The MJ Awards 2026 Winners
The winners of 2026
The MJ Awards celebrate the very best in local government. On this page, you’ll find stories and interviews from our 2026 winners. Here we present the teams and leaders who stood out for their innovation, resilience and impact.
For them, winning wasn’t just about a trophy. It was about recognition, pride, and knowing their work truly made a difference.
Local Authority of the Year
Winner: North Lincolnshire Council - every pound with a purpose
North Lincolnshire Council delivers strong outcomes - preventing need earlier, joining up support and reshaping how modern councils work. Our vision for a safe, well, prosperous and connected place guides every decision, while Outcome-Based Budgeting ensures every pound has purpose and integrity. One Family, One Council, One Place, One Purpose drives seamless neighbourhood delivery through multi-skilled teams and Shared Places with Purpose - the living rooms of our communities. With stable leadership, a flexible workforce and deep civic identity, we deliver consistently for residents. Independent LGA peers confirm North Lincolnshire as a well-led, high-performing council offering inspiration to the sector.
Judges comments: North Lincolnshire Council impressed the judges with their unwavering focus on delivering real outcomes for residents, underpinned by strong, visible, and values-driven leadership. The council demonstrated consistent high performance across a broad range of services, combined with a clear strategic direction and a deep understanding of its communities. What set North Lincolnshire apart was its ability to balance ambition with honesty — openly reflecting on challenges while continuing to improve. Its approach to system leadership, accountability, and continuous learning reflects a mature and confident organisation. This is a council that not only delivers, but leads with purpose and integrity.
AI Innovation in Local Government
Winner: East Riding of Yorkshire Council - Using Ethical AI to Enable Climate Action and Maintain Public Safety
East Riding of Yorkshire Council has pioneered a responsible and innovative use of artificial intelligence to support climate action in a sensitive public service. Through the Streetlighting Live Labs 2 project, the council we deployed thermal AI behavioural monitoring to understand road-user behaviour in low-light environments, enabling evidence-led change without compromising road safety. Combined with wider digital decision-making tools and informed by user survey and cross cutting professional insight, this ethical, privacy-by-design approach has transformed the very premise as to how to understand risk, build trust and deliver public value. A new approach informs when and how to safely light communities.
Judges comments: We felt this was innovative, climate friendly and engaged stakeholders. It captivated the whole panel and appeared to deliver significant value for money. This was about the community.
Best Council Services Team
Winner: Rushcliffe Borough Council - Streetwise insourcing
Streetwise Environmental Services Limited was established in 2014 as an arm’s length company to deliver environmental services for Rushcliffe Borough Council. While initially successful, increased post COVID competition, the loss of major contracts, and an unsuccessful expansion strategy led the Council to conclude that the company was no longer sufficiently focused on core resident services. Wider sector concerns about the risks of council owned companies also influenced this decision. Following a strategic review, the Council insourced Streetwise in September 2022. The transfer was managed through a structured change programme and the service now sits within the Neighbourhoods Department, providing clearer accountability and stronger alignment with council priorities. Since insourcing, significant progress has been made in sustainability, performance, and staff morale. Fleet investment and the use of HVO and electric vehicles have delivered substantial carbon reductions, while resident satisfaction with cleanliness and green spaces has improved. Staff surveys show high morale and job satisfaction, supported by apprenticeships, external funding, community engagement, and increased use of digital tools. Overall, insourcing has strengthened service resilience and future readiness.
Judges comments: Rushcliffe Borough Council’s Streetwise Environmental Services team are the epitome of excellence. They put people at the heart of everything which is evidenced in resident satisfaction. Their successes stem from their values driven approach, which has resulted in improvements council wide.
Chief Executive of the Year
Winner: London Borough of Sutton, Helen Bailey
Helen is a passionate local leader, who believes and champions the power of the public sector in being able to collectively push the boundaries of what is possible. Helen’s leadership is centered around her One Sutton approach - focused on the collective strength of people, place and partnerships. During her time at Sutton Council, this approach has seen Helen be the driving force behind a bold plan for the borough that has reimagined services, firmly established a culture that is supportive and transparent, while at the same time delivering £118 million in savings and efficiencies, all without compromising service performance. Her strategic achievements include securing a half of a billion-pound deal for the London Cancer Hub—a global centre for cancer research—establishing the first council-owned multi-building children's home in London, and repurposing an old council building to create a dedicated hub for young people with SEND. Her unwavering determination was evident when, despite facing a life-changing personal challenge —losing almost all her sight to a rare genetic disease—she maintained her drive. During this time, the Council received the highest rating for housing services, good inspection outcomes for adult social care and children’s services, and excellent feedback from an LGA Corporate Peer Challenge, with Helen receiving plaudits for her inclusive and passionate leadership. Helen's people-centred approach has cultivated an inclusive and diverse workplace, reflected in 92% staff satisfaction. Helen has delivered so much for the staff and residents of Sutton. This award would be our way of saying thank you.
Judges comments: Helen Bailey is a chief executive who delivers real impact where it matters most, in people’s lives. Her authentic leadership and clarity of purpose brought that impact to life. The judges recognised a visible, values-led and outcome focused leader who sets the standard for modern public service leadership.
Communications
Winner: Southend-on-Sea City Council - Poppies on the Pier campaign
The Poppies on the Pier campaign turned a Remembrance event on Southend Pier into the UK’s largest Remembrance art installation in 2025, connecting with residents, communities and individuals worldwide, who created over 110,000 poppies. Community-led and done on a limited budget, the campaign achieved remarkable success, attracting over 33,000 visitors to the display. It garnered considerable media attention, featuring in The Times, on BBC The One Show and ITV. Digital engagement generated 49,434 webpage views on Southend-on-Sea City Council websites and reached 944,451 people through social media channels. The campaign boosted civic pride and created a poignant tribute to Remembrance.
Judges comments: In communications today, it’s all about ‘having a moment’ and Southend’s Poppies on the Pier achieved exactly that – and made it count. What began as a small project with a tiny budget grew far beyond expectations, touching lives, bringing communities together, strengthening civic pride and gaining national and international attention. The campaign brought people together, mobilised community groups and created a legacy that lasted beyond its delivery. It showed how powerful a single, well-timed idea can be when it truly connects with people and place. The opportunity now is to recognise that moment for what it was and to build on it, to continue delivering that impact into the future.
Community Engagement
Winner: Tamworth Borough Council - We Are Tamworth - Building Better Communities
We Are Tamworth – Building Better Communities Together is rebuilding trust after rioting and unrest highlighted local divisions. Empowering residents through inclusive community engagement and community-led initiatives, thousands of residents and multiple organisations have shaped innovative projects like the Kaleidoscope of Dreams Festival, Unity Shield sculpture, and supported grassroots ideas through the We Are Tamworth Crowdfunding platform. To date, these efforts have celebrated diversity, elevated unheard voices, delivered measurable impact and doubled social value, with £46,714 raised for projects. Working with our communities to foster pride, community cohesion, and inclusion across Tamworth, residents now lead change, supported by the council, to create a stronger, united borough.
Judges comments: The determination and passion to rebuild the community after such a difficult and challenging experience of riots within the community is exceptional. . To have achieved this turnaround following such highly publicised unrest is an exemplar of commitment to equality, and raising awareness for the long term benefit of society.
Delivering Better Outcomes
Winner: London Borough of Enfield - New Beginnings - Breaking the Cycle, Changing Lives
New Beginnings is transforming lives in Enfield by breaking the cycle of repeat care proceedings—a challenge where local rates were 33% compared to 25% nationally. This trauma-informed, preventative service offers 18 months of intensive, relationship-based support to mothers at risk of losing future children. It prioritises dignity, empowerment, and early intervention, creating a sustainable alternative to costly foster care. Through innovative features such as peer networks, specialist hubs, and integrated partnerships with housing, health, and employment services, New Beginnings addresses root causes rather than symptoms. Women receive bespoke parenting courses, therapeutic support, and practical help to rebuild trust and stability. The impact is clear: 4 of 5 pregnant women retained care of their babies; 6 children returned from long-term foster placements; 95.5% avoided eviction; and 20% moved into employment or education. Estimated savings range from £1.64M to £3.6M compared to care placement costs. Beyond numbers, cultural change is evident—families who once mistrusted professionals now engage positively, reducing escalation and improving outcomes. This is innovation in action: cost-effective, compassionate, and life-changing. New Beginnings delivers better outcomes for children, families, and the wider system—making it a standout contender for the MJ Award.
Judges comments: This truly innovative, trauma‑informed service prevents repeat care proceedings. This passionate and caring team provides person centred intensive, relationship‑based support and integrated partnerships. New Beginnings in Enfield tackles root causes, empowers mothers, reunifies families, stabilises housing, and improves employment outcomes. Delivering better lives alongside multi‑million‑pound savings, it offers a compassionate, cost‑effective alternative to care placements nationally.
Delivering Resilient and Sustainable Growth
Winner: Essex County Council - Healthy Homes
Essex County Council’s Climate and Planning Unit (CaPU) have led the innovation to tackle poor-quality housing. The evidence-led policy formulation directly relates to the quality of new homes ensuring they are built to a healthy, energy and carbon efficient, climate resilient standard. National minimum standards would perpetuate fuel poverty, health risks, and retrofit costs, meanwhile CaPU, using legislative powers, innovative evidence, and the team’s multi-disciplinary skills have improved the standards of housing in Essex, ensuring so far over 100,000 of the 300,000 new homes planned will be delivered to a standard delivering healthy, efficient, climate resilient homes in Essex.
Judges comments: Essex County Council has demonstrated exemplary environmental leadership across 14 councils, using planning powers to set ambitious and evidence based carbon, nature, circular economy and energy standards for 300,000 homes. The creation of sustainable, healthy and climate resilient homes, that prevent future retrofit need, has strongly engaged communities and industry, created jobs and delivered healthier living environments
Digital Transformation
Winner: City of Doncaster Council - Doncaster Digital Planning: Whole-Service Transformation Powered by PlanX, Automation and Data
Since 2022, City of Doncaster Council has delivered a whole-service digital transformation of planning, a statutory service often viewed as slow and complex, by redesigning customer journeys, embedding automation and using data to drive continuous improvement. Through the Open Digital Planning programme and PlanX, Doncaster replaced email-heavy and unstructured processes with accessible, rules-based digital services. These include Find Out If You Need Planning Permission (FOIYNPP), Report a Planning Breach, and a digitally enabled pre-application advice service that front-loads key conversations, manages expectations early and supports more effective determination of subsequent applications. A defining feature of the transformation is the use of robotic process automation (RPA) built in-house using Power Automate. These automations remove repetitive manual tasks that previously created bottlenecks, including consolidating customer submissions and importing and indexing documents into the document management system, reducing delays, improves data quality and releasing officer capacity for high-value planning work. The Report a Planning Breach service has reduced unnecessary enforcement complaints by 80%,helping residents determine whether issues are for planning to investigate and redirecting quickly where they are not. Automation ensures cases are processed instantly and are immediately usable by officers. Significant impact has also been achieved through automation of planning representations, with RPA importing, indexing and redacting high volumes of public comments — improving governance, transparency and processing speed. This work has contributed to reductions in outstanding applications and improved decision times. Independent evaluation by PAS and MHCLG recognises Doncaster as a national exemplar, demonstrating sustained transformation with measurable efficiencies and service.
