Example of a winning AiG Award nomination
Nominations for the 7th annual Analysis in Government (AiG) Awards are now open!
This is an example of a winning nomination by the Crisis Data Liaison Officer (DLO) Network in the Collaboration Award category from the fourth Analysis in Government (AiG) Awards.
Nominee
Crisis Data Liaison Officer (DLO) Network (multiple teams across government brought together by this group)
Title of work
Crisis Data Liaison Officer (DLO) Network
Category
Collaboration
Summary (up to 150 words)
The Crisis Data Liaison Officer (DLO) Network is a cross-government group of 40 crisis, data and analysis specialists, volunteering their time in addition to demanding crisis response roles, to identify and improve approaches to sharing data and analysis for the most significant risks facing the UK. The network is the first of its kind in government, and is transforming the way that data is brought into the centre for crisis preparedness and response, sharing knowledge and best practice between previously disparate teams, and driving forward the professionalisation of crisis analysis.
Main nomination description
Remember: The word limit for the main nomination description has been reduced from 1,000 to 750 words for the 2026 AiG Awards. Judges are interested in evidence of impact and outcomes, not the length of a nomination. Please see our edited version below for how this nomination might look if submitted this year.
The Crisis Data Liaison Officer (DLO) Network is a cross-government (x-HMG) group of 40 crisis, data and analysis specialists, volunteering their time in addition to demanding crisis response roles, to identify and improve approaches to sharing data and analysis for the most significant risks facing the UK. The network is the first of its kind in government, and transforming the way that data is brought into the centre for crisis preparedness and response, sharing knowledge and best practice between previously disparate teams, and driving forward the professionalisation of crisis analysis. Members work across government and specialisms, developing a capability proven during crises such as:
- the evacuations of Sudan and Niger
- London Bridge
- industrial action
- wildfires on the Greek Islands
- the crisis in the Middle East
The significant contributions of this group have already been recognised by its champions, including the UK National Statistician, the Government Chief Scientific Advisor and the Deputy National Security Advisor for Intelligence and Security, as well as by the Directors of Cabinet Office Briefing Rooms (COBR) Unit, the Joint Data and Analysis Centre (JDAC) and the National Situation Centre (SitCen). However, the DLO Network is yet to receive formal recognition across government for its work. An Analysis in Government Award would be an excellent way to acknowledge the contributions of its members and shine a spotlight on this exceptional example of collaboration.
The DLO Network meets the award criteria in several ways.
Collaboration with stakeholders
The DLO Network originates in a collaboration between the SitCen and Office for National Statistics (ONS). Both teams realised that there was a need for collaborative space convening those working in crisis data, particularly for National Security Risk Assessment-level risks, with multi-sectoral impacts across civil contingencies and national security requiring inputs by teams dispersed across multiple departments and across policy, crisis and analytical specialisms. Initial scoping work showed that other partners had noticed a similar gap.
ONS colleagues contacted the National Statistician, who asked departmental Directors of Analysis to appoint a DLO representative. Since then, the network has gone from strength to strength, rapidly increasing the unique breadth of stakeholders represented across domestic and international policy, national security, operations, and analysis. It has membership across each government department and Devolved Administration (DAs), as well as relevant agencies, advisory offices, and Arms Length Bodies (ALBs), also reaching into academia, industry and intelligence through its membership. Its impacts in just two years are inspiring other sectors in government to explore a similar approach, and international partners are consistently impressed by the x-HMG data sharing which this group supports. Next steps for the network include increasing membership to 80, being trusted partners in the x-HMG rollout of the novel risk mapping tool Risk and Insight Navigator (RaIN), and bringing key international and industry partners to speak at group meetings.
Collaboration which improved data and methods
The network has had a substantial impact on data and methods for crises, both through shared projects and bilateral engagement facilitated through the network. One of the biggest projects has been its contribution to the SitCen Data Strategy, mapping data and analysis against all National Security Risk Assessment (NSRA) risks for use during crisis preparedness and response. The network played a key consultative and enabling role in this process, advising SitCen on the methodology, with each DLO leveraging their internal networks to identify key data, agree one version of the truth, and escalate persistent data gaps. With this support, SitCen now has around 600 mapped datasets, with rapid response plans expected for two thirds of NSRA risks by summer 2024.
By encouraging sharing best practice, experience and innovation, the network has linked up data practitioners on joint data projects, such as SitCen-Department for Transport (DfT) collaboration on mobility data and GCHQ’s advice to departments on the use of a data set as part of the innovative PHAROS project. It also supported the review of ONS’s published Principles for Crisis Data Sharing, and is now working to identify and address barriers to their implementation.
Collaboration which enhanced insight and understanding of the findings of analysis
The network has substantially enhanced the quality and availability of analytical insight and understanding for COBR, other Ministers, and officials during civil contingency and national security crises. There have been multiple occasions during COBRs where reference to timely analysis curated in partnership with DLOs has changed the direction of the discussion. The group’s activities have pushed forward resilience and preparedness, for example, connecting and utilising x-HMG data assets to address a challenging and persistent data gap on British Nationals abroad, which have progressively improved situational awareness for responses on important international issues.
It also promotes capability development during peacetime. For example, insights from the group are mapped into SitCen’s RaIN tool, allowing deeper analysis of the risk landscape, targeted data acquisition and providing a knowledge base from which to draw in future crises.
Ways of working which enabled effective collaboration
The group is the first crisis data network of its kind, and all the more notable for the scale of its impacts, the challenges faced by comparable governments, and the fact that its members are volunteers. The collaboration and improvements to data and insights outlined above are facilitated through quarterly meetings to share best practice and progress shared projects, with smaller sub-groups and bilateral discussing bespoke areas of more complex collaboration. For example, the DA DLO subgroup explores use cases, ways of working and gateways for data sharing between the four nations during crises.
