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Progress against our strategic priorities

This chapter outlines our progress towards achieving our four strategic priorities:

  1. Lead the Official Statistics System (OSS) so that it efficiently meets the country's needs for relevant, trustworthy, and accessible information
  2. Obtain more value from official statistics
  3. Transform the way we deliver our statistics 
  4. Create a responsive, customer-focused, influential, and sustainable organisation. 

1. Lead the Official Statistics System so that it efficiently meets the country’s needs for relevant, trustworthy, and accessible information

Figure 5

Focus areas for strategic priority 1

Diagram of focus areas for strategic priority 1

What we aimed to achieve

Governance and participation

By encouraging effective participation from all producers of official statistics and fostering a sense of collective ownership, we aimed to lead the OSS towards efficiently meeting the country’s needs for relevant, trustworthy, and accessible information. This includes the ongoing process of becoming well-informed and responsive to Māori statistical needs and interests, and negotiating with Māori to determine what statistics are most appropriate for them.

Relevance and integrity

Official statistics must be relevant to current and prospective customers such as central and local government, Māori, media, business and the wider community to be of maximum value to New Zealand. We aimed to use resources to produce statistics that are needed the most.


We looked to develop common dissemination tools and make statistical information produced by government departments widely available. We aimed to build understanding and skills amongst individuals, businesses, Māori, and government to access and use official statistics as this is where their value lies.

Efficient and sustainable production

It is important that the official statistics system uses its resources effectively and that our OSS partners produce statistics in a timely, efficient, and cost-effective way. By investigating opportunities for shared infrastructure and facilitating the development of producer capability, we aimed to lead an efficient and sustainable statistics system.

To support this strategic priority we aim to:

  • lead the OSS through strong governance and coordination, develop and oversee the implementation of a strategic plan, and ensure the Statistics Act 1975 provides an appropriate legislative framework
  • regularly review the list of Tier 1 statistics, provide statistical advice to Ministers and the Government, and promote common classifications and methodologies in the design and development process of official statistics
  • investigate opportunities for sharing infrastructure, using administrative data, reducing respondent burden, and developing producer capability.

What we achieved

Here is an outline of the progress we made during 2012/13 with our initiatives for leading the OSS. The initiatives and progress are grouped by the following four areas of focus and their respective objectives:

Governance and participation

Objective for this area of focus:

  • lead the OSS to achieve collective ownership of, participation in, and improved performance of the system.
Initiative Progress over 2012/13
OSS governance system
develop and maintain strong governance, coordination, and advisory structures for the OSS.

The Advisory Committee of Official Statistics (ACOS) adopted a framework of the key elements of an effective and efficient OSS and focused on achieving greater value from the use of statistics. We supported ACOS in having agendas which are now strategically focused on key issues for government, and will increasingly involve other partners from across the OSS. This enables ACOS to provide relevant and timely advice to the Minister and Government after meetings on current issues.

In addition, the ACOS annual report is now structured around the framework to include indicators and commentary. This better illustrates to the Minister and Government how the system is performing, what the committee’s contribution is to the OSS, and the OSS’s outcome of ‘An informed society using official statistics’

OSS participation: build relationships with producers and users to foster participation in the OSS.

We participate in a number of cross-government initiatives. Under our direction, OSS agencies are continuing to actively participate in project-specific activities. This includes the Census Transformation Interagency Advisory Group, the implementation of the Tier 1 statistics list, and providing annual purchase advice to ministers about statistical investment and statistical priorities for departments. Planning is underway for increased focus on OSS collaboration in 2013/14.

Health of the OSS: establish a monitoring framework and provide advice on the health of the system. We provided updated information on the health of the system to ACOS. This enabled ACOS to provide a targeted report on the OSS in their annual report.
Statistics Act 1975 review: ensure that the Statistics Act 1975 provides an appropriate legislative framework for the OSS and 21st century.

We progressed a number of technical amendments to the Statistics Act 1975 in the lead up to a full review of the Act. The amendment, included in the Statutes Amendment Bill 2012, will enable the Government Statistician to waive the obligation on respondents to answer some selected sensitive questions.

As of 30 June 2013, this amendment was before the House, with two additional amendments awaiting inclusion in the Statutes Amendment Bill 2013. The first would rectify a technical breach of the Act in relation to longitudinal survey practice. The second would extend the ability of the Government Statistician to share business information in the form of email addresses and telephone numbers, as well as additional classification information (relating to sector, type of business, and region) for statistical purposes.

We will lead the full review, to ensure an appropriate legislative framework for the OSS and 21st century. The review is due to begin in 2014. The Bill is expected to be in force by the end of the 2013 calendar year.

OSS strategic plan: lead the development of a strategic plan for the OSS and oversee its implementation. We have not progressed the strategic plan, due to a lack of resourcing and focus on other priorities. It will be on the work programme for 2013/14.
Implement our stakeholder relationship strategy: to make us fully engaged and effective in the policy environment. We refocused our approach to strategic external engagement. Building on work started in previous reporting periods, we designed and began implementing a Strategic Stakeholder Engagement (SSE) programme to help strengthen our partnership and customer focus with external agencies. The aim is to engage with priority stakeholders to help us respond to their needs and strengthen New Zealand’s statistics system.

Relevance and integrity

First objective for this area of focus:

  • ensure that the right statistical information is produced by the OSS to better support decision-making and understanding.

Progress over 2012/13

Tier 1 review: lead regular reviews of New Zealand’s most important statistics and develop a plan to produce these. Inform purchase advice to ministers about statistical investment and statistical priorities for departments, including Statistics New Zealand.

We continued monitoring the implementation of the 2012 Tier 1 list and reporting our findings quarterly to the Minister, see Statistical (purchase) advice below.

The next five-yearly review of the list of Tier 1 statistics is due to be reported to Cabinet by 30 June 2017.

Statistical (purchase) advice: provide annual purchase advice to ministers about statistical investment and statistical priorities for government departments, including Statistics New Zealand. Provide advice, evidence, and indicators in developing Cabinet papers. The Tier 1 list and domain planning will inform this advice by identifying gaps that exist in official statistics. We will work in association with our OSS partners to prioritise investment and fill the gaps.

In January 2013 we submitted purchase advice to the government for Budget 2013.

See table 3 – Measuring success towards achieving ministerial priorities and our strategic priorities for more on the link between the Minister’s priorities and our strategy priorities, and the progress we have made so far against all the priorities during 2012/13.

We worked with Ministry of Business, Innovation and Employment to agree an approach and funding for developing quarterly regional GDP statistics.

Domain planning: lead reviews of statistics within sectors of government to identify high priority statistical needs and topics of common interest among agencies.

