Code Green is a traded service wholly owned by Barnsley MBC providing IT support to the education sector and small-to-medium enterprises. It works in more than 12 local authorities supporting over 150 schools and SMEs, supplying support for management information systems, broadband, procurement and project management and more. Code Green employs a team of 19 plus three apprentices and a supported apprentice. The team is dedicated, passionate and focused on improving year-on-year and making a difference.
East Renfrewshire Council
East Renfrewshire’s youth intensive support service brings a fresh approach to supporting young people at risk of needing to be looked after and enables them to achieve better outcomes. The seven-day service supports young people to remain at home. Young people’s voices continue to be heard. The service team led a recent event for 200 people, securing £224,900 for a champions’ board. This ensures corporate parents work with young people with experience of care to make meaningful change. Varied activities enable positive relationships with the social work team and therapeutic interventions support families to address conflict.
Oxford City Council
Oxford City Council’s welfare reform team supports some of the most socially excluded residents to find ways to sustain their tenancies. It works across all housing tenures and supports people – some of whom have never worked before – into employment, refers them for specialist debt advice, provides housing advice and more. Its approach is to support people to support themselves and it never gives up on anyone, no matter how slow the progress is. The team has built a reputation that is known across the county and it works with multiple organisations to deliver life-changing results for vulnerable residents.
Stockport, Trafford and Rochdale MBCs
STAR Procurement is the shared procurement service for Stockport, Trafford and Rochdale MBCs, which delivers a high-quality, effective, strategic procurement service with benefits for the three councils and partner organisations. STAR’s success is down to its team. From joint committee and board oversight, through STAR senior management, to the team, everyone works in unison for the benefit of the councils and their residents. It has the key ingredients of professional, friendly, knowledgeable staff with leadership support from the highest level and the resources it needs to deliver procurement strategy on a peripatetic basis across three councils.
Tower Hamlets LBC
In a densely populated inner-London borough, the provision of parks and open spaces makes a significant difference to the quality of the environment and people’s lives. Tower Hamlets’ green team provides a highly responsive and essential frontline service to the community. The team has been at the centre of its success, improving performance standards and demonstrating that it can be effective at a time of economic constraint. This has all been achieved through fostering a culture and practice of co-ordinated service delivery, developing strong relationships with stakeholders and a hugely successful focus on quality development of staff and maintenance services.
Vale of Glamorgan Council
The Leadership Café was designed as a leadership and management development programme without the attendant costs, selection requirements or wider trappings of such a programme. The aim was to create an informal café-style environment for employees to discuss and share leadership issues and commission examples of good practice. The café has been open since May 2015 (every third Thursday of each month). It is run by a small but highly motivated co-ordinating group of interested employees and open to any employee from across the council.
West Oxfordshire, Cotswold and Forest of Dean DCs
The Environmental and Regulatory Services Group is a shared services model owned by the three councils. It provides operational regulatory services including licensing, environmental health, building control and food safety, and deals with environmental crime, emergencies such as flooding, and anti-social behaviour. The councils have developed a resource allocation model to meet service demand and manage risk that has delivered revenue savings. The implementation of smart working has transformed the way staff work and deliver services.
Gillian Beasley, chief executive, Peterborough City Council and Cambridgeshire CC
Simon Edwards, director, County Councils Network
Sal Khan, chief officer, East Staffordshire BC
Rob Leak, chief executive, Enfield LBC
Graeme McDonald, director, Society of Local Authority Chief Executives & Senior Managers