Innovation in local government is about improving the lives of the people in our
communities. Browse through our case studies to see the many innovative programmes councils are involved
in.
Transport for Greater Manchester (TfGM) established the Greater Manchester Electric Vehicle (GMEV) Network in 2013. The network offers free charging for a nominal membership fee, with the costs being absorbed by TfGM. It was decided that the network required a technological renewal and strategic expansion if it were to support the mass adoption of electric vehicles (EVs) across the region and play a central role in improving air quality.
Wirral has a large number of care homes and had a significant number of non-elective admissions from care home residents. It was a priority to ensure that care was provided in the patient’s place of residence wherever possible, as a non-elective admission can have a detrimental effect on frail older people. This example of a local initiative forms part of our managing transfers of care resource.
The Trust decided to implement an electronic system to find a better way of managing complex discharges in 2013. This was developed in APEX, a low-code development platform that enables an organisation to build scalable and secure apps. This example of a local initiative forms part of our managing transfers of care resource.
Councils are constantly seeking to deliver efficiencies and boost income, which makes revenue collection a logical area of focus. At Brent, Social Engine was appointed as our productivity expert, and their expertise was used to design and deliver a randomised control trial (RCT) to test application of behavioural insights to the rent arrears recovery process.
View all Efficiency and income generation articles
Staff from Gateshead’s substance misuse service have a presence at the borough’s main hospital four days a week. This gives them a chance to identify and engage patients who have alcohol-related problems.
Alcohol services have been changed in east Kent thanks to a co-design process involving staff, service users, local people and stakeholders. It has led to more consistency in services, boosted innovation and improved performance.
Sandwell MBC has partnered with Alcohol Change UK to run a project aimed at the most change-resistant drinkers. It targets those who are alcohol dependent, a burden on public service and not engaging with treatment, by surrounding them with support.
Leeds has integrated its substance misuse services – and this is helping boost innovation. Support is being moved into GP centres, there is an enhanced family service and a new team to work with those with earlystage alcohol problems.