We started working on a domain planning framework that will help agencies when they prepare future domain plans.

We worked with the Ministry for the Environment and the Department of Conservation on the Environment domain plan 2013 during the year. It was released on 4 July 2013. The plan highlights the strengths and gaps in the official information about New Zealand’s environment, reflects a Māori perspective, and makes suggestions for improving it. It describes over 150 aspirational initiatives that aim to improve official information and guide decisions about commissioning and managing environmental statistics.

We also consulted the public on the draft Population Domain Plan. The plan was developed by a working group covering a range of key stakeholders. We received a number of submissions on the proposed initiatives and principal recommendations. We are now in the process of finalising the plan and expect to release it in the first half of 2013/14.

Relevance and integrity

Second objective for this area of focus:

  • secure the ongoing production of population and social statistics.
Initiative Progress over 2012/13

Continue the programme of Population and Social Statistics: ongoing investment has been secured to continue this programme after 2015. This will ensure the continued provision of population and social statistics, which are vital for the efficient allocation of resources to improve social and economic outcomes.

We have continued our development and leadership of official social statistics. Key examples this year include working with:

  • border agencies to redesign and implement an improved departure card
  • MBIE and ACC to redevelop measures of fatal injuries after concerns were identified with the existing measures
  • the Ministry of Justice and the NZ Police over the regular release of their data.

We are on track to deliver post-census surveys and our continued measure of social well-being.

Relevance and integrity

Third objective for this area of focus:

  • work with partners to ensure that official statistics are trustworthy and authoritative.
Initiative Progress over 2012/13

Common standards, classifications, and methodologies: improve the ability of users to link statistics across government departments, by promoting common classifications and methodologies in the design/development process.

We updated a number of classifications and standards to keep them current and increase the desired use of common classifications and standards.

We worked with the Australian Bureau of Statistics to retain comparable and international alignment between our two countries. New Zealand government departments have also been involved in maintaining our classifications and standards. This enhances knowledge of methodologies and classifications of our statistics and further increases the potential uptake across government and other New Zealand users.

We continued work on a new classification management system which will improve access to our classifications and support improved maintenance with a greater potential for involvement from external parties.


Objective for this area of focus:

  • lead the OSS to achieve collective ownership of, participation in, and improved performance of the system.
Initiative Progress over 2012/13
OSS dissemination standards: develop a stronger common approach to releasing statistics across government.

We supported the Open Government programme by providing written guidance and OSS seminars on release practices, metadata and documentation, and confidentiality.

We continued to work with Tier 1 producers to support adherence to the Tier 1 Release Practices Protocol.

Dissemination tools: investigate the potential for common dissemination tools (including the Statisphere website).

We continued to develop NZ.Stat and worked with other government agencies to enable wider use of the tool by them, supporting improved release practices across government, and providing a better service to users of the Government’s statistical information.

We began investigating options for the future of Statisphere (

User capability: build understanding and skills to access and use official statistics. We worked with members of the OSS to improve user capability. In collaboration with other OSS members, we developed classifications and guidelines; introduced training and development opportunities, including the Certificate of Official Statistics; and established a geospatial community with particularly active involvement in the New Zealand Geospatial Office Geospatial Steering Committee. Through these projects we are improving the understanding and skills necessary to use official statistics.

Efficient and sustainable production

Objective for this area of focus:

  • ensure that the OSS functions effectively and efficiently.
Initiative Progress over 2012/13

Shared infrastructure: investigate opportunities to share infrastructure across the OSS.

As New Zealand's main producer of official statistics, we continued to share statistical infrastructure and services with other government departments. This included sharing statistical classifications and frameworks and data dissemination infrastructure; providing data integration for statistical purposes; and making our data archive available for others to use. For example, the Ministry of Justice, the NZ Police, and the Ministry of Transport used NZ.Stat to release statistical data. The Ministry of Health and the Ministry of Justice used the data archive to preserve their statistical data. A number of agencies provided data in 2012/13 to the Integrated Data Infrastructure (IDI) to support statistical analyses. We paved the way to work with other agencies in 2013/14 to identify which services will be of most interest to others, and to extend use of NZ.Stat and the IDI across the OSS.

Administrative data: promote the effective use of administrative records as a key data source.

We completed the Administrative Data Strategy, which will help us take full advantage of existing and future opportunities for using administrative data to produce official statistics.

Reducing respondent burden: develop and implement a plan to reduce respondent burden across the OSS.

We revised down our respondent load thresholds for businesses in October 2012. This resulted in lowered load thresholds for individual businesses, meaning less involvement for them in our surveys than before. This change has almost doubled the number of businesses receiving relief from one or more surveys during the year.

We ran the annual self-assessment of Tier 1 statistics producers which focused on adherence to the respondent management protocol and identified several issues that we will factor into a strategy to reduce burden across the OSS. These included a need to adopt a consistent way of measuring respondent load across the OSS, a need to review the current Survey Notification System as a means of monitoring burden, and a need to improve engagement with Māori respondents.

OSS producer capability: facilitate development of OSS producer capability. Our Statistical Education team helped provide the Certificate of Official Statistics and Honours paper and delivered a significant number of OSS seminars, aimed at supporting the development of producers, as well as users of official statistics. We set up a pilot group of interested government departments to test how existing training can be shared to effectively increase the statistical capability growth of OSS partners.

Measuring success

Our progress towards achieving our desired impact and outcome through the strategic priority ‘Leading the Official Statistics System so that it efficiently meets the country’s needs for relevant, trustworthy, and accessible information’ is demonstrated through the quantity, quality, and cost measures outlined in Output class 1: Coordination of government statistical activities, in the Statement of Service Performance, official statistics multi-class output appropriation.


2. Obtain more value from official statistics

Figure 6

Focus areas for strategic priority 2

Diagram of focus areas for strategic priority 2

What we aimed to achieve


We wanted New Zealanders to become aware of the importance, relevance, and integrity of official statistics. Our objective was to increase the use, and reuse, of statistics by government, media, and Māori, and to provide greater access to microdata.

Responding to customer needs

We aimed to understand as much as we could about our customers and their requirements, so we can deliver the right statistics in the right way to priority groups. We wanted people to be able to access data, commentary, supporting information, and publications using the tools and access methods that best meet their needs and capability.

Demonstrating the value of official statistics

We aimed to raise people’s awareness of the benefits of using statistics by increased promotion of the value and availability of statistics. We wanted to present statistical information in formats that are easy to understand and that would reach a broad audience. We also wanted to promote Statistics New Zealand’s brand within the OSS and increase brand awareness with key customers.

