1. Foster an evidence-driven culture

What:

Fostering an evidence-driven culture is essential for effective policymaking and sound operational decisions – both of which can lead to better outcomes for citizens. An evidence-based approach places the best available research and analysis at the heart of policy development and implementation, enabling well-informed decisions across policies, programmes, and projects.

Publishing more of the analytical evidence produced by government—openly, transparently, and accessibly—enhances accountability, supports evaluation, and drives improved outcomes. It also helps build public trust in an organisation’s commitment to evidence-based decision-making and the appropriate use of data.

However, fostering this kind of culture begins with a fundamental recognition of the value (Value – V) that robust analytical evidence brings for understanding:

• how to operationally work smarter rather than harder
• which policy interventions work and those which do not
• how to support society’s needs for information

Being able to draw conclusions from analytical evidence with confidence also requires the evidence to be:

• based on suitable data and methods (Quality – Q) produced and used in professional and orderly manner (Trustworthiness – T)

We identified four important aspects for fostering an evidence-driven culture:

i. Facilitate evidence-based policy and decisions

Advocating for evidence-based policy and decisions, and leading by example in doing so, helps others to see their benefits, as well as how they can effectively use evidence in their own contexts.

Analysts and non-analysts both have important roles and responsibilities (T) in supporting a strong, evidence-driven culture and making evidence publicly available to support society’s information needs and public accountability (V), wherever possible.

ii. Have non-analysts create demand for analytical evidence

A strong evidence-driven culture needs non-analysts at all levels to actively seek out analysis and work collaboratively with analysts to inform new policy areas and key operational decisions (V) as part of a standard, professional way of working (T).

Very senior leaders have an important role here. If for every new initiative they ask: “how is it going to be measured?” (Q) or “what are our plans for publishing our findings?” (T) it becomes the norm to integrate data into all policy and decision-making.

iii. Have visible analytical leaders at the highest levels

A strong evidence-driven culture ensures that analysts have a seat at the right tables and have channels (T) to advocate their professional advice within government and to the public.

Representation of analysis at senior levels and in key, influential, decision-making conversations helps to embed expectations and demand for evidence and build a culture of evidence-based decision-making. Analysts should also be visible and have public channels to communicate clear, impartial insights (V) both within government and to the public.

iv. Champion outstanding analytical work

Everyone in government has a role in advocating for, promoting and championing strong analytical insights that can help answer key public and policy questions and improve the lives of citizens (V).

As well as sharing the benefits of these insights as knowledge across government and publishing them to inform wider society, demonstrating the value of analytical work supports the case for resourcing future analytical projects (T).

How:

Our work identified a range of case studies that help demonstrate how to foster an evidence driven culture. Some of the essential skills and behaviours illustrated through these examples include:

Making evidence visible and accessible:

Use clear, timely outputs and share findings openly, including uncertainties.

Strategic thinking:

Align evidence with organisational priorities and identify gaps that matter.

Leading by example:

Senior leaders and analysts should visibly advocate for evidence use to shape culture and decision making.

Collaboration across boundaries:

Work effectively with non-analysts, including operational, policy and communications teams, and external partners.

Embedding evidence in decision-making structures:

Create expert panels and schedule regular evidence reviews.

Empowering champions beyond analysts:

Equip non-analysts to promote evidence in their domains and the value of evidence in decision-making.

Recognising and rewarding impact:

Celebrate examples where evidence influenced outcomes.