from 1 April 2000 until Mr Len Cook was

appointed Director of ONS with effect from 25 May 2000. His appointment has

been made on a contract basis for a period of three years and was made as the

result of an Open Competition. Mr Cook was Chief Executive of Statistics New

Zealand prior to this appointment.

Salaries for Board members are determined within parameters set by the Senior

Salaries Review Body. Non-executive Directors are paid a flat fee plus expenses.

Salary details are shown at Note 2 to the Accounts.

Policy on disabled staff

ONS is committed to equal opportunities for disabled staff, including full

implementation of the 1995 Disability Discrimination Act. ONS has received

Employment Service approval for the use of the ‘Two Ticks’ symbol on stationery

and advertisements to denote our positive approach to disability. We publish an

annual Equal opportunities programme for action which includes action for staff

with disabilities.


Accounting boundary

The Office for National Statistics was formed on 1 April 1996 by the merger of

the Central Statistical Office (CSO) and the Office of Population Censuses and

Surveys (OPCS). It is one of the Chancellor’s Departments and is also an Agency

in its own right. It is the only entity within the accounting boundary.

Aims and objectives

ONS has a single Departmental aim which is to provide world-class statistical and

registration services.

It has two objectives:

+ to provide a trusted and authoritative statistical service in accordance with

UK, EU and international requirements, to improve decision making,

stimulate research and inform debate within government and the wider

community, and

+ to ensure the registration of key life events in order to protect and help

individuals.

Principal activities

ONS’s principal activities are the collection, analysis and dissemination of

business, economic, socio-economic, health and population statistics, the

production of social surveys, the census for England and Wales, maintenance of

the National Health Service Central Register and the registration of births, deaths

and marriages.

Annual Report

The Annual Report covers the main developments during the year and those in

prospect for the following year.

The main developments in 1999-2000 included making plans to improve our

methodology, undertaking consultations to determine the requirements for the

civil registration service in the 21 century, preparing for the launch of National

Statistics in June 2000 and the implementation of a new senior management

structure, including the identification of the new Director of ONS, Len Cook.

Plans for 2000-01 include the launch of National Statistics, final preparations for

the 2001 Census, the development of new statistical outputs, improving access

to statistics, carrying forward modernisation of the civil registration service and

the ONS Efficiency Review.


Pension liabilities

Employees of ONS are civil servants to whom the conditions of the

Superannuation Acts 1965 and 1972 and subsequent amendments apply. For

the year ended 31 March 2000, contributions were paid to the Paymaster

General at rates of 11.0% to 19.5% (according to grade) of salaries determined

by the Government Actuary and advised by HM Treasury.

Management

Ministerial responsibility for ONS during this financial year was exercised by the

Economic Secretary to the Treasury. From April 1999 to June 1999 this was

Patricia Hewitt and, from July 1999 to March 2000, Melanie Johnson.

The Director of ONS was Dr Tim Holt. The Board consists of the Director, four

Board Directors and any one of the non-executive Directors.

Dr. Holt was appointed in 1995 as Chief Executive of the Central Statistical

Office and became Director of ONS at the time of merger with OPCS. His

appointment was on a contract basis for a period of 3 years and was made as the

result of an Open Competition. His contract was extended for a further 3 years

and terminated at his request on 31 March 2000.

Mr Alan Goldsmith acted as Director from 1 April 2000 until Mr Len Cook was

appointed Director of ONS with effect from 25 May 2000. His appointment has

been made on a contract basis for a period of three years and was made as the

result of an Open Competition. Mr Cook was Chief Executive of Statistics New

Zealand prior to this appointment.

Salaries for Board members are determined within parameters set by the Senior

Salaries Review Body. Non-executive Directors are paid a flat fee plus expenses.

Salary details are shown at Note 2 to the Accounts.

Policy on disabled staff

ONS is committed to equal opportunities for disabled staff, including full

implementation of the 1995 Disability Discrimination Act. ONS has received

Employment Service approval for the use of the ‘Two Ticks’ symbol on stationery

and advertisements to denote our positive approach to disability. We publish an

annual Equal opportunities programme for action which includes action for staff

with disabilities.


Accounting boundary

The Office for National Statistics was formed on 1 April 1996 by the merger of

the Central Statistical Office (CSO) and the Office of Population Censuses and

Surveys (OPCS). It is one of the Chancellor’s Departments and is also an Agency

in its own right. It is the only entity within the accounting boundary.

Aims and objectives

ONS has a single Departmental aim which is to provide world-class statistical and

registration services.

It has two objectives:

+ to provide a trusted and authoritative statistical service in accordance with

UK, EU and international requirements, to improve decision making,

stimulate research and inform debate within government and the wider

community, and

+ to ensure the registration of key life events in order to protect and help

individuals.

Principal activities

ONS’s principal activities are the collection, analysis and dissemination of

business, economic, socio-economic, health and population statistics, the

production of social surveys, the census for England and Wales, maintenance of

the National Health Service Central Register and the registration of births, deaths

and marriages.

Annual Report

The Annual Report covers the main developments during the year and those in

prospect for the following year.

The main developments in 1999-2000 included making plans to improve our

methodology, undertaking consultations to determine the requirements for the

civil registration service in the 21 century, preparing for the launch of National

Statistics in June 2000 and the implementation of a new senior management

structure, including the identification of the new Director of ONS, Len Cook.

Plans for 2000-01 include the launch of National Statistics, final preparations for

the 2001 Census, the development of new statistical outputs, improving access

to statistics, carrying forward modernisation of the civil registration service and

the ONS Efficiency Review.



Under section 5 of the Exchequer and Audit Departments Act 1921 the Treasury

has directed the Office for National Statistics to prepare a Resource Account for

each financial year in the form and on the basis set out in the Accounts Direction

on page 64. The account is prepared on an accruals basis and must give a true

and fair view of the Agency’s state of affairs at the year end and its income and

expenditure and cash flows for the financial year.

In preparing accounts, the Agency is required to:

+ observe the accounts direction issued by the Treasury, including the

relevant accounting and disclosure requirements, and apply suitable

accounting policies on a consistent basis;

+ make judgements and estimates on a reasonable basis;

+ state whether applicable accounting standards have been followed, and

disclose and explain any material departures in the financial statements

+ prepare the financial statements on the going-concern basis, unless it is

inappropriate to presume that the Agency will continue in operation.

The Treasury has appointed the Director of the Office for National Statistics as

the Accounting Officer for the Department with responsibility for preparing the

Department’s Estimate.

The responsibilities of an Accounting Officer, include responsibility for the

propriety and regularity of the public finances for which an Accounting Officer is

answerable, for keeping proper records and for safeguarding the Department’s

assets, are set out in the Accounting Officers’ Memorandum, issued by the

Treasury and published in Government Accounting.

Policy on equal opportunities

ONS is committed to the continued development of equal opportunities policies.

Its policies and practices on recruitment and promotion are based on the ability

of candidates to perform the job. Full and fair consideration is given to all

candidates without regard to issues of disablement, sex or ethnic origin.

Creditor Payment Policy

ONS is committed to the CBI prompt payment code and aims to pay all invoices

within 30 days of receipt of goods or presentation of a valid invoice, whichever

is later. During 1999-2000, 98% of all valid invoices were paid within 30 days.

Auditors

The accounts are subject to audit by the Comptroller and Auditor General.

L Cook

13th July 2000



Under section 5 of the Exchequer and Audit Departments Act 1921 the Treasury

has directed the Office for National Statistics to prepare a Resource Account for

each financial year in the form and on the basis set out in the Accounts Direction

on page 64. The account is prepared on an accruals basis and must give a true

and fair view of the Agency’s state of affairs at the year end and its income and

expenditure and cash flows for the financial year.

In preparing accounts, the Agency is required to:

+ observe the accounts direction issued by the Treasury, including the

relevant accounting and disclosure requirements, and apply suitable

accounting policies on a consistent basis;

+ make judgements and estimates on a reasonable basis;

+ state whether applicable accounting standards have been followed, and

disclose and explain any material departures in the financial statements

+ prepare the financial statements on the going-concern basis, unless it is

inappropriate to presume that the Agency will continue in operation.

The Treasury has appointed the Director of the Office for National Statistics as

the Accounting Officer for the Department with responsibility for preparing the

Department’s Estimate.

The responsibilities of an Accounting Officer, include responsibility for the

propriety and regularity of the public finances for which an Accounting Officer is

answerable, for keeping proper records and for safeguarding the Department’s

assets, are set out in the Accounting Officers’ Memorandum, issued by the

Treasury and published in Government Accounting.

Policy on equal opportunities

ONS is committed to the continued development of equal opportunities policies.

Its policies and practices on recruitment and promotion are based on the ability

of candidates to perform the job. Full and fair consideration is given to all

candidates without regard to issues of disablement, sex or ethnic origin.

Creditor Payment Policy

ONS is committed to the CBI prompt payment code and aims to pay all invoices

within 30 days of receipt of goods or presentation of a valid invoice, whichever

is later. During 1999-2000, 98% of all valid invoices were paid within 30 days.