Increasing knowledge and capability

To get the most value from official statistics, our customers need to have the right knowledge and skills. With an ever-increasing amount of data produced internationally, it is vital that people know how to make the best use of the information available to them. We aimed to improve their capability through training and education.

To support this strategic priority we aimed to:

  • define a standard suite of dissemination services; develop operational policy for data reuse; implement search and access tools to enable statistics users; and expand access to microdata
  • establish our market intelligence capability; develop a tool to capture and analyse output from stakeholder discussions; and establish benchmarking for value obtained
  • tell stories using official statistics; develop our analysis and interpretation capability; and increase user awareness of statistics and the uptake of statistical releases by the media
  • improve the capability of customers, with an initial focus on government, the media, and key Māori stakeholders.

What we achieved

Here is an outline of the progress we made during 2012/13 with our initiatives for obtaining more value from official statistics. The initiatives are grouped by the following four areas of focus, with their respective objectives:


Objective for this area of focus:

  • increase accessibility, and therefore use and reuse of data, by developing channels to reach users and potential users, and by implementing new approaches to address known usage gaps.
Initiative Progress over 2012/13

Dissemination approaches: define a revised and standard suite of dissemination tools and services for Statistics New Zealand; review and promote protocols and standards for dissemination.

We began work on defining customer segments. The next step is to assess the current suite of products and services against customer needs.
The development of our first online yearbook, the New Zealand Official Yearbook 2012 (released on 4 July 2013), gave us the opportunity to apply our article product guidelines. These guidelines were created to help us tell engaging, accessible stories about statistics that appeal to a wide audience.

NZ.Stat, our free, user-friendly way of accessing and using statistics, was launched on our website in December 2012. This new dissemination platform uses software provided by the OECD, which is also used by other international statistical agencies.

We reviewed several key dissemination policies, standards, and procedures. As part of the ongoing contribution to open data, we shared our style manual, graphical and table standards, and release, error, and revisions policies with other agencies.

We continued to implement a plain English programme. This has resulted in the 2013 WriteMark award for Best Plain English Document – Public sector/NGO for 'How to tell a story using statistics'.

Reuse: develop operational policy for data reuse, including issues relating to confidentiality, data integrity, and coherence; establish the technical mechanisms to facilitate/enable reuse; explore opportunities to develop statistical resources, using Statistics New Zealand’s data, that are able to be used for wider cross-government policy development and research.

We published open data case studies on the reuse of official statistics data on 

We started working with Land Information New Zealand to develop a coherent and coordinated approach to dissemination of certain government data. This work is in its early stages.

We added seven administrative and survey datasets to the IDI, increasing its usefulness for research and statistical purposes. Thirty research projects were conducted by government departments in 2012/13 using the IDI in the Statistics New Zealand Data Lab.

Data management and infrastructure: develop and implement a common data management strategy for Statistics New Zealand, including reuse; develop the statistical and technical infrastructure required to support a common data management strategy; develop supporting policies, standards, and processes for applying common infrastructure; ensure the systematic archiving of statistical data.

The Data Management for Dissemination Strategy was developed and approved in 2012. We are continuing to implement recommendations to guide how we manage our data dissemination.

We also developed a new product that will be launched in August 2013 to enhance accessibility of our data. DataInfo+ is an online resource that provides in-depth information about our statistics. DataInfo+ will allow users to search and browse for information about our data (statistical metadata). It will enable customers to make connections across our statistical activities by linking surveys that use the same methods or concepts, and explore the background and technical details of our statistics.

Search and access tools: implement tools to enable users to search for, access, and manipulate data / information (eg search engine, machine-to-machine data transfer, and geospatial search tools). We implemented the first stage of a Google search on the Statistics New Zealand website.
Access to microdata: clarify requirements and streamline processes for researchers applying for access; expand microdata access using methods and channels that meet user needs and expectations; provide centralised microdata access services for all OSS microdata.

In June 2013, we launched secure remote access to our microdata for researchers, following amendments made to the Statistics Act 1975 in August 2012.

We upgraded the IT environment for the Data Lab facilities in each office.

We ran two successful forums for researchers to share information and gain feedback from our customers. We also ran a researcher survey that indicated good levels of satisfaction with our Data Lab service.

During the year, we continued to improve the information available on our website for researchers interested in applying for access to microdata. A paper was prepared, which discusses strategic directions for a long-term approach to managing microdata access.

Responding to customer needs

Objective for this area of focus:

  • build the mechanisms to capture one view of Statistics New Zealand’s customers, and ensure the organisation has an ongoing understanding of current and future customer needs and the mechanisms to respond to them.
Initiative Progress in 2012/13

Market intelligence: establish Statistics New Zealand’s market intelligence capability; form a market intelligence team to analyse, understand, and distribute market data to the rest of Statistics New Zealand.

The market intelligence capability project completed its research phase during 2012. Following an independent review, the project was closed due to the broader organisational thinking about customer responsiveness that was happening. The work that was completed is now contributing to the Dissemination Approaches Programme. This programme will include planning to understand and address customer needs and to oversee projects and pieces of work to align our suite of products and services.

CRM database: develop a tool to capture and analyse output from stakeholder management activity.

We have not progressed this initiative but it will remain on the work programme for 2013/14.

Benchmarking value: establish benchmarking for value obtained by customers’ use of official statistics. We started work on our benchmarking.

Demonstrating the value of official statistics

Objective for this area of focus:

  • raise awareness of the benefits of using statistics by increased promotion of the value and availability of statistics.

Initiative Progress in 2012/13

Telling stories using official statistics: present statistical information in easy to understand forms.

In December 2012, we released ‘dynamic charts’ on our website. These allow customers to customise their view of our graphs to better meet their needs. The graphs can also be embedded and reused on other websites.

Our Interactive Population Pyramid for New Zealand shows New Zealand's changing age-sex distribution over time. It provides an insight into New Zealand’s population history and what our future may look like.

We developed and distributed more visual data via infographics that were used on our website and provided to traditional and new media (see Publications released in 2012/13).

Analysis and interpretation: confirm Statistics New Zealand’s role in areas of analysis and interpretation, and develop Statistics New Zealand’s analysis and interpretation capability.

We completed research on the levels of analysis and interpretation different customer groups need from Statistics New Zealand. Guidelines for the analysis and interpretation of statistical data were also completed for implementation next year.

National statistics office identity: scope and implement Statistics New Zealand’s brand within an OSS brand.

