Case studies

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.

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.

Cumbria County Council launched an innovative peer-to-peer reward system that resulted in more than 1,200 powerful messages of thanks being received by employees from their colleagues.

Durham County Council’s public health team went through the review and re-structure process in 2017. The team transitioned from the NHS to the council in 2013 and the review was needed to help the team be more embedded within the council.

With the help of Mind, Oxford City Council set about improving rates of sickness absence related to stress and anxiety by better equipping line mangers and staff to understand and talk about mental health issues at work.

Essex County Council’s Strategy, Insight and Engagement (SIE) Senior Management Team participated in the Emergenetics pilot offer. Read below to find out more about the team and their experience of Emergenetics.

Claire Campbell, Timewise’s public sector Programme Director, explains why Westminster City Council got involved in the programme, and the difference it’s already making.

Camden Council have been working with Timewise since 2014 and became their first Timewise Accredited Council.

Liverpool City Council’s public health team used the Standards widely to assess, guide and support their work across the five areas covered by the Standards.

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.