Finalists

Charlton Kings Parish Council (CKPC) is committed to creating a vibrant, inclusive, and supportive community. As a key member of the C5 Network, alongside Cheltenham Borough Council and four other parish councils, CKPC promotes collaboration and best practice sharing to improve cross-boundary services. Notably, the council secured £175,000 from national grid for the restoring Cheltenham's escarpment grasslands project, which enhances access to a site of special scientific interest through dry-stone walling, pond, and path restoration while preserving biodiversity and local heritage.

CKPC places a strong focus on youth engagement and community wellbeing. The CK youth taskforce brings together local schools, churches, charities, and police to support young people through early intervention initiatives. A key event, the 'big tea party,' organised with Balcarras School, saw students host senior citizens for an afternoon of tea and conversation, promoting intergenerational connection. Additionally, CKPC's expanded summer holiday programme, offering 45 sessions, engaged over 800 children in activities ranging from sports to arts and nature exploration, with outstanding feedback.

To enhance community wellbeing, CKPC launched the 'CK connect' initiative, linking residents with local services and resources. The CK health and wellbeing directory serves as a one-stop guide for support services across all ages. CKPC also collaborates with Sixways GP, pharmacies, and social prescribers to promote social prescribing, helping residents access health and wellbeing support within the community. Seasonal events like the summer fare, autumn food festival, and Christmas celebration further foster community spirit and family-friendly entertainment.

Sustainability is at the heart of CKPC’s work through the 'CK futures' initiative. One of its standout projects is 'planted,' a community hub featuring a plant-based café, food refillery, and mini art gallery, offering workshops and activities to combat social isolation and promote sustainable living. CKPC also launched the ‘library of things,’ where residents can borrow household items and tools, reducing costs and carbon emissions. This pioneering project, the first of its kind in Gloucestershire, has seen over 316 items borrowed to date, demonstrating significant community benefits.

CKPC’s communications strategy ensures strong community engagement through a variety of channels, including a website, social media, printed newsletters, and councillor drop-ins. The annual review, distributed to all households, highlights key projects and invites feedback that informs the parish plan. CKPC regularly updates residents through its ‘spotlight series,’ providing insights into ongoing initiatives, while public surveys have shaped priorities for youth activities and local infrastructure, including the design of the new church piece mural.

Falmouth Town Council (FTC) is recognised for its collaborative approach and commitment to localism and devolution. The council has established innovative partnerships to maintain service delivery during times of austerity, working closely with the unitary authority. Its effective collaboration is highlighted in the Local Government Association’s (LGA) working together guide. Through extensive consultation and building trust with Cornwall Council, FTC has integrated local perspectives into its strategic plans, including the 2030 neighbourhood plan and an economic strategy, which has facilitated the devolution of key assets and services. Notable achievements include acquiring the closed ships and castles leisure centre and pendennis headland through a historic £1 asset transfer, ensuring their preservation.

FTC has significantly enhanced local services by proactively engaging with the community. In response to Cornwall Council's closure of the local leisure centre, FTC facilitated the acquisition of Pendennis headland to prevent unwanted development and reopened the leisure centre under the management of Pendennis leisure CIO. This initiative not only safeguarded the headland but also enabled the leisure centre to operate as a community hub while seeking funding to restore swimming facilities. Additionally, the council preserved the princess pavilion, transforming it into a vibrant community space after it was at risk of closure.

Cultural services also thrive under FTC, as demonstrated by Falmouth Art Gallery’s successful curation of King Arthur: A pre-Raphaelite love story. The council further contributes to the community by organising major events such as the international sea shanty festival, national armed forces day, and the award-winning tallships event. Enhancing town infrastructure, FTC has improved CCTV coverage, created a changing places facility, and developed a new skatepark, all of which contribute to the betterment of local amenities and services.

FTC maintains strong communication with residents through various channels, including public meetings, council sessions, social media, and regular councillor surgeries. The council’s efforts to engage the community in discussions about service improvements have resulted in high levels of public participation and feedback. A recent rebranding and new communications strategy, along with the upcoming launch of a new website, reflect FTC’s dedication to keeping residents informed and involved in local governance.

The council’s innovative and community-focused approach sets it apart. When public concern grew over the closure of ships and castles leisure centre and potential development of Pendennis headland, FTC took bold action. Acquiring the headland for £1 and reopening the leisure centre demonstrated exceptional foresight and commitment to preserving local assets. This initiative has ensured that these spaces remain central to the community, reinforcing FTC’s reputation as a leader in local governance and public engagement.

Great Linford Parish Council (GLPC) has made significant strides in collaboration and community engagement. To support its goals, GLPC recruited a community liaison officer to strengthen partnerships and support residents, as well as a communications officer to manage social media, the website, and newsletters, helping promote services. A community programmes officer was also brought on to focus on resident engagement in disadvantaged areas. These roles have helped GLPC build a partner portfolio of over 50 organisations, including charities, local service providers, and MK college. The council also established a partners forum to offer collective support and share resources, and a community forum where local authorities, police, and residents meet to address concerns and share updates.

GLPC’s success is also rooted in a thorough review of its staffing and management structure. Following a job evaluation and training programme, the council ensured it had the right staff with the necessary skills to deliver sustainable services. This allowed GLPC to efficiently manage its five community facilities, leading to near full usage and increased income from hirers. The expanded ranger team has responded to environmental issues raised by residents, such as litter and landscape clearance, and through S106 funding and grants, the council has provided additional amenities, including new play areas and dog waste bins. The adoption of further premises through community asset transfers has extended the council’s ability to support residents, with over 400% more community support provided this year.

Community engagement is at the heart of GLPC’s work, with initiatives like “stop and chat” surveys, online feedback, and a published quarterly magazine. GLPC has introduced monthly litter picks, drawing regular participation from residents, and launched a community forum to address concerns about crime, housing, and the environment. Based on feedback, GLPC has developed a variety of community support programs, including a community larder, cafes, social spaces, ESOL classes, and free school holiday activities. Recently, a youth club and café were introduced, reflecting GLPC’s commitment to shaping services around residents’ needs and ensuring high levels of community participation.

