Analysis and Use of Evidence - The Civil Service

UNCLASSIFIEDAnalysis and Use ofEvidenceResearch and analysis in governmentThis document is maintained by the Analytical Coordination Working Group (ACWG)who provide support to the Heads of Analysis group.UNCLASSIFIED1

UNCLASSIFIEDScientists and engineers (members of the Government Science andEngineering Community). Applying science and engineering knowledge tounderstand problems and develop policy solutions, including theapplication of knowledge from individual specialismsEach of the five analytical disciplines works together to provide the bestpossible evidence. Each have different, skills and backgrounds – furtherdetails provided later – and has their own leadership and managementstructures but all should be able to look at the problem and indicate whichteam of analysts would best be able to answer a problem, or signpost to theappropriate analyst for each particular question.Each discipline ensures highly skilled and professional staff through rigorousrecruitment procedures; adherence to competency frameworks specific to thatdiscipline; continuous learning and development programmes. Manygovernment analysts are also members of relevant professional bodies andlearned societies. As a result, government analysts represent a professionaland skilled resource that can add expert analysis and advice to inform choicesacross government and frontline delivery services.Over the last five years or so the five analytical professions in governmenthave been working increasingly closely together. The most robust andthorough evidence base for a problem will most often come from consideringit from a number of perspectives/evidence streams. This can be achieved byensuring that a multi-disciplinary group of analysts consider the problem.Many departments now ensure analysts work within multi-disciplinary teamsto facilitate this approach.Developing or implementing strategy and policy is, of course, possible withoutthe input of the analytical community, but there are risks associated with thiscourse of action. These risks include implementing a policy that does notwork; that is more costly than expected or need be; that has unexpectedconsequences or poor public acceptance. Working collaboratively withgovernment analysts can help mitigate these risks.Signed:Government Economic and Social Research team (GESR)Government Operational Research Service (GORS)Government Statistical Service (GSS)Government Office for Science (GO-Science)/Government Science andEngineering (GSE)UNCLASSIFIED3

UNCLASSIFIEDCoordinating Research and AnalysisWithin departments, various arrangements exist to ensure the evidence-baseis joined-up and coherent, with different structures in place to facilitate this,depending on the departments business need. Across departments, eachdiscipline is supported by a central team which sets strategic direction andupholds professional standards for that profession. Across disciplines variousmechanisms and groups facilitate and are responsible for joining up researchand analysis within government: the Heads of Analysis group, theDepartmental Directors of Analysis Network, the Chief Scientific Adviser’sCommittee (CSAC) and the Analytical Coordination Working Group.Heads of Analysis groupThe membership of the Heads of Analysis group is as follows:Nick Macpherson:Tony O’Connor:Richard Bartholomew:Jenny Dibden:John Beddington:Jil Matheson:Dave Ramsden:Permanent Secretary, HM Treasury (chair)Head of the Government Operational Research ServiceJoint Head of the Government Social Research ServiceJoint Head of the Government Social Research ServiceGovernment Chief Scientific AdviserNational StatisticianHead of the Government Economic ServiceThe Heads of Analysis group aims to champion first-rate analysis acrossgovernment to ensure policy and delivery of government services is aseffective as possible.Its objectives are to:Deliver more consistency between disciplines to achieve the goal ofworking more effectively togetherIdentify emerging issues and new trends through the joining up of issuesraised by each discipline and the research councilsTackle issues of common interest to all, for example engagement with theResearch CouncilsThus, the group will tackle the how to collaborate effectively and championcoordinated analysis as well as what should be collaborated on. Thiscoordination is both within and across departments.Departmental Directors of Analysis network (DDAN)This is a network of the most senior social scientist from each department. Itaims to share learning across departments, identifying common challengesand solutions, providing a senior collective voice for departmental crossgovernmentworking on the social sciences and brings key issues to theHeads of Analysis.Its objectives are:UNCLASSIFIED4