The group has dramatically cut the time required to work cross-government to identify a timely single source of data in a crisis, and on many occasions makes insights available which otherwise would not have been possible. However, the group will soon extend its focus to another key enabler: welfare. While this is important for all staff, it is particularly vital for those working in high-pressure crisis scenarios, where support might not always be available through traditional analyst channels. We hope that once again this network might provide part of the solution.
We used Copilot to reduce this example to fit the new 750-word limit, focusing on removing repetition, tightening the origin story, and reducing future aspirations while preserving the evidence of impact. Here’s a condensed version that retains the strongest elements of the nomination:
The Crisis Data Liaison Officer (DLO) Network is a cross-government group of 40 crisis, data and analysis specialists who volunteer their time, alongside demanding crisis response roles, to improve data sharing and analytical collaboration for the UK’s most significant risks.
The network is the first of its kind in government and is transforming how data and analysis support crisis preparedness and response. It connects previously disparate teams, promotes knowledge sharing and best practice, and advances the professionalisation of crisis analysis. Members have supported responses including the Sudan and Niger evacuations, industrial action, wildfires on the Greek islands, the London Bridge incident and the crisis in the Middle East.
Its contributions have already been recognised by senior leaders including the National Statistician, the Government Chief Scientific Adviser, the Deputy National Security Adviser for Intelligence and Security, and the leadership of COBR Unit, the Joint Data and Analysis Centre and the National Situation Centre (SitCen). An Analysis in Government Award would provide formal recognition of an outstanding example of cross-government collaboration.
Collaboration with stakeholders
The DLO Network was established through collaboration between SitCen and the Office for National Statistics (ONS). Both organisations identified a need to bring together specialists working on crisis data and analysis across government, particularly for complex risks requiring contributions from multiple departments, professions and policy areas.
Following support from the National Statistician, departmental Directors of Analysis nominated representatives. The network now includes members from every government department and Devolved Administration, alongside agencies, advisory bodies and arm’s length organisations. It also benefits from links into academia, industry and the intelligence community.
In two years, the network has become a trusted forum for sharing expertise, identifying opportunities for collaboration and strengthening data preparedness. Its success is influencing similar approaches elsewhere, and international partners have highlighted the effectiveness of the data sharing it supports.
Collaboration improving data and methods
The network has delivered significant improvements to crisis data and analytical methods through both collective projects and bilateral partnerships.
One of its most important contributions has been supporting the SitCen Data Strategy by helping map data and analysis against National Security Risk Assessment risks. Network members advised on methodology, coordinated engagement within their departments, identified key datasets and highlighted persistent evidence gaps.
This collaborative effort has enabled SitCen to establish a comprehensive picture of available crisis data and improve readiness for future emergencies.
The network has also encouraged innovation and knowledge sharing. Examples include SitCen and Department for Transport collaboration on mobility data and GCHQ support to departments participating in the innovative PHAROS project. Members also contributed to the review of ONS Principles for Crisis Data Sharing and are helping identify barriers to implementation.
Collaboration enhancing insight and understanding
The DLO Network has strengthened the quality, accessibility and use of analysis during crises, improving decision making for COBR, ministers and officials.
On multiple occasions, timely analysis coordinated through the network has informed high-level discussions and influenced crisis response. The network has also improved resilience and preparedness by connecting data assets across government.
For example, members worked together to address a long-standing gap in understanding the location and movement of British nationals overseas. This has improved situational awareness and supported responses to significant international events.
The network’s expertise is also being embedded into longer-term capability development. Insights generated through the group contribute to SitCen’s Risk and Insight Navigator (RaIN), helping government better understand risks, target data acquisition and build a stronger evidence base for future crises.
Ways of working enabling effective collaboration
The DLO Network is unique within government. Despite operating through volunteers, it has generated substantial and lasting improvements in data sharing, crisis analysis and cross-government collaboration.
Its success is enabled through quarterly meetings, focused working groups and regular bilateral engagement. These arrangements help members share best practice, develop common approaches and address complex challenges. One example is the Devolved Administrations subgroup, which explores data-sharing approaches and operational lessons across the four nations.
The network has significantly reduced the time needed to identify trusted data sources during crises and has enabled insights that would otherwise have been difficult to obtain.
By bringing together expertise from across government, fostering innovation and strengthening analytical capability, the DLO Network has become a vital part of the UK’s crisis preparedness and response infrastructure, demonstrating how collaboration can improve outcomes for government and citizens.
This version is approximately 717 words and so sits comfortably within the new word limit while preserving the strongest evidence against the Collaboration Award criteria.
This example was originally submitted under a previous AiG Awards word limit of 1,000 words. To reflect the current 750-word limit, we have shortened it while retaining the elements that made it successful.
In the revised version we:
- Reduced background information about how the network was established
- Removed some detailed examples of projects, stakeholders and future plans
- Combined similar points to avoid repetition
- Focused on the strongest evidence of collaboration, impact and outcomes
- Prioritised examples that demonstrated clear benefits for decision-makers and crisis response
- Kept the structure aligned to the award criteria, making it easy for judges to follow
The key lesson is that successful nominations do not need to include every achievement. The strongest submissions focus on the most compelling evidence, demonstrate clear impact, and explain why the work matters.
If you need help getting started, we’ve also developed a collection of AiG Awards AI prompts to help you draft, improve and refine your nomination. The prompts can help you structure your evidence, strengthen impact statements, reduce word count and tailor your submission to the award criteria. They are designed to support nominees at every stage of the process, whether you’re writing a nomination from scratch or polishing a near-final draft.
View the AiG Awards AI prompts and nomination support resources on our Writing a winning nomination page.
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