GLPC has also taken on significant projects to improve local facilities. Through a community asset transfer, the council took responsibility for a new facility, refurbishing a disused building into a community hub and café. It also installed shipping containers to house a community fridge and sports storage, successfully launched by the MK mayor. With S106 funding and grants, GLPC has expanded its environmental efforts, including an increased Ranger team, which collected 52 tons of litter in 2023. The council’s ambitious, community-driven approach continues to push boundaries and deliver tangible benefits for the area.

Houghton Regis Town Council (HRTC) has developed strong partnerships, particularly with Central Bedfordshire Council (CBC), to collaborate on joint projects and explore efficiency improvements. A key example is the management transfer of Houghton Hall Park from CBC to HRTC. Other notable partnerships include agreements with CBC for managing the park, Bedfordshire Police for enhanced policing, and collaborations with local community groups like HR helpers for newsletters and the HR community link project for securing national lottery funding to support residents during the cost-of-living crisis. HRTC’s events are further supported by local volunteers and community organisations.

HRTC is committed to professional governance, providing training, mentorship, and development opportunities for both staff and council members. Governance is reinforced by regular scrutiny of services through committees and feedback. The council also responded proactively to a recent corporate peer challenge (CPC) Review, implementing an action plan to drive continuous improvement. Over the past year, HRTC has made significant strides in both service delivery and expansion, showcasing its proactive approach to governance.

The council’s communication strategy ensures active two-way engagement with residents. This includes a user-friendly website, newsletters, noticeboards, and social media. HRTC encourages resident involvement through consultations on projects like the renovation of a grade 1 listed building and bus shelter designs. Councillors also represent HRTC in various organisations to maintain strong community ties.

At the heart of HRTC’s mission is a commitment to unify the community, improve services, and enhance residents' quality of life. The corporate plan guides these objectives, with actionable goals and accountability through staff appraisals and committee work. The CPC Review highlighted the council’s strategic strength, recognising key initiatives like the corporate plan and neighbourhood plan.

HRTC supports the community with two grant schemes: long-term financial assistance for key partners and ad-hoc capital projects. In response to the cost-of-living crisis, HRTC provides monthly donations to local charities. The council’s collaborative approach was demonstrated by hosting CBC’s central management team to discuss local challenges, with CBC recognising HRTC as a partner of choice.

Service enhancements include improved grass pitch quality, town beautification through UKSPPF funding, and managing Houghton Hall Park. The council also expanded services with a new 5G all-weather pitch, extended youth services, new allotment sites, and a completed neighbourhood plan. These achievements reflect HRTC’s dedication to evolving in response to community needs and ensuring the well-being of Houghton Regis residents.

Oswestry Town Council (OTC) is deeply committed to addressing community priorities through its partnership panels, which focus on key issues such as youth, policing, climate emergency, and the economy. These panels bring together statutory bodies, community groups, and organisations like the business improvement district (BID) to collaborate on projects. OTC has played a central role in initiatives like the high street heritage action zone, working with BID, Shropshire Council, and historic England. The council also collaborates with local partners like the town's professional football team for youth engagement and supports community groups such as the local "in bloom" group, empowering them to take control and achieve national success. OTC's partnerships extend beyond local boundaries, as they work with national organisations like the NALC climate emergency network, rotary, and local cultural institutions, reflecting their mission to build a better community together.

The council’s corporate plan outlines its commitment to improving services and delivering tangible results. For youth services, OTC has funded a youth club, commissioned mental health and wellbeing services, and facilitated a youth forum. In addition, they secured the asset transfer of a former youth centre building. The council’s contribution to the heritage action zone project resulted in the renovation of 16 shopfronts, while other initiatives aimed at sustainability include providing free Saturday bus travel, planting 14,000 trees and hedges, and offering free loft insulation to reduce fuel poverty. OTC also improved public amenities, such as upgrading toilets and installing electric vehicle charging points, all while maintaining traditional council services like parks, markets, and cemeteries.

OTC has made significant strides in enhancing communication with the community. Throughout 2023/24, the council introduced bi-monthly newsletters, developed a new website, and launched community meetings to engage residents on important issues. OTC also established a youth forum, enhanced social media presence, and used the town marketplace to promote initiatives like free tree distributions and White Ribbon awareness campaigns. The council has actively involved residents in decision-making through consultations, such as seeking public input on the future use of a grade 1 listed building they purchased, and holding a public vote for the design of a mural for the market. Over 500 people participated in the consultation for the listed building alone, highlighting OTC's commitment to public engagement.

OTC’s ability to deliver a wide range of services while generating two-thirds of its income demonstrates the council’s resourcefulness and commitment to community leadership. OTC uses the general power of competence to lead on key issues like reducing the number of empty shops and promoting sustainability through initiatives like electric vehicle charging points and free bus travel. Their leadership extends to social issues as well, with the council achieving White Ribbon accreditation and meeting cyber essentials standards. Recognised for its strong governance, OTC has restructured its decision making process and implemented a job evaluation scheme to ensure fair pay, demonstrating a forward thinking approach to management while consistently delivering results for the community.

Cllr Anna Burton has transformed Nantwich's youth centre into an inclusive, vibrant space for young people, culminating in its grand reopening in July 2024. Through her tireless efforts to secure grant funding, in-kind contributions, and volunteer support, Anna achieved a full-scale refurbishment, equipping the centre with new sensory resources, improved accessibility, and a dedicated website with fresh branding. She also secured funding for a youth worker to sustain a diverse programme of activities for the next year, with the centre now providing a welcoming and safe environment three nights a week. Here, young people of all abilities can connect, unwind, and access crucial support services, including mental health resources.

Anna’s success stems from her deep community engagement, with numerous consultations, open meetings, and social media updates shaping the project to align with young people's needs. She has also tackled broader community challenges by establishing steering groups for public transport and River Weaver flood management, and leading campaigns against single-use vapes and for responsible pet care in natural areas.

Known for her relentless commitment, Anna even coordinated 202 volunteer hours to complete the youth centre renovation and overcame staffing challenges by securing National Lottery funding for the youth worker role. Her proactive approach and collaborative efforts with key agencies on river issues exemplify her dedication to sustainable community solutions.

