Guidance

Guidance for government Chief Scientific Advisers and their Officials

Updated 13 March 2025

Chief Scientific Advisers and their Officials: an introduction

1. Overview

The aim of this document is to provide guidance on the roles and responsibilities of departmental Chief Scientific Advisers (CSAs), their deputies and their supporting teams (CSA officials) and to put these in the context of the broader science advisory processes across government.

2. Government Chief Scientific Adviser (GCSA)

The Government Chief Scientific Adviser (GCSA) is responsible for putting excellent science advice at the heart of decision making through:

• The provision to the PM and Cabinet of proactive and demand-led science advice that is relevant, excellent, and delivered fit for purpose.
• Working across government to implement science advice mechanisms that are efficient, effective, speak truth to power and are embedded irreversibly in government systems.

The GCSA reports to the Cabinet Secretary. Whilst having a particularly close working relationship with the Permanent Secretary and Secretary of State for the Department for Science, Innovation and Technology (DSIT), the GCSA also engages directly with other Secretaries of State, Ministers and Permanent Secretaries across government on relevant issues. The GCSA is the head of the Government Office for Science (GOS), the head of the Government Science and Engineering (GSE) Profession, and also co-chair of the Council for Science and Technology^{[footnote 1]}. 

The GSE Profession has around 10,000 members and aims to make a real difference through government science and engineering, helping to create a more scientific Civil Service.

2.1 GCSA-CSA relationships

The GCSA is involved in CSA recruitment and should be a member of the recruitment panel, except where an alternative approach has been agreed with those in the department who are conducting the recruitment. 

The GCSA has a role in departmental performance management processes and in setting objectives for CSAs who are in post. The GCSA meets regularly with CSAs to identify priorities, interests and challenges and to discuss interaction with the Government Office for Science and ways of working. The GCSA also meets with Permanent Secretaries to discuss their departmental CSA’s role, grade, salary and objectives as part of ongoing performance management. 

The GCSA, working through the Government Office for Science, plays a key role in supporting departmental CSAs to develop and deliver on government science capability. 

The GCSA has no formal relationship with the devolved governments, but will advise, where appropriate, on reserved matters. The GCSA also maintains strong informal links, for example through devolved government CSA membership of the CSA Network and regular one-to-one meetings with those CSAs.

3. Government Office for Science (GOS)

The Government Office for Science supports the GCSA in ensuring that government has access to the best scientific evidence and strategic long-term thinking to inform policies, decisions, services and operations.  

The Government Office for Science has a role in ensuring that government, both collectively and within departments, has the right people, resources, and scientific infrastructure for managing and using science.   

The key areas of focus for the Government Office for Science are: 

• Science for National Security & Resilience – We make sure that science advice underpins national security and resilience policy, strategy, planning and crisis response and that the Scientific Advisory Group for Emergencies (SAGE) is ready to stand up in the event of an emergency.   

• A More Scientific Civil Service – We work across government to develop our people, infrastructure, systems and networks – including delivering the Government Science and Engineering Profession and Chief Scientific Adviser Networks. We also support wider government to deliver targeted and impactful investment in R&D and increase Departmental science capability.   

• Science for Strategic Advantage – We use our expertise to ensure that government has the best technology insights to draw on when developing strategies and policies in areas such as the economy and national security. We are also equipping departments with strong foresight and futures tools and supporting delivery of the Science & Technology Framework.  

• Science for Current and Future Challenges – We ensure government has access to timely, high-quality advice on key future issues, such as climate change mitigation and engineering biology, and that this scientific evidence supports the government’s approach. This includes supporting the independent CST.

The CSA Networks Team within the Government Office for Science provides support to CSAs and the wider network in the following ways:

• Secretariat function for the CSA Networks, including CSAs, their deputies and officials.
• Providing a first point of contact for the network, facilitating join-up and collaboration across CSA offices.
• Supporting the CSA recruitment process and induction of CSAs. The Government Office for Science should be consulted on the job description before a CSA recruitment campaign is launched.

The CSA Networks Team also supports the CSA Network by facilitating weekly meetings for CSAs and the GCSA to discuss departmental science priorities and policy topics of relevance to the provision of evidence. The team also supports in the planning and organisation of annual CSA Network conferences and other CSA events – including ad-hoc meetings among subgroups of CSAs, with National Academies and UKRI and Research Councils.

