Introduction 2 By Councillor Roger Hutchinson,
Chair of South West Councils
Section 1 4South West Local Authorities: Delivering the Difference
Case studies from South West local authorities
Section 2 90 South West Local Authorities: Working Together
Section 3 98Regional Organisations
ContentS
1
it has been a busy and varied year for
South West Councils. local government re-
organisation has seen the creation of two new
unitary councils, and the world economic
climate has put further pressure on budgets
and the demand for services.
During this period of financial pressure it is
natural for people to look to government to take
comprehensive action, and local government
in the South West is consistently stepping up
to the challenge, proving that some of the most
important challenges to improving the quality of
people’s lives are local, and that authorities are
able to offer the local solutions required.
Councils continue to strive to improve delivery
of the wide range of services they offer, while
also continuing to shape the future of the areas
they serve.
Consequently, as this 2009 edition of the
Casebook demonstrates, South West Councils
are delivering many exciting and innovative
initiatives to address the wide range of issues.
every council in the South West has submitted a very council in the South West has submitted a very council in the South West has submitted a very council in the South West has submitted a very council in the South West has submitted a very council in the South West has submitted a very council in the South West has submitted a
case study for this publication, and as you will see case study for this publication, and as you will see case study for this publication, and as you will see case study for this publication, and as you will see case study for this publication, and as you will see case study for this publication, and as you will see case study for this publication, and as you will see
they range from responding to the credit crunch, they range from responding to the credit crunch, they range from responding to the credit crunch, they range from responding to the credit crunch, they range from responding to the credit crunch,
improving school buildings and reducing obesity improving school buildings and reducing obesity improving school buildings and reducing obesity improving school buildings and reducing obesity improving school buildings and reducing obesity
in schools, and improving performance through in schools, and improving performance through in schools, and improving performance through in schools, and improving performance through in schools, and improving performance through
partnership working, to taking action on climate partnership working, to taking action on climate partnership working, to taking action on climate
change and recycling plus improving housing, change and recycling plus improving housing, change and recycling plus improving housing,
transport and leisure services. transport and leisure services. these illustrate the hese illustrate the
wide area of responsibilities and how vital it is to wide area of responsibilities and how vital it is to
people’s lives that we get things right.
this 2009 edition of the Casebook provides a brief
overview of the kinds of excellent successes being
achieved by South West Councils. it reflects the
work undertaken by authorities prior to the June
2009 elections. the election results are reflected
on the political status map on page 93.
this Casebook shows that sharing successful
initiatives between councils, in order to inspire
others by their actions, is as important as ever,
and i hope that authorities in the South West
will use this publication as part of promoting the
excellent work being undertaken.
Councillor Roger Hutchinson Chair of South West Councils
Councillor Roger Hutchinson
3
4
1 This section examines a number of case studies, which highlight recent achievements that local authorities across the South West are particularly proud of. Collectively, they represent a sample of the broad array of challenges that local authorities have to find solutions to on a daily basis. They also highlight numerous innovative and interesting ways in which local authorities approach the challenges they face.
CaSe StudIeS
4
SoutH WeSt loCal autHorItIeS: delIverIng tHe dIfferenCeCaSe StuDieS from loCal authoritieS
regeneration and development
bath and north east Somerset Council 8Improving School Buildings – More Than Bricks and Mortar
Council of the Isles of Scilly 10Sea Link Harbour Improvements
gloucester City Council 12Gloucester Works
Plymouth City Council 14East End Community Village
torbay Council 16Brixham Regeneration – A Mayoral Vision Project
Climate Change and recycling
borough of Poole Council 18National Acclaim for Recycling Scheme
Cotswold district Council 20Top Marks for Recycling
Purbeck district Council 22Waste Not – Want Not
South Hams district Council 24Top League Recyclers
South Somerset district Council 26Recycling More Business Waste – With a Twist
Stroud district Council 28Climate Change: Target 2050
West Somerset Council 30Local Action on Climate Change
5
Partnership Working
dorset County Council 32Dorset Councils Working Together in Partnership
east devon district Council 34Freak Storm Brings Flood of Help and Information
Mid devon district Council 36Partnership Working Provides Out-of-Hours Service
South gloucestershire Council 38Working Together – The Western Improvement Partnership
Swindon borough Council 40Swindon’s Big Weekend
taunton deane borough Council 42Partnership Finds Rough Sleepers a Home
Community engagement
bournemouth borough Council 44Older Residents Front ‘Age Friendly’ Poster Campaign
Cheltenham borough Council 46Get Involved: New Website Looks to the Future
Christchurch borough Council 48New Centre Enhances Nature Reserve
Cornwall Council 50Out and About with Cornwall Council
forest of dean district Council 52Health and Safety Gone Mad
north devon Council 54One-Stop Shops
north Somerset Council 56Council Connect
tewkesbury borough Council 58Parking Enforcement
Wiltshire Council 60Unitary Council Countdown Campaign
SoutH WeSt loCal autHorItIeS: delIverIng tHe dIfferenCe
6
Health and Well-being
bristol City Council 62Rating Pioneer: Housing for Health
east dorset district Council 64Live Longer in East Dorset
gloucestershire County Council 66Tasty School Food Helps Fight Obesity
Somerset County Council 68Tour of Britain
economy and finance
devon County Council 70Supporting Devon’s Economy
exeter City Council 72Free Mortgage Arrears Advice to Stave off the Credit Crunch
Mendip district Council 74Working to Reduce Repossessions
north dorset district Council 76Reducing Costs and Improving Services
teignbridge district Council 78Credit Crunch Commission
West devon borough Council 80Top Council in Devon and Cornwall for Managing its Finances
overall Improvement
Sedgemoor district Council 82Commitment to Member Development
torridge district Council 84Lean Thinking Reaps Impressive Results
West dorset district Council 86Championing Member Development
Weymouth and Portland borough Council 88Achievement and Ambition
SoutH WeSt loCal autHorItIeS: delIverIng tHe dIfferenCe
7
batH and nortH eaSt SoMerSet CounCIlimproving SChool BuilDingS – more than BriCkS anD mortar
the council recently completed the
construction of a new £4.2 million building
at fosse Way School, radstock, replacing
temporary classrooms with a state-of-the-art
teaching block for the benefit of 120 pupils.
the new facilities opened in april 2009.
fosse Way, a special school, contains eight
classrooms with additional facilities including
a science room, library, media room, group
teaching rooms, and external hard play and
teaching areas with landscaping, seating areas
and external play equipment.
Councillor Chris Watt, Cabinet member
for Children’s Services, having seen the
improvements at first hand, commented:
“Bath and North East Somerset Council believes
this project is about more than just a building:
it provides state-of-the-art learning facilities for
some of our most vulnerable children and young
people. It gives them an outstanding learning
environment to match the outstanding teaching
and learning they experience.”
the new building coincides with an excellent
ofsted report in which fosse Way was again
judged to be ‘outstanding’ by inspectors. David
gregory, headteacher at fosse Way, who was
also praised for his vision and direction, said:
“Staff and students at Fosse Way have worked
exceptionally hard to develop an excellent
school which is a positive choice for parents.
I am particularly pleased that our innovative
work has been acknowledged. The school
is pleased to have moved into the new
building, which contributes to our work as
a 21st-century school.”
Bath and North East Somerset Council continues to meet its aim of improving school buildings to deliver a 21st-century education for local schoolchildren.
regeneration and development
8
www.bathnes.gov.uk
Left: The entrance to the new Fosse Way School and, above, during its construction in 2008
the council takes a highly personalised
approach to helping provide high-quality
education for children with special needs.
Children are judged individually. Some require
the full-time support of a special school,
others can enjoy a mainstream school with the
assistance of outreach staff, while some use
parts of both. roughly 150 pupils go to each of
fosse Way and three Ways School, Bath, with
a further 45 at the link School, which also has
new buildings. another 350 disabled children
attend mainstream schools with extra support
from the council’s special needs system.
the completion of fosse Way represents the
latest milestone in the council’s ambitious
building programme. others include the
£28 million project for three new community
resource centres for the elderly and disabled,
the £4.4 million St keyna School in keynsham,
and the £12 million three Ways Special
School project in Bath, which won several
prestigious design awards.
Images: Bath and North East Somerset Council
9
CounCIl of tHe ISleS of SCIlly Sea link harBour improvementS
the Council of the isles of Scilly is the country’s
oldest and smallest unitary authority. With a
population of just over 2,000, the council has
a wide remit including statutory responsibilities
for coastal defences, water and sewerage.
the council also runs the airport and tourist
information centre.
With tourism making up around 85% of the
economy, transport plays a central role in
everyday island life. transport links to the
mainland are vital to the economy of the islands.
the main year-round passenger transport
link with the mainland is the Scillonian ferry
between penzance, Cornwall, and the main
administrative centre of St mary’s on the isles
of Scilly. this service is critical to the continued
survival of the island community for both
personal transport and the movement of goods.
there is also a separate freight vessel.
Sea transport is the preferred method of
conveying freight, but it also provides the
ability to transport passengers when air travel is
suspended because of poor visibility.
in order to maintain and improve its sea link,
the council has been working with regional
partners, including the South West Strategic
leaders’ Board, and the South West rDa
through the regional funding advice (rfa),
to secure funding for a major programme
of improvements to the harbours at St
mary’s and penzance. the aim is to address
operational issues at both harbours and deliver
improvements to the harbours’ infrastructure
to enable a combined passenger and freight
vehicle to operate efficiently between penzance
and St mary’s on an all-year-round basis.
the rfa process covers funding allocations
for transport, housing and regeneration, and
the economy and emphasises the region’s
commitment to sustainable low-carbon
development.
the isles of Scilly Sea link harbour
improvements scheme was supported by the
region when the rfa was submitted to the
government in february 2009, confirming
funding to the tune of £23 million.
The challenge of being a local authority situated 28 miles off Land’s End has created a council where innovation is central to all the work it undertakes.
regeneration and development
10
www.scilly.gov.uk
the improvements work required at both
harbours include extending and widening
the quays, improving the working area,
reducing the conflict between passenger
and freight activities, improving sea walls,
reducing congestion created by freight
activities and improving security and
freight storage facilities.
this innovative partnership approach to
solving problems faced by the islands
is also reflected in other areas of the
council’s business, the council has Service
level agreements with Cornwall Council, works
with Dorset County Council on social care, and
is planning a strategic partnership with north
Somerset for education.
Council Chairman Councillor Christine Savill said:
“We’ve had partnerships for years out of
necessity. Being such a small authority, we
cannot have every area of expertise; we need
support and advice from other bodies. The
harbour improvement work is a good example
of this approach.”
harbours include extending and widening
the quays, improving the working area,
reducing the conflict between passenger
and freight activities, improving sea walls,
11
glouCeSter CIty CounCIl glouCeSter WorkS
this investment is expected to create more than
5,000 new jobs, and by 2015 it is anticipated
that 111,000 vacancies for existing jobs will
need to be filled across gloucestershire.
gloucester Works – does what it says on the tinis a new, collaborative initiative, designed
to enable businesses in the city to take
advantage of these opportunities. it is focused
on identifying and satisfying the needs of all
employers, including existing businesses and
those new organisations that will invest in
gloucester in the coming years.
the plan is funded by major contributions from
the learning and Skills Council (lSC), via its
european Social fund (eSf) programme and
the South West regional Development agency.
gloucester Works is managed by gloucestershire
first, the county’s business-led economic
partnership, and is a collaboration between
gloucester City Council, gloucestershire County
Council, gloucester heritage urban regeneration
Company, the learning and Skills Council,
JobCentre plus, gloucestershire primary Care
trust and the South West rDa.
the board is chaired by the City Council Chief
executive, Julian Wain.
the gloucester Works team liaises closely with
local employers to understand what kind of
staffing, recruitment and training needs are
required, and links these opportunities to local
people across the city through intensive support
and personal guidance.
the programme includes bespoke and
accredited training opportunities for local people
to help them achieve the relevant qualifications
and skills they need to move into long-term
employment or improve the prospects of those in
employment to progress up the job ladder.
The City of Gloucester is changing. An estimated £1 billion of investment is planned for the city’s infrastructure over the next seven years, bringing exciting commercial opportunities.
rimary Care
he board is chaired by the City Council Chief
loucester Works team liaises closely with
rban r
earning and Skills Council,
rimary Care
he board is chaired by the City Council Chief
loucester Works team liaises closely with
local employers to understand what kind of
staffing, recruitment and training needs are
regeneration and development
12
www.gloucestershire.gov.uk
gloucester Works is also focused on reducing
unemployment levels, particularly in the
inner wards of the city, and works closely with
housing, health and welfare advisory services
to ensure that employment and skills are
integrated into wider neighbourhood services.
a key part of gloucester Works activity has
been to support the launch of the multimillion-
pound gloucester Quays development, which
sees the creation of 1,000 new jobs in the city’s
historic docks quarter. it has supported major
employers, including Sainsbury’s, travelodge,
gap and next, in promoting opportunities and
recruiting staff for their new outlets and will
be working with other investors as part of the
development scheme.
free independent support in training,
employment and recruitment is offered as part
of a plan to meet the jobs and skills needs of
workers and employers in gloucester and the loucester and the
surrounding areas.
the collaboration – the first of its kind in
the South West – has been developed to
make sure that local people have the best
chance of benefiting from anticipated growth
in the job market, stimulated by gloucester’s
regeneration.
Council leader, paul James, commented:
“This is an exciting project that brings
together partner organisations and
employers. We want to make sure that local
people have the skills to take advantage of
the many employment opportunities that
are being created in the city.
“Gloucester Works is a superb example of
partnership working, with the city council
playing a full role in helping to develop a
thriving 21st-century city.”
13
It may be right in the heart of a city, but Plymouth’s East End Community Village has got everything needed to create a village feel. What was once a patch of waste ground is now home to a series of striking buildings designed to give an inner city neighbourhood everything a community should have.
PlyMoutH CIty CounCIleaSt enD Community village
the £14 million scheme has only just finished
but it has already picked up accolades. its
ziggurat-style design has created a landmark
in a location once earmarked for a road-
widening scheme.
it won the regeneration category in the
prestigious local government Chronicle
awards, and its astor Court, apartments for
the elderly and frail, was awarded the most
accessible building in the South West in the
regional local authorities Building Control
Quality awards.
the 30 apartments in astor Court are primarily
designed around wheelchair users, and
there’s a host of features such as no steps
in communal areas and colour-contrasting
features for people with sight issues.
the elderly are right in the heart of east
end life at astor Court, which is a partnership
between plymouth City Council, Signpost housing
association and the housing Corporation.
places at astor were snapped up and so
were the affordable houses built as part of
the scheme, said renewal area Co-ordinator
phil mitchell. the younger eastenders enjoy
a revamped astor park, with its funky play
area, basketball court, youth shelter and
events space, and phil says there is much less
vandalism in the area generally.
everyone has benefited from the super-surgery
built to replace the Wycliffe Surgery, which
was too small for the services the gps and
plymouth primary Care trust wanted to provide.
the redevelopment was by reSound (health)
limited, a public/private partnership set up to
improve healthcare facilities in plymouth.
there are new shops and a business centre
where fledgling firms can rent desk spaces and
workshops as well as get business advice and
administrative support and equipment. there
is also a community-run café, which phil is
adamant has the “best coffee in plymouth”.
regeneration and development
14
15
www.plymouth.gov.uk
phil said:
“I really like the East End. It’s not a one-
dimensional housing estate. It’s a piece of city
which has lots of different aspects to it – industry,
the waterfront, homes and now the village.”
the project has instilled a sense of pride in the
area, which was designated a renewal area in
2000. this status paved the way for potential
funding opportunities.
With the east end partnership, the council
talked extensively to residents about what they
wanted to see. Slowly but surely, the council
acquired land and interested partners, and
began to forge an idea of what could be.
Judges in the local government Chronicle
awards said the scheme exemplifies “close
partnership working to provide excellent new
facilities”, and the amount of collaboration
and patience needed to bring all these new
facilities is a testament to the commitment of
staff and volunteers.
through the east end partnership and the east
end Development trust, the community and the
council obtained funding from a host of sources
including the Single regeneration Budget,
erDf objective 2, Blf lottery, living Spaces
lottery, the Department of health, the Signpost
housing association and reSound health.
the South West rDa supported the project
with almost £2 million through the Single
regeneration Budget towards the creation of
a new business centre.
