Innovation in local government is about improving the lives of the people in our
communities. Browse through our case studies to see the many innovative programmes councils are involved
in.
When Victoria Grant first considered applying for the Local Government Apprentice of the Year event 2026, she had the same doubts many apprentices experience. Would she know enough? Did she have enough experience? Would she be able to contribute? Yet her experience quickly taught her an important lesson: the event is not about being an expert; it is about bringing your own skills, experiences and perspectives and applying them as part of a team.
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.
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.
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.
After making the decision to change career, Kira Woodrofe entered local government to start a new career within HR. Having now spent two years working as a HR Administrator at Bracknell Forest Council and working towards the level 3 HR Support Apprenticeship, which finished in November 2025, Kira describes herself as being at the early stages of her HR career.
In this case study we hear from Exeter City Council. Working with the LGA, the Council utilised the Decision-Making Accountability (DMA) review to reshape their senior leadership and cross-council working.
Following a Decision-Making Accountability review, East Hertfordshire underwent a significant leadership and structural transformation. The changes improved decision-making, enhanced member relationships, and prepared the council for Local Government Reorganisation.