Judges comments: Since 2022, City of Doncaster Council has delivered a whole-service digital transformation of planning, a statutory service often viewed as slow and complex, by redesigning customer journeys, embedding automation and using data to drive continuous improvement. This is a strong demonstration of how technology can enhance total service transformation.
Innovation in Building Diversity and Inclusion
Winner: Newcastle City Council - A city of black and white
2025 was a year of division. Across the world, country, in every town and city. Newcastle’s approach stands out because it has been brave. When faced with difficult questions around how vocal they should be on those divisive issues, the city council has led the way in making bold statements in support of minority groups and communities. At a time where every social media post on a local authority page is full of hateful rhetoric and racism, some organisations have chosen the path of least resistance and chosen not to be as vocal to protect minority communities from such comments. Newcastle City Council made a deliberate decision to be bolder about their stance in supporting minority communities through active communication campaigns on social media and in the press. But it’s not just about talk, our submission is about action. In 2025, we became a Marmot City, recognised “care experienced” as a protected characteristic, hosted the MOBOs and a series of fringe events to celebrate Black music and creativity, built a new ESOL service and launched an LGBT+ roundtable that has seen the biggest collaborative effort to tackle inequality facing LGBT+ Geordies in a generation. We know we have work to do. But we know that at a time of great division, fear and scrutiny, we shout loud and shout clear. Newcastle is a city for all. A city where every stranger is a friend. Where every visitor is an adopted Geordie. A city of black and white. A city united.”
Judges comments: Judges praised Newcastle City Council’s courageous, visible leadership on equality and inclusion, backed by strong political and senior officer ownership. A bold communications strategy challenged misinformation and empowered communities and staff. Inclusion was treated as a leadership discipline, driving cultural change, trust and confidence city wide, with clear potential to become sector leading as impact further matures.
Innovation in Children’s and Adults’ Services
Winner: Cumberland Council - A Council that Cares: Including Care Experienced Young People in Local Democracy
The Enrichment Fund is an innovative, youth-led model transforming outcomes for care-experienced young people across Cumberland. Developed by Cumbria Youth Alliance and Cumberland Council, the Fund enables care-experienced young people to act as champions and decision-makers for their peers designing, leading and delivering a flexible programme that removes barriers to education, employment, wellbeing and independent living. In its first year, the Fund distributed more than £30,000 to 43 young people, providing practical, life-changing support such as transport to work, therapy, essential household items, training courses and access to sports and culture. This flexible intervention often acts as the “bank of mum and dad” that many care-experienced young people do not have. Youth Panel members also experienced significant personal development, with measurable improvements in confidence, communication, relationships and employability. The programme has generated exceptional community and business engagement. More than 40 employers including Sellafield Ltd, ISH, AtkinsRéalis and BEC, have pledged mentoring, apprenticeships and work experience, embedding care-experienced young people within the region’s future workforce. Recent fundraising has secured over £100,000 to sustain and expand delivery, demonstrating region-wide confidence in the model. This approach represents genuine co-production, strong partnership working and truly integrated delivery. It unites lived-experience leadership with statutory services, political support, the voluntary sector and industry partners to create a holistic system of opportunity. The Enrichment Fund demonstrates the power of trusting young people as leaders: delivering rapid, dignified and impactful support; building pathways into adulthood; and uniting a community committed to helping care-experienced young people thrive.
Judges comments: A compelling and highly innovative project that puts care-experienced young people at the heart of decision-making. The judges were particularly impressed by the enrichment fund, creative fundraising and strong partnership working, all of which delivered real and lasting benefits. A powerful example of how co-production can transform lives.
Innovation in Delivering Sustainability and Social Value
Winner: London Borough of Islington - The Cally Community Circular Food Project: Community power creating sustainability and social value
We set out to address two urgent and interconnected issues in the Caledonian ward: high levels of local food waste and limited access to affordable, climate‑friendly meals. Working with ReLondon and funded by the Carbon Neutral Cities Alliance, we created the Cally Community Circular Food Project — a community‑designed initiative centred on Jean’s Café, a pay‑what‑you‑feel surplus‑food café run with Manor Gardens Welfare Trust. In just six months, the project rescued nearly three tonnes of surplus food, delivered plant‑based meals to hundreds of residents, supported local businesses to reduce waste, and generated £162,000 in accredited social value. This hyper‑local model demonstrates how circular food systems can tackle inequality, climate challenges, and social isolation at the same time.
Judges comments: This ambitious and impactful project addresses some of the most pressing sustainability and social challenges of our time. By simultaneously reducing food waste and improving access to affordable, nutritious meals, it delivers meaningful and lasting benefits for the local community. The judges were particularly impressed by the exceptional level of local resident engagement and the evident enthusiasm driving a genuinely place‑based, circular economy initiative. Replicable and scalable in nature, the project demonstrates clear outcomes in tackling food poverty, supporting education, and delivering impressive carbon savings. A thoroughly deserving winner in an exceptionally competitive field.
Innovation in Housing
Winner: Hull City Council - Children’s Homes: bringing children home to Hull with a bold approach to residential care
“All With Us” is Hull City Council’s whole-place response to reducing reliance on costly, unstable, out-of-area residential placements. Since 2019, we’ve insourced and expanded a therapeutically grounded portfolio of 17 registered homes offering 48 placements (long-term, short breaks, and emergency). During the award period, six children returned to Hull, one to their parent, and all strengthened family connections. Two young people stepped down from mental health provisions, and two new homes were registered. This long-term solution, built through partnership across Children’s Services, Housing, Planning, Finance, and Health, improves outcomes, reconnects children with communities, and saves £1.8m annually versus agency placements.
Judges comments: By treating home not just as provision but as a language of care, with children at the centre, this innovative housing programme is thoughtfully designed around people with an approach that brings children back into stable, connected communities. Hull City Council has delivered a deeply child-centred, place-based housing transformation that looks and feels unmistakably Hull.
Innovation in Public Private Partnerships
Winner: London Borough of Hackney and Zest - An innovative public-private partnership delivering the UK’s densest EV charging network
Hackney Council and Zest have developed an innovative, long-term public-private partnership to deliver one of the UK’s densest and most equitable electric vehicle (EV) charging networks. The partnership will install 2,500 chargepoints by 2026, with more than 1,100 already live and serving 2,700 unique monthly users, including social housing tenants, car club members and residents supported by discounted tariffs. By combining public sector leadership with private sector investment, flexibility and delivery expertise, the partnership removes financial risk for the council, improves value for money, enhances the resident experience and demonstrates how collaborative, adaptive working can accelerate net zero delivery in a complex urban environment.
Judges comments: We were impressed by the ambition and scope of this partnership, using a timescale of 15-19 years and looking for long-term alignment to deliver an EV network that included a focus on social and council housing, and on accessible spaces and care clubs. The partnership also looked beyond its immediate focus to deliver wider societal benefits, through a dedicated social value team working with schools, colleges and communities to promote green career options and to focus on local employers and suppliers. Underpinned by strong governance across the Council, the partnership had undertaken widespread public engagement and has seen significant uptake of the offer and requests for chargers, including from traditionally under-represented groups. The upshot is that one of the largest EV networks in the country is being delivered at zero capital cost to the council.
Innovation in Reducing Health Inequalities
Winner: Birmingham City Council - From needs assessment to action: embedding sex worker health equity in Birmingham
Birmingham City Council is delivering bold, evidence-based system change to address sex workers’ health inequalities. Following an analysis of sex worker’s health needs, Inclusion Health has used the Connecting Health Communities programme to embed lived experience, co-produce solutions and unite statutory, voluntary, and community partners. This work has reshaped commissioning, improved multi-agency collaboration, access to services with trauma-informed pathways, strengthened data and reduced stigma. By transforming research into action and embedding co-production at every stage, Birmingham is driving long-term change to reduce health inequalities while generating insights of national relevance for inclusive, equitable public health for highly marginalised populations.
Judges comments: This project provides practical support to a group of people who are often overlooked or ‘under the radar’ of traditional services. It focuses on prevention as well as addressing the very real needs of a group of extremely vulnerable people. An impressive attempt to combat genuine health inequality.
Local Government Finance Team
Winner: Rutland County Council - From Challenge to Confidence: A New Era of Financial Sustainability
Rutland’s Financial Services Team has delivered one of the most compelling examples of local government financial transformation in recent years. In just 18 months, the team has turned the Council’s number‑one priority — financial sustainability — from ambition into lived reality, despite a challenging funding climate and reduced government grant. Under new S151 leadership, the team redesigned Rutland’s entire financial operating model. They introduced three‑year cash limits, service ambition plans, and 12 Key Lines of Enquiry (KLoEs) that give unprecedented insight into the drivers of cost and demand. This system has transformed budget conversations across the Council, enabling earlier decisions, clearer accountability, and more sustainable choices. The impact has been exceptional. Rutland delivered draft Accounts by 31 May 2025 and final sign‑off by 31 October — placing it among the fastest authorities nationally. External auditors found no significant weaknesses and highlighted Rutland’s integrated budget papers as good practice. The Council also proposed a sub‑5% council tax increase, even as Fair Funding reduced grant levels — clear evidence that the new approach is working. Modernisation has been rapid and meaningful: cloud‑based systems, invoice‑processing automation, real‑time dashboards, and a 30% reduction in external debt. Collaboration is now embedded through monthly service sessions, strong Member engagement, and cross‑directorate governance. This is a small team delivering national‑level standards. Their model is practical, replicable, insight‑driven and rooted in culture change. Rutland hasn’t just improved financial management — it has reset how sustainability is achieved, creating a resilient financial system that protects services and strengthens communities.
Judges comments: Rutland County Council’s finance team has transformed financial sustainability through outstanding leadership, innovation and collaboration. Their forward-looking approach, strong governance and sector-leading financial management have delivered measurable results, empowered services, and embedded a culture of accountability and resilience. A high-performing team setting a benchmark for modern local government finance.
Rising Star
Winner: Staffordshire County Council - Chloe Kelly
Since her appointment in April 2025, Chloe has delivered outstanding impact through the Supporting Care Leavers into Employment (SCLE) programme, demonstrating leadership, innovation and delivery capability well beyond her career stage. She has rapidly taken on complex cross‑council work, combining policy insight, operational grip and partnership building to achieve measurable improvements for care‑experienced young people. Chloe has been central to Staffordshire’s whole‑council Corporate Parenting model, working confidently with senior officers, employers and partners, and building trusted relationships with care leavers themselves. As part of a cross‑council team, her work has helped secure 45 employment and training offers within eight months and progress 39 young people into Education, Employment or Training (EET) within a year, while supporting 1,115 care leavers overall, prioritising 201 furthest from EET. Chloe translated strategic intent into operational delivery by refining referral pathways, coordinating social value events, and supporting the Not in Education, Employment or Training (NEET) panel, achieving up to 87% conversion from offers into EET where cohorts aligned. Her innovation includes Pathways to Success, delivering 40% progression into paid internships and 80% commitment to GCSE English and Maths resits, and expanding opportunity through enterprise routes such as Own Your Future. By aligning transport access, independent living support, skills provision, financial assistance and employer engagement, Chloe has created a coherent, replicable model. She has secured national interest from nine local authorities, is representing the programme at UKREiiF, and brokered ministerial engagement to champion care leavers’ employment nationally.
