IMPACT REPORT 2024-25
Foreword
Fraser Chair (independent)
It is with great pride that I introduce our 2024-25 Impact Report. It is a record of an extraordinary year in which Local Partnerships has once again demonstrated its unique value to the public sector.
Our role, as a trusted, in-house delivery partner owned by the public sector, for the public sector, has never been more relevant. In an era defined by fiscal pressure, climate urgency and rapid reform, we continue to be a reliable source of clarity, expertise and results.
We have delivered substantial, measurable impact across England and Wales. I am struck by how deeply Local Partnerships is embedded in real-world delivery which drives change on the ground and ensures lasting benefit for communities.
This report charts the breadth and depth of our work: from strengthening climate resilience, accelerating local government transformation, unlocking infrastructure funding, through to equipping councils with the tools they need to improve lives locally. At the heart of our offer is the ability to help our partners see further, plan better, and act with confidence.
We have seen the continuing evolution of our partnerships with central government, the L G A and the devolved administrations. Our transformation support has helped councils address difficult productivity and service challenges with tailored, high-impact interventions. And in Wales, the launch of our inaugural Impact Report at the Senedd underlined our strategic commitment to supporting decarbonisation, infrastructure, and social value in every region we serve.
Keith
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We are here to help the public sector navigate change, realise opportunity, and create lasting value for communities across the U K
This year has seen a number of valued, long-standing Board colleagues reach the end of their terms and we have welcomed new faces who bring enthusiasm, challenge and experience. I would like to thank Stephen Dance, Susan Johnson, Cllr Steve Count and Joshua Fleming for their service. To Robert Razzell, Cllr Morris Bright, Ruby Thompson and Henry Elks, I offer a very warm welcome.
The achievements outlined herein are not possible without the commitment, insight and professionalism of our people. As Chair, I have seen first-hand the strength of our team; how they support one another, innovate in the face of complexity, and remain unwaveringly focused on delivering for the public
good. I say that of both my Board colleagues, the executive and the staff as a whole. You have my huge thanks.
What becomes strikingly clear when reviewing this year’s achievements is that Local Partnerships is the golden rope running through so much of the U K’s public service landscape. As we look ahead, I am confident that Local Partnerships will continue to be a vital partner to government at all levels. We are here to help the public sector navigate change, realise opportunity, and create lasting value for communities across the U K.
Keith Fraser Chair (independent), Local Partnerships
Introduction
Local Partnerships has continued to address the pressing challenges faced by our clients
Adele Gritten Chief Executive
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As the C E O of Local Partnerships, I am proud to present our financial year 2024-25 Highlights Report, showcasing the remarkable achievements and impactful initiatives we have undertaken over the past year. This report encapsulates our unwavering commitment to delivering value and efficacy for the public sector, reflecting our dedication to supporting local authorities, central government and devolved administrations, and other public bodies across England and Wales.
Throughout 2024-25, Local Partnerships has continued to address the pressing challenges faced by our clients. Our work spans a diverse range of areas, including climate resilience, commercial strategy, and place-based development. Each project we undertake is driven by our mission to enhance public services, foster sustainable growth, and support positive lasting change.
From designing toolkits, through to saving money for the public purse, from strengthening governance through to providing hands-on delivery, our services reflect the fast-changing demands of the public sector in times of fiscal challenge.
As we reflect on the successes of the last year, I am filled with optimism for the future. Local Partnerships remains dedicated to our mission, and we look forward to continuing our work with public sector partners to drive positive change and deliver lasting impact.
Adele Gritten, Chief Executive, Local Partnerships @LP_AdeleG | 07771 838 817
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At a glance
Mission and purpose
We are an in-house public sector delivery partner jointly owned by the L G A, H M Treasury and Welsh Government. We work solely for local and combined authorities, central government departments, the Welsh Government and other public sector bodies. We are proud to be part of the public sector family.
Local Partnerships delivers value and efficacy for the public purse. As a key interface between local and central government, we provide expert advice and practical resources alongside project and programme delivery support, enabling public services to thrive.
Whether supporting and accelerating the delivery of major infrastructure, tackling climate challenges through resource efficiency and renewable energy propositions, through to wider place-making initiatives, we help transform services across the public sector ecosystem.
Our work aims to provide benefit for the whole public sector. We issue regular guidance and best practice collateral. Examples include our Climate Adaptation Toolkit, Greenhouse Gas Accounting Tool, Contract Management Pioneer Programme
toolkit, through to the P M O toolkit. These can be all found in the Resources Hub section of our website.
Our activity is organised into business units: Climate and Commercial & Place. We also offer cross cutting disciplines –Data & Analytics and Assurance – that work across the piece to deliver projects and programmes for the public sector.
AT A GLANCE
Our services
Navigating change
Senior decision maker support
Strategic planning
Conducting reviews and action planning
Business case development
Providing technical expertise and insight
Delivering programme support
Constructing cases for action
Innovation in public service delivery
Key impacts Climate
£82m in clean energy grants distributed in 2024-25 248,000
t C O 2 e saved through Welsh Government Energy Service
Commercial & Place
39 councils engaged through our 2024- 25 L G A Grant transformation programme
£423m net social value projected from Prisoners Building Homes pipeline delivery 10 challenge reviews completed — with 100% of urgent recommendations accepted
Knowledge sharing & tools
5,000+ downloads from our online Resource Hub
32 community energy projects delivered across 15 Welsh L A areas
£7.4m
556,000
k g C O 2 e savings projected from four council heat decarb schemes
P S D S funding secured for five authorities in the South East 3,350
t C O 2 e, 15,300 M W h, and £3.1m per year saved through Re:fit4 legacy projects
580
M W of solar P V schemes supported with councils
660+ affordable homes in the pipeline through Prisoners Building Homes 15 intensive support projects delivered — with 80%+ reporting positive impact
£2.4m in 3-year savings through accelerated asset transfer in Woking 18 sites transferred to community groups, attracting an extra £1m investment
13 councils supported via P F I Benchmarking Helpdesk
£47.8m secured for Peterborough Station Quarter regeneration
£500,000 per year resourced by Newcastle to derisk 10 P F I/LIFT projects
1,368 attendees at our virtual learning events
22 Welsh councils supported with our Net Zero Scenario Planner 16 circular economy stakeholder sessions run with 250 participants
AT
Our national coverage Project locations and coverage across the U K, 2024-25 (not including central government or national programmes spanning the U K).
As a delivery-focused organisation we bring capacity and capability to support our clients’ ambitious and critical aims
Overview: Climate
The U K has a legally binding obligation to reach net zero emissions by 2050. The U K public sector has a pivotal role to play in accelerating the scale and pace of delivery through finding and commercialising innovative solutions.
Our Climate work supports the public sector to:
` develop and deliver solutions to minimise waste and facilitate a circular economy
` deliver renewable energy infrastructure and energy efficiency projects
` plan for a changing climate, by assessing local impacts, identifying mitigation and building resilience
` deliver strategic and practical approaches and solutions to achieve net zero.
As a delivery-focused organisation we bring capacity and capability to support our clients’ ambitious and critical aims. We provide practical support including project and programme management, governance advice, project reviews, feasibility studies, business case development, technical advice, stakeholder engagement and strategic, commercial and contract management support.
With expertise in Resource Efficiency and the Circular Economy, we work across England and Wales, supporting local authorities to implement government policy and delivering national infrastructure requirements. We work closely with Defra and the Welsh Government which enables us to support local authorities with the stream of new challenges faced.
