Economist

Professional/ Specialist Skills Framework

Effective from April 2007

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ECONOMISTS PROFESSIONAL COMPETENCE FRAMEWORK

The Profession Competence Framework for the Government Economics Service (GES) is based
around:

 entry requirements;
 continuous professional development (CPD) requirements;
 with an economics ‘core’
 PSG Core Skills; and
 professional expertise.

Further details on the above items are given below.

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 Overview of GES Professional Entry and CPD Standards

Entry via: Entry Entry Entry

requirement: requirement: requirement: CPD: CPD:
qualification applied PSG core skills Economics Other (50 hours)
economics including career grouping
expertise relevant to current
post (see below)
Temporary Central 2:1 N/A N/A 50 hours a year: identify and Not specified by GES
Provisional recruitment Economics fill gaps in the GES core of
Assistant economics
Economist OR OR

(51 week Departmental MSc

contract) recruitment Economics (if
1st degree 2:2,
former DCA or other
Span 5 subject)
Assistant Economics 2:1 N/A N/A 50 hours a year: identify and Fast Stream Development
Economist Fast Stream Economics fill gaps in the GES core of
economics
Faststreamer OR

MSc
Economics (if
1st degree 2:2,
or other
subject)

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Economic Central 2:1 Substantial People 50 hours a year: identify and Awareness of the
Adviser recruitment Economics proven Management fill gaps in the GES core of Professional Expertise for
competence in economics plus acquire or Operational Delivery Staff at
Former DCA OR OR applied Financial maintain the equivalent of a G7
Spans 8 or 9 economics as a Management post-graduate level of
Departmental MSc professional competence in an economic OR
recruitment Economics (if economist Project & specialism determined by
1st degree 2:2, Programme the relevant government the Professional Expertise
or other Management department for Policy Delivery Staff at
subject) G7
Analysis & Use of
Evidence OR

the relevant Corporate

Services framework

SCS Departmental 2:1 Very substantial People 50 hours a year: identify and Professional Expertise for
Economist recruitment Economics proven Management fill gaps in the GES core of Operational Delivery Staff at
OR competence in economics plus maintain the SCS PB1
MSc applied Financial equivalent of a post- OR
Economics (if economics as a Management graduate level of Professional Expertise for
1st degree 2:2, professional competence in an economic Policy Delivery Staff at SCS
or other economist Project & specialism determined by PB1
subject) Programme the relevant government OR
Management department the relevant Corporate
Services framework
Analysis & Use of
Evidence

Strategic
Thinking

Communications
& Marketing

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 Summary of GES Recruitment and CPD standards

Recruitment standards

All members, for entry, must have a 2.1 honours bachelors degree (or international equivalent) with
at least 50 per cent of economics in the two final years (or equivalent); or a Post Graduate Diploma
(or equivalent) or a Masters degree in economics, including a substantial amount of taught macro
and microeconomics.

Temporary Assistant Economic Assistant candidates recruited by the central GES team will have
had achieved a just failed on the GES Economic Assessment Centre, and so will not have been
allowed to progress to the Faststream Assessment Centre. There is no central GES guidance for
departmental recruiting of Temporary Provisional Assistant Economists. The Economics and
Statistics Division, when recruiting directly for Temporary Assistant Economic Assistants has
required successful candidates to meet former DCA Competencies 1 through 5 at Level One
(which appear to be at a lower level than the equivalent Faststream Competences), and Specialist
Skills (former DCA Competence 7) at the same level as the GES Assistant Economist Recruitment
Standards for Economics. These posts are considered developmental, and are only offered for 51
weeks. For a permanent post as an Economic Assistant, Temporary Provisional Assistant
Economists must successfully meet the same competencies as Economic Assistants. Note: The
GES recruitment standards in Economics for Temporary Provisional Assistant Economists are
lower than the standards that have been applied by the Economics and Statistics Division at the
former DCA. However, all Temporary Provisional Assistant Economists that have been recruited
directly by the former DCA have gone on to successfully sit the Economics Faststream, whereas
this has not been the case for Temporary Provisional Assistant Economists at the former DCA who
have come to us via central GES recruitment.