Anna’s no limits philosophy has driven her to go beyond basic renovation, envisioning a sustainable future for the centre with expanded services and income-generating opportunities. Her leadership is a testament to community-driven action and innovation, setting a new benchmark in local governance. 

Cllr Richard Collins has revitalised Great Braxted’s community by spearheading the ambitious refurbishment of the Pavilion, a cornerstone of local life. Through his relentless dedication, he secured over £130,000 in funding, including major grants such as £69,000 from the Department for Levelling Up, Housing, and Communities (DLUHC) Community Ownership Fund—making Great Braxted the only council in Essex to receive this grant last year. This funding has enabled crucial upgrades, including insulation cladding, new windows, furnishings, and interior decoration, with plans for further enhancements like solar panels and a new roof to boost sustainability.

His commitment to transparency and community engagement is exemplary. Cllr Collins keeps residents informed through regular updates at parish meetings and detailed articles in the Braxted Bulletin, fostering trust and encouraging feedback. This two-way communication has empowered residents, instilling a strong sense of pride and collective ownership.

Cllr Collins has shown remarkable resilience in managing this project, navigating logistical challenges, coordinating with contractors, and overcoming supply chain disruptions to keep the project on track. His forward-thinking vision and hands-on leadership ensure the Pavilion will serve as a sustainable, vibrant hub for generations to come, setting a high standard in local governance.

Cllr Victoria Ranford has transformed community support in Quedgeley and Kingsway by establishing a Community Pantry, providing essential food assistance for residents facing financial hardship. Driven by her passion for helping the community, Vicky joined Quedgeley Town Council in 2023 and identified a critical gap in local resources for those in need. She proposed the pantry project, researched best practices from nearby pantries, and secured over £5,000 in funding to cover essential equipment and supplies. Her efforts also extended to opening a Community Garden, where residents grow fresh produce that is donated to the pantry.

To raise awareness, Vicky launched a dedicated Facebook page linked to the Town Council’s page, sharing pantry information, volunteer opportunities, and updates on the garden. This outreach has fostered a strong community response, with residents volunteering to help grow produce and manage the pantry. An open day attracted positive feedback from council members and the public, underscoring the pantry’s impact.

Despite initial resistance from some councillors and logistical challenges, Vicky’s determination won approval to operate the pantry from Kingsway Sports Pavilion, ensuring it could coexist with other venue activities. Her resourcefulness and commitment have helped the pantry grow from an idea into a lifeline for over 70 residents per week, prompting expanded hours to meet demand.

Vicky’s leadership has inspired a culture shift within the council, engaging councillors as active volunteers and fostering a proactive, community-focused approach. Recently recognised at a Rotary Club awards ceremony, her efforts have strengthened the council’s connection with residents, transforming lives and redefining what it means to serve the community. 

Cllr Andy Snape has been a dedicated advocate for the Flitwick community throughout his five years as a councillor, serving three terms as mayor and spearheading transformative initiatives. His commitment is evident in his establishment of the Proud AF group, which supports and raises awareness for the LGBTQ+ community, engaging allies and running school-based events to foster inclusivity.

Also, in November 2023, Cllr Snape helped establish the Flitwick Town Mayor’s Charity CIO, creating a lasting impact as a founding member and trustee. Additionally, his vision led to the creation of the Community Fridge initiative, addressing both food waste reduction and food insecurity. Through persistent advocacy with local stores and partnerships with community organisations, he’s expanded the fridge’s reach to multiple locations, ensuring consistent access to surplus food for those in need.

Cllr Snape’s dedication to community engagement is evident in his hands-on approach. He actively connects with residents and volunteers via social media, establishing Facebook pages and WhatsApp groups that facilitate volunteer coordination. Beyond digital outreach, he’s regularly on-site collecting donations, distributing supplies, and meeting with volunteers to keep the project running smoothly. His informational graphics, which show the fridge’s tangible impact on food waste and hunger, reinforce his commitment to transparency and awareness.

Through Cllr Snape's tireless efforts, he overcame significant challenges, including initial difficulties in sourcing food and convinced major suppliers, like the local Tesco, to make regular contributions. This has expanded the fridge’s resources and introduced logistical demands that Cllr Snape has taken on himself—managing deliveries, travelling as far as Milton Keynes to secure food, and ensuring safe operations with up-to-date health and safety training.

Cllr Snape’s commitment goes above and beyond; he doesn’t just initiate projects but continuously develops and strengthens them, building community trust and inspiring others. His hands-on leadership and relentless drive have made a lasting difference in Flitwick and set an exceptional standard for service in local government. 

Cllr Dianne Taylor has been a transformative force in Wythall parish, enhancing community wellbeing through her founding of the Memory and Friendship Café and a community garden. The Memory and Friendship Café has become a vital support network for people living with dementia and their families, providing a safe, understanding environment for connection and care. As demand has grown, Cllr Taylor has remained committed to expanding the café’s capacity, showcasing her determination to make it accessible to everyone in need.

The community garden, another of her initiatives, serves as a sanctuary that promotes wellbeing and mental health for residents. Through her efforts, the garden has become a flourishing space that brings people together and fosters a sense of peace and connection.

In addition to her project work, Cllr Taylor exemplifies open and responsive communication. She actively advocates for community interests in council meetings and regularly informs residents about ongoing projects. Known for her hands-on approach, she frequently engages with residents through community events and online platforms, ensuring that local voices are heard, and their needs are addressed.

Despite challenges such as limited funding and the difficulty of reaching isolated community members, Cllr Taylor has shown resilience and innovation. She successfully rallied local business support and engaged community members, overcoming financial constraints to complete her initiatives. Her outreach efforts have allowed her to connect with vulnerable residents, ensuring that they receive the services they need.

Cllr Taylor’s tireless work has set new standards in community care and service delivery, consistently exceeding expectations. Her proactive, solution-focused approach reflects an unwavering dedication to the community and embodies the spirit of compassion and inclusivity.