Highlighting the integrity, credibility, trust, and confidence of official statistics underpins the active management and expression of the Statistics New Zealand brand. We applied various tactics to build trust and confidence in official statistics through our role as a national statistics office. These included the following:

  • Profiling the Government Statistician as a credible, independent expert, through media articles and information for international audiences on the tatistics 2013 website,
  • Focusing on delivering capability and building awareness through engagement activities targeting the public sector, media, and business. These were led by our Client Services and Liaison and Statistical Education teams, with support from the Strategic Communications team. One example was our hosting of an external engagement event in June 2013 entitled The economics of change. This event allowed us to gather together a range of external experts to discuss topical statistical issues.
  • Promoting Statistics New Zealand through international engagement with other national statistics offices, bicultural meetings, international meetings, workshops, and attending conferences.
Increasing awareness: increasing user awareness of what statistics are available, how to access them, and how to use them; increase the profile of official statistics and uptake of statistical release by media; identify and use key influencers to broaden awareness and value of statistics.

Customer awareness has increased with over 2 million visits to our website ( in 2012/13, an increase of over 40 percent from the previous year. We achieved this by more effective promotion; better search engine optimisation; making the site more accessible via mobile devices; growing a social media following; more interesting and understandable presentation of statistics for non-experts; and new dissemination tools such as NZ.Stat and the Interactive Population Pyramid.

Senior Statistics New Zealand staff wrote opinion-style articles for major newspapers, highlighting the importance and breadth of official statistics.

We issued approximately 20 media releases (some with accompanying infographics) highlighting interesting statistical information – often leveraging off events such as the Olympic Games, Christmas, and Matariki.

We successfully repackaged information previously used in Statistics New Zealand publications to make it accessible to a wider audience. As part of ensuring that household survey data is being used effectively, a number of analytical reports were prepared and released on a range of topics. These drew on several sources of data. These included using Time Use Survey data to illustrate new ways of examining the way parenting burdens are shared, using GSS data to examine the incidence of loneliness across age groups and using GSS data to examine perceptions of housing quality. All these reports were well picked up by the media.

We developed specific information for the media to help them interpret and analyse key statistics. This information included regional factsheets about regional gross domestic product and information briefings on the Balance of Payments releases.

We visited journalism schools and newsrooms, to provide information on statistics and the support available from Statistics New Zealand.

We used social media (in particular, Facebook and Twitter) to highlight the ongoing value of statistical information. Better coordination between traditional and new media has also allowed us to reach a wider audience.

Increasing knowledge and capability

Objective for this area of focus:

  • increase customer capability to understand and use statistics by making statistics real and meaningful to New Zealanders.

Initiative Progress in 2012/13

Improve our customer capability: form partnerships with training / education providers to upskill Statistics New Zealand priority customers, with an initial focus on government, the media, and key Māori stakeholders.

The Statistical Education team continued to progress initiatives to build statistical capability within our organisation as well as in the wider OSS community. We compiled training resources and established a system that makes training more accessible. We are part-way through developing a number of e-learning / blended learning tools to both enhance and create greater access to statistical training as well as making it available to a wider audience.

We continued to have a strong relationship with the New Zealand School of Government through the Associate Professor of Official Statistics, currently an employee of Statistics New Zealand.

We initiated closer ties with the Australian Bureau of Statistics, sharing resources and information. We established a pilot group of interested government departments to test the sharing of existing training.

Measuring success towards obtaining more value from official statistics

Our progress towards achieving our desired impact and outcome through the strategic priority ‘Obtaining more value from official statistics’ is demonstrated through the quantity, quality, and cost measures outlined in our Statement of service performance.


3. Transform the way we deliver our statistics

Figure 7

Focus areas for strategic priority 3

Diagram of focus areas for strategic priority 3

What we aimed to achieve

Relevant statistics

For Statistics New Zealand to achieve the desired outcome of an informed society using official statistics, it is paramount that we ensure the statistics we deliver are relevant. The statistics we produce must meet our customers’ needs, be robust, and have integrity; and we must deliver the right statistics to the right level of quality.


Standardisation and commonality of our processes within our organisation is critical to moving towards a stable environment and lowering the cost of subsequent innovations. We aimed to respond quickly to changes and to minimise respondent burden by having commonality in our processes and systems. In addition, we aimed to collect information once using common classifications and standards and share it across government for statistical purposes. This would allow us to release timely statistical products to the public.

Administrative data

We wanted to explore the opportunities presented by the wealth of administrative data captured across government, seeking to reduce duplication, increase utilisation, and improve collective effectiveness. We aimed to manage the impact of direct collection on respondents and to demonstrate efficiency and innovation through the reuse of data that has been previously captured.

Business improvement

Continuous improvement is essential for our organisation to be sustainable and self-regenerating.

To support this strategic priority we aimed to:

  • develop and implement a statistical maintenance programme to ensure ongoing relevance, and continue to improve production efficiency and reduce compliance costs of existing statistical outputs
  • develop common platforms, methods, processes, and tools that lower the costs of production, improve system flexibility and resilience, and lower production risk
  • develop the use of administrative data and put in place policies and standards for administrative data and data reuse
  • lower the cost of collecting data and increase efficiency through ongoing business improvement.

What we achieved

Here is an outline of the progress we made during 2012/13 with our initiatives for transforming the way we deliver our statistics. The initiatives are grouped by the following four areas of focus, with their respective objectives:

Relevant statistics

First objective for this area of focus:

  • ensure that we produce the right statistical information to support decision-making and understanding.  

Initiative Progress in 2012/13
Research and planning: maintain a continuous research programme assessing the current and future information needs of users – to set directions and inform decision-making.

We began work on a domain planning framework that will guide agencies when they prepare domain plans. Once the framework is finalised, an agreed list of domain plans for development will be recommended which will inform the five-yearly review of the list of Tier 1 statistics.

We convened the 2013 Consumer Price Index Advisory Committee.

Applying prioritisation frameworks: use the OSS prioritisation framework to shape internal Statistics New Zealand decision-making about outputs.

See Purchase advice and Tier 1 statistics and Statistical (Purchase) Advice.
Responsiveness to Māori: implement an integrated programme to ensure outputs about and for Māori are relevant in the post-treaty settlement environment, including participation in cross-government initiatives. We further reviewed the uses of the 2002 draft Māori Statistical Framework (MSF). It offers a prioritised and integrated approach to providing information for and about Māori across the OSS.

We agreed that the MSF should be finalised and aligned to other relevant frameworks developed since 2002, such as the Sustainable Development Framework. We also agreed to implement the MSF across the OSS.
Statistical maintenance: develop and implement a statistical maintenance programme for priority outputs, to ensure ongoing relevance.

The Statistical Infrastructure (SI) Programme was successfully established. It includes projects with the shared goal of improving the relevance of our statistical infrastructure, to ensure that our collections remain relevant, operate efficiently, and produce consistent and accurate outputs. Key projects included the Administrative Data Roadmap, Managing Statistical Data Quality, Statistical Architecture, Statistical Toolbox, Research Priorities and Integrated Planning, Classifications Review, and the Statistical Redevelopment Project.

