Previous winners

Braunstone Town Council, Leicestershire and Rutland

Braunstone Town Council (BTC) has demonstrated remarkable achievements across various initiatives, showcasing their dedication to community welfare and progress.

At the onset of the COVID-19 pandemic, the council initiated a comprehensive support service two days after the first lockdown. This service, closely coordinated with the district council, catered to residents' essential needs, helping with shopping, mailing, and more.

A pivotal effort was made to enhance transportation and recreational opportunities through improved walking and cycling connections. In collaboration with various councils, the initiative sought to facilitate cycling and walking routes, establishing vital links within the community connecting transportation hubs, retail zones, leisure spots, and employment areas.

Recognising the need for accessible healthcare, especially in regions with limited GP services and transportation challenges, the council worked closely with the Clinical Commissioning Group (CCG) to set up a GP branch surgery. The strategic location of this facility in the community centre significantly alleviated accessibility issues for residents, further serving as a COVID-19 vaccination centre.

Another notable achievement was the transformation of land initially designated for road construction into a park, achieved through collaboration with planners and developers. This initiative contributed to the community's well-being by repurposing land for recreational use, aligning with sustainable urban development goals.

Regarding cultural and educational enrichment, the council effectively managed the community library, ensuring the retention of paid staff while incorporating volunteer opportunities to drive community events and social inclusion initiatives. These efforts ranged from children's reading sessions to heritage displays, emphasising diverse educational and cultural activities.

Furthermore, substantial improvements were made to crucial community spaces. The significant refurbishment of the sports pavilion, tennis courts, and play area in Shakespeare Park, coupled with initiatives like warm spaces to address rising fuel costs and inflation, reflected the council's dedication to enhancing community facilities and managing the residents' immediate needs.

Moreover, recognising the urgent need to address environmental challenges, the council adopted a forward-thinking climate change & environmental strategy. The aim to achieve carbon neutrality by 2030 and carbon zero by 2050, coupled with substantial carbon reduction initiatives like installing solar PV panels and electric vehicle charging points, showcased their dedication to sustainability and a greener future.

Cllr Lorna Berrett, Botley and North Hinksey Parish Council, Oxfordshire

Cllr Lorna Berrett has worked tirelessly during her eight years as a councillor to improve the services offered by Botley and North Hinksey Parish Council and to develop new services, making contributions towards improved parish facilities such as public art, new play equipment, bus stops and the running of valued events such as the Remembrance Day service.

The clearest example of Cllr Berrett’s positive impact is the leading role she took to ensure that vulnerable residents were supported during the COVID-19 pandemic. She worked with the district council to find volunteer support for shielding residents and set up the ‘Botley Responders’ network for rapid information sharing during lockdown. Three years later, the Botley Responders are still going strong with Cllr Berrett’s involvement.

Before joining the council, Cllr Berrett was part of a group that set up the community’s first website for local information. Under her leadership, the council established a Communications Committee, which Cllr Berrett chaired for eight years. She also led the council’s transition to a modern website and set up its Facebook page. Cllr Berrett actively updates these platforms and responds quickly to public queries raised through them. She also engages directly with residents through in-person events and the Botley Responders network.

Two recent examples show how Cllr Berrett manages challenges to deliver successful projects. She leads a public art project that has seen new murals and sculptures installed in a redeveloped shopping centre, mediating between stakeholders including artists, residents, an arts charity, district council officers and the shopping centre’s management company to arrive at final products the community enjoys.

Cllr Berrett also chaired the Management Committee for a new community hall that opened in 2020, working with contractors and committee members to ensure that the facilities were delivered as planned and met the community’s needs.

For several months before the recent election, Cllr Berrett encouraged many residents to stand as a councillor. Now serving as council chair, Cllr Berrett puts in extra effort to ensure the smooth transition of new councillors by helping with forms, e-mail addresses, and general concerns. She simultaneously led the selection and appointment of the council’s new clerk and responsible finance offer.