Economic Assistant candidates must meet the competences set out for the GES Economic
Assessment Centre and the Fast Stream Assessment Centre.

Economic Adviser candidates must demonstrate substantial proven competence in applied

economics as a professional economist. They must show that they have engaged in effective CPD
to maintain their competence in the GES Core Economics Knowledge, that they have the GES
Core Economics Skills, and that they are capable of a post- graduate level of competence in
applied economics. They must also demonstrate that they are capable of meeting the PSG Grade
7 core skills requirements.

SCS economist candidates must demonstrate very substantial proven competence in applied
economics as a professional economist. They must show that: they have engaged in effective
CPD to maintain their competence in the GES Core Economics Knowledge; they can demonstrate
the equivalent of a post-graduate level of competence1 in applied economics; they have the GES
Core Economics Skills; they meet the GES SCS economics competences. They must also meet
the PSG SCS core skills requirements, and provide evidence of experience in more than one of the
three areas of government activity (corporate services delivery, operational delivery and policy
delivery).

CPD standards

Every member of the GES is expected to maintain the GES Economics Core Knowledge and
Skills. At any point in time, everyone will have gaps in their knowledge and so this core is used to
guide continuous professional development. To maintain these competences the GES guideline for
CPD is 100 hours overall with at least 50 hours on economics.

1
Note that ‘equivalent’ may be through experience or through completing appropriate GES Approved programmes (e.g.
GES Advanced/Specialist ‘M-Level’). DfID requires a Masters qualification for entry, but there is no general GES
requirement for a formal post-graduate award.

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Economic Advisers and above are also expected to gain or maintain the equivalent of a post-
graduate level of competence in an economics specialism determined by the relevant government
department(s). It is good practice for departments to publish and maintain an appropriate syllabus.
Advisors will be expected to continue to develop the PSG core skills (G7), addressing any
development needs, and to develop an awareness of the professional framework relating to the
area of government activity where their post is located. The Professional Expertise for Policy
Delivery Staff G7 framework and the Professional Expertise for Operational Delivery Staff G7
framework can be found further below. The skills highlighted by shading are of particular
importance. If the post is in Corporate Services delivery, the adviser should refer to the relevant
professional framework.

SCS economists are expected to maintain 50 hours economics CPD a year, and to continue to
develop the PSG SCS core skills. They are also expected to acquire all the skills in the
professional framework relevant to the area of government activity where their post is located. The
Professional Expertise for Policy Delivery Staff SCS framework and the Professional Expertise for
Operational Delivery Staff SCS framework can be found on pages 11 and 13 respectively. If the
post is in Corporate Services delivery, the adviser should refer to the relevant professional
framework. Due to GES requirements, some SCS economists may take longer than their policy
colleagues to acquire the full set of skills.

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 The GES Economics Core

This core was developed from the QAA Subject Benchmarks for Economics to form the GES
threshold of competence in economics2.

Core Economics: Knowledge

This is listed in, and maintained by, the GES Core Economics ‘Update and Refresher’ syllabuses
(H-Level): http://members.ges.gov.uk/resources/207516/refresher_syllabus.pdf (accessible only by
GES members)

There are five core areas: Macroeconomics

Microeconomics
EU and International Economics
Econometrics and Data
Effective Communication for Economists

Core Economics: Skills

GES members need to demonstrate that they:

 keep abreast of developments in economic theory & practice and can briefly describe different
methodological approaches
 identify opportunities for economic analysis to make a contribution to policy development and
appraisal
 can select and apply appropriate economic concepts, use model-based argument and other
standard techniques to address issues and problems.
 apply economics to offer workable solutions, taking into account opportunity cost and impact
assessment; incentives; the specific context of policy advice, diversity and distributional
implications.
 assess the reliability and relevance of evidence and give objective evidence-based advice
 are able to synthesise technical papers
 communicate complex technical ideas and arguments in ways which non-economists can
readily understand

Guidelines on using Government Economic Service Continuous Professional Development

(CPD) Summary Records

The GES recommended guidelines relating to the use of GES CPD records are:

For GES Trawl posts, a GES member’s signed GES CPD Summary Record should be included as
part of the documentation to be submitted. From June 2007 this will be for the past two years, as is
usual for signed performance appraisals (except of course where less than this time has been
served in the GES).

