Finalists

Oswestry Town Council's (OTC) mission is Building a Better Community Together. The council achieves this through partnership panels addressing key priorities, including youth, community policing, the climate emergency and the local economy. These panels bring together statutory agencies, environmental champions, youth workers, community groups, and business leaders to collaborate on shared goals.

OTC has delivered a wide range of projects through this collaborative approach. Notable achievements include securing Heritage Lottery funding to restore a Grade I listed building and achieving gold status for the Oswestry in Bloom partnership. Community events such as the balloon carnival and food festival attract visitors from across the region, showcasing the impact of partnership working.

The council's corporate plan drives measurable outcomes: a Heritage Action Zone delivering 16 shopfront makeovers; four long-term vacant shops brought back into use; free Saturday bus travel; 17,000 trees planted; the community youth centre saved; Llwyd Mansion rescued; securing £700,000 in external funding for local projects; national recognition for Oswestry Archives for its conservation and accessibility work; progress on devolution discussions; utility bill savings reinvested into frontline services; and enhanced youth support through clubs, a youth forum and wellbeing initiatives. OTC also maintains parks, allotments, a cemetery, markets, car parks, streetlights and public toilets, while supporting tourism initiatives and hosting events that bring people together.

Communication is delivered through a fully accessible website, community meetings, forums, market stalls, local meet-ups, open council meetings, public consultations, newsletters, social media, the annual report and widely distributed service and event materials.

The council drives innovation through partnerships with groups such as the Sports Forum and Community First Responders and leads on climate and biodiversity initiatives, including EV charging points, solar power, sustainable planting, LED lighting and free bus travel.

OTC's achievements include White Ribbon accreditation, Cyber Essentials certification, market awards, external funding for local projects, Local Council Award Scheme participation and delivering a service level agreement for a national organisation. These successes are supported by strong governance and dedicated councillors and staff committed. In 2025, all OTC elections were contested, with 13 new councillors elected, a clear sign of active local democracy.

Saffron Walden Town Council (SWTC) prioritises collaborative relationships through formal and informal mechanisms. The council meets fortnightly with Uttlesford District Council to consider short- and long-term planning implications, collaborates on community events such as World Bike Day, climate change initiatives and pop-up markets funded through shared prosperity funding. The council works with the Business Improvement District on economic development activities, including the Spring into Walden market.

SWTC partners with local charities Enterprise East and UCAN to manage the Jubilee Hub Partnership, delivering free daily community activities. A service level agreement with Saffron Hall fosters a supportive relationship, sponsoring arts, culture and heritage, while Saffron Hall, in return, supports SWTC activities. SWTC also supports Saffron Screen, a community cinema using free hall hire from the council to show films locally.

The council re-opened a derelict community centre, forming a partnership with Uttlesford Community Action Network (CVSU) and Enterprise East CIC (supporting people with mental health issues or disabilities). The partnership shares costs, experience and competencies, providing a free, inclusive, resident-designed programme of activities.

SWTC provides grants supporting grassroots projects focusing on young people and holds NALC Quality Gold accreditation. Staff development is a priority: in 2023, the clerk earned a first-class degree in Community Governance, with the deputy clerk now undertaking similar training. Councillors receive governance, finance, and planning training, and SWTC is actively preparing for local government reorganisation, safeguarding assets and progressing service transfers.

Community engagement is central, with consultations, open council meetings, surveys, social media, leaflets, an email directory for hard-to-reach groups and town-centre offices open six days a week. The council’s Beach on the Common initiative secured £5,400 from the National Lottery Awards for All Grant following resident consultation.

SWTC has reduced reliance on the precept, with a 300% increase in additional generated income since 2015 through private venue hires, weddings, cemetery adoption, increased sales and tourism packages, award-winning market and partnerships. In 2022, the council purchased a derelict banking hall, now generating over £80,000 annually via retail and residential lettings while providing town-centre office space.

Through strategic partnerships, community engagement, service innovation, and sustainable revenue generation, SWTC delivers inclusive, high-quality services while enhancing Saffron Walden’s cultural, social, and economic life.

Through its Empowering Nature Protecting Saxmundham initiative, Saxmundham Town Council (STC) has built strong partnerships with neighbouring parish and town councils, East Suffolk Council, Suffolk County Council, the National Grid, local MPs, environmental charities such as RSPB, SWT, and CPRE and creative partners including the Local Storytelling Exchange.

STC engaged these partners through a community consultation and collaborative discussions to develop a mutually beneficial proposal. By acting as a constructive partner, the council gained broad support to mitigate potential energy infrastructure impacts, enhance environmental outcomes and protect the town’s reputation. Transparent communication and ongoing liaison communication have built trust and shared ownership, showing how strategic and respectful cooperation can deliver lasting community and environmental benefits.

The initiative aims to expand local services through new accessible green spaces, community orchards and allotments, a riverside boardwalk and a nature trail. These will improve health and wellbeing, support local food growing, and encourage environmental education and outdoor activity. Future plans include water harvesting to manage flood risk, restoration of the historic Great Wood and wildlife-friendly features such as hedgerows, ponds, and pollinator habitats. Community funds will help residents install bat boxes, ponds, water butts and hedgehog highways, enabling town-wide involvement. Training and green job opportunities will empower local people to help manage and maintain these spaces.

By embedding climate resilience beyond statutory biodiversity net gain, STC aims to work in partnership with energy developers and local authorities to deliver a transformational package of services that strengthens community pride, enhances local identity and creates a greener, healthier Saxmundham.

Community engagement has been central throughout. A comprehensive community survey invited views on the vision, and the council adapted proposals in response, clarifying opposition to converter stations while pursuing the best outcomes for the area, refining language and removing images that raised concerns. Public debate at the annual town meeting encouraged open discussion, supported by ongoing updates via the council’s energy projects webpage.

Rather than simply objecting to imposed energy infrastructure, STC reframed the discussion to ask what Saxmundham could gain. Through collaboration with residents, environmental charities and creative partners, the council developed a hopeful, nature-centred proposal that prioritises ecosystems and biodiversity to secure meaningful community benefits, demonstrating that small councils can provide bold leadership and influence large-scale projects.

Stratton St Margaret Parish Council (SSMPC) has demonstrated exceptional commitment to collaboration and community engagement. Its community safety group brings together key stakeholders, including the police, local schools, the fire service, the borough council, and councillors, ensuring a multi-agency approach to address local issues.

The council has built strong partnerships with charities, schools, businesses, and other councils, pooling resources to enhance service delivery. These collaborative efforts underpin initiatives such as the community pantry and new youth services, ensuring sustainability and maximum impact for all local residents.

Due to challenges at Swindon Borough Council, SSMPC took proactive steps to assume responsibility for services previously at risk, such as residential road sweeping, demonstrating the council’s responsiveness and capacity to cooperate effectively with larger governing bodies.