Finally, serving the public remains Cllr Berrett’s primary motivation. A great example is her organisation of the All in One Room event in December, which brought together around 100 local volunteers who were thanked for their contributions and encouraged to share ideas and good practices across local organisations.

Cllr Cameron Palin, East Cowes Town Council, Isle of Wight

Cllr Cameron Palin has exhibited exceptional dedication and innovation in enhancing the local community, establishing significant initiatives that have positively impacted the town.

As one of the key figures spearheading the creation of a community market hosted in the town hall, he has facilitated a monthly event showcasing up to 15 Small Market Enterprises. This initiative has broadened the choices for residents with locally sourced products and provided crucial support to local businesses.

Moreover, he was pivotal in supporting a local charity to establish a community hub. This hub organises free events courses and serves as a Ukrainian support hub. Additionally, he was instrumental in establishing a new community building and library. This multi-functional space has become a hub for various community events, housing a library, a tourist information point, and council offices.

Cllr Palin's proactive approach is evident in his involvement in a council-led group focused on collaborating with the local ferry operator to alleviate congestion in the town. He consistently engages with the community through monthly surgeries in vital community spaces, effectively addressing residents' concerns and informing them about council plans and outcomes from previous meetings.

Moreover, his excellent communication skills are showcased through various channels, including a yearly newsletter, extensive use of social media for public engagement, and consistent personal presence at community events and meetings. He strives to make the community's voice heard and actively involves residents in local decision-making processes.

Cllr Palin demonstrated exceptional organisational abilities and collaborative teamwork by overseeing major events like Party in the Park, Queens Jubilee, and the Kings' coronation. His ability to recognise his strengths and delegate tasks demonstrates his commitment to successful project execution. His dedication is further highlighted by his ability to balance his role as a town councillor with a full-time job, family responsibilities, and other community roles.

Lastly, his active engagement with residents in the ward and collaboration with other councils exemplifies his dedication to representing and advocating for the community's best interests. His proactive and innovative approach has led to significant positive changes and improvements.

Essex Association of Local Councils

The Essex Association of Local Councils (EALC) has made significant strides in enhancing its services and support to meet the evolving needs of its membership.

Restructuring the workforce, including critical appointments of a grant funding administrator and an experienced head of member enquiries, has proved highly beneficial, receiving positive feedback and regular engagement from clerks, chairs, councillors, and local associations.

Central to EALC's success is its responsive approach, gathering structured feedback to tailor training courses that align with their members' needs. They have expanded their training offerings, covering essential topics such as budget and finance, allotment management, CiLCA, and practical subjects like playground inspections and cemetery administration. Courses are scheduled during and outside regular office hours, focusing on popular weekend sessions.

Member satisfaction remains paramount, gauged through continuous feedback from various stakeholders. EALC actively seeks improvements and efficiency in communication, employing tools like 'Mailchimp' to efficiently disseminate correspondence, email blasts, and newsletters. This system aids member contact improvement, tracking unread emails and ensuring critical communications are acknowledged and addressed.

Collaboration with grant funding partner organisations like Essex County Council and the Essex Police, Fire and Crime Commissioner is fundamental. EALC is proactive in facilitating timely grant applications, administering 359 funds worth £668,302.50 during the last financial year to address pressing needs in Essex.

A notable achievement is EALC's vigorous promotion of Local Council Award Scheme accreditation, with a rising number of member councils achieving this recognition. EALC actively supports its members at all levels, providing unlimited access to guidance and support via various channels, including email, telephone, and one-to-one sessions.

EALC's commitment to quality training is underscored by investments in enhanced multimedia audiovisual systems, which improve accessibility to in-house and online courses. Additionally, they have expanded their meeting and training facility, further aiding compelling learning experiences for participants.

Moreover, EALC's engagement extends beyond training, with senior executive members and staff actively participating in community initiatives and serving on high-profile bodies. These engagements provide valuable insights and information to members, reinforcing the importance of the local council sector and advocating for their needs at both county and national levels.

