Exeter City Council - Reshaping senior leadership and cross‑council working through the DMA approach

Exeter City Council used the LGA’s Decision Making Accountability (DMA) to inform a major restructuring of its senior leadership team and organisational approach. The DMA provided evidence-based insight that validated existing observations, highlighted duplication, and supported a new cross-council working model that strengthened strategic alignment, decision-making, and culture across the authority.

Exeter City Council sought a rigorous and holistic understanding of organisational behaviour ahead of restructuring its senior leadership team. Although the new Chief Executive had long experience within the authority, she wanted an evidence-based review which challenge assumptions, identify duplication, and understand behavioural patterns across services. The council needed clarity on where decisions were being made, how consistently processes were followed, and how well different parts of the organisation were working together.

The Council commissioned the LGA’s workforce team to conduct a Decision Making Accountability (DMA) review, which offered a considered but thorough organisational reflection. Insights from the DMA review informed a new structure for both director and head of service levels. Four new directorates were created, and functions traditionally held together, and departmental silos were redistributed based on where they would be most impactful.

The DMA review also supported a shift in organisational culture. A Strategic Management Board (SMB) and an Operational Management Board (OMB) were aligned under a new Extended Leadership Team (ELT), enabling shared ownership of cross‑council priorities. Heads of service were brought together to explore cross‑cutting themes such as debt collection, enforcement, and communications—leading to more efficient, coherent ways of working.

Key improvements which originated in the DMA work included reduced duplication, stronger coherence across projects, and earlier engagement with corporate support services. The organisational culture has shifted towards more unity and collaboration, with clearer decision‑making pathways and better use of expertise.

The DMA also contributed to the strengthening of cross‑council activity around community engagement, communications and marketing, improving consistency and impact. Staff began to recognise synergies and shared purpose.

The organisational approach is reinforced through regular pulse surveys, staff sounding boards, and twice‑yearly all‑staff briefings. The ELT continues to model collaborative leadership, embedding the expectation that working across service boundaries is standard practice. Heads of service are encouraged to cascade this way of working through their teams, making the DMA‑informed approach part of the organisational culture rather than a time‑limited programme.

The DMA approach provides a gentle, non‑intrusive way to gain deep organisational insight. Even experienced leaders benefit from an external evidence base to confirm assumptions and highlight unseen issues. Cross‑council structures such as ELTs can rewire an organisation, improving coherence and morale.

With many councils involved with local government reorganisation the DMA approach is valuable tool and could be beneficial for newly formed organisations to help blend different organisational cultures and establish a unified approach. 

Using the LGA’s Decision Making Accountability approach played a significant role in Exeter City Council’s senior leadership restructure and wider transformation in the way we work. It provided the independent insight we needed to reshape our leadership structure, strengthen cross‑council working and build a more collaborative, confident organisational culture. The DMA helped us see clearly where duplication existed and where we could better align our resources to deliver for our communities.

Bindu Arjoon, Chief Executive, Exeter City Council