SSMPC has significantly expanded its service provision, particularly in the areas of youth engagement and community welfare. The council's community pantry offers free groceries twice a week, while youth and children’s services include free breakfast clubs, toddler groups and specialist support for bereaved children and those in care. Facilities such as the Beechcroft Library and BrewBook Café provide spaces for learning, social interaction, and events. For older residents, initiatives such as bingo sessions and book clubs help reduce social isolation. The council manages a £25,000 annual grant scheme, two allotment sites with 151 tenants and functions as a burial authority. Recent community-led projects include a skate park and dog park, reflecting resident input and engagement.

Open, two-way communication with residents underpins all council activity. Consultations and feedback shape services and policies, from youth programming to infrastructure improvements, such as a new bus service that links the entire parish. Heritage and community identity are celebrated through projects like the Blue Plaque scheme, connecting residents with local history.

The council balances expanding services with strong financial governance, freezing the precept for six consecutive years and delivering the 2021-2026 Corporate and Strategic Plan two years ahead of schedule. Forward-thinking initiatives include expanded tree planting and green initiatives, strengthened youth engagement and a Blue Plaque scheme.

Through transparent governance, strategic vision, and a resident-first ethos, SSMPC combines innovation with collaboration. Its achievements, from enhanced services and infrastructure to community pride initiatives, have earned it the Local Council Award Scheme Gold Award, recognising excellence in engagement, governance, and service delivery.

Ware Town Council has a strong record of delivering community-focused projects, supporting local groups, and promoting sustainable growth. Last year, it awarded £105,000 in grants to 51 organisations, provided permanent space for Men's Shed and foodbank services and hosted weekly Citizens Advice sessions. The council also supported the opening of the Always Bee You pop-up café.

To safeguard community assets, the council took over the Southern Maltings Arts Centre lease and pledged £240,000 to keep Ware’s only indoor pool open. The £2.5 million Lido renovation now offers updated pools, changing facilities, studio space and year-round cold-water swimming. Public toilets were refurbished at a cost of £150,000, partly funded by East Herts District Council and the Shared Prosperity Fund. A new Sunday Market, launched in 2023, has attracted around 16,000 visitors.

Collaboration and community engagement are central to the council’s work. The clerk chairs quarterly meetings with district council leaders, supporting partnership working and local government reorganisation. The council is a founding member of the Community Rail Partnership and active in the Community Safety Partnership, hosting the annual Police Community Day with 4,000 attendees. Staff and councillors also represent the council on multiple local groups, charities, and cultural initiatives.

The council actively seeks resident input to shape community projects. This year's in-person consultations covered the Lido refurbishment and Christmas lights. Councillors hold monthly market surgeries, and a survey gathered ideas for the new Ware Shares rental service. Social media engagement reached 29,000 followers with 1.8 million views. Monthly e-newsletters reach 1,000 subscribers, the Lido newsletter 5,000, and the annual report 9,000 homes and businesses.

Using a You Said, We Did approach, the council delivers free events including a film festival, school holiday activities, summer concerts, a food festival, and Ware Festival month. Sustainability measures include solar panels, net-zero energy buildings and £20,000 for local groups for carbon-reducing projects. Additional services include a tool and equipment hire, energy advice stalls, interactive theatre in schools to promote walking and a free public wellness programme with workshops such as breathwork, laughter yoga and youth fitness.

Ware Town Council also prioritises organisational development, offering agile working, volunteering opportunities for staff, while councillor allowances and training support diversity and inclusion. Through strategic leadership, partnerships and community engagement, the council delivers services and initiatives that enhance social cohesion, promote wellbeing, and foster pride in Ware.

Cllr Jonathan Dryland, elected in 2024, has quickly made a significant impact in Woodmancote, a village of 250 residents, by ensuring the community is informed, involved and empowered to shape local decisions. He led a small working group to refurbish the village’s only community facility, a neglected 50-year-old playpark, securing a 999-year lease from the landowner and creating a lasting recreational green space. The park has been transformed into a vibrant, multi-generational hub, hosting events such as village fetes and Easter egg hunts, and was recently recognised with a CPRE Gloucestershire Award for its inclusive, multi-use design.

Cllr Dryland personally consulted with every resident and launched a village WhatsApp group and regular e-newsletters to keep people informed and encourage input. These initiatives strengthened local connections and fostered a genuine sense of community. Working alongside the volunteer project lead, he developed a clear vision, comprehensive project plan, detailed budget and fundraising strategy, and communications plan, helping raise £70,000 for the park’s transformation.

He maintains open lines of communication through face-to-face conversations, e-newsletters, and the village noticeboard, ensuring every voice is heard. By collaborating with local groups and fellow councillors, he engages a broad cross-section of the village, including those who might otherwise feel excluded.

Cllr Dryland's commitment to transparency, accessibility, and community engagement has built trust and a sense of ownership among residents. His leadership has inspired regular litter picks, the installation of flower planters and upcoming dog waste bins, and a growing calendar of village events. Through these achievements, he has revitalised Woodmancote’s civic life, strengthened community pride, and demonstrated how proactive, inclusive local governance can transform a village.

By combining hands-on project management with strategic oversight and genuine engagement, Cllr Dryland ensures that initiatives are both effective and reflective of residents’ priorities. His approach has created a model for small-community leadership, showing that even in a small parish, councillors can deliver tangible, lasting improvements while fostering an empowered, connected, and resilient community.

As chair of Norton Juxta Kempsey Parish Council and the parish hall trustees, Cllr Kevin Fincher has been instrumental in enhancing local services and facilities. He led the £500,000 modernisation of the parish hall, overseeing renovations that included the installation of solar panels and electric vehicle charging points, significantly reducing running costs and the building’s carbon footprint.

Under his leadership, the council has delivered significant health and wellbeing improvements. A new community defibrillator was installed with funding from a county council grant. He also led the green spaces working group, securing over £100,000 in external funding to boost biodiversity and create a new open-air gym, providing a significant recreational facility without increasing the precept.

Cllr Fincher is recognised for championing open and inclusive council leadership. He ensures every meeting begins with a public session, giving residents a direct voice, and fosters collaboration among councillors. The council has implemented a multi-channel communication strategy through its website, a growing Facebook page and email and print newsletters, boosting engagement. For example, a poll on street lighting, for example, attracted 138 responses and was used to lobby authorities.

Beyond meetings, Cllr Fincher has overseen the Norton Connector community bus, improving rural accessibility, and is exploring a Men in Sheds initiative to create inclusive community spaces. Through his vision, the council has modernised key assets, delivered tangible health and recreational benefits and strengthened local democracy, all while minimising the financial burden on residents.

Cllr Lesley Hill has significantly improved local services through strong leadership and an unwavering commitment to the community. She guided the council through the challenges of the Sizewell construction, securing long-term benefits for the town through the deed of obligation. This includes the development of the traffic and transport strategy and the cycling and walking strategy, both of which are now progressing.