Judges comments: Chloe is the true definition of a Rising Star. She has been a catalyst for change, acting as a conduit between employers and children’s services to create clear career pathways for young people who are not in education, employment or training. The impact of her work has been incredible and her passion for ensuring all children can thrive is truly inspiring.
Senior Leadership
Winner: Guildford Borough Council - Improvement Plan
In 2024, Guildford Borough Council faced a sobering reality: financial and governance breaches, leadership losses, C3 RSH rating and the brink of bankruptcy. Change wasn’t optional; it was essential. Today, we stand stronger: financially resilient, well-governed, and united behind a clear strategy. Through a disciplined improvement journey, our Leadership Team worked with residents, Members and staff to rebuild trust, strengthen compliance, prioritise tenants and delivered real results: safer homes, faster repairs, robust finances, engaged staff and resident voices driving decisions. They delivered exceptional transformation at a moment of profound organisational risk. Taking charge during a period marked by financial instability, governance failings and a loss of public confidence, they demonstrated decisive, transparent and values‑driven leadership. They acted with integrity from the outset, commissioning independent reviews, accepting every recommendation and setting out a coherent, realistic and ambitious plan for recovery. Their strategic clarity reshaped the organisation, providing direction through a new Corporate Strategy, Delivery Plan and Housing Improvement Plan that aligned all activity to measurable outcomes. The team excelled in rebuilding culture and engagement. Through visible leadership, open communication and investment in staff.
Judges comments: Guildford’s Senior Leadership Team has delivered a remarkable turnaround in a short time, successfully integrating a refreshed leadership approach with existing staff while overcoming significant challenges. Judges noted the significant role district councils are playing in preparation for the LGR landscape with the Guildford leadership team epitomising this in rebuilding trust with residents and laying the foundations of a lasting legacy to be carried into the new unitary council.
Transforming Lives
Winner: Antrim and Newtownabbey Borough Council - Health Intervention Team
The Antrim and Newtownabbey Borough Council Health Intervention Team is a model of what a highly skilled, community-centred service can achieve, with a very small team. Made up of just three Health Officers, Karen, Alan, and Arlene (recently named UK Active Physical Activity Hero 2025) led by Sport & Physical Activity manager Kevin, this team delivers an exceptionally broad and effective range of health and wellbeing programmes across the Borough. Their work directly supports the Health Intervention Action Plan 2022–2027, contributing to improved physical, mental, and social health for residents of all ages and abilities. Despite its size, the team’s reach is remarkable. In 2024–25, more than 25,000 people took part in their classes, programmes, and support pathways. Their expertise spans GP-referral exercise, cancer rehabilitation, pulmonary health, pre and post-natal activity, cardiac rehabilitation, falls prevention through the Live Long, Steady & Strong programme, substance-use support, childhood obesity, veterans, and mental health improvement via More Movement for the Mind. Each officer brings a wide range of specialist qualifications, ensuring that delivery is always safe, adaptable, and participant-centred. The team operates with a cradle-to-grave approach, emphasising not only the delivery of programmes but also the relationships built and the trust established with participants. They work closely with the Health Trusts, Public Health Agency, governing bodies, charities, community groups, schools, sports clubs, and other Council services. Their model is both robust and agile with the ability to respond to emerging needs and address persistent health inequalities across the borough of Antrim and Newtownabbey.
Judges comments: We felt this work exemplified how partners united by a shared sense of purpose could have an incredibly powerful impact on the lives of residents. Drawing on fairly modest funding, the project nevertheless demonstrated big impact, enabling tens of thousands of people of all ages to live better, healthier lives.
Workforce Optimisation
Winner: Hull City Council - Everybody’s Business: SEND Workforce Development Strategy
Hull City Council’s SEND Workforce Development Strategy (2024–2027) is a bold, inclusive framework designed to ensure that SEND is everyone’s business. It sets out a city-wide approach to equipping professionals with the knowledge, skills, and confidence to deliver high-quality, inclusive services for children and young people aged 0–25 with special educational needs and/or disabilities (SEND). This strategy is rooted in co-production with families, informed by lived experience, and aligned with Hull’s Community Plan priority of “Achieving Our Potential.”
Judges comments: The winner has developed an innovative and unique workforce strategy that enhances the knowledge and skills of the workforce and provides clear benefits to the wider community. The winner is Hull City Council for its Special Educational Needs and/or Disabilities (SEND) Workforce Development Strategy.
Outstanding Contribution to Local Government
Winner: Theresa Grant
Theresa Grant has devoted her career to public service, making a lasting difference to communities across the country through her exceptional leadership, wisdom and commitment.
Throughout her time as Chief Executive of Trafford MBC, Northamptonshire CC and Liverpool City Council, Theresa earned a reputation for leading with determination. She has consistently taken on some of the most demanding challenges in local government, bringing helping organisations navigate periods of significant change.
Her contribution continues through her work as a commissioner and government adviser on local government reorganisation, where her experience is helping to guide local authorities through the process.
Theresa's career is one of remarkable achievement – it is a story of service, resilience and leadership. Her influence extends far beyond the organisations she has led and her legacy will be felt for many years to come.
With gratitude and admiration, we celebrate Theresa Grant and the extraordinary contribution she has made to local government and public life.
Imagine your team here next year!
The winners of 2025
The MJ Awards celebrate the very best in local government. On this page, you’ll find stories and interviews from our 2025 winners. Here we present the teams and leaders who stood out for their innovation, resilience and impact.
For them, winning wasn’t just about a trophy. It was about recognition, pride, and knowing their work truly made a difference.
Local Authority of the Year
Winner: Stockport Metropolitan Borough Council
Their collective energy, evident in the ‘OneStockport’ ethos, shone through a powerful combination of investment, service delivery, and authentic co-production. From infrastructure projects to the moving story of a new colleague supported into work, their commitment to partnership and people-centred progress stood out. Their pride is well-earned, and their promise that “the best is yet to come” feels entirely credible.
Best Council Services Team
Winner: Derby City Council
This authority is leading the way in their commercial approach. They have put children’s safety at the heart of what they do and they have created a product that is excellent, resulting in the ability to sell this as a service to other councils throughout the united kingdom. A great example of innovation and team work.
Best Transport Decarbonisation Project
Winner: London Borough of Hackney
In a close race, this winner stood out for its comprehensive vision, realised with a well-delivered, sequenced approach and supported by a communications strategy that simplified Hackney's sophisticated multi-level policy work. Through parking, active travel and low traffic neighbourhood programmes, the council has laid an excellent foundation for ongoing decarbonisation work on the road to net zero.
Highly Commended:
Essex County Council
London Borough of Haringey
Chief Executive of the Year
Winner: Rotherham Metropolitan Borough Council - Sharon Kemp
A tireless champion for equalities, her leadership has transformed the council and delivered meaningful, lasting change for communities. Her influence extends beyond the city, she has tackled national issues with clarity and purpose. Her work on social value will leave a legacy for years to come. She embodies the very best of local government leadership.
Community Engagement
Winner: Nottinghamshire County Council
This transformative 5-year scheme reconnected ex-mining communities with Sherwood Forest's heritage and nature. Led by Nottinghamshire County Council and backed by the National Lottery Heritage Fund, it involved 13 ambitious projects with numerous partners, achieving significant community engagement and empowerment, and leaving a profound impact on residents.
Delivering Better Outcomes
Winner: Telford & Wrekin Council
A standout entry, showcasing transformed relationships between CSE survivors and professionals. Telford and Wrekin demonstrated a bold, clear vision that reshaped culture, systems, and practice—delivering real impact. Their survivor-led approach offers a powerful model for others seeking genuine, system-wide change in responding to child sexual exploitation.
Highly Commended:
London Borough of Barnet
Digital Transformation
Winner: West London Alliance
The winner of the MJ’s Award for Digital Transformation showcased exceptional collaboration to tackle complex challenges. Their solution was underpinned by a clear business case, demonstrating tangible benefits not only within their own partnership but also with potential to impact other councils. The project highlighted outstanding leadership, with a visionary approach to driving innovation through a practical use of technology setting a new benchmark for digital excellence across the sector.
Highly Commended:
St Helens Borough Council, TEC Hub
Innovation in Building Diversity and Inclusion
Winner: Central Bedfordshire Council
In a highly competitive field, the judges were unanimous in selecting Central Bedfordshire as this year’s winner. The Inspiring Music’s ‘head start’ approach making a real and tangible difference to young people’s lives and Central Bedfordshire are already sharing learnings across the region and beyond and considering how this innovative approach to learning could have a much broader impact.
Highly Commended:
City of Doncaster Council
City of Edinburgh Council
Innovation in Children’s and Adults’ Services
Winner: London Borough of Haringey/Metropolitan Police Service/LIIA
Haringey Council, 'Metropolitan Police Service and LIIA; the winner for innovation in children and adult services for pioneering a data-sharing approach with police to use stop and search encounters as safeguarding opportunities. Their preventative, trauma-informed work, co-produced with young people, improved early intervention and influenced cross-borough and pan-London safeguarding practices. Truly innovative the programme can now be rolled out across multiple police forces and authorities, ensuring that young people have a voice and are seen as people and not just a statistic!
Highly Commended:
Stockton-on-Tees Borough Council
Surrey County Council
Innovation in Delivering Sustainability and Social Value
Winner: London Borough of Hounslow
The judges were impressed by the outstanding success of this project, its commitment to circular economy principles, and the long-term social value it provides. It is founded on collaborative working, with twenty-one other organisations involved. The direct engagement with the borough's diverse community has fostered a high degree of trust and led to widespread involvement.
Highly Commended:
Barnsley Metropolitan Borough Council
Innovation in Housing
Winner: Dumfries & Galloway Council
Judges were impressed by the breadth of solutions to housing issues offered across a large and diverse geographical region. Dumfries and Galloway effectively demonstrated that the best solutions involved adapting responses to local areas and empowering communities to own these solutions.
Highly Commended:
Malvern Hills and Wychavon District Councils
Royal Borough of Kensington & Chelsea
Innovation in Public Private Partnerships
Winner: North Northamptonshire in partnership with Irchester Field School
This project has really stood out for the way it deepens public connection with place, making history and archaeology relevant for all sections of the community. It is a project that develops year on year, and is showing impressive results, not only in engagement, but also in non-educational outcomes such as public health and wellbeing.
Highly Commended:
Bath and North East Somerset Council, Community Wellbeing Hub Partnership
Innovation in Reducing Health Inequalities
Winner: London Borough of Haringey
This is an important initiative that has been established to address an increasingly prominent issue that is disproportionately impacting deprived communities. This is a very well designed and targeted programme that has clear aims, is already seeing positive results and is scalable across other regions.