Our advice is grounded in practical solutions, and we offer technical, commercial, and procurement related support to help our clients to plan strategically, solve complex commercial issues,
We are a market leader in supporting development of renewable energy projects and programmes
manage programmes or projects effectively and increase delivery confidence. We have developed a new standardised contract for local authorities to use for the procurement of new anaerobic digestion facilities to help support the weekly food waste collection.
We are a market leader in supporting development of renewable energy projects and programmes. Offering a commercially based approach to delivery, we work with partners including local authorities and the Welsh Government. Our work includes major strategic programmes such as the establishment of Trydan Gwyrdd Cymru, the state-owned renewable energy development company, and Ynni Cymru, to expand communityowned smart renewable energy generation across Wales. We also provide hands-on delivery of significant renewable energy and storage projects.
We advise on energy projects at all stages of development and delivery including L A E P mobilisation, retrofit, heat networks, renewables and energy storage.
We support local authorities and wider areas in the development of climate adaptation plans through the use of our Climate Adaptation Toolkit, an approach endorsed by Defra, the Climate Change Committee and the Environment Agency.
We provide support with greenhouse gas accounting, pathways to net zero, action planning, area-wide engagement, project development and delivery, green finance, procurement, commercial arrangements and data analytics. See the Resource Hub on our website for our free to use Greenhouse Gas Accounting Tool.
Overview: Commercial
A systemic commercial capability gap exists across the public sector, with councils facing capacity and expertise challenges in commercial, finance, and procurement functions. These gaps impact risk management, assurance of grant spending, and councils’ ability to demonstrate value for money.
Local authorities continue to face pressure to adopt commercial approaches that improve service efficiency and optimise income generation. Many councils, struggling financially, are turning to commercial activity as a solution, but previous poorly managed investments have led to significant failures. As a result, demand for commercial support, risk mitigation, and remedial action is expected to grow.
Local Partnerships’ team of specialists provides extensive assistance to central and local government across all of these
Local Partnerships’ team of specialists provides extensive assistance to central and local government
areas. This ranges from hands on support and strategic advice or assurance reviews, to training and the production of guidance and toolkits.
Councils face increasing challenges in recruiting and retaining staff. We know that councils have capacity and capability challenges, particularly in relation to:
` key corporate functions such as commercial, finance and procurement
` cross cutting activities such as business case development, financial modelling, service redesign and implementing change/ transformation
` specialist services areas such as housing, regeneration and social care.
...we help improve and increase the commercial skillset and contractual knowledge of public sector stakeholders
There are over 650 operational P F I contracts across the U K at a total annual cost of c.£10.5 billion to the public sector. Early P F I contracts are coming up for expiry in increasing numbers, with more than 220 due to expire in the next seven years, meaning an urgent need to support contracting authorities through this complex process and into new service provision. The public sector often lacks the capacity or skills required to manage this transition.
We have a dedicated team of P F I specialists to support contracting authorities to ensure effective contract management, governance and resourcing to minimise financial and operational risks. Our team can also help the public sector achieve efficiencies across a range of areas from refinancing and savings reviews to benchmarking, market-testing and reviewing insurance premium risk-sharing calculations.
From improving contract management to unlocking savings, we work with Crown Commercial Services, the Department responsible for Local Government and the Cabinet Office helping to deliver the Contract Management Pioneer Programme (C M P P).
This is an accredited programme which improves the capability of contract managers throughout the local government sector.
We regularly issue guidance notes, tools and templates. These include material supporting C M P P, Commercial and Business Process Mapping toolkits as well as guidance on reviewing local authority owned companies (LATCo). Through this work, we help improve and increase the commercial skillset and contractual knowledge of public sector stakeholders.
We support our public sector clients to develop, deliver, and review interventions that contribute to successful placemaking
Overview: Place
We support our public sector clients to develop, deliver, and review interventions that contribute to successful placemaking. This is complex and challenging owing to the number of elements involved and their interdependence. Councils are facing multiple place-based challenges including local government reorganisation (L G R).
Most councils face resource deficits across a range of place-based services. Senior Place managers are often responsible for a wide range and diverse portfolio of services and many lack both the resources and expertise required to deliver end to end solutions. In the context of a Government commitment to deliver 1.5m homes in the life of this Parliament, and new mandatory housing targets, many councils are struggling to meet the challenges around the pace of housing delivery, including identifying and delivering options to meet the need for affordable housing and temporary accommodation.
We have continued to work with councils in raising awareness of our temporary accommodation toolkit, as well as working with the L G A and M H C L G to review the possibilities for more support for council housebuilding. There are increasing pressures around investment in existing housing stock, driven by regulatory changes and the move to net zero, with limited capacity for key areas such as contract management or sourcing decisions. We have developed proposals for new programmes aimed at improving contract management across the sector, which we look to mobilise in 2025-26.
Councils continue to address the impact of rapidly changing roles of places, particularly town centres and the need to ensure that the required infrastructure is in place. This includes a need for commercial support in the sphere of health and social care contracting with the private sector, and management of inflation and labour market challenges for the successful delivery of critical infrastructure schemes. In 2024-25, we
We leverage the broad range of skills and experience within Local Partnerships to support a strategic approach to placemaking
advised the New Towns Task Force on how best to approach the challenges and opportunities of innovative infrastructure approaches as part of that programme.
We leverage the broad range of skills and experience within Local Partnerships to support a strategic approach to placemaking. We help clients develop and deliver projects that respond to the changing needs of places, particularly the infrastructure requirements of our urban centres.
We offer practical help in areas such as:
` housing delivery affordability and temporary accommodation
` improving the quality of existing housing stock
` planning and delivering complex capital programmes
` insight, capacity and critical friend support throughout the L G R process
` commissioning, market and contract management for health and social care
` strategic planning for infrastructure and regeneration
` development of better strategic cases for infrastructure investment, and production of H M T Green Book compliant business cases
` areas wishing to explore alternative structures as part of efficiency drives or moves to secure greater devolution powers and funding
` government department assessment of the deliverability of projects for capital grant funding competitions.
Our Gateway Process provides a structured approach to assurance and decision making for public sector projects
Overview: Assurance
Local Partnerships’ project assurance services provide an independent and objective assessment of any project’s health and performance. It can help identify potential issues early on, mitigate risk and ultimately improve the likelihood of project success. In addition, undertaking such a review offers the opportunity to build confidence amongst strategic leadership, elected members and funding organisations that the project is in good hands and ongoing sponsorship of the project is desirable and indeed appropriate. Investing in support that maximises project success is key, as is ensuring that your organisation is utilising all the tools at your disposal.
Our Gateway Process provides a structured approach to assurance and decision making for public sector projects. It consists of a series of stages or “gateways” that projects must pass through during their lifecycle. At each stage,
project progress and readiness to continue are assessed by an independent team drawn from our experienced advisors. This is often supplemented by an external peer reviewer drawn from a comparable public sector organisation or project.
Not all assurance needs, however, can be addressed through this single solution. That is why we have developed a series of assurance tools and services specifically directed at a variety of needs. These include:
` individual contract reviews
` feasibility and business case reviews
` housing development reviews
` health checks, short, sharp project reviews
` bespoke reviews, focussed on a specific element or discipline (procurement, communication etc.).
