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Delivering Data-Led Local Policy

February 20, 2026

Bonnie Buyuklieva, Jeremy Williams, Selin Zileli, Maria Wood, Martin Gozzi, Veronica-Nicholle Hera, Ayden McKeating and Sarah Chaytor

Local authorities across the UK hold data that could materially improve public services, from planning for net zero to supporting families early and understanding how local labour markets are changing. Yet much of this intelligence remains hard to use in practice. Data is often held in silos, stored in inconsistent formats, and governed for caution rather than collaboration. The result is lost time, duplicated effort, and few opportunities to act timely and impactfully.

Delivering Data-Led Local Policy is a practice-based report from IPPO and UCL’s Department of Information Studies. Rather than assessing ‘data maturity’ at arm’s length, the project embedded Data Policy Fellows inside five local and combined authorities, working on live strategic policy projects. That close-up view makes it possible to see where data succeeds or fails in the real world – not just in theory.

Across the case studies, one message is consistent: data maturity is not only a technical issue. It is also organisational and relational. Better tools help, but capability depends on trust, shared ways of working, and a common language between analysts and decision-makers.

The report distinguishes between capacity (having resources and infrastructure) and capability (being able to turn data into insight and action). Many organisations can make progress on one without th other – but durable impact requires both.

Four practical takeaways

Make sharing routine, not exceptional: Data sharing is often treated as a compliance hurdle rather than a public-value asset. Reusable, plain-English agreements and clear governance can reduce repeated negotiations and support safer and more intentful sharing.

Close the translation gap: Strong analysis does not automatically lead to better decisions. The report highlights a persistent disconnect between analysts and policy teams. Building capability means role-embedded learning, shared standards for evidence, and communities of practice – not one-off training.
Keep the human content in view: Quantitative models are powerful, but complex issues can be flattened if numbers are not treated as the whole story. Bringing in qualitative insights, local knowledge and community experience keeps interventions grounded and legitimate.
Avoid opaque ‘black boxes’: Eternal expertise can accelerate progress, but over-reliance can leave authorities with models they cannot inspect, adapt or maintain. The report sets out how to balance commissioned support with internal skills, stewardship and long-term resilience.

Why it matters

For specialists, the report provides operational detail on governance, standards, skills and culture – the ‘invisible’ work that often determines whether data is usable. For a wider readership, the implications are practical: when local data works well, it supports earlier action, fairer targeting, and clearer public accountability.

Download the report

Republished with an additional foreword from Tom Smith, Director of AI, Ministry of Housing, Communities and Local Government, this edition presents the same core analysis: five case studies, cross-cutting findings and scalable recommendations for strengthening data capacity and culture in local government.

Download the full report here