Highly Commended:
London Borough of Hackney
London Borough of Hounslow
Leadership in Responding to the Climate Emergency
Winner: Lancaster City Council
Lancaster has shown determined leadership by embedding climate action at the core of planning policy. Punching above its weight, it has challenged national barriers through its climate first Local Plan. Judges praised its quiet confidence, community engagement and national influence. Lancaster is an excellent blueprint for local leadership on the climate emergency.
Highly Commended:
Gravesham Borough Council
Rising Star
Winner: Burnley Borough Council - Alexandra Brown
Dynamic and innovative, Alex has transformed environmental services in Burnley through ambition, passion, and sheer determination. From starting out as an apprentice to becoming a standout leader, she balances her studies, multiple jobs, and full-time work whilst mentoring others and delivering real impact in her role. A true rising star, she’s a future Chief Executive in the making.
Highly Commended:
North Northamptonshire Council - Patrick Banham
London Borough of Waltham Forest - Fiona Brioni
Senior Leadership
Winner: Bournemouth, Christchurch and Poole Council
A worthy winner in a strong field. With a leadership team that successfully navigated the achievement of creating a new Council whilst experience significant political change and at the same time retaining a sharp focus on delivering for residents. At the same time building a sense of team, this was not for the faint-hearted, credit to you all!
Transforming Lives
Winner: North Lanarkshire Council
This fabulous, project that was born out of Covid has helped older people connect digitally from home. This council team went above and beyond, creatively linking generations to improve digital literacy. This project demonstrated technology's potential for good, building intergenerational friendships, and addressing anxieties about youth and tech.
Highly Commended:
Brentwood Borough Council
Kent County Council
Workforce Optimisation
Winner: Cornwall Council
A continuous improvement programme imparting the knowledge and skills to staff members no matter what grade or professional level to change systems and processes that improve services. To date, 106 people have taken part in the programme and it has made a huge difference to service delivery across the organisation.
Highly Commended:
London Borough of Hackney
Outstanding Contribution to Local Government
Winner: Pat Ritchie CBE
Congratulations to our winners of 2024. Check out the winners' brochure here
A Whole-Council Approach to Tackling Health Inequalities
Winner: London Borough of Hounslow
Hounslow residents face barriers to good health largely caused by inadequate healthcare access, socioeconomic factors, environmental issues, and individual behaviours which reinforce health inequalities.
Key problems include uneven service distribution, transport reliability, language and cultural barriers, digital exclusion, high deprivation, unemployment, social isolation, air and noise pollution and unhealthy lifestyles. This causes rising chronic illnesses, high obesity, mental health issues and substance misuse. The Council implements coordinated initiatives across transport, communications, translation, training, community support, housing, environment, social care, public health, and digital inclusion to address these barriers and inequalities (e.g. improving early years and mental health and health services and assisting independence). The Council's governance documents show improving health and equity are priorities. The Corporate Plan provides values guiding decision-making while the Health and Wellbeing Strategy focuses on prevention and early intervention.
The Borough-Based Partnership brings together health, social care, and Council services for an integrated, effective system. The partnerships formed by the Digital Inclusion for Social and Health Impact (DISH) project - between the Council and NHS Trust, to make digital health services more inclusive by reducing digital inequalities. Innovative approaches developed included joint-working, co-production arrangements, targeted community engagement, place-based analysis, customised resources and expanded device access.
Outcomes included: closer ties; transformed services; enhanced insights and external funding bids. Achievements delivered included creation of a shared vision and leadership, increased volunteering, analytical processes, wider consultation shaping services, and sustainability measures across governance, communications, and integration foundations – ensuring local health is a clear priority across service areas.
Highly commended: Durham County Council & West Northamptonshire Council
Best Council Services Team
Winner: Stoke-on-Trent City Council
Stoke-on-Trent's groundbreaking collaboration with JCB for highway repairs merits consideration for an award. The bid excels in People, Performance, and Planet, showcasing improved community and employee well-being, enhanced safety, and skill development. Impressive performance metrics include increased work efficiency, cost savings, and reduced time on site, emphasising a commitment to long-term quality and cost-effectiveness, aligning with global environmental goals, and achieving a significant 35% reduction in emissions. Media links and testimonials supported the bid's success, emphasising Stoke-on-Trent's holistic approach to infrastructure management and how it contributes to community and economic prosperity.
Highly commended: Liverpool City Council
Innovation in Housing
Winner: North Tyneside Council
North Tyneside Council set out with an ambitious vision to overturn a number of under-used garage sites into homes for over 55’s in an area of high housing demand. Using their patented product, HUSK provides a turn-key solution, delivering sought-after bungalows in the middle of an already thriving estate.
The bungalows offer tenants a highly efficient fabric which contributes to lower energy bills and utilises Air Source Heat Pump and Solar PV technologies. With our first HUSK development complete at Falmouth Close in North Shields, Phase 2 in Wallsend has recently been completed and we continue to explore our other garage sites for future development.
The innovative HUSK designs retain the concrete bases of garage blocks, minimising ground preparation other than service connections. This overcomes sub-ground issues and by using the existing footprint of the garages, it also negates planning issues with overlooking distances.
The development demonstrates the ambition of both the Council and HUSK to create great places where people want to live. It is a perfect example of finding an innovative solution to regenerate brownfield sites that have previously been deemed undevelopable. Working with HUSK, North Tyneside Council has used innovation to redesign and redevelop under-used and disused former garage sites into high-quality, affordable homes for local people in an area of high housing demand.
The homes are fully accessible and meet the current Nationally Described Space Standards ensuring generous spaces throughout. Increased insulation ensures that running costs are kept as low as possible for our tenants.
Highly commended: Lancashire County Council
Best Transport Decarbonisation Project
Winner: Essex County Council
Essex Pedal Power (EPP) is a community-based initiative led by Active Essex, The Active Wellbeing Society (TAWS) and Essex County Council's Sustainable Transport and Localities Teams, and funded by the South East Local Enterprise Partnership (SELEP), Sport England, NE Essex NHS Integrated Care Board, and ECC Levelling Up fund for £3,179,322.
The aim of Essex Pedal Power is to provide communities in some of the most deprived parts of Essex with free bicycles on a loan-to-give-away basis, subject to regular use.
The bicycles support residents to become more physically active, whilst also enabling them to travel to work, school and leisure activities at low cost, both financially and sustainably.
Specific areas of deprivation in Essex have been targeted, thereby addressing the environmental aspect of decarbonising local transport and the socio-economic challenges communities face.
The target is to provide over 5,000 bikes by 2025 in the six Levelling Up areas recognised by Essex County Council. These are Tendring, Basildon housing estates, Colchester housing estates, Harlow, Rural Braintree and Canvey Island.
So far, 797 applicants have been provided with high-quality bikes, each of which is dynamo-GPS tracked. Bikes are initially loaned to participants for 12 months. However, if a bike is used regularly, participants can keep it permanently.
The programme also provides free training for residents to learn to cycle and carry out basic bike maintenance and is creating community cycling groups.
Highly commended: London Borough of Waltham Forest
Care and Health Integration
Winner: City of Wolverhampton Council
Putting people at the centre in Wolverhampton has delivered innovative and proactive approaches to supporting people at the toughest time of year.
Winter is renowned for being a challenging time across health and social care, with many services experiencing increased demand. However, a different approach has been taken in Wolverhampton that has delivered closer joint working to better support the needs of individuals and manage demand across the system.
A joint Winter Plan has been created through the city’s Place-based Partnership, OneWolverhampton, that has reduced hospital admissions and ensured people were able to return to the place they call home at the safest, earliest opportunity. This has included engaging partners from across the city, including the local authority, the acute provider, mental health services and the community and voluntary sector to trial a range of innovative services.
What sets the approach apart is how partners have taken a joint approach to funding and used it in innovative ways to test out new ways of working, such as dedicated welfare rights and social workers within mental health acute settings, a social prescribing in-reach service within the discharge lounge of the acute trust, and bespoke training events with care homes in the city.
This approach enabled innovation and learning and against a backdrop of declining local and national performance, Wolverhampton has been able to significantly reduce its ambulance handover delays and also significantly reduce the number of individuals with No Criteria to Reside (NCTR) in acute settings.
Highly commended: Essex Cares Limited
Chief Executive of the Year
Winner: Maxine O’Mahony - Breckland Council
Always a progressive leader and with her coaching mindset steering her forwards, Max’s commitment to a new operational model, utilising partnership for the successful delivery of targeted projects and schemes in support of the much-needed services across Breckland makes her an outstanding Chief Executive and exemplary in the field of modern leadership.
When it comes to people development, Max is passionate about growing our own talent and empowering them to reach their potential. Max has grasped the challenge of being a Chief Executive with a drive and determination that sets her aside from her peers. Having done so, she is keen to support and enable those around her to develop and progress within the sector, helping to provide a long-term source of talent. She is a true Modern Chief Executive of the Year.
Community Engagement
Winner: Jonathan Henderson - Antrim and Newtownabbey Borough Council
Jonathan Henderson is the epitome of a public servant, bringing continued enthusiasm, creativity and innovation to his role whilst inspiring others. His work covers a wide breadth and depth as Community Services Co-ordinator, from delivering £1 million in community grant aid, to engaging in potentially contentious bonfires, doubling participating sites in local Bonfire Protocol to reduce environmental and people antisocial behaviours. He successfully introduced 6 beacons in replacement of traditional bonfires. His work at Christmas to deliver an innovative, environmentally themed Christmas community programme incorporating a new host venue.
Highly commended: Durham County Council & London Borough of Haringey
Corporate Director of the Year
Winner: Bernie Enright - Manchester City Council
Bernie arrived in Manchester at a challenging moment – with the introduction of health integration and long-term pressures on social care. However, her work is personified by a strengths-based, collaborative and data-driven approach to achieve the best outcomes for residents and Manchester. Better Outcomes, Better Lives is recognised as a national best practice. She has had an impact both nationally and locally, but perhaps more importantly, she has done so with a smile.
Highly commended: Sarah Hammond - Kent County Council
Delivering Better Outcomes
Winner: London Borough of Haringey
Haringey Council won for the scale and ambition of its need-led programme which aims to build 3,000 council homes by 2031. With 2,118 new council homes completed or underway, with 500 more expected to be completed by summer 2024, more residents will soon echo one mother’s words: “my daughter fell in love with the house, her dream home”.
Haringey’s programme uses Innovative technologies and careful design to deliver sustainable homes to tackle climate change, bespoke homes adapted for tenants’ specific needs, family-sized homes and placemaking, and empowers residents with extensive community engagement. The Mayor of London, Sadiq Khan, describes Haringey’s approach as “a game-changer”.
Highly commended: Wirral Metropolitan Borough Council & Plymouth City Council
Digital Transformation
Winner: Dumfries and Galloway Council
@SWConnects is an effective digital delivery model for qualifications across all secondary schools in Dumfries and Galloway, East Ayrshire, North Ayrshire and South Ayrshire Councils.