Our work spans data visualisation, geospatial modelling, toolkit development, and strategic planning
Overview: Data & Analytics
Public sector organisations increasingly rely on data to inform decisions and improve services. Local Partnerships supports this shift by delivering evidence-based insights, developing tools and dashboards, and helping clients design effective data strategies.
Our work spans data visualisation, geospatial modelling, toolkit development, and strategic planning. We bring sector knowledge and technical expertise to ensure data is used well and with purpose.
Our work focuses on:
` providing compelling data-driven insight and analysis
` the production of toolkits, for example in relation to insourcing
` creating effective data visualisations, helping our clients to understand their impact on residents
` developing data and geospatial models, including the expansion of waste-flow and renewables modelling
` creating bespoke financial models and analysis to support the development of business cases across our sectors.
Resource hub
We continue to develop and share practical, free-to-use tools to help councils reduce emissions, build resilience and drive transformation. These resources are grounded in real world delivery and designed so they’re accessible and ready to use.
Our updated Climate Adaptation Toolkit helps councils assess and prepare for climate risks across services and communities. It now aligns with the Climate Change Committee’s monitoring framework and Defra’s Adaptation Reporting Powers pilot. The accompanying risk matrix links all 61 C C R A 3 risks to local authority functions. In 2024-25, the toolkit was formally endorsed by the Met Office.
Developed with the L G A, our Greenhouse Gas Accounting Tool gives councils a standardised method for calculating annual carbon baselines and identifying priority actions. The 2024 version now supports contract-level Scope 3 reporting and emissions disclosure via the C D P-I C L E I Unified Reporting System. It is complemented by the Waste Emissions Calculator, created with Cambridgeshire County Council and U C L, to estimate Scope 3 waste emissions.
Our Electricity Forecast Tool supports smarter energy planning by helping councils estimate future electricity demand and adjust for decarbonisation and growth.
To help accelerate local energy projects, our Renewable Energy Good Practice Guidance outlines key risks and benefits of council-owned assets and how to manage them.
We also published new guidance to help local authorities develop governance arrangements for community benefit schemes linked to Nationally Significant Infrastructure Projects in large-scale renewables.
In Wales, we launched the Net Zero Scenario Planning Tool for all 22 local authorities. This new resource allows councils to model the financial, energy and carbon impacts of different decarbonisation options, supporting Wales’ ambition of a Net Zero public sector by 2030.
Finally, our Transformation Prioritisation Matrix supports decision-makers to identify and prioritise the most impactful change initiatives. Based on our recent transformation work, it enables councils to focus on what will deliver the greatest value and results.
There are more free resources available on the Resource Hub: localpartnerships.gov.uk/resources
Since its launch last year, the Contract Management Partner Programme (C M P P) has been a major success, rapidly becoming one of the most valued tools on our website. It is now the third most-accessed resource, reflecting strong and sustained uptake across the public sector. C M P P continues to prove highly popular with practitioners seeking practical, actionable support.
Alongside C M P P, the P M O Toolkit and Business Process Mapping (B P M) Toolkit remain key resources. Both play a vital role in equipping the Local Partnerships team with a platform to deliver practical tools to support public sector clients.
This year, we’ve focused on improving Resource Hub discoverability through targeted market research and Google Analytics keyword analysis. These insights have helped us better align the Resource Hub with user needs, particularly as new tools are introduced.
One standout example is the Temporary Accommodation Model, designed to help councils make the financial case for capital investment. It has proven popular and is frequently accessed through organic Google searches, highlighting the success of our S E O-led approach.
We continue to enhance the Resource Hub by integrating webinar replays, enabling on-demand access and improving learning flexibility. Engagement has grown steadily, supported by a refreshed user experience that simplifies navigation and improves access to key tools and content.
As a result, membership of the Resource Hub is growing, further strengthening our role in equipping the public sector with the tools, insight and support it needs to thrive.
RESOURCE HUB
Climate response
Adapting to a changing climate
As climate risk intensifies, councils are under growing pressure to deliver resilient, future-proofed services. In 2024-25, we supported local authorities across England and Wales to understand how climate change will affect service delivery and how to adapt in response.
Local authorities used our updated Climate Adaptation Toolkit to assess service-level climate risk and apply new insights to longterm planning. In Milton Keynes, we provided direct support using the toolkit to explore the impacts of extreme weather on frontline delivery. In Cambridgeshire, the council is using it to integrate climate risk into the future design of key services. Our national webinar reached over 100 officers, highlighting practical ways to build climate resilience into transformation planning.
In Wales, we supported the Welsh Government’s Public Health division following a key Climate Change Committee report. We developed a dedicated Adaptation Toolkit for Health and Social Care and launched it during Wales Climate Week. Work is now underway with health boards across the country, including direct support to Hywel Dda University Health Board.
We also partnered with Cardiff Capital Region to run adaptation workshops for all ten local authorities, focusing on service risk and regional vulnerability. Our recommendations have been adopted through formal governance processes and are informing the region’s planning and reporting to C D P (formerly Carbon Disclosure Project).
Across all this work, we are helping the public sector move from awareness to action, embedding climate risk into strategic thinking and delivering more resilient outcomes for communities.
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Emissions reduction and pathways to net zero
We support local authorities and public sector bodies to reduce emissions, develop credible Net Zero pathways and embed carbon thinking into decision-making.
In 2024-25, we helped clients access funding, develop business cases and deliver projects in areas including fleet transition, building retrofit, renewable energy and carbon budgeting.
As delivery partner to the Greater South East Net Zero Hub, we supported clients through the Low Carbon Skills Fund and Public Sector Decarbonisation Scheme. Five councils secured £7.37m through successful P S D S round 4 applications, which Local Partnerships supported the drafting of.
We worked with Hart District Council to update its carbon reporting boundary and establish a new emissions baseline, giving the council a stronger understanding of its key emission sources.
For West Suffolk District Council, we acted as a critical friend to strengthen the evidence base for new climate policies. Our rapid review supported the adoption of those policies within the council’s local plan.
In partnership with the new National Infrastructure and Service Transformation Authority, we co-developed the P F I Project Emissions Calculator, helping councils manage Scope 3 emissions and drive low-carbon outcomes through existing contracts. This will be published on the gov.uk website in July.
CLIMATE RESPONSE
We developed net zero trajectories for several English local authorities, including Milton Keynes. By analysing data from buildings, fleet, and street lighting, we helped councils estimate their decarbonisation pathways.
Climate programme management and governance
Effective delivery of climate change programmes depends on strong governance and sustained focus. In 2024-25, we supported several organisations to improve the structure and outcomes of their Net Zero work.
We continued to work with Milton Keynes City Council on the evolution of its Sustainability Strategy and its Pathway to Net Zero 2030, helping to embed long-term direction and delivery mechanisms.
For the Greater South East Net Zero Hub, we supported the establishment of new governance frameworks to strengthen oversight and accelerate delivery of net zero projects across the region.
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We provided Programme Management Office support to Cardiff Council’s One Planet Cardiff programme, improving programme coordination, reporting, and impact. This included setting up structured monitoring for the council’s climate action plan, supporting governance processes, and producing an Electric Vehicle Road Map to inform future charging infrastructure in the city.
At Radyr Weir Hydro Plant, we identified and addressed issues around performance and management. Our intervention improved communication between the council and the operator, formalised contract arrangements, and led to remediation works.
As a result, the plant now performs significantly better, securing a stable income stream for the council and delivering more reliable renewable energy.