The Government Office for Science houses teams that focus on science capability across government. These include:

• The Security, Resilience and Strategy team (including Scientific Advisory Group for Emergencies [SAGE] support)
• The Science Capability team which includes:
  • Government Science and Engineering (GSE) Profession team
• The Futures, Foresight and Engagement team
• The Technology and Science Insights team
• The Climate, Society and International team
• The Covid-19 Inquiry and Transparency team

An overview of the broader work of the Government Office for Science is provided on the GOV.UK site^{[footnote 2]}.

4. Role of Chief Scientific Advisers (CSAs)

Most Ministerial departments have a Chief Scientific Adviser, as do each of the devolved governments. CSAs are senior science advisers, typically working at Director or Director General level within government departments. Departments should ensure they are members of their departmental executive boards, where appropriate, and they should typically also advise the strategic or main board of their department.

CSAs perform an independent challenge function to their department, ensuring that science and engineering evidence and advice is robust, relevant and high quality and that there are mechanisms in place to ensure that policymaking is underpinned by science and engineering. Their role is also to provide oversight and assurance of science and engineering capability and activities in their department, including overseeing departmental processes for providing or commissioning science and engineering advice.

CSAs work alongside the other analytical disciplines^{[footnote 3]} and with Ministers and senior teams, to ensure robust, joined-up evidence is at the core of decisions within departments and across government. CSAs also work together, and with Research Councils and others, under the GCSA’s leadership, to address and advise on issues which cut across government. In particular, CSAs engage thoroughly with the GCSA and the CSA Network. This cross-government working group is crucial to ensuring that scientific advice in government is appropriately communicated and actioned. CSAs attend regular meetings and other opportunities with the CSA Network, at which they represent the science and research being conducted in their department.

A CSA should usually be a distinguished external scientist or engineer, recruited externally (see Annex A). They should bring deep science and/or engineering knowledge and be able to work fluently across a range of sciences. It is an advisory role that derives authority from knowledge, the ability to convene respected authoritative groups, and personal standing in the scientific world. It has a clear outside-in function (understanding what is going on in the world of research and bringing the best of it into the department) as well as helping with inside-out communication (building partnerships and networks for more effective innovation). It provides challenge at the most strategic level.  

To carry out this role successfully, CSAs need to be excellent communicators and collaborators. This includes operating with confidence well outside their own discipline, and building strong working partnerships with Ministers, officials, and external collaborators alike. 

The CSA’s role involves building bridges and relationships between government and the wider worlds of science and technology.  The role of the CSA represents an “independent challenge function”, providing challenge and science leadership at the centre of the department. The role is distinct from that of a departmental Director of Analysis, whose role it is to oversee the analytical resources used in the development of policy. 

GOS, the GCSA and CSAs all work to provide science advice to Ministers and ensure that Government has science advice mechanisms that are efficient, effective, speak truth to power and are embedded irreversibly.  Their mission is for excellent science advice to be at the heart of decision-making.    

A key part of that currently is ensuring that the delivery of the Government’s Missions is strongly informed by science and evidence.  These Missions – outlined in the Government’s Plan for Change – present a range of key priorities and milestones. To help ensure these priorities are delivered by government, the CSA Network has an ongoing commitment to provide robust and joined-up science advice and ensure coordination across departments, in support of the delivery of the government’s Missions. 

In all cases of external recruitment, the CSA is a senior science leader who brings scientific evidence to the centre of decision-making in government. The precise responsibilities of the CSAs vary in different departments.

A CSA’s responsibilities include:

• Provision of advice and challenge directly to the Secretary of State, other Ministers and policymakers in the department. 
• Performing an independent challenge function to the department, ensuring that science and engineering evidence and advice for departmental policies and decisions is robust, relevant and high quality. 
• Ensuring that there are mechanisms in place to ensure that policymaking and the delivery of services and operations are underpinned by science and engineering. 
• Oversight of the effective operation of departmental Scientific Advisory Committees and Councils or College of Experts. 
• Working with CSAs in other departments to share good practice across government and to identify and resolve cross-departmental science issues. 
• Producing a departmental R&D Strategy for the department, which also considers departmental arm’s-length public laboratories. 
• Leading and engaging on relevant national and international science and engineering issues. 
• Management and/or oversight of departmental science and technology (S&T) budgets. 
• Working with the other analytical Heads of Profession and Departmental Directors of Analysis (DDAs) to ensure a robust and integrated evidence base underpins policy formulation, delivery and evaluation. 
• Ownership of the department’s Areas of Research Interest (ARI) document, to be developed in collaboration with the department’s Head of Policy Profession (HoPP) and Head of Analysis (HoA).
• All CSAs are likely to have work that deals with sensitive security matters.