Councillor peter Brookshaw, Cabinet member
for Safer and Stronger Communities, said:
“The East End regeneration project has
completely transformed what was previously
a rather run-down area of the city, and we
are absolutely thrilled that the team have won
national recognition for their work.”
plymouth’s 2020 local Strategic partnership
set a goal of creating a city that is healthy,
wealthy, safe and strong and wise. With bricks,
mortar, fine facilities and, most importantly,
enthusiasm and commitment, the east end
Community village is playing its part.
torbay CounCIlBrixham regeneration – a mayoral viSion proJeCt
in october 2007 torbay Council launched its torbay Council launched its t
mayoral vision – a regeneration blueprint for
torbay over the next 20 years. torbay over the next 20 years. t
the vision details 23 transformational projects,
including the multimillion-pound regeneration
of Brixham.
the 10-year, £100 million project aims to
revitalise the fishing port with a new state-of-
the-art fish market as well as shopping facilities
and commercial space for businesses in the
town, and it is estimated it will create around
360 new jobs in the long term.
Contractors started work on phase 1 of the
project in february last year to provide a new
quay deck and associated infrastructure and
services such as power and water supplies for
the new fish market. later that year changes to
the euro/pound exchange rate, which effectively the euro/pound exchange rate, which effectively
meant that more money was available from meant that more money was available from
objective 2 and the financial instrument for nstrument for
fisheries guidance (fifg) grant, meant that
the new employment building, previously part
of phase 2, could be brought forward.
phase 1 is now complete, and the contractors
are turning their attention to phase 2, due to be
completed by June 2010, which will provide a
new state-of-the-art fish market, restaurant and
office facilities.
torbay’s Cabinet torbay’s Cabinet t member for regeneration,
Councillor Chris lewis, said:
“A new fish market is a pivotal part of the
Brixham regeneration scheme which will also
provide new shopping facilities and additional
new jobs in the long term.
Torbay, like many places, faces extraordinary challenges over the next two decades, including a changing economy, an increased population and more housing, and the inevitable changing lifestyles of local residents. Torbay must embrace change if it is to survive; it must face up to the challenges ahead but at the same time be mindful and respectful of the things that make it a special place.
regeneration and development
16
www.torbay.gov.uk
“Our ambitious plans for Brixham harbour
are aimed at rejuvenating the town’s economy
and providing fishing-related and non-fishing-
related jobs for Brixham people. I have been
hugely impressed by the progress of the work
on Brixham harbour so far and was particularly
pleased that we were able to bring forward
some elements of phase 2.
“We should not underestimate the importance
of this project for Brixham’s future economic
prosperity. Despite the current economic
climate millions of pounds are being invested
in the project. It is on time and on budget and
progressing well and that in itself is a huge
achievement that should be celebrated.”
phase 3 is still in the early stages of development
but will include a new multimillion-pound
northern arm breakwater. the scheme will
create a large area of calm water, enabling the
development of marine activities and allowing
the fishing industry to land in most weathers.
17
borougH of Poole CounCIlnational aCClaim for reCyCling SCheme
Borough of poole’s ‘recycle on the go!’
project (funded by a grant from the local
area agreement) was named runner-up in the
Sustainable Development uk awards 2009. awards 2009. a
the project has led to a dramatic increase
in the amount of street litter being recycled
instead of being sent to landfill. Jonathon
porritt, Chairman of the uk Sustainable
Development Commission and co-founder of
forum for the future, presented the award
to representatives from Borough of poole’s
environmental and Consumer protection
Services. he also called on other local
authorities to follow poole’s example.
in 2008, Borough of poole received a grant of
£257,000 to invest in providing 300 new dual
bins for streets and open spaces across the
town. the distinctive black and blue bins are
consistent with the council’s successful ‘Blue
Bin’ kerbside recycling scheme for household
waste and the national ‘recycle now’ brand.
as a result of the project, 137,000 residents
and three million visitors to poole are easily able
to identify and contribute to poole’s recycling
story by recycling more of their litter when they
are out and about the town.
By collecting paper, cardboard, tins and cans,
glass and plastic bottles, the dual bins are now
recycling an average of 34% of street litter.
Within three months of the scheme starting, up
to 50% of litter that would have been sent to
landfill was being recycled during some weeks
in the summer. and so far, the project has been
successful in diverting 80 tonnes of recyclable
waste away from landfill.
An innovative scheme encouraging people in Poole to recycle more street litter has won acclaim in national awards promoting environmental excellence.
landfill was being recycled during some weeks
nd so far, the project has been
successful in diverting 80 tonnes of recyclable
Climate Change and recycling
18
www.poole.gov.uk
the new bins are also up to 100% larger,
reducing the likelihood of overflowing causing
windblown litter, demonstrated by a reduction
in complaints and anti-social littering behaviour.
the latest street cleanliness surveys also show
the lowest levels of litter to date.
in addition, the borough has also benefited
from increased efficiency by using two
specialised vehicles to collect both refuse and
recycling at the same time, reducing operating
costs and generating lower carbon emissions.
through the purchase of durable bins, the
cost of maintenance and replacement has also
been reduced. and with cleaner streets, we’ve
reduced the cost of cleansing too, which last
year came to £1.9 million.
Councillor Don Collier, Cabinet portfolio holder
for the environment, Borough of poole, said:
“This is a great achievement and we are
delighted that Poole has been recognised for
its efforts in developing and implementing this
successful recycling scheme. The project has
led to a dramatic increase in recycling of street
litter, with up to 50% of litter that would have
been sent to landfill being recycled. As well
as helping to keep our streets clean, the bins
are saving taxpayers’ money by cutting refuse
collection costs and reducing the amount of
waste being sent to expensive landfill sites.”
19
CotSWold dIStrICt CounCIl top markS for reCyCling
the council’s new waste and recycling
collection scheme was launched in June 2008.
the success of the service is borne out by a
high recycling and composting rate of 61% in
2008/9, compared with the previous year when
the rate was 42%. the new scheme has also
diverted 12,000 tonnes from landfill and saved
gloucestershire County Council £1 million in
landfill costs.
Before the new scheme was launched
Cotswold District Council consulted residents
and asked them about changes to the waste
collection service, which would give them
more opportunity for doorstep recycling, with a
fortnightly waste collection. there was general
support for a redesign of the waste service,
and 73% said they would support compulsory
recycling. however, support for fortnightly waste
collections was less clear, with 53% supporting
this change.
there was council backing for a redesign of the
waste collection service, because one of the
council’s main priorities under the banner of
‘cleaner and greener’ is to increase recycling.
the service was redesigned to include a weekly
food waste collection, a weekly garden waste
collection, a fortnightly dry recycling collection,
a fortnightly cardboard collection and a
fortnightly waste collection.fortnightly waste collection.
a comprehensive communication campaign comprehensive communication campaign
was carried out during the build-up to the was carried out during the build-up to the
launch of the new service and during the launch of the new service and during the
early stages. Some of the methods used early stages. Some of the methods used
were leafleting, information packs, posters, were leafleting, information packs, posters,
roadshows, media briefings, doorstep visits to roadshows, media briefings, doorstep visits to
residents and presentations to stakeholders residents and presentations to stakeholders
such as local councillors.such as local councillors.
This year Cotswold District Council expects 61% of household waste to be recycled and composted – one of the best rates in the country and the best rate in the South West. This has seen the council reduce the amount of waste that goes to landfill by almost a half, which not only protects our planet by reducing methane emissions, but also cuts the cost of landfill charges to council tax payers.
Climate Change and recycling
20
the launch of the new service was an
immediate success, with the first 18 weeks
recording a combined recycling and
composting rate of 72%. the success was
partly because of residents, take-up of the
service but a major part of the achievement
can be credited to the communications
campaign and the council’s commitment to
investing in the new service.
mark tufnell, portfolio holder for the
environment (left), said:
“It is our residents, our contractor, officers and
the Cabinet that have contributed to making
our new recycling and waste collection service
a tremendous success. The residents of the
Cotswolds have embraced the new collection
service, and it’s obvious that most people see
the benefits of recycling.
“The new service supports our commitment
to protect the beautiful environment of the
Cotswolds while saving expensive landfill
costs. We made the commitment to put
resources into this area of work because
protecting our environment is one of our top
priorities. It’s paid off, though, and I am very
proud of what we have achieved.”
www.cotswold.gov.uk
21
PurbeCk dIStrICt CounCIlWaSte not – Want not
in october 2005, the refuse and recycling
services in purbeck changed to the new
‘recycle for purbeck’ Collection Service.
households in purbeck were issued with grey
wheelie bins for non-recyclable rubbish and
green kerbside boxes for recyclable materials.
the grey bin is collected one week and the
green box collected the following week.
purbeck’s two main objectives in introducing
the recycle for purbeck Collection Service
were:
1) to increase recycling rates in the
district; and
2) to ensure the best value for residents
of Purbeck.
prior to implementation, the district’s waste
services provider Sita uk anticipated that,
under the new scheme, the recycling rate would
increase from 16% to around 24%. in reality,
the scheme far exceeded this and is currently
achieving a recycling rate of over 34%.
no targets for waste minimisation were
considered during the planning stages.
however, at the end of 2006/7, it was noted
that there had been a 1.5% reduction in overall
waste compared with 2005/6. there was a
further reduction of 1.2% in 2007/8, against a
history of annual waste increases of between
2% and 4% over the previous 20 years.
therefore, over the three years purbeck has
reduced the amount of waste going to landfill
by 3,418 metric tonnes.
the key to the success of the scheme was the
council’s ability to explain to residents why it
was trying to increase the amount of waste
recycled. messages referred to the environment
and climate change, which, at the time, was
just starting to be seen as a scientific reality in
the public’s consciousness.
the success of the scheme was further
assisted by the demographics in purbeck.
With a World heritage coastline and many
Purbeck District Council introduced alternate-week refuse and recycling collections (AWCs) in October 2005 and, in 2006/7 and 2007/8, the council recorded the second lowest amount of waste produced per head of population in England, being out-performed by only Hyndburn, Lancashire.
Climate Change and recycling
22
www.purbeck.gov.uk
areas of outstanding natural Beauty and
Sites of Special Scientific interest, purbeck
residents tend to be environmentally aware
and have a genuine interest in protecting what
is a unique environment.
through a very strong ‘hearts and minds’
campaign to gain acceptance of a new way
of dealing with waste in the district, including
limiting the amount of waste that residents can
put out for collection, purbeck District Council
succeeded not only in convincing residents
that recycling should be a part of their daily
lives but that the total amount of waste
they produce could be influenced by their
purchasing and consumption habits. looking
forward, the council would like to enhance
the scheme with the introduction of a weekly
collection of food waste.
Councillor paul Johns, Built environment
Spokesperson for purbeck District Council,
said:
“The district’s natural environment is an
enormous asset. By working together, the
council and the residents of Purbeck have
proved that we can adapt to new ways of
dealing with our rubbish and dramatically
reduce the amount of waste going to landfill.”
23
SoutH HaMS dIStrICt CounCIltop league reCyClerS
every person in the South hams has played a
part in achieving the second highest recycling
rate in england – a whopping 57.07%. that’s
19,000 tonnes of waste saved from landfill,
equivalent to the weight of 46 jumbo jets.
this national accolade is the best the South
hams has achieved and puts the council at the
top of the table for recycling in the South West.
the government figures also highlighted that
the South hams sent the least amount of waste
per household to landfill than any other area
in england.
Councillor John tucker, leader of South hams
District Council, said:
“This is proof of the commitment by South Hams
residents to recycle as much of their waste as
possible and shows that we are now taking a
greater responsibility for our waste than ever
before, not least through the recycling scheme.
Our residents should take all the credit for this
fantastic effort – well done!
“We are encouraging people to recycle as much
as possible and believe it is important that young
people learn about recycling from an early age.
A very good response to our competition for
young people to design artwork to be displayed
on our recycling collection lorries helped put the
spotlight on what we all should be doing – and
that’s taking responsibility for our own waste.
Often it is the youngsters who encourage us
older ones to take more notice and cut down the
amount we waste.”
the council has rolled out its kerbside
collection scheme for recycling to nearly
42,000 homes. food and garden waste goes
into a brown wheelie bin while paper and
cardboard are collected in blue recycling sacks,
plastic bottles and tin cans in clear recycling
sacks and the residual household waste in grey
wheelie bins.
the majority of households receive a weekly
collection service where the brown bins and
recycling sacks are collected one week and the
grey bins the following week.
People living in the South Hams are among the best recyclers in the country – and, nationally, send the smallest amount of waste per household to landfill.
Climate Change and recycling
24
www.south-hams-dc.gov.uk
the kitchen and garden waste is sent to a local
in-vessel composting plant where it is turned
into a soil conditioner for use by farmers.
to encourage people to recycle as much as
possible the council has:
introduced council-approved cornstarch •bin liners for kitchen caddies and brown wheeled bins, on sale at town council offices throughout the South Hams as well as the district council;
encouraged young people to get the •recycling habit. Eleven-year-old Alice, a pupil at a local primary school, won a competition to design a poster promoting the message ‘reduce, reuse, recycle’ (pictured right). Her art-work is now travelling around the South Hams on our recycling lorries;
visited schools to spread the ‘reduce, reuse, •recycle’ message through waste audits and other activities; and
produced a special ‘brown bin hanger’ to •help people remember which items can go into the brown bin for composting.
25
SoutH SoMerSet dIStrICt CounCIlreCyCling more BuSineSS WaSte – With a tWiSt
But with 4,500 businesses across the district,
South Somerset District Council is pioneering
an unusual and original way to ensure that
commercial waste is re-used too.
Business-savvy staff from the council’s
Community resource Service are enlisting
an expanding group of businesses onto their
monthly ‘green van route’ – which collects
reusable business waste items free of charge,
and then supplies local schools, community
groups and artists with the materials for use in
arts and crafts projects throughout the district.
the hundreds of items, once sorted, are also
sold at the council’s Scrapstore facility which,
together with the council’s art Shop, attracts
over 10,500 customers each year.
the innovative facility is proving a hit with
businesses and residents and word is spreading
fast, with tradespeople and members of the public
now coming in on an ad-hoc basis to donate
materials and pick up items for their projects.
over the past two years the scheme has
collected and recycled over 66 tonnes of collected and recycled over 66 tonnes of
business waste – the equivalent of 10 london
double-decker buses in weight.
Councillor Sylvia Seal, South Somerset District
Council’s portfolio holder for leisure, Culture
and Well-Being, said:
“Not only do businesses get a free collection of
their waste, either regularly or on-call, but there
are also significant environmental benefits to
this scheme. Thousands of children and local
craftspeople have benefited from the resources
we’ve recycled over the years, and tonnes of
waste are being diverted from landfill into much
more worthwhile destinations.
With one of the country’s top recycling rates, residents living in South Somerset are preventing thousands of tonnes of household waste from going to landfill by using their doorstep recycling service.
Climate Change and recycling
26
www.southsomerset.gov.uk
“It’s great for their green credentials – it’s a
hassle-free and eco-friendly way to get rid of
unwanted materials that would otherwise end
up at the landfill, and we know there is a big
pressure on businesses to think about their
carbon footprint.
“For us, this scheme represents an innovative
solution. We have over 370 square miles to
cover so the scrap that we are able to recycle
provides useful resource to stock the art section
of the mobile Community Activity Bus. It also
enables our businesses to easily do their bit
for the environment at no cost to them, and
helps us continue to build upon our increasing
recycling rate.”
the council’s Community activity Bus visits 200
locations district-wide each year, effectively taking
a portable scrapstore to the furthest corners of the
district and offering the items as arts and crafts
materials for use by school groups.
the Community resource Service team is now
working to expand its monthly van route to new
parts of the district by contacting businesses
in all four geographical areas within South
Somerset and introducing the scheme.
