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Business transformation

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sponsored by Hammond Clarke



Bath & North East Somerset Council

Waste redesign

The council set up and delivered this programme to encourage more recycling and less street litter while saving money. It increased education and enforcement to meet both financial and environmental objectives. The deliverables included the insourcing of the recycling contract, the procurement of an entirely new vehicle fleet, routes planned with driver input, incredible volumes of raw materials for recycling, innovative ways to tackle the gull problem and retain flexibility to enhance customer service. It also performed well while tackling 2018’s Beast from the East and heatwave.


Croydon LBC

Gateway approach

Croydon LBC’s Gateway approach originated in response to welfare reform. The council needed to change the way it worked, with its partners and also its residents in order to prevent them from experiencing crisis and homelessness. The programme focuses on prevention and targeted early intervention. By reducing overlap and duplication between services, it provides a holistic response to whole family needs, looking beyond the presenting issue to stabilise households in crisis and help shape a positive future for residents.


Derby City Council

Home First Service

Derby City Council’s Home First transformation has created an integrated hospital-to-home service for customers. The result is a more efficient, rapid response assessment model providing both a social care assessment bed service and home care. Integrated working with the NHS introducing board rounds, multidisciplinary teams, trusted assessments and information sharing have streamlined the service and reduced delayed transfers of care through a whole system approach to planning, monitoring outcomes and responding to seasonal pressures. Key to its success has been leadership, partnership working and developing a skilled workforce, with the customer at the centre of everything it does.


Ealing LBC

Children’s services

Ealing LBC is at the centre of innovation, tackling the challenges of a rising and young population, increasingly complex demand for services and significantly reducing resources in the current climate of austerity. The authority is delivering two major service transformations and creative programmes that are ensuring better outcomes for the borough’s diverse population, while unlocking resources that can be reinvested in frontline early intervention and learning lessons that are being replicated nationally.


Lancashire CC

Passport to independence

Lancashire CC is responsible for resourcing its coroner’s service that investigates unknown, unnatural and violent deaths for a population of more than one million people. The Lancashire and Blackburn with Darwen coronial area is one of the most complex in the country, both geographically and culturally. The business transformations it has undertaken in the past year include the merger of three coronial areas, computerised tomography (CT) scanning, an out-of-hours service, IT upgrades and revised operating procedures. These have driven efficiencies, improved effectiveness and resilience, and allowed it to improve the service delivered to bereaved families in a time of financial austerity.


Norfolk CC with Hethel Innovation

Incubation and innovation for growth

Hethel Innovation has revolutionised the way Norfolk CC operates sector-focused hubs. The development of a private company has allowed it to access new funding streams such as the European Regional Development Fund, Sheringham Shoal Community Fund and the Local Investment in Future Talent programme. This has helped reduce financial pressure on the council and increase support services to businesses locally, helping to create more than 1,000 high-skilled jobs and the development of 178 start-ups.


Swindon BC

Integrated discharge planning and reablement

Swindon Health & Care has transformed care for older people, reducing delays and supporting them to live at home for as long as possible. Practitioners reviewed cases for patients discharged from hospital, asking what the reason was for delay and whether the best outcome was achieved. In 45% of cases where someone was discharged to residential care, they would have achieved a better outcome had they been supported to return home through ‘reablement’, a short-term process following discharge. The resulting transformation programme was designed and led by the council’s frontline teams. It has increased the number of people receiving reablement by 163% and is projected to save more than £1.9m per year.


Tower Hamlets LBC

Hostels reconfiguration

Tower Hamlets has transformed the way local hostel services are configured against a backdrop of rising demand and complex health needs. Health, social care and housing collectively brought integrated services into hostels, physically redesigned buildings, developed multidisciplinary assessment centres and redesigned services for resettlement and end-of-life care. As a result, prevention, independence, choice and control have been strengthened. More than 350 residents moved on from hostels into independent living and the average stay in hostels was reduced by six months. More than 570 hostel residents benefitted from support planning.


hammond clarke 2018

hammond clarke 2018

A word from the award’s sponor

Hammond Clarke specialises in providing interim management, executive search and outcome-based consultancy services across the top three tiers of people, place and corporate services. We take pride in our business values which focus on protecting the public purse and delivering new and innovative solutions that make a real impact for our communities. Together, by thinking and acting differently, we will achieve our goals.



Nick Chenery, head of local government practice, Hammond Clarke

Martin Esom, chief executive, Waltham Forest LBC

Richard Flinton, chief executive, North Yorkshire CC

Mike O’Donnell, associate director for local government, Cipfa

Pam Smith, chief executive, Stockport MBC

Debbie Ward, former chief executive, Dorset CC


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