Departments may hire CSAs externally, often from academia or industry, and exceptionally, from within government. As such, their level of knowledge and expertise of the working of government can vary. Officials should be sensitive to this and work to provide opportunities for incoming CSAs to engage with senior civil servants and other CSAs to augment their understanding.

Departments will organise a set of key induction meetings for their incoming CSA (see Annex B for further induction details). It is recommended that these include:

• The GCSA and other CSAs
• CSA’s private office/support team
• The Secretary of State, key Ministers and the Permanent Secretary
• Departmental board and, as appropriate, departmental non-executive directors
• The departmental Director of Analysis and the other analytical Heads of Profession within the departments
• The departmental Head of Science and Engineering Profession (HoSEP) if this is not the CSA
• The departmental Head of Policy Profession
• Chair of the departmental Science Advisory Council (where there is one), and of any Scientific Advisory Committees sponsored by the department
• The Chief Executive and Executive Chairs of UKRI
• The Presidents of the National Academies (the Royal Society, the British Academy, the Royal Academy of Engineering, Academy of Medical Sciences)
• The Council for Science and Technology (CST) independent co-chair
• Key GOS teams and stakeholders with whom CSAs will have contact

The Government Office for Science can assist with the appointment of buddies or mentors from across the CSA Network or, more widely, through the GSE community. CSAs are also encouraged to become mentors themselves. More details can be found on the GSE web pages^{[footnote 4]}.

There is an extensive list of external bodies and other sources of expertise with which CSAs can engage. These include academics, national academies, advisory committees, consultants, professional bodies, industry, the third sector, public sector research establishments, Research Councils, members of advisory groups, consumer groups and other stakeholder bodies. Officials in the Government Office for Science can assist in brokering engagement as necessary.

CSAs who will be leaving their post should notify their department, GCSA and the Government Office for Science in advance (ideally one year before departure).

4.1 Departmental Research and Development Plan

CSAs are accountable to the Departmental Board for the existence of a high-quality plan for their department, which clearly defines the department’s science and technology system. The plan will form the basis for science and research investment.

CSAs should work with Directors of Finance (DDFs) and Directors of Analysis (DDAs) to ensure that the plan integrates proposals for the whole range of science, research, evidence and innovation within the department. The plan should be integral to overall business planning, linking science to departmental objectives and be endorsed by the department’s Executive Committee.

The plan should inform Spending Review proposals and departmental budget decisions. Consistent with existing practice, consultation with the GCSA and HM Treasury should take place if there are significant deviations from planned expenditure.

CSAs should inform the GCSA of current and planned research spend in their departments to ensure that decisions about research budgets reflect a cross-government strategic view.

The Research and Development (R&D) responsibilities for CSAs vary across departments but they should at a minimum have an influence and be consulted on R&D spending in their department. GOS provides expertise cross-government on R&D portfolio construction, analytical capabilities on R&D investment, emerging technologies and horizon scanning.

The Office for National Statistics collects information on departments’ annual expenditure on science, engineering and technology.

4.2 Areas of Research Interest (ARIs)

All departments should publish, and regularly review, Areas of Research Interest (ARI) documents, which set out details of the main research questions facing their department, for external academics. The ARI guidance on how to write, use, and engage with ARIs has been updated via consultations with the ARI Officials Network – please see refreshed guidance here. These should also include information about departmental research systems, research and data publication policies; and research and development strategies. Departments can advise on whether their relevant arm’s-length bodies can produce ARIs. ALBs must ensure their ARI is complimentary to department interest and can discuss their approach with GOS ARI engagement team. Published ARIs are linked to a collections page on GOV.UK^{[footnote 5]} and listed on the ARI database^{[footnote 6]}.