Andrea Mann, Odiham Parish Council, Hampshire

Andrea Mann's tenure at Odiham Parish Council in Hampshire since November 2019 has been transformative. She revamped internal processes, enhancing financial transparency and budgeting proficiency. Andrea introduced innovative initiatives like the Village Centre Action Plan, shaped by community consultation, leading to successful grant acquisitions for community projects. The council completed multiple community improvements while maintaining fiscal responsibility. Andrea's remarkable contributions have elevated the council's performance and community engagement, making her a standout leader.

Andrea diligently collaborated with councillors and the community after a 2018 vote of no confidence for the council due to poor community communication. Her efforts resulted in Odiham winning Hampshire Association of Local Councils (HALC) Council of the Year in 2021 and Village of the Year in 2022. She fostered extensive community engagement and volunteer involvement in various projects. Moreover, Andrea provided crucial support for nine out of ten newly appointed councillors in 2019, enabling them to navigate their roles within legal parameters effectively. Her leadership has restored the council's relationship with the community and empowered its council members.

In 2019, when Hampshire County Council (HCC) announced the closure of the Odiham branch library, community discontent surged. Andrea stepped in and skillfully negotiated with HCC. Her efforts led to transferring the building to the council and establishing a thriving volunteer-run community library boasting over 600 active members. Undertaking the restoration of a Grade II listed building with maintenance needs proved to be a monumental task. Andrea secured grants for repair, renegotiated leases, managed utility contracts, and crafted a compelling business case for the building's further development as a community hub in collaboration with councillors. Andrea's unwavering tenacity propelled remarkable progress despite pandemic-related challenges such as material shortages and escalating costs.

Andrea excels in striking a delicate balance between council leadership and bolstering councillors in their roles. She fosters open dialogue, offers valuable suggestions, conducts thorough research, and actively seeks external funding for projects. Andrea has expertly established frameworks that encourage collaboration between councillors and community members, ensuring that outcomes align with residents' priorities.

Recent successes under her guidance include the installation of picnic benches in the council-owned recreation spaces, adding a new community hub restroom, and a comprehensive program to restore 70 council-owned benches, complete with a map showcasing locations and suggested walking routes. Andrea has also orchestrated vibrant street parties for the Jubilee and Coronation, delighting around 2,000 residents with diverse entertainment offerings. Her leadership shines in these community-enhancing initiatives.

Alcester Town Council, Warwickshire and West Midlands

Alcester Town Council (ATC) has focused on the health and well-being of its residents since 2016. By creating a Health and Wellbeing Board, including members of the local statutory and voluntary sector and other interested parties, the council’s vision and objective have been to develop a resilient community by building capacity and social networks. The board recognises the importance of helping the community feel more connected so that people can share information, feel less isolated and increase their sense of belonging and wellbeing.

Alcester Town Council is unusual in that it employs a health and wellbeing coordinator whose job is to partner with local organisations to create new services, activities, events, and projects that meet the needs of the community; represent and support existing groups and societies that promote health and wellbeing in the community, help to initiate, develop, and lead on any new projects and services and put forward the wishes and needs of the local community through consultation and two-way communication. 

Many activities and projects outlined below are a direct consequence of the ideas and responses received from the community in Alcester, most are currently delivered by the community, and all promote inclusion and build community cohesion. Funding has been sought, and relationships forged with both the private and public sectors to bring about the vision many community members have felt most passionate about. The main projects this year have included Cook and Eat Your Tea which helps different groups of people to cook together and then sit down and eat the meal they have prepared, the Well Connected computer group, which Alcester Town Council supports alongside eight volunteers, the Repair Café Alcester which is also supported by Alcester Town Council, a weekly group for adults with learning and /or physical disabilities called The Crafty Lunch Club that is delivered with financial support from Alcester Town Council, the Gone Fishin fishing programme for a small number of residents that may find themselves suffering from health inequalities, Get A Move On fitness classes for the over 60s and a holiday lunch club funded by Alcester Town Council which provides hot lunches for local children. The lunch club was an initiative by a resident during the lockdown and now continues during school holidays.