We embedded existing technology to bring about real change in broadening the curriculum to meet future needs. Learning through @SWConnects addressed inequity of subject choice in rural areas where resources prevented offering a range of Advanced Highers in all schools.
Analysis showed that schools with a limited offer had proportionately higher numbers of children from poorer households. This collaboration has designed a sustainable digital solution, with results and pupil evaluation comparing well to class-based teaching.
Highly commended: Dorset Council & Aberdeen City Council
Innovation in Building Diversity and Inclusion
Winner: Essex Cares Limited
The East of England Co-op is the largest independent retailer operating in the East of England. Proving food stores and specialist services, such as funerals, security, travel and petrol filling stations to communities across Essex, Suffolk, Norfolk and Cambridgeshire.
As a co-operative business, it puts its members first. Its focus has always been, and always will be, the local communities in the areas it serves. This community-centred approach makes it the ideal partner for ECL’s Inclusive Employment initiative, which supports people with learning disabilities and/autism to achieve their ambitions of meaningful, paid employment.
ECL’s Inclusive Employment service matches talented individuals to meet the needs of businesses, creating a successful working relationship that enables the candidate to develop their skills and achieve their goal of becoming more independent. They provide on-the-job coaching and mentoring for as long as is needed to ensure that both the individual and the employer have the best experience.
In July 2022, the East of England Co-op and ECL formed a dynamic partnership that has already gained considerable momentum. Eighteen months on, both organisations are helping people in Essex with learning disabilities and autism achieve their ambitions of paid employment with great success.
Highly commended: Aberdeenshire Council & Kirklees Metropolitan Borough Council
Innovation in Children’s and Adults' Services
Winner: Oxfordshire County Council
Oxfordshire County Council’s Banbury Community Support Service (CSS) is the perfect example of a team using innovation and coproduction to develop programmes that make a real difference to the people they support.
The service supports adults with additional needs, including people with learning disabilities, autism and dementia, offering day sessions that enabling them to live happy, fulfilling lives.
Staff work alongside the adults who use the service, regularly asking them what changes could be made to make their centre even better. And in spring last year, the proposal was made for a new, inclusive ‘pub room’ to be created.
For the adults who use the centre, a space where they could relax, have fun and socialise is something they really missed.
By working together, thinking innovatively and using new and established community connections, Cheers M’Dears pub opened in June 2023, at no cost to the council.
It is regularly used by the people who come to the centre and is hired out privately by adults with additional needs, allowing them to celebrate special occasions in this accessible and joyful space.
Service users, GU and AC commented: “I like going to our pub room on a Friday, it lifts my spirits to be with friends, it always feels fun and safe’’ and "the pub room is easy to get around. I can get inside easily with my wheelchair. It is a happy place to have a drink and a chat amongst friends."
Highly commended: Pembrokeshire County Council
Innovation in Delivering Sustainability and Social Value
Winner: North London Waste Authority
North London Waste Authority (NLWA) is a local authority and a partnership of seven councils (Barnet, Camden, Enfield, Haringey, Hackney, Islington, Waltham Forest) serving 2 million residents. Developed by NLWA, the North London Heat and Power Project is a ground-breaking initiative exemplifying innovation and commitment to environmental and social responsibility.
The NLHPP, situated at Edmonton EcoPark, replaces the existing energy-from-waste plant, introducing cutting-edge recycling facilities. Beyond providing clean energy for 127,000 homes and heating for 60,000 local homes and businesses, the project significantly reduces carbon emissions, equivalent to removing 110,000 cars from the road annually.
The NLHPP embraces a comprehensive social value program, with ambitious targets. Initiatives include a community liaison group, apprenticeships, training placements, and partnerships with local businesses, schools, and community groups. Aiming for beyond-compliance, the NLHPP contributes to Sustainable Development Goals, addressing gender equality, decent work, economic growth, and climate action.
The community engagement program has garnered recognition, with 20 awards, commendations, and shortlists. Notable achievements include: 46 apprenticeships, 194 skills training placements, and 10% of supply chain spend with local businesses.
The NLHPP's school engagement initiative spans all seven NLWA boroughs, reaching over 2,500 students. The program, covering recycling, energy from waste, construction, and career pathways, has resulted in increased interest in STEM subjects and apprenticeships. The NLHPP also supports community projects through RE-Power Communities, donating over £143,000 and nearly 500 volunteering hours.
Highly commended: London Borough of Waltham Forest Council & Tendring District Council
Innovation in Partnerships
Winner: Shropshire Council
It’s no exaggeration to say the work of the River Severn Partnership will transform lives and localities for generations to come. The UK’s first strategic rural partnership has brought together partners across the Severn Catchment in England and Wales to deliver an integrated approach to resilience in areas blighted by flooding. Crucially, it’s fundamentally altering the way we manage and utilise rivers by viewing them as a social, environmental and economic asset, rather than a liability.
The partnership, which includes councils, national agencies, wildlife trusts and local nature groups, has attracted unprecedented levels of government funding as it develops and delivers a growing range of innovative projects across an area that’s home to 2.6 million people. They include projects marrying green growth with climate resilience and piloting new ways of harnessing technology to predict and prevent flooding. Described by the Environment Agency as “an outstanding partnership”, it’s created a powerful vehicle for change.
“Recent years have seen multiple serious flooding events hit many communities and businesses along the River Severn,” explains Cllr Lezley Picton, leader of Shropshire Council. “This partnership brings a truly united approach to mitigating flooding and the effects of climate change for communities. But more than that, it’s also enabling us to harness the River Severn as an asset in our efforts to guide sustainable economic growth in the region. The scope and scale of what’s possible through this partnership goes way beyond what Shropshire Council or any partner could achieve on their own.”
Highly commended: London Borough Tower Hamlets
Leadership in Responding to the Climate Emergency
Winner: Calderdale Metropolitan Borough Council
A Climate Emergency was declared by Calderdale Metropolitan Borough Council in 2019. Calderdale’s Climate Action Plan 2023-2026 was co-created by the Climate Committee's thematic working groups working towards a Net Zero target by 2038. Between 2021 and 2023, the Climate & Environment completed extensive consultations with 750 people to co-develop targeting and measures for Climate Actions.
The Climate Action Partnership aligns with the Vision for Calderdale, acknowledging climate resilience is inextricably linked with reducing inequality and thriving places. The board provides a representation of different perspectives with anchor organisations, councillors, SMEs, voluntary community organisations, as well as individuals.
The Plan is sustained through Climate Action sitting within three corporate priorities of the council's Corporate Plan with the LGA Corporate Peer Challenge review highlighting “progressive partnership practice”.
Leadership have accessed UK100 Climate Leadership training and co-development of an Influencing Strategy to lobby for actions needed beyond the borough.
The dedicated Climate Communications team have invested in their market campaigning with the brand Net Zero Calderdale and newsletter to raise awareness of the borough-wide climate activity.
Strategic projects sitting within the actions of the Theme Groups of the Partnership have accessed regional and national funding to lead the West Yorkshire region in demonstrating innovative, scalable solutions for buildings, energy, transport, climate adaptation, and nature-based solutions including Innovate UK Sustainable Places retrofit barriers research delivering a Citizens Jury; a Local Area Energy Plan with digital twin modelling; climate data dashboard webpage and Calderdale’s Ecological Emergency Officer development of Calderdale’s Wildlife & Biodiversity Network.
Highly commended: Herefordshire Council
Rising star
Winner: Liz Atherton - Stockport Metropolitan Borough Council
Liz is on a mission to make sure Stockport achieves carbon neutrality by 2038 and is having a big impact on delivering our ambitious Climate Action Now (CAN) strategy.
She leads by example and inspires others to join the cause. Through meaningful engagement with the community, businesses and colleagues, Liz has been instrumental in increasing awareness of climate change and GHG emissions across the borough, and has influenced many to make positive changes.
Her confident community engagement skills have led to:
Over 850 young people have joined the cause submitting 130 climate change ideas from schools.
87 businesses involved in Stockport Climate Action Business Forum.
62 community groups involved in Stockport’s Green Network.
Executed the CAN Summit attended by 160 people.
A skilled and confident community engagement and climate strategy professional with an eagerness for improvement and an innovative approach, Liz uses her political acumen and relationship building skills to deliver successful climate action programs and events. She fosters a culture of knowledge sharing amongst council colleagues from across Greater Manchester, as well as key organisations and community members, and communicates effectively and confidently with her Stockport Council colleagues of all levels and councillors alike.
Highly commended: Danny O’Neil - Birmingham City Council
Senior Leadership Team
Winner: Stockport Metropolitan Borough Council
Stockport Council’s Corporate Leadership Team (CLT) has big ambitions. Working together, it is a phenomenal force. According to The Times, Stockport is undergoing a spectacular transformation, and this is down to the team’s positive, forward-thinking ambition.
CLT wants Stockport to be one of the best places to live a happy, healthy life – to be achieved by strong leadership and effective partnerships to ensure opportunities are created for everyone.
The Corporate Peer Challenge in 2022 and revisit in 2023 described Stockport Council as “an impressive organisation” with outstanding partnerships, strong performance across key areas and robust financial management. This is alongside national leading innovation in regeneration, children’s services and digital.
Stockport is a good-performing, financially robust council. The team are passionate about the borough and has a proven track record of delivering real and ambitious change.
They take a ‘One Stockport’ approach, facilitating and convening partnerships and leading the local Integrated Care System.
They understand the strengths and values of a diverse and multi-skilled team.
They successfully navigate the diverse political environment through strong cross-party working.
They are not afraid to listen and learn and are highly respected and approachable, working in partnership to deliver the very best for their residents and borough.
They bring a wealth of expertise to the organisation with their wider leadership roles within their field of expertise to help others on a professional level nationally and across Greater Manchester.
Highly commended: Walsall Metropolitan Borough Council
Transforming Lives
Winner: Wirral Metropolitan Borough Council
Since April 2022, an innovative service in Wirral has empowered thousands of families to transform their own lives and improve their quality-of-life outcomes, whilst also reducing referrals to our Early Help team by 27%.
The Family Toolbox is available to all families in Wirral who want some free information, resources, or support to help their family be the best it can be. The Toolbox is the first Council-supported Alliance for Children’s Services in the country and is unlike any other offer that has been available in Wirral before, because it is free from referral processes, free of criteria and thresholds, and free of time restrictions.
The Toolbox prioritises people over systems and makes sure that all families can access something that can help them straight away. This open-door policy removes any potential barriers or complications to accessing our services, which encourages engagement from families, and maximises our chances to engage with our harder-to-reach communities. Furthermore, the Family Toolbox streamlines the offer that is available for families on Wirral, acting as one easy-to-access front door to any type of support they may need.
The Family Toolbox Alliance consists of seven voluntary organisations offering a vast range of support services for all members of the family, including parenting courses, family support, youth clubs, domestic abuse support, wellbeing services, early years learning support, community groups, counselling and many more. It is a truly diverse and wide-reaching offer delivered by a range of local third-sector partners.
