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South Gloucestershire: The Transition to Unitary Authority Status

South Gloucestershire: The Transition to Unitary Authority Status 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 first 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 children’s 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 ‘County’ did http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Integrated Care Pier Professional

South Gloucestershire: The Transition to Unitary Authority Status

Journal of Integrated Care , Volume 5 (1) – Feb 1, 1997

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Publisher
Pier Professional
Copyright
Copyright © 1997 by Pier Professional Limited
ISSN
1476-9018
eISSN
2042-8685
Publisher site
See Article on Publisher Site

Abstract

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 first 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 children’s 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 ‘County’ did

Journal

Journal of Integrated CarePier Professional

Published: Feb 1, 1997

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