UNCLASSIFIEDGovernment Economic Service – GESThe Government Economic Service is the professional body for economists inthe UK public sector. Its Joint Heads are Dave Ramsden (Chief EconomicAdviser to HM Treasury) and Tera Allas (Director General of Economics atBIS).GES promotes the use of economics in government, maintains high standardsof fast stream entry and has an externally moderated continuous professionaldevelopment scheme.For government, economics is the art and science of choosing one action orthing over another on the basis of analysis, use of evidence and explicitweightings on both ethical considerations and expected outcomes.Economists are equipped with powerful analytical frameworks and tools forempirical studies and have particular strengths in:Setting and analysing the effects of incentivesUnderstanding and applying the strengths and weaknesses of marketbased processesMaking explicit the weightings being given to estimates and ethicalconsiderationsOption appraisal and evaluation/cost benefit analysisRegion, sector and macro economic policyEconometrics and ForecastingFor more information on the Government Economic Service contact:Government Economic and Social Research teamRoom 1/15HM Treasury1 Horse Guards RoadLondonSW1A 2HQTel: 020 7270 4571Email: gsr-web@hmtreasury.gsi.gov.ukUNCLASSIFIED6

UNCLASSIFIEDGovernment Operational Research Service – GORSOperational Research Services are provided in most government departmentsto improve their efficiency and effectiveness.Operational Research is the application of scientific methods to managementproblems. It aims to provide a rational basis for decision-making, byunderstanding and structuring complex situations. Often this involves buildingmathematical models to predict system behaviour and thereby assist theplanning of changes to the system.Operational Research originated in Britain during World War II when it wasused to apply mathematical techniques to the planning of military operations.Since then it has become recognised as an important input to decisionmakingin business, industry and government.Examples of Operational Research skills and techniques include:Manpower planning and pay modellingModelling and estimationSimulationLinear and mathematical programmingOther optimising techniquesSoft systemsOutput and performance managementUsing statistical methods in research or for predictionForecasting e.g. using time series, multiple regressions and other methodsThere are now over 360 Operational Research staff in 17 departments andagencies, working on all areas of policy, operations and corporate functions.For more information please contact:GORS Central Management UnitSW Wing, South Spur4th FloorBush HouseStrandLondonWC2B 4RDwww.operational-research.gov.ukUNCLASSIFIED7

UNCLASSIFIEDGovernment Social Research Service – GSRSocial research is scientific enquiry that measures, describes, explains andpredicts changes in social structures, attitudes, values and behaviours andthe factors which motivate and constrain individuals and groups in society.Good social science research helps make good government strategy, policyand delivery.Social science research informs the development, implementation andevaluation of a wide range of government policies. The best results are oftenthe result of teamwork, with GSR members and policy/delivery officialsworking together throughout the development and implementation of an ideato ensure it is as evidence based as possible. Engagement as early aspossible in this process helps ensure the results of any analytical work are asuseful as possible.The Government Social Research (GSR) community consists of roughly1,000 social scientists with a background in many contributory disciplines (e.g.sociology, psychology, statistics, anthropology, criminology, socialgeography). The research commissioned and conducted by GSR uses themethods of social scientific enquiry including surveys, qualitative research,analysis of administrative and statistical data, case studies, controlled socialexperiments and trials.Members of GSR are based in 20 government departments and the devolvedadministrations. The service is led by the joint heads of the GovernmentSocial Research service, Richard Bartholomew and Jenny Dibden, who aresupported by the Government Economic and Social team – GESR. GESR isresponsible for harnessing existing learning and knowledge across theanalytical community; setting professional standards for GSR members;setting recruitment and promotion standards and ensuring training anddevelopment opportunities and the continuous development of its members.For more information about GSR please contact:Government Economic and Social Research teamRoom 1/15HM Treasury1 Horse Guards RoadLondonSW1A 2HQTel: 020 7270 4571Email: gsr-web@hmtreasury.gsi.gov.ukUNCLASSIFIED8

UNCLASSIFIEDGovernment Statistical Service – GSSThe Government Statistical Service is a decentralised body spread across 30-plus government departments, administrations and agencies. The NationalStatistician – Jil Matheson – as well as being the Chief Executive of the UKStatistics Authority, is Head of the GSS. The 1,400 professional statisticiansare known collectively as the Government Statistician Group, and the group’sprimary function is to collect, analyse and disseminate statistics on all aspectsof national life.Through the production and dissemination of statistics, Statisticians make acrucial contribution to good government in a modern democracy, assisting inthe formulation and evaluation of policies, in the management of services forwhich Government is responsible, encouraging and informing debate, andallowing people to judge whether the Government is delivering on itspromises. High quality statistics are also a key resource for business,academia, and the wider community. With increasing emphasis on evidencebasedpolicy making and effective performance management, statistics havea greater importance than ever before, and ever increasing scrutiny is placedon them.Government Statisticians have a responsibility, via their Departmental Head ofProfession, to the National Statistician for the professional quality of theirwork. The Continuing Professional Development Framework for governmentstatisticians helps to maintain professional standards through thedevelopment of statistical and broader competences.For more information on the GSS, please contact:Statisticians in Government TeamNational Statistician's OfficeUK Statistics AuthorityGovernment OfficesCardiff RoadNewportGwentWalesNP10 8XGTel: 01633 655339http://www.statisticsauthority.gov.uk/UNCLASSIFIED9

