February 2026 progress updates on the GSS Vision: Strength in Numbers

A key recommendation from the GSS Vision was to implement a new role: the Deputy Head of the GSS. Since January 2025, this role has been undertaken as a job share by three Heads of Profession for Statistics (HoPs): Jason Bradbury (Ofsted), Steve Ellerd-Elliott (Department for Work and Pensions), and Jane Naylor (Department for Business and Trade). Feedback has been positive, suggesting that the role:

• provides a strong link between HoPs and leadership of the statistical system
• enhances the strategic leadership of the GSS
• has strengthened the GSS community

Information about the GSS Deputy Heads is available on the meet the GSS senior leaders page.

The wider leadership and governance of the GSS has undergone significant change in 2025 following Sir Robert Devereux’s review of the Office for National Statistics’ (ONS) performance and culture and the Public Administration and Constitutional Affairs Committee inquiry into the work of the UK Statistics Authority. The following leadership changes were made in 2025:

• the role of the National Statistician has been separated from the Permanent Secretary of the ONS, at least temporarily
• Darren Tierney has been appointed as the new ONS Permanent Secretary
• recruitment continues for a new National Statistician following Sir Ian Diamond’s resignation in May 2025
• Emma Rourke stepped down as Acting National Statistician in December 2025
• Penny Young remains in post as interim Chair of the UK Statistics Authority, following Sir Robert Chote’s departure in Autumn 2025

There will be further changes to GSS leadership in 2026 as open posts are substantively filled, alongside wider changes across the Civil Service. Ensuring strong and effective leadership for the GSS and a sustainable support model through this period of change and beyond will continue to be a priority, particularly for the Deputy Heads of the GSS.

A review of GSS governance was completed in 2025. This focused on committees and boards, GSS champion networks and Head of Profession responsibilities towards GSS initiatives. The recommendations will be taken forward in 2026 to strengthen and clarify GSS Governance.

A focus for 2025 was ensuring improved cross-GSS topic prioritisation and collaboration. GSS themes bring together statistics and outputs which complement one another. This improves cross-GSS collaboration and coordination, and makes it easier for users of statistics to find the information they need.

In 2025, the GSS Theme Leads published theme workplans which outline 2026 priorities, publications, and developments in each statistical theme across contributing departments. These plans will be updated annually, and work will be completed in 2026 to ensure these complement cross-cutting recommendations within the 2025 UK Statistics Assembly report. This work will support coherence, harmonisation, granularity, and user journeys with government statistics.

A priority for 2025 was strengthening the identity of the GSS community. The following initiatives supported this in 2025:

• the induction course for new badged members of the GSS has been refreshed and the waiting list has been cleared
• quarterly GSS Community Calls have been established, attracting over 1,000 attendees per session
• the GSS delivered over 16 sessions for World Statistics Day on the week commencing 20 October
• the GSS conference committee delivered a successful GSS conference on 4 November

Survey results from the 2025 GSS Metrics and post-conference feedback showed that the majority of colleagues felt included and were proud to be a member of the GSS community.

Ongoing initiatives by Heads of Profession, the People Action Group (PAG), and the GSS Diversity and Inclusion (D&I) group focus on diversity and inclusion activities for the GSS. This includes:

• implementing a communications plan to increase diversity and inclusion activities
• exploring disparities in recruitment processes across departments
• supporting neurodivergent members of the GSS

Survey results from 2025 showed that most members felt the GSS value diversity.

A priority for 2025 was a collaboration between the GSS and the Royal Statistical Society (RSS) to consider the future role of the statistician.

A joint GSS and RSS roundtable was held to discuss factors that would impact the statistical profession over the next decade, followed by a public consultation. The Future Statistician report was published on 10 February 2026, outlining the vision and recommendations. Work has started to implement GSS actions, responding to the need to plan for the future of the GSS.

The Office for Statistics Regulation launched a new version of the Code of Practice for Statistics (Code 3.0) in November 2025. Heads of Profession for Statistics will continue to promote and implement the new code and share best practice for the new code requirements.

GSS coherence is an important topic identified in the GSS Vision. This work is being taken forward through UK Statistics Assembly priority work, supported by cross-government priority leads and the GSS Coherence team.

A group of GSS Artificial Intelligence (AI) champions have been identified to provide strategic leadership in this space in 2026. Consideration is required on whether there is a need for similar senior sponsorship for data sharing.

GSS knowledge sharing sessions were established in 2025 and will continue in 2026, bringing together experts on priority topics to share and build expertise on methodology. Sessions so far have focused on AI, data linkage, statistical disclosure control, quality, and misinformation.

A dissemination task and finish group is focused on the feasibility of a GSS-wide dissemination platform. They will continue to explore options and make a recommendation in 2026.

The GSS has historically led the way in adopting modern analytical approaches across the Analysis Function (AF), including innovations like reproducible analytical pipelines and analytical data science. However, a gap remains in strategic leadership for AI within both the GSS and the wider AF.

The GSS must establish its own leadership from an analytical standpoint. This will include championing the opportunities AI presents in data processing, automation, and generating deeper insights, while also addressing critical risks such as bias, transparency, and ethical considerations. The GSS needs to embrace learning and experimentation with these topics to develop the necessary capability.

As a first step, we have established a group of GSS AI champions to drive coordination and momentum. Additionally, an AF working group has been formed to provide strategic direction and ensure a cohesive approach to AI –  the GSS champions are actively engaging with this group.

Consideration should be given to the role of the National Statistician and members of their team in providing strategic statistical leadership on issues such as AI.

The separation of the ONS Permanent Secretary role from the National Statistician presents a positive opportunity for the GSS. It allows the National Statistician greater scope to actively lead the strategic direction of the GSS. It is essential that we make the most of this opportunity. It is crucial that the GSS has a clear and influential voice in discussions around governance and resourcing to ensure its priorities and perspectives are well represented.

The GSS will work closely with the new National Statistician, due to be appointed in 2026, to ensure GSS priorities are considered. Strong and visible GSS leadership will be required to respond to wider changes and challenges across the GSS and the Civil Service in 2026.

We are actively working to strengthen the identity of the GSS, but there is still more to be done. Our collaboration with the RSS has helped to shape our thinking around the evolving role of statisticians, particularly in relation to recruitment, retention, and career development – issues frequently raised by members of our community.

To build on this momentum, we must take deliberate action to inspire the next generation of statisticians and establish a clear, sustainable talent pipeline that supports long-term, fulfilling career pathways within the GSS, with a particular focus on senior talent pipelines. These initiatives will need to be taken forward in the context of resource and funding pressures across the Civil Service. Proposals have been submitted to initiate a leadership development programme.