Innovation Zone 2025 publication

The Innovation Zone is a dedicated space within the Local Government Association (LGA) Annual Conference where local authorities from across England and Wales share new ideas, practical solutions and emerging approaches to some of the sector’s most pressing challenges. As the “ideas hub” of the conference, the Innovation Zone brings together practitioners, leaders and partners to showcase projects that reflect the breadth of local government innovation — from service transformation and workforce planning to community engagement, digital inclusion and climate action – to support the dissemination of innovatory practice across the wider sector.

This publication highlights a selection of ‘live’ case studies presented in the 2025 Innovation Zone programme, chosen for their practical insights, evidence of implementation and relevance to all types of local and combined authorities. Each case study offers a descriptive account of the work undertaken, the methods applied and the learning that councils can take away for their own contexts. The intention is not to prescribe one model as universally applicable but to document how councils are experimenting, adapting and responding, often in collaboration with partners, to improve outcomes for residents and strengthen organisational resilience. Presentation (case study) titles are as described within the Innovation Zone programme.

The Innovation Zone plays an important role in facilitating peer-to-peer knowledge exchange and sector-wide learning. It creates space for councils to reflect on what has worked, what has not, and why, encouraging conversation that can inspire others to explore new approaches or refine existing practice. In doing so, it supports the LGA’s wider mission of helping local authorities to innovate, improve and respond effectively to evolving policy, financial and demographic pressures.

With the 2025 programme hosted in Liverpool, this publication starts with an overview of our opening session, from Liverpool City Region. Elsewhere throughout this publication, you will find case studies grouped across key themes, including, adult social care, children’s services, culture and communities, devolution and economic growth, digital, data and technology (including AI, housing and planning, sustainability, transformation, transport and workforce, while noting in many cases themes will be cross cutting. Each case study is framed to show:

• a concise summary of the presentation, as shared at the Innovation Zone
• what the initiative involved
• how initiatives were approached and delivered
• practical learning that other councils may wish to apply.

Together, these stories demonstrate the diversity of local government innovation and provide a resource for colleagues seeking ideas, reassurance and encouragement as they navigate similar challenges in their areas.

Liverpool City Region: Unlocking opportunity through the LCR Be More portal

Presentation summary

This session explored the Liverpool City Region (LCR) Be More portal – a regional employment and skills platform designed to improve access to apprenticeships, training, and career opportunities. Speakers from the Liverpool City Region Combined Authority, Sefton Metropolitan Borough Council, and Liverpool City Council outlined how the platform helps residents connect to local labour market opportunities through job search tools, apprenticeship listings, careers information, and occupational maps. The session also highlighted the platform’s mobile-first design and accessibility tools to support residents of all ages and abilities.

The session was introduced and chaired by Cllr Abi Brown OBE, then-Chairman of the LGA’s Improvement and Innovation Board (now the Improvement Committee).  

Project approach

The LCR Be More portal has been developed as a single access point for residents seeking employment and training opportunities across the six local authorities in the Liverpool City Region. The platform provides:

• apprenticeship search
• job vacancy search and labour-market insights
• information on Skills Bootcamps
• links to local wrap-around employment support offers.

The site integrates real-time vacancy data and functionality, such as notifications and social login to support ease of use. A core design principle has been digital inclusion, reflecting that more than 80 per cent of users access the site via mobile devices.

The platform continues to be actively used across the region. As of May 2025, Be More had recorded over one million page views, more than 165,000 unique users, and over 2,300 registered users, with more than 2,000 app downloads. More than 1,900 events had been published via the platform during this period, all generated by external stakeholders.

The Be More platform has also received national recognition through sector awards for its approach to connecting residents with employment pathways and supporting employers to promote opportunities.

Case studies

1. Black Men's Consortium and Lambeth Borough Council: An innovative approach for better mental health
2. ‘In Conversation’ session on technology enabled care: St Helens, SOCITM and Hampshire County Council

Black Men's Consortium and Lambeth Borough Council: An innovative approach for better mental health

Presentation summary

This case study described the work of the Black Men’s Consortium (BMC) in Lambeth, a community-based mental health and wellbeing project delivered by and for black and brown men. The project involves group work using creative and drama-based methods to support men to talk about experiences, build connections, and develop confidence and resilience.

The programme is delivered in partnership with Lambeth Borough Council and evaluated through the National Institute for Health & Care Research (NIHR) Public Health Intervention Responsive Studies Teams (PHIRST).

Project approach

The Black Men’s Consortium has operated in Lambeth since 2018. It uses co-created creative practice, including drama and improvisation, to provide a safe, supportive environment for black and brown men to explore issues affecting their mental health and wellbeing. Participation is flexible, enabling individuals to attend as and when it is helpful, with an emphasis on trust, peer connection, and lived experience.

In 2021 the programme was one of nine local public mental health initiatives funded through the Better Mental Health Fund. Lambeth also partnered with PHIRST Connect – Public Health Intervention and Responsive Studies Teams, who undertook an independent evaluation to understand how and in what circumstances this model works. The evaluation drew on existing evidence and direct feedback from project participants.

Reported outcomes included increased confidence and skills, personal growth, stronger social connections, and reduced isolation. Participants also described developing coping strategies and a stronger sense of identity and belonging. Some individuals reported improvements in employability and engagement in community life.

‘In Conversation’ session on technology enabled care: St Helens, SOCITM and Hampshire County Council

Presentation summary

This session brought together St Helens Borough Council, Hampshire County Council and the Society for Innovation, Technology and Modernisation (SOCITM) to discuss the role of Technology Enabled Care (TEC) in supporting adult social care outcomes, service resilience, and financial sustainability.

The session explored how TEC is being integrated into care pathways, how councils are reshaping services around digital tools, and the importance of governance, ethics, and workforce capability when embedding technology in care delivery.

Project approaches

St Helens Borough Council

St Helens has been developing a TEC model, reviewing how digital tools can support residents to live independently for longer, reduce demand for traditional care services, and improve outcomes. The council has focused on:

• embedding TEC within assessment and review activity
• building staff capability and confidence to recommend TEC solutions
• working with partners across health and housing
• ensuring the right balance between technology and human support.

The approach emphasises that TEC should be built into care pathways from the outset, rather than being seen as an add-on.

Hampshire County Council

Hampshire County Council described its long-standing Argenti TEC Partnership, which integrates technology into adult social care as part of a preventative and independence-focused approach. The model combines:

• remote monitoring
• digital alarms and sensors
• data-led risk assessment and response.

Outcomes reported through the programme include avoided or reduced care packages, improved independence and quality of life, and system-wide financial benefits. TEC is positioned as a mainstream element of the county’s care offer rather than a specialist service.

SOCITM

SOCITM contributed a national systems and leadership perspective, highlighting:

• the importance of ethical and secure data use
• the need for digital skills development across the workforce
• the role of technology in supporting place-based service redesign
• how governance and strategy can enable safe and effective TEC adoption.

The discussion explored both opportunities and practical challenges, including digital confidence, change management, and aligning TEC with statutory responsibilities.

Case studies

1. Stoke-on-Trent City Council: Thrive at five
2. North Tyneside Council: Is this good enough for my child?
3. Norfolk County Council: Respect young people’s programme

Stoke-on-Trent City Council: Thrive at five

Presentation summary

This case study described Thrive at Five, a partnership programme in Stoke-on-Trent focused on improving early-years outcomes and supporting children to be ready to learn, thrive, and achieve by the age of five. The programme works with families, communities, public services, and voluntary-sector organisations to strengthen the home learning environment and support children’s development.

The session outlined the rationale for the programme, how it is delivered locally, and the role of collaboration in improving early-years outcomes.