ARIs are intended to increase policymakers’ dialogue with academia, with a view to building greater collaboration. The aim is to encourage academics who have relevant scientific expertise and research evidence to contact the department to discuss how they can contribute to addressing the questions contained in the ARI. This should enable departments to build a stronger evidence base, expert networks, and engage with a wider range of researchers.

ARIs provide a platform for academic engagement and encourage extramural activity and can result in commissioning of key R&D for government departments. They should be co-developed by CSAs, analysts, and relevant science and policy teams within departments; and should contribute to putting scientific thinking at the centre of departmental processes, including policy and operations.

Guidance on producing ARIs is available online^{[footnote 7]}.

4.3 Science assurance and research integrity

Scientific research funded by government should be subject to the same standards as other research conducted by academia. A key aspect of the CSA’s role is to ensure that science and engineering is embedded into policymaking and that all science advice and analysis used by their department is robust, relevant and high standard.

This is about ensuring that:

• Science contributes (as part of an integrated evidence base) to sound policy decision-making; and
• This evidence is robust, relevant and high quality.

There is an expectation that the CSA provides independent challenge to the science and engineering being conducted within and for their department, raising any concerns they may have, firstly via internal reporting hierarchies; and secondly, if required, with the GCSA.

All CSAs agreed in 2018 to apply the principles of research integrity, as laid out in the Concordat to Support Research Integrity^{[footnote 8]}, for the forms of scientific research that are undertaken in their department. The Government Office for Science produced the ‘Guidance to Implement the Concordat to Support Research Integrity within Government’^{[footnote 9]} in 2022, which sets out how the Concordat’s principles should be applied in a government context. The requirements apply to all government research and should ensure that it is underpinned by the highest standards of rigour and integrity. The guidance requires each government department to produce an annual statement at the end of each financial year, setting out how they have applied the requirements.

CSAs should work with others in their department to ensure that science specialists within departments have access to the tools or research journals that would enable them to understand, evaluate and undertake excellent, high-quality research.

5. Other aspects of the CSA’s role

5.1 Advice in emergencies

Science and engineering (alongside other evidence sources) are important in responding to many types of emergencies, ranging from disease to terrorist incidents to natural disasters. When the emergency is sufficiently serious and requires central government oversight, the Cabinet Office can activate the Cabinet Office Briefing Rooms (COBR). COBR is a Ministerial decision-making group and crisis management facilities.

5.1.1 Scientific Advisory Group for Emergencies (SAGE)

If requested by COBR, the GCSA may convene and chair the Scientific Advisory Group for Emergencies (SAGE)^{[footnote 10]} and attend COBR meetings to represent SAGE. Departmental CSAs may be called upon to attend SAGE. On occasions where science advice is required but SAGE is not activated, departmental CSAs may be asked to feed advice directly into COBR.

SAGE aims to ensure that coordinated, timely scientific and/or technical advice is made available to decision-makers to support UK cross-government decisions in COBR. The make-up of SAGE depends on the nature and stage of the emergency. It typically includes experts from within government and leading specialists from academia and industry. Depending on the emergency, SAGE may analyse, review, or assess data and research to provide advice on the situation and how it might evolve, and on potential scientific and technical solutions that could remove or mitigate the risks or manage the impacts. Cabinet Office guidance on SAGE can be found on GOV.UK, as well as in the ‘Central Government’s Emergency Concepts of Operations (CONOPs)’^{[footnote 11]}, which set out the UK government’s arrangements for responding to and recovering from emergencies.

5.2 International aspects of the CSA’s role

The UK Science and Technology (S&T) Framework^{[footnote 12]} outlines a vision for the UK and its engagement with international partners. In keeping with this vision, CSAs are expected to engage with governments, academics, investors and industries at an international level. The S&T Framework lists several outcomes for 2030 that CSAs have a responsibility to champion. This includes goals to communicate the UK’s S&T priorities to a wide international audience, foster a range of S&T-based international partnerships, and maintain a coordinated approach to international S&T activity.

The global nature of research and innovation means that strategic international engagement is an important aspect of a CSA’s role. This could involve collaboration with international partners, working to address shared challenges or representing the UK government at international forums.

