Council of past 20 years
Lucy Barrow, head of strategy, Wirral MBC
The creation of the Wirral Partnership – a collaboration of public agencies, large private employers and third sector organisations – would have been impossible without Lucy Barrow. She drove its creation through a natural ability to engage, influence and negotiate with colleagues at the most senior levels. Ms Barrow effortlessly combines high-level political engagement, strategy development, governance and partnership development to maintain the momentum of Wirral’s transformation. People at every level of the organisation rely on her advice, support and talent.
Kerryjit Kaur, integrated crisis response service manager, Leicester City Council
Kerryjit Kaur was appointed manager of Leicester’s integrated crisis response service in July 2014. The health and social care community in Leicester faced multiple challenges at this time. Service user outcomes were often poor and services tended to work in traditional professional silos with inconsistent integration of person-centred solutions. Through continuous hard work, innovation and commitment to improving people’s lives, Ms Kaur has led the development of the service. Her work is the driving force and model for the integration of health and social care services across all sectors in Leicester.
Abdul Khan, service manager for energy and sustainability, Tower Hamlets LBC
Abdul Khan has been promoted several times during 11 years at Tower Hamlets, managing an expanding remit including fuel poverty, energy policy, climate change, carbon reduction, energy procurement, sustainability and biodiversity. Key achievements include winning the 2013 Building Research Establishment award for the borough delivering the most sustainable homes and the council’s own best idea award for setting up the first local authority-led energy co-operative. He also secured more than £5m of external funding to deliver fuel poverty projects and £7m in just two years for carbon offsetting. Mr Khan mentors council colleagues and students at his former school.
Sarah Mainwaring, head of human resources and organisational development, East Sussex CC
Sarah Mainwaring possesses all of the hallmarks and qualities required of a future director or chief executive. She has consistently demonstrated her ability to make change happen successfully, being courageous and resilient enough to challenge at all levels, offering potential solutions and not obstacles, and playing a proactive part in shaping a better future for local government. Her major recent achievements include delivering a four-year HR strategy to deliver key service objectives with clear financial efficiencies; and establishing a strategic HR management board to integrate HR and organisation development with service planning and establish strong customer engagement.
James Marshall, service lead – customer insight and engagement, Southampton City Council
The council’s operating model has a clear focus on improving outcomes for its customers. Critical to this was the development of an integrated function comprising strategic policy development, business intelligence, strategic needs analysis and customer insight. James Marshall has led the development of the customer insight function, which is now recognised for its responsiveness, creativity and innovation, building and extending relationships within and outside the council. He has led the transformation from a traditional model of having different strands of work relating to customers and communities to an integrated, evidence-based, customer insight function that is key to delivering the council’s ambitions.
James Pickering, welfare reform manager, Oxford City Council
James Pickering created Oxford’s welfare reform team in 2013 and designed its strategies to help people facing benefit reductions. His approach to management has been key to the team’s success. A focus on the empowerment of his team has ensured all members are as effective as they can be. Mr Roberts has a great track record in coming up with innovative ideas and putting them into practice. He led a radical overhaul of the council’s discretionary housing payment policy to encourage better customer engagement, for example. He has also led good partnership working with JobCentre Plus and successfully bid for his team to deliver the local enterprise partnership’s county-wide community grants programme.
Lisa Roberts, strategic client manager - culture and leisure, Peterborough City Council
Lisa Roberts led the review and public consultation about Peterborough’s library services, and based on this, designed and implemented the council’s new libraries model, which involves keeping libraries open for longer hours than before by making greater use of self-service technology. Ms Roberts established effective working relationships with leading politicians, directors, senior managers and the public during this project. She is regarded as a ‘doer’ within the council, with high levels of energy and an unwavering enthusiasm for culture and leisure services. The new model is successful and Ms Roberts communicates with and supports 64 other councils regarding the system.
Matt Woor, social media channel manager, Suffolk CC
The impact that Matt Woor has had on the entire organisation in such as short space of time is staggering. Culturally, the organisation has shifted from one end of the spectrum to the other. Social media is no longer viewed as too risky or irrelevant. Instead it plays a prominent role in how the organisations engages, interacts and delivers services to the people of Suffolk. Mr Woor is a valued asset and a true rising star of the future.
John Barradell, chief executive, City of London Corporation
John O’Brien, chief executive, London Councils
Steve Atkinson, chief executive, Hinckley & Bosworth BC