Cllr Jeremy Richardson, Cold Norton Parish Council, Essex

Cllr Jeremy Richardson is elected to Cold Norton Parish Council in Essex. From February 2020, he enthusiastically took on the challenge of leading a working party with not one but three demanding aims. The first of these was to secure funding and oversee the design of new children’s play equipment in the village park to replace old, outdated apparatus. The second was to design an extension to the existing village hall car park, seek funding for the build costs and identify contractors. The final and most significant challenge was to deliver a civil engineering project that sought to significantly upgrade the unmade and heavily pot-holed road surface leading to the village hall in the hopes of attracting more visitors and business.

Demonstrating his determination and public-spiritedness, Cllr Richardson worked largely alone over two years throughout the covid pandemic to bring the project to the point where phase one has been successfully completed, and both planning permission and funding for phases two and three have been secured, with completion expected later this year. To deliver the project in this timeframe, especially given business delays caused by the pandemic, has been truly impressive.

From the outset, Cllr Richardson set out a detailed project plan, identifying objectives, requirements, and funding options for each phase. Throughout the project, Cllr Richardson provided comprehensive updates to the parish council, as well as to the village hall management committee and parish residents. He went even further in ensuring that the community were included in the project by inviting views from all relevant stakeholders at critical stages, including liaising with Cold Norton School and the local playgroup and allowing the children to vote on their preferred design.

The project hinged on the submission of detailed loan applications submitted to the Public Works Loan Board (PWLB) and complete planning applications submitted and resubmitted to Maldon District Council. The approval of these gave the village hall fourteen extra parking spaces and has made new play equipment and road improvement possible.

Local children are now able to play in a modern play area, and soon the village hall will benefit from the improvements that Cllr Richardson has been instrumental in bringing about, allowing it to gain new business and prosper. 

Cllr Stefan Heighway, Great Dawley Town Council, Shropshire

Cllr Stefan Heighway was first elected to Great Dawley Town Council in 2015 aged 26 and then became the Mayor of Great Dawley between 2020-2022 at the age of 31. Cllr Heighway has attended council meetings and event working groups, authorised payments, worked alongside staff to attend photo opportunities and events and volunteered for activities and events. 

Cllr Heighway has attended events hosted by the mayors of other councils, including local carol concerts and charity events. In addition, Cllr Heighway volunteered for the borough council to help collect and deliver prescriptions for some of the community's most vulnerable members. Cllr Heighway has been involved in the delivery of local events, consulting with the community to find out what they want to see at these events.

During the pandemic restrictions, Cllr Heighway helped deliver breakfast parcels for families on free school meals and hot meals to those that were isolated. He attended food parcel collection services at locations across the parish to remain visible with the local community, helped with signposting to partner agencies and services and hosted online videos to maintain two-way communication with the local community. When restrictions were lifted, Cllr Heighway helped inform the community and host welcome back events. When shops and businesses reopened on the local high street, Cllr Heighway visited each business to welcome them back and thank those that worked hard during the pandemic.

Cllr Heighway hosted the Mayors Citizens Award to identify community members who had gone above and beyond for others. Cllr Heighway opened a new building managed by the council, which offers a range of services from organisations, voluntary groups and charities that provide free local advice for the community. Cllr Heighway attended the launch event and signposted and networked between organisations and the community.

Cllr Heighway was diagnosed with Asperger’s Syndrome in 2010 at the age of 21. Part of this meant that he struggled in social situations and with public speaking. Since becoming a councillor and then mayor, Cllr Heighway has overcome some of the barriers and become more confident at public speaking, opening, hosting and attending public events. 

Northamptonshire County Association of Local Councils

Northamptonshire County Association of Local Councils has delivered an innovative project to create a framework for the devolution of assets and services, build capacity, and develop a new relationship between parish and town councils and the unitary councils in Northamptonshire. The association worked in partnership with North Northamptonshire Council and West Northamptonshire Council, the unitary councils that were formed on 1 April 2021 as a result of local government reorganisation.

