Case studies

In Control aims to support to help people live an ordinary life and will not support any action that results in institutional living and to advance the education of the public; and seeks to ensure that people are included and that their human rights are upheld. This case study forms part of the What Good Looks Like report on people with a learning disability and autistic people.

This case study forms part of the What Good Looks Like report on people with a learning disability and autistic people. This co-produced report was commissioned from the Building the Right Support Advisory Group, as part of the wider action plan developed by the Building the Right Support Delivery Board. It has been supported by Partners in Care and Health.

In Herefordshire we knew that we had rising numbers of EY children with SEND. Our ambition was to have an Early Years SEND service that encompasses a holistic approach to the early identification, support of, provision for and placement of Early Years children with SEND.

In this case study we hear from Theresa Hodgkinson, Chief Executive, at Ashfield District Council. Working with the LGA, Ashfield utilised the DMA review to develop their organisational structures.

Westmorland and Furness Council’s holistic approach to tackling climate change and achieving net zero means working across boundaries and in collaboration with everyone who lives, works and enjoys this beautiful area.

Nottinghamshire County Council created a virtual work placement programme aimed to engage the future workforce, while reflecting the hybrid working of the current employees. 

Wiltshire Council hosted Health T Level industry placements in partnership with the Integrated Care Board to highlight the career opportunities available in social care.

Castle Point Borough Council's challenge was to create effective and efficient structures as part of their organisation review. The council achieved this through using the Decision-Making Accountability (DMA) approach, as part of their organisation review and an opportunity for their employees to engage during this process.

The London Borough of Hillingdon council wants to maintain its status as a Disability Confident Leader and continue to make progress in being a more inclusive employer for people with disabilities. Using the Disability Confident framework, they are continuing to develop activities and make changes to a range of employment practices to support cultural and behavioural change in the organisation.

Durham has developed a strong early help and prevention offer. This approach has supported in rebalancing the system, taking pressure out of the social care system with impact being seen sustained outcomes for children and their families and in lower numbers of child in need.