Project approach

Thrive at Five recognises that children’s development in the first five years of life has a significant impact on later health, education, and wellbeing. Stoke-on-Trent faces higher-than-average levels of deprivation and longstanding challenges around early-years development indicators.

The programme focuses on:

• supporting parents and carers as the primary influence on children’s development
• building confident communities around families
• joining up local services, including health, early-years, and voluntary-sector support
• targeting resources where children are most likely to experience poorer outcomes.

Delivery partners work together to:

• provide accessible parenting and early-years support
• strengthen the home learning environment
• build community capacity and peer networks
• embed evidence-informed practice across services.

The programme also prioritises learning and evaluation, helping partners understand which approaches are most effective in improving early-years outcomes and how these can be scaled or adapted across neighbourhoods.

North Tyneside Council: Is this good enough for my child? 

Presentation summary

This case study described how North Tyneside Council has developed a framework and culture-change programme in children’s services under the question “Is this good enough for my child?” The approach is designed to ensure that professional decision-making consistently reflects the standard that practitioners and leaders would expect for their own families.

The session explored how this principle is embedded in practice, how leadership supports the approach, and how it informs service improvement and workforce development.

Project approach

North Tyneside Council has applied the “good enough for my child” test across children’s social care, early-help services, and wider partnerships. The intention is to create a shared language and expectation of quality that supports consistent, child-centred decision-making.

The approach includes:

• leadership modelling, where senior leaders reinforce the principle through supervision, case reviews, and service strategy
• practice development, ensuring that assessment and planning are focused on the lived experience of the child
• reflective supervision, supporting practitioners to consider whether outcomes and plans would meet the standard they would want for their own children
• multi-agency engagement, helping partners align around the same expectations.

This underpinning question is used in training, case discussions, service audits, and performance conversations. It acts as a quality benchmark to ensure that risk, welfare, and support decisions remain focused on what will make the greatest positive difference for the child.

Feedback from practitioners suggests that the principle provides clarity, moral purpose, and a consistent reference point, supporting a strong practice culture across teams.

Norfolk County Council: Respect young people’s programme

Presentation summary

This case study described the Respect Young People’s programme delivered by Norfolk County Council, which supports young people displaying harmful, abusive, or violent behaviour within the family home. The programme aims to help young people develop healthier relationships and reduce conflict, while also supporting parents and carers.

The session outlined the model, the types of support offered, and how the programme works with families and partner agencies.

Project approach

The Respect Young People’s programme recognises that harmful or violent behaviour by young people towards parents or carers can arise from a range of complex factors, including trauma, neurodiversity, emotional or behavioural needs, or family stress. Traditional youth justice or safeguarding responses may not always address the root causes or support relational repair.

Core elements of the approach include:

• specialist assessment to understand the drivers behind behaviour
• structured 1:1 and group work with young people
• support and guidance for parents and carers
• safety planning and risk management within the home
• multi-agency working with schools, health, early help, and youth justice partners.

The programme is based on respectful, non-judgemental engagement, focusing on helping families develop communication, boundaries, and strategies for managing conflict more safely.

Evaluation and case feedback indicate that participation in the programme can lead to:

• reduced frequency and severity of conflict in the home
• improved relationships between young people and parents/carers
• better emotional regulation and coping strategies
• improved engagement with education and support services.

Referral routes include social care, youth justice, and early-help pathways, ensuring that support can be accessed at different levels of need.

Case studies

1. Preserving legacy, inspiring change: Transformation civic buildings in Watford
2. How Cheshire West and Chester Councils amplifies impact through community crowdfunding
3. LIFTing families to unlock access for all: A Wandsworth approach to financial inclusion

Preserving legacy, inspiring change: Transformation civic buildings in Watford 

Presentation summary

This case study described how Watford Borough Council has been re-purposing and transforming key civic buildings to support cultural regeneration, community activity, and economic vibrancy. The programme aims to ensure that historic and civic assets continue to play an active role in the town’s future, while supporting growth in the creative and cultural sectors.

The session outlined the council’s approach to asset strategy, partnership working, and placemaking through the reuse and renewal of civic buildings.

Project approach

Watford Borough Council identified that a number of its civic and heritage buildings had significant cultural and community value but required new roles, investment, or management models to ensure long-term sustainability.

Key strands of the programme include:

• re-purposing underused civic buildings for cultural, creative, and community use
• partnership working with arts organisations, education providers, businesses, and the voluntary sector
• capital investment and refurbishment to upgrade facilities and improve accessibility
• developing new operating and governance models to ensure financial viability
• linking buildings to a wider cultural-placemaking strategy for the town.

Examples described in the session included refurbishment projects, creative-industry workspace, and community-focused performance and exhibition spaces. Together these assets form part of a connected cultural offer that supports both residents and visitors, strengthens the evening and visitor economy, and encourages participation in arts and cultural activity.

The council emphasised the importance of protecting heritage value while adapting buildings for modern use, and of ensuring that investment decisions are aligned with wider regeneration, economic development, and wellbeing objectives.

How Cheshire West and Chester Councils amplifies impact through community crowdfunding

Presentation summary

This case study outlined how Cheshire West and Chester Council uses community crowdfunding to support local projects that deliver social and environmental benefit. Working in partnership with the civic crowdfunding platform Spacehive, the council invites local groups, charities, and residents to propose projects which can then receive contributions from community donors alongside potential council match-funding.

The session described how the model operates, how projects are assessed, and the types of schemes that have been delivered through the programme.

Project approach

Community crowdfunding is positioned as one way for the council to support resident-led ideas, particularly where relatively small-scale capital investment can enable noticeable local benefit. Projects supported through the programme have included improvements to community spaces, environmental schemes, arts and culture activity, and initiatives supporting inclusion and wellbeing.

Projects are uploaded to the Spacehive platform where residents, local businesses, and other funders can pledge support. The council operates a match-funding pot, providing contributions to eligible projects that meet set criteria. Proposals are checked for deliverability, permissions, value for money, and alignment with local priorities before any council contribution is confirmed.

Presenters shared, since launch, the programme had enabled more than £4 million of crowdfunding investment across over 140 projects, leveraging additional funding and voluntary contributions from the community and partners. The council reports that the approach has helped to broaden participation in local decision-making and has strengthened relationships with community organisations.

LIFTing families to unlock access for all: A Wandsworth approach to financial inclusion

Presentation summary

This case study described how Wandsworth Council is using the Low Income Family Tracker (LIFT) data tool to identify residents who may be at risk of financial hardship and to improve access to financial-inclusion support. The approach aims to ensure that residents receive the benefits, grants, and advice they are entitled to, helping to prevent crisis and improve household stability.

The session outlined how the council applies data-led insight alongside targeted engagement and partnership working to support residents.

Project approach

Wandsworth Council uses the LIFT platform to analyse anonymised data from multiple sources to help identify households who may be:

• eligible for unclaimed benefits or support
• experiencing income shocks or rising living costs
• at risk of debt, arrears, or housing instability
• affected by broader social or economic vulnerability.

This insight is then used to proactively contact residents and offer tailored support. Support can include:

• benefits checks and income-maximisation advice
• help to access local welfare and discretionary support
• debt and budgeting advice via partners
• referrals to employment, skills, and family-support services.

The model is described as preventative, aiming to intervene earlier rather than waiting until residents present in crisis.

The council has worked with community organisations, advice agencies, and voluntary-sector partners to reach residents who may not ordinarily seek help. Communications are designed to be accessible and supportive, and staff are trained to take a sensitive approach to engagement.

The project has helped identify millions of pounds of unclaimed financial support, improving household income for families across the borough. Residents have also been supported to access wider help, including energy, food, and housing advice. 