For more information about Climate response link to our website
Renewable energy
Supporting Welsh Government initiatives
In 2024-25, we continued to support the Welsh Government’s ambitions for green growth, clean energy and a net zero public sector.
As a delivery partner in the Welsh Government Energy Service, alongside Carbon Trust and Energy Saving Trust, we helped public bodies across Wales to de-risk and accelerate decarbonisation projects. Over £56m of investment was delivered this year, supporting initiatives across energy, transport and buildings.
Key outcomes for the Energy Service in 24-25 included:
` growth in public sector electric vehicles from 6 percent to nearly 10 percent
` 18 Local Area Energy Plans completed
` 715 k W of solar power installed across 14 schools in Torfaen
` consent secured for a 20 M W solar farm for Caerphilly
` a successful £1m bid for Isle of Anglesey to replace gas boilers with heat pumps
` £8.2m secured for low carbon heat across four authorities
` around £20m allocated to decarbonise further and higher education estates
` £4.12m in E V funding awarded to 17 public bodies for 87 new vehicles and infrastructure.
We continued to support the Welsh Government in the development of Ynni Cymru, established to drive forward smarter and more innovative local and community-led renewable energy
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projects. These projects integrate generation, storage, demand and infrastructure to ensure locally generated energy is delivered to the right place at the right time. In 2024-25, we secured £10m in grant funding for public and community sector organisations and small and medium-sized enterprises (S M Es) to advance smart local energy systems and successfully supported the completion of 32 community energy projects. These included schools, leisure centres, care homes, business parks and community centres across Wales.
We supported the Welsh Government’s Marine Energy Programme by helping secure equity investments in the Morlais tidal stream project and the Inyanga Marine Energy Group.
These investments have already led to new local jobs, including turbine assembly on Anglesey.
We also supported the Tidal Lagoon Challenge, working with three research consortia funded through a £750,000 grant scheme. The projects aim to overcome barriers and quantify benefits of tidal lagoon development. We chaired the interim review session at the Marine Energy Wales 2024 conference.
From community renewables to national marine energy investment, we are helping Wales turn climate ambition into action through delivery-focused support, expert advice and long-term collaboration.
RENEWABLE ENERGY
Re:fit projects have delivered £497m in capital investment
Re:fit and Retrofit
We supported public bodies to improve the energy performance of their buildings through the Re:fit Energy Performance Contract, an industry-recognised procurement route that guarantees cost and carbon savings. The model supports decarbonisation through energy efficiency, renewable energy generation and robust measurement and verification.
In 2024-25, we supported ten public sector organisations to advance their energy efficiency and decarbonisation plans through Re:fit projects.
At Anglia Ruskin University, the current Re:fit project focuses on energy conservation and renewable generation, with an estimated capital cost of £1m. The scheme is expected to deliver 147 tonnes of C O 2 savings annually, with a five-year payback period.
Hywel Dda University Health Board is delivering energy improvements across its acute and community hospitals. With a capital value of £6.9m, this project is forecast to save 760 tonnes of C O 2 each year, with a payback of 8.5 years.
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Since 2016, Re:fit projects have:
` saved or avoided 515,000 tonnes of C O 2
` delivered £497m in capital investment
` achieved £30.48m in annual energy savings.
Re:fit is jointly supported by Local Partnerships and the Greater London Authority (G L A). In 2024-25, we worked with the G L A and Crown Commercial Service to launch Re:fit 5, the next evolution of the framework. It is due to go live later in 2025.
Re:fit continues to help the public sector unlock investment, improve building performance and accelerate progress towards net zero.
Clean energy
We support local authorities to develop clean energy solutions that align with the government’s ambition to make the U K a clean energy superpower. Our work spans solar power, heat networks, community benefits and finance innovation.
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Solar P V a nd local energy
We developed a solar strategy for Cherwell District Council to assess how roof- and ground-mounted installations can contribute to national targets, while balancing local impacts such as land use for food production.
In Merthyr Tydfil, we helped design solar schemes linked to a private wire and commercial Power Purchase Agreement. We built financial models and supported business case development to enable investment.
We also supported Oxfordshire County Council and three district councils in discussions with local communities about the 840 M W Botley West solar farm. The resulting agreement secured a community benefit amount 31% above the national benchmark, with further commitments if planning consent is granted.
Heat networks
In Milton Keynes, we are leading the Outline Business Case for a city-wide heat network using waste heat, alongside supporting a successful £4.3m Public Sector Decarbonisation Scheme grant for enabling works. In Tower Hamlets, we helped shape business cases for decarbonising and expanding the Barkantine Heat Network following its P F I expiry.
We also published a Heat Network Commercial Guide to help public bodies navigate new opportunities for low carbon heat.
Finance and planning
We advised Oxfordshire County Council on improving financial performance across its net zero programme. Our recommendations on project blending are now being implemented.
In the City of London, we supported the delivery of its Local Area Energy Plan, identifying priority actions on retrofit, network development and heat supply needed to decarbonise the Square Mile by 2040.
Skills for a low carbon economy
We delivered a skills needs assessment for North East Lincolnshire, commissioned by DESNZ via the East Midlands Net Zero Hub. The findings will shape targeted training delivery in high-emission, low-income areas.
For more information about Renewable energy link to our website
Zero waste
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We work with governments and local authorities across the U K to accelerate the shift to a circular economy. From shaping national strategy to redesigning local services, we support the public sector in developing policies and systems that strengthen material security, cut environmental impact, and build economic resilience.
Shaping circular economy policy
We’ve supported Defra and the Welsh Government in crafting ambitious, evidence-based circular economy strategies. Our input to Defra’s Circular Economy Taskforce identified highimpact, deliverable actions to drive growth, create green jobs, use resources more efficiently, and help meet net zero goals.
In Wales, we reviewed policy tools, assessed material impacts and reviewed global reuse and repair policies. This work helps to translate strategic goals into tangible results to extend product
lifespans, reduce waste, and deliver real value to citizens and the environment.
Turning evidence into action
Our team supported Welsh Government with the design and development of the deposit return scheme (D R S). From stakeholder engagement to the appointment of the Deposit Management Organisation (D M O), we’re helping to operationalise a model that goes beyond recycling to facilitate reuse.
We led a collaborative co-design process to develop the “Improvement Action Process” (I A P) for Packaging Extended Producer Responsibility (p E P R). This provides a structured pathway for councils to receive support and deliver more effective recycling sys tems.
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We worked closely with Department for Energy Security and Net Zero (DESNZ) and Defra, and wider stakeholders to help inform a fair cost pass-through mechanism for the inclusion of waste incineration within the Emissions Trading Scheme (E T S). Our work supports a system that is equitable, transparent, and aligned with public sector funding realities.
Unlocking investment and infrastructure
Through the Waste Infrastructure Delivery Programme (W I D P) in England and the Waste Infrastructure Procurement Programme (W I P P) in Wales, we provided commercial, legal, and technical support to ensure contracts and facilities meet evolving legislative and funding requirements.
We brought together 366 stakeholders across 11 local authority workshops to share knowledge, build capacity, and promote best practice. This collaborative approach helps secure long-term service resilience and supports local authorities to future-proof essential infrastructure.
With Simpler Recycling on the horizon, we developed a model anaerobic digestion contract aligned with the new Procurement Act, cutting costs and speeding up procurement for food waste treatment.