Auditors

The accounts are subject to audit by the Comptroller and Auditor General.

L Cook

13th July 2000


5 The effectiveness of the system of internal financial control is also informed

by the work of the internal audit unit, the Audit Committee which oversees

the work of the unit, the executive managers within ONS who have

responsibility for the development and maintenance of the financial control

framework, and comments made by the external auditors in their

management letter and other reports.

6 ONS’s internal audit unit operates to standards defined in the Government

Internal Audit Manual. The work of the unit is informed by an analysis of the

risk to which the body is exposed, and annual internal audit plans are based

on this analysis. The analysis of risk and the internal audit plans are endorsed

by the Audit Committee and approved by the Director of ONS. At least

annually, the Head of Internal Audit (HIA) provides the Director of ONS with

a report on internal audit activity in ONS. The report includes the HIA’s

independent opinion on the adequacy and effectiveness of ONS’s system of

internal financial control.

7 In last year’s statement we reported some weaknesses in the procurement

and management of consultancy projects. These have now been addressed.

During 1999-2000 our control mechanisms identified some weaknesses in

the use of certain software licences. These have now been corrected.

8 As Accounting Officer I am aware of the recommendations of the Turnbull

Committee and I am taking reasonable steps to comply with the Treasury’s

requirements for a Statement of Internal Control to be prepared for the year

ended 31 March 2002 in accordance with the guidance issued by them.

L Cook

13 July 2000


1 This statement is given in respect of the Resource Account for the Office for

National Statistics. As Accounting Officer for the Office for National

Statistics, I acknowledge my responsibility for ensuring that an effective

system of internal financial control is maintained and operated in connection

with the resources concerned.

2 The system can provide only reasonable and not absolute assurance that

assets are safeguarded, transactions authorised and properly recorded, and

that material errors or irregularities are either prevented or would be

detected within a timely period.

3 During 1999-2000 a formal system of Corporate Governance assurances was

introduced based on the guidance issued by HM Treasury. This requires

individual Board members to provide the Director of ONS with written

assurances on a variety of topics; they in turn taking assurances from their

own managers as necessary.

4 In addition to this overarching Corporate Governance framework, ONS’s

internal control system continues to rely on the traditional framework of

regular management information, administrative procedures including the

segregation of duties, and a system of delegation and accountability. In

particular, it includes:

a comprehensive budgeting systems with an annual budget which is

reviewed and agreed by the Management Board;

b regular reviews by the Board of periodic and annual financial reports

which indicate financial performance against the forecasts;

c the setting of targets to measure financial and other performance;

d clearly-defined capital-investment-control guidelines; and

e as appropriate, formal project management disciplines.


5 The effectiveness of the system of internal financial control is also informed

by the work of the internal audit unit, the Audit Committee which oversees

the work of the unit, the executive managers within ONS who have

responsibility for the development and maintenance of the financial control

framework, and comments made by the external auditors in their

management letter and other reports.

6 ONS’s internal audit unit operates to standards defined in the Government

Internal Audit Manual. The work of the unit is informed by an analysis of the

risk to which the body is exposed, and annual internal audit plans are based

on this analysis. The analysis of risk and the internal audit plans are endorsed

by the Audit Committee and approved by the Director of ONS. At least

annually, the Head of Internal Audit (HIA) provides the Director of ONS with

a report on internal audit activity in ONS. The report includes the HIA’s

independent opinion on the adequacy and effectiveness of ONS’s system of

internal financial control.

7 In last year’s statement we reported some weaknesses in the procurement

and management of consultancy projects. These have now been addressed.

During 1999-2000 our control mechanisms identified some weaknesses in

the use of certain software licences. These have now been corrected.

8 As Accounting Officer I am aware of the recommendations of the Turnbull

Committee and I am taking reasonable steps to comply with the Treasury’s

requirements for a Statement of Internal Control to be prepared for the year

ended 31 March 2002 in accordance with the guidance issued by them.

L Cook

13 July 2000


1 This statement is given in respect of the Resource Account for the Office for

National Statistics. As Accounting Officer for the Office for National

Statistics, I acknowledge my responsibility for ensuring that an effective

system of internal financial control is maintained and operated in connection

with the resources concerned.

2 The system can provide only reasonable and not absolute assurance that

assets are safeguarded, transactions authorised and properly recorded, and

that material errors or irregularities are either prevented or would be

detected within a timely period.

3 During 1999-2000 a formal system of Corporate Governance assurances was

introduced based on the guidance issued by HM Treasury. This requires

individual Board members to provide the Director of ONS with written

assurances on a variety of topics; they in turn taking assurances from their

own managers as necessary.

4 In addition to this overarching Corporate Governance framework, ONS’s

internal control system continues to rely on the traditional framework of

regular management information, administrative procedures including the

segregation of duties, and a system of delegation and accountability. In

particular, it includes:

a comprehensive budgeting systems with an annual budget which is

reviewed and agreed by the Management Board;

b regular reviews by the Board of periodic and annual financial reports

which indicate financial performance against the forecasts;

c the setting of targets to measure financial and other performance;

d clearly-defined capital-investment-control guidelines; and

e as appropriate, formal project management disciplines.


Schedule 1

Summary of Resource Outturn 1999-2000

1999-2000 1998-99

Indicative Estimate figures OutturnNet total Outturn

comparedwith

Estimate PriorGross A-in-A NET Gross A-in-A* NET saving/ year

Expenditure TOTAL Expenditure TOTAL (excess) Outturn1 2 3 4 5 6 7 8

£000 £000 £000 £000 £000 £000 £000 £000

Statistical & Register Services 136,686 (32,993) 103,693 133,144 (31,188) 101,956 1,737 93,447

TOTAL RESOURCES 136,686 (32,993) 103,693 133,144 (31,188) 101,956 1,737 93,447

NON OPERATING COST A-in-A 0 0 0 0

NET CASH REQUIREMENT 109,243 98,260 10,983 97,140

Reconciliation of resources to cash requirement£000 £000 £000

Net Total Resources 103,693 101,956 1,737

Capital:

Purchase of fixed assets Note 8 5,550 7,306 (1,756)

Capital element of finance lease payments Note 21 280 474 (194)

Disposal of fixed assets Note 10 0 (32) 32

Non Operating Cost A-in-A 0 0 0

Accruals adjustments:

Non-cash items Note 3 0 (12,281) 12,281

Changes in working capital other than cash Note 11 (1,068) 71 (1,139)

Payments from provision Note 16 788 766 22

Excess cash to be CFERd 0 0 0

Net Cash Requirement (Schedule 4) 109,243 98,260 10,983

Analysis of income payable to the Consolidated Fund

In addition to appropriations-in-aid the following income relates to the department and is payable to the Consolidated Fund (cash receipts being shown in italics)

1999-2000 Forecast 1999-2000 Outturn

Income Receipts Income Receipts

£'000s £'000s £'000s £'000s

Income not classified as A-in-A 0 0 975 975

Income from the sale of assets not classified as A-in-A 0 0 0 0

0 0 975 975

* In the years prior to the introduction of Resource Estimates: the above figures for Estimates are illustrative: the references to “A-in-A” and “CFER” in Schedule 1 and

relevant notes to the accounts do not apply for purposes of parliamentary control. The figures represent what will be classified as “A-in-A” and “CFER” following the

introduction of Resource Estimates.

Schedule 2

Operating Cost Statement for the year ended 31 March 2000

1999-2000 1998-99£000 £000

Administration CostsStaff costs Note 2 70,282 67,665Other administration costs Note 3 62,862 57,497

Gross Administration Costs 133,144 125,162Operating income Note 4 (31,188) (31,715)

Net Administration Costs 101,956 93,447

Programme CostsNIL 0 0

Net Operating Costs Notes 6 & 7 101,956 93,447Add: operating income classified as CFER 0 0

Net Resource Outturn Notes 6 & 7 101,956 93,447

Statement of Recognised Gains and Losses for the year ended 31 March 2000

1999-2000 1998-99£000 £000

Net gain on revaluation of tangible fixed assets Note 17 3,190 3,231


Schedule 1

Summary of Resource Outturn 1999-2000

1999-2000 1998-99

Indicative Estimate figures OutturnNet total Outturn

comparedwith

Estimate PriorGross A-in-A NET Gross A-in-A* NET saving/ year

Expenditure TOTAL Expenditure TOTAL (excess) Outturn1 2 3 4 5 6 7 8

£000 £000 £000 £000 £000 £000 £000 £000

Statistical & Register Services 136,686 (32,993) 103,693 133,144 (31,188) 101,956 1,737 93,447

TOTAL RESOURCES 136,686 (32,993) 103,693 133,144 (31,188) 101,956 1,737 93,447

NON OPERATING COST A-in-A 0 0 0 0

NET CASH REQUIREMENT 109,243 98,260 10,983 97,140

Reconciliation of resources to cash requirement£000 £000 £000

Net Total Resources 103,693 101,956 1,737

Capital:

Purchase of fixed assets Note 8 5,550 7,306 (1,756)

Capital element of finance lease payments Note 21 280 474 (194)

Disposal of fixed assets Note 10 0 (32) 32

Non Operating Cost A-in-A 0 0 0

Accruals adjustments:

Non-cash items Note 3 0 (12,281) 12,281

Changes in working capital other than cash Note 11 (1,068) 71 (1,139)

Payments from provision Note 16 788 766 22

Excess cash to be CFERd 0 0 0

Net Cash Requirement (Schedule 4) 109,243 98,260 10,983

Analysis of income payable to the Consolidated Fund

In addition to appropriations-in-aid the following income relates to the department and is payable to the Consolidated Fund (cash receipts being shown in italics)

1999-2000 Forecast 1999-2000 Outturn

Income Receipts Income Receipts

£'000s £'000s £'000s £'000s

Income not classified as A-in-A 0 0 975 975

Income from the sale of assets not classified as A-in-A 0 0 0 0

0 0 975 975

* In the years prior to the introduction of Resource Estimates: the above figures for Estimates are illustrative: the references to “A-in-A” and “CFER” in Schedule 1 and

relevant notes to the accounts do not apply for purposes of parliamentary control. The figures represent what will be classified as “A-in-A” and “CFER” following the

introduction of Resource Estimates.