Cllr Matthew Brown of Redruth Town Council has been a driving force for community engagement and improved local services. Appointed as mayor just after lockdown, he played a crucial role in restoring public confidence and reinvigorating community life through safe, inclusive festivals and events. A dedicated advocate for minority groups, Cllr Matthew has championed initiatives for young people, the LGBTQ+ community, and other underrepresented voices by supporting the Youth Council, local charities, and the town's Pride festival.

Cllr Matthew’s exceptional communication skills are central to his leadership style. He engages with residents from all backgrounds and has a unique ability to listen actively, resolve conflicts, and provide thoughtful, detailed feedback. Known for his empathetic approach and patience, he has effectively mentored new councillors, consistently upholding high standards of conduct and setting an example of respectful communication.

As chair of the Staffing Committee, he has shown remarkable leadership, fostering positive change and empowering staff to reach their full potential. On the Finance Committee, Matthew’s meticulous scrutiny of financial reports and his ability to clarify complex issues have driven sound governance. His commitment to Redruth extends beyond council duties, as he volunteers with two creative charities and represents the council in the Chamber of Commerce, showcasing his dedication to both the arts and local business.

Through his proactive and compassionate approach, Councillor Brown has become a highly respected advocate for Redruth’s diverse community, always striving for excellence in service delivery and community cohesion. 

Cllr Nathan Dunbar of Polegate Town Council is a dynamic and engaged leader committed to enhancing local services and fostering community spirit. His initiatives have already led to tangible improvements, such as new street litter bins, promotional materials for council-owned land, and plans for expanded sporting facilities, including a new tennis court at Brightling Road Leisure Ground. His deep dedication to community well-being is further reflected in his extensive work with the Polegate Community Foundation, where he leads the “Keeping Polegate Clean” initiative, organising community litter-picking events and advocating for litter prevention.

Nathan is a proactive and passionate advocate for social interaction and resident engagement. He has organised successful annual events like the Scarecrow Festival, raising over £10,000 for local charities, and has coordinated large-scale family fun days that attract around 1,000 attendees each year. Nathan also runs community engagement events, communicates frequently with residents on social media, and distributes community information leaflets door-to-door, ensuring that the council remains connected with residents of all ages and backgrounds.

Known for his commitment to inclusivity, Nathan is a strong voice for youth representation in local government. He actively supports young people's involvement in decision-making processes, motivated by his background as a candidate for the East Sussex Youth Cabinet and a visitor to the UK Youth Parliament. Within the council, he is a vocal participant in meetings, unafraid to challenge ideas or debate long-standing practices. He brings a fresh perspective to council discussions and has contributed actively to council initiatives, business planning, and community outreach.

Nathan’s dedication extends beyond his council role through his fundraising and volunteering efforts, which have raised over £15,000 for various charities. He continues to prioritise community needs and foster a supportive, vibrant environment for all residents in Polegate. 

Cllr Tom Greenaway of Abingdon-on-Thames Town Council, elected in 2023, brings a fresh perspective and exceptional commitment to his community. He advocates passionately for environmental sustainability, championing initiatives like the cycle-to-work scheme, improved bicycle parking, and enhanced bus shelters. He is hands-on with local environmental efforts, volunteering in activities such as cleaning town signs, participating in litter picks, and planting woodlands with community groups. His active involvement reflects his dedication to the council’s climate goals and overall community well-being.

In communications, Cllr Greenaway leverages his knowledge of social media to broaden the council’s reach. He carefully prepares engaging content and consults colleagues for feedback before sharing updates on his well-followed Facebook page, keeping the community informed on new initiatives. His responsiveness was evident during a local flood, where he assisted affected residents and later championed the installation of a flood-mitigation storage container. He’s now collaborating with residents on its upkeep and even exploring its use for a community art project, demonstrating his initiative and collaborative approach.

As vice-chair and now chair of the Environment and Amenities Committee, Cllr Tom has taken on substantial responsibilities, particularly during a period of significant staffing changes within the council. He has adeptly adjusted the committee’s agenda to align with available resources, ensuring that projects continue moving forward. When his fellow ward councillor faced cancer treatment, Tom stepped up, managing all casework and project responsibilities, showcasing his resilience and community-focused dedication.

Cllr Tom’s effective time management and cheerful leadership have motivated colleagues and volunteers alike. Despite working full-time, he consistently leads by example, volunteering for council and third-sector initiatives. His dedication to Abingdon-on-Thames and proactive approach to governance make him an influential and valued member of the council. 

Cllr William (Will) Morris of Fownhope Parish Council is a dedicated young leader with a passion for outdoor accessibility and community well-being. At just 23, Will took on the role of Parish Footpaths Officer and has since transformed the local public rights of way (PRoW) network. His efforts include replacing stiles with accessible gates, securing funding and permission to establish a Coronation Walk celebrating King Charles III, and creating a map, waymarkers, and a promotional leaflet for the new circular route. His commitment to improving footpath accessibility has enhanced residents' lives and mental health by encouraging outdoor activity and social connection.

Cllr Morris' proactive approach includes leading a team of older waywardens, who respect his dedication and organisational skills. He introduced an online document for the waywardens to track maintenance tasks, fostering better communication and accountability within the team. Additionally, Will keeps the community informed about footpath projects through updates on the village's Facebook page and responds attentively to residents’ questions, addressing inquiries with empathy and respect. He has gone as far as to personally assist a wheelchair-bound resident in identifying accessible walking routes within the parish.

Will’s determination and patience have been instrumental in overcoming challenges with landowners to finalise permissions for the Coronation Walk. His polite persistence has earned the cooperation needed to make this vision a reality, showcasing his community-centred diplomacy.

Despite his own busy life as a teacher, Will attends council meetings fully prepared and is active in the Highways Working Group. He balances personal responsibilities with his council role, including surveying the Wye Valley Walk for future accessibility improvements. Will’s contributions to Fownhope Parish reflect his deep commitment to preserving and enhancing rural life, and his council enthusiastically supports his recognition for his remarkable dedication and community spirit. 