27
Stroud dIStrICt CounCIl Climate Change: target 2050
almost £1.5million was made available
for investment into the following
environmental areas:
£700,000 for climate change response;•
£525,000 for waste and recycling; and•
£225,000 for public spaces.•
the most significant aspects of the strategy
focused on climate change response. as part of
a £130,000 contract with Severn Wye energy
agency the council embarked on the ‘target target t
2050’ research project. the main thrust of this
ambitious project was to look at climate change
in the context of the entire district’s housing
stock. it wanted to identify a broad range of
households – according to occupancy, property
type and income – and then look at the options
for making them greener.
the project is already going well. it received
176 applications to become part of the scheme,
and from these, 40 homes were carefully
selected. all received in-depth energy surveys
and personal emissions reduction plans, and
23 received support to implement practical
measures. these included:
cavity wall insulation;•
solid wall insulation (internal and external);•
loft insulation top-up;•
sloping ceiling insulation;•
draught proofing;•
hot water tank insulation;•
double glazing;•
conventional fuel boiler;•
wood pellet boiler;•
central heating controls;•
wood burning stove;•
solar water heating; and•
low energy lighting.•
In 2006/7 Stroud District Council undertook a major consultation on the environment. It sought the views of residents, community groups, town and parish councils and other agencies to put together a 20-year Environment Strategy to tackle the issues. Much progress has already been made.
Climate Change and recycling
28
www.stroud.gov.uk
at a time of recession, energy efficiency and
saving money are increasingly important drivers
in changing behaviour, and aside from the
practical options, behavioural change is one of
the main aims of the project.
early indications show that the 23 properties
could save 3,000 tonnes of carbon dioxide
emissions over their lifetime and over £800 a
year on their annual energy bills. the results
of this research will allow Stroud District
Council to work towards achieving a massive
60% reduction in carbon dioxide emissions
across the district, and just as importantly
help households benefit from smaller bills by
improving their energy efficiency and reducing
their dependence on fossil fuels.
target 2050 also focuses on businesses. a
two-year programme to conduct energy surveys
for 50 small-to-medium-sized enterprises has
already been completed. Community buildings
have received funding for renewable and other
green measures, and businesses spending over
£5,000 a year on energy are eligible for a free
business energy survey and follow-up support.
ian morrison, landlord of the retreat wine bar,
was happy to take part. he has saved 50% on
his refrigeration costs by insulating his cellar.
Council leader Chas fellows said:
“Local councils are in a unique position to have
a practical impact on environmental issues.
Stroud District Council has a responsibility
for promoting the health and well-being of its
residents in the present and in the future.
“The environment has always been important
to us and we have a strong track record of
delivering environmental improvements in
partnership with local people. The Target 2050
project is just one of the initiatives that we’re
using to address the issues raised by local
people, community groups and businesses.”
Sally Daley, Senior Sustainable Energy
Officer, and Ian Morrision,
landlord of The Retreat
29
WeSt SoMerSet CounCIl loCal aCtion on Climate Change
forum 21 produced the West Somerset Climate
Change Strategy, which aimed to reduce the
district’s carbon footprint, keep money in the
economy, and tackle the twin problems of
local deprivation and fuel poverty, which are
well hidden given exmoor’s picture-postcard
appearance.
people in West Somerset emit 11.4 tonnes of
carbon dioxide per person per year – more than
the South West average of 8.9 tonnes per person
and the uk average of 9.3 tonnes per person,
primarily because of lack of a mains gas and a high
proportion of traditional solid-wall homes, which are
hard to heat.
the district has high levels of deprivation, with
one of the country’s largest elderly populations
and much of its younger population dependent
on low-paid seasonal jobs in the tourism
industry. it has poor transport links and no other
large industries.
over £80 million is spent on imported energy
in West Somerset every year, all of which leaves
the local economy. Clearly, the environment, and
people’s pockets, are suffering in the area.
the Climate Change Strategy sought to stop the
money leaving the district while also contributing to
a reduction in national carbon dioxide emissions.
this called for a completely fresh approach, and
so the Western Somerset local action group
(lag), comprising partners from West Somerset,
exmoor, the Quantocks, the 10 parishes of
Wiveliscombe and its hinterland, and neighbouring
parishes in taunton Deane, was set up.
the innovative cross-border partnership of private,
public and voluntary sector organisations, which
are united by similar circumstances and issues,
swept aside traditional borders to find solutions
to common problems, and was key to unlocking
european funding.
the lag used the strategy’s main themes to
successfully secure £2.25 million from the local
action for rural Communities fund for a new,
exciting rural development programme, entitled
‘towards a low carbon economy’.
it proposed harnessing the area’s rich natural
resources and developing sustainable green
technologies to reduce external energy
dependency, keep money in the district to aid
When West Somerset Council and the Local Strategic Partnership teamed up with the environmental group Forum 21 to tackle local fuel poverty and the global issue of climate change, it was to revolutionise the way local action would be taken.
Climate Change and recycling
30
www.westsomersetonline.gov.uk
its economy, and provide new employment and
business opportunities. the Western Somerset
lag is now looking to fund grassroots groups
and organisations which want to do something
that fits into these themes.
leader of West Somerset Council, Councillor
keith ross, said:
“The climate change strategy puts issues in
terms that we can all understand. We can all
see that the £80 million leaving the district on
transport, domestic and business energy bills
could be put to good use in our economy and
could help transform local prospects.
“The innovative aspect of the Western Somerset
LAG is that it unites people and organisations
across borders by common issues that need
direct local action, rather than sticking to rigidly
established areas.
“As such, it is a truly inclusive project that
seeks to deliver change to all the communities
affected by common issues. It has the potential
to make this area a leader in sustainable
technologies and could, in turn, provide work
and economic development opportunities for
many years to come.”
31
dorSet County CounCIlDorSet CounCilS Working together in partnerShip
Dorset County Council and six borough and
district councils, with support from consultants,
held the consultation for 14 weeks between
august and november 2008.
now adopted by all the partner councils, the
new strategy will now guide the way waste is
managed over the next 25 years.
it includes 10 key policies and sets an ambitious
new recycling rate of 60%, while also keeping
the technology options open for dealing with
waste that isn’t recycled or composted. the
strategy includes annual action plans to make
it a living document, and these are reviewed,
reported on and updated regularly.
a clean, fresh brand identity was produced
in-house for the consultation to create a positive
approach to waste and tie in with the strategy’s
strapline:
‘Waste… our challenge, our opportunity, our future’
the identity ran through all communications
associated with the strategy consultation.
these included a summary brochure with
questionnaire and displays, posters, flyers,
factsheets and other literature.
Because waste affects everyone, the
consultation was designed to be as wide-
ranging as possible.
Dorset councils received near-unanimous public support for a draft Joint Municipal Waste Management Strategy following extensive public consultation and communications in 2008.
Christchurch
Partnership Working
32
33
Waste... Have your say – The brand in action Waste... Have your say – The brand in action
www.dorsetforyou.com
Councillor hilary Cox, Chairman of the Dorset
Waste liaison panel, said:
“This strategy presents a brand new vision for
waste management in Dorset. It is the result
of local councils working closely together and
wide-ranging public consultation that aimed to
give the public every chance to have their say.”
Consultation and communications included:
a preview launch event for the media; •
15 roadshows held at weekends and evenings •
across the county at supermarkets, town centres and other busy locations;
displays and questionnaires at 34 libraries; •
displays at county shows as well as at many •
other stakeholder events and meetings;
six focus groups – one in each partner •
council area;
Dorset Citizens’ Panel survey •
(3,000 members);
special sessions for councillors;•
random mailshots to around •
8,000 households;
Waste Forum meetings;•
New Waste Review Community Panel •
for stakeholders;
communications with town and parish •
councils and other stakeholders;
articles in council newsletters; •
proactive and reactive media relations;•
internal communications; and•
a dedicated microsite (www.dorsetforyou.com •
/futureofwaste) with online surveys and a chance to sign up for email alerts.
the waste strategy consultation was carried
out by Christchurch Borough Council, Dorset
County Council, east Dorset District Council,
north Dorset District Council, purbeck District
Council, West Dorset District Council and
Weymouth & portland Borough Council.
for more information visit
www.dorsetforyou.com/futureofwaste
eaSt devon dIStrICt CounCIl freak Storm BringS flooD of help anD information
a freak winter storm which brought torrential
rain and hailstones cascading down on east
Devon that fateful night resulted in run-off
from fields and drains blocked by frozen water,
causing chaos and heartache for residents of
many communities in the otter valley. murky
water cascaded into hundreds of homes,
damaging living quarters and possessions
to the tune of hundreds of thousands of
pounds. there was further misery for dozens
of motorists whose cars were washed away or
flooded, with some written off.
following the storm, after working with many
other agencies to rehome families and help
relieve the suffering of those directly affected,
east Devon District Council launched its own
relief fund to assist flood victims in practical
terms. the council also stored donated
household goods for use by hard-pressed flood
victims. the fund raised over £10,000, which
was matched by the council. Claims from 31
householders have been paid out, and the fund
has now been wound up.
east Devon District Council also set up a ast Devon District Council also set up a
dedicated website where people could find dedicated website where people could find
details of the fund and the cache of household details of the fund and the cache of household
goods, as well as publicity about fund-raising goods, as well as publicity about fund-raising
events and council tax relief.events and council tax relief.
the council went on to host a series of he council went on to host a series of flood
recovery group meetings aimed at creating roup meetings aimed at creating
an action plan for the future. an action plan for the future. this group is a
partnership of councils and other agencies with partnership of councils and other agencies with
an interest in ensuring that the flood warning, an interest in ensuring that the flood warning,
defence, response and recovery arrangements in defence, response and recovery arrangements in
east Devon are of the highest possible quality.
the aims of the group are to:
establish what caused the flooding;•
assess how agencies performed in the •aftermath;
put into practice any lessons learned; •
make improvements to minimise flood risk;•
advise residents and businesses how to help •themselves; and
keep people informed of progress through •
online and printed information.
When devastating floods brought havoc to parts of East Devon in October 2008, the first priority was dealing with the immediate aftermath of the emergency. But for East Devon District Council the flood response went much deeper.
Partnership Working
34
www.eastdevon.gov.uk
to ensure that residents throughout the district to ensure that residents throughout the district t
are kept fully informed, east Devon District
Council is collaborating with the environment
agency, Devon County Council and the Devon
and Somerset fire and rescue Service to
publish a newsletter tracking progress with the
action plan.
the occasional newsletter is also available in
libraries and other outlets in villages. in some
communities, copies are available in association
with parish newsletters.
the work of the flood recovery group is already
showing results, and this work will continue until
– and possibly beyond – the first anniversary of
that fateful night in october 2008.
leader of east Devon District Council, Sara
randall Johnson said:
“The experience with the MSC Napoli, though
a different kind of emergency, stood us in
good stead to respond to the floods, as the
various agencies came together well and have
continued to work tirelessly for the benefit ofthe
community.”
communities, copies are available in association
roup is already
Flood Recovery Update is an A4 information
sheet delivered to 11,500 homes in the affected communities
Aerial view of the Otter Valley after October’s storm
Imag
e: E
ast D
evon
Dis
tric
t Cou
ncil
35
MId devon dIStrICt CounCIl partnerShip Working proviDeS out-of-hourS ServiCe
Customer feedback indicated that, for some
customers, contact times were limited and it
would help to be able to contact the council
outside normal opening hours.
Devon County Council already had a very
successful contact centre, ‘my Devon’, with
extended opening times outside the normal
9-to-5 sevice operated at mid Devon District
Council (mDDC).
at the start of 2008 officers from both councils
met to discuss how my Devon could help
mDDC to provide a service to customers outside
normal working hours.
the initial project brief demonstrated very
quickly that there were some real opportunities
to improve customer service and that closer
working would be beneficial for
both organisations.
a project group was set up to look into
collaborative working and it was agreed that
it would be possible to implement a service
from 5pm to 8pm each evening and on
Saturday mornings.
the project group worked on setting up the
technology to seamlessly transfer callers to
mDDC to the my Devon team.
Systems were put in place to ensure the
prompt transfer of information between the two
organisations, and training was provided to my
Devon staff to familiarise them with the new
services not covered by a county council.
Since october 2008 my Devon has taken
calls on behalf of mDDC from 5pm to 8pm on
weekdays, on Saturday mornings and over the
Christmas and new year holiday. year holiday. y telephone calls telephone calls t
to mDDC are answered by the district council as
normal during working hours.
Mid Devon District Council is a rural authority in the heart of Devon. Its Customer First staff deal with around 80,000 contacts from customers across a range of access channels, including by phone, in person, by email and via the internet.
Partnership Working
36
Both members of the project group and
management have been very pleased with the
outcome of the project, which has seen both
organisations working closely together and
bringing real benefit to people throughout mid
Devon. Callers can now access key services from
both organisations to 8pm each weekday and
on Saturday mornings. this has come about at
no additional cost to taxpayers and highlights
the opportunities of improving service and
maximising efficiency through partnership.
the executive member for Corporate
performance at Devon County Council,
Councillor Des hannon, pictured on the right of
the photo, said:
“It is great that we have been able to enhance
the level of service that Mid Devon District
Council can provide its residents. Both councils
have the objective of answering queries with one
phone call and this is an important step forward”
Councillor Dennis knowles, portfolio holder for
the Working environment and Support Services,
mid Devon District Council, pictured on the left
of the photo, said:
“By working together we are moving towards
being able to provide a single service for our
customers in Mid Devon regardless of whether
you contact the district or county council. Staff
have gained a greater understanding of the
services provided by both organisations – which
means customers are less likely to be passed
from one authority to the other.”
37
www.middevon.gov.uk
SoutH glouCeSterSHIre CounCIlWorking together – the WeStern improvement partnerShip
the five authorities formed the Western
improvement partnership (Wip) in 2007, driven
by a desire to work more closely together on
areas of common interest around business
transformation and change.
the five authorities involved strongly believe
that by sharing knowledge, opportunities and
responses to challenges they will make better
use of the resources available.
Wip successfully bid for SW riep funding
to develop the partnership by appointing a
programme manager to identify and take forward
joint working opportunities, to build capacity and
to share best practice.
the first main task was to understand the scope
and detail of the authorities’ existing business
transformation and improvement programmes
and their key priorities. from this analysis
work, commonalities and opportunities for joint
working were identified and developed into a set
of programmes which have since been taken
forward.
Working together has led to real benefits for South Gloucestershire Council, Bath and North East Somerset Council, Bristol City Council, North Somerset Council, and Avon Fire and Rescue Service.
Northomerset
C O U N C I LS
Partnership Working
38
www.southglos.gov.uk
key benefits achieved from partnership working
in Wip to date are:
negotiation by WIP of a discount on customer •insight software with a leading supplier which several of the WIP authorities have taken advantage of, saving their authorities money;
creation of a sub-regional flexible working •group to share good practice, lessons learned and documentation. This group has also been involved with the development of hotdesk facilities for local authority staff in retained fire stations;
identification of and targeted information on •funding sources to the partner authorities, along with support on the preparation of bid submissions;
creation of a web portal for key documents and •useful information for member authorities;
learning and development sessions for •partners on subjects such as partnership working, use of consultants and CAA;
raising awareness of and involvement •in regional activities; and
signposting authorities to good practice •in partner authorities and facilitating the exchange of knowledge.
in the future, Wip plans to build on these
successes by supporting the partner authorities
in attracting more funding, by further developing
the learning and development sessions and by
proactively shaping and progressing sub-regional
joint working opportunities.
the leader of South gloucestershire Council,
Councillor John Calway, said:
“The five authorities involved are committed
to working together proactively to share
best practice and to build capacity in the
organisations to respond to future developments.
“Being involved in the partnership has
been a very positive experience for South
Gloucestershire. As well as benefiting from and
sharing knowledge, it has enabled us to be more
closely involved in and informed about regional
activities. The early signposting to potential
funding opportunities has also been invaluable.”
39
SWIndon borougH CounCIlSWinDon’S Big WeekenD
The Radio 1 Big Weekend is the biggest free live music event in Europe and is held annually in a town or city in the UK. This year was the ninth staging of the event, and Swindon Borough Council co-hosted the event with BBC Radio 1 at Lydiard Park in Swindon in May.
the council recognised what a fantastic
opportunity this was for Swindon and the
national and international profile it would bring
to the borough.
the big weekend featured a line-up of top
live music on both days, with 20,000 people
attending on each day and approximately 65%
of the ticket allocation going to the
local population.
hosting the radio 1 Big Weekend hit a
number of targets for the council, which more
than justified the significant amount of time
and money that was invested in hosting the
event. these included:
helping to achieve many of our Local Area •Agreements targets (engagement in arts, belonging, overall satisfaction with the area you live in);
a place marketing opportunity an estimated •value of £1.5 million – national exposure, blanket BBC coverage for two months, the first area and council in the South West to host the event, Swindon Borough Council branding on all printed material and publicity;
an opportunity to showcase all of our events •and venues to a regional and national audience and drive up footfall and revenue;
an estimated additional £1.3 million into •the local economy over the weekend; and
fringe and outreach events in the weeks •before and after the event around the town, with local bands showcased and BBC DJs visiting schools.