Case studies

1. The formula for successful growth and regeneration in Dudley: High Streets Heritage Action Zones (with Historic England)
2. Falmouth Town Council
3. West Midlands Combined Authority: West Midlands Innovation Accelerator
4. Small but mighty: Great Yarmouth Borough Council’s collaborative and confident vision has laid the foundations for renaissance
5. West Suffolk: Funding next zero

The formula for successful growth and regeneration in Dudley: High Streets Heritage Action Zones (with Historic England)

Presentation summary 

This session, delivered jointly by Historic England and Dudley Council, explored how heritage-led regeneration is being used to support renewal of historic high streets through the High Streets Heritage Action Zones (HSHAZ) programme. The presentation set out the national HSHAZ context and focused on Brierley Hill as a local example, illustrating how investment in heritage assets, the public realm and community activity can contribute to wider regeneration objectives.

Project approach 

Historic England described the purpose of the HSHAZ programme as helping to revitalise historic high streets, recognising their social, cultural and economic importance. The programme combines physical interventions, cultural activity and community engagement to support places to develop more resilient futures.

Dudley Council outlined the approach taken in Brierley Hill, including:

• public realm improvements, delivered in phases across key gateway and town-centre locations
• conservation and refurbishment of historic buildings, including properties on the High Street and surrounding streets
• investment in key heritage assets, such as the Brierley Hill Institute and the War Memorial
• environmental and streetscape enhancements, including improvements at the Northern and Southern Gateways
• community-focused cultural and heritage activity, such as Heritage Open Days, trails, events in Marsh Park and locally-led creative projects.

These activities sit alongside wider regeneration work in the town.

The slides included visual examples of building and streetscape transformations, showing before-and-after images of properties such as 68 and 123 High Street, 2A–2B Albion Street and 110–112 High Street, as well as the refurbishment of civic spaces including the War Memorial steps and civic areas.

The programme has also supported skills development, with construction and conservation-skills training delivered with Dudley College T-Level students, helping to build local capability for heritage-sensitive development.

Cultural-programme activity has included public art and community participation projects, such as Brierley Hill in Bloom, heritage trails, heritage open days and creative events linked to the town’s history and identity. These activities aim to strengthen community engagement and local pride as part of the regeneration process.

Dudley Council emphasised that:

• heritage assets can make a positive contribution to regeneration when they are actively maintained, reused and connected to place identity
• visible public-realm and building improvements can help signal change and encourage further investment
• community participation and cultural activity are important in ensuring that regeneration is rooted in local identity and experience
• skills and training programmes help develop the local workforce needed to sustain heritage-led regeneration.

The Brierley Hill HSHAZ is one example of how this model is being applied locally.

Falmouth Town Council

Presentation summary

This session explored how Falmouth Town Council’s role has evolved following the creation of the unitary council in Cornwall in 2009. The presentation described how functions, assets, and services have been devolved from the unitary authority to town and parish councils, and how this has changed local delivery, partnership working, and organisational capacity at a grassroots level.

Falmouth Town Council outlined its experience of taking on responsibility for an increasing range of local services and public assets over several phases of devolution.

Project approach

Since the formation of the unitary council, Falmouth Town Council has progressively expanded its role in local service delivery, entering what it described as a fourth tranche of devolution. The council reported that this growth has required organisational flexibility but has also increased resilience and confidence.

Over time, the council has moved from:

• a precept of approximately £430,000 in 2003 to a budget of around £6.2 million (including a precept of £3.67 million and public borrowing of £1.9 million)
• a workforce of around 8 staff to more than 90
• primarily contracting services out, to acting as both an in-house provider and external service provider.

Devolved assets and services have included:

• public buildings and information services
• libraries and youth services
• public realm, gardens, roundabouts, and open spaces
• bus shelters and off-street parking
• children’s play areas and sports pitches
• public toilets
• CCTV, markets, events management and town management functions
• the Princess Pavilion theatre and gardens, including investment supported through the Community Ownership Fund.

Partnership working was identified as a core feature of the local delivery model, including collaboration with the Falmouth Business Improvement District (BID) and wider stakeholders such as residents, businesses, landowners, civic partners, and visitors. The council described its partnership model as being based on shared risk, reward, and responsibility, refined to reflect Falmouth’s local context and community identity.

The presentation also highlighted the role of volunteering and community engagement, including a volunteer portal—through which over 300 volunteers support local programmes each year—set against wider socio-economic challenges, such as housing affordability and seasonal labour-market pressures.

The session concluded with an example of large-scale event delivery, including the Tall Ships event in Falmouth, which was reported as attracting around 60,000 attendees, coordinating 300 volunteers, and generating £3 million in added value, while being delivered at a lower budget than similar events internationally. 

West Midlands Combined Authority: West Midlands Innovation Accelerator

Presentation summary

This case study described the West Midlands Innovation Accelerator, a programme established to strengthen the region’s innovation ecosystem and support economic growth. Funded by the Department for Science, Innovation and Technology, the Accelerator is designed to help businesses and institutions in the West Midlands commercialise research, adopt new technologies, and bring innovative products and services to market.

The session set out how the Accelerator operates across the region and how it aligns with wider growth and skills strategies.

Project approach

The Innovation Accelerator supports a portfolio of projects focused on priority sectors for the West Midlands economy, including health and medical technologies, creative industries, advanced manufacturing, and future mobility. Partners include universities, research institutions, local authorities, and business-support organisations.

The programme provides targeted investment, collaboration platforms, and infrastructure development, with the intention of improving the conditions for innovation within local firms and supply chains. Activities include:

• support for commercialisation and spin-out development
• innovation adoption within Small to Medium Enterprises (SMEs)
• strengthening research-industry partnerships
• skills and talent development linked to innovation-driven sectors.

The West Midlands has a strong base in research and development, and the programme seeks to ensure this translates into business productivity, high-value job creation, and inward investment.

Early programme monitoring indicated that projects supported through the Accelerator are contributing to business start-ups, collaborative R&D activity, skills development, and investment attraction, with benefits expected to increase over time as projects mature.

Small but mighty: Great Yarmouth Borough Council’s collaborative and confident vision has laid the foundations for renaissance

Presentation summary

This case study described how Great Yarmouth Borough Council has developed a long-term, partnership-driven approach to economic regeneration, inward investment, and place-shaping. Despite being a relatively small district council operating in a coastal community with significant deprivation, it has worked with local, regional, and national partners to secure and deliver a range of regeneration and infrastructure schemes.

The session explored the council’s strategic approach, governance arrangements, and the role of collaboration in progressing major investment programmes.

Project approach

Great Yarmouth Borough Council has focused on building strong relationships with government departments, businesses, education providers, and neighbouring authorities to develop a shared vision for growth. This has included working across energy, tourism, heritage, housing, and town-centre regeneration.

Key strands of the approach include:

• clear strategic positioning of the local economy, particularly around offshore energy and port-related activity
• focus on regeneration of the town centre and seafront, including heritage-led schemes
• delivery partnerships to support housing, skills, and employment
• a programme-management approach to coordinate multiple investment streams.

The council has secured significant external investment to support this activity. Examples include cultural and heritage regeneration projects, town-centre renewal, and infrastructure improvements linked to the offshore energy sector.

The session reflected on how a consistent long-term vision, supported by collaborative working and external partnerships, has helped the council progress schemes that aim to improve economic opportunity, tackle deprivation, and enhance the visitor and resident offer.

West Suffolk: Funding Next Zero

Presentation summary

This case study described how West Suffolk Council has developed a long-term, financially sustainable approach to investing in net zero and clean-energy projects. The council outlined how it has structured funding, governance, and delivery models to support decarbonisation, reduce energy costs, and generate income to help protect services.

The session covered examples of local energy projects, financing mechanisms used by the council, and learning that may be useful to other authorities considering similar investment approaches.