Cllr Abby Slough of Houghton Regis Town Council exemplifies exceptional dedication to community development and local service accessibility. Her proactive work, particularly with green spaces and community resources, has significantly enhanced public health, well-being, and community pride. Through collaboration with local Friends Groups, she has revitalised overlooked spaces, transforming them into valuable assets that foster physical activity and strengthen local connections. Her support for local football clubs has expanded training opportunities, furthering the positive impact on community engagement.

Cllr Slough’s commitment to two-way communication has helped her build strong relationships across the community. She goes beyond her official duties, contributing her time and skills directly, such as by building a modern, user-friendly website for a Friends Group. This hands-on involvement not only empowers local groups but also enhances the accessibility and visibility of their initiatives, thereby boosting community participation.

As chair of the Environment & Leisure Committee, Cllr Slough has demonstrated exceptional project management, supporting large initiatives like the construction of a new community centre and an all-weather football pitch. Her collaborative approach and resilience in addressing challenges have been instrumental to the successful progress of these projects.

Cllr Slough’s ability to challenge the status quo and her readiness to engage with community members on a personal level make her a dynamic leader. Her role in transforming a previously strained relationship between the council and a Friends Group into a supportive partnership underscores her influence. Together, they have successfully enhanced local biodiversity, installed a defibrillator, and even participated in the Anglia in Bloom initiative, fostering a lasting, positive community legacy. Through her unwavering commitment and progressive approach, Cllr Slough is setting a new standard for civic leadership in Houghton Regis.

The Buckinghamshire and Milton Keynes Association of Local Councils (BMKALC) is committed to supporting parish and town councils through tailored services, training, and valuable resources that strengthen community initiatives. Through its annual member survey, BMKALC identifies educational and support needs, addressing them with a comprehensive training programme that includes seminar days, conferences, and a blend of online and in-person sessions. Recognising the social isolation faced by many rural council members and clerks, BMKALC fosters personal connection through house visits, social events, and collaboration opportunities, such as liaison meetings and an annual Chairman’s reception.

BMKALC's online business management system is a central tool, drawing hundreds of engaged users each month. The members area offers resources like good practice notes, templates, and specialised guidance on election processes. The weekly The View from our Window updates members with practical ideas and information. In 2023/24, BMKALC organised 883 training spots across 62 events, plus 143 free sessions during their Free January initiative to help budget-constrained councils access essential training.

Additionally, BMKALC collaborates with Member Services Partners to provide members with free expert advice on complex issues like VAT, finance, planning, HR, and legal matters. In 2023/24, 374 queries were handled under this service. The organisation also offers a growing resource hub on its website, featuring services such as local auditors and locum clerks.

BMKALC proactively addresses resource challenges by collaborating with neighbouring county associations to offer shared training and resources, helping to manage costs for less frequent training topics. This cooperative approach strengthens BMKALC’s ability to provide high-quality support and foster community leadership and innovation across Buckinghamshire and Milton Keynes. 

The Essex Association of Local Councils (EALC) is highly regarded for its efficient and professional service delivery, tailored to meet the specific needs of each member council. Through its extensive training programme, EALC offers custom, two-hour training sessions on topics like council procedures, financial management, and roles and responsibilities, which are adaptable for new and experienced council members. Training can also be delivered in-house for those who prefer face-to-face learning. For legal support, EALC provides dedicated specialist advice with reliable responses within seven working days.

EALC also plays a pivotal role in supporting parish and town councils to achieve high standards, notably assisting councils like Saffron Walden Town Council in reaching Quality Gold status under the Local Council Award Scheme (LCAS). The organisation’s training programs include academic courses, such as the Certificate in Local Council Administration (CiLCA), and practical courses on council services, volunteer management, planning, and compliance with regulations like data protection.

In partnership with Health Assured, EALC offers an employee assistance programme to support clerks’ well-being both in and outside the workplace. This initiative reflects EALC’s commitment to innovation in member support. EALC also maintains member engagement through regular e-bulletins and a platform for sharing council activities, building a strong community network among clerks. Additionally, EALC facilitates grant administration for local councils on behalf of the county council, providing direct support to streamline grant applications.

Through these varied services, EALC supports Essex councils in delivering high-quality local governance and strengthens professional development for council staff and members across the county. 

The Kent Association of Local Councils (KALC) is actively advancing health, wellbeing, and resilience in Kent’s communities by addressing critical issues like cost of living, loneliness, and dementia. Working closely with Kent County Council, KALC has administered over £132,000 in grant funding, supporting initiatives across areas such as food banks, Warm Hubs, social isolation projects, and support for low-income households. This work has reached thousands, with Round One of funding in early 2023 assisting 10,000 people across 40 parishes and Round Two in early 2024 supporting over 21,500 individuals in 56 parishes.

KALC has also introduced an array of workshops and resources—like the Chatty Café scheme and ReferKent sessions—through its newly launched website, which features a media bank with recorded Zoom workshops for continuous learning. To improve engagement, KALC’s new website, built on the Junari system, provides councils with individualised portals, resources on health and climate change, and a robust Health and Wellbeing Hub. KALC has also partnered with Breakthrough Communications to refine its communication strategy, now delivering weekly bulletins, training updates, and monthly chair updates to ensure members are fully informed and engaged.

In the realm of resilience, KALC collaborates with the Resilience Forum, encouraging local councils to develop community resilience plans. KALC has organised joint conferences and area committee presentations to strengthen preparedness and partnership across the county, particularly considering upcoming challenges posed by the Emergency Evacuation System (EES).

KALC's three-year strategic plan outlines ambitious initiatives, including the creation of a video and knowledge bank, mentorship programs, and a focus on rural advocacy, promoting diversity, and enhancing council support. The strategic plan reflects KALC’s commitment to driving community-focused improvements and innovative partnerships with stakeholders like ReferKent and Health and Wellbeing boards.

By leveraging grants, strategic partnerships, and advanced communication platforms, KALC empowers Kent’s parish and town councils to deliver high-quality services and foster healthier, more connected communities. 

The Suffolk Association of Local Councils (SALC) is playing a key role in helping parish and town councils navigate the challenges associated with the rapid increase in Nationally Significant Infrastructure Projects (NSIPs) across Suffolk. With Suffolk’s position as a hub for green energy initiatives, NSIPs bring considerable impacts on local communities, demanding specialized engagement and representation. To address these needs, SALC collaborated with Suffolk County Council to produce Getting to Grips with NSIPs, a comprehensive guide published in November 2023. This guide empowers councils of all sizes to engage effectively with infrastructure projects, ensuring they can represent their communities' interests.