Partnership Working
40
41
there were a number of challenges in
organising the event, not least the short
timescale involved, with Swindon only being
confirmed as the venue in march.
all areas of the council came together in
the project, and even more importantly our
established partnerships with the police, the
fire and rescue service and the primary care
trust stood up to the test of delivering a high-
profile, high-risk event at short notice.
Councillor phil young was the Cabinet
member overseeing the project, and he was
determined to use the event to create a legacy
for Swindon.
he said:
“Hosting the Radio 1 Big Weekend was a hugely
complex undertaking, but it forced us to come
together and work in different ways and with
partners. The legacy is a national profile for
Swindon and a whole generation of young people
in the borough who are used to Swindon being a
great place for live music and events.”
the council was able to test some new ideas
and approaches to project management, traffic
planning and communications and take the
learning forward to apply to other initiatives.
for example, it deliberately tried to channel
its information by using predominantly
electronic-based methods (email alerts, social
networking sites etc) from the platform of a
comprehensive campaign website
(www.swindonbigweekend.com)
where people could self-manage the
information they needed.
Swindon Borough Council now has a tried and
tested blueprint for staging large-scale events
and is creating a dedicated corporate events
team that can take the learning from the Big
Weekend and use it to stage more events in
the future.
to find out more go to
www.swindonbigweekend.com
or www.swindondoesarts.co.uk
www.swindon.gov.uk
Images Courtesy of the BBC
taunton deane borougH CounCIl partnerShip finDS rough SleeperS a home
the project was ambitious but, thanks to
judicious use of government funding, and
the close working relationship with taunton taunton t
association for the homeless (tah), the
aspiration became a reality when norie house
opened its doors just before Christmas 2008.
and it has proved its worth.
the number of people sleeping rough on the he number of people sleeping rough on the
streets in taunton Deane has fallen dramatically aunton Deane has fallen dramatically taunton Deane has fallen dramatically t
since the opening of the specialist unit in since the opening of the specialist unit in taunton.taunton.t
norie house, owned and managed by ouse, owned and managed by tah and
supported by taunton Deane Borough Council, aunton Deane Borough Council, taunton Deane Borough Council, t
opened its doors in early December, providing opened its doors in early December, providing
simple, basic accommodation for rough simple, basic accommodation for rough
sleepers as well as seven ‘move-on’ bedsits.sleepers as well as seven ‘move-on’ bedsits.
and, in its first few months of operation, it
has been virtually full around the clock, with
24 people having used the hostel, with an
average stay of 23 days. of those who have left,
almost half have done so ‘positively’ – moving almost half have done so ‘positively’ – moving
into tah’s own housing or other alternative ’s own housing or other alternative
accommodation.accommodation.
the unit’s opening coincided with one of the he unit’s opening coincided with one of the
most severe winters in 20 years and provided most severe winters in 20 years and provided
people who would otherwise have had nowhere people who would otherwise have had nowhere
to go with a roof over their head, warmth, food to go with a roof over their head, warmth, food
and support. the average age of residents is he average age of residents is
around 30, with the youngest aged 19 and the around 30, with the youngest aged 19 and the
oldest 70.
the bedsits, which provide a stepping stone he bedsits, which provide a stepping stone
on the way to independent living, are now fully on the way to independent living, are now fully
occupied, with the majority of residents moving occupied, with the majority of residents moving
in directly from norie hhouse.
the project – the first of its kind in Somerset – he project – the first of its kind in Somerset –
is now being hailed as a major success and an is now being hailed as a major success and an
example of partnership working at its best.example of partnership working at its best.
Partnership working has proved to be the key to unlocking the door to a specialist unit for rough sleepers in Taunton. Taunton Deane Borough Council was aware of the need to provide practical help to the single homeless – not just a roof over their head but access to the sorts of service they may need.
Partnership Working
42
www.tauntondeane.gov.uk
in the year before the opening, regular n the year before the opening, regular
meetings were held between all involved – meetings were held between all involved – tah,
taunton Deane Borough Council, the police, aunton Deane Borough Council, the police, taunton Deane Borough Council, the police, t
Supporting people, Safer Communities from eople, Safer Communities from
Somerset County Council, the Drug and Somerset County Council, the Drug and alcohol
team, team, t open Door and turning point.oint.
ppictured right with Councillor ictured right with Councillor hazel prior-rior-
Sankey outside Sankey outside norie house, John Shipley,
managing Director of anaging Director of tah, said:
“Without those meetings, and the care that
went into planning everything, the project would
not have worked as well,
“The relationship with the police, in particular,
has been really positive and extremely
valuable.”
police officers often drop in to olice officers often drop in to norie house to
chat to residents and staff, which has helped chat to residents and staff, which has helped
build trust and a strong rapport. build trust and a strong rapport. Councillor Hazel Prior-Sankey and John Shipley, Managing Director of Taunton Association for the Homeless, outside Norie House in Taunton
Wes
tern
Dai
ly P
ress
43
bourneMoutH borougH CounCIlolDer reSiDentS front ‘age frienDly’ poSter Campaign
a number of Bournemouth residents aged
65 or over volunteered to be pictured, after
an article in the local newspaper advertised
for older people who live life to the full. the
older people included the members of a
Bournemouth barbershop choir, a table tennis
player, a fencer and a pilates fan.
posters were produced for billboards, bus
shelters and lamp-post banners situated
throughout the borough and were displayed
during the month of november.
Councillor Barry goldbart, Cabinet member for
adult Services, said:
“Our older population is increasing, not only in
Bournemouth but nationally, and we need to
recognise the value and the achievements that
our older residents bring to the town.
“It’s fantastic that local older residents have
been able to get involved to front the campaign
and help us to celebrate Bournemouth as an
‘Age Friendly’ town as well as trying to tackle
outdated stereotypical views of older people in
the community.”
this campaign linked with his campaign linked with national older
ppeople Day on 1 ooctober 2008, when the ctober 2008, when the
council hosted a special day of events to council hosted a special day of events to
celebrate the day and to launch its celebrate the day and to launch its oolder lder
people Strategy, which details how the town eople Strategy, which details how the town
aims to improve the quality of life of all aims to improve the quality of life of all
Bournemouth’s older people.
Bournemouth Borough Council launched a poster awareness campaign in November 2008 to tackle stereotyping of older people and promote Bournemouth as an age-friendly town.
This campaign, branded ‘Age Friendly Bournemouth’, attempted to dispel myths and stereotypes of older people and to celebrate the contribution that they make to the community.
Community engagement
44
following the poster campaign a special
calendar was produced featuring images
from both the poster campaign and images
taken at the national older people Day event.
Copies were circulated to the council’s town
partnership members, Bournemouth 2026
local Strategic partnership and local residents
through its libraries.
www.bournemouth.gov.uk
45
CHeltenHaM borougH CounCIl get involveD: neW WeBSite lookS to the future
Cheltenham Borough Council found its
initial inspiration through the experience of
the gloucestershire floods in 2007, when the
council’s web team created a blog to broadcast
a constant stream of information during
the emergency.
the team adopted an informal writing style,
linked to video content on youyouy tube and hosted
images using an online gallery. the council’s
Chief executive, andrew north, said that the
design of the new website should “build an open,
participative approach to communication for our
routine services and not just for emergencies”.
the council adapted the BBC’s web principles
to guide the creation of their new site, which
include:
Do not attempt to do everything yourselves: •link to other high-quality sites instead.
Treat the entire web as a creative canvas: •don’t restrict your creativity to your own site.
The web is a conversation. Join in. Adopt •a relaxed, conversational tone. Admit your mistakes.
Let people paste your content on the walls •of their virtual homes. Encourage users to take nuggets of content away with them, with links back to your site.
Cheltenham Borough Council has re-launched its website to embrace new technologies which will enable the council to engage with groups and individuals that may not normally consider visiting the site. The council believes that the technology known collectively as Web 2.0 is the way ahead for online council services.
Cheltenham Borough Council’s web team
Community engagement
46
www.cheltenham.gov.uk
a new content management system, which
included the functionality required for a Web
2.0 platform, was acquired, and the supplier
shared the council’s vision and enthusiasm
for the project. in fact, the council found that
its passion and enthusiasm for delivering the
vision was infectious, and this energy got the
web content authors on board without a word
of complaint, despite them being required to
rewrite every single word from the old site.
“All pages are written in plain English with as
few words as possible. The emphasis is on
quick, no-nonsense access to local services.”
the designer was asked to develop a surprising,
original approach to create a site with a strong
sense of place and personality. the site,
like Cheltenham itself, is simple, clean and
elegant, with a ‘don’t make me think’ ethos.
the site needed to be attention-grabbing, fun,
entertaining, informative and quick to deliver
on its promise, with a fresh, uncluttered, newsy
and relevant design.
every web page on the site has links to social
networking sites: Digg, Delicious, Stumbleupon,
facebook and twitter.twitter.t
the result has been notable changes in the usage
of the council’s website. visitors stay for shorter
periods and view fewer pages, and feedback
shows that visitors are able to find the information
they need faster and can interact in ways that
were not previously possible.
Cheltenham knows there is still much to learn
and many mistakes to be made. But the council
has created a platform to engage with the
public, who will ultimately explore and guide the
website to its full potential.
Cabinet member Councillor Colin hay says:
“All pages are written in plain English with as
few words as possible. The emphasis is on
quick, no-nonsense access to local services.”
Imag
es: C
helte
nham
Bor
ough
Cou
ncil
Cheltenham Borough Council’s new website
47
CHrIStCHurCH borougH CounCIl neW Centre enhanCeS nature reServe
Stanpit marsh was designated as a local
nature reserve in 1964 and as a Site of
Special Scientific interest in 1986. it is home
to over 300 species of plants, 14 of which are
nationally rare and endangered.
until recently, information for visitors to the
marsh was only available from a caravan at
the entrance. Christchurch Borough Council
decided it was time for something more
in keeping with the surroundings and so
instructed architects to develop a design for
a new information centre which would not
only sit happily within the environment of the
marsh but also be sustainable. as the building
would be far from conventional electricity or
water supplies, it would have to be capable of
providing these ‘off-grid’.
architects were appointed, and they produced
a design which met everything that the
council had specified. Conceived as a low
environmental impact building, the design
maximises natural daylight and natural
materials. Specific environmental features
include a small wind turbine, photo-voltaic
panels, a composting toilet for staff, a rainwater
harvesting system and untreated, locally sourced
timber certified by the forest Stewardship
Council. By generating its own electricity, the
building is, in effect, carbon neutral.
the timber used in the decking and cladding
is untreated sweet chestnut, which will turn
silver over time, continuing to blend in with the
surrounding trees throughout the seasons.
Christchurch Borough Council contributed the
majority of the £133,000 required to complete
the building. however, a group of local
volunteers, the friends of Stanpit marsh, also
raised funds towards the project and were able
to contribute an additional £20,000.
the information centre was opened by the
mayor of Christchurch, Councillor David flagg,
in September 2008.
Christchurch Borough Council is justifiably proud of the nature reserves which lie within its boundaries and which contribute much to the character of the borough. One of the most important reserves is Stanpit Marsh, which is situated on the north side of Christchurch Harbour, just below the confluence of the rivers Avon and Stour. The 65 hectare site has an unusual combination of habitats, including salt marsh with creeks and salt pans, reed beds, freshwater marsh, gravel estuarine banks and sandy scrub.
Christchurch
Community engagement
48
on opening the Centre, the mayor said:
“As a council we have a duty to ensure our nature
reserves are preserved, and we all owe it to future
generations. Building this information centre helps
the council fulfil its obligation to this beautiful
location. As the centre is totally self-sufficient in its
use of energy, we believe it could be a model for
other nature reserves to follow.”
Since being built, the information centre
(pictured here) has already won two major
awards: Best Sustainable Development at the
local authority Building Control South West
region Building excellence awards, as well as a
green apple award.
www.dorsetforyou.com
Stanpit Marsh Information Centre Images: Christchurch Borough CouncilAerial view of the centre
49
CornWall CounCIlout anD aBout With CornWall CounCil
When you’re the second biggest county in
england in terms of area, many of whose almost
500,000 residents are scattered across sparsely
populated and remote rural areas, it’s clear that
ordinary approaches to service delivery aren’t
going to do the trick.
Cornwall Council’s response to the challenge
was to build on the best and adopt the
successful out and about service that had
been used to provide advice and information
on council services to people in north Cornwall
since 2003.
one of the service’s biggest successes has
been providing advice and support to local
people applying for benefits, bringing an extra
£4 million into the local economy by increasing
the take-up of housing and council tax benefit.
now the out and about service is being
extended to other parts of Cornwall to help
people living in rural areas that are not covered
by Cornwall Council’s 22 one-stop shops.
the service offers friendly advice on all council
services and specialist help with housing and
council tax benefits, including quick quotes
that let residents see whether they can claim.
advice is available on other benefits, such as
Working tax Credits and tax Credits and t pension Credits – and, ension Credits – and, ension Credits – and,
as befits a truly bright idea, the service also as befits a truly bright idea, the service also as befits a truly bright idea, the service also as befits a truly bright idea, the service also as befits a truly bright idea, the service also as befits a truly bright idea, the service also as befits a truly bright idea, the service also as befits a truly bright idea, the service also as befits a truly bright idea, the service also
hands out free energy-saving lightbulbs.hands out free energy-saving lightbulbs.hands out free energy-saving lightbulbs.
Jackie Barton Jenkins, manager of Cornwall anager of Cornwall
Council’s out and about service, said:
“We promised to keep things local when we
went unitary. It’s really important to make
sure that people in rural areas have the same
access to advice and information on council
services as those who live in our towns and
villages. By taking the council and its staff out
to our communities, we can target the areas
where we’re needed most and can make the
biggest difference.”
Cornwall’s new unitary council is already going places – quite literally – with an ‘Out and About’ service that aims to reach the parts other council services can’t.
Community engagement
www.cornwall.gov.uk
50
foreSt of dean dIStrICt CounCIlhealth anD Safety gone maD
group manager of environmental Services,
roger garbett, believes that the team’s light-
hearted approach is the key to getting a very
serious message across to the public. he said:
“We’re a team of health and safety officers.
In our own time we’ve embarked on a unique
campaign to show that health and safety,
properly used, is about saving lives not
stopping them.
“We want to ensure that by using sensible
risk management, traditional play, adventure,
eccentricity and fun can continue to thrive
in the United Kingdom and that health and
safety is not used as an excuse to stop people
enjoying themselves.
“We offer help to small organisations who
put on ‘risky’ traditional events and, leading
by example, we’ve been joining in! We also
highlight inaccurate health and safety stories in
the media in a way that should make you smile.
“Behind the fun is the serious message that
health and safety saves lives but doesn’t stop
them. We think that by using sensible risk
management, ordinary people can do some
extraordinary things.”
under the banner ‘health and Safety
gone mad’ the team promote sensible risk
management through eccentric ‘fun’ activities
in their own time while debunking some
popular myths in the process – and they have
been commended for this by the Chair of the
health and Safety executive.
Dressing up as a Christmas tree, chariot racing and bog snorkelling are just some of the extensions to the day job for the environmental health team in the Forest of Dean.
Community engagement
52
53
www.fdean.gov.uk
recent challenges have included:
competing in the World Mountain Bike •Chariot Racing event along a course of obstacles, mud and potholes;
celebrating the New Year with an open water •swim in freezing conditions; and
dressing up as a Christmas tree in response •to stories that you need to be a qualified electrician to put one up.
the team’s drive and focus are just as
much in evidence during work time and the
unique nature of the forest of Dean presents
opportunities for unusual solutions, including:
reducing environmental crime through a •‘raves protocol’ with the police and Forestry Commission;
issuing a criminal ASBO for noise nuisance; and•
introducing an innovative ‘sheep ASBO’ •to protect settlements and gardens from marauding forest sheep.
they have recently won praise for the sensitive
handling of investigations into two fatal riding
accidents, building confidence in the council’s
service, and helping a local food supplier whose
freezers failed by providing evidence in support
of an insurance claim.
leader of the Council, Councillor marion
Winship, said:
“I believe that this team operates over and
above the requirements of their jobs, therefore
I was pleased to nominate them for the LGA
Council Worker of the Year award. They show
leadership and innovation in tackling some of
the complex issues that worry and concern local
people. I was delighted to learn that the team
have been shortlisted for an award and hope that
they will do well in the final.”
nortH devon CounCIlone-Stop ShopS
Working in partnership with the local town and
county councils, not to mention a whole range
of local charities and community organisations,
the council is helping to provide vital services to
people in two of its major towns.
the ilfracombe Centre was the first to be
opened in april 2008, in the popular seaside
town. housed in the town council’s classic art
deco building in the heart of high Street, the
centre provides a base for 10 separate agencies,
making it the first port of call for residents in
need of advice and training.
north Devon Council and ilfracombe town town t
Council are available full time in the centre,
providing advice on benefits, housing, planning
and environmental issues.
the Citizens advice Bureau, Jobcentre plus,
Devon and Cornwall police and the housing
charity Shelter also use the building to provide
services locally in ilfracombe.