The Statistical Redevelopment Project (formerly Statistical Maintenance) was established to manage infrastructure investment. It is a contestable funding stream for maintenance, redevelopment, and investigative projects across the statistical areas.

We set up the project process, ran it, and created a prioritised list for investment. We then used that list to get an agreed work programme and we put that into the organisation’s overall work programme.

Relevant statistics

Second objective for this area of focus:

  • ensure that official statistics produced by Statistics New Zealand are trustworthy and authoritative.

Initiative Progress in 2012/13

Continue to deliver the current suites of New Zealand’s population and social statistics programme: long-term funding has been secured to continue providing these important statistics, and complete modernisation measures to improve production and efficiency and reduce compliance costs.

This funding has given assurance and stability for the ongoing development of official social statistics. During the course of this year we made significant progress on both dimensions of the social statistics element of Stats 2020. These were moving surveys onto the new household survey processing platform which is being built and rationalising content across the surveys so that our underlying methodologies can be more standard.

The questionnaires used to collect information on income, wealth, and general well-being are nearing the completion of their redevelopment. This will enable them to be combined with each other where appropriate and for questions on specific detail to be shifted in and out seamlessly. The development of the underlying standard processing system has now reached the point where it can be used in a prototype form for the New Zealand General Social Survey (NZGSS) and for the post-censal surveys.

The result of this is that a very large production load has been handled efficiently. At the start of this 2013/14 financial year, the three post-censal surveys, the NZGSS, and the full Household Income and Expenditure survey were simultaneously in operation, without this creating the problems for capability that would have existed in a less standard environment.


Objectives for this area of focus:

  • lower costs of production
  • lower costs of making changes to the statistical portfolio
  • improved production system flexibility and resilience
  • lower production risk.

Initiative Progress in 2012/13

Definition and management of clusters: finalise the optimal standardisation units across the delivery functions; complete statistical architecture, and develop and implement associated governance and accountability structures.

We confirmed the platforms we’ve developed will be suitable for statistical outputs that were previously grouped as ‘clusters’.

We established a process for reviewing the appropriateness of the platforms in future.

Common platforms, methods, processes, and tools: develop and implement common platforms, methods, processes, and tools for delivery.

We developed common platforms, eg the Micro-economic Platform and the Household Processing Platform. The latter will be used to process the HLFS, our biggest regular social survey. This will reduce production risk for this important output.

We began scoping and developing common methods, processes, and tools for storing, analysing, and processing data under the SI programme. As part of the Review of Architectures Clusters and Statistical Model project, we began work on a standardisation matrix for the Micro-economic Platform and the Household Processing Platform.

Common statistical infrastructure: design, integrate, and implement the shared infrastructure that clusters will use. We established the SI programme that coordinates and drives research and investment in statistical infrastructure. We established a contestable process for identifying, prioritising, and allocating funding for infrastructure investment across the business.

We funded a range of research, review, and redevelopment projects that will help ensure our collections remain relevant, operate efficiently, and produce consistent and accurate information.

Administrative data

Objective for this area of focus:

  • minimise respondent burden by employing administrative data as the first source, supplemented by direct collection where necessary.
Initiative Progress in 2012/13

Effective use of administrative data: develop an integrated programme to increase administrative data use, and reuse of all data sources for outputs and statistical infrastructure.

Within the SI programme we maintained a database of programmed investments, which included investigations happening or planned (from 2012 to 2020) for increasing the use of administrative data in economic and social statistics.

We established the Administrative Data Community of Practice, an organisation-wide staff network that continues to share knowledge and experiences associated with the use of administrative data.

Policy and standards for administrative data and data reuse in Statistics New Zealand: develop policy, principles, and standards for administrative data and data management, to enable greater use of administrative data within Statistics New Zealand and across the OSS.

We reviewed our policy framework for administrative data. The report highlighted areas for consideration and made recommendations for improving the internal policy framework.

We strengthened standard practice for confidentiality of economic and social data to support the increasing use of administrative data, and in particular developing confidentiality rules for linked administrative datasets.

Being an administrative data-first statistics office: implement the methodological and organisational-level changes needed for the move from a survey-based to an administrative-based statistical agency.

We completed the Administrative Data Strategy, which will help us to take full advantage of existing and future opportunities for using administrative data to produce official statistics. Examples of progress we have already made in achieving this goal include the following:

  • The integration of more government administrative datasets into the Integrated Data Infrastructure (IDI) including data from the Ministry of Justice and Department of Corrections, among others.
  • Changing the collection method for the Annual Enterprise Survey so that data for small and medium businesses in selected industries will be collected from Inland Revenue data rather than being surveyed directly. This is part of an ongoing programme of work to increase administrative data usage for this large survey.
  • Using an address list (based on NZ Post and Terralink data) for modernising the collection process in the census of population and dwellings. This was tested in a South Island district during the 2013 Census to better understand the quality of the administrative address sources.

Business improvement

Objectives for this area of focus:

  • lower the cost of collecting data
  • increase efficiency through ongoing business improvement.
Initiative Progress in 2012/13

Transforming data collection: transform our collection functions to ensure a sustainable and efficient supply of data for Statistics New Zealand outputs.

The Transform Collections Programme includes interim initiatives to maximise benefits from existing systems while developing a future collections platform. This year we:

  • migrated more surveys to Contact CRM, including 34 of our 42 business surveys
  • developed a model for how we can transform the way we collect data
  • drafted a respondent-experience strategy
  • completed the first phase of the future collections platform for the HLFS
  • identified requirements for handheld devices that could be used for collecting prices data and shortlisted potential vendors
  • worked on other initiatives, such as software to improve the management of information and new processes for collecting administrative data.
Continuous improvement: implement and embed a culture of continuous improvement, to enhance efficiency and effectiveness for delivery in Statistics New Zealand.

We established the Business Efficiency Team to help business groups bridge the gap between planned efficiency gains and strategic goals.

We held 21 pilot courses and workshops to look at appropriate methods and tools to embed continuous improvement culture. We trained close to 15 percent of staff in continuous improvement tools under the Kaizen method.

We helped business units map their processes, document key procedures, standardise tasks, and develop a visual management approach.

We started implementing the Strengthening Field Collections Leadership initiative in November 2012. This change management process involved implementing the 2012 pilot of local area leadership nationally, centralising survey administration functions, strengthening respondent management, and realigning team leader responsibilities.