Schedule 2

Operating Cost Statement for the year ended 31 March 2000

1999-2000 1998-99£000 £000

Administration CostsStaff costs Note 2 70,282 67,665Other administration costs Note 3 62,862 57,497

Gross Administration Costs 133,144 125,162Operating income Note 4 (31,188) (31,715)

Net Administration Costs 101,956 93,447

Programme CostsNIL 0 0

Net Operating Costs Notes 6 & 7 101,956 93,447Add: operating income classified as CFER 0 0

Net Resource Outturn Notes 6 & 7 101,956 93,447

Statement of Recognised Gains and Losses for the year ended 31 March 2000

1999-2000 1998-99£000 £000

Net gain on revaluation of tangible fixed assets Note 17 3,190 3,231


Schedule 3

Balance Sheet as at 31 March 2000

1999-2000 1998-99£000 £000 £000 £000

Fixed AssetsTangible Assets Notes 10 & 12 51,761 49,945Intangible Assets Note 9 226 275

51,987 50,220Current Assets

Debtors Note 13 5,716 5,123Cash at bank and in hand Note 14 282 722

5,998 5,845

Creditors due within one year Note 15 (3,430) (3,334)

Net Current Assets 2,568 2,511

Total Assets less Current Liabilities 54,555 52,731Creditors (due after more than one year) – (60)Provisions for early retirement Note 16 (3,026) (3,622)

(3,026) (3,682)

51,529 49,049

Taxpayers’ EquityGeneral Fund Notes 17 & 23 45,524 45,898Revaluation Reserve Note 17 6,005 3,151

51,529 49,049

L Cook13 July 2000

Schedule 4

Cash Flow Statement for the year ended 31 March 2000

1999-2000 1998-99£000 £000

Net outflow from operating activities (90,512) (90,481)

Capital expenditure and financial investment (7,748) (6,659)

Payments to the Consolidated Fund (1,181) 0

Financing from the Consolidated Fund (Supply) 99,001 96,227

Decrease in cash in period (440) (913)

Reconciliation of operating cost to operating cash flows

Net Operating Cost 101,956 93,447

Adjust for movements in working capital other than cash (see note 11) 71 2,905

Adjust for payments from provision (see note 16) 766 934

Adjust for non-cash transactions (see note 3) (12,281) (6,805)

Net cash outflow from operating activities 90,512 90,481

Analysis of capital expenditure and financial investment

Purchase of fixed assets 7,306 6,254

Proceeds of disposal of fixed assets (32) (10)

Capital element of finance lease payments 474 415

Net capital expenditure 7,748 6,659

Anaysis of financing

From Consolidated Fund (Supply) 99,001 96,227

From Consolidated Fund (Non-Supply) 0 0

Decrease in Cash 440 913

Consolidated Fund Extra Receipts received and not paid over 975 1,181

Consolidated Fund Extra Receipts received in prior year paid over (1,181) 0

Total cash requirement for the Department 99,235 98,321

Consolidated Fund Extra Receipts to be surrendered (975) (1,181)

Net cash requirement (Schedule 1) 98,260 97,140


Schedule 3

Balance Sheet as at 31 March 2000

1999-2000 1998-99£000 £000 £000 £000

Fixed AssetsTangible Assets Notes 10 & 12 51,761 49,945Intangible Assets Note 9 226 275

51,987 50,220Current Assets

Debtors Note 13 5,716 5,123Cash at bank and in hand Note 14 282 722

5,998 5,845

Creditors due within one year Note 15 (3,430) (3,334)

Net Current Assets 2,568 2,511

Total Assets less Current Liabilities 54,555 52,731Creditors (due after more than one year) – (60)Provisions for early retirement Note 16 (3,026) (3,622)

(3,026) (3,682)

51,529 49,049

Taxpayers’ EquityGeneral Fund Notes 17 & 23 45,524 45,898Revaluation Reserve Note 17 6,005 3,151

51,529 49,049

L Cook13 July 2000

Schedule 4

Cash Flow Statement for the year ended 31 March 2000

1999-2000 1998-99£000 £000

Net outflow from operating activities (90,512) (90,481)

Capital expenditure and financial investment (7,748) (6,659)

Payments to the Consolidated Fund (1,181) 0

Financing from the Consolidated Fund (Supply) 99,001 96,227

Decrease in cash in period (440) (913)

Reconciliation of operating cost to operating cash flows


Adjust for movements in working capital other than cash (see note 11) 71 2,905

Adjust for payments from provision (see note 16) 766 934

Adjust for non-cash transactions (see note 3) (12,281) (6,805)

Net cash outflow from operating activities 90,512 90,481

Analysis of capital expenditure and financial investment

Purchase of fixed assets 7,306 6,254

Proceeds of disposal of fixed assets (32) (10)

Capital element of finance lease payments 474 415

Net capital expenditure 7,748 6,659

Anaysis of financing

From Consolidated Fund (Supply) 99,001 96,227

From Consolidated Fund (Non-Supply) 0 0

Decrease in Cash 440 913

Consolidated Fund Extra Receipts received and not paid over 975 1,181

Consolidated Fund Extra Receipts received in prior year paid over (1,181) 0

Total cash requirement for the Department 99,235 98,321

Consolidated Fund Extra Receipts to be surrendered (975) (1,181)

Net cash requirement (Schedule 1) 98,260 97,140


Notes to the Cash Flow Statement

Analysis of changes in Net Debt

At 1.4.99 Other Non- Cashflow At 31.3.00cash changes

£000 £000 £000 £000

Cash 722 – (440) 282

Obligations (277) (197) 474 –

Total 445 (197) 34 282

Schedule 5

Resources by Departmental Aim for the year ended 31 March 2000

1999-2000 1998-99Gross Income Net Gross Income Net£000 £000 £000 £000 £000 £000

Departmental Aim

Objective 1 Statistical Services 111,091 (20,405) 90,686 104,632 (19,390) 85,242

Objective 2 Register Services 22,053 (10,783) 11,270 20,530 (12,325) 8,205

TOTAL 133,144 (31,188) 101,956 125,162 (31,715) 93,447

Note: There is no significant difference between the proportion of capital assets utilised by the two services.


Notes to the Cash Flow Statement

Analysis of changes in Net Debt

At 1.4.99 Other Non- Cashflow At 31.3.00cash changes

£000 £000 £000 £000

Cash 722 – (440) 282

Obligations (277) (197) 474 –

Total 445 (197) 34 282

Schedule 5

Resources by Departmental Aim for the year ended 31 March 2000

1999-2000 1998-99Gross Income Net Gross Income Net£000 £000 £000 £000 £000 £000

Departmental Aim

Objective 1 Statistical Services 111,091 (20,405) 90,686 104,632 (19,390) 85,242

Objective 2 Register Services 22,053 (10,783) 11,270 20,530 (12,325) 8,205

TOTAL 133,144 (31,188) 101,956 125,162 (31,715) 93,447

Note: There is no significant difference between the proportion of capital assets utilised by the two services.


Notes to the Account

1. Statement of accounting policies

The accounts for the year ended 31 March 2000 have been prepared in

accordance with an Accounts Direction issued by HM Treasury and the Treasury

Resource Accounting Manual. The particular accounting policies adopted by the

Department are described below. They have been applied consistently in

dealing with items considered material in relation to the accounts.

The different requirements of the Resource Accounting Manual have resulted in

some prior year figures being different from those in the 1998-99 published

Agency Account.

1.1 Accounting convention

The accounts have been prepared under the historical cost convention, modified

to account for the revaluation of fixed assets at their value to the business by

reference to their current costs.

1.2 Fixed assets

Tangible assets include land and buildings, computers and associated

equipment, in-house developed software, vehicles, office machinery, furniture

and fittings.

