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BILL ROBBINS DIRECTOR OF SOCIAL SERVICES, SOUTH GLOUCESTERSHIRE Preparations On 1 April 1996, South Gloucestershire Council came out of the shadows to become one of the ï¬rst tranche of Unitary Authorities in England and, as Director, I took up full responsibility for Personal Social Services. The story for me began in late 1993 when, as Strategic Planning Manager for Avon Social Services, I became convinced that Local Government Reorganisation (LGR) was not going to go away for Avon. Avon had a population of more than a million people and the Social Services Department a revenue budget of £120 million p.a. and some 6500 staff. More than 120 of these were Headquarters-based providing support services, i.e. Finance, IT, Personnel, Property and Planning and Policy Formulation. Central operational control was maintained for elements such as Community Meals, Adoption, Training, Emergency Duty Team, and the Inspection and Registration Unit. All other services were decentralised to six areas, three of which were in Bristol and commanded the greatest service volumes and budgets, especially in childrenâs services. Avon was a hung authority but with the largest party being Labour and a large concentration of Labour Councillors representing wards in Bristol. The âCountyâ did
Journal of Integrated Care – Pier Professional
Published: Feb 1, 1997
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