Cllr Hill has championed initiatives such as the King George's Avenue Community Orchard, litter-picking drives, green space improvements, a new pedestrian crossing, and the Live Well Hub Leiston, supporting residents' health and wellbeing. In addition, she has independently chaired the Leiston Place Board, which is developing a new Market Square and led the D-Day 80 commemorations at Sizewell Beach.

During the initial construction phase of Sizewell C, Europe's largest construction project, Cllr Hill has maintained an independent voice, balancing differing community views while keeping the council focused and effective. Internally has supported staff through rising workloads, encouraging efficient working practices and fostering a calm, collaborative environment that strengthens teamwork and morale.

Cllr Hill actively engages with the public through community meetings, coffee mornings, and events, creating informal opportunities for dialogue. Known for her approachable and responsive style, she shares updates and seeks input on key issues, including Sizewell C and neighbourhood planning. Her openness has helped residents voice concerns directly and strengthened the council’s role in holding Sizewell C to account. Her statement, The Leiston Perspective, was presented at the International Conference for Nuclear Power Projects in May 2025.

Cllr Hill has overseen the launch of a new council website and revitalised the annual town meeting, significantly boosting interest and engagement. Through transparency, inclusive consultation, and a genuine commitment to listening, Cllr Hill has built lasting confidence in local governance, strengthened collaboration, and ensured the community’s voice remains central to decision-making.

Cllr Alex Volkers has devoted exceptional time and energy to initiating and sustaining impactful community projects. She championed a low-cost counselling service, now sponsored by the council, giving residents affordable access to mental health support. She liaised closely with the service provider, ensuring council concerns were addressed, costs were justified, and robust reporting was in place, demonstrating her commitment to the community.

Cllr Volkers was instrumental in establishing the council’s newsletter, which is distributed to every household. She personally hand-delivered copies to addresses beyond the delivery company's reach, ensuring all residents were included. The newsletter includes a comprehensive contact toolkit, offering multiple ways for residents to reach the council and individual councillors. She also manages the monthly councillor’s corner column in a local magazine, sourcing and often writing the articles herself. Additionally, she strongly supported the expansion of the council’s social media presence and assisted with copywriting for the new council website. Her efforts have significantly increased community engagement, with more residents contacting the council with questions, requests, and ideas.

Cllr Volkers works tirelessly to ensure all community voices are heard, not just those who regularly engage. She established and manages the council's stall at the monthly parish market, personally staffing it alongside volunteers. This provides residents with direct access to councillors, ensuring their concerns are considered in council decisions. The stall also promotes local initiatives such as the community fridge and recruits volunteers for parish schemes.

Throughout her tenure, Cllr Volkers has strengthened connections between residents and local government, ensuring the council is genuinely representative of the parish. Her proactive approach combines hands-on involvement with strategic advocacy, from public engagement to supporting mental health services. Through her leadership, the council has become more accessible, responsive, and closely aligned with the community’s needs.

Cllr Peter Wagg is a dedicated and approachable councillor whose commitment to the community is evident in everything he does. When the playgrounds in Nazeing needed refurbishing, he identified the UK Shared Prosperity Fund and successfully secured a £90,000 grant for Nazeing Parish Council. He then organised and led a working group to develop plans, manage the procurement process and finalise designs. His exemplary negotiating skills delivered two fully refurbished playgrounds with inclusive play equipment, alongside an outdoor gym for adults featuring ten pieces of apparatus. Both facilities are now widely used.

Cllr Wagg leads with integrity and collaboration, always prioritising residents' needs. After engaging with a local differently abled football community, he ensured the council unanimously supported his proposal for a suitable, free-to-use playing space.

Rarely missing a meeting, he excels at explaining complex details in clear, accessible language and consistently provides opportunities for public input. His extraordinary energy and dedication were evident even during cancer treatment, attending meetings from the hospital to ensure the council remained quorate.

Cllr Wagg is also the driving force behind Nazeing's new community hall and council office project. He developed a consultation framework for staff and councillors, produced outline proposals that clearly separated essential requirements from desirable but unaffordable options and then brought together a working group of local professionals. Their designs and plans have now been submitted to Epping Forest District Council.

Well known across Nazeing, Cllr Wagg maintains strong relationships with local organisations, district and county councillors, highways teams, and community groups. Through regular engagement, he ensures residents' voices are heard and acted upon, fostering trust and reinforcing the council’s role as a responsive, community-focused body.

Cllr Caitlin Brennan began her journey in local government as a member of the youth council Keynsham Now. She is a positive role model, mentoring young people and leading initiatives to ensure their views are heard and acted upon.

Cllr Brennan is committed to public safety and lifesaving initiatives. Just three weeks after a town council CPR and defibrillator training initiative, she was first on the scene when a member of the public collapsed, performing CPR until the emergency services arrived, a quick response that saved the man's life. Recognising gaps in defibrillator coverage, she launched fundraising initiatives, including mountain climbs and cycle rides, securing funds to install a defibrillator in a vulnerable residential area.

She is also a dedicated director of Keynsham Music Festival, one of the UK's largest free music festivals. This much-loved fixture brings the community together and is a highlight of the local calendar.

Cllr Brennan has inspired other young councillors, showing that age is no barrier to impact in local government. Her fresh thinking, energy and leadership inspire peers and senior councillors. She actively promotes environmental responsibility, using social media to encourage conscious giving to charity shops and supporting town council sustainability initiatives. As manager of a local charity shop and an employee of the local authority's recycling shop, she has led projects tackling recycling, sustainability, and environmental issues. Her passion for environmental preservation has seen her support the council’s Re-Loved charity fashion shows.

Through her work, Cllr Brennan has become a well-known and respected member of the community. She continues to champion inclusion, represent young people, and bring fresh ideas and energy to local government. She is currently supporting the youth council in conducting a public consultation to help preserve a much-loved play park, further demonstrating her commitment to empowering residents and protecting community assets.

Cllr Luke Maunsell has led numerous initiatives to support residents and strengthen the community. He successfully lobbied Bradford Council to restore the WW2 memorial stones in Holden Park and secure a dropped kerb in the village, improving access for disabled residents.

He maintains free dog bag dispensers, installed a new stone village sign, helped expand the local village hall and played a key role in installing new Christmas lights. He regularly organises litter picks, clears leaves and trims overgrown greenery, ensuring public spaces are safe and welcoming.

As chair of HR, Cllr Maunsell supports staff by responding promptly, fairly and professionally to complex issues. He maintains strong two-way communication with the community through in-person engagement, Facebook updates, hand-delivered newsletters and surveys with prepaid envelopes to encourage responses, ensuring residents' voices are heard.

Cllr Maunsell supports local groups such as the Scouts, helped launch the new Christmas lights group and assisted the community in taking over management of the local community centre. As mayor, he undertook a sponsored walk along the Liverpool and Leeds canal to raise funds for his chosen charities. Projects are adapted in response to residents' feedback, ensuring outcomes reflect local priorities.