Intangible assets consist of proprietary software.

With the exception of PCs and office furniture, individual assets must exceed a

capitalisation threshold for inclusion as fixed assets.

PCs and office furniture items falling below the threshold are capitalised as

groups.

ONS owns no land but rents accommodation at Drummond Gate and

Myddelton Place in London and at Lancaster Court in Titchfield.

Civil Estate property is occupied in Newport, Titchfield, Christchurch, Southport

and Runcorn. The land and buildings have been restated at current cost using

professional valuations every 5 years and appropriate indices in intervening

years. The next professional valuation is due to take place during 2000-01.

Other tangible assets have been stated at current cost by using indices taken

from the ONS publication Price Index Numbers for Current Cost Accounting.

1.3 Heritage assets

Statistical and registration information has built up over many years and is stored

for reference purposes. No attempt is made to value this data, as there is no

realistic way of doing so which would arrive at a meaningful valuation.

The cost of storing and maintaining the data has been charged to the Operating

Cost Statement as incurred.

1.4 Stocks

ONS holds a small stock of publications and CD-ROMs for resale. Their value is

not material and is not included on the Balance Sheet. Production costs and

sales income are charged to the Operating Cost Statement.

1.5 Depreciation

Civil Estate land is not depreciated.

Depreciation is calculated so as to write-off the revalued cost or the valuation of

assets by equal instalments over their estimated useful lives down to a residual

value, as follows;

+ Computers 4-7 years

+ Office machinery/furniture & fittings 4-10 years

+ Motor vehicles 5 years

+ Buildings and refurbishment Remaining life of lease

1.6 Assets in course of construction

This consists of certain property related expenditure and the development of in-

house bespoke software. It is valued at the lower of cost, including appropriate

overheads and net realisable value and capitalised on completion.

1.7 Research & development

ONS undertakes certain research into statistical and survey methodology. Costs

are charged to the Operating Cost Statement as they arise.


Notes to the Account

1. Statement of accounting policies

The accounts for the year ended 31 March 2000 have been prepared in

accordance with an Accounts Direction issued by HM Treasury and the Treasury

Resource Accounting Manual. The particular accounting policies adopted by the

Department are described below. They have been applied consistently in

dealing with items considered material in relation to the accounts.

The different requirements of the Resource Accounting Manual have resulted in

some prior year figures being different from those in the 1998-99 published

Agency Account.

1.1 Accounting convention

The accounts have been prepared under the historical cost convention, modified

to account for the revaluation of fixed assets at their value to the business by

reference to their current costs.

1.2 Fixed assets

Tangible assets include land and buildings, computers and associated

equipment, in-house developed software, vehicles, office machinery, furniture

and fittings.

Intangible assets consist of proprietary software.

With the exception of PCs and office furniture, individual assets must exceed a

capitalisation threshold for inclusion as fixed assets.

PCs and office furniture items falling below the threshold are capitalised as

groups.

ONS owns no land but rents accommodation at Drummond Gate and

Myddelton Place in London and at Lancaster Court in Titchfield.

Civil Estate property is occupied in Newport, Titchfield, Christchurch, Southport

and Runcorn. The land and buildings have been restated at current cost using

professional valuations every 5 years and appropriate indices in intervening

years. The next professional valuation is due to take place during 2000-01.

Other tangible assets have been stated at current cost by using indices taken

from the ONS publication Price Index Numbers for Current Cost Accounting.

1.3 Heritage assets

Statistical and registration information has built up over many years and is stored

for reference purposes. No attempt is made to value this data, as there is no

realistic way of doing so which would arrive at a meaningful valuation.

The cost of storing and maintaining the data has been charged to the Operating

Cost Statement as incurred.

1.4 Stocks

ONS holds a small stock of publications and CD-ROMs for resale. Their value is

not material and is not included on the Balance Sheet. Production costs and

sales income are charged to the Operating Cost Statement.

1.5 Depreciation

Civil Estate land is not depreciated.

Depreciation is calculated so as to write-off the revalued cost or the valuation of

assets by equal instalments over their estimated useful lives down to a residual

value, as follows;

+ Computers 4-7 years

+ Office machinery/furniture & fittings 4-10 years

+ Motor vehicles 5 years

+ Buildings and refurbishment Remaining life of lease

1.6 Assets in course of construction

This consists of certain property related expenditure and the development of in-

house bespoke software. It is valued at the lower of cost, including appropriate

overheads and net realisable value and capitalised on completion.

1.7 Research & development

ONS undertakes certain research into statistical and survey methodology. Costs

are charged to the Operating Cost Statement as they arise.


1.8 Operating income

Operating income comprises the invoiced value of services supplied to the

private sector, the wider public sector and other Government Departments.

Prices are calculated in accordance with the Treasury Guide to Fees and Charges

and aim to recover the full economic cost of their production.

1.9 Leases

Assets held under finance leases are included under tangible fixed assets at their

capital value and depreciated over their useful economic lives. Leasing payments

consist of capital and interest elements and the interest is charged to the

Operating Cost Statement. Rentals due under operating leases are charged over

the lease term on a straight-line basis or on the basis of actual rentals payable

where this fairly reflects usage.

1.10 Administrative & programme expenditure

ONS has no programme expenditure; all expenditure falls under administration.

1.11 Capital charge

The financing structure of ONS does not include specific interest-bearing debt,

but to ensure that the Operating Cost Statement bears an appropriate charge for

the use of capital in the business in the year, a notional interest charge is

included. In accordance with Treasury guidance, the calculation is based on a 6%

rate of return on average net assets employed at current values.

1.12 Foreign exchange

Transactions which are denominated in a foreign currency are translated into

sterling at the exchange rate ruling on the date of each transaction.

Where material, assets and liabilities denominated in a foreign currency are

translated into sterling at the exchange rate ruling at the Balance Sheet date.

1.13 Pensions

Past and present employees are covered by the provisions of the Principal Civil

Service Pension Scheme (PCSPS) which is non-contributory and unfunded.

Although the Scheme is a defined benefit scheme, liability for payment of future

benefits is a charge to the PCSPS. Departments, Agencies and other bodies

covered by the PCSPS meet the cost of pension cover provided for the staff they

employ by payment of charges calculated on an accruing basis. There is a

separate scheme statement for the PCSPS as a whole.

1.14 Early departure costs

ONS is required to meet the additional cost of benefits beyond the normal

PCSPS benefits in respect of employees who retire early. ONS provides in full for

these costs whenever there is commitment to early retirements. ONS may, in

certain circumstances, settle some or all of its liability in advance by making a

payment to the Paymaster General’s account at the Bank of England for credit to

the Civil Superannuation Vote. The amount provided is shown net of any such

payments.


1.8 Operating income

Operating income comprises the invoiced value of services supplied to the

private sector, the wider public sector and other Government Departments.

Prices are calculated in accordance with the Treasury Guide to Fees and Charges

and aim to recover the full economic cost of their production.

1.9 Leases

Assets held under finance leases are included under tangible fixed assets at their

capital value and depreciated over their useful economic lives. Leasing payments

consist of capital and interest elements and the interest is charged to the

Operating Cost Statement. Rentals due under operating leases are charged over

the lease term on a straight-line basis or on the basis of actual rentals payable

where this fairly reflects usage.

1.10 Administrative & programme expenditure

ONS has no programme expenditure; all expenditure falls under administration.

1.11 Capital charge

The financing structure of ONS does not include specific interest-bearing debt,

but to ensure that the Operating Cost Statement bears an appropriate charge for

the use of capital in the business in the year, a notional interest charge is

included. In accordance with Treasury guidance, the calculation is based on a 6%

rate of return on average net assets employed at current values.

1.12 Foreign exchange

Transactions which are denominated in a foreign currency are translated into

sterling at the exchange rate ruling on the date of each transaction.

Where material, assets and liabilities denominated in a foreign currency are

translated into sterling at the exchange rate ruling at the Balance Sheet date.

1.13 Pensions

Past and present employees are covered by the provisions of the Principal Civil

Service Pension Scheme (PCSPS) which is non-contributory and unfunded.

Although the Scheme is a defined benefit scheme, liability for payment of future

benefits is a charge to the PCSPS. Departments, Agencies and other bodies

covered by the PCSPS meet the cost of pension cover provided for the staff they

employ by payment of charges calculated on an accruing basis. There is a

separate scheme statement for the PCSPS as a whole.

1.14 Early departure costs

ONS is required to meet the additional cost of benefits beyond the normal

PCSPS benefits in respect of employees who retire early. ONS provides in full for

these costs whenever there is commitment to early retirements. ONS may, in

certain circumstances, settle some or all of its liability in advance by making a

payment to the Paymaster General’s account at the Bank of England for credit to

the Civil Superannuation Vote. The amount provided is shown net of any such

payments.