Project approach

West Suffolk Council has been investing in energy-related projects for more than a decade as part of its wider approach to financial sustainability and climate action. Activity has included:

• solar energy projects on both council-owned and partner sites
• energy-efficiency investment across the council estate
• local energy-generation and storage schemes
• commercial energy projects that also support local businesses and communities.

The council has used prudential borrowing and reinvestment of returns to fund projects, supported by specialist in-house expertise. Governance arrangements are in place to assess business-case viability, risk, and alignment with corporate objectives.

Income generated from energy projects is used to support frontline services, while also contributing to carbon-reduction goals and local energy resilience.

The council reported that this approach has helped it respond to financial pressures while progressing climate-related commitments, illustrating how environmental and financial objectives can be aligned in programme design.

Case studies

1. Barking and Dagenham: Opportunities for AI in intermediate care
2. North Yorkshire, Torbay, North Somerset, Basildon Councils: How AI is transforming council services
3. Staffordshire County Council: Robotic process automation
4. Stockport DigiKnow: An innovative partnership tackling digital exclusion
5. Tunbridge Wells: Collecting tomorrow
6. Lichfield District Council: Community-led design coding in Lichfield
7. GeoPlace and Bath & North East Somerset Council: Cost savings through data integration

Barking and Dagenham: Opportunities for AI in Intermediate Care

Presentation summary

This case study explored how Barking and Dagenham Council, working with NHS partners, is examining the potential use of artificial intelligence (AI) to support intermediate care pathways. Intermediate care services support adults who need short-term assistance to recover from illness or hospital admission and to regain independence.

The session outlined how AI tools may be able to assist practitioners by analysing available data to support clinical and social-care decision-making, particularly in relation to assessment, prioritisation, and matching residents to the most appropriate support.

Project approach

The council is part of a wider local health and care partnership looking at how digital technology can:

• support safe discharge from hospital
• help residents remain independent at home
• improve visibility of available services across health and social care
• reduce delays and duplication in assessment.

As part of this work, the partnership has explored how AI tools could analyse information from multiple sources, such as risk indicators, needs assessments, and service capacity, to help professionals identify suitable support pathways more quickly and consistently.

The approach has emphasised human oversight and professional judgement, with AI used as a decision-support tool, rather than a replacement for practitioners. Governance, data security, and ethical considerations form a core part of the development process, alongside engagement with frontline staff, to understand practical requirements and risks.

Th presentation shared that early learning suggests that AI-enabled tools have the potential to support workload management, prioritisation, and consistency in case handling – particularly in complex systems with multiple services and referral routes (while also recognising further testing, assurance, and evaluation is required before wider adoption).

North Yorkshire, Torbay, North Somerset, Basildon Councils: How AI is transforming council services

Presentation summary

This session was a panel discussion featuring officers from North Yorkshire Council, Torbay Council, North Somerset Council, and Basildon Borough Council. The discussion explored how artificial intelligence (AI) tools are being used to support service delivery, reduce administrative burden, and assist staff in their roles.

The session covered three examples:

• the Policy Buddy tool developed jointly by North Yorkshire and Torbay Councils
• Basildon Borough Council’s AI-enabled digital transformation approach
• North Somerset Council’s use of the QuickAction platform, co-developed with Wigan Council and Agilisys Transform.

Speakers discussed how these tools were developed, governance arrangements, and their impact on staff workloads and service processes. The session was chaired by a council leader.

Project approach

North Yorkshire and Torbay: Policy Buddy

Policy Buddy is a digital tool designed to help social care staff access information about policies, legislation, and procedures. It uses AI technology to enable staff to search verified national and local content and produce accessible guidance. Nearly 1,000 staff had enrolled on the platform at the time of the discussion.

Feedback from early implementation suggested that the tool may help reduce time spent searching for information and drafting documents, supporting decision-making and consistency of practice. Councils also noted the role of leadership and service engagement in embedding the tool.  

Basildon Borough Council: Creating a Next Generation Council

Basildon Borough Council presented its Resident Digital Transformation Strategy, which includes the structured introduction of AI as part of wider digital change. The approach emphasises digital-first services, data quality, and personalisation while maintaining inclusion and resident access.

Planned and emerging applications include customer contact, HR, housing services, and translation tools. The council reported projected financial savings linked to automation and efficiency measures, alongside goals to improve the resident experience.

North Somerset Council and Wigan Council: QuickAction platform

North Somerset and Wigan Councils described work with Agilisys Transform to co-develop AI tools through its QuickAction platform.

North Somerset highlighted the Education, Health and Care Plan (EHCP) drafting tool, which produces a first-draft EHCP summary to support caseworkers and reduce time spent on administrative writing.

Wigan Council described a Conversation to Assessment tool, which converts practitioner notes into structured assessment formats. Other tools have also been developed to support meeting notes and survey analysis.

Both councils reported reductions in administrative time and earlier delivery of statutory plans, alongside the need for appropriate governance, quality assurance, and practitioner oversight.

Staffordshire County Council: Robotic process automation

Presentation summary

This case study outlined how Staffordshire County Council has introduced Robotic Process Automation (RPA) to support the automation of routine, rules-based administrative tasks across a number of services. The session described the council’s approach to identifying suitable processes for automation, developing internal capability, and ensuring appropriate governance and controls.

RPA tools are designed to replicate structured, repetitive actions normally undertaken by staff, such as data entry, validation, and transfer, helping to release staff time for more complex or resident-facing activity.

Project approach

Staffordshire County Council began by reviewing services to identify tasks that were:

• high-volume and repetitive
• rule-driven and clearly defined
• dependent on multiple systems
• time-consuming for staff.

Processes meeting these criteria were prioritised for RPA development. Examples included elements of finance administration, revenues and benefits processing, and corporate support functions.

The council developed an internal RPA capability, supported by IT, information governance, and service-area input. Each process was mapped and risk-assessed to ensure compliance with organisational policies, including data protection and information security.

The introduction of RPA has led to reductions in manual processing time, helping services manage workload pressures, respond to peaks in demand, and redeploy staff effort towards more value-adding activities. The council emphasised that RPA sits alongside, rather than replaces, human roles, with clear oversight and audit trails maintained.

Stockport DigiKnow: An innovative partnership tackling digital exclusion

Presentation summary

This case study involved a presentation on DigiKnow, Stockport’s borough-wide partnership approach to reducing digital exclusion and improving digital confidence, access and skills. This programme supports residents who may be offline, lack digital skills, or struggle to afford devices or connectivity, helping them to use digital tools safely and independently.

The session outlined why digital inclusion is a priority for Stockport, how the DigiKnow model works in practice, and the outcomes reported so far.

Project approach

DigiKnow was launched in 2018 and is funded by Small to Medium Enterprise, with Starting Point Community Learning Partnership commissioned to support delivery. The programme operates as an alliance model, involving:

four core partners including Starting Point, Stockport Homes and Libraries

a DigiKnow Alliance Network of around 90 partner organisations

around 50 trained Digital Champions providing local one-to-one and group support

Many partners already work with residents facing issues such as caring responsibilities, disability, language barriers, money worries, or social isolation. DigiKnow builds on these trusted relationships to reach people who may otherwise be excluded. The approach is described as “trusted faces in local places.”

Support available through DigiKnow includes:

• DigiKnow web resources, providing advice and skills content
• a DigiKnow helpline
• a Device Lending Library
• free mobile data via the National Databank
• free group classes and digital-skills sessions in community venues
• training for DigiKnow Friends to help staff and volunteers signpost people to support
• training for Digital Champions, to deliver guided learning
• repair and refurbishment of donated, devices to sell at low cost to residents on low incomes.

Residents described benefits such as improved confidence; access to employment; and greater independence, when able to use devices at home and at their own pace.