Highly commended: King’s Lynn and West Norfolk Borough Council & London Borough of Merton
Workforce Optimisation
Winner: London Borough of Hackney
Hackney’s Parking Services transitioned its Enforcement Service in-house after 23 years of outsourcing. This strategic shift, centering on customer service and public safety, has dramatically transformed team culture towards positive customer interactions, helpful behaviours and service efficiency. Civil Enforcement Officers were rebranded as Road & Traffic Enforcement Officers and received new uniforms, significantly altering public perception reducing officer abuse and attacks by 92%. The initiative enhanced community engagement, introduced a 4-day week saving £0.5m annually, and doubling productivity. Colleague satisfaction soared to unprecedented levels, staff turnover decreased significantly, with customer advice, fair warnings and equitable enforcement characterising Hackney’s new approach.
The new team structure has been designed to provide the agility to deliver demand-led enforcement services; no longer focusing on a fixed number of visits to streets every day, but instead empowering and trusting enforcement team managers to determine how best to deploy officer resources in order to better meet resident and customer demand and ultimately make parking easier and fairer for Hackney’s residents and businesses.
In terms of results, productivity has jumped from 3 PCNs per day to 11 per day per officer, and morale has transformed. In the absence of targets the team is managed on activity with team leaders spending 80% of their time out with officers, coaching, observing, providing feedback and role-modelling helpful customer behaviours The team are now proud to be an integral part of Hackney Council and feel truly appreciated, valued and supported.
Highly commended: Stockton on Tees Borough Council
Outstanding Contribution
Winner: Rob Whiteman CBE
Local Authority of the Year
Winner: Knowsley Metropolitan Borough Council
Small in size yet huge in aspiration, Knowsley Council’s effective leadership and robust financial management, combined with a collaborative strategic plan for growth, has seen the Council take control of its future and flourish.
With a clear and ambitious vision, Knowsley Council’s consistently bold and brave approach means that the Borough is thriving, despite significant challenges including a cost of living crisis, rising costs and inflation, budget challenges and long-term social and health inequalities.
Leadership, staff, communities and partners are all united behind the Council’s clear vision to support those in need, develop inclusive skills and growth, and tackle the climate emergency. This is underpinned by the well-established Knowsley Better Together principles which unify communities, organisations and businesses, working together to pool ideas, expertise and resources and achieve more than they could alone.
Knowsley Council refuses to be deterred or defined by deprivation or socio-economic challenges. Its strong leadership has never shied away from taking tough decisions, nor taken its eye off the longer-term vision. This approach is now reaping rewards with town centres thriving and bucking national trends.
Knowsley is living proof of the impact which a well-managed local authority can have on a place and its people. Knowsley Council can be hailed as an inspiration for any local authority wanting to support its communities in the here and now, whilst also growing a better, more prosperous place for generations to come.
A Whole-Council Approach to Tackling Health Inequalities
St Helens Metropolitan Borough Council
St Helens is one of the most deprived areas in England and has large inequalities across the borough. In December 2021, we established an Inequalities Commission in St Helens to understand the barriers impacting residents, give local people a voice, and learn from expertise and best practice, all with the aim to try and tackle inequalities and make sure that the most vulnerable in the borough are supported.
The priorities for the first year were: fuel poverty, food poverty and best start for children. Achievements include: expanding the number of food pantries and food provision in the borough, providing a number of much needed small grants to community groups to help them support residents who are struggling, and the significant improvement in engagement with the community and local partners which has helped us develop an understanding of the issues impacting them. This work also helped us, as a council, be in a good position to prepare and provide support for residents as the cost of living crisis grew.
Best Council Services Team
Reading Borough Council - Highways Team
A desire to reduce waste sent to landfill and increase recycling rates and efficiencies were key drivers to a hugely ambitious project delivered over the last two years to introduce food waste recycling in Reading. This formed part of Reading’s climate emergency response, encouraging urgent action locally to help protect the planet. By introducing food waste recycling, Reading Borough Council has been able to lead by example and inspire residents to take responsibility and do their bit to help. Changing resident behaviour - 41% of weight in general household bins was food waste previously – in the UK’s largest town was successfully achieved thanks to an innovative approach including introducing smaller general waste bins, comprehensive communication and even the support of a global celebrity. The phased campaign defied challenges and has received widespread public support which has led to success far beyond that which was projected. The objective of boosting the recycling rate from 32% to 43.5% has been vastly exceeded and now stands at over 50%. Due to the success of the campaign which has seen greater public participation than expected, net revenue savings of £500,000 per annum have been achieved, well above the original projected £342,000 per annum.
Best Social Housing Initiative
Wokingham Borough Council
At Wokingham Borough Council we recognise the significant role that suitable, affordable, and good quality housing plays in our community and in the day-to-day lives of our residents. Our Adult Social Care Specialist Accommodation (ASCSA) Programme offers to support our most vulnerable residents to live more safely, confidently, and independently through the development of a range of specialist housing options. It is an ambitious and locally-driven initiative, that has built strong partnerships with landlords and care providers, and delivered for our most vulnerable residents.
-Choice of Housing: Giving residents a choice in their own home with secure long-term affordable tenancies.
-Quality of Life: Improving the lives of residents with appropriately adapted accommodation and support.
-Reduced Care Costs: Reducing care costs through more efficient use of shared care and the right support.
-Climate Change: Reducing our carbon footprint through sustainable development.
Wokingham Borough Council is keen to showcase the success of the ASCSA Programme. We created thirty-six new supported-living spaces and moved thirty-five people to into new accommodation with long-term affordable tenancies.
Most importantly, our residents have all settled into their new homes - allowing them to live more safely, confidently, and independently in our local community.
Best Transport Decarbonisation Project
Bournemouth, Christchurch & Poole Council
The formation of the new unitary Bournemouth, Christchurch and Poole Council in April 2019 created an urban population of 400 000, the twelfth largest in the country. The BCP area is the economic hub of Dorset, with an expanding Port, University and Airport. Its renowned for quality tourism, with 9.6m visitors per annum.
Congestion in BCP costs an estimated £300m per annum. Securing modal shift by bike, bus, train and on foot is a priority for the Council and follows the declaration of a Climate Emergency.
In order to reduce carbon, congestion and encourage a healthy and environmentally friendly form of transport the Council therefore tendered for a Dockless Bike Share operator for 5 years. This was awarded to Beryl in 2019.
Close collaboration with partners has ensured delivery of an innovative, safe, well managed scheme. Demand far exceeds expectation. Over 188,000 users have undertaken 1.36 million journeys since launch in Summer 2019, covering a distance of over 5 million km.
The key outcome of modal shift has been achieved, with 33% of journeys replacing a motorised vehicle trip.
35% of users returned to cycling after a break. 47% are cycling more often indicating long term behavioural change has occurred.
Care and Health Integration
Rochdale Metropolitan Borough Council
Rochdale Borough Council and HMR Integrated Care Board have created a multi-agency alliance to improve support and outcomes for Rochdale’s 7,106 children and young people requiring special educational needs and disabilities (SEND) support.
Raising Rochdale's SEND Alliance includes those with lived experience as well as professionals responsible for making key decisions.
The alliance has mapped early intervention offers to recognise gaps and patterns and developed a strong information sharing system. It is creating a multi-agency data dashboard which will include data from health, local authority, education and social care as well as indicators that come directly from children, young people and families.
The team worked with children and young people with SNED and their families to create a set of outcomes which underpin its actions, To reduce the burden on specialist therapies, a minimum standard has been developed for early help services and the team has worked to ensure families are aware of what is on offer.
Since the creation of the alliance, more children are receiving early intervention and support, enhanced the input of young people, and commissioned three new peer-led projects.
Chief Executive of the Year
Kate Kennally - Cornwall Council
Kate Kennally has made an incredible and lasting contribution to the local government sector, and particularly Cornwall Council and the Duchy since joining the organisation in 2016. Kate stands out in her ability to demonstrate sustained excellent performance, innovation and first-class leadership across the broadest spectrum of services and activity. This is symbolised by a set of historic firsts and exceptional outcome delivery, including: creating the first Spaceport in Europe; securing the first ‘county deal’; with a ‘rights-based’ approach to delivering Ofsted ‘outstanding’ Children’s services; leading a rural national bus revolution; together with successfully hosting the first G7 Summit since the outbreak of the pandemic.
Kate's contribution has been truly exceptional over the last couple of years with her spearheading at the same time the national and local recovery from the pandemic, with Cornwall Council continuing to go above and beyond in rising to the challenges faced by communities and grasping exciting opportunities to improve lives and livelihoods.
In summary, Kate is an outstanding and hugely successful Chief Executive and has made a significant and valued contribution towards improving the quality of life for all in Cornwall and championing the importance and contribution of local government on the national stage.
Community Engagement
East Ayrshire Council
The Communities Team within Vibrant Communities has been at the forefront of working with and supporting local communities to plan, prioritise and progress community-led regeneration in their area, which has played a significant role in transforming the Council’s relationship with the communities it serves. The team supports community-led initiatives to mitigate against the impact of the Cost of Living. Their role is to empower and build the capacity of individuals and community groups. In doing so, this strives to improve, implement and identify solutions to issues and concerns that impact on their personal, social, economic, physical and cultural environment.
There are currently 48 community-led and 11 partner-led warm spaces in East Ayrshire, all supported by the team. 776 individuals have been supported to date through this initiative. The warm spaces offer a comfortable, dignified space for warmth, company, food and advice. Of the 64 community facilities which are now in a management agreement, leased or owned by the local community, 36 of these are operating as warm spaces. This innovative approach has eased the challenges of Covid-19 and the Cost of Living pandemic in our local communities with local organisations delivering locally-led initiatives.
Corporate Director of the Year
Theresa Leavy - Dorset Council
In Dorset, we are blessed and privileged to have Theresa Leavy as our Executive Director for Children’s Services. She has brought her extensive experience and expertise along with her unwavering commitment for improving the lives of our children in Dorset. Theresa has transformed the look, feel and importantly the performance of children’s services by improving outcomes for children, young people and families in or communities.
Theresa has led Dorset through a period of immense system challenge and change that has delivered an improved way of working both as teams and with our children and families. Facilitating a culture of working together and delivering through kindness. She has created a strengths-based support and culture where staff are encouraged to champion the interests of children and young people being their advocates in everything we do.
Delivering Better Outcomes
Mayor of London's Violence Reduction Unit
It’s where your friends live, and where you spend your days, it’s where you hang out, it’s where you were raised.
It’s the backstreets and shortcuts you know better than any map app.
It’s your ends – and whilst it might not always feel like where you truly belong, at the end of the day it’s still where you’re from.
In some parts of London, violence is localised to areas as small as an estate or a cluster of streets.
London’s Violence Reduction Unit (VRU) leads a partnership approach to tackling violence that is rooted in prevention and early intervention. It’s a public sector partnership body that works alongside all 32 London boroughs.
Its MyEnds programme is unique. It puts communities at the heart of solutions.
VRU funding is backed up by support from local authorities, enabling communities to deliver local interventions. It means better value for money and sustainable long-term change.
It’s in eight neighbourhoods – not wards nor boroughs – and it’s delivering better outcomes.
In 18 months, it’s benefitted more than 5,600 young people and families, and delivered over 100 local interventions.