Six months after the ilfracombe Centre opened
its doors, the amory Centre was launched in the
market town of South molton.
north Devon Council and South molton town town t
Council are both based permanently in the
building, which also houses the town’s main
library. as in ilfracombe, the amory Centre is
located right in the centre of the town, making it
easy for people to access while carrying out other
daily business.
also available at the amory Centre is the Citizens
advice Bureau as well as a number of other
local agencies and charities serving the local
community. a range of meeting and conference
rooms are available for hire, giving local
businesses and organisations a modern and
professional environment to make use of.
Both projects have brought access to much
needed services right to the heart of north
Devon’s communities. no longer do people from
the South molton and ilfracombe areas have to
trek half an hour into the area’s main town of
Barnstaple to have basic queries dealt with.
This year, North Devon Council has been proud to be part of a major project to introduce new one-stop shops right at the heart of two of its communities.
Community engagement
54
Councillor Colin Wright, who led on the project, said:
“To introduce one facility like this in a year is an achievement, but to open
two was outstanding. It demonstrates our determination to improve the way
people can access our services – something that everyone at North Devon
Council strives for. It is also a blueprint for how many different organisations
can work in partnership for the good of their local community.
“Living in Ilfracombe myself, I know what a pain it was to have to travel
into Barnstaple to speak to someone at the council or carry out a simple
procedure. Being able to do all of this now, right on my doorstep, has made
things so much easier.
“We very much see ourselves as setting the standard and hope that other rural
districts will see what we’ve achieved and follow in our footsteps.
“But we’re not stopping here. Our quest to increase access to our services
carries on at full pelt as we look to modern and innovative ways to get right to
the heart of our rural communities.”
www.northdevon.gov.uk
North Devon and Ilfracombe Town Council’s reception staff at the Ilfracombe Centre
55
nortH SoMerSet CounCIlCounCil ConneCt
Northomerset
C O U N C I LS
improving customer services has been identified as a corporate priority for
north Somerset Council. the council is aiming to achieve improvements in this
area while delivering services in a more efficient, co-ordinated and
cost-effective way. to achieve this, the council has embarked on an ambitious to achieve this, the council has embarked on an ambitious t
programme, called ‘Council Connect’, which includes:
improving the range of services available electronically from the council website;improving the range of services available electronically from the council website;•
providing access to a broad range of services via a dedicated new contact providing access to a broad range of services via a dedicated new contact •centre, covering over 70 services ranging from sorting out bulky waste collections to helping older people fill in benefits forms; and
improving face-to-face service provision through a network of community •‘gateways’ to council services.
Community engagement
56
www.n-somerset.gov.uk
Significant investment has been made
in technology, including a new Customer
relationship management system, integrated
with back office systems; new telephony;
and a major investment in staff training and
development. this investment has been repaid
handsomely with significant improvements in
customer satisfaction and service standards,
including:
96% customer satisfaction with contact •centre services (in fourth quarter of 2008/9);
90% of council information enquiries to •‘gateways’ dealt with at first point of contact (in fourth quarter of 2008/9);(in fourth quarter of 2008/9);
a 6.4% call abandonment rate within the •Council Connect contact centre (compared with a public sector average of 15%); and
ranking of the council website in the top •12 unitary authority websites nationally by the Society of Information Technology Management (SOCITM), with high scores recorded for usability and transactional capability.
Councillor tony tony t lake, executive member for
finance, human resources and Community
Services, said:
“We are delighted with the progress made with
the Council Connect project over the last 12
months, and have an aggressive programme to
build upon the concept over the coming year.
The project will contribute significantly to our
vision for customer services, making it easier
for customers to access services through a
variety of contact routes, while also reducing
our costs.”
plans are advanced to provide a range of new
services through Council Connect in the coming
months, including theatre and event bookings,
environmental protection services, all
library-related enquiries and tourism enquiries.
from June 2009 the Council Connect contact
centre will also be providing services for older
people on behalf of nhS north Somerset and
avon and Wiltshire avon and Wiltshire a mental health partnership,
as well as for the council. to help the contact to help the contact t
centre advisers deal with these more complex
calls, a full-time nurse, occupational therapist
and social worker are now based within the
contact centre on a full-time basis to provide
support and advice, ensuring a comprehensive
single telephone triage service for older and
more vulnerable residents.
57
58
teWkeSbury borougH CounCIl parking enforCement
in just 15 months, the team has successfully
introduced a number of changes to local
parking, which has pleased businesses locally.
on-street parking management has been
dramatically improved since the council took
over parking enforcement from the police in
november 2007.
nominated for the enforcement team of the
year award, the council competed against four
other authorities at the annual British parking
awards 2009. tewkesbury Borough Council’s
parking team was victorious – a nod to their
hard work and innovative strategy.
Changes successfully delivered by the council
have included: reducing congestion in the
town centre; making sure that ‘free’ on-street
restricted parking bays are used correctly;
improving traffic flow; and taking action against
misuse of specific parking areas such as
disabled bays, loading bays and taxi ranks so
that they can be used by those who need them.
prior to taking over responsibility for
decriminalised enforcement, the new parking
Services team at tewkesbury Borough Council
was helping with the huge flood relief programme
in the town, following record-breaking floods that
made news headlines everywhere.
But team spirit wasn’t dampened. Just one
year later the team was celebrating a massive
turnaround in parking compliance and
traffic flow within the main market towns of
tewkesbury, Winchcombe, Churchdown and
Brockworth. Working in partnership with its
it support partner, imperial Civil enforcement
Solutions (iCeS), the team has exceeded
all of its targets despite the flood upheaval
and the challenges presented by the traffic
management act (tma) 2004.
Without question, success can be attributed
directly to indomitable team spirit and the
quality, skills and enthusiasm of the entire
parking Services team, as well as the transport
department’s commitment to an effective
working partnership with iCeS. they overcame
Parking enforcement in towns and cities isn’t always popular, but Tewkesbury Borough Council’s parking enforcement team has won support from local traders by working alongside the local community.
Community engagement
www.tewkesbury.gov.uk
the flood upheaval, took the new challenges
presented by tma 2004 in their stride and
tackled a plethora of unforeseen obstacles
without ever losing sight of their objectives... or
their smiles!
tewkesbury now has much better availability
of free on-street parking for anyone needing
to collect or shop for goods. this success has
helped considerably to win over residents and
short-stay visitors from outlying areas and
proven very beneficial to local retailers and,
in particular, local restaurants and cafés, who
have reported an increase in lunchtime trade.
the local Chamber of Commerce & industry
has also stated clearly that it has noted the on-
street improvements have made a significant
difference to everyone who lives in, works in
or visits the towns.
put simply, the new enforcement team at
tewkesbury Borough Council has delivered
everything expected of it, fulfilled all objectives
and exceeded all targets at all operational levels.
and, as a result, it has made a huge difference
to the quality of life and commercial vitality in the
main town centres for which it is responsible.
Councillor phil taylor, lead member for
economic Development and enterprise at
tewkesbury Borough Council, comments:
“This is very much a team that deserves all
praise, and their award genuinely reflects the
hard work that every member of the team has
put in since we started in November 2007.
The benefits are there to be seen, and all of
this helps in these difficult times to support the
viability of the borough.”
Picture from L to R: Mike Macey, British Parking Association (BPA) Judge; Cilla Mellors, Parking Supervisor, Tewkesbury Borough Council; John Horsey, Parking & Transport Manager, Tewkesbury Borough Council; John Oswell, Parking Administration, Tewkesbury Borough Council; Sam Lynch, Civil Enforcement Officer, Tewkesbury Borough Council; and John Sergeant, who presented the award
59
WIltSHIre CounCIlunitary CounCil CountDoWn Campaign
a highly successful campaign to raise
awareness of the changes was implemented
in the lead up to the creation of the new
council. the campaign included roadshows,
competitions, written publications, an
informative DvD and – for the first time – the
use of social networking sites to spread the
message and engage with the communities.
the campaign reached thousands of people
and culminated in a seamless transition to the
new Wiltshire Council on 1 april.
in order to ensure everyone was aware of
the changes, awareness roadshows visited
more than 20 towns across the county during
february and march 2009. a former library
van was re-branded and transformed into
a flexible campaign vehicle, complete with
plasma screen, tables and chairs and online
computer facilities.
the roadshows provided an opportunity for
local residents to speak with council officers,
pick up information leaflets and take part in
competitions, sponsored by local businesses.
roadshows were also successfully used to
engage with the public on their aspirations for
the new council.
In Wiltshire a new unitary council was created on 1 April 2009 to deliver services previously provided by the county council and four district councils.
Community engagement
60
www.wiltshire.gov.uk
During September 2008 the transition
campaign took to the road to get local people
involved in shaping the identity of the new
authority. more than 240 local residents gave
suggestions to help the new council decide on
its strapline, ‘Where everybody matters’, which
is now being used beneath the Wiltshire Council
logo to identify the new authority and what it
stands for.
engaging the public in this way meant that the
new branding, logo and strapline were designed
entirely in-house at minimal cost and with the
endorsement of the community and staff.
use of social networking sites also made
an innovative and valuable addition to the
campaign. to raise awareness of the 100-day to raise awareness of the 100-day t
countdown to the new council, an online photo
competition was launched in December 2008.
local people were asked to submit photographs
of numbers from 100 down to one to help mark
the transition to the new council – and three
lucky entrants won an ipod, paid for by a local
company, for their efforts.
Council staff helped launch the 100-day
countdown with the first photo – staff forming
the shape of 100. and the second image in
the countdown got the backing of the local
government minister, John healey, pictured
opposite, who posed with the number 99 when he
called in at one of the Wiltshire Council roadshows.
photographers snapped images from birthday
cakes to a pair of spring lambs. other entries
included vehicles, from buses to racing cars,
clothing, from baseball caps to rugby shirts,
and even the famous avebury standing stones. avebury standing stones. a
the 700-plus entries were hosted on the
Wiltshire Council website, facebook and flickr.
Wiltshire Council leader, Jane Scott, said:
“It was important during the move to one council
in Wiltshire that we really involved local people
and celebrated the change. We used a variety
of ways including social networking websites to
engage with as many people as possible.”
61
brIStol CIty CounCIl rating pioneer: houSing for health
the main driving force was Bristol City
Council’s four key corporate priorities (2008–
11), which provide a framework for all services.
these are:
Ambitious Together • – Going for growth in Bristol that we all can contribute to and benefit from.
Making a Difference• – Raising standards in the key services that we need to improve:
– for efficient, responsive services;
– for children and young people; and
– for older people and disabled people.
Safer and Healthier• – Ensuring that citizens feel safe from crime and anti-social behaviour and can enjoy a healthy lifestyle.
Better Neighbourhoods• – Ensuring that Bristol residents experience significant change in the physical quality of their neighbourhoods and have opportunities to shape improvements at this level.
Bristol City Council was a pioneering authority in the development of the housing, health and safety rating system. Its private housing service had been involved in the initial trials of version 1 of what was to become the rating system, and was part of a groundbreaking shift away from a property-focused approach to one centred on the people living in those properties and the impact housing improvements could have on their health.
Health and Well-being
62
as part of this new perspective, Bristol’s private
housing service needed to answer some housing service needed to answer some
important questions in order to size up the important questions in order to size up the
challenges ahead:challenges ahead:
What were the risks to people’s health in •Bristol’s current private housing stock?
What significant health issues did •occupants face?
How should services be tailored to produce •meaningful health gains?
thanks to its pioneering role in piloting the
rating system, Bristol has been recording
incidents of category 1 hazards since 2003,
through:
requests from homeowners for financial •assistance to repair their properties;
inspections of privately let accommodation •following a complaint from a tenant; and
inspection of houses in multiple occupation •licensed under the Housing Act 2004.
While this data does not offer a representative While this data does not offer a representative
sample, with just under 5,000 properties sample, with just under 5,000 properties
inspected it does provide a snapshot of inspected it does provide a snapshot of
the main risks and as identified the most the main risks and as identified the most
commonly occurring hazards. commonly occurring hazards. these were
excess cold; falling on level surfaces; falling on
stairs etc; damp and mould growth; electrical
hazards; and entry by intruders.
a house condition survey carried out during
2007 refined this information further and
enabled housing officers to make a robust
prediction of the risks in the city’s private
housing stock, providing a close comparison with
its in-house data gathering. the survey showed
that around 5% of properties had a category
showed that 1 hazard, with the most commonly
occurring hazards being falling on stairs, falling
on level surfaces, excess cold and entry by
intruders.
having established a picture of the hazards
in the housing stock, the housing team next
identified significant forms of ill health across
the city. a number of data sources were
tapped, using local nhS primary care trust
health profiles and relevant local authority
statistics, to determine the current baseline of
health.
from the research undertaken, the housing
team identified the following issues for
targeting:
a rate of hip fractures among older persons •that was higher than the national average;
children under 15 years old ‘not in good health’;•
early death from heart disease and stroke; and•
fear of crime.•
Bristol City Council found that the importance
of having sound data on housing conditions
and risks cannot be overemphasised. if
environmental health practitioners are to justify
their involvement in tackling health inequalities
with partners, it is vital that they have this
information to hand.
www.bristol.gov.uk
63
eaSt dorSet dIStrICt CounCIl live longer in eaSt DorSet
Studies by the office for national Statistics
show that people living in the district are more
likely to reach 75 than those anywhere else in
england and Wales.
the studies show that female residents of east
Dorset have an 86% chance of surviving to 75,
while men have a 78% chance of reaching
the same age. these figures compare very
favourably to all other areas of the country,
where some rates for men fall to below 52%.
also, the Department of health profile for east
Dorset shows that the district’s rate of reported
crime is one of the lowest in the country and that
early death rates from cancer, heart disease and
stroke are low and falling. Smoking and binge
drinking rates are also well below average.
east Dorset District Council is very pleased to
serve an area that is renowned as one of the
healthiest and safest places to live in england
and Wales. however, it strives for even better
figures in the future.
one of the ways the council is reaching
this goal is with the production of its health
improvement Statement.
health can be influenced by many factors:
economic conditions; social support; the
physical environment; access to health and
social care; and personal lifestyle choices. no
agency or group on its own is in a position
to tackle all of these factors. improvement
in the health of the district’s population
requires contributions from a wide range of
statutory agencies, voluntary organisations and
groups, the local community and individuals
themselves.
the health improvement Statement highlights
how the council is positively influencing the
health of local residents, employers, employees
and visitors, and outlines the council’s plans to
further this contribution over the next five years.
the council is now developing plans to turn
these commitments into tangible actions.
If you want to live a long life, then East Dorset is the place for you!
Health and Well-being
64
www.dorsetforyou.com
Councillor Spencer flower, leader of east Dorset
District Council, said:
“The council is very pleased that statistics show
East Dorset to be the healthiest place to live in
England and Wales.
“However, the council is not complacent and
is continuing to tackle health problems and
obstacles faced within East Dorset.
“The council is committed to work in
partnership and actively support its residents,
businesses and communities to be physically,
mentally and socially healthy.”