The project was funded under the UK Community Renewal Fund. In July 2021, the association bid for and was awarded £281,625. This has been used to engage a project team, provide grants to parish and town councils to map assets and services in their area, procure innovative Association Management Software and engage with the unitary councils to co-design a new relationship based on the LGA’s publication Local service delivery and place-shaping: A framework to support parish and town councils.

The idea of the Asset Mapping Project (AMP) started at an Annual Conference in 2019, where Sarah Mason from Cornwall spoke on Life after Unitary Reorganisation – The Parish & Town Council Perspective. Sarah said how important it was that local councils mapped the assets and services in their parish, and that was the responsibility of the unitary council to identify what was most important to the community.

In December 2021, the association asked each of the 271 local councils in Northamptonshire to set up an AMP Working Group. The working groups were tasked with mapping the assets and services that are the responsibility of the relevant unitary council and Assets of Community Value (ACVs) and plotting them on a map by 31 March 2022. The working groups were asked to use Parish Online. Parish Online provided a subscription for every local council in Northamptonshire and created a shared layer for working groups to use. By 31 March 2022, over 6,000 map points had been created by parish and town councils. Of the 271 parishes, 231 were eligible for a grant to support the mapping work (the remaining 40 being parish meetings), of which 78% claimed the grant.  

Terry Philpott, Ware Town Council, Hertfordshire

Terry Philpott has been town clerk in Ware since 2019. Since his arrival, councillors have been impressed with the dynamism Terry brings to his work, developing and transforming the council into one admired locally.

Terry’s strengths as a clerk come from a combination of twelve years of experience as a councillor with experience in senior roles in the commercial retail sector. His commercial instincts generate income for the council and Ware Priory Trading, the weddings and conferences business that falls under his remit. Working with others to remodel the business has transformed a £60,000 per annum loss to a profit of £100,000 per annum.

Terry embodies the principle of ‘starting with the end in mind’. Combined with his project management skills, this ensures projects are delivered promptly with value for residents. For example, he organised a strategic planning day enabling councillors and officers to collaborate to set the direction for the four-year business plan and build a one-team ethos. The ambitious fully-costed plan stabilised council finances, rebuilt depleted reserves and launched a range of projects including a £240,000 skatepark, a £140,000 play area, an enhanced grant scheme, and a range of eco initiatives including an eco-community day and a community biodiversity group. In addition, Terry initiated the creation of the Ware Town Centre Steering Group, bringing together business, community and local government to develop the town centre. Current projects include replacing CCTV and investigating the feasibility of a community bank hub.

As part of a review, Terry introduced a paper lite office set-up, encouraging digital practices which allowed the council to operate effectively during covid restrictions. He has a management style based around coaching and collaboration, working to enable personal development and providing a balance between stretch and support. This has raised morale among council staff. Mindful of the importance of well-being in the workplace, he has just completed a mental health first aid course.

Consistently one to innovate, Terry encourages officers, councillors and community groups to have the same mindset. Initiatives include digital touchscreen noticeboards being installed in the town, a self-cleaning toilet pod included in next year’s budget, and an Escape Room under consideration for the Lido building.

Terry’s achievements and work with his staff team, councillors, stakeholders, local organisations and the community consistently attract genuine approval and praise. 

Farnham Town Council, Surrey

Farnham Town Council has a proven track record of creativity, innovation, partnership and collaboration. Achievements in 2020 show significant success despite uncertainties and challenges from the COVID-19 pandemic.