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Putting policy into practice
We supported nine local authorities to explore the future of their waste and resource services considering evolving policy and infrastructure needs. This identified opportunities for greater efficiency, resilience, and environmental impact.
We are helping local authorities navigate the complex transition to new unitary structures. In Cumberland, we supported the harmonisation of three legacy services. In Westmorland and Furness, we are supporting the creation of a full business case to shape the future of waste and resource management for the newly formed single-tier authority.
Through the Collaborative Change Programme in Wales
we developed forward-looking circular economy strategies, conducted strategic infrastructure reviews to ensure futureproofed materials handling, and developed robust business cases, identifying more than £113m of investment aligned with circular economy priorities. Click the video to hear more from Tom Marshall and Emilie Woodger-Smith
Infrastructure
P F I/P P P contract expiry
As more P F I projects approach expiry, Local Partnerships helps public authorities reduce risk, protect value, and plan for seamless post expiry operations. Our work captures and shares best practice across the sector.
Newcastle City Council
Newcastle City Council has committed to strengthening its approach to managing five P F I and five Local Improvement Finance Trust (LIFT) projects, with four nearing expiry within five years. Our programme-wide review resulted in a bespoke, enhanced governance structure, clearer resource needs, and expiry plans to guide future operations. The Council has committed £500,000 per year over 12 years to sustain effective programme delivery, embed best practice and secure value from operation through expiry to reintegration of services.
Liverpool City Council: unlocking value through reviews
A series of in-depth contract reviews has enabled Liverpool City Council to address long standing commercial issues and prepare for expiry across its P F I estate. The latest phase focused on fire safety, lifecycle, insurance, and asset condition. The outcome: £700,000 of remedial works for passive fire protection secured at no additional cost, alongside a more confident and proactive client team.
Cornwall Council: enforcing standards ahead of expiry
Condition surveys across six fire stations prompted contractor action to resolve key issues. Cornwall Council’s team is now better equipped to manage the final phase of the P F I contract, with strengthened understanding of technical and contractual matters helping secure better outcomes as expiry approaches.
Kevin Jones (Infrastructure)
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More than £120,000 in penalties and £1m in profit share were recovered and reinvested in a decarbonisation programme
London Borough Tower Hamlets: decarbonisation and long-term benefit
Tower Hamlets enhanced control of its district heating P F I contract, which serves the Barkantine Estate, leading to a reduction in its I P A expiry risk rating. More than £120,000 in penalties and £1m in profit share were recovered and reinvested in a decarbonisation programme. As expiry nears, the project will transition to this new delivery model, with the identified net zero aligned investment ensuring affordable, sustainable heat long after contract end.
Benchmarking helpdesk: accessible, funded support
Public bodies often lack capacity and experience to challenge benchmarking submissions on P F I projects, risking poor value outcomes. Local Partnerships supported 13 contracting authorities through an I P A (now NISTA) funded helpdesk, clarifying rights and processes. The helpdesk service helped avoid acceptance of unfavourable terms, either through early-stage planning or latestage interventions, and received positive feedback for its ease of access and immediate practical benefit.
Insurance risk sharing helpdesk: clarifying complex terms
Many local authorities remain unfamiliar with P F I insurance risk sharing provisions, missing opportunities to verify calculations
or claim their share of cost savings. Our I P A funded helpdesk addressed this by offering tailored advice on projects ahead of upcoming NISTA guidance. This support helped authorities assert their positions, improving confidence and financial outcomes without the need for reliance on contractual dispute procedures.
LIFT expiry guidance: building sector readiness
Of 49 LIFTCos delivering over 350 facilities worth £2.5 billion, seven have part local authority ownership, with 20 projects receiving P F I Grant several of which are approaching expiry. To support consistent, effective management, Local Partnerships developed guidance for M H C L G on best practice contract oversight. This resource will help local authorities plan expiry of ten upcoming projects, three within the next seven years, and consider their rights under existing pre-emption clauses.
Refinancing
Local Partnerships advised Essex County Council on the value for money case for refinancing its Building Schools for the Future project. Our analysis supported decision-making on how gains should be received and helped ensure a successful financial close. The outcome was a direct cash receipt of £1.25m for the Council after costs.
Mutual Investment Model
Local Partnerships has been instrumental in shaping and delivering the Mutual Investment Model (MIM) on behalf of the Welsh Government. MIM enables long-term infrastructure investment while maintaining a level of public sector equity in projects and ensuring community benefits. Projects are structured to align with the Wellbeing of Future Generations (Wales) Act 2015, with public shareholding built into each delivery vehicle.
In 2024-25, the impact of MIM became visible, as major projects reached key delivery milestones. Our focus this year has been on
supporting implementation, contract management and programme coordination as benefits began to reach communities.
In education, the first MIM schools opened through the Sustainable Communities for Learning Programme. These included:
` three schools in Rhondda Cynon Taf as a £53m grouped primary schools scheme
` the £65m all-through Mynydd Isa Campus in Flintshire.
INFRASTRUCTURE
Delivered through WEPCo, these projects support a ten-year Strategic Partnering Agreement between Welsh Government and local education authorities. Together, they have:
` created new education space for over 2,000 learners
` provided more than 2,000 weeks of training and apprenticeship opportunities
` delivered numerous community initiatives including the WEP Academi.
In health, the £310m Velindre Cancer Centre reached financial close in March 2024. Designed to be the U K’s most sustainable hospital, it will deliver world-class treatment and research when it opens in 2027. We continue to support the Trust across delivery, enabling works and equipment strategy.
In transport, we supported the procurement of the £590m A465 dualling between Dowlais and Hirwaun. Set to complete in 2025, the project is already exceeding community benefit targets and delivering improved access, journey times and local employment.
To date, MIM has delivered around £1.4 billion in new investment across Wales. It combines public and private funding, ensures
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long-term public benefit and allows the Welsh Government to retain a stake in every project.
Capital delivery
Islington Council is planning to invest £1.2 billion in physical assets over the next ten years, with £740m scheduled in the next three. Most of this is allocated to housing. To manage this scale of investment effectively and efficiently, the council asked Local Partnerships to review how its capital programme is developed, managed, and governed.
We reviewed key documentation, carried out interviews with officers and members, and examined three major projects in detail to understand how systems, processes and controls are applied in practice and where practices may differ across the organisation.
The review confirmed that with targeted improvements to governance and project tools, the programme could be better aligned with strategic priorities and reduce abortive costs and additional time. A more business case-focused approach was recommended to reduce risk and improve decision making.
Local Partnerships supported Peterborough City Council and the Combined Authority to secure government approval of the Full Business Case for the regeneration of the Station Quarter. The project is set to receive £47.8m, subject to the Comprehensive Spending Review, to deliver new public spaces, improved active travel routes, a western entrance, and station improvements.
We worked alongside officers and partners including Network Rail and L N E R for eight months, helping to refine the Strategic Case, review commercial, financial, economic and management cases, and prepare responses to the Department for Transport. We also critically reviewed and appraised the cost plan, procurement strategy, and carbon management plan.
The Full Business Case was approved in May 2025. Works are set to run from 2025 to 2026. Local Partnerships will continue to support delivery and governance throughout the implementation phase.
Assurance
Local Partnerships undertook an assurance review of a major highways project for Hampshire County Council, linked to a council bid under the government’s Large Local Majors
programme. The scheme focused on improving a congested section of the A326 between Totton and Dibden, unlocking housing and regeneration sites along the corridor.