The International Science and Innovation Directorate in DSIT oversees much of the work to ensure that international engagements on science are as effective as possible and should therefore be made aware of CSAs’ international travel plans. The Science and Technology Network (STN)^{[footnote 13]}, run jointly by DSIT and FCDO, is the main point of contact within UK embassies for CSAs. The officers in this network have unique insight into the science and innovation landscape in their countries and work to promote collaboration with the UK. CSAs should work closely with STN to maximise the value of their international trips.

5.3 Futures analysis, including horizon scanning

CSAs should ensure that futures analysis (including horizon scanning) is available to support policy and strategy development. This includes identifying trends of which departments should be aware, and supporting policymakers in making sense of implications, opportunities and challenges. CSAs should ensure that departmental futures activities consider science and engineering evidence and advice; and that this is acted on where appropriate. CSAs with strategy strands should champion futures activities in government.

The Government Futures Network (GFN) group, run by the Government Office for Science, is a community of practice with over 600 members working on futures in government and beyond. It includes several officials from CSAs’ teams. It helps futures practitioners support each other, build momentum and create a culture of thinking and acting on futures insights and building resilience to uncertainty. It meets quarterly and has a shared resource library and discussion forum.

The Government Office for Science^{[footnote 14]} provides futures resources, advice, examples and training^{[footnote 15]}.

6. Key relations and networks

6.1 Chief Scientific Advisers’ (CSA) Network

The Chief Scientific Advisers’ Network is a network of trusted senior science leaders who bring scientific evidence to the centre of decision-making in government and champion the Government Science and Engineering Profession.

The network advises on cross-cutting policy issues relating to science and engineering. It consists of the GCSA (Chair), departmental CSAs and the devolved government CSAs. Depending on the issues under discussion, the chief scientists of some other government agencies and organisations may attend. The CSA Network:

• Puts scientific knowledge and evidence at the heart of decision-making in government.
• Champions and supports the development of STEM skills, scientific thinking and use of evidence across government, particularly in the context of policymaking.
• Identifies and promotes best practice in science and engineering within government.
• Facilitates communication on high-profile science, engineering and technology issues and those posing new challenges, across government and with academia, industry and other key stakeholders.
• Provides a forum for departmental CSAs to share information and best practice with each other and maximises the collective expertise of the CSA Network to identify and resolve cross-departmental problems.

The CSA Network has weekly meetings with a rotating chair. The network meets regularly with UK Research and Innovation (UKRI, see below) and chief executives of Research Councils.

6.2 Deputy CSA Network

Most government departments have a Deputy CSA at Senior Civil Service level. Deputy CSAs work to support their departmental CSAs by providing initial steer and comment ahead of reports and proposals going to CSAs.

The CSA Networks Team at the Government Office for Science organise introductory calls with newly appointed Deputy CSAs to familiarise them with the network and engage with the Government Office for Science more generally. Similar to the support provided to CSAs, the CSA Networks Team acts as the first point of contact for Deputy CSAs.

The Government Office for Science organises regular monthly meetings for the Deputy CSAs Network, creating a forum for current projects and updates to be discussed. Additionally, the Government Office for Science organises joint network events with Deputy CSAs and CSA officials to promote collaboration and sharing of best practice between CSA offices.

6.3 CSA Officials’ Network

CSAs and their deputies are supported by a team of officials, who provide the initial contact for queries and issues addressed to CSAs and their teams, relating to the use and management of science in their department. The CSA Officials’ Network acts to support the CSA Network, discuss current concerns or upcoming events, and regularly share news and information.

Similar to the Deputy CSA Network, the Government Office for Science organises regular monthly meetings of the CSA Officials’ Network and informal one-to-one catch-ups between individual CSA offices and the CSA Networks Team at the Government Office for Science. A fortnightly newsletter sent across the CSA Networks is provided by the Government Office for Science, and officials are encouraged to use the newsletter to share updates across all the networks.

6.4 Science Advisory Councils and Committees (SACs)

Science Advisory Councils provide cross-cutting and strategic advice to inform the range of the department’s science and research interests, policies and delivery, providing strategic direction and review.

Science Advisory Committees are made up of groups of experts who meet regularly to advise on specific topics or issues concerning the department.

Colleges of Experts are made up of external experts from across academia and/or industry. They aim to provide a mechanism for departments to access external expertise and guidance on policies and they can be used to commission advice to Ministers and officials.