UNCLASSIFIEDGovernment Science and Engineering (GSE)What do scientists and engineers contribute?The science and engineering profession encompasses a vast range ofdisciplines from water management to mobile phone technology. Scientistsand engineers can be involved at any stage of a departments work on policyor delivery.Broadly speaking science and engineering add value in five key areas,supporting strategic and operational delivery through:Contribution to the knowledge basePolicy developmentLonger-term research to inform or develop policy and deliveryIdentifying (and communicating) risksSetting standards/benchmarkingDepending on what is needed, scientists and engineers’ advice or input ontopics may range from providing comprehensive and robust sets of optionsand recommendations based on in-depth investigations and knowledge togiving ‘quick and dirty’ views based on their existing knowledge to addresspolicy questions that have, for example, a two-hour turnaround.Which policies use science and engineering?Government scientists and engineers may be leading experts in their chosenfields working in specialist posts, or have general science or engineeringbackgrounds that can be applied to address more wide-ranging policy ordelivery needs.The professions play a part in a wide variety of issues across Government,from those with an obvious scientific or engineering angle such as ClimateChange or better traffic management, to those that may be less obvious, suchas creative industries or the development of artificial limbs.They contribute to a broad range of work throughout Governmentdepartments, agencies and laboratories, spanning a wide range of policy anddelivery activities, including inspection, policy making, secretariat functions forscientific advisory committees and research.If you are unsure where to go for science or engineering advice, contact yourdepartmental Chief Scientific Adviser's (CSA’s) office or Head of Science andEngineering Profession (HoSEP) who will be able to help. In some cases itmay be necessary to go through formal mechanisms to contact scientists andengineers working in arm’s-length bodies, again your departmental CSA orHoSEP can offer you advice on this.UNCLASSIFIED10

UNCLASSIFIEDWhen should you call on them?Scientists and engineers contribute at all stages of the policy and deliverycycles, but should be called upon for new work, by default, and as early aspossible. Whilst it may be possible for answers to be ‘pulled off the shelf’, newresearch often takes much longer than you may think to conduct.It is worthwhile getting-to-know and maintaining contact with scientists andengineers working in your area. This will better enable them to keep youinformed about the results and implications of new research in your area andsuggest where further research might provide greater insight. It also offersopportunities for them to find out about your work, so that they can anticipateissues that might arise and understand the context of any requests from youfor information.You might also consider inviting scientists and engineers along to meetingsthat you attend, where their knowledge and expertise could usefully informdiscussions.Risk, uncertainty and the unknownIt can take many years for knowledge about an issue to be well understood.For this reason it is often necessary to make recommendations and decisionswith the best information or knowledge available at the time. Scientists usuallyindicate the uncertainty and unknown in research or knowledge as caveats,which, for example, indicate the conditions under which the same findingsmay (or may not) be expected to occur. Scientists may hold different views onhow risk, uncertainty or gaps in knowledge should be interpreted; whilst it canbe frustrating, this debate plays an important role in developing the knowledgebase.It is also worth remembering that changes in technology or other factors, suchas people’s body size, may have an impact on even mature subject areas,and change the advice that scientists may give in relation to it.Other specialismsScience and engineering should be considered, as appropriate, as part of theevidence base along with other analytical steams, such as economics andsocial research. It is worth noting that some specialist scientific streams, suchas veterinary scientists and healthcare professionals are managed and,usually consulted, separately from the wider profession.For information about the Science & Engineering Profession (GSE) and howto sign up, please see http://www.civilservice.gov.uk/my-civilservice/networks/professional/science-engineering/index2.aspxUNCLASSIFIED11