Why we need analytical skills in local government
It’s no secret that the pandemic demonstrated first-hand the potential of data. The data opportunity is now well-recognised as an enabler – particularly for the efficiencies and transformation currently being sought within local government.
In light of the financial pressures and challenges facing local government, from adult social care to homelessness to climate change, we are seeing many local authorities embark on transformation journeys. In this context, data is absolutely crucial; to inform and prioritise activities, to design and deliver targeted services based on users’ needs, and to track progress.
Data as an asset
London local government is committed to delivering outstanding public services and supporting our communities to thrive. To truly be able to achieve that we need to use all of the assets, tools and methods at our disposal. Data is one of our most valuable assets that can help us deliver better outcomes for Londoners.
Specifically, data can help us to:
- Design and deliver better services
- Improve policy-making
- Enhance innovation
- Increase knowledge and access
- Build public trust
So what does this have to do with skills?
The fact that data is being increasingly recognised as a key asset for local authorities is welcomed, but to effectively address current and future challenges, local authorities need a workforce equipped with analytical skills to get the most out of their data. Whilst London boroughs are developing their own workforce strategies, to date, we have lacked a consistent London-wide approach around analytical skills.
The LOTI Data Leaders Network reported issues including:
- lack of clarity on analytical roles, skills, and career progression
- inconsistencies in skills and pay bands across analytical roles
- issues with retention
- attracting talent with a consistent set of skills
We also discussed a need for a shift in how the analytical profession is viewed and valued to attract the skills and talent required to deliver the necessary insights and value. It feels like there is an opportunity to better professionalise the industry and pave forward clear paths for career progression and development (within any individual borough and elsewhere).
Introducing LOTI’s Pan-London Analytical Capability Framework
LOTI, in collaboration with the Data Leaders Network, has developed an Analytical Capability Framework designed to outline those core skills required of local government analysts or similar analytical roles.
An added level of complexity is that many local authority setups include corporate analysts as well as analysts embedded within various services across the organisation. What we therefore wanted to create was a framework that would be recognised as the foundations for an analytical role, acknowledging that service-specific knowledge and skills will be required in addition.
Westminster City Council had begun developing an internal capability framework to address this so LOTI wanted to build on this and create something that could be used across the LOTI community. It covers technical skills, analytical competencies and general competencies, structured into different levels of responsibility (Levels 1, 2 & 3).

What can the framework be used for?
- Recruitment and selection: to help create consistent and attractive job descriptions/person specifications and support shortlisting processes.
- Performance management: to create consistent standards of performance and technical skills levels required for different roles.
- Training and development plans: to support individuals’ development plans and identify training opportunities.
- Career development: to acquire the skills and knowledge needed to progress into your next role.
- Organisational development: to support the organisational training programme.
In Summary
Having a shared understanding across London local government provides better consistency and is an important step towards building an accepted and respected analytical profession and to support career progression in this field.
Our hope is that the Pan-London Analytical Capability Framework will provide specific support to individuals working in analytical roles, line managers and hiring managers, whilst also giving everyone a crucial insight into analytical roles in local government; what they do and why they are important.

Anna Humpleby