For more details, please refer to Code of Practice for Scientific Advisory Committees (SACs)^{[footnote 16]} available on GOV.UK.

6.5 UK Research and Innovation (UKRI)

UKRI was established in April 2018 and brought together the seven Research Councils, Innovate UK and Research England. UKRI works to create the best possible environment for research and innovation to flourish. It operates across the whole of the UK and provides funding for research and related activities.

The GCSA meets the chief executive of UKRI regularly. The CSA Network works closely with UKRI to identify governmental priorities for various UKRI initiatives.

Research Council governance councils include a CSA member as a representative of the whole CSA Network. CSAs sitting on Research Councils share priorities regularly at the weekly CSA Network meetings.

7. Guidance and advice

It is essential that an effective science management and advisory process exists in Government. This should allow decision-makers access to high-quality and wide-ranging research and evidence, both within and outside government.

7.1 Guidelines on use of scientific and engineering advice in policymaking

Key principles on the use of scientific and engineering advice in policymaking are that departments and policymakers should:

• identify early the issues which need scientific and engineering advice and where public engagement is appropriate
• draw on a wide range of expert advice sources, particularly when there is uncertainty
• adopt an open and transparent approach to the scientific advisory process and publish the evidence and analysis as soon as possible
• explain publicly the reasons for policy decisions, particularly when the decision appears to be inconsistent with scientific advice
• work collectively to ensure a joined-up approach throughout government to integrating scientific and engineering evidence and advice into policymaking

7.2 Independent science advice to government

A number of mechanisms exist for departments to secure independent advice. These mechanisms include independent Science Advisory Councils and Science Advisory Committees, both terms abbreviated to the umbrella term ‘SAC’. Science Advisory Councils advise across the whole of their sponsoring organisation’s science remit, offering strategic direction and review, whilst Science Advisory Committees focus on a particular topic or subject area. Government Office for Science published a review in 2013^{[footnote 17]} of how Science Advisory Councils interact with the government departments that they advise. If departments do not have a Science Advisory Council and would like to establish one, the GCSA and Government Office for Science can offer advice and support. A map of current SACs is available on GOV.UK^{[footnote 18]}.

Published by the Government Office for Science, the ‘Code of Practice for Scientific Advisory Committees (CoPSAC)’^{[footnote 19]} sets out good practice with respect to bodies which provide independent science advice to government. The Code also contains good practice for engagement between CSAs and such bodies. Initially published in 2001, CoPSAC regularly undergoes public consultation, updating and re-publication, most recently in 2021.

The Government Office for Science convenes the Chairs of Science Advisory Councils (CSACs) group, which meets quarterly to discuss strategic and cross-cutting government science issues and to share information.

The Government Office for Science supports departments in working more effectively with independent science advisers. This includes arranging events at which good practice can be shared. The Government Office for Science has also published guidance setting out good practice for the secretariats to Scientific Advisory Committees (SACs)^{[footnote 20]}.

7.3 Other sources of evidence and advice

Much expertise also resides within public laboratories, also known as Public Sector Research Establishments (PSREs), which draw together internal and external capability. They lead outstanding directed research and development and can contribute to increasing science capability within government. CSAs have a role in: raising the profile of their PSREs in government; ensuring that they receive sufficient funding support; providing access to excellence-based funding competitions; and protecting, maintaining and exploiting the valuable scientific assets and intellectual property they hold.

There is an extensive list of external bodies and other sources of expertise with which CSAs can engage. These include academics, national academies, advisory committees, professional bodies, public sector research establishments, Research Councils, members of advisory groups and stakeholder bodies. The Government Office for Science can assist in brokering engagement as necessary^{[footnote 21]}.

8. Role of Heads of Science and Engineering Profession (HoSEP)

The Government Science and Engineering (GSE) Profession is led by the GCSA in her role as Head of the Science and Engineering Profession (HoSEP). The GSE Profession has two overarching objectives: embedding science and engineering in government and building diverse people capability.