GES CPD Summary Records are to be used as qualitative information only; more hours of CPD
does not mean more CPD. The relevant criterion is the ability to show that one has learnt from
CPD. The CPD Summary Record is ‘merely’ to inform the interview process and to assist the panel
in reaching a judgment on a candidate’s potential for the post in terms of knowledge and
application of economics.

Where GES economists are competing with non-GES members for posts the latter should not be
disadvantaged by not having submitted a GES CPD Summary. But, where CPD is to be weighed
by a panel in reaching its judgment, the GES Summary Record may be used as evidence

2
See http://www.qaa.ac.uk/academicinfrastructure/benchmark/honours/economics.asp

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(according to the criterion above of being able to show learning), as might other forms of evidence
for all candidates.

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 Assistant Economist Recruitment Standards

Economics

The three criteria used for the GES Economic Assessment Centre (EAC) Fast Stream recruitment
are ‘Knowledge, Application and Communication’ of economics.

Knowledge is broadly what a UK honours graduate majoring in economics should know3. All
candidates should have access to the GES core syllabuses and can expect questions from any
part of these syllabuses.

Application is the identification of the relevant economics and its effective use in elucidating real
world issues and evaluating the policy options.

Communication requires good use of English and is particularly focused on the candidate’s
potential for explaining economic outcomes to non-economists.

For a complete specification of the EAC recruitment criteria see the EAC Handbook.

Non-Economic Skills

The Cabinet Office Fast Stream Assessment Team sets the non-economic competences that are
required by all fast stream recruits. These are:

Drive for results

How you plan and prioritise, your ability to solve problems and how you deal with setbacks

Learning and improving

How you learn from your experiences, your adaptability, and how you seek to improve your
performance

Decision-making
Your ability to analyse, to think critically, to take decisions and give advice

Constructive thinking
Your ability to think creatively and to develop innovative solutions

Building productive relationships

Your ability to build productive relationships and achieve goals through these relationships

Communicating with impact

Your ability as a communicator, to influence and negotiate

3
This is based on the QAA Subject Benchmarks for Higher Education, see paragraph 5 of the GES Learning
and Development Framework below, and assuming at least 50 per cent of time spent studying economics
after the first year of a degree.

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 Economic Adviser (Grade 7 or 6) Recruitment Standards

Economics

GES Economics Core Knowledge:

 Macroeconomics
 Microeconomics
 EU and International Economics
 Econometrics and Data
 Effective Communication for Economists

GES Economics Core Skills:

You will need to demonstrate that you:
 keep abreast of developments in economic theory & practice and can briefly describe different
methodological approaches
 identify opportunities for economic analysis to make a contribution to policy development and
appraisal
 can select and apply appropriate economic concepts, use model-based argument and other
standard techniques to address issues and problems
 apply economics to offer workable solutions, taking into account opportunity cost and impact
assessment; incentives; the specific context of policy advice, diversity and distributional
implications
 assess the reliability and relevance of evidence and give objective evidence-based advice
 are able to synthesise technical papers
 communicate complex technical ideas and arguments in ways which non-economists can
readily understand

Post-graduate capability
Candidates must demonstrate that they are capable of a post- graduate level of competence in any
area of applied economics.

PSG Core Skills

Candidates must demonstrate that they are capable of meeting the PSG core skills:

Analysis & use of evidence

Financial management
People management
Programme & project management

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 SCS Economist Recruitment Standards

Economics

GES Economics Core Knowledge and Skills

A post-graduate level of competence in applied economics (if a department wishes to specify
certain areas of economics for a particular post this must be made clear to candidates from the
outset)

plus

Management of professional economists:

 sets direction for economists in team
 supports economists’ Continuous Professional Development, and leads by example

Management of economics work

 sets direction for economics work programmes
 provides quality control and constructive feedback
 provides technical input as required

Strategic use of economics

 applies knowledge of economics to influence the strategy of the department
 links output of research programmes to policy outcomes
 uses economics to challenge constructively