Prevention is working to improve mental health and wellbeing, behaviour in school, and employability.
Digital Transformation
Stockton on Tees Borough Council
Stockton-on-Tees’ digital transformation journey is having a hugely positive impact on children and young people with complex special educational, health and social care needs.
By embracing new technology, the Council and its partners have, in Ofsted’s words, “conducted a root-and-branch rebuild of the Education Health Care (EHC) planning process.” As a result, far more children have a statutory EHC plan that meets their needs and gives them equal opportunities to achieve what they want to in life.
Coproducing a digital tool that guides those auditing, writing and contributing to EHCPs is having an enormously positive impact. In Emma Zenaj's words, Co-Chair of the Parent Carer Forum, “children and families now have hope that things are changing for the better.”
This hope is based on demonstrable improvements brought about by the coproduction of digital EHCP QA tool, Invision360. The online tool removes objectivity and bureaucracy and allows people to analyse the quality of each plan Section to target improvements. Resultingly, the percentage of EHCPs audited as ‘Good’ has increased from 14.7% to 87.6%, and those audited as ‘Inadequate’ has dropped from 29.4% to 1.7%.
Stockton-on-Tees is changing the goalposts. What is ‘good’ is not good enough anymore; it’s what’s ‘outstanding’ now!
Innovation in Building Diversity and Inclusion
London Borough of Lewisham
At Lewisham Youth Justice Service (LYJS) we have recognised that it is not enough to say we are not racist and that we needed to explicitly state and show how we are actively anti-racist. Addressing disproportionality in the youth justice system is, and has been, a longstanding priority for LYJS, therefore we have pioneered and translated an anti-racist strategy into high-quality service delivery on our journey for racial equity and to improve outcomes for Black and mixed heritage children.
The TI-AR-RA Model
As a trauma informed, anti-racist and restorative in approach (TI-AR-RA) service, we are embedding these elements and weaving them through each juncture of the child’s journey at LYJS.
LYJS has developed an evidenced based model by applying the theories of childhood trauma, restorative approaches and unconscious bias within the context of contextual safeguarding. This model has contributed to significant reductions in children and young people entering the youth justice system, lower rates of re-offending and reduced numbers of incidents of serious violence leading to less use of custody.
We are resolved that our anti-racism commitment be reflected in the life and culture of the service through our policies, programs, and practices as we continue to learn about racism.
Innovation in Children’s and Adults' Services
Manchester City Council
Over a third of Manchester’s children are living in poverty and their challenges were exacerbated during the COVID-19 pandemic as pupils missed school and opportunities were restricted.
Through the ‘2022 Our Year’ campaign, Manchester City Council instigated a collective, city-wide drive to help children and young people build back stronger and reclaim their futures.
By galvanising the city and uniting partners from all sectors, the Council developed a diverse and inspirational year-round programme that responded to the wishes and feelings of children and young people.
Ambassador and sponsor programmes saw collective pledges of support from across the city with organisations’ pledges ranging from mentoring, work experience and equipment, to funding, events and experiences, all to support, inspire and enthuse Manchester’s young people and help them lift their horizons.
Fundamental to the success of the project was the joint leadership approach by senior officers and elected members to ensure the campaign was a corporate priority with organisation-wide support.
Although the 12-month campaign has ended, Manchester City Council is committed to keeping the momentum of the last year going, and to build on its legacy as it continues its ambitious journey towards becoming a UNICEF UK-recognised Child Friendly City.
Innovation in Delivering Sustainability and Social Value
Wokingham Borough Council
The Wokingham town centre regeneration project is an award-winning ambitious project to revitalise Wokingham town centre, through a combined approach of commercial, residential and environmental sustainable development, in parallel with local community and business support and engagement. The regeneration project is an excellent example of a local authority committed to supporting local economic growth and communities by providing the right environment for the town and local businesses and residents to thrive. Wokingham Borough Council has led this project as land owner, developer and investor and has committed over £100M in the physical regeneration of the town centre, whilst supporting local businesses in encouraging visitors and increased footfall into the town and building business networks, all through the turmoil of market uncertainties and challenges. The Council has led an innovative and bold approach to delivery, retaining the commercial assets and generating a long-term sustainable return to help fund services across the wider Borough.
Innovation in Partnerships
Somerset Council
Ten new family-sized homes for children are due to open in Somerset over the next year, thanks to a trailblazing new 10-year partnership which aims to improve the lives of some of Somerset’s most vulnerable young people in care.
Underpinned by a strong partnership ethos, Somerset County Council, care providers Homes2Inspire, and Somerset NHS Foundation Trust are working together to deliver 10 family-sized homes for children across Somerset, 20 specialist fostering households, and a brand-new therapeutic education service on 2 sites.
This combination means that children and young people who require more in-depth help will have wraparound support, a safe and welcoming home, and tailored education with expert staff experienced in mental health, therapy, and social work.
The service will support about 30+ children and young people at any one time, in homes with up to four children. These small numbers will ensure care is personalised and individually tailored to meet the needs of each child.
Leadership in Responding to the Climate Emergency
Oxford City Council
Oxford City Council’s vision is to build a world-class city for everyone, by creating successful places in which to live and work, supporting our communities and addressing the climate emergency. We will build a fairer, greener city in which everyone can thrive. Pursuing a zero carbon Oxford is one of the City Council’s 4 corporate priorities meaning climate action is central to everything we do. The Council was the first to host a Citizen’s Assembly on climate change, demonstrating its commitment to the cause and public consultation on the matter. It has devised and implemented a range of innovation projects across the sectors, showing climate delivery locally and nationally to progress its zero carbon ambitions, such as: working with the County Council to deliver the zero emissions zone, the implementation of the public sector decarbonisation scheme (PSDS), funded decarbonisation projects across key council sites, its investment in renewable energy production, the electrification of its fleet and development of electric vehicle charging points in the city. We will take a lead in reducing the city’s impact on climate change by working with our communities and aligning our work with partners, creating shared insights and more joined-up solutions.
Local Authority of the Year
Barnsley Metropolitan Borough Council
In Barnsley, we’re looking to the future with excitement and optimism. We have big ambitions and are changing perceptions with our bold, brave, place-based plans.
Our journey is hard-earned; a vision becomes a reality. We’ve reinvented, finding a new economic purpose. We’re bucking trends and delivering on our targets.
We’re united by a shared sense of pride for our borough. Our ambitious Council Plan is aligned with our co-produced Barnsley 2030 ambitions guiding everything we do. We’re working together to make real differences for our residents and make every community the place of possibilities.
We’re a high-performing and well-managed council. Our achievements are evident, attracting people to live, work, visit and invest, with our award-winning town centre built during COVID-19, nationally recognised accessible museums and culture offer, outstanding 0-19 Public Health Nursing Services and dedicated support for businesses, communities, and residents. We’re enabling everyone to be the best they can be here in Barnsley.
As the 38th most deprived council in England, our funding has been cut by 50% since 2010. On paper, anyone would think our options are limited, but our past has not, and will not, stop us from believing in Barnsley as the place of possibilities.
Rising star
Lizzie Todd - Sefton Metropolitan Borough Council
Lizzie Todd works each day on a public enquiry desk and is the friendly face of the library service. Her calm and efficient demeanour mask a focused and driven champion of new ways of engaging with residents of all ages. She has embraced the library ethos of service planning coming from all levels of staff involvement, and has suggested many new an innovative experiences for the libraries to deliver. She has ambition for the service and herself and has realised there is no substitute for experience and she puts herself forward for new projects, some of her own devising. Her most challenging project to date has been a tablet loan project using surplus android tablets. She liaised with software developers across the globe, tendered for suppliers, developed processes for safe and effective loaning of tablets, trained staff in project delivery and promoted the live project to the digitally disadvantaged in the community. She has proved her digital skills but also a tenacious attitude to ensure delivery happens and deadlines are met. Her boundless enthusiasm, humour, honesty and integrity have been an inspiration to her peers and managers alike. She is certainly a rising star in the libraries and the council.
Senior Leadership Team
South Hams District and West Devon Borough Council
Formed during the pandemic, honed during recovery, and perfected since, the shared Senior Leadership Team (SLT) of South Hams District Council and West Devon Borough Council has delivered on political ambition to secure tangible benefits for our communities.
Dynamic leadership, collective ownership and a depth of trust displayed by the team, with a tenacity to overcome problems, is at the heart of our success.
SLT led the complete reimagining of service delivery to support communities through the pandemic, quickly implementing a recovery plan which became the springboard for new corporate strategies reflecting the distinct requirements of each area, supported by SMART delivery plans.
Using these as the catalyst for change, we reshaped and refocussed the organisation to deliver results and overcome challenges:
1. Protecting services for our residents, while achieving financial sustainability - leveraging the efficiencies of a single workforce and fully integrated systems serving two councils.
2. In-sourcing poorly performing waste services
3. Leading on climate change - planning policy Dev 32+
4. Lobbying to change national policy on second homes and supported accommodation
5. Landing the only Freeport in the South West: 3,600 jobs, £300m investment
6. Winning LUF funding for a new integrated rail and transport hub
Transforming Lives
London Borough of Redbridge
The Future Leaders Programme works with young people (16-18-year-olds) from disadvantaged, marginalised and vulnerable backgrounds to increase their life chances and empowers them to be agents of positive chance in their local community, therefore transforming their lives. The 6-month leadership programme has weekly workshops, university and apprenticeship visits, career insight days and ends with the young people establishing Social Action Projects that better the local community. In total 100 hours of programming is delivered to each beneficiary over the 28 sessions. Each young person also receives an accredited leadership qualification. The programme is a council initiative.
The aim of the project is to transform the lives of young people that may be at highest risk of social exclusion by providing them with a range of opportunities and putting them on a path of future success through education and employment opportunities. Over the last 4 years, the programme has supported over 500 Redbridge young people.
An independent report published in 2022 confirmed that 97% of the young people felt much more positive and ambitious about their future and felt they had a pathway they could work towards. This finding was confirmed by the parents and teachers of the young people.
Workforce Optimisation
Central Bedfordshire Council
One of the main barriers to the optimisation of our planning workforce was recruitment issues, both the cost of external recruitment and difficulties in securing candidates.
Our proactive, ‘grow our own’ approach provides in-house dedicated resource, training and support for trainees and existing staff. It allows for quicker career progression alongside comprehensive training.
The benefits of this have been reduced recruitment costs and a move away from the need to use temporary staff. When caseloads nationally are high, alongside resource issues within planning; our approach has kept them at a manageable level, helping with staff morale, wellbeing and retention.
We have demonstrably improved performance in all areas and the multi-disciplinary approach of the Academy with technical specialist trainees has contributed significantly to the improvements in performance. The trainees within the Academy have created capacity across the service area allowing senior officers to focus on complex projects and adding value to these.
Our approach has seen us make the most of our staff and reap the benefits of the investment in their training creating valuable assets for our service and ultimately our customers.