The programme also acts as a catalyst for wider collaboration, including:

• partnerships with Sky and Age UK Stockport, creating the first DigiKnow Flagship Hub in Greater Manchester
• contribution to GMCA and Department for Science, Innovation and Technology education programmes, supporting 16 secondary schools with digital-inclusion initiatives
• corporate partnerships including Barclays and Cisco supporting digital-skills and connectivity activity.

The presentationalso highlighted the importance of affordable access to devices, with examples of refurbished laptops available at significantly lower cost than new models, particularly for residents receiving qualifying benefits.

Reported outcomes

Since 2018, DigiKnow reports that it has supported 66,312 Stockport residents with digital inclusion. Outcomes set out in the slides include:

• 19,187 residents helped with digital skills
• 12,967 devices loaned through the Device Lending Library
• 4,680 SIM cards provided via the National Databank
• 21,698 helpline calls and text messages
• 4,525 donated devices refurbished and resold
• 7,043 people supported through one-to-one sessions
• 91 Alliance partners actively involved
• 442 Digital Champions and DigiKnow Friends trained
• 661 devices purchased at discounted rates.

Tunbridge Wells Borough Council: Collecting tomorrow

Presentation summary

This case study described Tunbridge Wells Borough Council’s “Collecting Tomorrow” project, which explores how digital technology and behavioural insight can support more efficient waste and recycling services. The project looks at how data-driven approaches can help councils understand household behaviours, improve participation in recycling, and support service planning.

The session outlined the development of the project, how data is used, and the potential for this type of approach to support waste-service transformation.

Project approach

“Collecting Tomorrow” uses a combination of digital technology, data analytics, and resident engagement to build a clearer understanding of waste-generation and recycling patterns across the borough. This includes examining:

• how different households use waste and recycling services
• the drivers behind recycling behaviour
• opportunities to improve participation and reduce contamination
• how service design can be better matched to local need.

The project pilots the use of digital tools and service-design methods to identify where targeted communication, education, or service adjustments may help improve performance.

The approach is intended to support evidence-led decision-making, complementing statutory waste-collection responsibilities and wider environmental objectives. Data governance, transparency, and safeguards form part of the operating model to ensure appropriate use of information.

The council reflected that the programme has begun to provide richer insight into local waste behaviours, which can inform future service development and strategic planning.

Lichfield District Council: Community-led design coding in Lichfield

Presentation summary

This case study described how Lichfield District Council has developed community-led design codes to support high-quality place-making and ensure that new development reflects local character and priorities.

The session outlined how the council has worked with residents, partners, and design professionals to create clear design guidance that can be used in planning processes to shape the quality of future development across the district.

Project approach

Lichfield District Council engaged communities across the district to understand:

• how local people experience their neighbourhoods
• what is valued about local character and identity
• concerns about the quality, appearance, and functionality of new development
• priorities for how places should evolve in future.

Workshops, mapping exercises, and other engagement methods were used to capture resident views alongside professional design input. This information informed the creation of design codes; practical guidance that sets expectations for matters such as building form, layout, street design, landscape, and public realm.

The codes are intended to help ensure that new development:

• reflects local distinctiveness
• supports liveability and accessibility
• delivers good-quality public spaces and streets
• integrates effectively with existing communities.

They also provide greater clarity for developers, planners, and residents about what good design looks like in the Lichfield area, supporting more consistent decision-making.

The work aligns with national planning policy encouraging the use of design coding as a tool to raise design standards and support meaningful community engagement.

GeoPlace and Bath & North East Somerset Council: Cost savings through data integration

Presentation summary

This session, delivered jointly by GeoPlace and Bath & North East Somerset Council (B&NES), explored how integrated address and street data, particularly through the use of the Unique Property Reference Number (UPRN), can support better decision-making and generate cost savings across local authorities.

The presentation explained the national context for UPRN use, the role of local authorities in maintaining high-quality location data, and practical examples of how B&NES has applied integrated address data across services.

Project approach

GeoPlace outlined its role as the central source of address and street information for the UK, managing data that defines over 42.8 million addresses and 1.3 million streets. Local authorities act as Address and Street Custodians, creating and maintaining local datasets, which are supplied to a national hub. In return, councils receive Ordnance Survey products through the Public Sector Geospatial Agreement at no extra cost.

The presentation emphasised that around 80 per cent of local authority data has a location element, meaning the ability to link datasets to the UPRN supports insight and service planning across many functions.

UPRNs are unique identifiers for every addressable location, mandated for use across the public sector since 2020. Slides illustrated how linking multiple datasets, such as council tax, benefits, social care, refuse collection and electoral registration, to a single UPRN can improve intelligence and operational coordination.

B&NES described how integrated address data is being applied locally. Examples included:

• work with universities to help register students to vote by linking accommodation records to UPRNs, improving tracking across address changes
• use of UPRNs to support analysis of under-used office space, linking property data to floor-area information
• encouraging housing providers to supply UPRNs with property records so that only appropriate data is shared securely with the council.

The council highlighted that using UPRNs allows analysis by meaningful geographic areas such as wards, parishes or flood zones, rather than relying on postcodes, which are designed for mail delivery rather than spatial analysis.

The session also discussed the importance of consistent data policies, noting that fragmented procurement and service-level policies can create barriers to integration if systems cannot store or share UPRNs.

B&NES reflected that UPRN-led integration supports genuine efficiency, helping improve productivity and decision-making rather than simply shifting administrative activity elsewhere in the organisation.

Wider examples

GeoPlace presented national analysis indicating that adoption and increased use of address and street data could generate significant savings between across areas including waste management, highways, adult social care, planning, environmental health and education.

Illustrative case studies included:

• Nottingham City Council – estimated savings of £9.3 million between 2018–2026 through reduced duplication, improved tax revenue and better waste management.
• Camden Borough Council – identification of £3.5 million in missing revenues through integrating business-rates data.
• Salford City Council – use of UPRNs to link housing records, enabling customer-service staff to triage calls more efficiently.

Case studies

1. Royal Borough of Greenwich: The fast and the curious – using a hypothesis-led approach to reduce homelessness
2. Hampshire and the Isle of Wight: Key worker housing
3. Simplified Planning Zone: Slough Borough Council Trading Estate 2024-2034
4. Crisis and Calderdale Council: Built for zero
5. Rushmoor Borough Council: Housing transformation and how experiments made us better at triage

Royal Borough of Greenwich: The fast and the curious – using a hypothesis-led approach to reduce homelessness

Presentation summary

This case study described how the Royal Borough of Greenwich has adopted a hypothesis-led, test-and-learn approach to tackling homelessness and improving housing outcomes. The session set out how the council has developed a programme of rapid experimentation, using data and insight to test practical ideas before scaling them across services.

The approach aims to help the council respond to increasing demand, improve resident experience, and ensure that resources are targeted where they can have the greatest effect.

Project approach

The council’s homelessness and housing-needs services introduced a structured framework based on three key elements:

• hypothesis development: identifying specific assumptions about what might improve outcomes
• rapid testing: carrying out small-scale trials within live services
• evidence and iteration: measuring results, learning, and adapting the approach.

Examples of hypotheses tested have included:

• how earlier engagement with residents may reduce crisis presentations
• whether improved communication and support can help sustain existing tenancies
• how internal workflow improvements may reduce waiting times or duplication.

The work has been supported by multi-disciplinary teams, including service managers, analysts, and frontline staff. Data from case management systems, resident feedback, and operational KPIs are used to assess whether changes are likely to deliver benefit.

Presenters shared this structured experimentation has enabled the council to trial multiple ideas at relatively low cost, learn quickly, and stop or adapt initiatives if the expected benefits are not seen. The aim is to move towards a culture of continuous improvement, informed by real-time learning rather than single large-scale change programmes.