Supported by Suffolk County Council’s nationally recognised Centre of Excellence and the DLUHC Innovation and Capacity Fund, the guide was crafted with input from councillors, clerks, planning experts, and specialist lawyers. SALC also incorporated insights on joint committees and collaborative models for councils, using research on cluster governance to provide additional context. The guide’s development exemplifies effective inter-agency collaboration, reducing duplication and enabling councils to pool expertise across multiple levels of government.

Beyond the guide, SALC and Suffolk County Council now issue a quarterly NSIP newsletter to keep councils updated on infrastructure changes. They are also actively advocating for more equitable support for parish councils, addressing disparities in resources and access to specialist knowledge compared to larger government bodies. SALC has further engaged with civil servants to review NSIP processes, providing insights from parish and town councils on potential improvements. SALC is also exploring funding for a dedicated energy projects coordinator to enhance council support and foster ongoing collaborative efforts.

This initiative illustrates the potential of cross-tier partnerships to empower communities, position councils as influential stakeholders in major projects, and open new pathways for local government advocacy in a rapidly evolving public sector landscape. 

The Warwickshire and West Midlands Association of Local Councils (WALC) provides comprehensive support to local councils through high-quality procedural, legal, HR, and financial advice, and training programmes for officers and councillors. WALC has expanded its services in recent years to include bespoke training, recruitment packages, council health checks, and mentoring programmes, all of which have proven valuable in addressing the challenges parish and town councils face. With a recent focus on aiding councils facing internal or external conflicts, WALC has established itself as a trusted mediator and advocate for member councils.

WALC's structure—comprising a strong Board of Directors, Area Committees, and an executive team—ensures high standards and effective service delivery. Its transformation into a Company Limited by Guarantee has enabled WALC to explore alternative funding streams, enhancing its financial independence and sustainability. This foresight has made WALC both lean and value-driven, with an estimated return on investment of around £10 for every £1 invested. WALC has also made strides in recruiting and promoting new parish and town councillors, addressing the broader national challenge of securing elected representatives.

Addressing key issues like climate change, inequality, and healthcare access, WALC has been instrumental in delivering carbon literacy training, contributing to levelling up initiatives, and participating in the Integrated Care System's collaborative efforts. By supporting place-based plans and updating the Warwickshire Local Council’s Charter, WALC demonstrates a forward-thinking approach that aligns with local government priorities.

Overall, WALC’s dedication, innovative service expansion, and strong public service ethos have positioned it as a crucial support system for parish and town across Warwickshire and the West Midlands. 

Since joining Penzance Town Council two years ago, James Hardy has built a strong leadership team grounded in a public service ethos. His focus on improving access to public-facing services addresses the challenges posed by the increasing shift to online-only access, which often excludes vulnerable, digitally disadvantaged individuals. James encourages staff to provide in-person and telephone support, rebuilding trust not just in the council but in local public services and democracy. His efforts include leading a project to re-establish a council presence in the historic market house, supported by town deal funding, to make essential services accessible at the heart of the town. Under his guidance, Penzance Town Council is recognised as a beacon of public service.

James’s extensive experience in partnership-building has been instrumental in enhancing relationships with community organisations and unitary authority. He has successfully negotiated devolution arrangements, secured a significant local asset and enhanced the management of devolved open spaces. His work includes securing strategic agreements with partners aligned with council objectives, ensuring continued service to the community despite financial challenges. James's collaboration extends to support major community events like the Golowan Festival and jubilee pool, strengthening these cultural staples. His empathy, strong community connections, and remarkable memory make him a trusted and valued partner in these efforts.

In addition to these initiatives, James has played a key role in Penzance’s £30 million regeneration projects, advising board members and leveraging his local knowledge to ensure projects benefit residents. He has also innovated revenue-generating approaches to support Penlee House, a local museum and gallery housing valuable Newlyn School artwork. His efforts led to a £250,000 grant for transforming a neglected space into an arts café, which will boost revenue and visitor engagement. James’s commitment shines through in his hands-on approach to complex issues, such as tackling antisocial behaviour in collaboration with police and community groups. His leadership has been crucial in balancing ambitious goals with budget constraints, keeping precept increases low while delivering valuable community improvements. James’s dedication, collaboration, and impact have profoundly benefited Penzance and its residents. 

Eirwen Tagg’s dedication and 16 years of experience have greatly strengthened Great Linford Parish Council, making her an exemplary leader and clerk. She leads by example, providing staff with clear goals, training, and development, while fostering collaboration and empowerment. Her support for councillors is equally hands-on, offering guidance on everything from IT and meeting protocols to core values like Civility and Respect. Her leadership has seen the council through complex challenges, including a major Job evaluation exercise, overseeing multiple projects, and securing a national community fund. Eirwen’s focus on community purpose has been instrumental in fostering a strong sense of unity and engagement among staff, councillors, and residents.

Eirwen is respected for her integrity and commitment to community service, having developed a robust network of contacts at the City Council, which she leverages for support on issues from planning to legal matters. She founded a community forum, connecting city services, police, and residents to collaboratively address local concerns. Eirwen’s commitment extends to working with over 50 partners and service providers to enhance support offerings, including Age UK and local charities. She has established the GLPC Partners Forum to promote collaboration among service providers, and as a mentor to other clerks, Eirwen shares her expertise at events and through webinars with the Buckinghamshire and Milton Keynes Association of Local Councils.

Under Eirwen’s guidance, the council has tackled major projects like the Community Asset Transfer of Conniburrow Community Centre and the establishment of a Community Hub and Fridge, involving extensive planning, sourcing funding, and engaging councillors to lead. Her resilience and strong project management skills ensured these initiatives met challenging timelines, culminating in a grand opening attended by the Deputy Lieutenant, Sheriff, and Mayor. Beyond large-scale projects, Eirwen is a continuous advocate for local support, engaging residents at community events, advising local organisations on funding, and proposing initiatives to expand council services. Her commitment is evident in her above-and-beyond contributions, from helping with litter picking to ensuring a welcoming Christmas dinner for vulnerable residents. 