Name and title Age Salary (as Real increase Total accrueddefined in pension at pension at agebelow) age 60 60 at 31 March

2000£000 £000 £000

Mr Alan GOLDSMITH 51 50-55 0-2.5 0-5Board Member from 13 September 1999 (note 2)

Mr Dennis ROBERTS 51 60-65 0-2.5 25-30Board Member until31 August 1999 (note 3)

Dr John FOX 53 30-35 0-2.5 10-15Board Member until15 August 1999 (note 4)

Notes:1. Included in the salary costs is £45,000 which relates to compensation in lieu of notice.2. Salary costs relate to the period from 13 September 1999 until 31 March 2000.3. Salary costs relate to the period 1 April 1999 until 31 January 2000.4. Salary costs relate to the period 1 April 1999 until 15 August 1999.

Non-executive Directors Renumeration£

Gwen Batchelor 3,500

John Beaumont 1,750

Janet Finch 875

Non-executive Directors are paid a flat fee plus expenses.

Pension benefits are provided through the Principal Civil Service Pension Scheme (PCSPS). This is astatutory scheme which provides benefits on a ‘final salary’ basis at a normal retirement age of 60.Benefits accrue at the rate of 1/80th of pensionable salary for each year of service. In addition, a lumpsum equivalent to 3 years' pension is payable on retirement. Members pay contributions of 1.5 percent of pensionable earnings. Pensions increase in payment in line with the Retail Prices Index. Ondeath, pensions are payable to the surviving spouse at a rate of half the member's pension. On deathin service the scheme pays a lump sum benefit of twice pensionable pay and also provides a serviceenhancement on computing the spouse's pension. The enhancement depends on length of serviceand cannot exceed 10 years. Medical retirement is possible in the event of serious ill-health. In thiscase, pensions are brought into payment immediately without actuarial reduction and with serviceenhanced as for widow(er) pensions.

Salaries include gross salaries, performance bonuses payable, reserved rights to London Weighting orLondon allowances, recruitment and retention allowances and private office allowances. It does notinclude the estimated monetary value of benefits in kind.

The information given above relates to the Director and all members of the Management Board forthe Office for National Statistics, including those who may have vacated their positions during thefinancial year 1999-2000.

2. Staff numbers and costs

A Staff costs consist of: 1999-2000 1998-99£000 £000Non-

ExecutiveBoard

Total Officials Members Total

Wages and salaries 58,645 58,639 6 56,256

Social security costs 4,032 4,031 1 4,067

Other pension costs 7,605 7,605 – 7,342

TOTAL 70,282 70,275 7 67,665

For 1999-2000 contributions of £7,604,785 (1998-99 £7,341,992) were paid to the PCSPS at ratesdetermined by the Government Actuary and advised by the Treasury. These rates were in the range11-19.5 per cent of pensionable pay.

B The average number of full-time equivalent persons employed (including senior

management) during the year was as follows:

1999-2000 1998-99OBJECTIVE NUMBER NUMBER

1 Statistical Services 2,453 2,432

2 Register Services 654 650

TOTAL 3,107 3,082

C The salary and pension entitlements of the most senior managers of the Department

were as follows:


2000£000 £000 £000

Dr Tim HOLT 56 105-110 0-2.5 5-10Director, Registrar Generaland Head of GovernmentStatistical Service

Mr John PULLINGER 40 65-70 0-2.5 15-20Board Member

Mr Julian CALDER 58 120-125 0-2.5 25-30Board Member (note 1)

Mr John KIDGELL 56 80-85 2.5-5 25-30Board Member



2000£000 £000 £000

Mr Alan GOLDSMITH 51 50-55 0-2.5 0-5Board Member from 13 September 1999 (note 2)

Mr Dennis ROBERTS 51 60-65 0-2.5 25-30Board Member until31 August 1999 (note 3)

Dr John FOX 53 30-35 0-2.5 10-15Board Member until15 August 1999 (note 4)

Notes:1. Included in the salary costs is £45,000 which relates to compensation in lieu of notice.2. Salary costs relate to the period from 13 September 1999 until 31 March 2000.3. Salary costs relate to the period 1 April 1999 until 31 January 2000.4. Salary costs relate to the period 1 April 1999 until 15 August 1999.

Non-executive Directors Renumeration£

Gwen Batchelor 3,500

John Beaumont 1,750

Janet Finch 875

Non-executive Directors are paid a flat fee plus expenses.

Pension benefits are provided through the Principal Civil Service Pension Scheme (PCSPS). This is astatutory scheme which provides benefits on a ‘final salary’ basis at a normal retirement age of 60.Benefits accrue at the rate of 1/80th of pensionable salary for each year of service. In addition, a lumpsum equivalent to 3 years' pension is payable on retirement. Members pay contributions of 1.5 percent of pensionable earnings. Pensions increase in payment in line with the Retail Prices Index. Ondeath, pensions are payable to the surviving spouse at a rate of half the member's pension. On deathin service the scheme pays a lump sum benefit of twice pensionable pay and also provides a serviceenhancement on computing the spouse's pension. The enhancement depends on length of serviceand cannot exceed 10 years. Medical retirement is possible in the event of serious ill-health. In thiscase, pensions are brought into payment immediately without actuarial reduction and with serviceenhanced as for widow(er) pensions.

Salaries include gross salaries, performance bonuses payable, reserved rights to London Weighting orLondon allowances, recruitment and retention allowances and private office allowances. It does notinclude the estimated monetary value of benefits in kind.

The information given above relates to the Director and all members of the Management Board forthe Office for National Statistics, including those who may have vacated their positions during thefinancial year 1999-2000.

2. Staff numbers and costs

A Staff costs consist of: 1999-2000 1998-99£000 £000Non-

ExecutiveBoard

Total Officials Members Total

Wages and salaries 58,645 58,639 6 56,256

Social security costs 4,032 4,031 1 4,067

Other pension costs 7,605 7,605 – 7,342

TOTAL 70,282 70,275 7 67,665

For 1999-2000 contributions of £7,604,785 (1998-99 £7,341,992) were paid to the PCSPS at ratesdetermined by the Government Actuary and advised by the Treasury. These rates were in the range11-19.5 per cent of pensionable pay.

B The average number of full-time equivalent persons employed (including senior

management) during the year was as follows:

1999-2000 1998-99OBJECTIVE NUMBER NUMBER

1 Statistical Services 2,453 2,432

2 Register Services 654 650

TOTAL 3,107 3,082

C The salary and pension entitlements of the most senior managers of the Department

were as follows:


2000£000 £000 £000

Dr Tim HOLT 56 105-110 0-2.5 5-10Director, Registrar Generaland Head of GovernmentStatistical Service

Mr John PULLINGER 40 65-70 0-2.5 15-20Board Member

Mr Julian CALDER 58 120-125 0-2.5 25-30Board Member (note 1)

Mr John KIDGELL 56 80-85 2.5-5 25-30Board Member


4. Operating income

1999-2000Appropriated Not Total

in aid Appropriatedin aid

Operating income analysed between: £000 £000 £000

Administration income 1,234 – 1,234

Sales of Registration certificates 5,698 – 5,698

Other Register services 4,902 – 4,902

Sales of statistical data 9,998 – 9,998

Provision of social surveys 9,356 – 9,356

31,188 – 31,188

An analysis of income from services provided to external and public sector customers is as follows:

External Public Sector Total£000 £000 £000

Administration income 10 1,234 1,244

Statistical services 4,827 14,514 19,341

Register services 5,814 4,789 10,603

10,651 20,537 31,188

Note: The administration income relates to rent from other departments with regard to the shared sites atNewport, Drummond Gate and Myddelton Place.







31,715 – 31,715

Of which £17,334,000 was received from other Government Departments and Health Authorities.

Note: Due to a structuring of ONS’s output codes it is not possible to display the same amount of detail for1998/99.

3. Other administrative costs

1999-2000 1998-99£000 £000 £000 £000

Rentals under operating leases 404 102

Non cash items

Depreciation 8,557 4,485

Loss on disposal of fixed assets 140 202

Cost of capital charge 3,015 2,507

Auditor’s remuneration & expenses 32 31

Return on investments and servicing of finance 13 3

Provision for early departure costs 170 559

Reclassification of Assets – (1,390)

Treasury funded early retirement 354 12,281 408 6,805

Travel and subsistence 4,822 4,429

Hospitality 146 118

Consultancy 4,048 3,230

Contractual payments 5,955 4,400

Interviewers’ fees 8,298 8,013

Information technology 5,886 6,697

Accommodation 9,320 13,268

Other expenditure 11,702 45,209 10,435 46,043

62,862 57,497


4. Operating income




Administration income 1,234 – 1,234


Other Register services 4,902 – 4,902



31,188 – 31,188

An analysis of income from services provided to external and public sector customers is as follows:

External Public Sector Total£000 £000 £000

Administration income 10 1,234 1,244

Statistical services 4,827 14,514 19,341

Register services 5,814 4,789 10,603

10,651 20,537 31,188

Note: The administration income relates to rent from other departments with regard to the shared sites atNewport, Drummond Gate and Myddelton Place.







31,715 – 31,715

Of which £17,334,000 was received from other Government Departments and Health Authorities.