He led a parish poll demonstrating strong opposition to Bradford Council’s proposal for a health and wellbeing hub on valued green space, helping to influence council policy. He also oversaw the Racemoor Lane grass verge project, with careful attention to resident concerns. After consulting with over 30 local residents, plans were revised to remove a controversial bench and instead include wildlife-friendly features such as hedgehog homes and bat boxes, implemented in partnership with the council.

Each year, Cllr Maunsell funds and hand-delivers a newsletter to every household in his ward, sharing updates and promoting events such as the Christmas Fayre and village gala. Every four years, he leads the Oakworth Community Survey, using the results to guide local projects. Following the 2023 survey, he used his council budget to create a free mini library inside the local Co-op. He regularly updates residents via the Oakworth Community Hub Facebook page and informs them about planning applications.

Cllr Maunsell also campaigned successfully for a speed indication device in response to speeding complaints and leads volunteer litter picking and leaf clearing teams, supporting Operation Oakworth, fostering a cleaner, safer and more connected community.

Cllr Connor Mulhall is a proactive and dedicated councillor who has led major initiatives benefiting Wetherby. He acted as council lead on a planning application for over 1,000 new homes. His focus was on ensuring the development met residents' needs, including improved transport links, alignment with the neighbourhood plan and environmentally friendly solutions. He chaired multiple meetings and worked with the developer and local community groups, resulting in the inclusion of a community heating hub, solar panels and an incredible edible scheme. The development was subsequently voted Plan of the Year by the Royal Town Planning Institute.

In 2023, residents highlighted that council communications did not clearly state the council's roles and responsibilities. In response, Cllr Mulhall co-created the communications committee, which he has chaired since its inception. He helped develop a communications strategy, built a new accessible website, delivered budget bulletins to every household, introduced councillor surgeries and shared a who does what graphic across all platforms to help residents contact the right council the first time. These initiatives have strengthened two-way engagement, increased social media reach and boosted resident confidence in the council's support.

Cllr Mulhall also chaired the organisation of the VE75 weekend celebrations in 2020, coordinating with local groups, Leeds City Council, stakeholders, and suppliers. Despite COVID-19 delays, communication challenges and financial risks, he safeguarded deposits, managed agreements and repurposed celebrations for the 2022 Platinum Jubilee, delivering over 20 successful events, including a Proms in the Park finale attended by more than 3,000 people.

As chair of the property committee, Cllr Mulhall oversaw the redesign of Sandringham Park playground. He worked with the clerk and facilities officer to launch a public consultation, encouraged community voting on designs and features and secured funding from partners, including Leeds City Council. The upgraded play area, officially opened with Cllr Mulhall as mayor, reflects parishioner preferences and incorporates safer-by-design principles to reduce anti-social behaviour, while creating an inclusive space for all.

Since becoming a councillor, Cllr Alex Rowe has been an active and committed presence in parish life. He revived the village fete, which had ceased during the pandemic, and has ensured its successful running for the past three years. Cllr Rowe has led this initiative from start to finish, organising meetings, securing sponsorship, recruiting volunteers to run stalls, host shows, and bake and taking a hands-on role during the event, including helping with the clear-up afterwards.

Cllr Rowe recently secured a £14,000 grant from Devon County Council to support the village hall. With this funding, he oversaw the installation of solar panels, low-voltage lighting, double glazing, and a new cooker, significantly improving the hall’s sustainability and functionality.

He has taken a proactive role in flood prevention, assisting the district council with installing depth gauges to aid motorists and directing the lengthsman to unblock drains and gullies using his local knowledge. Beyond this, he personally maintains and repairs the church clock and carries out repairs to playground equipment.

Cllr Rowe established a new safe walking route and wildflower meadow by liaising with the district council’s grounds team to lay a path and reseed the area with wildflowers, enhancing safety and biodiversity. He has also led efforts to improve the parish’s broadband, liaising with four providers and the county council, with progress now underway through a small local provider.

Cllr Rowe runs the parish WhatsApp group, encouraging residents to join and attend the weekly community meal. As deputy chair of the parish council, he conducts meetings competently and confidently in the chair’s absence and maintains strong relationships with district and county councillors, local police, the estate manager and the constituency MP.

As one of the younger councillors, Cllr Rowe is highly effective at engaging people of all ages and canvassing ideas. Known for his can-do attitude and approachability, he balances respect for both traditional and new perspectives while remaining apolitical. His effectiveness stems from personal knowledge of parish members and regular contact with residents, consistently encouraging attendance at parish council meetings and fostering open communication throughout the community.

Since becoming a councillor in 2021, Cllr Alex Wagner has focused on delivering practical, visible improvements for residents. He established the volunteer Stepping Up Team, clearing overgrown footpaths to improve safety and accessibility for walkers, schoolchildren, and older residents. These works have restored important routes, encouraged active travel, and demonstrated that the council listens and responds.

When launching the Stepping Up Team, Cllr Wagner worked with officers to streamline risk assessments, enlisted local businesses for equipment loans and mapped priority sites with input from residents. The tangible results - safe, clear footpaths, quickly built momentum, attracting more volunteers and expanding the project’s reach. His persistence turned a potentially slow-moving council task into a nimble, community-powered programme.

Cllr Wagner has also influenced council policy that prioritises local contractors for maintenance to keep investment in the community, while ensuring faster, more accountable service delivery. This combination of hands-on action and strategic influence has delivered cleaner, safer public spaces, greater local pride and a council that is visibly working for its residents.

As mayor, Cllr Wagner maintains a high community profile, attending local events, walking neighbourhoods and engaging directly with residents. He uses social media to share updates, invite feedback and report back on outcomes. He has personally written to every parish council in Shropshire, acknowledging past shortcomings and proposing a new era of partnership, building trust and encouraging constructive dialogue.

The response from the community has been positive: attendance at public meetings has increased, residents have volunteered for initiatives such as the Stepping Up Team, and community feedback has become solution-focused. Cllr Wagner's approach emphasises listening, acting, and reporting back, creating a genuine conversation between council and community.

Cllr Wagner has championed the role of parish and town councils, attending the Shropshire Association of Local Councils' Shropshire Together Conference to call for greater involvement in shaping county-wide policy. He promotes local spending and encourages collaboration between parishes and ensures that harder-to-reach groups, such as younger residents and those in rural areas, are heard. By fostering trust and showing that input leads to action, Cllr Wagner has helped shift participation from occasional consultation to ongoing, shared decision-making.

In 2021, Corsham Town Council (CTC) declared a climate and ecological emergency and made a sustainable environment one of the three pillars of their strategic plan. Environmental goals are now embedded in the Corsham Neighbourhood Plan, supported by a 50-point climate action plan (CAP) and a biodiversity action plan (BAP). The CAP sets out CTC's pathway to becoming a net-zero organisation by 2030 and how the council will strengthen local climate resilience. The BAP drives ten key biodiversity objectives. All of these, along with the council’s environmental and sustainable procurement policies, are available on the council's website.