Measuring success towards transforming the way we deliver our statistics

Our progress towards achieving our desired impact and outcome through the strategic priority ‘Transforming the way we deliver our statistics’ is demonstrated through the quantity, quality, and cost measures outlined in the Statement of Service Performance, see:


4. Create a responsive, customer-focused, influential, and sustainable organisation

Figure 8

Focus areas for strategic priority 4

Diagram for focus areas of strategic priority 4


What we aimed to achieve


We aimed to build strong leadership internally and externally and have robust governance functions, to ensure that we are thinking system first, looking outwards, and improving business sustainability.


We aimed to attract, develop, and retain staff with the skills and experience needed to undertake change and operate in a new environment. We need staff who will engage others across the OSS, and use their skills and knowledge to gain customer insight to ensure we produce the right information in a timely manner.


We aimed to have current technology that is efficient and fit for purpose. We rely on technology to deliver, store, and improve our statistics. We have invested people, time, and money to ensure our technology environment remains responsive, relevant, and is a foundation to a sustainable organisation.

Business intelligence and performance

We aimed to have quality information that is essential for monitoring and reporting our activity and results. This enables effective and timely decision-making to improve the performance of our organisation.

To support this strategic priority we aimed to:

  • complete legacy mitigation of information technology platforms and databases; continue to develop current technology platforms and review the IT strategy to ensure on-going relevance; and ensure appropriate capital investment that fits with long-term plans
  • review and update operational policies; develop processes and systems to provide integrated business intelligence; and implement integrated business planning.

What we achieved

Here is an outline of the progress we made during 2012/13 with our initiatives for creating a responsive, customer-focused, influential, and sustainable organisation. The initiatives are grouped by the following four areas of focus, with their respective objectives:

  • governance
  • people
  • technology
  • business intelligence and performance.


Objectives for this area of focus:

  • strong leadership internally and externally to ensure success of Stats 2020
  • strengthen leadership skills within the organisation, ensure effective ongoing governance for Stats 2020, and review organisational design
  • continue to develop strategies to grow and challenge existing staff, and ensure that our organisation is competitive in the marketplace
  • ability to recover from the serious effects of the Canterbury earthquakes
  • ensure our statistical systems, frameworks, methods, and supporting technology and people are informed by, and reflect, international best practice
  • influence the shape of the global statistical system and support countries (particularly developing countries) in their efforts to strengthen their national statistical systems.

Initiative Progress in 2012/13

Leadership: strengthen leadership skills within Statistics New Zealand.

We defined our plan for developing leadership at all levels.

Our leadership development approach built on the Leadership Accountability Framework and the Leadership Behavioural Framework, which provided the foundation for initiatives such as leadership development, talent management, succession planning, performance management, and attracting staff.

We won the 2012 Institute of Public Administration New Zealand Gen-i Public Sector Excellence award for Improving Performance through Leadership Excellence with our 'Leading from where you are' initiative. Through this initiative, we support leadership by tailored development activity and an organisation-wide coaching programme.

Statistics 2020 Te Kāpehu Whetū governance: ensure effective ongoing governance for Stats 2020.

We established 11 major pieces of work within the Transformation Programme and set up steering committees.

We reviewed the governance of the Transformation Programme and implemented recommendations. The two key changes have been to establish a full-time Deputy Government Statistician, Transformation to oversee the programme; and to replace the six portfolio committees with one Transformation Programme Board.

We continued to report externally to central agencies on a monthly and quarterly basis on our progress with the programme. All central agency monitored milestones have been completed.

Organisational design: review organisational design to ensure it is aligned with the new work environment. We began initial work to consider possible approaches to organisation design. This will be developed further in 2013/14 to plan for the transition of the organisation structure, functions, and roles.
Reshape Christchurch operations: continue the ‘outstanding’ response to the earthquakes, both in meeting the needs of affected staff and in maintaining the core work from Christchurch, as noted by the Performance Improvement Framework review published in October 2011.

We focused on supporting our staff as they worked through the many personal challenges that living in Christchurch still brings.

Specific actions we took to provide key information to inform the Christchurch rebuild included:

  • continuing to produce the Christchurch Retail Trade Indicator
  • identifying building consents related to repair or replacement of earthquake damaged buildings
  • prioritising work on the Canterbury 2013 Census information
  • updating population projections (in the absence of a census).
Leadership from lessons learned: apply and share the lessons learnt from the earthquakes with other government agencies; move back to our repaired building.

Statistics New Zealand is a member of both the Christchurch Government Leaders Group and the Public Sector Organisational Resilience team. Both provide opportunities to share and learn from experiences across Christchurch agencies and to support the rebuild of Christchurch.

Christchurch staff moved back into Dollan House in late May 2012. The building was officially reopened by Hon Maurice Williamson, Minister of Statistics in July 2012. The staff have thrived since being back in one building with the new layout and technology creating a safe, efficient workplace that also supports effective communication.

Build strong relationships with other government departments and statistical offices.

We are internationally positioned alongside other national statistical offices and as a member of international agencies that help to shape people’s lives, communities, and countries around the world. Our relationships with agencies like the OECD and the United Nations (UN) have strengthened over previous years so that we are often invited to participate in improving statistical standards and developing capability at an international and regional level.

Highlights of our work with international agencies included:

  • exploring the methods used to derive productivity measures, and helping with policy interpretation of New Zealand's productivity performance
  • expanding measures of societal progress beyond the current traditional economic measures (such as gross domestic product) with the possibility of including other measures such as sustainable development, green growth, quality of life, and well-being
  • developing a joint international data warehouse and dissemination system that is faster and at a lower cost than we would have normally been able to achieve
  • elections to the Chair of the Bureau of the UN Expert Group on International Statistical classifications, and Chair of the International Collaboration Statistical Network
  • participating in international statistical efforts for the modernisation of statistical production eg UN task-force on Big Data.

In the Pacific

We coordinated with the Australian Bureau of Statistics and worked with regional development agencies such as the Secretariat for the Pacific (SPC), to build and advance statistical capability for Pacific countries and the region. We are members of the Pacific statisticians forum and have excellent relationships with Niue, Cook Islands, and Tokelau where New Zealand has constitutional relations.

This year’s highlights included:

  • completing a review and rewrite of the Statistics New Zealand-based PC trade system
  • providing technical support and supplementation to Tokelau that saw the inaugural release of their consumer price index
  • completing a programme designed to increase the statistical capability of Pacific statisticians
  • support for the Pacific Statistics Steering Group responsible for delivering the 10-Year Pacific Statistical Plan.

In Asia

We focused on South-East Asia and contributed at regional forums, especially the United Nations Economic and Social Commission for Asia and the Pacific’s Committee of Statistics.