Note: Due to a structuring of ONS’s output codes it is not possible to display the same amount of detail for1998/99.

3. Other administrative costs

1999-2000 1998-99£000 £000 £000 £000

Rentals under operating leases 404 102

Non cash items

Depreciation 8,557 4,485

Loss on disposal of fixed assets 140 202

Cost of capital charge 3,015 2,507

Auditor’s remuneration & expenses 32 31

Return on investments and servicing of finance 13 3

Provision for early departure costs 170 559

Reclassification of Assets – (1,390)

Treasury funded early retirement 354 12,281 408 6,805

Travel and subsistence 4,822 4,429

Hospitality 146 118

Consultancy 4,048 3,230

Contractual payments 5,955 4,400

Interviewers’ fees 8,298 8,013

Information technology 5,886 6,697

Accommodation 9,320 13,268

Other expenditure 11,702 45,209 10,435 46,043

62,862 57,497


7. Analysis of net resource outturn and net operating cost by function

1999-2000Other Current Net

Admin current grants A-in-A Total£000 £000 £000 £000 £000

Gross control area 114,196 771 – (11,530) 103,437

Net control area 18,177 – – (18,703) (526)

EC receipts – – – (955) (955)

Resource Outturn 132,373 771 – (31,188) 101,956

Non-Supply expenditure –

Non A-in-A operating income –

Net operating Cost 101,956



Gross control area 103,962 1,791 – (12,509) 93,244

Net control area 19,409 – – (19,206) 203

Resource Outturn 123,371 1,791 – (31,715) 93,477




5. Administration cost limit

The outturn shown against individual administration cost limits is:

1999-2000 1998-99Outturn Limits Outturn Limits

£000 £000 £000 £000

Statistical Services 90,686 92,235 85,242 88,897

Register Services 11,270 11,458 8,205 8,556

101,956 103,693 93,447 97,453

6. Reconciliation of net operating cost to control total and net resource outturn

1999-2000 1998-99£000 £000


Less: supply and other expenditure outside resource budget

Add: expenditure financed by EU receipts 771 1,791

operating income not classified as A-in-A and not in public expenditure (Note 4) – –

Resource Budget Outturn 102,727 95,238

Less: non supply expenditure in resource budgetexpenditure financed by EU receipts (771) (1,791)

Add: Supply expenditure outside resource budgetoperating income not classified as A-in-A but within public expenditure – –

Net Resource Outturn (subject to supply procedures) Note 7 101,956 93,447

For ONS all supply expenditure is within the control total (resource budget) and no expenditure is financed other than by requests for resources.


7. Analysis of net resource outturn and net operating cost by function



Gross control area 114,196 771 – (11,530) 103,437

Net control area 18,177 – – (18,703) (526)

EC receipts – – – (955) (955)

Resource Outturn 132,373 771 – (31,188) 101,956






Gross control area 103,962 1,791 – (12,509) 93,244

Net control area 19,409 – – (19,206) 203

Resource Outturn 123,371 1,791 – (31,715) 93,477




5. Administration cost limit

The outturn shown against individual administration cost limits is:

1999-2000 1998-99Outturn Limits Outturn Limits

£000 £000 £000 £000

Statistical Services 90,686 92,235 85,242 88,897

Register Services 11,270 11,458 8,205 8,556

101,956 103,693 93,447 97,453

6. Reconciliation of net operating cost to control total and net resource outturn

1999-2000 1998-99£000 £000


Less: supply and other expenditure outside resource budget

Add: expenditure financed by EU receipts 771 1,791

operating income not classified as A-in-A and not in public expenditure (Note 4) – –

Resource Budget Outturn 102,727 95,238

Less: non supply expenditure in resource budgetexpenditure financed by EU receipts (771) (1,791)

Add: Supply expenditure outside resource budgetoperating income not classified as A-in-A but within public expenditure – –

Net Resource Outturn (subject to supply procedures) Note 7 101,956 93,447

For ONS all supply expenditure is within the control total (resource budget) and no expenditure is financed other than by requests for resources.


9. Intangible fixed assetsTotal£000

Valuation at 1 April 1999 403

Additions 45

Revaluation (42)

Valuation at 31 March 2000 406

Depreciation provision at 1 April 1999 128

Charged in year 65

Revaluation (13)

Depreciation provision at 31 March 2000 180

Net Book Value at Current Cost at 31 March 2000 226

At 1 April 1999 275

10. Tangible fixed assetsLand and Motor Office FurnitureBuildings Computers Vehicles Machinery & Fittings TOTAL

£000 £000 £000 £000 £000 £000

Valuation at 1 April 1999 35,056 20,458 161 3,157 2,620 61,452

Additions 204 3,783 43 533 469 5,032

Transfers from Assets under construction 594 209 0 0 0 803

Disposals (note) 0 (382) (38) (19) 0 (439)

Revaluation 3,207 (2,054) (1) 41 113 1,306

Valuation at 31 March 2000 39,061 22,014 165 3,712 3,202 68,154

Depreciation provision at 1 April 1999 2,459 8,646 69 947 369 12,490

Charged in year 1,688 4,556 32 518 432 7,226

Disposals (note) 0 (243) (19) (5) 0 (267)

Revaluation 144 (817) 0 11 15 (647)

Depreciation provision at 31 March 2000 4,291 12,142 82 1,471 816 18,802

Net Book Value at Current Cost at 31 March 2000 34,770 9,872 83 2,241 2,386 49,352

At 1 April 1999 32,597 11,812 92 2,210 2,251 48,962

Note: Assets to the value of £439,000 were disposed of during 1999-2000. These assets had a net book value of £172,000 for which £32,000 wasreceived leaving £140,000 to be charged to the Opening Cost Statement.

8. Analysis of capital expenditure, financial investment and associated A-in-A

1999-2000Capital Net

expenditure Loans etc A-in-A Total£000 £000 £000 £000

Net additions Notes 9 & 10 5,077 – – 5,077

Assets under construction Note 12 2,229 – – 2,229

Total 7,306 – – 7,306

A-in-A income from disposal of fixed assets (32)

7,274

1998-99Capital Net


Net additions 8,229 (210) – 8,019

Assets under construction – – – 0

Total 8,229 (210) – 8,019


8,009


9. Intangible fixed assetsTotal£000

Valuation at 1 April 1999 403

Additions 45

Revaluation (42)

Valuation at 31 March 2000 406

Depreciation provision at 1 April 1999 128

Charged in year 65

Revaluation (13)

Depreciation provision at 31 March 2000 180

Net Book Value at Current Cost at 31 March 2000 226

At 1 April 1999 275

10. Tangible fixed assetsLand and Motor Office FurnitureBuildings Computers Vehicles Machinery & Fittings TOTAL

£000 £000 £000 £000 £000 £000

Valuation at 1 April 1999 35,056 20,458 161 3,157 2,620 61,452

Additions 204 3,783 43 533 469 5,032

Transfers from Assets under construction 594 209 0 0 0 803

Disposals (note) 0 (382) (38) (19) 0 (439)

Revaluation 3,207 (2,054) (1) 41 113 1,306

Valuation at 31 March 2000 39,061 22,014 165 3,712 3,202 68,154

Depreciation provision at 1 April 1999 2,459 8,646 69 947 369 12,490

Charged in year 1,688 4,556 32 518 432 7,226

Disposals (note) 0 (243) (19) (5) 0 (267)

Revaluation 144 (817) 0 11 15 (647)

Depreciation provision at 31 March 2000 4,291 12,142 82 1,471 816 18,802

Net Book Value at Current Cost at 31 March 2000 34,770 9,872 83 2,241 2,386 49,352

At 1 April 1999 32,597 11,812 92 2,210 2,251 48,962

Note: Assets to the value of £439,000 were disposed of during 1999-2000. These assets had a net book value of £172,000 for which £32,000 wasreceived leaving £140,000 to be charged to the Opening Cost Statement.