CTC has delivered over 40 volunteer sessions to support the biodiversity action plan, with the community contributing over 500 hours of support to plant four orchards, create a wildlife pond, establish five hedgerows, grow wildflower plug plants and build dead hedges and bug hotels. These activities have strengthened local biodiversity while building community wellbeing, engagement, and business links.

Active travel and sustainable transport are also priorities. The council's active travel group organised a family bike ride with over 50 participants, while the council's community bus action group secured an extension to the town bus service to include Saturday afternoons. CTC also hosts an annual community eco fair to help communicate and encourage local climate action.

CTC runs a volunteer flood warden scheme, working with volunteers to identify and mitigate flood risks and deliver flood response plans. The council is also exploring the use of churches and community centres as safe shelters during extreme weather.

Partnership working is extensive. Local businesses, including the Ministry of Defence, Regency Laundry, CMS Group and Babcock International, regularly support the council's BAP activities. CTC also collaborates with Cubs, Scouts, the Memory Shed and local schools on wildflower planting, habitat creation and wider environmental education. Significant community projects include building over 50 bird and bat boxes and commissioning a large Corsham-themed bug hotel for the church grounds. The council also hosted a community energy workshop and delivers climate presentations to local organisations. Through practical action, engagement, and strong partnerships, CTC is driving meaningful environmental and community benefits across Corsham.

In July 2019, Felixstowe Town Council (FTC) declared a climate emergency, forming a working group and embedding climate considerations across all operations. This led to the development of a comprehensive action plan, with the goal of achieving carbon neutrality by 2030. Measures in it include adopting a single-use plastic policy, switching to 100% renewable energy, and upgrading the town hall with LED lighting, insulation and low-transmittance glazing.

The council contributed to the Suffolk Cycling and Walking Strategy, launched an anti-vehicle idling campaign via its youth forum, promoted cycling to work and introduced greywater irrigation for floral displays to reduce water use.

Environmental impacts are routinely considered by the Planning and Environment Committee when responding to development proposals. Grant funding has enabled the installation of solar panels, battery storage and an air-source heat pump at Walton Community Hall, cutting running costs and reducing reliance on fossil fuels.

The council places strong emphasis on community involvement. Since 2022, the FTC has planted over 100 trees and, in partnership with Felixstowe BID, replaced town centre planters with locally sourced wooden alternatives and resilient birch trees. Grants have supported initiatives such as Edible Felixstowe's shared fruit and vegetable gardens and the Lions Club’s wildlife habitat projects in local schools. Gardening vouchers distributed through the youth forum, together with the long-running Felixstowe in Flower competition (celebrating its 40th year in 2025), encourage residents, schools and businesses to adopt sustainable planting. FTC's grounds team leads by example, operating a branded zero-emissions electric vehicle and using rechargeable, battery-powered tools.

As a coastal town vulnerable to flooding and extreme weather, FTC has prioritised resilience planning. The council developed a comprehensive Community Emergency Plan (CEP) to coordinate residents, volunteers and resources in advance of incidents such as flooding, snow or fire. Working closely with East Suffolk Council’s emergency planning officer, community groups and local volunteers, the plan identifies key assets including vehicles, evacuation centres and trained responders. It sets clear activation procedures and is regularly reviewed to reflect emerging risks.

Public awareness is promoted through the council's website, social media, and community networks, ensuring residents know how to respond. Exercises and flood awareness initiatives have enhanced local readiness, with volunteers already engaged in trial activations. The CEP provides a strategic, community-led framework which increases confidence, strengthens resilience, and ensures Felixstowe is better prepared for the climate impacts it faces.

Henley Town Council (HTC) declared a climate and nature emergency, making it a top priority in their strategic plan. Using the general power of competence, the council's objectives include achieving Net Zero by 2030, decarbonising its estate, tree planting, a repair café, car club, ecology management plans, river water quality improvements and community engagement. To deliver these aims, HTC has employed a climate officer, a biodiversity officer and a conservation warden.

HTC leads by example, installing LED sport pitch floodlighting, air-source heat pumps, two solar arrays, EV charging points, an electric bus service and replacing diesel with HVO. A nature-positive weed management strategy and mowing regime is applied across six council-owned sites, supported by biodiversity-enhancing management plans. The Henley and Harpsden Neighbourhood Plan requires all developments to consider the impact on air quality, biodiversity, trees, watercourses and local green spaces.

Community engagement is central. The Home Energy Efficiency project, led by HTC's Climate and Nature Emergency Advisory Working Group, targets residential energy use, starting with EPC database analysis and outreach to eligible households under the Great British Insulation Scheme. Activities included door-to-door engagement and a February 2025 energy show with 18 exhibitors. Recognising rental properties and SMEs as harder-to-reach sectors, HTC is planning a landlords’ event in Autumn 2025, in partnership with local housing associations and the National Landlord Association.

Adaptation is also critical. The Rivers Working Group, alongside community group HoTwater, established a real-time E. coli monitoring system, with live updates on HTC's website.

HTC, working with Greener Henley, achieved Bee Friendly Town Status, with 40-plus bee-friendly areas. The council also has two community orchards, a policy of replacing each fallen tree with two community-planted native hedgerows and nature-positive hedgerow management. A more detailed tree strategy is being developed this Autumn.

The council's Climate and Nature Community Engagement Strategy promotes proactive, consistent collaboration with local organisations, including an ambition to support more than 30 groups. Financial and practical support has already helped deliver pollinator-friendly planting at Henley College, establish a new Repair Café, create a churchyard wildlife haven and set up school nature clubs. Support for YMCA-led initiatives is enabling a biodiverse sensory walkway and the development of a community orchard and vegetable patch.

The council also works with Greener Henley, partnering on fortnightly nature sessions, Great Big Green Week events, business engagement, and strategic support.

Petersfield Town Council (PTC) has taken a progressive approach to climate and environmental action. In 2020, the council adopted a Climate Emergency Strategy, followed by a detailed Climate Action Plan (CAP) and, in 2024, a greener Working and Procurement Policy. The CES was later expanded to cover the entire town, becoming the Climate and Environment Strategy. In 2025, PTC produced a Community Emergency and Resilience Plan, outlining how the council, volunteers and partner organisations will respond to severe weather, power outages and other emergencies and identifying key resources and the use of council buildings as safe shelters.

A dedicated climate projects officer, appointed in 2023, has carried out energy audits and developed carbon reduction plans for council buildings. PTC has signed the pollinator pledge, installed bug hotels and educational signage and provided regular climate reports to full council meetings, while advising committees on CAP priorities. A recently appointed town ranger leads nature recovery, climate-adaptation and community projects across council green spaces.

