Case studies of good practice

In this section of the report, we share three good practice case studies from the Department for Business and Trade, the Department for Work and Pensions, and the Department for Education. We consider that each of these case studies provides rich, practical examples that other organisations can learn from.

It is important to note that all three of the departments included in these case studies have a dedicated Head of Profession for Statistics office and a relatively large number of statisticians and official statistics publications compared to some other departments. It should also be noted that these are not the only examples of good practice that we identified during our review.

We would like to see all departments and governments more regularly sharing the work they are doing on intelligent transparency with each other. This will help to improve consistency across organisations and reduce duplication of effort in a time of constrained resources for many.

Department for Business and Trade

Overview

The Chief Statistician for the Department for Business and Trade (DBT) jointly owns a departmental risk related to the use and potential misuse of statistics, reflecting the department’s commitment to intelligent transparency at the highest levels. Recognising that adhering to intelligent transparency is an ongoing challenge, DBT treats it as a continuous process, rather than a one-off initiative.

DBT’s proactive and evolving approach to embedding intelligent transparency has led to:

• increased awareness of intelligent transparency across the department
• stronger governance and monitoring of statistical outputs
• a culture of shared responsibility for intelligent transparency
• improved ability to respond to and learn from issues

Training and Capacity Building

Analysts

DBT runs regular training for analysts. As part of this, intelligent transparency is covered in the induction training for analysts, with refresher training provided to ensure continued awareness.

Wider department

DBT acknowledges that many people in the department will need to communicate statistics, whether in press releases, ministerial briefings or parliamentary questions. To support this, DBT developed the ‘Top Tips for Communicating Statistics’. The Top Tips explain that when using statistics in external communications, it is important to ensure transparency, credibility and consistency. This means using publicly available and verifiable data, prioritising official sources and clearly referencing where figures come from. The use of DBT statistical products is encouraged, and all external uses of data should be approved by an analyst to ensure accuracy.

DBT’s ‘Top Tips’ are shared via both video and written formats to suit different learning styles. The video format uses a baking analogy to make the guidance memorable and engaging, for example, “knowing your ingredients” (data) and “how to present your cake” (analysis). When new ministers join DBT, the Chief Statistician sends a submission on the statistics service in the department. This submission includes the “Top Tips” and the pre-release access (PRA) protocol.

DBT has hosted three in-person half-day sessions delivered by the fact-checking charity Full Fact, simulating live fact-checking scenarios. This training is available to analysts and communications professionals. DBT’s aim is to deliver this training at least once a year, and those who attend share learnings with their teams afterwards.

In October 2025, DBT organised a ‘stats week’ to coincide with World Statistics Day. This raised awareness of statistics across the whole department and included intelligent transparency as a key topic.

Governance and Oversight

Control of Statistics group

DBT has a ‘control of statistics’ group, which meets monthly, bringing together representatives from analytical teams and communications teams to monitor use of statistics in DBT outputs. The group’s mandate is to mitigate the risk of inappropriate use or handling of statistics, which may result in public criticism and cause reputational damage to DBT.

The group identifies common statistical/analytical errors and develops targeted guidance on identified topics or provides training to teams to resolve recurring issues. The group also promotes best practice in the communication of statistics and analysis.

DBT is exploring the automation of this monitoring process in collaboration with its analytical data science team.

Other structures

In DBT, sign-off procedures are in place to ensure that any press release or other publication with analytical content is cleared by an analyst. This ensures that analysts have more oversight of what gets communicated externally. To help bridge the gap between analysis and communication, DBT has a statistics fast streamer embedded in the press office.

Department for Work and Pensions

Overview

The Department for Work and Pensions (DWP) has made good progress in embedding the principles of intelligent transparency across its analytical and communications functions. Through a combination of structured guidance, proactive engagement and continuous learning, DWP is fostering a culture where transparency is seen as a shared responsibility.

DWP has taken a proactive approach to learning from past challenges. For example, minor breaches and errors are used as learning opportunities to strengthen future practice, and clear guidance has been created for communication teams to ensure all materials which feature data and statistics are cleared by analysts.

DWP’s reflective approach and focus on continuous improvement have led to:

• increased awareness and understanding of intelligent transparency across analytical and communications teams
• improved processes for sign-off and accountability
• a growing culture of shared responsibility for intelligent transparency
• enhanced ability to respond to challenges and adapt guidance accordingly

Training and Capacity Building

Analysts

Training is a key part of DWP’s strategy to embed the principles of intelligent transparency. Induction sessions for all new analysts include training on working with statistics and intelligent transparency, and senior analyst training sessions reinforce intelligent transparency principles and accountability.