Moors Valley, the council-owned country park, provides a wide variety of opportunities for people to get active and stay healthy in over 750 acres of local countryside
65
glouCeSterSHIre County CounCIltaSty SChool fooD helpS fight oBeSity
With childhood obesity rising, Gloucestershire County Council is tackling the problem head on, through innovative partnerships and great food – and even a celebrity chef!
the council has been working alongside
schools to encourage healthy lifestyles and
combat obesity, and it is already seeing great
results. gloucestershire has 275 schools –
that’s 89% of the total – that have achieved
national healthy School status, one of the
highest rates nationally. it has also introduced
healthier, freshly cooked meals, made with
locally sourced ingredients.
the healthy Schools plus initiative focuses on
encouraging healthier lifestyles in poorer areas,
where obesity levels and associated health
problems are greater. gloucestershire County
Council has 38 schools taking part, and the
council has selected combating obesity and
encouraging healthy lifestyles as its main area
of focus at a county level.
the programme requires participating
schools to demonstrate that their activities
and interventions have made a measurable
difference in improving health outcomes among
children and young people.
all schools in the county are supported by the
council to meet the nationally agreed nutritional
standards. Schools are no longer allowed to sell
fizzy drinks and chocolate to pupils. Cakes and
dessert can only be served as part of school
lunches, not sold as snacks, and deep-fried
products can only be served twice a week.
there is a lot of work going on to encourage
children (and their parents) to bring in healthier
lunchboxes and to encourage higher uptake
of healthy school meals, particularly for those
children entitled to free school meals.
lunches, not sold as snacks, and deep-fried
products can only be served twice a week.
here is a lot of work going on to encourage
products can only be served twice a week.products can only be served twice a week.
lunches, not sold as snacks, and deep-fried
products can only be served twice a week.
here is a lot of work going on to encourage
schools to demonstrate that their activities
and interventions have made a measurable
difference in improving health outcomes among
ll schools in the county are supported by the
council to meet the nationally agreed nutritional
standards. Schools are no longer allowed to sell
fizzy drinks and chocolate to pupils. Cakes and
dessert can only be served as part of school
lunches, not sold as snacks, and deep-fried
council to meet the nationally agreed nutritional
standards. Schools are no longer allowed to sell
and interventions have made a measurable
difference in improving health outcomes among difference in improving health outcomes among
ll schools in the county are supported by the ll schools in the county are supported by the
council to meet the nationally agreed nutritional
standards. Schools are no longer allowed to sell
fizzy drinks and chocolate to pupils. Cakes and
dessert can only be served as part of school
ll schools in the county are supported by the
fizzy drinks and chocolate to pupils. Cakes and
dessert can only be served as part of school
council to meet the nationally agreed nutritional
standards. Schools are no longer allowed to sell
ll schools in the county are supported by the
difference in improving health outcomes among difference in improving health outcomes among difference in improving health outcomes among
council to meet the nationally agreed nutritional
standards. Schools are no longer allowed to sell
Health and Well-being
66
www.gloucestershire.gov.uk
teaching children how to cook healthy meals teaching children how to cook healthy meals t
is also a priority. there are many initiatives
designed to make children more active,
including ‘wake and shake’ sessions, helping
children get more active at school.
the council isn’t working alone – tackling
obesity is based on partnerships with health
services, schools, the county sports partnership
and district councils.
Councillor Jackie hall, lead Cabinet member
for Children and young people, said:
“We are proud of our work on healthy schools,
and one of our main priorities is to improve
the health and well-being of Gloucestershire’s
children by providing healthy and tasty school
meals and encouraging schools to minimise
junk food.”
67
SoMerSet County CounCIltour of Britain
in 2009 the South West will become the first region ever to host two
stages of the tour of Britain, bringing Britain’s biggest live sporting
event to Devon and Somerset for two days in September.
emilien Bergès, pictured right, won stage 3 of the 2008 tour of Britain,
completing the 115.5 mile route through Somerset and Devon in four
hours, 49 minutes and 22 seconds – an average of 24mph. on his way
he passed an estimated 107,000 people watching the spectacle, who
– along with more than 400 team personnel, race officials and media
professionals – brought a gross visitor spend of £4.96 million to the
region. the net impact was to support 48 full-time equivalent jobs.
the tour also brought the media spotlight, with 453,000 people
watching network digital and satellite television highlights programmes;
coverage in national and regional newspapers; and more than 1.5
million page views of the tour of Britain website during the race.
meanwhile a series of support events engaged local people and
encouraged participation.
as well as the obvious visitor benefits and exposing the region to a
wider audience, the tour is helping Somerset County Council’s wider
transport, health and tourism aims. it has encouraged a growing
interest in cycling among all Somerset residents, with increased hits
on a website giving information on cycling in the county and phone
enquiries to Somerset Direct.
Somerset has hosted a stage of the Tour of Britain – the country’s biggest professional cycling event – since 2007, when Somerset County Council signed a five-year deal as the South West regional sponsor. Interest in the sport is growing following Team GB’s successful performance at the 2008 Beijing Olympic Games and in the run-up to London 2012.
Health and Well-being
68
www.somerset.gov.uk
as well as offering health benefits as part of an s well as offering health benefits as part of an s well as offering health benefits as part of an s well as offering health benefits as part of an
active lifestyle, an increased uptake of cycling active lifestyle, an increased uptake of cycling active lifestyle, an increased uptake of cycling active lifestyle, an increased uptake of cycling
is one way of helping people find an alternative is one way of helping people find an alternative
to the car for transport. With cycling as a leisure to the car for transport. With cycling as a leisure
activity increasing in the activity increasing in the activity increasing in the activity increasing in the uk, the , the tour of Britain tour of Britain t
has promoted Somerset as an ideal destination has promoted Somerset as an ideal destination has promoted Somerset as an ideal destination has promoted Somerset as an ideal destination
for active outdoor tourism.for active outdoor tourism.for active outdoor tourism.
plaudits for the organisation of previous stages laudits for the organisation of previous stages laudits for the organisation of previous stages laudits for the organisation of previous stages
in the South West and closer partnership work in the South West and closer partnership work
with Devon County Council have led to the region with Devon County Council have led to the region
being awarded two stages of the race in 2009, being awarded two stages of the race in 2009,
on thursday 17 and hursday 17 and friday 18 September.riday 18 September.
Jill Shortland, leader of Somerset County
Council, said:
“The Tour of Britain has helped to raise
Somerset’s profile both regionally and nationally.
The 2008 South West stage was a great
success, and we are confident the 2009 stages
will be even better. It is a privilege to host such
a prestigious event for two days.”
69
devon County CounCIl Supporting Devon’S eConomy
Investing in the future
Devon County Council is supporting the local
economy and boosting economic activity.
a total of £48 million has been invested in local
projects across Devon, funded by the sale of
exeter airport. investments are being used to
attract matched funding from other sources,
bringing even more money into the county.
further millions are being invested in major
Devon schemes, including Skypark, just
east of exeter; renewable energy for Devon;
development of the county’s iCt infrastructure;
and development of the community
infrastructure in coastal towns.
Saving local post offices
Sixteen communities have had the future of
their village shops secured thanks to funding
from the county council. the shops, which
are the only remaining shops in those villages,
are being given annual grants of £5,000 for
the next three years plus free business advice,
enabling them to be sustainable in the long
term. all 16 faced possible closure after last
year’s changes to the post office network.
Skills and training
the council is giving over £1.7 million to various
projects and schemes over the next two years to
promote local business growth and create skills
and training opportunities.
Prompt payment
to help local businesses, the council speeded to help local businesses, the council speeded t
up its payment to suppliers and other creditors
by reducing it from the standard 30 days
down to 20 days to help the cash flow of local
businesses considerably.
Supporting local food producers
the council is helping the food and drink
sector with a series of business workshops
covering topics such as developing websites,
The current financial situation is putting huge pressure on people, communities and local businesses across Devon. Devon County Council is committed to using its resources wisely to help the county and its people to weather the current storm as well as get in shape for the recovery that will follow.
economy and finance
70
71
www.devon.gov.uk
e-marketing and e-commerce, as well as more
traditional business support. grant funding is
also helping local businesses take advantage of
the latest technology.
Helping devon residents
the council is giving extra support to local
credit unions and to South West pound, an
independent, not-for-profit company which
provides people with a single access point to
get the financial assistance they need to move
towards financial security. last year South West
pound helped 1,700 people to save £79,000 by
a combination of reducing interest payments on
debts, finding benefits that people were entitled
to, and helping them find affordable loans.
Devon County Council support is also helping
older people and parents of children with
special needs to claim benefits they are entitled
to. a sum of £20 million has been claimed
by people needing it, and the council has
committed a further £850,000 to benefit advice
and support schemes over the next three years.
the council’s executive member for economy,
Councillor humphrey temperley, said:
“This year we are targeting our support to
help Devon weather the economic storm,
channelling millions of pounds into projects that
support people and businesses.
“There is a great deal that Devon County
Council can do with its partners to help people
through the difficult times, and I am pleased
that we have been able to act so quickly.”
exeter CIty CounCIl free mortgage arrearS aDviCe to Stave off the CreDit CrunCh
exeter City Council is funding a mortgage advisor
service to help home owners through the ‘credit
crunch’. people who are in arrears or struggling
to pay their mortgage are able to receive free
advice from the council-funded service.
Councillor rob hannaford, lead Councillor for
housing and Social inclusion, said:
“We decided to fund the post to meet
the predicted demand for advice around
mortgage arrears.
“It is reassuring to know that during these times
of financial hardship, there is someone out there
who is willing to listen and help out. Buying a
house is the single biggest purchase most of us
will make, and if your financial circumstances
change for one reason or another it can be quite
a scary situation to be in.”
the service is hosted by homemaker
Southwest, and the council received £5,000
worth of support from abbey national to work
on promotional and information packs.
already the mortgage advisor has dealt with
dozens of enquiries from home owners eager
for advice.
one elderly lady came to the mortgage advisor
with debt problems following the sudden death
of her husband. the mortgage advisor was able
to give her advice on benefits available and to
help secure her a one-off payment to alleviate
the debt. this enabled her to continue paying
her mortgage top-up and avoid possession
proceedings.
As more and more people struggle to keep up with mortgage payments on their homes, Exeter City Council has become one of the first local authorites in the South West to offer free mortgage arrears advice.
economy and finance
72
www.exeter.gov.uk
in another case, a man contacted the
service to advise of his high mortgage
arrears. he queried whether he had been
mis-sold his mortgage. after looking into the
case, the service was able to support the
man in court and was successful in getting
possession proceedings adjourned. the
service is also pursuing a complaint to the
fSa ombudsman.
Councillor hannaford added:
“This is proof in the pudding that the service
is working and giving people invaluable
support and advice to enable them to do
everything possible to keep their home.”
Imag
e: A
pex
Councillor Rob Hanniford, and Homemaker Mortgage Arrears Advisor Jane Sandfield with the new pack
73
MendIP dIStrICt CounCIlWorking to reDuCe repoSSeSSionS
the money has helped fund a drop-in solicitor
service at county courts in Bristol, Bath,
trowbridge and yeovil, which is available to
householders who have been summoned to
court and are at risk of losing their homes.
the service is available to anyone attending
these court hearings no matter where they live
and what type of tenure they have (including
owner occupiers, private tenants, local authority
tenants and housing association tenants).
the money has been spread over three years,
with £20,000 being given each year.
although a representative was available on
days when repossession and eviction hearings
were being held at the four county courts,
funding for the posts was never co-ordinated
and was inconsistent.
this latest funding, secured by mendip District
Council, will now ensure that a properly funded
representation scheme is available in each court.
During 2008/9 a total of 87 sessions were
funded, which provided advice to 302
households at an average cost of £42 per case.
of these cases only 16% resulted in an actual
repossession order being made.
the court desks, as they are referred to, are
now staffed by solicitors or trained advisers
who provide advice or will represent anyone
summoned to court for mortgage or rent arrears.
Some of the funding has also gone towards
promotional literature highlighting the service.
leaflets are given to each person who attends
court, explaining the court desk service and
how it can help them in their situation.
Councillor nigel Woollcombe-adams, the
council’s portfolio holder for Built environment,
said:
“In the current financial climate we are hearing
about more people facing money worries and
In October 2008 Mendip District Council secured £60,000 of government funding to help householders at risk of losing their homes, and within the past six months over 300 households have benefited from some of the cash.
The Somerset council was awarded the funds after working closely with the Government’s Department for Communities and Local Government.
economy and finance
74
www.mendip.gov.uk
the threat of falling behind with their rent or,
even worse, possibly having their homes
repossessed.
“This is why Mendip District Council’s housing
options team is so pleased to announce that
it has secured thousands of pounds to help
those in these types of situations. Being in rent
arrears or the threat of losing your home is a
tough time for anyone facing housing problems,
so having someone on hand to offer advice and
stand up for you in court, at no cost, will be a
huge help.
“Of course, the district council will continue to
offer help and advice to anyone facing possible
homelessness, and works closely with housing
associations and landlords to ensure that
homes are provided to families in need.”
the scheme has been extremely well received
and is now being recognised as a model
scheme nationally.
75
nortH dorSet dIStrICt CounCIlreDuCing CoStS anD improving ServiCeS
in 2005 the council was capped, and its
council tax rate has remained the sixth lowest
in england from that time. interest income
has significantly declined in the intervening
years, and some severe budgetary and service
changes were required from 2005 onwards.
it quickly became apparent that discretionary
services such as public toilets, tourist
information centres and sports and leisure
centres could not be sustained within the
capped budget. a medium-term revenue
budget indicated what would be necessary
over five years to balance the books. essentially
north Dorset District Council (nDDC) would
need to make major cost-effectiveness
improvements in its statutory services, as
well as ceasing its funding of all discretionary
services.
Councillor peter Webb, leader of north Dorset
District Council, said:
“Driven by the principle of local democracy,
we considered innovative ways to sustain those
discretionary services that retained local support.
Meanwhile, ways of reducing costs at the same
time as improving performance in the statutory
areas were explored. A pragmatic political
consensus emerged within NDDC aimed at
retaining key local services whilst recognising
budgetary strictures.”
members and officers identified that many of
the threatened services could be delivered by
alternative means, including community trust
companies and parish or town councils. a major
information and consultation process involving
the 70 or so parish councils and four community
partnerships within the north Dorset area took
place between 2005 and 2007.
as a result, a number of services were
transferred to alternative providers, including
two tourist information centres, five public
In 2004 the council tax rate at North Dorset District Council was half the national average. Consultation indicated the council would need to increase its level of council tax towards the national average rate to replace the anticipated decline of income earned on capital reserves, while maintaining service provision.
economy and finance
76
77
www.north-dorset.gov.uk
The Mayor of Gillingham, Councillor Ian Stewart, and Mark Hebditch, Chairman of the Three Rivers Community Partnership, get help from the community to get construction for the Gillingham Centre under way
Image: Western Gazette
toilets, some street cleaning duties, some street
markets and two leisure centres. an open-air
community pool had already been devolved to
the local community in 2003, showing that a
local strategy of devolution was in place even
before the 2005 capping strictures accelerated
the process.
however, it was not a case of handing over
run-down, inefficient services: five sets of
public conveniences were totally refurbished
before being handed over to the relevant
town councils; and £4 million of capital was
provided to the local community partnership
in gillingham when it assumed responsibility
to rebuild the leisure centre in the town – with
considerable financial and moral support from
the town and parish councils.
operating costs are lower since devolution, and
local satisfaction and control have improved.
Devolution to suitable trusts can be seriously tax
efficient, as liability to business rates and vat
can reduce substantially. at the same time as
the discretionary budget was being unloaded,
statutory services were also being challenged
and costs managed.
the last four years have seen some noteworthy
achievements: the local democratic will has
been largely sustained; nDDC has more
or less balanced its books; its assessment
under Cpa has gone from ‘weak’ to ‘good’;
public satisfaction with visible local services
has risen; relationships and morale among
council members and officers have improved
substantially; and the local press has become
supportive. the district council tax rate remains
the sixth lowest among district councils, at 60%
of the national average.
finally, it would be wrong to leave the impression
that this position is sustainable: yet further
innovation and change affecting statutory services
will be necessary in the future to balance books
under the current capping and funding regime.
In November 2008 Teignbridge District Council announced the creation of an independent ‘Credit Crunch Commission’, made up of members of the local government and private and voluntary bodies. The commission’s remit would be to identify ways in which the council could work in partnership to help mitigate the negative impacts of the credit crunch on local people and businesses. In December 2008 it produced a report containing 35 proposals, creating an informed starting point for action.
teIgnbrIdge dIStrICt CounCIlCreDit CrunCh CommiSSion
TeignbridgeD I S T R I C T C O U N C I LS o u t h D e v o n
the measures – including facilitating money
management lessons in schools, an interest-free
loan to a local credit union, and lobbying the
government for small business rate relief – have
been considered by the council throughout its
budget process for 2009/10. the development of
all the recommendations involved contributions
from a wide range of stakeholders.