PTC helped establish and part-fund Petersfield Climate Action Network (PeCAN), which supports carbon reduction, nature protection and climate resilience. The Tree Planting Working Group (TPWG), comprising councillors, residents, and the climate projects officer, has delivered a free front garden tree scheme, adding nearly 100 trees to the town and supported PeCAN’s Tree Festival, offering subsidised fruit trees and advice on planting and pruning. Working with the Tree Council, TPWG has organised corporate and community planting days, resulting in more than 1,349 trees and hedgerow whips being planted so far.

Every two years, PTC and PeCAN host the EcoFair on council land, attracting around 1,500 visitors and showcasing local climate and biodiversity and sustainable-living initiatives. Seasonal CARRR boot sales further promote reuse, recycling and reduced personal carbon footprints.

PTC manages The Heath, including its pond, with support from the Friends of Petersfield Heath and volunteer water bailiffs, investing in aeration equipment to reduce algal blooms. The council is also partnering with East Hampshire District Council and the Western Sussex Rivers Trust on the Rotherlands Project to improve biodiversity, water quality, and public access to a local nature reserve.

Through its strategic plans, dedicated staffing, community partnerships and practical climate and nature projects, PTC is strengthening biodiversity, improving resilience and creating accessible, climate-adapted green spaces for the whole community.

Climate action is central to Portishead Town Council's (PTC) neighbourhood plan, which is aligned with the UN's 17 Sustainable Development Goals. Councillors are also active in local climate groups, including Plastic Free Portishead, Fair Trade Portishead, Friends of Portbury Wharf, Turn-the-Tide, and the Avon Wildlife Trust.

PTC established a Climate Working Group of officers and councillors and, in June 2025, adopted an Environment Policy, committing officer time, funding, and climate-focused decision-making across all council activities. Priorities include tackling climate change, promoting sustainable travel, reducing pesticide use, managing flooding and boosting biodiversity. Green tariff energy powers council halls and a 2024/25 refurbishment installed LED lighting, smart thermostats, destratification fans and energy efficient boilers. Within the council, staff now use the Ecosia search engine and ensure all office waste is recycled.

Community engagement helps shape PTC's climate actions. The December 2024 Energy Expo, attended by 190 residents, captured local priorities such as recycling and biodiversity. Stallholders and the council shared energy-saving tips, grant information, and sustainable technologies, with the chair presenting personal experiences with an e-car, heat pump, and solar panels. PTC supports local green businesses, funds projects like Willow Gardens’ birch tree and bluebell planting, and supports clothes swaps, saving an estimated 5,733kg of CO₂ and water. A community weeding scheme keeps roads pesticide-free and offers support for others to replicate it.

PTC also promotes sustainable transport. Councillors contribute to the NSC Cycle Forum and support bus improvements, co-fund a junior parkrun (launched in 2025), and help establish a walking bus to St Joseph's Primary School. The council backs the Portishead–Bristol railway (opening 2028) and opposes Bristol Airport expansion via the parish council group.

Flood preparedness is a key priority. PTC regularly reports obstructed drains, provides flood guidance on its website, and is developing a local emergency plan complementing North Somerset Council's approach. The council has purchased Brackenwood to protect it from development, enhance carbon capture, and reduce flood risk.

PTC works with experts, including the Centre for Sustainable Energy, and commissioned a local biodiversity study around a key SSSI, demonstrating a holistic approach to climate, biodiversity, and community resilience.

Buckinghamshire and Milton Keynes Association of Local Councils (BMKALC) provide professional support services through a network of partners, accessible to members via an online support form. Alongside this, BMKALC continues to deliver impactful in-person training and workshops, this year focusing on practical skills for council chairs. Recognising a gap in leadership development, BMKALC redesigned its training to support aspiring chairs, covering remit, standing orders, civility and respect, SMART agendas, resources, and ASKE assessments.

Following the May elections, BMKALC ran free super Saturday sessions, reaching 70 new councillors in just 10 days. These inductions equipped participants with essential skills to contribute effectively from their first meeting. The online councillor essentials training has been extended to three weeks, allowing for deeper exploration and practical learning tailored to individual councils.

A bursary scheme supports participation in CiLCA and councillor essentials for councils with limited precepts, while in-person CiLCA training is offered to both BMKALC councils and councils in neighbouring county associations, fostering collaboration and broadening clerks' professional networks.

BMKALC encourages councils to engage in creative, collaborative sessions. For example, a visioning workshop helped a diverse council craft a mission statement and implement shared values. Initiatives included the council’s allotment gardens, introducing initiatives such as engaging the engaging the local Men in Sheds group to build raised allotment beds for older residents, creating shared plots for new gardeners, and donating surplus produce to a community kitchen offering free cooking lessons.

BMKALC communicates widely through its informal weekly View newsletter, circulated to all parish and town councils, principal authority liaison officers, and monitoring officers. Of the four non-member councils in the county, three cited the publication as a key reason for joining, with the fourth agreeing to meet to discuss membership.

The association also hosts parish liaison sessions for Buckinghamshire Council, attends clerks’ forums for both authorities, and is planning a joint day with local SLCC clerks to bring councillors and officers together to explore shared topics. Through these initiatives, BMKALC strengthens governance, builds skills, fosters networks, and encourages councils to implement creative, community-focused projects.

The Gloucestershire Association of Parish and Town Councils (GAPTC) provides timely expert advice and guidance to its member councils in a rapidly evolving governance landscape. GAPTC has strengthened member-facing services, including digital inclusion, supporting smaller councils transitioning to compliant .gov.uk domains and offering free transitions for those with limited resources. Its new website and CRM-integrated portal, featuring an enhanced resource base and ticketing system, logged over 100 cases in the first six months.

In addition to daily email and telephone support, GAPTC delivers council resets, combining mentoring, mediation, and governance training. The association advises county and district councils on the role of parishes in devolution and helps shape emerging neighbourhood governance structures. GAPTC is also supporting the parishing of two large urban areas, with principal authorities seeking early guidance from the association.

In 2024/25, GAPTC delivered 115 training sessions covering national planning policy framework revisions, HR responsibilities, the code of conduct, climate action, and internal audit readiness. Bespoke devolution and local government reorganisation (LGR) training is being developed for delivery from early 2026. Sessions are offered both remotely and in person, including mornings, evenings and on Saturdays, making training accessible to all. Free monthly information-sharing events attract 40-plus councils per session, tackling real-world challenges and promoting best practice.

GAPTC has also launched a peer-reviewed climate and biodiversity toolkit, accessed 355 times in just four months, alongside monthly training and a thermal-imaging camera loan scheme. Member feedback, audit insights, and survey data directly inform development, ensuring councils learn alongside experts and partners.

GAPTC's revised internal audit service offers a thorough governance audit aligned with best practice, requiring clerks to submit documentation digitally in advance. Supported by 14 free drop-in sessions, this approach has significantly reduced time-per-audit and will be shared with other county associations.

Responding to member requests, GAPTC redeveloped its website, introducing bespoke topic-based pages, hosted LGR briefings, represented the sector on climate leadership in Gloucestershire and embedded collaborative communications through council hubs. Best practices are shared via newsletters, social media, and blogs. GAPTC's Annual General Meeting was attended by all seven principal authorities in Gloucestershire for the first time.