Hampshire and the Isle of Wight: Key worker housing

Presentation summary

This case study described work across Hampshire and the Isle of Wight to improve access to affordable housing for key workers, including NHS and social care staff. The session outlined the pressures facing key workers in high-cost housing markets and how local partners are developing responses to improve recruitment and retention in health and care services.

Speakers discussed the role of local government, health partners, and housing providers in shaping and delivering housing options for key workers across the sub-region.

Project approach

Partners across Hampshire and the Isle of Wight have been working collaboratively to:

• assess local demand for key worker housing
• map existing provision and gaps
• identify delivery and funding routes for new supply
• consider how housing can be linked to workforce-planning objectives.

The programme recognises that high housing costs can create barriers to recruitment and retention for essential public-service workers, particularly those in early-career or lower-paid roles. These challenges can be more pronounced in rural, coastal, or high-demand housing markets.

Work has focused on exploring a range of delivery options, including:

• new-build schemes
• use of existing stock
• partnerships with registered providers and private landlords
• potential use of public-sector land.

Consideration has also been given to tenure mix, rent levels, and allocation policies, to help ensure that homes meet affordability needs while complying with relevant regulatory and funding frameworks.

The programme sits within a wider system-wide response to health and social care workforce pressures. The intention is that access to secure, affordable housing can play a role in supporting staff wellbeing, stability, and retention, contributing to more sustainable service models.

Simplified Planning Zone: Slough Borough Council Trading Estate 2024-2034

Presentation summary

This case study described the renewal of the Simplified Planning Zone (SPZ) for the Slough Trading Estate for the period 2024–2034. The SPZ is a planning mechanism that grants advance permission for certain types of development within a defined area, subject to set parameters and conditions.

The session outlined how the SPZ supports business investment by providing certainty and reducing planning timescales, while ensuring development remains consistent with agreed design and environmental standards.

Project approach

Slough Borough Council worked with the estate’s owner and key businesses to review and refresh the SPZ scheme. The Trading Estate is one of Europe’s largest single-owned industrial estates and a major employment location. The SPZ framework is designed to:

• streamline planning processes for specified development types
• provide clarity and certainty for investors and occupiers
• ensure development quality through pre-agreed parameters
• support economic competitiveness and job creation.

The renewed SPZ sets out:

• the types of development permitted without the need for individual planning applications (within defined thresholds)
• design, landscaping, sustainability and transport requirements
• conditions and limitations to manage cumulative impacts.

The framework aims to balance business-friendly planning arrangements with safeguards to protect amenity, transport networks, and environmental quality.

Slough Borough Council reported that the SPZ has historically supported reinvestment and estate modernisation, reducing vacancy levels and helping maintain the estate’s role as a strategic employment hub. The renewal to 2034 seeks to support continuity and investor confidence while updating requirements in line with current planning policy and sustainability priorities.

Crisis and Calderdale Council: Built for zero

Presentation summary

This session, delivered jointly by Crisis and Calderdale Council, described how the Built for Zero approach has been applied locally to reduce the number of households in temporary accommodation (TA) and improve decision-making through real-time data, collaborative working and clearer accountability.

The presentation outlined how changes to data use, team practice and leadership approach led to reported reductions in the use and cost of temporary accommodation, alongside shorter stays and an improved focus on sustainable move-on options.

Project approach

The Built for Zero model places strong emphasis on reliable, up-to-date operational data linked directly to service objectives. Calderdale’s experience highlighted several core elements:

• real-time data, linked clearly to what the service is trying to change
• collective, synchronous decision-making, rather than fragmented casework discussions
• a focus on understanding what accelerates progress and what slows it down, rather than tracking business-as-usual performance
• rapid feedback loops, so staff can see how decisions affect outcomes
• a balance between data use and people-centred practice.

Core aspects of the new approach also included

• twice-weekly case-resolution meetings  
• clearer decision-making and defined actions  
• stronger use of private rented sector options for move-on
• a culture of radical transparency, with data reported back to partners and the wider community to support shared ownership of progress.

The new model had since contributed to:

• a 50 per cent reduction in high-cost placements
• an 18 per cent reduction in overall numbers in TA
• a 20 per cent reduction in the number of children in TA
• reduced average B&B costs, from around £7,500 to under £2,000 per placement
• significantly shorter TA stays
• positive staff feedback regarding a more structured, outcome-focused environment.

Rushmoor Borough Council: Housing transformation and how experiments made us better at triage

Presentation summary

This case study described how Rushmoor Borough Council’s Housing Options Team used a structured, experimental approach to improve triage within homelessness services. The work aimed to reduce unnecessary case allocations, improve prevention opportunities, and support better outcomes for residents by understanding what was really happening at first contact and testing practical service changes.

Rushmoor is one of the smallest local authorities in England, but around 1,000 homelessness cases enter the process each year. The borough has relatively high levels of Houses in Multiple Occupation (HMOs) and more than 15 supported accommodation services, alongside demographic pressures arising from being surrounded by more affluent areas.

Project approach

Rushmoor Borough Council’s Housing Options Team delivers a wide range of activity including:

• street homelessness engagement
• management of the housing waiting list, bidding and allocations
• specialist support for residents with complex needs
• statutory homelessness prevention and relief duties.

The transformation programme was based on empowering the team to identify problems, use data, test ideas and learn together, without assuming a fixed end-state from the outset. The session described four phases of work, developed through evidence and consensus:

1. Problem-finding: Recognising firefighting, mental exhaustion and chaotic change.
2. Focus on prevention: Based on the principle that better triage enables more prevention.
3. Understanding triage “as is”: Gathering data to understand what was really happening.
4. Designing triage “to be”: Prototyping and testing potential solutions.

The team reviewed existing data, case outcomes and customer-journey information, and set up new data-capture experiments. Insights included:

• total cases allocated were 70 per cent higher than the four-year average, despite prevention numbers being stable
• around half of callers had no previous engagement
• four in five emails were passed to Housing Options
• three in five face-to-face contacts required Housing Options involvement
• two in five calls were resolved by Customer Services.

These findings helped the team focus on what was driving demand and where change might be most effective. The team then designed six-week experiments to test four potential changes:

1. introducing a structured triage form to support consistent decision-making
2. removing the council’s “report a rough sleeper” route and signposting to StreetLink
3. placing a housing officer within customer services to support triage
4. using checklists and housing officer triage for inbox and face-to-face demand.

Mixed results were reported, some approaches worked well, others less so, but all generated learning to inform the next step. Solutions were iterated and then implemented and risk-mitigation ensured that any residents who disengaged during testing were followed up.

Reported outcomes included:

• the proportion of calls becoming cases fell from 18 per cent to 8 per cent
• calls becoming cases were halved in May and July compared with the previous year
• over 90 per cent of housing officers reported accurate triage outcomes for cases arriving via the new tools.

These improvements supported more targeted use of casework resource and created greater opportunity for prevention-focused work.

Staff reflections highlighted that:

• housing officers now have more time to work with customers on their circumstances
• customers reach the right part of the service more quickly
• decisions are more evidence-led
• workflow now supports review and learning, enabling iterative improvement.

The programme also emphasised empowering frontline staff, providing time and support to participate in a working group while colleagues covered day-to-day activity.

Case studies

1. Lancaster City Council: Climate Emergency Local Plan Review engagement
2. West of England Combined Authority: Local nature recovery strategy toolkit

Lancaster City Council: Climate Emergency Local Plan Review engagement

Presentation summary

This case study described how Lancaster City Council undertook resident and stakeholder engagement to support the Climate Emergency Local Plan Review (CELPR). The purpose of the review was to ensure that local planning policy reflects the council’s declared climate emergency and supports the transition to a low-carbon and climate-resilient district.