The town council formed the Farnham Coronavirus Coordinating Group (now continuing as Farnham Connects) with a community-based cultural organisation the Farnham Maltings and other community groups. It created a safeguarded framework and coordinated five hundred volunteers who managed a helpline and community response supporting over 1,800 people with shopping, prescription collections and friendly phone calls. The objective was to create sustainable long-term community-based support and it has evolved into Farnham Neighbours Network. Alongside this, the Farnham Coronavirus Support Fund was established raising £67,000 to support residents facing pandemic hardship. The town council’s staff built a temporary COVID-19 assessment centre at Farnham Hospital in April 2020 enabling those with COVID-19 symptoms to be separated from other patients and over two hundred Farnham Town Council volunteers have underpinned the successful vaccine rollout.

The high street was supported through a new partnership with We Are Farnham, a digital marketplace for local shops, and regular updates were sent to all businesses with information on a range of support.

Farnham Town Council, working alongside Surrey County Council, installed planters in the town centre to widen pavements for social distancing. This was part of the award-winning Farnham In Bloom, which planted 26,000 plants and two hundred hanging baskets in the town and surrounding villages, and again won Gold in several categories and an invitation to Britain in Bloom 2021. Community participation underpins Farnham in Bloom and Farnham Town Council organised lockdown activities including creating a Lego garden, making scarecrows, an art project and a Secret Gardens competition and COVID-19-compliant volunteer opportunities.

The town council reshaped its programme of events within COVID-19 rules including a farmers’ markets restarted in June 2020 with social-distancing measures in place (a model followed by other market organisers) and additional art and craft markets were held to support the re-opening of the high street and music in the Meadow, restarted in August - the only free live music programme locally setting a benchmark for outdoor music. 

Cllr Matthew Walsh, Princes Risborough Town Council, Buckinghamshire and Milton Keynes

Over the last six years, Cllr Matthew Walsh has led Princes Risborough Town Council in the most successful development programme the town has ever seen. Cllr Walsh has overseen the restoration of the iconic Market House and had the vision to lead the council in the purchase and let of a building in the High Street, ensuring a tenant who will enhance Princes Risborough’s nighttime economy. He has instigated a significant renewal project to enhance and expand the community centre and has developed a popular farmers market to ensure the town continues to be attractive for visitors and residents.

During the COVID-19 pandemic, Cllr Walsh’s primary consideration has been for the welfare of the elderly and vulnerable residents of the parish and local businesses. By 23 March 2020 Councillor Walsh had set up Risborough Market, an online platform that enabled residents in over 5,000 households to telephone local shops, buy goods and have them delivered the same day, free of charge. Councillor Walsh worked hard for up to 18 hours a day with a dedicated and loyal team to design, commission and populate the Risborough Basket website with local shops; ensure that everyone had access to produce by finding a local supplier of fresh fruit and vegetables to bring produce from wholesalers daily; design and manage a telephone ordering system with volunteers daily receiving orders from vulnerable residents and put together a team of 90 volunteers to deliver the goods daily. The website has made over 8,000 deliveries since its inception. Multiple high street businesses have managed to survive through the COVID-19 pandemic as a result of the intervention.

In September 2020 Cllr Walsh launched a new and improved Risborough Basket online shopping platform believed to be the first of its kind in the UK, extending it to over 10,000 households. The High Street remains buoyant, new businesses are opening and joining the Basket. Participating businesses have benefitted from the additional income the Basket generates. 

Cllr Michaella Biscomb, Kippax Parish Council, Yorkshire

Cllr Michaella Biscomb, aged 27, was co-opted on to Kippax Parish Council in 2018, having supported the council before with its social media when she was at university. She quickly stepped into roles of responsibility as vice-chair of the council and chair of the Youth and Leisure Committee (YLCA) and redeveloped the website, and managed the council’s social media.

In 2020, she stepped into the role of acting clerk while the council began recruiting a new one. This was a significant time for the council, as it had recently appointed the YLCA to do a full corporate governance review on the council.

Her attention to detail and creative skills have played an essential role in the council’s response to COVID-19. She designed and coordinated the printing and delivery of an information leaflet for every household in the community. She also designed an ‘Active Guide’ which included walking routes and points of interest in the local area to encourage people to stay active, healthy and local during the pandemic and beyond.

