Local Government Association

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HICM: Intermediate Care: Hertfordshire

Overview

Hertfordshire County Council had previously sought to embed a reablement ethos in care provision by placing occupational therapists (OTs) within generic teams, largely managed by social work qualified managers. This approach had delivered limited progress, and the expected benefits did not fully materialise. The Council therefore decided to take a new approach, creating a dedicated Enablement Team.

Action

Case Study

HICM: Intermediate Care: Leeds

Overview

The HomeFirst Programme was established in 2022 with the primary aim to improve outcomes for Leeds residents accessing intermediate care, to improve staff experience and to make better use of our collective resources.

Action

The programme was made up of 5 independent projects, all relying on strong working relationships across system partners, including third-sector organisations.

Case Study

2026 Local Government Apprentice of the Year winner - Leena Futter

The 2026 Local Government Apprentice of the Year winner - Leena Futter - began her journey in local government in October 2022 as a casual Recreational Assistant. This led on to her first apprenticeship opportunity as a Leisure and Fitness Apprentice. In September 2025, Leena then took a bold step into her current role as a Corporate Project Administrator Apprentice at Borough Council of Kings Lynn and West Norfolk and is now undertaking her second apprenticeship, level 3 Business Administrator.

Case Study

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Apprentice Of The Year 2026: Runner up

One of this year’s Local Government Apprentice of the Year runners up is Katy Howlett, a level 3 Business Administrator apprentice at Plymouth City Council who began her journey into local government just eight months ago, when she secured an apprenticeship at The Box, Plymouth.

Case Study

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Apprentice Of The Year 2026: Social Media Winner

Victoria Deacon, Assistant Director for People & Corporate Services, nominated Jay Chauhan, a Level 3 Health and Safety apprentice at Leicester City Council, for the Local Government Apprentice of the Year 2026 event in recognition of the significant contribution he has made to the Health and Safety Team.

Case Study

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Appendix two: personal health budgets

Some direct payment recipients are eligible for health funding that can be delivered via personal health budgets. Where the person receives both a personal health budget and council direct payments, they may wish to use the money as a single total sum, to meet their eligible needs for both health and social care and support. In such circumstances, both finance and operational staff in councils will need to be aware of this and work with health and the person in receipt of direct payments and personal health budgets, to ensure the funding can be used effectively and efficiently, to achieve the person’s outcomes.

Appendix three: other resources

During workshops with PSWs, social work practitioners, finance and audit staff and people with lived experience, in preparation for this guidance, a range of examples were highlighted of the kind of support different councils provide or commission, or that practitioners have found useful.

Appendix one: what are the statutory duties in relation to direct payments in England

In practice, councils must ensure that all policies, procedures, and personal decisions related to direct payments take these human rights considerations into account, fostering a culture of respect and safeguarding people’s rights within service delivery. Compliance with the Human Rights Act helps ensure that the administration of direct payments supports human dignity, autonomy, equality, and fairness.

What are the barriers to change and how can we address them?

Direct payment recipients and practitioners talked openly in the workshops about the barriers they face in relation to direct payments, and what would make the experience of direct payments better for everyone involved in delivering and receiving them. This section explores the barriers identified under each of the I statements.

What does good practice look like?

The role of principal social workers (PSWs) is pivotal in ensuring that direct payments are used effectively and ethically, supporting the overarching goals of the Care Act 2014 to promote wellbeing and independence among people receiving care.

Leadership Essentials

Leadership Essentials is a series of programmes designed as themed learning opportunities for councillors. Each programme concentrates on a specific portfolio or service area or a specific theme.