The session outlined how the council designed engagement activity, the methods used to gather feedback, and how this informed the development of revised planning policies.

Lancaster City Council reviewed its existing Local Plan with a specific focus on strengthening climate-related policies, including:

• reducing carbon emissions from development
• improving energy efficiency
• supporting renewable energy and low-carbon technologies
• addressing climate adaptation and resilience
• encouraging sustainable travel and place-making.

Engagement formed a key part of the review. The council worked with:

• residents and community groups
• developers and landowners
• statutory consultees
• environmental organisations
• local businesses and partners.

Engagement methods included consultation events, online engagement tools, written submissions, and targeted discussions with key stakeholders. The intention was to ensure that the revised policies were evidence-based, locally relevant, and practically deliverable, while reflecting the urgency of responding to the climate emergency.

Feedback helped shape policy wording, strengthen requirements for sustainable design and construction, and ensure that climate mitigation and adaptation considerations were embedded throughout the plan rather than treated as standalone issues.

West of England Combined Authority: Local nature recovery strategy toolkit

Presentation summary

This case study described how the West of England Combined Authority (WECA) has developed a Local Nature Recovery Strategy (LNRS) Toolkit to support delivery of statutory Local Nature Recovery Strategies across the region. The toolkit is intended to help councils and partners work consistently in identifying priorities for nature recovery and integrating these into wider planning, place-making, and investment decisions.

The session outlined the purpose of the toolkit, how it was developed, and how it can be used to support decision-making across local authorities and partner organisations.

Project approach

Local Nature Recovery Strategies are a national policy requirement designed to create a co-ordinated, evidence-based approach to protecting and restoring nature. WECA has worked with constituent councils, environmental organisations, and technical specialists to produce a toolkit that:

• supports consistent data collection and mapping of habitats and biodiversity
• helps identify priority areas for nature recovery and enhancement
• aligns environmental objectives with spatial planning and infrastructure activity
• provides common language, processes, and templates across organisations.

The toolkit is designed to be practical and adaptable, recognising that geography, land-use pressures, and community priorities differ across the region. It supports officers and partners to:

• interpret national LNRS guidance locally
• engage landowners, community groups, and environmental partners
• assess opportunities for habitat creation and connectivity
• link nature recovery with wider benefits such as flood management, health and wellbeing, and climate resilience.

The strategy and toolkit are also intended to help ensure that future development and investment decisions take account of nature recovery priorities, complementing approaches, such as biodiversity net gain and green-infrastructure planning.

Case studies

Aiming for the front page: How Southend-on-Sea City Council developed its new organisational vision

Stockton-on-Tees Borough Council: Transformation powering our future

South Tyneside Metropolitan Borough Council: The Social Navigator project

Southampton City Council: Creating a sustainable council in Southampton through whole-council transformation

Aiming for the front page: How Southend-on-Sea City Council developed its new organisational vision

Presentation summary

This case study described how Southend-on-Sea City Council developed a refreshed organisational vision to support a clear, shared sense of direction across the council. The council used the Grove “Cover Story Vision” process, to engage employees and councillors across all service areas, with a view to:

• push the organisation beyond its comfort zone  
• align vision with core values  
• create a shared sense of purpose for the future.

Workshops, delivered both online and face-to-face, invited staff to imagine what it would take for the council to feature positively on the front cover of a magazine in five years’ time. Feedback and ideas generated through these sessions helped shape the final organisational vision, which was launched in October 2024:

At Southend-on-Sea City Council, we are proud to be part of a modern, vibrant coastal city that values its heritage. We listen, with our city’s many voices shaping what we do. We have the confidence to innovate, embrace connection and seek opportunity, and are building a sustainable future together.

Project approach

More than 190 employees from 44 teams took part in the engagement process, representing a wide cross-section of the organisation, including Adult Social Care, Youth Justice, Parks, and Customer Services. Councillors from all political groups also participated.

To ensure wide participation, the council:

• created a bespoke “cover story” template for in-person workshops
• produced an online whiteboard version for virtual engagement
• developed a facilitator’s guide so teams could run their own sessions
• used digital polling tools (such as Mentimeter) to capture input.

The project was delivered largely in-house with minimal financial cost, aside from the purchase of workshop materials.

A staff survey in November 2024 reported that 86 per cent of employees understood what the council is trying to achieve through the new vision. The vision has since been embedded into internal communications and people programmes, helping staff connect their work with organisational priorities. The same approach has also been used to support development of the wider city vision with partners, engaging more than 2,300 residents and stakeholders.

Stockton-on-Tees Borough Council: Transformation powering our future

Presentation summary

This case study described Stockton-on-Tees Borough Council’s “Powering Our Future” transformation programme, which underpins delivery of the Stockton-on-Tees Plan. The programme focuses on developing a mission-led approach to service design and organisational change, aiming to improve outcomes while supporting financial sustainability.

The programme is centred on five missions: Communities, Place Making, Partnerships, Transformation, and Colleagues. These missions have guided service reviews, operating model development, and decisions about prioritisation and investment.

Project approach

Powering Our Future embeds a mission statement and design principles across the council to support consistent decision-making. These emphasise:

• prevention and early intervention
• tackling the causes of inequality
• community-first approaches
• partnership working
• data- and intelligence-led practice
• digital-by-design thinking.

Presenters reported that service-level reviews were being carried out across the organisation to identify opportunities to redesign services, improve outcomes, and manage demand differently.

Examples shared in the session included:

• Waste services – introduction of a revised collection model designed to increase recycling and improve service efficiency, with estimated financial savings of over £2 million by 2027.
• Children’s social care – increasing local provision of long-term placements and developing “edge of care” support. In 2024, more than 100 children and young people were supported to remain out of care, and increased local placement capacity generated savings of approximately £959,000 per year.
• Adult social care – investment in reablement support and technology-enabled care to support people to live independently for longer. Evidence shows improved post-discharge independence and potential savings of up to £750,000 per year from reablement changes, alongside further potential savings linked to activity-monitoring technology in home-care settings.

The council reported that the programme supports long-term change over short-term reductions, helping to protect priority services while addressing budget pressures. The programme aims to reduce the budget gap by £9 million and support delivery of a balanced budget each year.

South Tyneside Metropolitan Borough Council: The Social Navigator project

Presentation summary

This case study set out how South Tyneside Council developed the Social Navigator (SN) Project in response to increased demand on the Local Welfare Provision (LWP) Fund, following the COVID-19 pandemic. The council identified that a number of residents were making repeated requests for crisis support, often linked to wider issues including debt, health concerns, housing, and access to services.

The Social Navigator model introduces dedicated roles to work alongside residents over a sustained period to address the underlying reasons for recurring financial hardship and instability.

Project approach

Social Navigators provide intensive, personalised support, working with individuals for as long as needed, sometimes up to six months or more. Engagement continues even where contact drops off, and residents are able to re-enter the service at any time.

The approach focuses on:

• improving confidence and skills to access advice and support
• increasing engagement with health, employment, and financial services
• reducing dependency on crisis interventions
• supporting longer-term financial stability.

The Social Navigator roles are based within the council’s Welfare Support Service, which removes the need for onward referral and allows staff to work directly with housing, social care, and revenues and benefits services as needed. This structure helps reduce barriers for residents who may otherwise struggle to navigate multiple agencies.

The project was independently evaluated by NIHR PHIRST Fusion. The evaluation reported a £3 return for every £1 invested, incorporating both direct financial gains and social value. Residents supported through the project accessed over £1.6 million in financial support, averaging around £1,500 per person. Qualitative feedback indicated that consistent relationships and continuity of support were important factors in achieving outcomes.