Andrew Towlerton has transformed Ecclesfield Parish Council through visionary leadership and strategic improvements. When he began as clerk, the council faced significant challenges, including financial instability, strained relationships between members and officers, and concerns about its very survival. Andrew overhauled financial management practices, implemented new service delivery standards, and introduced a positive, collaborative culture that fostered trust and teamwork. His efforts have led to a confident and respected council that now delivers better outcomes for residents, achieving substantial savings and high operational standards, as reflected in recent internal audit reports. The council has even been highlighted by government officials as a model of good practice.

In addition to financial and operational improvements, Andrew has launched numerous community-focused projects. He played a key role in establishing the neighbourhood plan, organising community clean-ups, and creating support initiatives for vulnerable groups, such as the winter warm packs programme. When critical services like the school uniform swap shop and Chapeltown Toilets were at risk, Andrew collaborated with partners to preserve them. His commitment extends beyond the Council; he actively mentors other clerks through the local SLCC branch and works closely with the County Association, fostering strong external relationships that benefit the entire community.

Andrew’s leadership style is defined by his inclusive and proactive approach, combined with a willingness to make difficult but necessary decisions. He’s focused on empowering staff and councillors, ensuring all office staff achieve sector-specific qualifications, and guiding initiatives that meet the community’s evolving needs, such as dementia-friendly developments included in the draft neighbourhood plan. His contributions have been recognised locally and beyond, earning him an invitation to a Royal Garden Party in acknowledgment of his work. Through Andrew's efforts, Ecclesfield Parish Council has become a vibrant and effective organisation, admired by council staff, members, and the broader community. 

Mark Williams has transitioned from an operational to a strategic leadership role at Falmouth Town Council (FTC), where his focus on comprehensive organisational development has brought lasting impact. His latest initiative, a leadership development program tailored for the Council’s senior management team, prepares the organisation to address future challenges with increased efficiency. This program includes establishing an in-house HR function and a robust learning and development programme for all staff. Mark’s extensive organizational review has improved the council’s committee structure, delegation schemes, and policies, while a rigorous training and skills audit for councillors enhances governance and strategic management.

Mark’s influence extends beyond FTC through his work as a peer challenge reviewer for the Local Government Association (LGA), supporting other councils in their development. His leadership in creating partnerships has set an example nationally, particularly in his collaboration with Cornwall Council on the devolution of assets and services to the local level. Mark also serves as a mentor for clerks across the sector, drawing on his expertise as a fellow of the Society of Local Council Clerks (SLCC) to provide guidance and share best practices. His dedication to building an extensive support network has significantly bolstered FTC’s capacity to meet community needs and achieve strategic goals.

Among Mark’s notable achievements is his successful preservation of Falmouth’s Ships and Castles Leisure Centre and Pendennis Headland. In response to Cornwall Council’s 2021 decision to close and sell the town’s only leisure centre, Mark led FTC’s efforts to protect this critical public asset. Partnering with Pendennis Leisure CIO, a charitable organisation formed by local advocates, he developed a business plan and ultimately secured the historic transfer of the headland to FTC for £1 in 2023. This milestone saved the area from unwanted development and paved the way for a revitalized leisure centre for the community. Under Mark’s leadership, FTC has received multiple national awards, including the Association of Town Management Event of the Year for the 2023 Sail Training International Tallships event. Mark’s relentless drive for innovation, strategic partnerships, and community service has solidified FTC’s reputation as a trailblazer in local government. 

Odile Wladon stands out as an exceptional clerk for Stradbroke Parish Council, exemplifying integrity and a commitment to transparency in her work. Her approach is rooted in thorough research and evidence-based advice, often collaborating with specialists to provide comprehensive insights for the benefit of the community. Odile has pioneered initiatives that promote transparency, including live audio broadcasts of full council meetings on Facebook, which allow villagers to engage with discussions and decisions in real-time. Her vision extends to long-term projects, notably the drafting of plans for newly acquired land under the 2019 neighbourhood plan, aimed at enhancing biodiversity and promoting health and well-being in Stradbroke. Odile's guidance inspires both the council and its volunteers to pursue shared goals while effectively prioritising projects for Community Infrastructure Levy (CIL) expenditure through strategic exercises.

A notable achievement of Odile’s leadership has been her ability to foster collaboration within the community to address pedestrian safety concerns. By conducting surveys among residents and schools, she has successfully built trust and gathered community input, which culminated in a campaign for road improvements. This initiative involved forming teams of councillors to assess various aspects affecting pedestrian and motorist safety, leading to parish exhibitions and public consultations that gained significant recognition for the council's proactive approach. Odile’s efforts have strengthened relationships with local authorities and police, reinforcing a positive perception of both the village and its council through open dialogue and effective management of priorities and funding.

Odile’s adept project management is further exemplified by her work on the comprehensive refurbishment of the parish-owned health centre, where she skillfully navigated early resistance and crafted a well-researched business plan. She managed the project within budget while addressing the needs of both patients and staff, securing a new lease that benefits the surgery and maximises council revenue. Additionally, her early advocacy for environmental initiatives led to the implementation of projects aimed at carbon reduction, such as public electric vehicle (EV) charging stations and an extensive energy efficiency program at the Health Centre, including a solar power system. Odile’s proactive discussions with developers and local authorities enhance infrastructure and CIL potential, empowering the village to shape its future. Her tireless research, selfless dedication, and ability to inspire and enable her colleagues ensure that the Stradbroke community achieves what was once thought unattainable, marking her as a remarkable leader and a deserving nominee for Clerk of the Year. 

Cate Watson, the climate and biodiversity officer for Chippenham Town Council, has been pivotal in advancing the town’s climate initiatives and biodiversity efforts. Under her leadership, the Neighbourhood Plan mandates net-zero carbon emissions for new developments, promoting energy efficiency measures, renewable energy, and sustainable design. Cate has established a comprehensive reporting framework for assessing climate impacts and implemented a procurement policy focused on minimising waste and holding suppliers accountable for reducing carbon emissions.

