South Cambridgeshire District Council, like many public sector organisations, faced several challenges, including tight budgets, high service demands, and difficulties with recruitment and staff well-being. The traditional five-day work week was proving insufficient to address these issues effectively. The introduction of a four-day workweek was not merely about providing an extra day off; it was a strategic plan aimed at rethinking public service delivery while striving to maintain and enhance efficiency. 

One of the primary issues the council confronted was recruitment and retention. Despite offering competitive salaries, South Cambridgeshire struggled with a high rate of unsuccessful recruitment attempts—around 40%. This led to a reliance on costly short-term contracts and agency staff, which undermined service consistency and affected staff morale. The four-day work week plan was designed to address these challenges by improving work-life balance, making the council a more attractive place to work, and enhancing recruitment and retention. 

A key approach to tackling the implementation of a four-day week was ensuring everyone was engaged early in the transition process. South Cambridgeshire used “Red Team” sessions to involve staff at all levels. These sessions encouraged employees to question and critique the proposed changes, which helped in identifying potential challenges and developing practical solutions. This collaborative approach was vital in addressing concerns such as the impact on part-time employees and services requiring continuous operation, like waste collection. 

The council adopted a model where staff delivered the same output in 80% of the time while maintaining full pay. This approach necessitated that departments create customized plans suited to their specific functions. For instance, the waste management team had to adjust their schedules and communicate changes to the public, while other departments adapted more swiftly due to their internal nature.  

Maintaining high performance standards was key to the roll outs success. South Cambridgeshire set clear expectations that service delivery should not decline. Balancing the provision of additional rest with the need to uphold high-quality public services was essential for the effectiveness of the strategy. 

Political and cultural challenges also played a significant role. As the first UK public body to initiate a four-day week, South Cambridgeshire faced considerable scrutiny. Drawing from experiences during the COVID-19 pandemic, the council approached the transition with confidence and a focus on sustainable change. Strong leadership was crucial in convincing stakeholders and employees that this model was a viable and beneficial working arrangement, not just an extended weekend. 

The insights shared by Jonathan Sherlock and Helen Cornwell offer valuable lessons for other councils considering a four-day work week. South Cambridgeshire’s trial demonstrates that with careful planning, flexibility, and engagement, councils can successfully navigate the challenges and reap the benefits of a shorter workweek. By focusing on tailored solutions, maintaining performance standards, and addressing political and cultural concerns, other councils can effectively implement this progressive working model. 

We understand that challenging times call for bold solutions, and WME is here to support organisations in piloting and trialing innovative initiatives. We encourage colleagues to reach out to us to explore how we can help drive innovation within their organisations.