Communication of economics
 is able to synthesise and present technical arguments from a range of sources both verbally
and in succinct prose

PSG SCS Core Skills

Analysis & use of evidence

Financial management
People management
Programme & project management
Communication & Marketing
Strategic thinking

PSG Wider Experience

experience in more than one of the three areas of government activity:
 corporate services delivery
 operational delivery
 policy delivery

SCS Leadership Qualities

 Capability
 Direction
 Integrity
 Results

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 PSG Core Skills For All Staff at Grade 7

People Management Financial Project and Analysis and Use of

Management Programme Evidence
Management
Understands and Can describe the Understands and uses Identifies and uses
communicates the organisation’s PPM techniques, various sources of
organisation’s business model and including risk evidence [and
priorities, and ensures identify own management, feedback] to support
people’s objectives are contribution to its outputs
aligned with them financial objectives

Coaches & develops Ensures personal Understands and Understands the

individuals, & manages delivery against plan, contributes to validity, relevance and
own development and forecasts definition and delivery limitations of different
accurately. Sets and of programme benefits sources of evidence
influences stretching and business case
targets for improving development
the value achieved
from resource inputs
(people, budget and
assets).
Employs a range of Works confidently with Plans and delivers Uses evidence to
appropriate techniques financial data when strong relationships evaluate policies,
to promote equality of making decisions: with stakeholders projects &
opportunity and interpret trends, issues ensuring that the programmes
diversity and risks in routine organization is a
and, where respected customer
appropriate, and provider
investment appraisals.
Recognises and Leads by example Understands the Understands and can
rewards good when incurring purpose and use of interpret the most
performance, & tackles expenditure and Peer and OGC commonly used
poor performance managing business Gateway Reviews™ methods for
relationships and risks. summarising data
Promotes and
enforces appropriate
business rules.
Knows how and when Engages with finance Engages with PPM Engages with
to engage with HR experts, and knows experts, and, in relevant experts to
experts in tackling when to provide them acquisition projects, gather and evaluate
people issues with routine or procurement / evidence
exceptional commercial experts
information

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 PSG Core Skills For All Staff At SCS PB1

People Financial Project and Analysis and Strategic Comms &

Management Management Programme Use of Thinking Marketing
Management Evidence
Develops Influences the Takes Predicts and Understands Uses
team organisation’s responsibility secures can explain communicatio
capability in business for definition & appropriate Ministry’s ns and
line with model and is successful evidence as a strategy and marketing to
business plan adept at delivery of basis for priorities. put the citizen
and communicatin programme decisions, at the heart of
organisational g it to internal benefits including policy
vision and external through cost testing for development
audiences. effective deliverability and
measurement and preparing operations.
processes. for evaluation
Can oversee
development
& delivery of a
viable
business
case.
Coaches & Plans, agrees Anticipates, Links Understands Understands
develops & monitors the manages and evidence with govt. and uses
individuals delivery of monitors specific priorities, cross
and teams for stretching programme / outputs to wider policy departmental
high targets. project risks, challenge environment & customer
performance Identifies & including by decision- institutional segmentation,
implements using market making, and constraints. identifies
innovative knowledge identifies Translates consumer/citiz
ways to and networks ways to overall en needs and
improve improve its strategic understands
efficiency & quality & use direction of the range of
effectiveness Dept & Govt communicatio
in the use of as a whole n channels
resource & into effective
assets. delivery of
own work
area
Champions Interprets a Ensures Champions Identifies, Aligns policy
equality & wide range of effective use of a understands and delivery
diversity, & financial communicatio variety of tools and takes with clear
promotes best information ns with in collecting account of key communicatio
practice (including stakeholders and analysing strategic ns objectives
corporate evidence, drivers and
financial balancing affecting the measurement
reports) to needs and delivery criteria
make concerns of system,
management users and including the
decisions. suppliers potential
Competent impact of ICT
when
approving
investment
appraisals.
Manages Provides Ensures OGC Ensures Understands Understands
change assurance to Gateway™ deployment of and deploys a the wider