8. Analysis of capital expenditure, financial investment and associated A-in-A

1999-2000Capital Net


Net additions Notes 9 & 10 5,077 – – 5,077

Assets under construction Note 12 2,229 – – 2,229

Total 7,306 – – 7,306


7,274

1998-99Capital Net


Net additions 8,229 (210) – 8,019

Assets under construction – – – 0

Total 8,229 (210) – 8,019


8,009


13. Debtors

1999-2000 1998-99£000 £000

Amounts falling due within one year

Trade debtors 2,124 1,883

Deposits and advances 45 270

Other debtors 946 404

Prepayments and accrued income 2,518 2,420

5,633 4,977Amounts falling due after more than one year


5,716 5,123

14. Cash at bank and in hand

1999-2000 1998-99£000 £000

Balance at 1 April 722 1,635

Net cash inflow:Department (440) (913)Payable to the Consolidated Fund

Balance at 31 March 282 722

The Office of HM Paymaster General providesa current account banking service. The followingbalances were held on 31 March 2000

Balances at OPG 204 668

Commercial banks and cash in hand 78 54

282 722

11. Movements in working capital other than cash

1999-2000 1998-99£000 £000

Increase/(Decrease) in debtors Note 13 593 415

Increase/(Decrease in creditors Note 15 (522) 1,309

71 1,724

12. Assets under construction

In-housesoftware Buildingsprojects refurbishment TOTAL

£000 £000 £000

Opening Balance at 1 April 1999 491 492 983

In Year Expenditure 373 1,856 2,229

Transfers to Fixed Assets (209) (594) (803)

Closing Balance at 31 March 2000 655 1,754 2,409


13. Debtors

1999-2000 1998-99£000 £000

Amounts falling due within one year

Trade debtors 2,124 1,883


Other debtors 946 404

Prepayments and accrued income 2,518 2,420

5,633 4,977Amounts falling due after more than one year


5,716 5,123

14. Cash at bank and in hand

1999-2000 1998-99£000 £000


Net cash inflow:Department (440) (913)Payable to the Consolidated Fund


The Office of HM Paymaster General providesa current account banking service. The followingbalances were held on 31 March 2000

Balances at OPG 204 668

Commercial banks and cash in hand 78 54

282 722

11. Movements in working capital other than cash

1999-2000 1998-99£000 £000

Increase/(Decrease) in debtors Note 13 593 415

Increase/(Decrease in creditors Note 15 (522) 1,309

71 1,724

12. Assets under construction

In-housesoftware Buildingsprojects refurbishment TOTAL

£000 £000 £000

Opening Balance at 1 April 1999 491 492 983

In Year Expenditure 373 1,856 2,229

Transfers to Fixed Assets (209) (594) (803)

Closing Balance at 31 March 2000 655 1,754 2,409


17. Reserves

Taxpayers Equity1999-2000

£000 £000


Net voted expenditure 99,001

1999/2000 CFERs (975)

Reclassification of obligations (181)

Non cash items:Interest on working capital 3,015Audit fee 32Treasury funded early retirement 354 3,401

Transfer to general fund in respect ofrealised element of revaluation reserve 336

Net expenditure (101,956)

Balance at 31 March 2000 45,524

Revaluation Reserve1999-2000

£000


Arising on revaluation during the course of the year (net) 3,190

Transfer to general fund in respect of realised element ofrevaluation reserve (336)

Revaluation reserve at 31 March 2000 6,005

The revaluation reserve reflects the unrealised element of the cumulative balance ofindexation and revaluation adjustments.

15. Creditors: amounts falling due within one year

1999-2000 1998-99£000 £000

Tax & social security 293 421

Trade creditors 25 202

Other creditors 48 38

Accruals and deferred income 2,089 1,272

Net obligations under finance lease (see note) 0 220

2,455 2,153

Cash balance payable to the Consolidated Fund 975 1,181

3,430 3,334

Note: The movement in creditors, net of capital creditors, is £522,000.

16. Provisions for early retirement and pensions

Earlydeparture

costs£000


Increase in provision (net) 170

Payments made (766)



17. Reserves

Taxpayers Equity1999-2000

£000 £000


Net voted expenditure 99,001

1999/2000 CFERs (975)

Reclassification of obligations (181)

Non cash items:Interest on working capital 3,015Audit fee 32Treasury funded early retirement 354 3,401

Transfer to general fund in respect ofrealised element of revaluation reserve 336

Net expenditure (101,956)


Revaluation Reserve1999-2000

£000


Arising on revaluation during the course of the year (net) 3,190

Transfer to general fund in respect of realised element ofrevaluation reserve (336)

Revaluation reserve at 31 March 2000 6,005

The revaluation reserve reflects the unrealised element of the cumulative balance ofindexation and revaluation adjustments.

15. Creditors: amounts falling due within one year

1999-2000 1998-99£000 £000

Tax & social security 293 421

Trade creditors 25 202

Other creditors 48 38

Accruals and deferred income 2,089 1,272

Net obligations under finance lease (see note) 0 220

2,455 2,153

Cash balance payable to the Consolidated Fund 975 1,181

3,430 3,334

Note: The movement in creditors, net of capital creditors, is £522,000.

16. Provisions for early retirement and pensions

Earlydeparture

costs£000


Increase in provision (net) 170

Payments made (766)



22. Contingent liabilities

ONS has no substantial contingent liabilities at 31 March 2000.

23. Reconciliation of net operating cost to changes in general fund

1999-2000 1998-99£000 £000 £000 £000

Net operating cost for the year (Schedule 2) (101,956) (93,447)

Income not appropriated in aid paid to Consolidated Fund (975) (1,181)

(102,931) (94,628)

Reclassifications (181)

Net parliamentary funding 99,001 96,227

Transfer to general fund in respect of realisedelement of revaluation reserve (Note 17) 336

Non-cash charges:

cost of capital 3,015 2,507

auditor’s remuneration 32 31

Treasury funded early retirement costs 354 408

3,401 2,946

Net increase in general fund (374) 4,545

General fund at 1 April 45,898 41,354

General fund at 31 March (Schedule 3) 45,524 45,899

24. Related party transactions

ONS has had various material transactions with other Government Departments and other central

Government bodies. Most of these transactions have been with HM Treasury and the Departments of

Health; Environment, Transport and the Regions; Trade & Industry and Education & Employment.

During the period reported on, none of the Board Members, members of the key management staff or

other related parties had undertaken any material transactions with ONS.

One senior manager is seconded to EUROSTAT, where he is spearheading its corporate planning

programme. He is not in a position to influence the awarding of contracts to ONS.

18. Capital commitments

1999-2000 1998-99£000 £000

Contracted capital commitments at 31 March2000 for which no provision has been made 1,953 504

1,953 504

19. Commitments under operating leases

1999-2000 1998-99Land and Land andBuildings Other Buildings Other

£000 £000 £000 £000At 31 March 2000 ONS was committed tomaking the following payments during the next year in respect of operating leasesexpiring within:

1 year 0 0 0 102

2-5 years 0 0 0 0

after 5 years 3,435 0 3,315 0

3,435 0 3,315 102

20. Other commitments

ONS has a non-cancellable contract with Computer Associates (which is not an operating lease) for

computer services totalling £2,692,000 as at 31 March 2000.

21. Finance lease and hire purchase obligations

1999-2000£000

Balance outstanding at 1 April 1999 280

Reclassification (Note 1) 181

In year payments (474)

Charged to Operating Costs 13


Notes:1. Reclassification relates to NUMA-Q servers purchased in 1997 under a hire purchase agreement.2. The Finance lease having been completed, has been renewed as an operating lease.


22. Contingent liabilities

ONS has no substantial contingent liabilities at 31 March 2000.

23. Reconciliation of net operating cost to changes in general fund

1999-2000 1998-99£000 £000 £000 £000

Net operating cost for the year (Schedule 2) (101,956) (93,447)

Income not appropriated in aid paid to Consolidated Fund (975) (1,181)

(102,931) (94,628)

Reclassifications (181)

Net parliamentary funding 99,001 96,227

Transfer to general fund in respect of realisedelement of revaluation reserve (Note 17) 336

Non-cash charges:

cost of capital 3,015 2,507

auditor’s remuneration 32 31

Treasury funded early retirement costs 354 408

3,401 2,946

Net increase in general fund (374) 4,545

General fund at 1 April 45,898 41,354

General fund at 31 March (Schedule 3) 45,524 45,899

24. Related party transactions

ONS has had various material transactions with other Government Departments and other central

Government bodies. Most of these transactions have been with HM Treasury and the Departments of

Health; Environment, Transport and the Regions; Trade & Industry and Education & Employment.

During the period reported on, none of the Board Members, members of the key management staff or

other related parties had undertaken any material transactions with ONS.

One senior manager is seconded to EUROSTAT, where he is spearheading its corporate planning

programme. He is not in a position to influence the awarding of contracts to ONS.

18. Capital commitments

1999-2000 1998-99£000 £000

Contracted capital commitments at 31 March2000 for which no provision has been made 1,953 504

1,953 504

19. Commitments under operating leases

1999-2000 1998-99Land and Land andBuildings Other Buildings Other

£000 £000 £000 £000At 31 March 2000 ONS was committed tomaking the following payments during the next year in respect of operating leasesexpiring within:

1 year 0 0 0 102

2-5 years 0 0 0 0

after 5 years 3,435 0 3,315 0

3,435 0 3,315 102

20. Other commitments

ONS has a non-cancellable contract with Computer Associates (which is not an operating lease) for

computer services totalling £2,692,000 as at 31 March 2000.

21. Finance lease and hire purchase obligations

1999-2000£000

Balance outstanding at 1 April 1999 280

Reclassification (Note 1) 181

In year payments (474)

Charged to Operating Costs 13


Notes:1. Reclassification relates to NUMA-Q servers purchased in 1997 under a hire purchase agreement.2. The Finance lease having been completed, has been renewed as an operating lease.