Wider department

DWP is piloting a new teach-in for communications colleagues, with plans to record and refine the training for future use. The core message of the training is clear: “Everyone has a role to play” in upholding intelligent transparency. DWP is also planning teach-ins for private offices to extend understanding and support for intelligent transparency to other professions.

Governance and Oversight

Organisational structure

DWP has strong collaboration across teams. Analytical teams are embedded throughout the department, encompassing policy, operations and the corporate centre. This structure facilitates close working relationships. Engagement with communications professionals and the private office has been enhanced through the establishment of a Private Office Analytical Team with a lead analyst providing a direct link to the private office. This integrated model helps ensure that analytical oversight to adhere to intelligent transparency is shared across divisions.

Centralised Support and Guidance

DWP’s central statistics team, led by the Head of Profession for Statistics and deputy Head of Profession for Statistics, provides ongoing support to statistical producers through:

• a dedicated email inbox for queries and advice
• a SharePoint site hosting tailored guidance, including ‘dos and don’ts’ based on DWP’s specific context and experiences
• guidance targeted at communications professionals

This centralised approach to providing support and guidance ensures consistent messaging and supports best practice across the department. The central statistics team aims to expand the delivery of training sessions and teach-ins beyond its team, empowering others to lead sessions as well.

Statistical Work Programme

DWP uses a statistical work programme to engage users and be open and transparent about its development plans. The programme provides a framework for understanding user needs, internal and external engagement, and announcing and publishing outputs. This structured approach to statistical development enhances visibility and supports strategic planning

Processes

DWP has embedded intelligent transparency into its operational processes by ensuring that all communications outputs which use analysis must be signed off by lead analysts. Freedom of information (FoI) responses involving analysis are routed through operational teams but are expected to be dealt with by analysts as part of established controls. Additionally, a lead analyst within the private office acts as a key point of contact, ensuring awareness of wider activity and adherence to the Code of Practice for Statistics.

Department for Education

Overview

The Department for Education (DfE) has demonstrated a proactive approach to intelligent transparency, integrating it across analytical, policy and communications professions. Through targeted guidance, training and cultural change, DfE has built a strong foundation for transparent statistical practices that support public trust and informed decision making.

DfE’s strong analytical culture and targeted support and guidance have led to:

• increased early engagement from analysts with the Head of Profession for Statistics office
• greater clarity and consistency in statistical outputs
• improved understanding of intelligent transparency among senior stakeholders
• a culture of intelligent transparency embedded across analytical and policy teams

Training and Capacity Building

Analysts

DfE has developed a suite of guidance documents aimed at distinct audiences within the analytical community, including the analytical professions’ senior leaders. This guidance clarifies the distinctions between management information (MI) and ad hoc statistics and provides practical advice on presentation and publication. The guidance has helped analysts understand when and how to publish data to support intelligent transparency and has encouraged earlier engagement with the Head of Profession for Statistics office.

To address the challenge of underused guidance, DfE initiated:

• Knowledge Share Sessions: A series of monthly 45-minute online meetings focused on specific statistical topics (e.g., MI vs ad hoc, badging, learning and development). These sessions are well attended and provide a reusable bank of training materials.
• Update Sessions: A monthly 25-minute update session covering new guidance, and developments, including intelligent transparency-related content.
• Online Induction Training Module: Refreshed training materials for new starters with intelligent transparency embedded alongside the Code of Practice for Statistics, allowing tracking of completion of training and signposting further support.

Wider department

Recognising the importance of senior buy-in, DfE organised targeted induction sessions and materials for ministers, special advisers and senior communications staff. These sessions introduce the Code of Practice for Statistics, explain the difference between regular and ad hoc statistics and emphasise the role of intelligent transparency in enabling scrutiny and public confidence.

By framing intelligent transparency as a supportive tool rather than a constraint, DfE has fostered trust and collaboration with senior staff, encouraging special advisers to coordinate with analysts before quoting figures publicly.

Governance and Oversight

Organisational structure and culture

DfE has a decentralised analytical model, where each policy group includes an embedded analytical division led by analytical senior leaders. This structure ensures:

• close collaboration between analysts and policy teams
• consistent application of intelligent transparency principles
• accountability for intelligent transparency at senior analytical levels

Training for policy-facing analysts and clear expectations for senior analytical leaders have reinforced this culture.

DfE’s efforts to embed intelligent transparency are supported by strong relationships across professions. DfE is working on engaging communications professionals through refreshed guidance and training, and the Head of Profession for Statistics office works closely with social researchers and policy analysts.

DfE has put in place central monitoring of MI and ad hoc releases, further strengthening oversight.

Centralised Support

The HoP office plays a central role in sustaining intelligent transparency practices by:

• maintaining a responsive mailbox for analyst queries
• preparing tailored materials for common publishing scenarios
• encouraging long-term thinking about data needs (e.g., transitioning ad hoc releases into regular series)