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effectively the Board on reviews are evidence is range of ministerial and
identifying the commissioned consistent strategic communicatio
resistance, achievement and with wider analysis tools ns agenda
building of the highest contributed government across the
engagement standards of requirements Ministry and
& internal Government
involvement, controls &
& rewarding public sector
innovation. governance.
Works in Works in Works in Works in Works in Works in
partnership partnership partnership partnership partnership partnership
with HR with finance with PPM with a wide with internal with
experts to experts to experts to range of and external communicatio
achieve achieve achieve analytical strategy ns and
organisation’s organisation’s organisation’s experts to experts to marketing
goals goals goals achieve achieve experts to
organisation’s organisation’s achieve
goals goals organisation’s
goals

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 Professional Expertise for Policy Delivery Staff at G7

Policy Design Policy Delivery Partnership Strategy Sector

Working & (G7 only) Knowledge
Stakeholder
Management
Build a team with Demonstrate an Ensure my team Create Keep up to date
appropriate skills understanding of understand and strategy with
and inter- parliamentary anticipate the needs using developments
disciplinary process , public of ministers. Influence evidence that affect the
working and accountability, effectively, as based best sector and
involve relevant and the roles of appropriate, at EU practice. anticipate what
expert individuals ministers and level. may affect it in
and civil servants future
organisations in
policy design,
including those
with expertise in
delivery
Design policies Develop Ensure my team Use and test Understand
that take account innovative, but knows how to engage new regulatory and
of legal realistic delivery effectively with strategic other policy
environment, EU plans (in line with partners / tools and impacts in my
considerations, RIA stakeholders, frameworks area
and guidance on requirements) understands their
policy/regulatory needs and aspirations
appraisal and develops
including appropriate
effective solutions /
anticipation of improvements.
risk Creative use of
communication
mechanisms to
inform, consult, and
influence partners/
stakeholders
Know who the Ensure policies, Develop and Understand
customers are programmes and encourage the wider
and their services stay on relationships between strategic
concerns track and individuals, teams environment
delivered desired and business units and make
outcomes inside in my appropriate
efficiently organisation and resource
beyond. Know how decisions
and when to
contribute to cross
cutting work
Understand Provide advice Constructive
delivery on the ly challenge
mechanisms and presentation and existing
demonstrate implementation strategies
awareness of of policies that is
what is effective consistent with
in delivering the principles
policy outcomes and mechanisms
on the ground of accountability
Generate a Produce Apply

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Policy Design Policy Delivery Partnership Strategy Sector
Working & (G7 only) Knowledge
Stakeholder
Management
range of policy influential advice lessons
options and and briefing learned from
appraise them success and
based on the failure
evidence

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 Professional Expertise For Policy Delivery Staff at SCS PB1

Policy Design Policy Delivery Partnership Working Sector Knowledge

& Stakeholder
Management
Steer the design of a Ensure staff Work with ministers Identify areas that
range of policies understand and their private need cross-cutting
taking account of legal parliamentary process offices to ensure work and develop
environment, EU and the roles of policy meets their effective solutions
considerations, and ministers and civil expectations
guidance on servants. Influence
policy/regulatory effectively, as
appraisal appropriate, at EU
level.

Confirm that advice, Explain the delivery Facilitate relationships Demonstrate an

recommendations and mechanisms for with a range of people awareness of other
actions within my area policies and how they across government, strategies being
of responsibility take fit with those the wider public sector delivered in the sector
account of what is elsewhere in the and the EU who will or and identify
effective in delivering organisation and may be affected by opportunities to work
policy outcomes on beyond issues within my area, together
the ground and ensure effective
engagement at EU
level.