With the original Strategic Outline Business Case already submitted to the Department for Transport, the council needed to confirm that the business case remained strong and the benefits realistic. To this end, a Gateway 0 to 1 review was agreed to be the best way forward.
We assembled a review team with expertise in programme management, infrastructure, and regeneration, and included a local authority peer with relevant experience. The team reviewed documents and conducted stakeholder interviews to assess the project’s current position.
Findings were shared in a clear report with recommendations to help the project move confidently to the Outline Business Case stage.
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Commercial support
Sourcing and contract management
Contract Management Pioneer Programme
In 2024-25, Local Partnerships developed tools, templates, and guidance to support contract management in councils. These were tested with local authorities to ensure practical value and ease of use.
Through the Crown Commercial Service-funded Contract Management Pioneer Programme, we worked with 50 councils. As a result, 92% showed improved contract management based on RAG ratings across 15 best practice criteria. We also provided in-depth transformation support to 13 councils. All rated their experience positively and nearly 80 percent said it led to improved contract management outcomes.
Business Process Mapping
We produced a toolkit to help councils map their procurement and contract management processes. It guides teams through the full commissioning lifecycle and helps define what good looks like in practice.
We supported 10 councils to use the toolkit. All rated the experience as excellent and 83 percent reported measurable improvements in their procurement and contract management processes.
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Commercial and governance support
LATCo Governance
Our Local Authority Company (LATCo) Review Guidance provides advice regarding the setting up and ongoing management of LATCos as well as a good practice checklist covering all aspects of good governance from both a council and company perspective. We have used this guidance as a basis for a range of reviews of LATCos (both trading and investment) supporting them to achieve better outcomes both from a council and company perspective. This has helped to reduce risk associated with commercial activity,
ensure appropriate oversight of arm’s length companies and improve governance structures. We have shared lessons learned from company failures and best practice from across the sector. Key issues where we made recommendations for improvement included:
` conflicts of interest
` insufficient commercial activity to warrant a company structure
` poor financial management by the company meaning that value for money could not be demonstrated.
We helped clarify programme deliverables, planning needs, and key milestones
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In 2024-25, we supported:
` Cotswold, West Oxfordshire, and Forest of Dean District Councils with successful insourcing of their joint venture company Publica, improving control over service delivery
` a district council with revised governance and operational structures to improve value for money
` a county council’s investment company review, which led to a revised business plan, board restructure, and new shareholder agreement.
Programme Management Office
Guidance and support on Programme Management Offices has helped councils select the right structure to match governance, funding, and capacity. We supported clients to choose and implement models that ranged from advisory to hands-on roles.
Sustainable Farming Scheme
Local Partnerships reviewed and strengthened the governance of the Welsh Government’s Sustainable Farming Scheme, due to launch in January 2026. We helped clarify programme deliverables, planning needs, and key milestones, and are now managing the governance for delivery. Under the new scheme, farmers would be paid for actions resulting in environmental, animal welfare and social outcomes, over and above minimum legal requirements, and would be required to carry out a suite of “Universal Actions” for which they would receive the “Universal Baseline Payment”.
Community asset transfer
Woking Borough Council transferred five community centres and 13 sports pavilions with support from Local Partnerships. The project is expected to deliver savings of £2.4m over three years and has attracted £1m of investment from the Football Foundation. It also empowered local groups to manage and improve their facilities.
Turn around for leisure services
Local Partnerships worked with Torfaen County Borough Council on their leisure provision to address the challenge of increased expenditure that was putting pressure on council budgets. The result was a procurement within 12 months securing a new provider under a new ten year contract to meet the ambitions of the council to improve health and wellbeing outcomes for residents, whilst being financially stable and commercially enterprising.
Financial modelling
We supported West Lancashire Council in reviewing parking charges by modelling the financial impact of different pricing strategies. Using elasticity studies and population trends, we assessed the revenue potential of extended hours and revised fees across all car parks.
Devolution and local government transformation
Devolution and local government reform
The end of the calendar year saw the Government publish its English Devolution White Paper, triggering the start of significant structural changes across a large number of council areas.
At a national level, we have been in dialogue with both the L G A and M H C L G as part of developing the support framework for the local authorities involved in the changes as well as providing direct support to councils putting together their interim plans and final proposals. We have also been working on our own commercial offer to the sector which we are structuring around four elements as shown on the following page.
Local government transformation
Local Partnerships supported transformation programmes in 32 councils during 2024-25. This work included both councilcommissioned projects and initiatives funded through the L G A sector support programme.
Our approach focuses on co-designing change with councils to ensure sustainable improvements. By building internal capability and embedding transformation, councils are better placed to deliver long-term value.
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DEVOLUTION AND LOCAL GOVERNMENT TRANSFORMATION
We are supporting local authorities through complex transitions, including Local Government Reorganisation, with expert advice and delivery partnership.
Our support is helping the council make informed choices
Blaenau Gwent and Torfaen: joint leadership and shared ambition
We supported Blaenau Gwent and Torfaen County Borough Councils as they explored closer working with a single Chief Executive. Our review identified several benefits of such new and innovative ways of working, financial efficiencies, creating a culture of improving services to create better outcomes for residents, and to drive collaboration and knowledge-sharing. The councils have now appointed a permanent Joint Chief Executive and are progressing a transformation portfolio and Local Partnerships are continuing to work with the council on the next stages.
Wrexham County Borough Council: delivering a £25m saving
Wrexham’s transformation programme is targeting savings of £25m. We are working with the council to strengthen governance and decision making, and to apply good practice across priority areas including social care, environmental services, and asset management. Our support is helping the council make informed choices and put in place robust structures to support lasting change.
Enhancing places and lives
Local Partnerships supports councils to deliver better outcomes across housing, homelessness, health, and social care.
Calderdale Council
We assisted Calderdale Council to secure £366,100 revenue funding to progress plans for a high-quality business park at Clifton. The site will create approximately 46,000 square metres of workspace, support around 1,300 permanent jobs, and generate over £220m in economic value.
Blaenau Gwent Council
Following flooding and a coal tip landslide during Storm Bert in 2024, Blaenau Gwent Council adopted 19 recommendations to strengthen its future emergency preparedness. The response
was welcomed by senior council leaders at both politician and officer levels.
Prisoners Building Homes
Prisoners Building Homes (P B H) is unlocking skills and sustainable housing by enabling prisoners to contribute to building net zero affordable homes. The programme addresses the national housing shortage while supporting rehabilitation and tackling reoffending.
To date, 42 homes have been completed or are under construction across 10 sites, with more than 70 prisoners upskilled, and over 660 homes in the pipeline. The programme now spans 88 sites, engaging 12 prisons, 14 housebuilders, 17 local authorities and a growing number of new regions.
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ENHANCING PLACES AND LIVES
This includes both on-site construction and modular manufacturing approaches, offering flexible delivery aligned to local housing needs.
P B H is a social value programme rooted in systemic impact. It develops pathways into employment for prisoners and connects them to construction sector opportunities on release. By supporting both training and the provision of real homes, the programme bridges two critical public priorities, reducing reoffending and increasing housing supply.
Local Partnerships has supported P B H by shaping the business case, identifying routes to programme funding and enabling
national rollout. We continue to play a key role in convening delivery partners, providing commercial advice and embedding long-term governance and performance frameworks.