The GCSA is supported in their role as HoSEP, by a network of departmental/organisational HoSEPs. In most cases, CSAs are also the HoSEP, due to similarities between the two roles. Where applicable, some departments have separate heads of profession for science and engineering. In the situation where the HoSEP responsibility falls to another individual other than the CSA, this should be someone with a close working relationship with the CSA. It is for departments/organisations to decide how best both functions can be delivered within their particular context. CSAs have a role in championing the GSE Profession, whether or not they also occupy the departmental/organisational HoSEP role. CSAs should understand what the Profession provides and work to build its identity.

The role of the departmental HoSEP is to act as a key representative for the GSE Profession and GSE members within their department/organisation, and work with the GSE team in the Government Office for Science to co-ordinate their department’s/organisation’s participation in cross-Profession activities.

HoSEPs are responsible for supporting the GSE team’s efforts to maintain, strengthen, and embed science and engineering skills across government. HoSEPs should work with colleagues across their department/organisation to recognise emergent skills needs, and work with the GSE Profession to provide practices that keep their department/organisation up to date with current and future scientific, engineering and technological developments.

HoSEPs oversee the continuous development and evolution of GSE Profession products and services in their capacity as members of the GSE Profession Strategic and Project Boards. Furthermore, HoSEPs adapt and embed the Profession’s products and services at a local level, ensuring they support their department’s science and engineering capability requirements and the needs of their GSE members. Examples include supporting GSE members’ career pathways, learning and development, and other professional issues, as well as supporting business planning and talent management. HoSEPs are expected to act together to support the GCSA by providing information, advice and guidance on government science and engineering capability issues. More information about, and resources for, the role of heads of profession in government is available at GOV.UK^{[footnote 22]}. 

HoSEPs meet regularly with the GCSA. The secretariat for HoSEP meetings is provided by officials from the Government Office for Science, with support from other officials in the Profession for specific projects. Further information can be obtained by emailing the Government Office for Science^{[footnote 23]}.

In addition to the GCSA’s role as HoSEP, they also support the development of analysts with horizon scanning and futures roles in government. The Futures and Foresight team provides training, a suite of resources, including a toolkit, trend cards and emerging technologies database, and advice to teams running their own futures projects. It also maintains the cross-government Heads of Horizon Scanning peer support network.

9. Contact information

Please contact the Government Office for Science with any queries or requests for further information^{[footnote 24]}.

Annex A – Succession planning and recruitment of CSAs

CSA succession planning and notification

Departments should undertake succession planning for the CSA post a year prior to the departure of the current CSA. This is necessary because the departing CSA should be involved in inducting a newly appointed CSA.

Officials should notify their departmental HR before they start a CSA recruitment process. Officials will need to apply their own departmental approval process before an external recruitment can begin. The external recruitment process is set by Civil Service HR and reflected in individual departments’ processes.

The following engagement with the GCSA and the Government Office for Science is also necessary to ensure consistency from a CSA Profession perspective:

• Departments should notify the GCSA and Government Office for Science ahead of starting to recruit a CSA
• The department’s Permanent Secretary should discuss the nature of the CSA role with the GCSA and Government Office for Science before starting the recruitment process
• The GCSA should also be invited to discuss the role with Civil Service HR and the external consultancy involved in the recruitment process
• The recruiting official should engage with the Government Office for Science CSA Network team, to discuss salary, job description and process, to ensure consistency

CSAs are normally in post for a period of 3 to 5 years.

CSA attributes and competencies

• Externally recruited CSAs should be distinguished scientists or engineers. They should have a deep science and/or engineering knowledge and be able to work across a range of science and engineering fields; including operating with confidence outside of their own particular discipline.
• CSAs need to provide visible leadership, set direction and provide strategic planning for all science and engineering-related matters in their department. This may require them to retain some independence and to offer strategic challenge
• CSAs must be able to understand how the hierarchies and power networks operate within the Civil Service, and how to have impact within them. They also need to identify the levers within their own department, such as the incentives that will really excite policymakers and officials about an idea
• CSAs need the ability to build partnerships and networks and build respected authoritative groups. They should be excellent communicators and collaborators, building strong working links with senior people across government
• Have had experience of representing an organisation and the capability to take part in discussions/negotiations, including at international level
• CSAs need an understanding of what is going on in the world of research and bring the best of it into the department
• Have experience of management and administration and responsibility for overseeing a science and research budget
• CSAs need to be able to identify innovative, entrepreneurial and business development opportunities; and to exploit the assets produced as a part of their work, for societal and economic gains
• CSAs need to understand the use of futures and horizon scanning techniques, to identify upcoming science, engineering and technology of interest to their department

Advertising

It was agreed by government in 2018 that all CSA positions should be advertised externally. Advertising should endeavour to reach a diverse range of potential applicants. The Government Office for Science can advise on suitable media for advertising posts.