Councillor Stephen purser, Chair of the
teignbridge Credit Crunch Commission, said:teignbridge Credit Crunch Commission, said:t
“There has never been a more important
time to demonstrate community leadership
than in the current economic climate, and
Teignbridge is determined to support local
customers and businesses.
“The establishment of the Teignbridge
Credit Crunch Commission demonstrated
a clear, proactive approach to tackling our
communities’ top priorities, and the package
of measures we are taking forward provide the
very best in current advice and support.”
economy and finance
78
www.teignbridge.gov.uk
the following five examples represent some of
the detail of the work undertaken so far.
1. Increased debt counselling service: teignbridge has agreed additional funding
of £10,000 to ensure the continuity of the
Dawlish and east teignbridge volunteer Centre.
however, this project provides benefits advice
and not debt counselling. it has been proposed
that teignbridge Citizens advice Bureau
(CaB) could help close the gap. CaB advisers
are trained to deal with debt problems, and
discussions are under way to form a relevant
Service level agreement (Sla) to ensure that
targeted resources meet the needs of the
community.
2. newton abbot rent deposit Scheme: teignbridge has approved an additional grant
of £7,000 in 2009/10, to support the newton
abbot rent Deposit Scheme, helping around
75 people in the year.
3. Credit union: Discussions are afoot to
extend the number of offices which could be
used as access points for the Credit union. the
council has also agreed to make a one-off grant
of £5,000 to promote the Credit union scheme
across the district.
4. benefits take-up campaign: the media and
Communications team is highlighting benefits
take-up as one of its key campaigns for the next
financial year.
5. financial and general support for businesses: teignbridge has arranged for Business link
Devon and Cornwall to offer one-to-one
business advice clinics locally.
Work continues to progress the work of the
Credit Crunch Commission and to ensure
that it translates into real action for the local
community. in particular, the next steps will
include the development of a wider anti-
poverty strategy for teignbridge, which will
provide a long-term and proactive approach to
addressing issues resulting from a downturn in
the economy.
this strategy will also build upon the
commission’s work, and ownership will be
encouraged and shared with wider partners
through the commission and the teignbridge
Strategic partnership.
79
WeSt devon borougH CounCIltop CounCil for managing itS finanCeS
league tables issued in the spring by the local
government watchdog, the audit Commission,
show that West Devon has come out top in the
two counties in a tough assessment of how well it
uses its resources.
it’s the fourth year running that the council has
come out as the best performing authority in
Devon and Cornwall, and that includes unitary
and county councils too. the results were
published at the same time as the council
received its annual audit and inspection results.
against the backdrop of the recession and a
housing slump, the audit Commission says that
West Devon Borough Council has made “good
progress with its plans to strengthen the local
economy” and is “taking effective action to
address the housing needs of local residents”.
the commission has this year again awarded the he commission has this year again awarded the
council a rating of three out of four, confirming council a rating of three out of four, confirming
that it is a well-performing authority. that it is a well-performing authority. in the
‘financial reporting’ category it maintained an ‘financial reporting’ category it maintained an
excellent score – the highest possible.excellent score – the highest possible.
this means that the council is one of the best in his means that the council is one of the best in
the country for its accounts and how responsible the country for its accounts and how responsible
it is in spending public money.it is in spending public money.
inspectors assessed the council in five areas: nspectors assessed the council in five areas:
– financial reporting, financial management, – financial reporting, financial management,
financial standing, internal control and value financial standing, internal control and value
for money.for money.
West Devon Borough Council is the top local authority in Devon and Cornwall for the way it manages its finances and gives value for money, with almost half its services among the best 25% in the country.
economy and finance
80
www.westdevon.gov.uk
they reported several key strengths at the
council, including:
good processes in place for monitoring and •reviewing value for money;
effective leadership from the leader, deputy •leader and chief executive;
one of the best performers nationally for •reducing the amount of household waste, with a 7.5% reduction in waste going to landfill;
delivering 177 new affordable homes in the •last 16 months, working towards its target of 675 houses by March 2011;
working effectively with the police, making •the borough a safer place to live;
making good progress with meeting •its priorities; and
extending its rural outreach surgeries to •more areas, giving residents the opportunity to take up more services.
the commission adds:
“The council has performed well again this
year, which is particularly noteworthy against
a backdrop of potential local government
reorganisation and national conditions of
economic recession and a housing slump.”
Councillor margaret garton, Deputy leader
of the Council and Chairman of the council’s
Strategies and resources Committee, said:
“To achieve this when we have the smallest
staff of any district council in the country,
serving one of the largest areas, is truly the
icing on the cake.
“This is a tremendous tribute to the work of
the Strategies and Resources
Committee and confirms our view
and belief that the financial
management of West
Devon Borough Council is
extremely sound.
“The council is run to the highest standards of
financial efficiency and probity. Every penny is
looked after and is put to good use in providing
quality services to our residents.”
mrs lisa Buckle, head of finance, said:
“We are delighted with this recognition from
the Audit Commission. Our staff and members
see value for money as a key priority to help
residents and businesses, particularly during
these difficult times.”
81
SedgeMoor dIStrICt CounCIl Commitment to memBer Development
Whatever way councillors arrived at Sedgemoor,
the council wanted to make sure that they were
given support to find their feet and to equip
them with skills that would make sure their
term of office was beneficial to them and their
electors.
Sedgemoor applied to SW riep and was given
£5,000 to design and implement a member
improvement programme to supplement what it
already did. although aimed at new councillors, it
also served as a ‘refresher’ course for re-elected
councillors, keeping them fully up to date with the
pace of change within local government.
to start with, the council produced an easy-to-
read guide for prospective candidates, to give
a flavour of the role of a councillor, so that they
were fully aware of what may be expected.
once they were elected, a full and thorough
induction programme of training and
development was offered, including items such
as detailed presentations by senior managers
as to their roles; an exhibition of council
services (internal and external); practical
matters such as office access where facilities
such as photocopying etc could be found;
chairing skills; media relations; and the services
available within the revamped members’ room.
a culture of ‘understanding buddies’ was created
whereby new councillors could call upon a more
experienced colleague, on the understanding
that any question, however seemingly trivial,
would be explained. roles and responsibilities
of councillors, whether committee members,
executive members or concentrating on ward
matters, were clearly set out so that there was
clear understanding of what was needed and
expected.
a little further into the municipal year, Sedgemoor
reinforced this training with opportunities to
‘job-shadow’ more experienced councillors and
officers and a training skills analysis to make sure
that councillors were equipped with the skills they
found they had needed.
During past elections, Sedgemoor District Council realised that new members could be daunted at the prospect of joining a large, diverse organisation, especially if they had not had many dealings with local government before.
overall Improvement
82
www.sedgemoor.gov.uk
Councillor Duncan mcginty, leader of
Sedgemoor District Council, pictured right, said:
“We are very proud of the way in which we
welcomed new councillors to Sedgemoor and
gave them a thorough induction and grounding
to help them fulfil their potential as councillors.
“Here at Sedgemoor, we invest heavily in staff
training and development, as is shown by our
excellent Investors in People accreditations
over the years. We wanted to reflect this level
of investment and training in our councillors,
as we fully recognise them as frontline contacts
between Sedgemoor – the organisation – and
its residents and electors. We wanted to slightly
formalise the somewhat ad hoc arrangements
that had previously existed in this area to make
sure that every councillor – new or re-elected
– had ample opportunity to train and learn new
skills to help them help others.
“The money from RIEP gave us that added
impetus to put into place the Member
Development Plan, which we are more than
happy to share with other councils.”
83
torrIdge dIStrICt CounCIl lean thinking reapS impreSSive reSultS
lean thinking focuses on understanding
a customer’s requirements and changing
processes to meet those needs. the principle is
‘right first time’.
thinking lean brought such impressive
ratings in all of the three pilot schemes – in
development control, benefits and housing –
that the council has extended the principles of
lean thinking to other service areas.
Significant improvements in development
control have seen performance move out
of the bottom 25% nationally, and standard
planning application turnaround is now well
above average. these improvements have
been acknowledged by the Department for
Communities and local government.
in benefits, improvements in processing new
claims and changes in circumstances have
lifted torridge from the bottom to top quartile
in just two years. overall satisfaction with the
benefits service is also in the top 25%. this
level of service delivery has been maintained
despite a recent 50% increase in new claims.
government targets in respect of homeless
families have been met four years early as a
result of a change of emphasis by the council
towards prevention, improving the overall
service provision and creating genuine savings
along the way.
the council has also adopted an ‘excellence
plan’, which includes full reviews of all services
incorporating lean thinking, shared service
opportunities and improving access with a
baseline value-for-money model for assessing
the impact of improvement work.
the value-for-money indicator shows the
relationship between cost and performance
– with performance being measured by a
balanced scorecard approach that incorporates
a number of performance measures (quality,
satisfaction, efficiency and access).
once the value-for-money benchmark has
been established, each service undertakes
an excellence review that incorporates the
following considerations: customer expectation,
customer demand analysis, shared service
and income generation opportunities, and a
Torridge District Council was one of the first councils in the South West to adopt ‘lean systems’ methodology and has made an impressive leap forward in service delivery and satisfaction over the last few years.
overall Improvement
84
www.torridge.gov.uk
schedule of realised benefits traceable against
the value-for-money baseline which can be
recognised as gershon efficiency savings.
Since the council adopted the plan less than two
years ago, the following progress has been made:
Twenty officers have been trained in lean •thinking methodology, enabling multiple internal reviews to be co-ordinated at the same time.
A new Lean Programme Manager post has •been created to co-ordinate the reviews.
Reviews covered the areas of land charges, •payroll/HR, council tax, business rates, housing options and waste management.
The reviews are considered formally by the •Overview and Scrutiny Committee.
The value-for-money benchmark has been •incorporated into the council’s performance management framework. The Excellence Plan is the key strategy underpinning the council’s ‘effective and confident council’ priority. It has integrated improvement initiatives and provides a continuous improvement focus around the council’s determination to put the customer first and strive for value for money.
new initiatives such as monthly benchmarking
and the introduction of 10/10 customer surveys
continue to drive improvement.
Council leader James morrish said:
“We have come a long way in such a short time
from being a ‘poor’ council to a ‘good’ one and
now find that all is looking positive for the future.
“Not being afraid to aim for the stars was
our first step forward, and the fact that our
members stood together across the political
divide has proved to be a successful strategy for
everyone, most importantly of all for our local
residents and businesses.”
85
WeSt dorSet dIStrICt CounCIlChampioning memBer Development
in order to achieve the charter the district had n order to achieve the charter the district had
to demonstrate its commitment to developing to demonstrate its commitment to developing
and supporting its elected councillors by and supporting its elected councillors by
meeting five key principles:
commitment to member development;commitment to member development;•
strategic approach to member development;strategic approach to member development;•
having a member learning and •development plan in place;
effective learning and development effective learning and development •(evaluation); and
development of elected members which development of elected members which •promotes work–life balance and citizenship.promotes work–life balance and citizenship.
meeting these charter principles has ensured eeting these charter principles has ensured
that West Dorset councillors are well placed that West Dorset councillors are well placed
to support their local communities and the to support their local communities and the
council’s priorities.
investing in member development has nvesting in member development has
improved cross-organisational working, improved cross-organisational working,
developed the community leadership role developed the community leadership role
and embedded equalities into the council’s and embedded equalities into the council’s
decision-making processes. having a
structured approach to member development
has also helped the council to focus on meeting
its corporate priorities.
Councillors are now encouraged to review their
own personal development needs through the
annual personal development plan process to
ensure that they are fully equipped to fulfil their
councillor role. the council is also keen to work
in partnership with other councils in Dorset
and supports inter-authority training events,
which provide members with the opportunity to
understand cross-border issues and promote
joint working.
West Dorset’s Champion for member
Development is Councillor mary penfold.
Councillor penfold was supported in her role by
undertaking the advanced award for award for a elected
member Champions, and was among the
first to be recognised nationally for gaining a
qualification linked to her civic role.
West Dorset District Council has demonstrated its commitment to member development within the authority by providing a framework to continuously develop and improve its elected members in line with what is recognised as good practice.
Evidence of this is the achievement of the South West Charter for Member Development, awarded to the authority by South West Councils in early 2009.
overall Improvement
86
8787
www.dorsetforyou.com
Councillor penfold, of the left in the picture,
who was presented with her champion award
by the Deputy minister for the South West,
anne Snelgrove mp, pictured right, at an
award ceremony organised by South West
Councils, said:
“The skills I gained by studying for the Advanced
Award are already being utilised by myself and
the wider council, particularly in respect of
partnership working with other authorities.
“In my role as Member Development Champion I
support other elected members in identifying their
learning aims and objectives in order for them to
meet the needs of their varied communities.
“The charter framework has enabled us to adopt
a structured approach to member development
and support, which will provide measurable
benefits for individuals and the wider community
if we are to meet the demands of the local
government modernisation agenda.” Imag
e: K
iera
n B
attle
s
WeyMoutH and Portland borougH CounCIlaChievement anD amBition
in february Weymouth and portland
Borough Council was rated as ‘good’ in its
Comprehensive performance assessment
(Cpa). this showed a marked improvement
from the council’s earlier 2004 ‘weak’ score,
and was just four points away from an
‘excellent’ rating.
inspectors noted how the council has clear
ambitions for Weymouth and portland and
that these ambitions are shared with partners
countrywide. Clarity of focus in addressing its
four priorities – economy, housing, environment
and being well managed – was also noted.
other key achievements that were highlighted
by inspectors included:
an improved approach to meeting •housing needs;
the best recycling rates in Dorset; and•
an improvement in the •borough’s parks and gardens.
the Chair of the council’s management
Committee, michael goodman, said the rating
reflected the hard work of staff and councillors.
Beacon status was awarded to team Dorset, a team Dorset, a t
group incorporating Weymouth and portland
Borough Council, Dorset County Council and
West Dorset District Council. team Dorset’s team Dorset’s t
aim is to use the potential of Weymouth
and portland’s hosting of the 2012 olympic
games sailing events as a catalyst to generate
improvements and opportunities for Dorset.
By March 2009 Weymouth and Portland Borough Council already had two exciting reasons to celebrate. In February the borough increased its Audit Commission rating from ‘weak’ to ‘good’, and soon after it was awarded ‘Beacon’ status for its part in building an Olympic Games and Paralympic legacy. Both achievements demonstrate that the council is continually striving to improve services and performance for people across the borough.
overall Improvement
88
www.weymouth.gov.uk
the Beacon award recognises local government
excellence and innovation in improving quality
of life for their residents and communities.
By winning the award, team Dorset received team Dorset received t
a share of £3 million government funding
to expand its work and help other councils to expand its work and help other councils
achieve the same success. achieve the same success.
Beacon award assessors were impressed by
the range of 2012-inspired work being carried
out by the council and its partners. this work
includes the Weymouth relief road, the Spirit
of the Sea festival, the regeneration of osprey
Quays, skills training, and new employment and
business growth.
the Communities minister, Sadiq khan,
explained the council’s achievement:
“Team Dorset is among the top performers in
its field, setting the standard for innovation,
service excellence and improvement.”
89
local government is a huge public service
provider – education, environmental health,
housing, social services and many more
services and facilities, all of which benefit
the local community. Councils either provide
services directly to the public or arrange for
others to do so. most of these services affect
the daily lives of local people in a major way.
the leisure centre you keep fit in, the
collection of your household rubbish, the
school you or your children go to, the care
of those who are disadvantaged, the hygiene
standards in your local restaurants and shops,
the range of reference materials in your local
library – all of these are the responsibility of
local authorities, plus many more besides. in
the South West, local government is also a
major employer.
in this section you can find further information
on local government in South West england.
representing the local community
local residents may wish to become involved
directly through submitting their views to
public consultations, local area committees
or survey panels, responding to planning
proposals, listening to a council meeting,
or even by standing for election. however,
residents also participate in local democracy
by voting for councillors at a local election,
whose work is supported by local government
council administration.
there are around 2,300 councillors in the
South West, serving on district, county or
unitary councils.
the average councillor in the South West
spends over 22 hours a week on council or
political business. on top of this, nearly half
of all the South West’s councillors are in work,
carrying out council duties alongside their jobs:
17% in full-time employment, 10% in part-time
employment and 21% self-employed. nearly
three-quarters of those working work for private
sector companies.