Somerset Association of Local Councils (SALC) provides expert support and guidance to its member councils. The council support officer leads on day-to-day advice, while the chief executive advises on Public Works Loan Board applications, devolution of assets and services from Somerset Council and councillor code of conduct issues. SALC also provides robust guidance to Somerset Council officers, including highlighting the need to formally devolve powers to local councils so they can fund highway improvements, regardless of whether they hold General Power of Competence.

This year, SALC implemented CloudyIT's CRM suite to professionalise enquiry handling, delivering unified contact management and enabling ticket assignment. Since June, nearly a thousand advice requests have been successfully resolved. SALC also offers a wide range of training programmes, including clerk essentials (guiding 11 clerks through CiLCA), councillor essentials (covering the code of conduct and practical meeting guidance), AGAR, and sessions on equality, safeguarding, community planning, communications, health and wellbeing, employment, and finance.

At the 2024 Somerset Parishes Conference, SALC led an improving standards workshop with the monitoring officer team and, in July, pioneered a members' AI workshop in partnership with CloudyIT. The association also delivered bespoke full-day training for Somerset Council LCN link officers, enhancing understanding of parish council roles and promoting advocacy for standards, civility, respect and SALC guidance.

SALC's community health and wellbeing programme, commissioned by Somerset Council’s public health team, has delivered over £600,000 in grants to local communities, supporting projects such as council-led youth outreach, capacity-building for community hubs, improvements to green spaces, and even a new bus route, demonstrating the vital role parish and town councils play in helping residents live healthier, happier lives.

The council support officer has revamped SALC's website, creating a comprehensive members-only knowledge hub covering finance, employment, civility and respect, code of conduct, the Local Council Award Scheme, and other guidance. SALC also publishes bi-monthly newsletters, including a dedicated health and wellbeing edition, and ran its first Somerset Parishes Conference in November 2024, organised in partnership with Somerset Council.

The Suffolk Association of Local Councils (SALC) recently introduced SALC Payroll Services, initially designed to reduce administrative burdens, save money, support business continuity and free up council capacity. The service has since evolved to address wider people management issues. Today, over 200 Suffolk councils, representing more than 400 employees, use the service (57% of members), exceeding the original KPI target of 30% adoption. Several out-of-county local councils have also adopted SALC Payroll, reflecting its growing reputation for high-quality advice and guidance.

SALC's Employment Corner is an innovative service where payroll, HR, and development officers collaborate to produce blogs, run workshops, and guide councils on employment and personnel matters. Investment in the web-based BrightPay payroll system has enabled a pilot offering councils online spaces to manage HR and payroll records. In addition, SALC has secured CIPD HR licenses to upskill its team and provide members with white-label products, templates, and live updates.

Through its annual communications plan, SALC identified the need for regular updates to parish and town councils. This is delivered via a bi-monthly e-newsletter and online briefings, alongside weekly news bulletins in three categories—news, events, and vacancies, totalling approximately 900 mailings per week. In 2024/25, general blogs and news attracted over 54,000 views, vacancy blogs 27,000, payroll blogs 11,000, and devolution/local government reorganisation blogs 3,600.

Around 20% of SALC events are free or included as a member benefit, while paid events in 2024/25 attracted over 1,000 delegates. Regular clerk unplugged events have also included welfare calls to new clerks, offering personalised guidance and support.

Through payroll innovation, HR support, and proactive communication, SALC has strengthened council capacity, promoted best practices, and enhanced member confidence in managing both administrative and people-focused responsibilities.

In 2023, the Surrey Association of Local Councils (SALC) appointed a new chair and chief officer to establish a strategic framework for effective delivery across its member councils. As part of this, SALC launched a new website, branding and a communications strategy, including bi-monthly online forums for councillors and clerks, a bi-monthly newsletter and an annual forum attended by 90% of members.

The communications strategy included engagement with all Surrey MPs and monthly meetings with senior officers at Surrey County Council. Since the announcement that Surrey would become a mayoral authority, SALC has been actively engaging with NALC to ensure the sector is well represented, building strong relationships with members, MPs and senior officers.

When it was announced at the end of 2024 that Surrey was to be fast-tracked for devolution, SALC partnered with Mulberry & Co to create a bespoke devolution training course for member councils. Drawing on NALC expertise and that of other counties that had transitioned to unitary status, SALC delivered an online training programme in July 2025, briefing members on devolved service options, best practice and the importance of CiLCA training for clerks. As a result, member councils are fully informed, engaged, and many have already begun negotiations with principal authorities to take on services.

SALC actively promotes best practice across its councils. At last year’s forum, Godalming Town Council’s successful devolution of youth services was highlighted when the NALC chair spoke on devolution. Consultants have also produced guidance explaining the role of parish and town councils to new unitary councillors and officers, showcasing best-practice examples. Engagement with borough councils has increased, with many exploring creating new local councils in unparished areas and the leader and chief executive of Surrey County Council now actively liaise with SALC on neighbourhood area committees.

To build strong relationships, SALC representatives attend as many member council meetings as possible, and the chief officer is accessible Monday to Friday for calls and emails, a level of support highly valued by both members and officers at principal authorities.

As town clerk at Faversham Town Council for the past decade, Louise Bareham has provided clear leadership and strategic direction, enabling the council to achieve the Gold Award twice (in 2019 and 2024) under the Local Council Award Scheme. She has guided members through sustained growth, embedding a culture of excellence and accountability and positioning the council as a model of best practice.

Under Louise's leadership, the staff team has grown from two to ten, including a dedicated events officer, and the council now manages four allotment sites, expanding services for residents. Louise has also championed innovative initiatives such as the Faversham and District Community Lottery and the Local Cycling and Walking Infrastructure Plan, aligning council priorities with sustainability and community needs.

Louise has built strong relationships both within the council and in the community. Internally, she empowers councillors by providing clear guidance, accessible advice and training opportunities. Externally, she plays a strong role in civic life, chairing Faversham Umbrella, which supports local wellbeing initiatives; helping establish the Faversham Community Network, now connecting more than 90 organisations; and serving as a member of the Faversham Market Co-operative, where she has fostered strong relationships with market traders.

A notable achievement is Louise’s leadership in developing the Hopper Community Bus. She collaborated with partner organisations, secured grant funding and coordinated with service providers to deliver an initiative that has significantly improved community connectivity and stands as a flagship example of the council’s proactive approach.

In addition to her role at Faversham Town Council, Louise is currently undertaking an MA in Public Leadership. She also serves as the Society of Local Council Clerks Kent national forum representative, has been Kent branch secretary for ten years, mentors fellow clerks, and serves pro bono as clerk to Newnham Parish Council. These roles demonstrate her commitment to supporting local governance and sharing her expertise for the benefit of the wider community.