The appointment process

The GCSA should be involved in the appointment of CSAs, including membership of the selection panel. Departments should put in place appropriate procedures to facilitate this.

Annex B – Key documents and websites

Civil Service Code www.gov.uk/government/publications/civil-service-code 

Code of Practice for Scientific Advisory Committees  www.gov.uk/government/publications/scientific-advisory-committees-code-of-practice

Concordat to Support Research Integrity https://www.universitiesuk.ac.uk/policy-and-analysis/reports/Pages/research-concordat.aspx

Council for Science and Technology www.gov.uk/cst  

Freedom of Information Act www.gov.uk/make-a-freedom-of-information-request 

Government Office for Science: Foresight www.gov.uk/government/collections/foresight-projects

Government Science and Capability Review https://www.gov.uk/government/publications/government-science-capability-review

Government Science and Engineering Profession www.gov.uk/government/organisations/civil-service-government-science-engineering 

Map of Science Advisory Councils/ Committees and Arm’s Length Bodies https://www.gov.uk/government/publications/scientific-advisory-committees-code-of-practice/map-of-scientific-advisory-committees-councils-and-arms-length-bodies-associated-with-government-departments

Science and Innovation Network www.gov.uk/government/world/organisations/uk-science-and-innovation-network 

Scientific Advisory Group for Emergencies www.gov.uk/government/groups/scientific-advisory-group-for-emergencies-sage 

Seven Principles of Public Life www.gov.uk/government/publications/the-7-principles-of-public-life 

UK Science & Technology Framework https://www.gov.uk/government/publications/uk-science-and-technology-framework

Universal Ethical Code for Scientists www.gov.uk/government/publications/universal-ethical-code-for-scientists

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1. https://www.gov.uk/government/organisations/council-for-science-and-technology ↩

2. www.gov.uk/go-science ↩

3. economists, operational researchers, social researchers, statisticians ↩

4. https://www.gov.uk/government/organisations/civil-service-government-science-engineering ↩

5. https://www.gov.uk/government/collections/areas-of-research-interest ↩

6. https://ari.org.uk/ ↩

7. https://www.gov.uk/government/publications/writing-and-using-areas-of-research-interest ↩

8. https://www.universitiesuk.ac.uk/policy-and-analysis/reports/Pages/research-concordat.aspx ↩

9. https://www.gov.uk/government/publications/implementing-the-concordat-to-support-research-integrity-within-government/guidance-to-implement-the-concordat-to-support-research-integrity-within-government ↩

10. https://www.gov.uk/government/groups/scientific-advisory-group-for-emergencies-sage ↩

11. https://www.gov.uk/government/publications/the-central-government-s-concept-of-operations ↩

12. https://www.gov.uk/government/publications/uk-science-and-technology-framework/the-uk-science-and-technology-framework#international-opportunities ↩

13. https://www.gov.uk/world/organisations/uk-science-and-innovation-network ↩

14. futures@go-science.gov.uk ↩

15. https://www.gov.uk/government/groups/futures-and-foresight ↩

16. https://www.gov.uk/government/publications/scientific-advisory-committees-sharing-good-practice ↩

17. https://www.gov.uk/government/publications/science-advisory-councils-review-2013 ↩

18. https://www.gov.uk/government/publications/scientific-advisory-committees-code-of-practice/map-of-scientific-advisory-committees-councils-and-arms-length-bodies-associated-with-government-departments ↩

19. https://www.gov.uk/government/publications/scientific-advisory-committees-code-of-practice ↩

20. https://www.gov.uk/government/publications/scientific-advisory-committees-sharing-good-practice ↩

21. CSAnetworks@go-science.gov.uk ↩

22. https://www.gov.uk/government/organisations/civil-service-government-science-engineering/about/our-governance ↩

23. gse@go-science.gov.uk ↩

24. CSAnetworks@go-science.gov.uk ↩