Southampton City Council: Creating a sustainable council in Southampton through whole-council transformation

Presentation summary

This case study described how Southampton City Council has undertaken a whole-council transformation programme to stabilise its financial position and support long-term organisational sustainability. The session set out the background to the programme, the approach taken, the impacts reported so far, and the council’s plans for the next phase of work.

Project background

The presentation outlined a timeline of financial and organisational events leading to what was described as a “crisis point” in December 2023. Key milestones included:

• February 2023 – the 2023/24 budget was balanced using reserves
• May 2023 – a new strategy was set out and risks identified, alongside discussions with central government
• July 2023 – Improvement Board established  
• Late 2023 – an eight-week diagnostic review began in Adults’ and Children’s Services
• March 2024 – the budget was set with Exceptional Financial Support (EFS)
• July 2024 – a £50 million transformation plan was agreed and delivery commenced
• February 2025 – a balanced Medium-Term Financial Strategy (MTFS) was set, and planning for Phase 2 of the programme began.

The slides also set out how the EFS package had been allocated across day-to-day expenditure, unforeseen issues, transformation, restructuring, and equal pay. The council noted that there was no commissioner intervention, and the EFS support period was extended from one year to two.

Project approach

The council’s programme began with an eight-week diagnostic exercise, focused on identifying opportunities to improve financial sustainability while maintaining outcomes for residents. This initially concentrated on Adults’ Social Care, Children’s Services, Housing, and Commissioning. This exercise highlighted:

• the importance of benefits-realisation governance to track delivery
• the role of data and performance insight in supporting decision-making
• the need for leadership accountability and cultural change. 

A transformation partner was brought in to support delivery.  

Off the back of this work, the council launched a two-phase transformation programme and £49 million of savings were identified.

Phase one focused on:

• improving processes and operating structures
• using technology more effectively
• supporting the council’s strategic priorities of improving residents’ lives and stabilising the financial position.

To support governance and assurance, the council:

• established a Benefits Realisation Group, to track savings
• introduced accountability statements, to strengthen leadership behaviours.

The presentation set out a range of reported outcomes from the programme so far, including:

• £13.9 million of savings in Adult Social Care
• improved access to performance data to support delivery
• progress on moves and step-downs in Learning Disabilities and Mental Health
• reduced residential starts in Children’s Services
• work to mitigate the impact of market price rises
• improved financial-management capability across the council.

The presentation stated that:

• in 2024/25, £18 million of the EFS was used for day-to-day expenditure
• for the first time in five years, a balanced budget was achieved without using reserves or EFS, alongside a balanced five-year MTFS, though the council notes that this remains high risk.

Case-study examples were also provided from adult reablement services and children’s placement pathways, illustrating how data-driven practice, governance forums, and service redesign were contributing to changes in outcomes and cost control.

Case studies

1. Essex County Council: Pathways project

Essex County Council: Pathways project

Presentation summary

This case study described the Pathways Project, an initiative led by Essex County Council to improve access to sustainable transport, particularly walking, wheeling, cycling, and public transport, through locally-tailored engagement and design.

The session outlined how the project works with communities to understand barriers to sustainable travel and co-design practical infrastructure and behaviour-change solutions.

Project approach

The Pathways Project is delivered through in-depth engagement with residents, businesses, and stakeholders to understand how people currently travel and what prevents greater use of sustainable modes.

Key elements of the approach include:

• place-based engagement, using workshops, walkabouts, and local conversations
• analysis of travel demand, road safety, accessibility, and community context
• developing co-designed proposals for improvements to routes, crossings, bus access, and public realm
• combining infrastructure changes with behaviour-change activity, such as travel planning and awareness campaigns.

The project focuses on local centres, schools, and key movement corridors, recognising that short local journeys represent a significant opportunity for modal shift.

Essex County Council reported that the Pathways Project has helped build local understanding of how street design affects travel choices, while also generating a pipeline of schemes shaped by residents’ lived experience. This has supported wider council objectives around health, climate, inclusion, and transport resilience. 

Case studies

South Cambridgeshire District Council: From five to four, what council four-day week trials reveal

‘Spotlight on’ Together We Are Westmorland and Furness Council: Creating the right organisational culture and building connections post LGR

‘In Conversation’ session on workforce challenges: Powys County Council and Kent County Council

South Cambridgeshire District Council: From five to four, what council four-day week trials reveal

Presentation summary

The presentation covered analysis of data from the four-day work week trials conducted by South Cambridgeshire District Council (SCDC) and 61 other organisations across the UK. The purpose of the trials was to explore the feasibility and benefits of reducing the traditional five-day work week to four days, without loss of pay.

Project approach

The trial in South Cambridgeshire was the first time the four day working week had been tested in a local authority. The impact of the trial in this authority was tested through data analytics, employee surveys, interviews with managers and workers and key performance metrics.  

The session presented data from the trial, sharing headlines including impacts on:

• service delivery  
• staff turnover  
• employee well-being    
• disabled workers and workers with caring responsibilities.

‘Spotlight on’ Together We Are Westmorland and Furness Council: Creating the right organisational culture and building connections post LGR

Presentation summary

This case study described how Westmorland and Furness Council developed a large-scale staff conference and exhibition event to support organisational culture building following local government reorganisation (LGR). The council was formed in 2023 from four former authorities, each with distinct histories and organisational cultures.

This event was designed to help create a shared sense of belonging and purpose for employees across the new unitary council, combining strategic communication, staff engagement, and opportunities for cross-service collaboration. The approach drew inspiration from the structure of the LGA Annual Conference.

Project approach

The exhibition brought together staff from across the council in a single location to:

• share achievements and examples of good practice
• communicate the council’s developing operating model
• provide spaces for collaboration and problem-solving across directorates
• support relationship-building between colleagues who had not previously worked together.

Sessions were designed to reflect the diversity of roles across the organisation, ensuring that all directorates were represented.

Given the large geographic spread of the new council area, the organisation put in place a range of accessible travel options, including free train travel in partnership with local providers and buses from key locations. Staff were also encouraged to car-share.

Feedback collected after the event indicated that this event was highly successful, contributing to staff connection, organisational identity formation, and an improved understanding of shared priorities across the new authority.

‘In Conversation’ session on workforce challenges: Powys County Council and Kent County Council

Presentation summary

This session brought together Powys County Council and Commercial Services Group (CSG), wholly owned by Kent County Council, to discuss workforce challenges facing local authorities and the different approaches each organisation is taking to address these.

Powys County Council outlined how it is developing a structured approach to workforce planning and people strategy. CSG described how joint venture recruitment models can support councils to stabilise contingent labour costs and retain value within the public sector.

Project approaches

Powys County Council: Workforce planning and people strategy

Powys County Council is developing a workforce planning framework to help the organisation prepare for changing skills needs, recruitment challenges, and demographic shifts in its workforce. Key strands include:

• People Risk Reports and age profiling to identify workforce risks across services
• succession planning, including leadership readiness and development pathways
• graduate placements and extended work experience to support future talent pipelines
• digital and project management training to prepare for changing service delivery models.

The council has also signed the Age-Friendly Employer Pledge, recognising the contribution of older workers and designing approaches that reflect workforce needs at different career stages.

Commercial Services Group, wholly owned by Kent County Council: Recruitment Joint Ventures

CSG described its joint venture recruitment model, offering councils an insourced approach to contingent workforce supply. Under this model, councils co-own a recruitment agency operation with CSG, sharing risk and reward. Benefits described included:

• reduced external agency margins
• local employment and skills development opportunities
• the retention of surpluses within the public sector.

CSG reported that the model has returned over £4 million to council shareholders to date, with a further £4.4 million projected over the next five years. Recognition has included sector awards such as the PPMA Best Partnership/Collaboration Gold Award for Connect2Luton.