Sarah Haydon has been clerk of Biddulph Town Council since 2016, serving 20,000 residents across 22 councils in five wards and overseeing the growth of the council team from two staff members to ten. Under her leadership, the council has implemented a five-year strategic plan and taken on management of the town hall, Biddulph Grange Country Park visitor centre, the bus hub and the town centre public toilets. Sarah has also led the council to achieve Gold in the Local Council Award Scheme and a RoSPA Silver Award, clear recognition of operational excellence and strategic development.

Sarah has spearheaded the Biddulph Works Together initiative, bringing voluntary and community partners together to tackle social isolation and the cost-of-living crisis, resulting in the provision of over 7,000 free meals. Sarah is also a children first learning partnership director, supporting education across local schools, and sits on a number of boards, including the Staffordshire Parish Councils Association Health and Wellbeing Board, Trent Headwaters Partnership Board and Staffordshire Moorlands District Council Cultural Strategy group. She also contributes actively to local government and devolution discussions.

As chair of the Staffordshire branch of the Society of Local Council Clerks, Sarah mentors her fellow clerks, fostering professional networks and sector growth. She is also leading the chain reaction project in partnership with local partners, promoting cycling in the Staffordshire Moorlands by redistributing bicycles from recycling centres. She has navigated the challenges of coordinating a diverse group through meticulous planning, clear communication, and inclusive leadership.

Sarah is currently overseeing the council's most significant capital project to date: a £320,000 transformation of the town hall frontage into a public square, an ambitious regeneration scheme designed to revitalise the town centre and re-imagine the high street. This work has required Sarah to negotiate effectively with architects, suppliers, and building inspectors.

In addition, Sarah is playing a central role in shaping the council's response to local government reorganisation and devolution, undertaking targeted training and contributing to strategic decisions on assets and services to secure a strong future for Biddulph.

As town clerk, Ryan Hayman helps councillors turn ideas into tangible projects, improving parks and community spaces so families can enjoy them safely. He works closely with residents to ensure their voices are heard in decision-making and has nurtured strong internal and external relationships, contributing to Swanley being named the UK's Best Town for Powering Change in Visa's Let’s Celebrate Town Awards.

Ryan's leadership has united staff around shared environmental goals, fostering pride as Swanley pursues its carbon-neutral ambitions and competes successfully with much larger towns. He has built trust with volunteers, including the Swanley Wildlife and Nature Group, and engaged with initiatives such as the Bee Motorway, connecting local biodiversity efforts with national campaigns. These relationships have helped the town secure a £20,000 award to further invest in community-led sustainability projects.

A key focus of Ryan's tenure has been delivering significant green improvements without adding financial pressure on the council. By collaborating with local partners, including SunPower Services, he installed solar panels at key community sites, cutting energy costs and emissions at no cost to the council. His coordination of innovative funding arrangements has helped Swanley progress towards its carbon-neutral target.

Ryan also helped establish the Community Asset Transfer clerks forum in the district, creating a space for clerks to share ideas, challenges and solutions. Throughout the complex and evolving asset transfer process with Sevenoaks District Council, he has honed new skills in negotiation, project management, and community engagement, strengthening cross-council relationships and ensuring Swanley remains a leader in collaborative governance.

During her time as clerk of Flitwick Town Council, Stacie Lockey has cultivated a council with a true one-team approach, setting a clear, shared direction and fostering strong partnerships between councillors and officers, enabling efficient delivery across services and projects.

Stacie has strengthened relationships both internally and externally. Internally, she has worked closely with councillors to amend meeting schedules, streamline agendas, and update standing orders and policies, ensuring governance is effective and outcome-focused. Externally, she has redefined the council’s relationship with Central Bedfordshire Council, securing Household Support Funding for Flitwick Community Fridge, £150,000 from the UK Shared Prosperity Fund for a property project, and funding to refurbish the skate park. Stacie has also collaborated with neighbouring councils, such as Dunstable Town Council, on finance, governance, and youth services, and worked with local event organisers to expand Flitwick's popular car show.

Stacie successfully managed the redevelopment of a former bank into a £1.1 million retail and restaurant scheme, overseeing funding and cash flow (with the responsible financial officer). She also implemented the council's plan to release former allotment land for 26 affordable homes, unlocking an estimated £1.2 million capital receipt through negotiation and strategic decision-making.

Stacie co-designed an expanded youth service and installed commercial discipline in the council's hospitality service, which now generates around £1 million in annual revenue, with a significant surplus reinvested back into the community.

Appointed clerk in 2023, Stacey completed her CiLCA qualification in just eight months while managing a demanding role. She has modernised the council's IT systems, introduced tools such as generative AI and transcription to reduce administrative overheads and actively draws on the professional expertise of members while maintaining decisive leadership.

Through strategic focus, financial acumen, and collaborative leadership, Stacie has strengthened the council’s performance, fostering a culture of curiosity, openness, and continuous learning across the officer team.

Through her time as clerk at Stone Parish Council, Jennie Thomas has shown exceptional leadership, securing major funding, ensuring long-term financial sustainability and delivering transformational community infrastructure.

Jennie has successfully secured significant investment, including a £2.8 million Community Infrastructure Levy grant from Dartford Borough Council and negotiated development agreements that unlocked almost £6 million in new community facilities. Under her leadership, landmark infrastructure projects have been delivered. This includes the £1.6 million Claire Tiltman Centre and the £4.3 million Stone Recreation Ground masterplan, featuring a café, pump track, stage, gym, MUGA, and Changing Places facility. These schemes have set new standards for design quality, accessibility, and community benefit, while safeguarding the council’s financial resilience.

Jennie has been a cornerstone of the council, fostering a coaching-led culture with clear progression pathways for staff. She excels at building partnerships, encouraging residents to take active roles in neighbourhood plan development, securing effective collaboration from developers and maintaining open communication with residents to keep them engaged and supportive. Under her leadership, the council’s workforce has grown from seven to twenty-five people, while strong partnerships have enabled delivery of multi-million-pound projects that reflect community priorities.

When the council launched the new café at Stone Recreation Ground, Jennie restructured the team to ensure the right skills were in place, commissioned specialist training that both equipped and motivated staff, and implemented a transparent process to ensure all standards were met. The café subsequently achieved a five-star food hygiene rating and generated over £30,000 in its first month of trading, with 100% of survey respondents saying they would return, establishing the café as a vibrant and popular community hub.

Jennie has also undertaken postgraduate training and introduced the concept of parish ecology, recognising the local environment as a living micro-bubble whose wellbeing is as vital as the community it supports. Her vision has shaped the delivery of new fossil-free infrastructure powered by solar panels and battery storage. She actively embraces new digital tools, including AI platforms and learning management systems, to refine both internal and external communications.

Under Jennie's leadership, Stone Parish Council now places ecological responsibility, innovation and community empowerment at its core, creating a modern, confident council where staff thrive and residents feel informed, engaged and supported.