Class of 2025/26

Oswestry Town Council, Shropshire

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.

Cllr Jonathan Dryland, North Cerney Parish Council, Gloucestershire

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, 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.

Cllr Connor Mulhall, Wetherby Town Council, Yorkshire

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.

Corsham Town Council, Wiltshire

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.

Gloucestershire Association of Parish and Town Councils

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.

Sarah Haydon, Biddulph Town Council, Staffordshire

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.