This year’s highlights included:

  • being invited to be Friend of the Chair group for the Statistical Institute for Asia and the Pacific strategic plan 2015–19
  • being represented on the Steering Group for the Regional Programme for Economic Statistics
  • accepting the role of Chair of the organising committee for the 2014 International Association for Official Statistics conference in Vietnam
  • providing expertise to technical workshops.


Objective for this area of focus:

  • Statistics New Zealand will recruit, develop, and retain staff with the skills and experience needed to undertake change and operate in the new environment.
Initiative Progress in 2012/13

Future nature of work: terms and conditions of employment reflect the future nature of work.

We refreshed the Workforce Transition Plan, first created in 2011/12, and integrated it into the four-year plan. The purpose of our four-year plan is to provide a clear and integrated view of our medium-term strategy and intentions to support the Government’s decision-making around priorities and the allocation of resources.

We focused on employee relations and developed a strategy that will support greater flexibility in working practices and employment arrangements. This will enable the organisation to better align its business processes, organisational structures, and roles to support our future ways of working within a constrained fiscal environment.

Market positioning: ensure that Statistics New Zealand is competitive in the market.

To support increased attraction and retention of scarce resources in a tough employment market, we have refreshed our Recognition and Reward Strategy. This included a new approach to recognition, the fine-tuning of our remuneration strategy and framework, and fully implementing a revised job evaluation system.

We built on this work by developing an Employer Value Proposition and associated initiatives. This allowed us to more clearly express what, as an employer, we have on offer.

We also completed our initial candidate analysis, focusing on statistical roles.

Equity and diversity of staff: we work to ensure equity and diversity of staff, and progress against equal employment opportunities (EEO).

We are committed to providing a work environment that recognises and values, skills, abilities, and experiences of all our people. We belong to the EEO trust.

To celebrate EEO we encourage informal networks across cultures and locations. We support and encourage Māori and Pacific Language week. We have held multi-cultural lunch events in the last year, where our people had the opportunity to celebrate their diversity through food, costume, and music.

We also report annually to the State Services Commission on the make-up of our workforce. We collect data on ethnicity, disability, age, and tenure. The average age of our employees is 43.7 and the public sector average is 44.6. The average tenure is 9 years and the public sector average is 9.2 years. The ratio of our male to female tier 2 managers is 50/50 whereas the percentage of tier 2 public sector managers is 61 percent male and 39 percent female. The ratio for both our tier 2 and 3 managers is 47 percent male and 53 percent female. The public sector ratio is 58 percent male and 42 percent female.

Attraction and retention: develop strategies and policies to ensure we attract and retain the right people with the right skills and attitude. We introduced a new performance management framework this year that focuses on core behaviours. We also established a graduate network. We have introduced a streamlined recruitment and selection process to improve efficiency and enhance the organisation's overall profile and ability to attract people with key skills.
Learning and development: continue develop strategies to grow and challenge existing staff.

We undertook an organisational learning needs analysis to identify staff learning and development needs.

We developed the Building Official Statistics Capability and Training Strategy (Technical Capability). We also adapted and implemented an off-the-shelf Learning Management System.

Change management: ensure the processes, policies, and conditions are in place to support change management and long-term sustainability.

We defined our desired performance culture (achievement focus and collaborative), analysed current culture, and embarked on work that aims to support our achievement of agreed cultural development priorities. The results from this year’s Staff Engagement Survey showed that we continue to improve our Engagement Index(1) year on year, with our rating up to 72.5 percent in 2013.

We finalised our approach to change management within the People Strategy. The first pilot ran in July 2013.

Footnote 1. Our Engagement Index is a measure of how engaged employees are within an organisation. It is an aggregated measure of six key survey questions that measure behaviours. The resulting overall measure shows the level of connectedness people feel towards the organisation and their willingness to go the extra mile to ensure an organisation reaches its goals.


Objective for this area of focus:

  • Statistics New Zealand has current technology that is efficient and fit for purpose.
Initiative Progress in 2012/13

Legacy mitigation: complete legacy mitigation

We have gone some way towards replacing our old technology. We replaced 50 percent of the Centura systems. We will replace the rest under the Legacy Programme and other Stats 2020 projects.

We retired or replaced nearly all the programs run from Microsoft Access, and scheduled the last few systems (eg the electoral system) for retirement or replacement.

We migrated the Dynamic Data Exchange programs, and replaced almost 90 percent of the data analysis and presentation application (SAS / AF) systems.

All C++ systems have been mitigated (ie either replaced or in the planning stage for replacement) and almost 90 percent of VB systems replaced.

Progress on the Sybase to SQL project has been slower than planned due to technical issues. We are adjusting the replacement strategy so we can make use of other Stats 2020 redevelopments.

We reviewed and categorised all our Lotus Notes applications, which have been developed over the last 20 years. We began replacing those applications that contain unsupported elements, and worked with the information management team to archive systems no longer required.

We started a new project to review, and reduce, smaller applications used by the organisation. In 2013/14, we will categorise the applications in use, and find any risk issues related to the software. We also want to eliminate any applications where their use is duplicated by similar applications in use by different business units.

Infrastructure and capacity management: ensure appropriate capital investment and replacement that fits with priorities and long-term plans.

We replaced 164 servers (approximately 70 percent of the required servers for 2012/13).

We replaced all Wellington and Auckland desktop computers that required an upgrade, as well as all Christchurch desktops, which was additional to the planned 2012/13 workplan. We also upgraded all Wellington video conference facilities.

We have not delivered the Application Whitelisting Project yet. The project should be completed by October 2013.

Organisation and IT productivity improvements: process improvement and standardisation to improve utilisation of existing organisational assets and productivity.

We completed the IDM Process Improvements and Automation upgrade to the latest version (version 4.02) of the IDM tool. Work is progressing on role-based provisioning. The multi-year project is due for completion in June 2014.

We completed the Content Management Database project, and wrote a recommendations report about what we require.

We completed the Knowledge Base project. We analysed the types of calls received by the help desk, and documented an initial set of knowledge base articles.

We completed the Zenworks License Metering in July 2013, just outside the reporting period for 2012/13 year.

Enterprise architecture: continue to develop current technology platforms. We continued implementing the standardised platforms that support our statistical production. See Legacy mitigation for details.

Three of our statistical production platforms are in the transition phase for migration and one is at the planning stage. We are developing the collection platform that will support the new operating model.

We implemented foundation platforms that support geospatial and conceptual metadata, which will be used in statistical production.
IT strategy: review IT strategy to ensure ongoing currency. We developed a new IT Strategy for 2012–15 to address risks, realise opportunities, and create an agile, responsive, and sustainable IT environment.
Government standardisation initiatives: continue to participate in shared service and international standardisation initiatives.