The council launched Kippax Food Bank during the pandemic. She helped to operate it every weekend with early morning food shops, pack and deliver parcels, and take referrals from those in need.

She has worked hard to ensure the food bank is operated correctly, doing a lot of the paperwork to support the project, including the initial briefing papers to pitch the project to the council, detailed risk assessments, data retention policies and consent forms, updating safeguarding policies and arranging appropriate training, information and food safety leaflets to be distributed with each parcel, health and safety assessments and reports for student placements, posters to promote the food bank and donation points, grant funding application forms, managing the finances and donations, including cashbooks and reports.

She is always willing to roll up her sleeves and get stuck in, with creative solutions that help the council overcome problems and deliver new initiatives. She works hard both for local people and the council to ensure its operating correctly and that the council is doing its best for the community.

Yorkshire Local Councils Associations

Yorkshire Local Councils Associations (YLCA) decided to nominate its recent remote conference for member councils. This was a two-day event over 21 and 22 April 2021. Both days commenced at 9.30 am and finished at 8.15 pm and in total YLCA provided members with an opportunity to choose from 43 training sessions on a wide range of topical issues and to also attend sessions presented by the nine external exhibitors that were attracted to the event.  The two days were intense but the whole thing ran absolutely to plan and the feedback received was fantastic - it met the needs of so many members, their councillors and clerks.

YLCA, like many others, have developed their online training offer over the past year, but this remote conference was innovative and enterprising, both locally and nationally. YLCA had one hundred and one delegates in total; a mix of councillors and clerks and that means that all of those people have learned something new about the parish sector, how it works, its administration and how to perform their roles within it. The learning value was immense and the feedback reflected this.

In terms of value for money, YLCA attracted three sponsors to the event - Streetscape Products and Services Ltd who are a Yorkshire based play product company; Imaginarium Learning and Development and CCLA. Because of their sponsorship, they could keep the cost reasonably low at £40 per delegate. Delegates could dip in and out as they wanted but actually, many attended nearly all of the sessions on both days. YLCA received some excellent feedback from the exhibitors who have received enquiries from the event and a couple that have received firm orders for their goods/services.

Due to careful planning and detailed preparation, the event ran smoothly. The transition from one session to another was handled professionally and again, this has been reflected in the feedback from delegates. The whole event has demonstrated that YLCA is a professional body and that it understands the needs of its member councils, their councillors and clerks. 

Adam Keppel-Green, Knutsford Town Council, Cheshire

Adam Keppel-Green joined the council as deputy town clerk in 2012 becoming town clerk in 2014. In many ways, the town council had been run like a parish council. But during his tenure, it has grown from being a ‘talking shop with few events’ to one that works for the town and makes a difference. Its Local Council Award Scheme Quality Gold status would not have been possible without his input. He leads by example, taking charge of the working environment and supporting his staff. He has developed key relationships with other council clerks and officers, creating a network for resource sharing and solving problems or managing project solutions. His use of technology has been invaluable to fellow officers and councillors and the council’s visibility and relationship with residents.

During the pandemic, he worked closely with We Are Knutsford; the community group set up to support residents. All volunteer and help enquiries were filtered through the council’s phone lines and email system until the volunteer group set up separate lines. This support meant the distribution of a leaflet to every household by 21 March. A website supporting the shops – KnutsfordHighStreet.com – was developed with a local agency and was ready by Easter 2020. Videos of the town mayor were broadcast over Facebook to show residents they were not alone.

His quick understanding of Zoom and how to use it for council meetings during 2020 meant continued public engagement. The annual town meeting took place using Zoom with presentations from We Are Knutsford and interviews with local businesses about how they had adapted during the pandemic. Under his direction, many of Knutsford’s events went online – digital versions of Bunny Hop, Pumpkin Path and Town Awards. The Knutsford Voucher was set up to offer an alternative to the main big brand vouchers. As identified by We Are Knutsford, many went to those in need to be spent in local butchers and greengrocers pre-Christmas.