Office for National Statistics Executive Agency

The Certificate and Report of the Comptroller and

Auditor General to the House of Commons

I certify that I have audited the financial statements on pages 40 to 63 under the

Exchequer and Audit Departments Act 1921. These financial statements have

been prepared under the historical cost convention as modified by the revaluation

of certain fixed assets and the accounting policies set out on pages 46 to 49.

Respective responsibilities of the accounting officer and auditor

As described on page 37 the accounting officer is responsible for the

preparation of the financial statements and for ensuring the regularity of financial

transactions. The accounting officer is also responsible for the preparation of the

other contents of the Annual report. My responsibilities, as independent auditor,

are established by statute and guided by the Auditing Practices Board and the

auditing profession’s ethical guidance.

I report my opinion as to whether the financial statements give a true and fair

view and are properly prepared in accordance with the Exchequer and Audit

Departments Act 1921 and Treasury directions made thereunder, and whether in

all material respects the expenditure and income have been applied to the

purposes intended by Parliament and the financial transactions conform to the

authorities which govern them. I also report if, in my opinion, the Foreword is

not consistent with the financial statements, if the Agency has not kept proper

accounting records, or if I have not received all the information and explanations

I require for my audit.

I read the other information contained in the Annual Report, and consider

whether it is consistent with the audited financial statements. I consider the

implications for my certificate if I become aware of any apparent mis-statements

or material inconsistencies with the financial statements.

I review whether the statement on pages 38 and 39 reflects the Agency’s

compliance with Treasury’s guidance ‘Corporate governance: statement on the

system of internal financial control’. I report if it does not meet the requirements

specified by the Treasury, or if the statement is misleading or inconsistent with

other information I am aware of from my audit of the financial statements.

Basis of opinion

I conducted my audit in accordance with Auditing Standards issued by the

Auditing Practices Board. An audit includes examination, on a test basis, of

evidence relevant to the amounts, disclosures and regularity of financial

transactions included in the financial statements. It also includes an assessment

of the significant estimates and judgements made by the Agency in the

preparation of the financial statements, and of whether the accounting policies

are appropriate to the Agency’s circumstances, consistently applied and

adequately disclosed.

Accounts Direction Given by the Treasury in

Accordance with Section 5 of the Exchequer and

Audit Departments Act 1921

The Office for National Statistics shall prepare resource accounts for the year

ended 31 March 2000 in compliance with the accounting principles and

disclosure requirements of the HM Treasury Resource Accounting Manual (the

Resource Accounting Manual) which is in force for that financial year.

The accounts shall be prepared so as to give a true and fair view of the state of

affairs of the department at 31 March 2000 and the net resource outturn,

resources applied to objectives, recognised gains and losses and cash flows for

the financial year then ended.

Compliance with the requirements of the Resource Accounting Manual will, in

all but exceptional circumstances, be necessary for the accounts to give a true

and fair view. If, in these exceptional circumstances, compliance with the

requirements of the Resource Accounting Manual is inconsistent with the

requirement to give a true and fair view the requirements of the Resource

Accounting Manual should be departed from only to the extent necessary to

give a true and fair view. In such cases, informed and unbiased judgement

should be used to devise an appropriate alternative treatment which should be

consistent both with the economic characteristics of the circumstances

concerned and the spirit of the Resource Accounting Manual. Any material

departure from the Resource Accounting Manual should be discussed in the first

instance with the Treasury.

B Glicksman

Treasury Officer of Accounts

30 June 2000


Office for National Statistics Executive Agency

The Certificate and Report of the Comptroller and

Auditor General to the House of Commons

I certify that I have audited the financial statements on pages 40 to 63 under the

Exchequer and Audit Departments Act 1921. These financial statements have

been prepared under the historical cost convention as modified by the revaluation

of certain fixed assets and the accounting policies set out on pages 46 to 49.

Respective responsibilities of the accounting officer and auditor

As described on page 37 the accounting officer is responsible for the

preparation of the financial statements and for ensuring the regularity of financial

transactions. The accounting officer is also responsible for the preparation of the

other contents of the Annual report. My responsibilities, as independent auditor,

are established by statute and guided by the Auditing Practices Board and the

auditing profession’s ethical guidance.

I report my opinion as to whether the financial statements give a true and fair

view and are properly prepared in accordance with the Exchequer and Audit

Departments Act 1921 and Treasury directions made thereunder, and whether in

all material respects the expenditure and income have been applied to the

purposes intended by Parliament and the financial transactions conform to the

authorities which govern them. I also report if, in my opinion, the Foreword is

not consistent with the financial statements, if the Agency has not kept proper

accounting records, or if I have not received all the information and explanations

I require for my audit.

I read the other information contained in the Annual Report, and consider

whether it is consistent with the audited financial statements. I consider the

implications for my certificate if I become aware of any apparent mis-statements

or material inconsistencies with the financial statements.

I review whether the statement on pages 38 and 39 reflects the Agency’s

compliance with Treasury’s guidance ‘Corporate governance: statement on the

system of internal financial control’. I report if it does not meet the requirements

specified by the Treasury, or if the statement is misleading or inconsistent with

other information I am aware of from my audit of the financial statements.

Basis of opinion

I conducted my audit in accordance with Auditing Standards issued by the

Auditing Practices Board. An audit includes examination, on a test basis, of

evidence relevant to the amounts, disclosures and regularity of financial

transactions included in the financial statements. It also includes an assessment

of the significant estimates and judgements made by the Agency in the

preparation of the financial statements, and of whether the accounting policies

are appropriate to the Agency’s circumstances, consistently applied and

adequately disclosed.

Accounts Direction Given by the Treasury in

Accordance with Section 5 of the Exchequer and

Audit Departments Act 1921

The Office for National Statistics shall prepare resource accounts for the year

ended 31 March 2000 in compliance with the accounting principles and

disclosure requirements of the HM Treasury Resource Accounting Manual (the

Resource Accounting Manual) which is in force for that financial year.

The accounts shall be prepared so as to give a true and fair view of the state of

affairs of the department at 31 March 2000 and the net resource outturn,

resources applied to objectives, recognised gains and losses and cash flows for

the financial year then ended.

Compliance with the requirements of the Resource Accounting Manual will, in

all but exceptional circumstances, be necessary for the accounts to give a true

and fair view. If, in these exceptional circumstances, compliance with the

requirements of the Resource Accounting Manual is inconsistent with the

requirement to give a true and fair view the requirements of the Resource

Accounting Manual should be departed from only to the extent necessary to

give a true and fair view. In such cases, informed and unbiased judgement

should be used to devise an appropriate alternative treatment which should be

consistent both with the economic characteristics of the circumstances

concerned and the spirit of the Resource Accounting Manual. Any material

departure from the Resource Accounting Manual should be discussed in the first

instance with the Treasury.

B Glicksman

Treasury Officer of Accounts

30 June 2000


I planned and performed my audit so as to obtain all the information and

explanations which I considered necessary in order to provide me with sufficient

evidence to give reasonable assurance that the financial statements are free from

material misstatement, whether caused by error, or by fraud or other irregularity

and that, in all material respects, the expenditure and income have been applied

to the purposes intended by Parliament and the financial transactions conform to

the authorities which govern them. In forming my opinion I have also evaluated

the overall adequacy of the presentation of information in the financial

statements.

Opinion

In my opinion:

+ the financial statements give a true and fair view of the state of affairs of the

Office for National Statistics at 31 March 2000 and of the net resource

outturn, resources applied to objectives, recognised gains and losses, and

cash flows for the year then ended and have been properly prepared in

accordance with the Exchequer and Audit Departments Act 1921 and the

directions made thereunder by the Treasury; and

+ in all material respects the expenditure and income have been applied to

the purposes intended by Parliament and the financial transactions conform

to the authorities which govern them.

I have no observations to make on these financial statements

John Bourn

Comptroller and Auditor General

National Audit Office

157-197 Buckingham Palace Road

Victoria

LONDON SW1W 9SP

18 July 2000


I planned and performed my audit so as to obtain all the information and

explanations which I considered necessary in order to provide me with sufficient

evidence to give reasonable assurance that the financial statements are free from

material misstatement, whether caused by error, or by fraud or other irregularity

and that, in all material respects, the expenditure and income have been applied

to the purposes intended by Parliament and the financial transactions conform to

the authorities which govern them. In forming my opinion I have also evaluated

the overall adequacy of the presentation of information in the financial

statements.

Opinion

In my opinion:

+ the financial statements give a true and fair view of the state of affairs of the

Office for National Statistics at 31 March 2000 and of the net resource

outturn, resources applied to objectives, recognised gains and losses, and

cash flows for the year then ended and have been properly prepared in

accordance with the Exchequer and Audit Departments Act 1921 and the

directions made thereunder by the Treasury; and

+ in all material respects the expenditure and income have been applied to

the purposes intended by Parliament and the financial transactions conform

to the authorities which govern them.

I have no observations to make on these financial statements

John Bourn

Comptroller and Auditor General

National Audit Office

157-197 Buckingham Palace Road

Victoria

LONDON SW1W 9SP

18 July 2000


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Documents

Office for National Statistics: Annual Report 1999-2000