Ensure that teams Propose realistic, Develop and Identify the different
within my area of innovative and encourage strands of knowledge
responsibility have the evidence based ways relationships between and expertise that
ability to create a to deliver new individuals, teams and need to be drawn on
range of policy objectives effectively; business units inside in addressing issues
options and know how in line with RIA in my organisation in my sector.
to evaluate them, requirements and beyond. Know
based on the how and when to
evidence contribute to cross
cutting work

Apply lessons learned See delivery as an Set clear expectations

from success and integrated part of of my team to
failure across different policy development proactively engage,
policy areas and ensure my team support and develop
work effectively with relationships with
all parts of the partners/stakeholders
delivery chain

Ensure that my team Lead the work to Build and use external
identified and ensure policies, networks and media
anticipates risks in programmes and to champion
devising policies services stay on track departmental or
and, where possible, Agency services and
constantly improve successes

Ensure the Ensure that there is

establishment of inter- an effective
disciplinary teams relationship with

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Policy Design Policy Delivery Partnership Working Sector Knowledge
& Stakeholder
Management
with appropriate mix delivery partners to
of skills monitor delivery

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 Professional Expertise For Operational Delivery Staff at G7

Customer Partnership Organisational Change Information and

Service Working & Performance Management Communication
Stakeholder Management s Technology
Management
Champion Ensure my team Understand the Am open to Understand
customer service understands strategic department drivers and
within team, partner/stakehold environment in change initiatives constraints for
describing what er needs and which the service and encourage successful IT
the future looks aspirations and is delivered team to embrace delivery.
like in terms of develops and contribute
service appropriate where possible
improvements solutions/
and improvements
modernisation
Regularly meet Develop and Identify Evaluate the Make business
with customers encourage information impact of and efficiency
(and relevant relationships needs and, changes on the improvements
staff) to between where possible, business, current through use of IT
understand their individuals, ensure systems processes and
needs at a local teams and are in place to systems
level and raise business units deliver it
awareness of inside in my
products and organisation
services
Identify Raise difficult Structure Implement Broadly
opportunities for issues with business unit to changes understand the
service partners/stakehol deliver key successfully – on whole life cost of
improvements to ders with a view objectives and time and on IT, including
take account of to positive obtain and budget those costs
customer needs resolution. allocate relating to
resources ongoing
operation of
systems and
possible future
infrastructure
enhancements
Share and Develop and use Ensure Support my team Identify and
implement a variety of operational through periods manage
customer service communication continuity and of change, business change
best practice with mechanisms to resilience overcoming any activities required
internal and inform and through effective resistance to support the
external peers consult and risk management successful
influence implementation
partners/ of new or
stakeholders changed IT
solutions
Meet agreed Set targets for
performance delivery and
standards for ensure team’s
customer delivery against
services them, in excess
of targets where
possible
Manage delivery
of internal

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Customer Partnership Organisational Change Information and
Service Working & Performance Management Communication
Stakeholder Management s Technology
Management
projects,
ensuring delivery
to plan and
budget

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 Professional Expertise for Operational Delivery Staff at SCS PB1

Customer Service Partnership Working Performance Information and

& Stakeholder Management – Communications
Management Organisational Technology
Implement systematic Set clear expectations Promote a culture of Use knowledge of
customer feedback of my team, and delivery across the technology and
processes and act on support them, to organisation, seeking industry trends to
feedback to ensure proactively engage, and using best make informed
systems and support and develop practice from other decisions
standards meet relationships with organisations
customer needs partners/stakeholders
Deliver first class Provide ministers with Make use of Effectively perform the
customer service realistic advice about organisational role of senior
characterised by the likely knowledge and responsible officer or
standards set in consequences of interpret information sponsor for ICT
Chartermark [or policy proposals to identify trends and projects
equivalent] set delivery strategy
Develop strategies for Champion partner Develop Identify situations in
ensuring widespread concerns within my organisational which outsourcing of a
understanding of organisation and structure and business or IT
product/service champion our accountabilities to function might be
concerns with support delivery appropriate and
partners agenda and remove provide high-level
obstacles to cross- management of
boundary working outsourcing process
and/or manage the
selection process for
external vendors
Build and use external Develop and agree Where appropriate,
networks and media the resource horizon develop knowledge
to champion through SR management
departmental or negotiations systems/
Agency services and departmental intranet
successes systems to support
performance and
change management

Manage stakeholder Ensure organisational

expectations business continuity
and resilience through
effective risk
management
Ensure teams
understand and use
risk, issue and quality
management
processes
Accept accountability
for delivery of portfolio
of workstreams and
empower workstream
owners to deliver

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