Council housebuilding: strengthening local capacity
Local Partnerships is working with the L G A and M H C L G to help councils scale up housebuilding. Initial work surveyed councils to shape future support. The programme aims to assist 75 councils in 2025-26, supporting the delivery of secure, affordable homes.
End Furniture Poverty: demonstrating value
Our cost benefit analysis showed that furnished tenancies and wider welfare support provide strong financial and social returns. The findings have informed national policy discussions and were positively received by stakeholders and ministers.
As part of our work with End Furniture Poverty, we delivered a cost benefit analysis of providing furniture support to residents. The findings demonstrated strong social and financial value. The report was presented in the House of Commons and welcomed by Ministers and local authorities including North Tyneside, Liverpool, Onward, and Cambridgeshire.
Digital Delivery Landscape Review: improving health and care in Scotland
We undertook a review of the digital delivery landscape (D D L R) in health and social care across Scotland. We worked across a complex stakeholder group to make recommendations that
would improve digital delivery across the landscape: faster delivery and better outcomes for patients, care recipients and the professionals who use the services. The recommendations made covered organisational changes, improvements to governance and to project/programme management processes. The recommendations are system wide and cover three time horizons to 2036. The Scottish Government are considering how best to implement these, which, if implemented in full, should help support the transformation of health and care digital services across Scotland.
Community Ownership Fund: supporting stronger places
Local Partnerships assessed 15 commercial cases and 51 strategic cases for the Community Ownership Fund Round 4. The goals of the £150m Community Ownership Fund were to support community groups and strengthen community ownership and social infrastructure.
For more information about these services link to our website
Our people
In 2024-25, we focused on strengthening our culture, deepening inclusion and supporting employee wellbeing to lay the foundations for long-term organisational resilience.
We launched a new set of staff-defined values: Collaboration, Inclusivity, Integrity and Impact. These will guide performance, leadership and policy development and how we support one another across the organisation.
Equity, diversity and inclusion
We took a renewed approach to E D I, with a team of E D I Champions helping embed inclusive practices across recruitment, policy and leadership. As of April 2025: 34% of our people are carers 18% work part-time 3% identify as disabled All are supported by flexible working and inclusive policies.
We continue to apply an E D I lens to all new and existing H R documents and have made space for employee voice through Wellbeing and E D I Champions.
Wellbeing and flexible working
We strengthened our wellbeing offer to support both physical and financial health. New initiatives in 2025 include:
` private medical support for employees who choose it
` targeted pension presentations by life stage
` toolkits and resources to help staff manage stress and rising living costs.
Our flexible working model remains core to our culture. As of April 2025, 32% of staff work reduced, compressed or non-traditional hours, with regular review to ensure continued accessibility.
Pay and progression
At 1 April 2025, Local Partnerships employed 47 (55%) female and 40 (45%) male employees, out of a total population of 87. Work undertaken over the last two years has levelled up any historic gender pay imbalance. The mean pay has been calculated from 1 April 2025 and is shown here for our most populated roles:
The calculations show that the work we have undertaken to reduce our mean gender pay gap has worked and now averages -0.54% for our most populated roles (2024: 4.61%; 2023: 13%). Work continues in 2025-26 to provide parity for all employees and maintain the 0% gender pay gap (+/- 5%).
Gender pay gap for the most common roles
We remain below the reporting threshold but continue to publish gender pay data internally and monitor other characteristics including race and disability. As of April 2025:
79% of employees identify as white 10% of our top 25% earners identify as from ethnic minority backgrounds
Looking ahead
In 2025-26, we will:
` expand wellbeing and inclusive leadership training for line managers
` maintain our 0% gender pay gap (+/- 5%) and begin monitoring ethnicity and disability pay gaps
` launch a new H R intranet hub for easier access to guidance, resources and policies.
Our people remain central to our success. We’re proud to be building a workplace where everyone can thrive.
Raising our profile
We expanded the Resource Hub on our website with new toolkits, case studies and models developed through our project work. Nearly 6,000 downloads of our free resources were recorded this year.
We focused on amplifying the resources, insights and services we provide that help local authorities and government departments deliver better outcomes for their communities.
We expanded the Resource Hub on our website with new toolkits, case studies and models developed through our project work. These included updated guidance for councils managing P F I contract expiry, support for decarbonisation pathways and new data dashboards that provide actionable insights on housing, temporary accommodation and service performance. Nearly 6,000 downloads of our free resources were recorded this year.
Our thought leadership aligned with national government priorities and the most pressing issues facing the public sector. We contributed articles and policy explainers that responded to key developments, such as the latest recycling and waste reforms and the evolving P F I landscape. Collaborations with industry bodies and media outlets remained central, and we provided expert commentary from across our team on topical issues in publications such as The M J and Partnerships Bulletin.
Our specialists featured across a wide range of major events including the L G A Conference. We delivered sessions on our
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vision for a zero waste future and our Greenhouse Gas Accounting Tool. We contributed to panels and keynote speeches at other conferences throughout the year such as U K REiiF and the District Council’s Network annual conference. Adele Gritten, our chief executive, maintained a strong presence on the conference circuit to champion public sector innovation and resilience.
Our team contributed to judging panels for prestigious awards, such as the Partnerships Awards, and we once again were thrilled to sponsor the M J Awards category “Leadership in responding to the Climate Emergency”, celebrating the bold work of councils leading the charge on climate response in their communities.
We also launched our inaugural Wales Impact Report at the Senedd in February 2025, highlighting the contribution we make to infrastructure, clean energy and service provision across Wales.
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“Leadership in responding to the Climate Emergency”
Corporate social responsibility
In 2024-25, we continued to use our people and partnerships to make a positive difference beyond our core work. From tackling food waste and supporting cancer research, to mentoring young people and championing second chances, our C S R programme reflected our values in action.
We continued our partnership with FareShare, a national charity redistributing surplus food to communities in need. Our staff raised £2,945 through donations and fundraising –equivalent to over £16,800 in social value, based on FareShare’s 2024 Impact Report.
This year we began supporting Cancer Research U K, contributing to the development of life-saving treatment and care. Our activities include awareness campaigns, educational efforts and upcoming fundraising initiatives, reflecting our commitment to better health outcomes for all.
Through our ongoing partnership with Not Impossible, we hosted eight microplacements and mentoring sessions for young people from less advantaged backgrounds.
The impact: 100% felt more optimistic about their future 83% said they now understand how to impress in the workplace 5/5 average rating for the Local Partnerships experience
We will expand this mentoring programme in 2025-26, helping more young people explore meaningful careers in the public sector.
“I’m very grateful that you took the time to access my LinkedIn and C V, that’s unbelievably helpful for future career prospects. The comment ‘any company would be lucky to have you’ meant a lot for my confidence.”
In the year ahead, we are proud to support The Glasshouse, a social enterprise that trains and employs women at the end of their prison sentences through horticulture. All participants are paid the National Living Wage, and the project aims to reach every female prison in the U K by 2030. We are committed to supporting this work through ethical floral gifting.
Maintaining the quality of our work
The quality of our work and resulting customer advocacy remain our most powerful marketing tools. During the course of the year we reinforced our quality assurance processes both in terms of proposals and assignment deliverables and changed our method of requesting feedback to be dynamic and current.
The responses to the client survey demonstrate the continued high regard our clients have for the quality of our work and illustrates our success in consistently meeting, or exceeding, client requirements. From clients surveyed:
For the 8th year running100% would recommend Local Partnerships to other public or third-sector organisations.