Examples of achievements in 2012/13 include:

  • use of the all-of-government procurement agreement for desktops, laptops, and printers
  • savings negotiated in relation to Microsoft licensing in September 2012
  • the 2013 Census Internet Collection System, which has been delivered using Government IaaS (Infrastructure as a Service)
  • the new mobile voice and data contract, which begins once our current contract finishes.

Business intelligence and performance

Objectives for this area of focus:

  • Statistics New Zealand has quality management information that enables it to monitor, analyse, and report on its performance
  • there is a consistent, principle-based, operational policy framework.
Initiative Progress in 2012/13

Management information: implement integrated business planning and consolidate activity-based costing and long-term asset management to enable improved monitoring and reporting.

Developing strategic thinking capability and a supply of ‘results’ data to improve the performance of the business is a key objective for the Stats 2020 programme.

We implemented an activity based costing system (called ACE) and built cost models for the last three financial years. We trained people to use it for analysis and reporting. Users will also be educated about what activity based costing is and how it can benefit the organisation.

We began a project to replace the current Excel template used for budgeting, with a budgeting and forecasting software application. We commissioned a review of strategic and business planning processes. The recommendations of this review will be implemented in future years.

We commissioned a review of our long-term asset management process, and worked on drafts of the top two recommendations of the review: the development of an asset management policy and plan.

Policy framework: review and update operational policies to support future environment.

We updated the corporate policy template, and ensured policy owners were role-based rather than individuals.

We consolidated multiple policies in key areas such as HR and Information Management to create overarching fit-for-purpose policies.

We retired out-of-date or redundant policies.

Corporate processes: develop processes and systems to provide integrated business intelligence; develop principle-based policies.

We commissioned a review of corporate systems by Pricewaterhouse Coopers, which identified the need for significant re-investment in the right areas over the next few years to ensure that corporate systems are in a position to support and enable the future vision for Statistics New Zealand. We are now acting on their recommendations.

We established the Business Intelligence project to improve organisational performance through better decision-making. It aims to make our management information more accessible through integrated systems that include standard definitions and metadata.

The project also involves delivering a framework for identifying and collecting organisation data, and for converting data into timely business intelligence.

Under this project, during 2012/13 we:

  • confirmed a system solution tool and identified key information that would need to be integrated, with these tools to support improved data integration, storage, query and reporting, access, and visualisation
  • completed a high-level gap analysis of performance information that outlines the information needed to monitor and manage organisational performance and enable strategic, tactical, and operational decision-making
  • established Board and external key performance indicators and began work on developing corporate-level indicators across the business
  • produced a revised internal performance framework that will provide a strong basis for further development of policies around corporate performance / business intelligence information
  • developed a high-level roadmap for improving business intelligence and the plan for how to implement the required changes.

Measuring success

Table 4 shows the progress we made towards creating a responsive, customer-focused, influential, and sustainable organisation.

Table 4

Measuring success towards creating a responsive, customer-focused, influential, and sustainable organisation

Measure 2011/12 Progress in 2012/13
Percentage of staff who agree that we have a clear vision of where we are going and how we are going to get there.15

76.3 percent
Sector benchmark (2012) – 63.2 percent

76.5 percent
Sector benchmark (2013) 67.3 percent

Target: Maintain a result higher than the sector benchmark.

Percentage of staff who have confidence in the leadership of the organisation.15 71.5 percent
Sector benchmark (2012) – 58 percent
68.3 percent
Sector benchmark (2013) 59.2 percent
  Target: Maintain a result higher than the sector benchmark.
Staff engagement index.15 71.1 percent
Sector benchmark (2012) – 65.8 percent
72.5 percent
Sector benchmark (2013) 65.8 percent
  Target: Maintain a result higher than the sector benchmark.
Percentage of employees still in same role after 12 months.16 90.38 percent
Peer group (median) – 78.41 percent
91.30 percent
Peer group (median) 74.98 percent
  Target: Maintain a result higher than the peer group median, and comparable to the peer group best performers.
Percentage of staff who say there are career and personal development opportunities for them in this organisation.15 56.5 percent
Sector benchmark (2012) – 48.8 percent
58.5 percent
Sector benchmark (2013) 50.6 percent
Target: Maintain a result higher than the sector benchmark.
Proportion of managers recruited from within the organisation. 65 percent of third- and fourth-tier managers appointed came from within the organisation. 33.3 percent of third- and fourth-tier managers appointed came from within the organisation.
Target: Maintain this result but ensure a proportion recruited externally.
Percentage of instances dependent on legacy information technology.

How much we’ve reduced our dependence on legacy information technology:

  • Centura – 31 percent
  • MS Access shared drives – 93 percent
  • SAS DDE – 50 percent (business-led redevelopment which was delayed due to the Christchurch earthquakes)
  • SAS/AF – 65 percent (final applications subject to review in August)
  • Sybase – 30 percent (business testing scheduled to complete in stage 1)
  • Other legacy tools – 0 percent.

How much we’ve reduced our dependence on legacy information technology:

  • Centura – 50 percent
  • MS Access shared drives – 99 percent (remaining 1% approved to run to end-of-life)
  • SAS DDE – 99 percent (remaining 1% approved to run to end-of-life
  • VB 89 percent, C++ 100 percent mitigated (ie replaced, retired, or planning in place)
  • SAS/AF – 87 percent
  • Sybase – 30 percent
  • other legacy tools – 5 percent.

Target: Complete removal of dependence on legacy information technology for the following, by:

Centura – July 2014; VB and C++ – June 2012;
MS shared access drives – Dec 2012;
SAS DDE – June 2012; SAS AF – June 2012;
Sybase – June 2012; Other legacy tools – June 2016.

Number of statistical system and platform assets that are fully depreciated. At 30 June 2012 there were 87 fully depreciated statistical system and platform assets. As the projects to replace these are multi-year, the number of fully depreciated systems is expected to increase in the years before 30 June 2014. 30 June the figure is 100 systems. It has risen as predicted.
Target: Reduced number of statistical system and platform assets that are fully depreciated by 30 June 2014.
Cost efficiency. We migrated the static Excel-based model onto a software application that can be updated and maintained on an ongoing basis. We held a number of workshops to explain the information contained in the model to the business and how it can be used.
Target: Develop this work into a tool that will provide detailed analysis of key cost drivers of activities and outputs, so efficiencies can be identified.
Customer satisfaction. 100 percent of clients rate our service as very good or excellent.

Target: Maintain this level.
94 percent of clients rate our service as very good or excellent.
15. From the staff engagement survey.
16. From the Better Administrative and Support Services programme. This programme aims to reduce the cost and strengthen the efficiency and effectiveness of administrative and support services across the state sector.


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