The Department for Work and Pensions (DWP) has formally published its Data Strategy 2023 to 2030, outlining how it intends to modernise the use of data across the largest government department in the UK. The strategy sets a long-term vision for harnessing the department’s vast datasets to improve citizen services, strengthen analytical capability and support broader digital transformation efforts.
According to the published document, DWP believes better data practices will be critical to improving outcomes for the more than 20 million people who interact with its services, while also helping to reduce costs and drive more effective fraud and error detection.
At the heart of the strategy is a vision is moving away from fragmented, siloed information stores toward a model where data is findable, accessible, interoperable and reusable.
DWP also contends that data has a central role to play not only in service delivery but in shaping policy, improving customer experiences and supporting real-time decision-making across the department. The document highlights the shift toward treating data as a strategic asset rather than a passive byproduct of operational systems.
Seven priorities to modernise data at scale
The strategy is structured around seven strategic priorities that are intended to improve how data is created, governed, accessed and used across the department.
First, DWP aims to design data into services and products from the outset, including embedding data standards and interoperability into business applications as they are developed.
A second priority focuses on improving access to data, both within the department and, where appropriate, across government. The strategy commits to making data easier to find, understand and use, while ensuring sharing is lawful, ethical and secure. DWP argues that better access will reduce duplication and enable faster, more informed decision-making.
The department also plans to provide datasets that can be used confidently by analysts, policymakers and operational teams. This includes improving data quality, consistency and documentation so that insight can be generated more quickly and with greater confidence.
Another key strand is the ambition to embed data expertise into multidisciplinary teams. Rather than treating data as a specialist, centralised function, DWP wants analysts, data scientists and data engineers working alongside policy, digital and operational colleagues to support end-to-end service delivery.
The fifth priority centres on modern tools and platforms. DWP plans to invest in data platforms and analytical tooling that support collaboration, automation and self-service analysis, while reducing reliance on legacy technologies that limit flexibility and scale.
Alongside technology, the strategy places strong emphasis on building data capability and literacy across the workforce. This includes clearer career pathways for data professionals, targeted training for non-specialists and leadership accountability for the effective use of data at all levels of the organisation.
Finally, DWP sets out plans to strengthen data governance and leadership. A formal operating model led by the chief data officer will replace more informal arrangements, with clearer ownership, standards and oversight.
Expected impact on services and performance
DWP officials say the strategy will enable faster, more accurate decision-making by embedding data into everyday operations and improving the timeliness of information. Real-time and near-real-time data access is expected to support automated processes, reduce errors caused by poor quality data and help tailor services more precisely to individual needs.
Better data capabilities are also seen as a means to streamline customer journeys, cut down on back-office overheads and reduce the department’s “cost-to-serve” – a key metric for public sector delivery. The strategy sits alongside wider digital and transformation plans within DWP, which include modernising legacy systems and adopting cloud-based technology platforms.
Alongside technical priorities, the strategy emphasises culture change and capability building. It calls for data literacy to be embedded throughout the department’s workforce, with dedicated roles and training to empower colleagues to use data responsibly and effectively.
The strategy acknowledges that realising the vision will be a multi-year journey. DWP says foundational work such as establishing the chief data office and publishing data principles is already underway, but a sustained effort will be needed to scale modern data practices across one of the largest departments in government.