Best Council Services Team
London Borough of Redbridge
Best EV Charging Project
Durham County Council
Best Social Housing Initiative
Carmarthenshire County Council
Care and Health Integration
Essex County Council
Chief Executive of the Year
Monica Fogarty, Warwickshire County Council
Community Heroes
Tracy Cunningham, Derby City Council
Corporate Director of the Year
Nigel Minns, Warwickshire County Council
Delivering Better Outcomes
London Borough of Enfield
Digital Transformation
Carmarthenshire County Council
Innovation in Building Diversity and Inclusion
South Lanarkshire Council
Innovation in Children's and Adults' Services
City of Wolverhampton Council
Leadership in Responding to the Climate Emergency
London Borough of Enfield and London Borough of Waltham Forest, supported by London Councils
Local Authority of the Year
Telford and Wrekin Council
Place Based Approaches to Health Equity
London Borough of Newham
Rising Star
Grace Couch, Swale Borough Council
Senior Leadership Team
Chorley Council and South Ribble Borough Council
Transforming Lives
Nottingham City Council and Nottinghamshire County Council
Workforce Transformation
London Borough of Sutton and Royal Borough of Kingston-upon-Thames
Best Council Services Team
Lancashire County Council
Best Social Housing Initiative
Swansea Council
Care and Health Integration
London Borough of Bromley
Chief Executive of the Year
Joanne Roney OBE, Manchester City Council
Community Heroes
Rochdale Metropolitan Borough Council
Corporate Director of the Year
Dr Paul Demondson-Jones OBE, Stoke-on-Trent City Council Jo Britton, Telford and Wrekin Council
Delivering Better Outcomes
Somerset County Council
Digital Transformation
Bracknell Forest Council, Reading Borough Council, Royal Borough of Windsor and Maidenhead, Slough Borough Council, West Berkshire Council, Wokingham Borough Council
Innovation in Building Diversity and Inclusion
Bradford City Council
Innovation in Children's Services
Rochdale Metropolitan Borough Council
Leadership in Responding to the Climate Emergency
Cornwall Council
Local Authority of the Year
Plymouth City Council
Public Health Improvement
Cumbria County Council
Rising Star
Mark Broadbent, Calderdale Metropolitan Borough Council
Senior Leadership Team
Royal Borough of Kingston-upon-Thames
Transforming Lives
West London Alliance / London Borough of Ealing
Workforce Transformation
North Tyneside Council
Best Commercial Council
Colchester Borough Council
Best Council Services Team
Derbyshire County Council
Best Social Housing Initiative
Hull City Council
Care and Health Integration
Wigan Metropolitan Borough Council
Chief Executive of the Year
Chris Naylor, London Borough of Barking & Dagenham
Corporate Director of the Year
Anna Earnshaw, Northamptonshire County Council
Delivering Better Outcomes
London Borough of Hackney
Digital Transformation
South Lanarkshire Council
Innovation in Building Diversity and Inclusion
London Borough of Brent
Innovation in Children's Services
Sandwell Metropolitan Borough Council
Innovation in Property and Asset Management
Tameside Metropolitan Borough Council
Leadership in responding to the Climate Emergency
London Borough of Brent
Local Authority of the Year
Aberdeen City Council
Public Health Improvement
Stockport Metropolitan Borough Council
Rising Star
Katie Sheriff, Tameside Metropolitan Borough Council
Senior Leadership Team
Calderdale Metropolitan Borough Council
Transforming Lives
Cambridge City Council
Workforce Transformation
London Borough of Lewisham
Best Commercial Council
Cheltenham Borough Council
Best Council Services Team
East Riding of Yorkshire Council
Best Social Housing Initiative
Darlington Borough Council
Care and Health Integration
Doncaster Metropolitan Borough Council
Corporate Director of the Year
Sandra Stewart, Tameside Metropolitan Borough Council
Delivering Better Outcomes
London Borough of Croydon
Digital Transformation
Stockport Metropolitan Borough Council
Highways Management
Lincolnshire County Council
Innovation in Children's Services
London Borough of Hillingdon
Innovation in Communications
Mid and East Antrim Borough Council
Innovation in Finance
Brent Council
Innovation in Property and Asset Management
Gloucester City Council
Local Authority of the Year
London Borough of Waltham Forest
Public Health Improvement
Middlesbrough Council
Rising Star
Netta Stead, Kirklees Metropolitan Borough Council
Senior Leadership Team
Hull City Council
Transforming Lives
Redcar and Cleveland Borough Council
Workforce Transformation
Birmingham City Council
Best Commercial Council
Dorset Councils Partnership
Best Council Services Team
Waltham Forest Council
Best Social Housing Initiative
London Borough of Barking and Dagenham
Care and Health Integration
St Helens Council
Digital Transformation
Rochdale Borough Council
Delivering Better Outcomes
Salford City Council
Highways Management
London Borough of Hounslow
Impact and Learning in Children's Services
North Yorkshire County Council
Innovation in Communications
Brighton & Hove City Council
Innovation in Finance
Shropshire Council
Innovation in Property and Asset Management
Angus Council
Local Authority of the Year
Blackburn with Darwen Borough Council
Public Health Improvement
Norfolk County Council
Rising Star
Staffordshire County Council
Senior Leadership Team
Salford City Council
Workforce Transformation
Stockport Metropolitan Borough Council
Behaviour Change
EK Services – Canterbury, Dover & Thanet Councils
Best Council Services Team
Birmingham City Council T/A Cityserve
Commercialism in the Property Estate
Breckland Council
Delivering Better Outcomes
Hampshire County Council's Argenti Telehealthcare Partnership
Excellence in Community Engagement
Durham County Council
Excellence in Governance and Scrutiny
City of Wolverhampton Council
Impact and Learning in Children’s Services
Ealing Council
Innovation in Finance
Aberdeen City Council
Legal Services
Coventry City Council
Local Authority of the Year
City of Wolverhampton Council
Most Improved Council
City of Wolverhampton Council
Reinventing Public Services
London Borough of Camden and Partners
Senior Leadership Team
City of Wolverhampton Council
Workforce Transformation
Waverley Borough Council
Behaviour Change
Suffolk County Council
Best Council Services Team
City of Wolverhampton Council
Commercialism in the Property Estate
Leeds Council
Commercialism in the Property Estate
Sevenoaks District Council
Delivering Better Outcomes
Glasgow City Council - Improving the Cancer Journey
Disability Confident
Norfolk County Council
Excellence in Community Engagement
Cambridgeshire County Council
Excellence in Governance and Scrutiny
Durham County Council
Innovation and Impact in Children's Services
Leeds City Council
Innovation in Education, Employment and Training for young people
Bristol City Council and HYPE West Partnership
Innovation in Finance
Liverpool City Council
Innovation in Finance
Sevenoaks District Council
Innovation in Partnership
Sunderland City Council
Legal Services
Liverpool City Council
Local Authority of the Year
Leeds City Council
Reinventing Public Services
Ealing Council
Senior Leadership Team
Southend Borough Council
Trading Standards and Environmental Health
North West Leicestershire District Council
Trading Standards and Environmental Health
Carmarthenshire County Council
Workforce Transformation
Glasgow City Council
Behaviour Change
Torbay Council
Best Achieving Council
Cheshire West and Chester Council
Best Council Services Team
Nottingham City Council
Children's Services
Nottingham City Council
Delivering Better Outcomes
Torbay Council
Delivering Better Outcomes
Nottingham City Council
Effective Transport and Infrastructure Delivery
Somerset County Council
Excellence in Community Engagement
Gloucestershire County Council
Innovation in Channel Shift
Harrow Council
Innovation in Finance
Birmingham City Council
Innovation in Procurement
Scottish Borders Council
Innovation in Social Care
LB Lambeth, Without Walls project
Legal Services
Nottinghamshire County Council
Public Health Partnerships
Bracknell Forest Council
Senior Management Team
Rushcliffe Borough Council
Trading Standards and Environmental Health
Wirral Council
UK Digital City
London Borough of Camden
Behaviour Change
Southend-on-Sea Borough Council - Ideas in Motion
Best Achieving Council
Oxford City Council
Best Council Services Team
Northamptonshire County Council - Library and Information Service
Children's Services
Oxfordshire County Council - the Kingfisher Team
Community Investor
Cheshire West and Chester Council
Delivering Better Outcomes
Fenland District Council
Excellence in Community Engagement
Southend Borough Council
Innovation in Finance
Newcastle City Council
Innovation in Social Care
Royal Borough of Greenwich
Legal Services
North Norfolk District Council
Senior Management Team
Derby City Council
Trading Standards & Environmental Health
Fenland District Council - Operation Pheasant
UK Digital City
Sunderland City Council
Workforce Transformation
Derby City Council
Best Achieving Council
London Borough of Merton
Children's Services
Derby City Council
Community Investor
South Staffordshire Council, Staffordshire County Council and Wolverhampton City Council
Delivering Better Outcomes
Bedford Borough Council
Delivering Better Outcomes
Gateshead City Council
Democratic Services
Cheshire West and Chester Council
Environmental Services
Hackney Council
Innovation in Communication
Staffordshire County Council
Innovative Finance
Essex County Council
Innovative Finance
London Borough of Barking and Dagenham
Innovation in Social Care
Croydon Council
Legal Services
Birmingham City Council Legal Services
Public Private Partnership
Derby City Council
Shared Services
Babergh & Mid Suffolk District Councils
Trading Standards & Environmental Health
Birmingham City Council - England Illegal Money Lending Team
Transformation Through I.T.
City & County of Swansea
Workforce Transformation
Lancashire County Council
Best Achieving Council
Sunderland City Council
Children's Services
Glasgow City Council
Co-operative working to reduce health inequalities
Birmingham City Council
Community Investor of the Year
Luton Borough Council
Customer Behaviour Change (*Formerly Personalisation & Choice)
Derry City Council
Delivering Better Outcomes
Waltham Forest Council
Democratic Services
Enfield Council
Innovative Procurement
London Borough of Waltham Forest
Legal Services
Hampshire County Council
Most Transformed Property Portfolio
Cheshire West and Chester Council
Public Private Partnerships
Greater Manchester Waste Disposal Authority
Public Protection
Forest of Dean District Council
Redefining Quality in Adult Services
Plymouth City Council
Shared Services
Cheshire West and Chester and Halton Borough Councils
Transformation through I.T.
London Borough of Harrow
Workforce Transformation
North Ayrshire Council
Best Achievement in Children's Services of the Year
Lancashire County Council
Best Achieving Council of the Year
London Borough of Harrow
Councillor Development Achievement of the Year
Lancashire County Council
Delivering Better Outcomes Achievement of the Year
Nottingham City Council
Diversity Achievement of the Year
Cornwall Council
Excellence in Democratic Services Achievement of the Year
South Tyneside Council
Excellence in Legal Services Achievement of the Year
London Borough of Hackney
Most Effective Political Team of the Year
Wiltshire Council
Personalisation & Choice Achievement of the Year
Cheshire East Council
Public Private Partnership Achievement of the Year
Sunderland City Council
Public Protection Achievement of the Year
Liverpool City Council
Sustainable Infrastructure Achievement of the Year
Bristol and South Gloucestershire Councils
Workforce Transformation Achievement of the Year
Rotherham Council