Cate has engaged the community through various initiatives, including the planting of a Tiny Forest and two Residential Tree schemes, enabling residents and businesses to obtain free trees. She organised the Eco Future Fest, a community event that provided resources and knowledge on sustainability, featuring workshops on mending clothes and promoting circular economy practices. These projects foster local collaboration and demonstrate a commitment to enhancing community resilience against climate change.

Furthermore, Cate’s efforts have led to the planting of 4,500 trees, the implementation of sustainable drainage systems in new developments, and a Climate and Ecological Donation scheme supporting local charities focused on climate resilience. Through partnerships with organisations like Wessex Water and the Wiltshire Wildlife Trust, she has created a network of support for biodiversity and sustainability initiatives. Cate Watson’s dedication and collaborative approach make her a deserving recipient of the Climate Response of the Year award. 

Zoey Cooper, the climate officer for Exmouth Town Council (ETC), has been instrumental in embedding climate and nature emergency considerations into the town's decision-making processes for over a decade. Following the declaration of a Climate Emergency in 2019, the council established a dedicated Climate and Ecological Emergency Working Party, allocated a budget of £2,500, and appointed an external auditor to assess the council's carbon footprint. The recent endorsement of the Climate Action Plan in March 2023 reflects a commitment to extending the original action points and aligning with broader regional climate strategies.

Under Zoey’s leadership, ETC has initiated numerous projects aimed at promoting sustainability and enhancing biodiversity. These initiatives include planting a Tiny Forest, replacing bus shelter roofs with sedum, and protecting local verges that host rare species. Additionally, the council has endorsed the Plant Based Treaty and implemented the Exmouth Reusable Cup Scheme to reduce single-use plastics. By encouraging active travel and public transport through community programmes like e-cargo bike sharing and bicycle refurbishment, Zoey promotes a holistic approach to reducing the town's carbon footprint.

Zoey also engages the community through climate workshops, film nights, and a quarterly newsletter, fostering a culture of sustainability and collaboration. The establishment of a monthly roundtable in the Community Eco Hub brings together various local groups and stakeholders to collectively address climate issues and promote resilience. Through these efforts, Zoey Cooper exemplifies exceptional leadership in climate response, making her a deserving candidate for the Climate Response of the Year award. 

Karen Hall, the strategic environment project officer for Falmouth Town Council, has played a pivotal role in the town’s commitment to addressing climate change since the declaration of a Climate Emergency in 2019. Under her guidance, the council adopted the Motion for the Ocean in 2020 and established a Neighbourhood Plan that emphasises sustainable development and environmental protection. The recent publication of the second carbon audit underscores Falmouth's aim to become carbon neutral by 2030, with all committee decisions now required to consider environmental impacts.

Collaboration is key to Falmouth's environmental initiatives, with the council actively engaging local organisations such as Community Energy Plus, Plastic Free Falmouth, and Cornwall Wildlife Trust. This cooperative spirit is evident in efforts to enhance biodiversity, including tree planting projects and community-led climate reduction symposiums. The council also supports environmental grants and has implemented a Community Emergency Plan to address flooding risks, showcasing a proactive approach to local environmental challenges.

Falmouth Town Council leverages its partnerships with two world-class universities to implement energy-saving projects and promote community resilience. In 2024, a series of events brought together various stakeholders to share sustainability initiatives, including the Great Big Green Week at the library, which engaged 150 residents. Karen’s leadership and the council’s comprehensive strategies exemplify a strong commitment to climate action, making her a deserving candidate for the Climate Response of the Year award. 

Godalming Town Council (GTC) has integrated its response to climate change and biodiversity into its decision-making framework following significant local flooding events. The climate emergency is a central element of the council's Corporate Plan, which emphasises environmental impact. Key actions include the publication of an annual carbon audit, efforts towards carbon neutrality for council-managed properties, and initiatives to enhance biodiversity through altered land management practices. As of August 2024, GTC has transitioned its maintenance vehicles from diesel to electric, and four out of seven properties are on track to achieve carbon neutrality by 2025/26.

The council provides grant funding to local organisations for projects aimed at reducing carbon footprints and energy usage. Examples include funding for the replacement of sodium floodlights with LED technology, the establishment of a community "nappy library" to promote reusable products, and support for a repair café to extend the life of household items. Additionally, GTC has collaborated with local schools and community groups to create community orchards and gardens, contributing to local food production and biodiversity.

In terms of flood management, GTC has taken a proactive role as the riparian owner of local watercourses. The council facilitated the installation of Telemetric Loggers to enhance early flood warning systems and partnered with Thames Water to mitigate sewer flooding risks. GTC contributed significantly to a £4.5 million flood defense project, despite being the smallest partner, by providing land and funding, thereby ensuring the protection of over 130 properties. The council also organises community events, such as the Godalming Green Gala, to promote environmental awareness and encourage local action on climate issues.

West Monkton Parish Council (WMPC) has integrated climate change considerations into its planning and strategies since declaring a climate emergency in 2019. The neighbourhood plan, revised in 2021, emphasises climate action in all its objectives, including measures for active travel, high energy efficiency in buildings, and electric vehicle charging infrastructure. In 2024, WMPC introduced a strategic plan that prioritises the local environment, focusing on various initiatives to enhance and protect the community's surroundings.

To engage residents, WMPC actively promotes climate initiatives through a communications schedule on social media, localising national campaigns such as water-saving weeks and recycling days. Community-driven projects include a Community Fridge that has saved 70,000 kg of food from waste, tree planting efforts, and educational farm walks. WMPC also organizes events like bicycle festivals and clothing swap meets, fostering a culture of sustainability and environmental awareness.

Additionally, WMPC is taking proactive steps to mitigate climate-related risks, particularly flooding. They have developed a multi-agency approach to identify and implement natural flood prevention measures and offer climate resilience grants to residents for property improvements like solar panel installation. The council maintains essential emergency equipment and has registered its community hall as a safety hub during extreme weather events, showcasing its commitment to building a resilient community in the face of climate challenges.