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Government Operational Research Service: Civil OR in UK Central Government

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Journal of the Operational Research Society

An Erratum to this article was published on 31 January 2008

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Abstract

We describe the increasing importance of UK Civil Government OR and explore possible reasons for its expansion. We consider the organization of OR in Departments using centralized and bedded-out models, and describe the work it does in terms of the areas it covers and the techniques it employs; we also describe some specific projects and discuss the general points that arise from them. We analyse the present state of Government OR in terms of strengths, weaknesses, opportunities and threats, and conclude that the reality has advanced further than corresponding perceptions.

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Acknowledgements

Among GORS colleagues, the author wishes to thank especially Hiroko Plant, Jane Parkin, Geoff Royston and Ruth Kaufman (for helpful discussions) and Alec Waterhouse, Nick Whitehouse, Joyce Brown, Annabelle Smith, James Taverner, Graham Jones and Peter Grove (for information on their projects). Outside GORS, he is grateful to Anne Bateman (Government Economic Service) and Margaret Perry (OR Society) for supplying data; and to Jonathan de Berker (GES) for helpful discussions on a variety of topics.Crown Copyright © HMRC 2007

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Authors and Affiliations

  1. HM Revenue & Customs, London, Somerset House, UK

    H S Turner

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  1. H S Turner
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Correspondence to H S Turner.

Appendix A. Project descriptions

Appendix A. Project descriptions

Table A1

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Turner, H. Government Operational Research Service: Civil OR in UK Central Government. J Oper Res Soc 59, 148–162 (2008). https://doi.org/10.1057/palgrave.jors.2602452

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  • DOI: https://doi.org/10.1057/palgrave.jors.2602452

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