Councillors are not paid a salary or wage
(they are not employees of a council), but are
entitled to allowances, which are designed
to partly repay them for the costs incurred
in carrying out their public duties. they may
also receive additional allowances for special
responsibilities, for example being the leader of
the Council or a Cabinet portfolio holder.
Councillors may also sit on other representative
bodies in their area (such as local Strategic
partnerships, responsible for developing
community strategies, or primary care trusts).
South West councillors also sit on regional or
national bodies such as South West Councils,
South West employers, the national local
government association or the Board of the
South West rDa.
WHat IS loCal governMent all about?
91
the South West also elects 51 mps and
6 meps to represent its interests nationally and
in europe. in 2008, there were 22 Conservative,
13 labour and 16 liberal Democrat mps
(elected on a constituency basis); and three
Conservative, one liberal Democrat and two
uk independence party meps (elected on a
regional basis, to represent the South West).
How is local government organised?
the South West of england currently comprises
41 local authorities:
the four county councils of Devon, Dorset, •Gloucestershire and Somerset;
25 district councils within county boundaries, •which share responsibility for delivering services with the county councils;
11 unitary authorities: Bath and North East •Somerset, Bournemouth, Bristol, Cornwall, North Somerset, Plymouth, Poole, South Gloucestershire, Swindon, Torbay, Wiltshire; and
the Council of the Isles of Scilly. •
in July 2007, the government gave the go-
ahead for the establishment of two new unitary
authorities, Cornwall and Wiltshire. the new
unitary authorities replaced the existing district
and county councils and became operational
in april 2009. exeter also applied for unitary
status; however, the government responded
by requesting that the Boundary Committee
(a division of the electoral Commission) carry
out a thorough review of local government
arrangements in Devon.
in march 2009, the Boundary Committee
published proposals for two alternative patterns
of unitary local government in Devon: either a
single Devon unitary authority, or two unitary
authorities (a combined exeter and exmouth
unitary authority and a unitary authority
comprising the remainder of Devon). following
consultation, a decision is expected to be made
by the Secretary of State in autumn 2009.
the election procedure varies by council type.
elections for county councils are held every four
years with the whole council up for election.
unitary and district authorities have their own
arrangements, and timings for elections vary
across the region. Sometimes only a third
or half of the seats on a council will be up
for election, depending on the area – but all
councillors serve four years.
92
Conservative
Independent
Liberal Democrat
Labour
No overall control
Party Majority in 2009 -District and Unitary Authorities
© Crown Copyright. South West Councils.Licence No. 0100038233
Party majority in 2009: district and unitary authorities
Party majority in 2009: county and unitary authorities
most South West local authorities (except
torbay, which has a directly elected mayor
and some smaller councils with the traditional
committee system) have a cabinet-style
democratic arrangement. this is an executive
grouping consisting of a leader, elected by all
councillors, and a small cabinet consisting of
some portfolio-holding councillors. a cabinet
can make recommendations and certain
decisions within the policies approved by a
full council, the plenary meeting of all elected
councillors in a local area, where budgets,
proposals and policies are debated and agreed.
most councils have established overview and
scrutiny committees, to review cabinet policy
and engage the public in the decision-making
process. on particularly difficult or contentious
issues, overview and scrutiny committees have
the power to ‘call-in’ decisions made by the
cabinet or full council.
throughout the South West, local authorities
are a major employer, providing work for around
204,000 people. local government tends to
images: © Crown copyright South West Councils 2009. licence no. 0100038233
the political status of South West councils
following elections in June 2009 was as follows:
Conservative
Independent
Liberal Democrat
Labour
No overall control
Party Majority in 2009 -District and Unitary Authorities
© Crown Copyright. South West Councils.Licence No. 0100038233
Conservative
Independent
Liberal Democrat
Labour
No overall control
© Crown Copyright. South West Councils.Licence No. 0100038233
Party Majority in 2009 -County and Unitary Authorities
Conservative
Independent
Liberal Democrat
Labour
No overall control
Party Majority in 2009 -District and Unitary Authorities
© Crown Copyright. South West Councils.Licence No. 0100038233
93
employ far more women than men (74.5%
compared with 25.5% in 2008 nationally),
and 33.7% of the local government working
population in 2008 was aged 50 or over,
compared with 25.4% in the wider economy.
How is a council’s performance assessed?
in 2008 the performance of local authorities
was rigorously assessed by a number of
external audits, including the national audit
Commission’s Comprehensive performance
assessment (Cpa), which undertook an in-depth
assessment of the council’s work, from fostering,
to waste recycling, public satisfaction surveys
and council tax collection rates.
the figures on page 95 refer to the 2008 Cpa
scores for county and unitary authorities in the
South West. overall performance is represented
by a 0–4 star ranking. in 2008, four
authorities (Devon, poole, Somerset and South
gloucestershire) were awarded the maximum of
4 stars and no authority received 0 stars. more
than two-thirds of authorities were classed as
‘improving well’.
the local authority performance assessment
is changing. the government has recently
replaced the Cpa with the new ‘lighter touch’
Comprehensive area assessment (Caa). in
contrast to the Cpa, the Caa will not only
assess the work of each council, but will also
assess the work of all organisations providing
local public services, such as health bodies and
fire and rescue authorities. increasing emphasis
is placed on the overall quality of frontline
services and tailored to meet the priorities of the
local area. the views of the local community, as
service users and taxpayers, will be central to
the assessment. Caa is under way and the first
reports are due in november 2009.
further information on the 2008 Cpa scores
and Caa is available on the audit Commission
website at www.audit-commission.gov.uk
94
South West star ratings
Councils 2006 2007 2008*
Bath and north east Somerset
3 3 3
Bournemouth 3 2 3
Bristol 1 2 2
Cornwall 3 3 3
Devon 3 3 4
Dorset 4 3 3
gloucestershire 3 4 3
isles of Scilly exempt exempt exempt
north Somerset 2 3 3
plymouth 2 2 2
poole 3 4 4
Somerset 4 4 4
South gloucestershire 3 3 4
Swindon 2 2 2
torbay 2 2 2
Wiltshire 4 3 3
South West direction of travel
Councils 2006 2007 2008*
Bath and north east Somerset
improving well improving well improving well
Bournemouth improving adequately improving adequately improving well
Bristol improving well improving well improving well
Cornwall not improving adequately improving adequately not improving adequately
Devon improving well improving well improving well
Dorset improving well improving adequately improving well
gloucestershire improving well improving well improving well
isles of Scilly improving adequately improving adequately improving adequately
north Somerset improving well improving well improving strongly
plymouth improving well improving well improving well
poole improving well improving well improving well
Somerset improving well improving strongly improving strongly
South gloucestershire improving well improving well improving strongly
Swindon improving well improving strongly improving well
torbay improving adequately improving well improving well
Wiltshire improving adequately improving adequately improving well
* Published by the Audit Commission in March 2009
95
local authorities are responsible for a huge
range of services provided within their area.
unitary authorities are responsible for all the
services provided within their area. all local
authorities are also empowered to undertake
any measure to improve the economic, social
or environmental well-being of their area, where
this is not specifically prohibited.
the responsibilities for local services are
broadly divided as follows:
WHat ServICeS do loCal autHorItIeS ProvIde?
County councils district councils Shared responsibilities between county and district council
Shared responsibilities between district and parish councils
Adult social care•
Bus shelters •
Children’s services •
Community and youth services •
Consumer protection •
Coroner services•
Country parks •
Diseases of animals •
Education (policy, schools, adult education, •learning support, standards, school meals, cleaning and supplies)
Highways (policy, network planning, maintenance, •design and development, street lighting, road safety)
Libraries •
Public transport •
Registration •
Rent tribunals •
School transport •
Economic development•
Trading standards •
Waste disposal •
Building regulations •
Cemeteries and crematoria •
Council tax collection •
Electoral registration •
Environmental health •
Housing •
Leisure centres •
Licensing •
Local planning application •
Meat inspection* •
Refuse collection •
Sewerage maintenance** •
Street cleaning •
Swimming pools•
* As agent of the Meat Inspection Agency** As agent of the Water Authority
Archives •
Concessionary bus fares •
Conservation •
Derelict land •
Economic development •
Emergency planning •
Museums and art galleries •
Recycling •
Tourism •
Allotments •
Markets •
Park and playing fields •
Public conveniences •
Village halls and •community centres
96
local government services are funded through
a mixture of central government grants,
nationally set business rates and locally raised
council tax, which is based on the value of
houses in the local area. Council tax provides
approximately a quarter of local government
funding. however, the exact amount raised
from the tax varies between local authorities
and from year to year. this is because local
councillors set council tax on an annual basis,
within limits set by central government, in
order to balance the amount of funding a
council receives with the amount of spending
necessary. average council tax per dwelling
in the South West for 2008/9 was £1,209,
compared with £1,145 for england as a whole.*
in recent years, there have been significant
annual increases in council tax as local
services have become more expensive.
the modernisation of public services, an
increasingly ageing population and higher
public expectation are among the factors that
have led to increased council costs. however,
2009 saw the cost of the average council tax bill
increase at the lowest rate for 15 years.
“Councils are now the most efficient part of the
public sector providing an ever better deal for
the taxpayer.”
(Sir Simon milton, former Chair of the local
government association, 2008).
Councils work to ensure that optimum use
is made of public money in the delivery of
services and this is demonstrated by their
commitment to the value for money agenda.
through this agenda councils aim to achieve
£5.5 billion of savings nationally in the period
2007 to 2011, via greater efficiency rather than
cuts to services.
the South West regional improvement and
efficiency partnership (SW riep) plays a key
role in helping local authorities achieve value
for money. the SW riep is a partnership of
South West Councils with fire and rescue
authorities, improvement and Development
agency, government office for the South West,
South West rDa and nhS South West. the
riep has a crucial role in setting the strategic
vision for improvement and efficiency, providing
a strong, early first line of external support for
localities, and a mechanism for ensuring that
performance issues are challenged and tackled.
in supporting local authorities over a range of
projects, the SW riep will be helping them
deliver over £100 million of efficiency gains
(over a five year period starting in april 2008).
fundIng
* Department for Communities and Local Government, 2008, Local Government Finance Key Facts
97
South West Councils
South West Councils exists to represent and
promote the regional interests of the population
of the South West, and the local authorities
that serve them. South West Councils brings
together representatives of all of the region’s local
authorities to ensure that matters of concern to
the local government community are considered
at regional level and that the voice of South West
local government is heard by the government
and regional bodies. South West Councils:
provides a voice for constituent local authorities •on major issues affecting the South West;
influences government policy as it •affects the region;
encourages partnership working between local •authorities and other organisations and agencies in the South West on policy issues where a broader regional approach is required;
promotes the sharing of good practice; and•
supports councils through delivery of •the Regional Improvement and Efficiency Partnership (SW RIEP).
South West Councils supports a range of local
authority improvement and support networks
across the region on numerous policy areas, from
economic development, to migration, scrutiny and
working with authorities on digital tv switchover.
the organisation also undertakes technical peer
reviews and other improvement and awareness-
raising events.
Strategic leaders’ board
the Strategic leaders’ Board (SlB) is the
executive arm of South West Councils.
Currently, until legislation goes through
parliament, the SlB is the regional planning
Body. in discharging these functions the Board
is augmented by 3 rDa Board members, 6
Stakeholders and a representative from the
national parks.
the SlB aims to provide a local government,
democratic input into strategic decisions and
priorities for the region.
the 20-strong SlB is a grouping of local
authority leaders made up of county and unitary
council leaders and one each from the districts
in Devon, Dorset, gloucestershire and Somerset.
99
the SlB will be working jointly with the South
West regional Development agency Board on
developing new plans for the region, particularly
relating to spatial planning and economic
development.
key for the SlB is the recession and how local
authorities in the South West are responding
to these difficult times and being even more
effective in delivering key services. the leaders
will be advising the regional minister on these
issues and will also ensure that the region’s
voice is heard and the South West gets a fair
share of resources from government.
the SlB has already had a key role in signing
off regional funding advice which will decide
how £9 billion of expenditure is invested over
the next 10 years, for housing and regeneration,
economic development, transport and the
skills agenda.
South West regional Improvement and efficiency Partnership
South West Councils’ members lead the South
West regional improvement and efficiency
partnership (SW riep), set up by authorities
in June 2006 as a “hub” to drive innovation,
efficiency and progress against regional priorities
and to share information and knowledge in
conjunction with other public sector bodies and
support agencies. it has a good track record
supporting authorities to deliver change in the
region and the new arrangements offer further
opportunities to ensure that support is led by
members and the local government sector as
a whole.
the national network of nine rieps work closely
to minimise duplication, and all are funded by
central government, which means that much
of the support available is provided free of
charge. the SW riep will receive £23 million
between 2008/9 and 2010/1 to support regional
improvement and efficiency programmes.
the riep encompasses six key workstreams of
investment and activity. the services offered by
these workstreams vary from bespoke support
for authorities or services in difficulty, through
to regional programmes of support and pump-
priming for innovative, difficult or collaborative
projects. the workstreams include:
1. Corporate Capacity Workstream
Local Strategic Partnership and Local •Area Agreements
Business transformation •
Tackling exclusion and promoting equality •
Overall improvement •
Safer communities •
Stronger communities•
100
2. driving value for Money Workstream
Asset management •
Property construction •
Smarter procurement•
3. Sustainable economy Workstream
Local economy •
Climate change •
Housing •
Waste services•
4. Social Care Workstream
Adult health and well-being •
Children and young people•
5. fire and rescue Service Workstream
6. Innovation fund Workstream
South West employers
South West employers (SWe) has an excellent
track record in working with and supporting
local authorities, police and fire authorities and
other organisations with all aspects of their
employer role.
in addition to baseline support from the team,
which includes exclusive use of an employment
advice ‘hotline’, authorities can also access
bespoke support to respond to individual
circumstances, such as organisation reviews,
job evaluation and recruitment, including
psychometric testing and dispute resolution –
all tailored to individual clients’ needs.
the elected members and SWe form the
employer’s side of the joint consultative body,
South West provincial Council, with our regional
trade unions. SWe is also the regional partner
of the national employers organisation, local
government employers.
101
learning and development
SWe also offers a wide range of learning and
development courses to support all members
and partners in developing a highly skilled and
motivated workforce.
the learning and development team has an
extensive history of training local government staff.
Courses are designed specifically to meet the
needs of people who work in local government.
SWe offers a wide range of services that
support individuals and local authorities to
improve performance and meet the rapidly
changing demands placed on those providing
public services. many of these can be delivered
in house and tailored to the customer’s specific
needs. Committed to continuous improvement,
the team revises courses and regularly develops
new events.
Supporting elected members in their development
SWe is working to provide an integrated
approach to member development through
improving support and provision. the Charter for
member Development is key to achieving this.
Six local authorities (Bristol City Council,
Devon County Council, South gloucestershire
Council, South Somerset District Council,
torbay Council and West Dorset District
Council) have achieved the charter,
demonstrating their commitment and good
practice in relation to member development.
SWe also actively encourages members
to recognise the importance of their own
development and receiving acknowledgement
of their achievements. to support this, we
provide two nationally recognised qualifications
for elected members. one of these is linked
to their general civic role and the other is
focused on the role of member Champions.
approximately 80 councillors have enrolled onto
these qualification programmes.
Contact us
for more information about South West Councils, or to find out more about the
employment services, learning and development and the improvement and efficiency
partnership, visit the website:
www.swcouncils.gov.uk or call 01823 270101
102
Four South West authorities – Devon County Council, South Somerset District Council, Torbay Council and South Gloucestershire Council – were among the first to gain the Charter for Member Development. The awards were presented by the Deputy Minister for the South West, Anne Snelgrove MP
Image: Kieran Battles 103
Contact us
For more information about South West
Councils, or to find out more about the
employment services, learning and
development and the improvement and
efficiency Partnership, visit the website:
www.swcouncils.gov.ukor call
01823 270101
South West Councils
Dennett house 11 Middle Street taunton Somerset ta1 1Sh
Telephone 01823 270101 Fax 01823 425200 Email [email protected]
Website www.swcouncils.gov.uk
Thank you to all the South West Local Authorities who contributed their case studies for this publication. Casebook 2009 was produced with financial support provided by SW RIEP.
Printed on paper made from 75% recycled fibre containing at least 50% post-consumer waste.