Workplace Transformation Programme Accounting Officer Assessment (April 2026)
It is normal practice for Accounting Officers to scrutinise significant policy proposals or plans to start or vary major projects and then assess whether they measure up to the standards set out in Managing Public Money. From April 2017, the government has committed to making a summary of the key points from these assessments available to Parliament where it involves a project within the Government’s Major Projects Portfolio.
This Accounting Officer Assessment considers the Workplace Transformation Programme (the Programme) which the Department for Work and Pensions (the Department) launched in 2021. The last Accounting Officer Assessment was published in July 2025 based on the Programme Business Case (PBC3). This update is based on the latest Programme Business Case (PBC4).
1. Background
The Department’s estate plays a pivotal role in supporting public service delivery, comprising approximately 20% of the civil service estate. Characterised by its considerable size and diversity, the estate, with many assets in poor state of repair, has historically been larger than necessary for the Department’s current and future requirements. Through the Programme, the Department is committed to establishing affordable, responsive, inclusive and sustainable workspaces that helps improve customer and citizen outcomes and a greener footprint supporting the Government’s sustainability agenda.
The Programme has reached the midpoint of its 10-year lifespan. Since its inception in 2021, it has to date, reduced the number of Service and Support Centres (SSCs) and corporate sites by 36%, Jobcentres (JCs) by 3% and delivered over 130 projects that have impacted on sustainability. In doing so, the Programme has made considerable progress in creating better places to work, with safe, adaptable, collaborative spaces, redesigned to facilitate hybrid and Smarter Working (SW), guided by the Government Property Agency’s (GPA) Workplace Design Guide. In addition, 91% of the original Temporary Jobcentres (TJC) acquired in response to COVID-19 have closed.
As we move into phase 2, the Programme will continue to focus on rightsizing and improving the SSC and corporate site locations. It will also be working closely with the Jobs and Careers Service to ensure that our physical spaces evolve to support more personalised, modern employment and skills services for customers. This includes exploring new approaches to location, workspace design, and partnership working that enhance accessibility, collaboration and customer experience.
The Programme will act promptly to secure and prepare buildings where lease renewals have not yet been confirmed by landlords or where substantial commitments and ongoing work are already underway. This approach will enable the Programme to effectively adapt to changes in the Labour Market and deliver significant outcomes aligned with other DWP Transformation Programmes, Jobs and Careers Service initiatives, the localism agenda, and new ministerial priorities.
The Programme has undertaken a refresh of the Programme Business Case, securing HMT approval on 23 March 2026.
2. Assessment against Accounting Officer Standards
2.1 Regularity
The Programme does not require any primary or secondary legislation to deliver its objectives. The Programme’s scope falls within existing common law powers, being included in the ambit of the Supply and Appropriation (Main Estimates) Act. The Programme is using lease breaks and lease end dates to exit older or lower-quality estate, which the Department has legal authority to do under the Landlords and Tenants Act 1954.
The Programme is not carrying any legal risks.
The Department secured funding for transformation for 2026/27 to 2028/29 as part of the Department’s Spending Review settlement. On 23 March 2026, the Chief Secretary approved PBC4, giving approval to incur expenditure until 2028/29 subject to remaining with the allocated Spending Review settlement.
The Regularity test is met.
2.2 Propriety
The Programme remains aligned to current Ministerial objectives receiving broad support for both the SSC and JC Location Strategy. Right sizing and modernising the estate to deliver effective and efficient service meets the expectation of Parliament and the public.
The Programme adheres to the requirements of the Government Major Projects Portfolio and has undergone robust governance and assurance both internally, and externally through HM Treasury. There is full compliance with all Ministerial and Cabinet Office spending controls and approvals procedures. The Department will exercise commercial choice to deliver changes to its estate, including leveraging existing contracts, outsourcing certain elements, or procuring specific functions
Risks are managed at both project and programme level according in line with the Department’s Risk Management Framework. Monthly reviews ensure risks are up to date, reflecting any changes and alignment with departmental and Civil Service guidance.
The Programme is working closely with Jobs and Careers Service, Health Transformation, Fraud and Error and Service Modernisation Programmes to ensure alignment of strategies and impacts on JC estate and outreach, can be undertaken at the earliest opportunity. The DWP estate will be reduced in size, with any temporary expansion managed through a flexible hybrid model or new acquisitions.
As a result of these measures, I am satisfied the propriety test is met.
2.3 Value for Money
As outlined in PBC4 approved by HMT on 23 March 2026, the Programme continues to deliver value for money with an overall investment of £1.3 billion delivering savings of £2.7 billion over the full 30-year lifespan of the business case. Including delivery to date, there is a positive net present value, after discounting, of £509 million, which is £167 million higher than the previous business case position.
The increase in the net present value is due to a combination of factors, including changes to the delivery plan. The main reason for the increase is the inclusion of additional savings relating to the avoidance of investment to maintain the condition of divested sites. These savings were not reflected in earlier versions of the business case.
Based on the positive net present value, the value for money test is met.
2.4 Feasibility
The Programme has a strong delivery track record and works closely with key partners including Departmental Change Portfolio Office (DCPO), National Infrastructure and Service Transformation Authority (NISTA), HM Treasury (HMT), Government Internal Audit Agency (GIAA) and the Minister for Transformation.
A wide range of key programme management disciplines have been strengthened, including planning and dependency management. The Programme has reviewed its approach to risk management and continued to develop its understanding of the risk landscape and challenging delivery environment. Risk Management Division highlighted good practice observed within the Programme, stating that risk management has matured significantly.
Governance within the Programme has continued to mature with Programme Board supporting key decision making and engagement with other major transformation programmes. Change control processes have continued to evolve and iterate.
While the Programme is carrying several risks, primarily around future demand uncertainty, change resistance and volume and capacity to deliver, robust planning, project and programme management is in place to maximise the chances of success and mitigate potential impacts.
I am satisfied the feasibility test is met.
3. Conclusion
In conclusion, I have prepared this summary to set out the key points which informed my decision.
My overall assessment is that the Programme continues to meet the requirements of the 4 accounting officer tests of regularity, propriety, value for money and feasibility.
If any of these factors change materially during the lifetime of this Programme, I undertake to prepare a revised summary, setting out my assessment of those factors.
This summary will be published on the government’s website GOV.UK. Copies will be deposited in the library of the House of Commons and sent to the Comptroller and Auditor General and Treasury Officer of Accounts.
Sir Peter Schofield
Permanent Secretary
Department for Work and Pensions
13 April 2026