Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

How to use and produce evidence to inform policy

822 views

Published on

View the slides presented at the workshops hosted by the What Works Centre for Local Economic Growth and New Economy Manchester. These events take place around to support local policymakers to incorporate robust evaluation into their policy design.

Published in: Data & Analytics
  • Be the first to comment

  • Be the first to like this

How to use and produce evidence to inform policy

  1. 1. What Works Centre for Local Economic Growth 10th April 2015
  2. 2. The Partners
  3. 3. What Works Centre work programme
  4. 4. • Identify key policy interventions with sufficient evidence to properly assess effectiveness – Employment training – Business advice and mentoring – Sports & cultural events & facilities – Access to Finance – Estate Renewal – Broadband – R&D (collaboration; grants; tax incentives) – Transport (by mode) – Apprenticeships – Enterprise Zones • Undertake systematic ranking reviews (with initial focus on robust quantitative evidence) • Assure the findings are accessible to our users and disseminate them through our networks Work programme
  5. 5. Our remit
  6. 6. Methodology
  7. 7. How to use this evidence
  8. 8. How to evaluate
  9. 9. Using and producing evidence to inform policy Katrina Hann, Head of Research Richard Waggott, Principal Researcher 10th April 2015
  10. 10. About New Economy • Research, strategy and policy for Greater Manchester • Core Cities research and development hub • Partnership with What Works Centre for Local Economic Growth
  11. 11. Agenda • What do we mean by evidence-based policy? • Uses of evidence in the development of policy • Good practice in developing evidence led policy • Discussion and questions
  12. 12. ‘This Government expects more of policy makers. More new ideas, more willingness to question inherited ways of doing things, better use of evidence and research in policy making and better focus on policies that will deliver long term goals’ Modernising Government, 1999 ‘in the absence of perfect evidence, it is still essential that policy makers gather the most useful information available in the short term, as they— and we—move toward an evidence- driven future’ US National Economic Council ‘As we continue to improve and reform public services at a time when finances are tight, it is more important than ever that taxpayers’ money is spent in the most effective way, helping to ensure that policy decisions and professional practice are based upon robust evidence of what works to deliver value for money and better outcomes for all’ What Works Network Year 1 review Evidence based policy making
  13. 13. Evidence base What works Copy, purchase, commission, learn from What might work Test, pilot, adapt, borrow, rethink What doesn’t work Avoid, stop, challenge, decommission Why we should engage with evidence
  14. 14. Current practice based on… Habit Politics Procurement Vested interestsExpediency Cost Why we don’t engage with evidence
  15. 15. Evidence Based Policy Development Process Define high level problem, outcomes and spend Define the cohort Design New Delivery Model CBA using modelled assumptions Test at a scale commensurate with the risk Evaluation to collect actual data Track actuals to inform reinvestment
  16. 16. Evidence Based Policy Development Process Define high level problem, outcomes and spend Define the cohort Design New Delivery Model CBA using modelled assumptions Test at a scale commensurate with the risk Evaluation to collect actual data Track actuals to inform reinvestment
  17. 17. Case study: Public expenditure analysis
  18. 18. Evidence Based Policy Development Process Define high level problem, outcomes and spend Define the cohort Design New Delivery Model CBA using modelled assumptions Test at a scale commensurate with the risk Evaluation to collect actual data Track actuals to inform reinvestment
  19. 19. Case Study: Complex Dependency
  20. 20. Evidence Based Policy Development Process Define high level problem, outcomes and spend Define the cohort Design New Delivery Model CBA using modelled assumptions Test at a scale commensurate with the risk Evaluation to collect actual data Track actuals to inform reinvestment
  21. 21. Contextual conditions Key policy conditions Rationale Inputs Activities Intended Outcomes Outputs Intended Impacts Programme Objectives Project:
  22. 22. Contextual conditions Opportunity to secure the presence of the life sciences sector around the Alderley Park site and across the wider area. Key policy conditions Joint objective of Greater Manchester and Cheshire and Warrington LEPs to secure the long term sustainability of the site Rationale Small life sciences firms need incubation funding and follow-on venture capital to maximise growth Inputs LGF funding Private sector match funding Activities Incubation fund established Venture Capital fund established Redevelopment of Alderley Park Intended Outcomes • Jobs created/safeguarded at Alderley Park • GVA created • Staff employed by recipients of fund Outputs Number. of: Incubation fund investments Spin-outs accommodated VC fund investments Loans repaid Intended Impacts • Growth in local life sciences sector and supply chain • Increased prosperity of the GM and Cheshire area Programme Objectives • Ensure the long term future of the life sciences sector on the Alderley Park site • Creation and safeguarding of businesses and jobs Project: Life Sciences Fund
  23. 23. Evidence Based Policy Development Process Define high level problem, outcomes and spend Define the cohort Design New Delivery Model CBA using modelled assumptions Test at a scale commensurate with the risk Evaluation to collect actual data Track actuals to inform reinvestment
  24. 24. Why adopt a CBA approach? • Localities can use Cost Benefit Analysis to deliver: • Informed decision-making • Cost-effective decision-making • Equitable decision-making It also hardwires the use and development of robust- evidence into decision-making
  25. 25. • Fiscal • Social • Economic Costs Benefits All additional costs needed to deliver project Fiscal Economic Social Case Study: Cost Benefit Analysis
  26. 26. Local Authority NHS DWP (AME) Police Work Programme Primes RSLs CJS (excl Police) Proactive Costs Reactive Cost Savings £- £100,000 £200,000 £300,000 £400,000 £500,000 £600,000 £700,000 £800,000 £900,000 £1,000,000 £ Case Study: Family Intervention Project
  27. 27. Evidence Based Policy Development Process Define high level problem, outcomes and spend Define the cohort Design New Delivery Model CBA using modelled assumptions Test at a scale commensurate with the risk Evaluation to collect actual data Track actuals to inform reinvestment
  28. 28. Evidence Based Policy Development Process Define high level problem, outcomes and spend Define the cohort Design New Delivery Model CBA using modelled assumptions Test at a scale commensurate with the risk Evaluation to collect actual data Track actuals to inform reinvestment
  29. 29. Evidence Based Policy Development Process Define high level problem, outcomes and spend Define the cohort Design New Delivery Model CBA using modelled assumptions Test at a scale commensurate with the risk Evaluation to collect actual data Track actuals to inform reinvestment
  30. 30. Good Practice in Developing Evidence Led Policy 1. Create demand before creating evidence 2. Evidence should be used to drive strategic priorities rather than solely to comply with externally imposed requirements 3. Development of evidence is a key tool for stakeholder engagement 4. Internal and external challenge is central to establishing if evidence is ‘good enough’ 5. Care should be taken with the presentation of evidence to avoid misinterpretation 6. There should be a willingness to take on board negative findings to prevent evidence production becoming a box ticking exercise 7. Evidence needs to be mobilised and acted upon not only produced 8. Using evidence is a process not a one-off
  31. 31. Next steps • Linking What Works outputs with CBA model • Greater Manchester case study launched in June • More events across country to disseminate findings
  32. 32. katrina.hann@neweconomymanchester.com richard.waggott@neweconomymanchester.com Thank you!

×