82% rated the quality of support they received from Local Partnerships as excellent 73% rated Local Partnerships as fully meeting their requirements for the engagement
80% said Local Partnerships staff were excellent at fulfilling their role
97% would ask for support from Local Partnerships again
Client feedback
Local Partnerships provided invaluable advisory support and guidance in ensuring we met all requirements for submitting a Full Business Case (F B C) to the Department for Transport for a major transport infrastructure scheme.
Local Partnerships worked collaboratively with council officers and with wider public and private partners to ensure the F B C was robust and submitted on time. We look forward to continue to work with them as the project moves through final approval stages.
Beyond this project, Local Partnerships has provided excellent advisory and project management support to our Growth and Regeneration division, in assessing the current and future regeneration opportunities across the city centre, in collaboration with Homes England.
Lewis Cooper Senior Project Manager – Place and Economy, Peterborough
City Council
The Local Partnerships project team took time to fully understand our brief, then delivered clear, timely and responsive support throughout. They adapted seamlessly to changes in scope, provided thoughtful, data-backed recommendations and maintained independence in their conclusions. Their use of networks relevant to the brief added real value, and the outputs were clear, robust and timely. I wouldn’t hesitate to recommend Local Partnerships.
Susan Priest Chief Executive, Folkestone and Hythe District Council
When we became aware of the Mallard Pass Solar Farm N S I P (Nationally Significant Infrastructure Project) application, we were keen to secure expert, professional advice to support our community engagement and negotiations with the developers.
Local Partnerships provided independent and candid advice that proved invaluable. Its input significantly improved the quality of our discussions, both with elected members and with the wider local community.
Justin Johnson Development Manager,
Rutland County Council
Our experience of using the Local Partnerships team on the recent P F I Refinancing project was a very positive one. As well as helping to deliver the financial benefit to the authority, the team were always professional, responsive and clear in their advice and guidance, as well as being personable people who it was easy to work with. This was important for the authority as the area is a technical one, where internal expertise was more limited. It enabled us to proceed with confidence that all the risks had been identified and understood, as well as the mitigations for those risks, and to smooth the internal governance process.
The Local Partnerships team were able to manage the interfaces with the professional teams on the authority side as well as those in the private sector and central government. This ensured that despite some issues and minor delays, the project was able to reach a successful financial close with the benefits realised for all parties.
Ian Fulton Commercial Finance Business Partner, Essex County Council
Local Partnerships’ involvement in the Contract Management Pioneer Programme has enabled officers in participating councils to advance their contract management practices and to deliver greater value from these activities within their organisation.
Local Partnerships has delivered very effectively for Crown Commercial Service as the programme sponsor and has been both responsive and proactive in supporting all of the partners involved in this successful cross-government programme.
Eddie Gibson
National Senior Account Manager, Crown Commercial Service
Local Partnerships supported the Welsh Government throughout the procurement of the new Velindre Cancer Centre in South Wales.
This role required deep expertise in Mutual Investment Model (MIM) issues, procurement best practice and commerciality. Local Partnerships engaged effectively with senior stakeholders and key officers at authority level, as well as those representing the contractor and advisers on both sides.
Faced with a range of complex challenges, Local Partnerships took a key role in identifying solutions and supporting the Welsh Government in implementing them. As a result, the new cancer centre is now beginning to take shape.
Mat Jenkins
Head of WG Health Major Capital Projects Portfolio, Welsh Government
CLIENT FEEDBACK
We were delighted to work with Local Partnerships over the last few years, regarding our Greener Primary Care Wales Framework and Award Scheme. It provided excellent specialist expertise that we didn’t have, and was very flexible in working with us and our stakeholders to gain a better understanding of uptake and engagement of our scheme.
Local Partnerships delivered work beyond the commission and developed wonderful video case studies which we host on our webpages and continue to promote. The independent perspective was hugely valuable and its insights and findings continue to shape the ongoing development of the scheme. We developed fantastic relationships with the small key members of the team and have bumped into them at other forums.
True collaboration and a great example of working in partnership. We would not hesitate to commission and work alongside Local Partnerships again in the future.
Sian Evans Consultant in Public Health, Public Health Wales
Financial performance
Business plan
In March 2023 the Board agreed our five year business plan, 2024- 2025 is year two.
Financial performance
In 2024-25 we achieved a turnover of £12.6m. This included £0.5m of L G A grant.
We made a net surplus after all operating and financing costs of £0.9m which equates to net margin of 7.0%.
Balance sheet
Our balance sheet continues to be strong with net assets at yearend of £12.7m of which cash and equivalents represented £10m.
Audit
At the time of writing our external auditors, Williamson & Croft, are still in the process of reviewing the statutory accounts for filing. Therefore all figures are indicative only.
Our internal audit services in 2024-25 were provided by Astari Limited.
Income by sector
* As a Teckal company it is important that we monitor the percentage of work done for clients classified as controlling contracting authorities. This is calculated on a rolling three-year basis. The percentage for 2024-25 was 91%. This is in excess of the 80% requirement for Regulation 12(4) purposes.
L G A grant
Through 2024-25 L G A grant funded delivery, we helped 39 councils (either individually or as part of a shared service review) with transformation, reform and service review.
Two transformation delivery models were developed: a light touch review, and a more in-depth review and support offer, culminating in a recommendations report to respective local authorities.
We undertook a review of published local authority productivity plans, a requirement of the previous government. The review identified good practice and areas where further support was needed. This shaped future support offers and helped the L G A target resources more effectively across regions.
Intensive Transformation Support projects helped 15 councils implement real organisational change. Over 80% of authorities receiving this support said it directly strengthened their ability to improve services or drive reform.
Councils used Transformation Challenge Reviews to assess performance and shape improvement plans through the Transformation Innovation Exchange (T I Ex) self-assessment.
Follow-up evaluation showed this support boosted internal confidence and focus.
We conducted 10 critical challenge assurance reviews, targeting high-risk areas such as capital programmes, major projects, trading companies and business cases. All councils accepted 100% of recommendations we classified as “urgent” or “essential”, helping reduce delivery risks.
In 2025-26, the L G A grant will focus on the following areas:
Local Government Reorganisation (L G R)
Business case development support to local authorities (in areas in agreement on proposals). Support to plan for transformation arising from L G R.
Good governance skills and knowledge
Support to improve company governance, involving challenge and support to councils’ reviews of the effectiveness of company governance, informed by good practice guidance. This could also include good governance training and development opportunities; further resources and guidance for councillors and officers to increase capability and understanding in relation to good governance and assurance.
Targeted finance and assurance support
Assurance reviews of capital programmes and/or individual services, business cases or projects.
Contact us
Local Partnerships is a joint venture between the Local Government Association, H M Treasury and the Welsh Government.
We occupy a unique position in the public sector. We facilitate change by working impartially and collaboratively across all parts of central, local and regional government, and the devolved administrations.
We work solely for the benefit of the public sector. Our experts provide trusted, professional support and advice over multiple disciplines, helping local and combined authorities make best use of limited resources as demand for services continues to rise.
Local Partnerships is proud to be part of the public sector family.
We bring public and private sector experience that provides confidence, capability and capacity, helping councils and combined authorities achieve and maintain financial resilience.
Find out more by clicking on the links below: Climate
Commercial & Place Assurance
Data & Analytics
