a leading UK law firm
Outsourcing Public Services Across Local Government
Survey Report 2017
3
Contents
The Survey Foreword Key Findings Methodology and Respondents' Profile Appendix 1: Full Survey Questions Appendix 2: Participating Organisations
1 2 4 12 13 24
1
The Survey
Following the 2015 budget, local authorities were faced with the challenge of reducing spending overall by 40%. In response to this, the Local Government Association1 has reported that by combining services, local government, as a whole, can achieve savings of 462 million, an increase of 105 million since 2014.
Shared services and other service delivery options are now being reviewed by many local authority departments, with a notable shift towards sharing a broader range of services. This will require different methods of working depending on the authority, who will each need to take a more radical approach and transform the ways frontline services - such as waste collection, adult social care and children's services - and back office functions, such as IT and Legal, are delivered. However, this presents a real challenge for local authorities in today's pressured environment, where failure is not an option. Regardless of whether a service is outsourced or delivered internally, the true test of success is ensuring the delivery of a quality service that ultimately saves money. To fully explore this challenge, Ashfords partnered with iGov Survey, to conduct a survey seeking the views of those at the front end of public sector service delivery on the following:
Approaches and attitudes towards the use of various types of arrangements, from shared service provision through to joint venture structures.
Significant barriers or challenges to successful implementation.
Critical factors for success.
The overall experience of local authorities around outsourcing versus insourcing, and the preferred approach going forward.
Following extensive review, we have now collated the resulting outcomes and the following report contains a summary of our key findings, preceded by a foreword from Elizabeth Gibson, Head of Public Sector.
1 Sandford. M (2016), `Local government: alternative models of service delivery' [Online]. Available at: http://researchbriefings.parliament.uk/ResearchBriefing/Summary/SN05950#fullreport (Accessed on 3 February 2017)
2
Foreword
by Elizabeth Gibson, Partner and Head of Public Sector, Ashfords LLP
It's all about the money ... or is it?
As pressure mounts to transform and improve local service delivery, the debate around outsourcing versus in-house delivery is often in the spotlight.
Outsourcing is nothing new, but what is interesting is that some local authorities are now starting to bring previously outsourced services back in-house. Why is this and what is it that determines the success or failure of an outsourcing project?
Rightly or wrongly, there is a common public perception that where services outsourced by local authorities are not successfully delivered, it is usually due to one or more of the following reasons:
1. A local authority's selection of the outsourcing entity was based solely on price (i.e. it chose the cheapest provider).
2. The outsourcing provider is more concerned with generating profit than the overall delivery of a quality service.
Is it simply all about the money, or are the issues and factors which lead to the success, or otherwise, of outsourcing a service significantly more complex?
Ashfords LLP has been instrumental in the delivery of public sector outsourcing projects for many years, and we have seen a shift away from a pure focus on price to a greater emphasis being placed on quality and efficiency. It is interesting to observe that the results of the survey mostly reflect our experience.
Of those who responded to this survey, the factors considered to be the most critical to the success of outsourcing are:
Planning and structuring of the outsourcing arrangement Building relationships with the outsourcing partner Clear methods of communication
Conversely, the most significant barriers to success are:
Lack of commercial skills/know-how Perceived impact on staff morale
How then can this information assist local authorities in making their current and future outsourcing arrangements more successful?
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Below are four steps all local authorities should consider when reviewing outsourcing arrangements.
1. Take time to prepare the outsourcing arrangement. The internal team should sit down at the outset and map out exactly what it is they are seeking to achieve before briefing the chosen supplier.
2. Communication is key. Talk to both the in-house team and proposed outsourcing partner to make sure everyone is on the same page.
3. Training. Make sure those involved in managing the delivery of the outsourced service have the necessary skills and resources to do so.
4. Appoint an outsourcing and shared services specialist. Having experts to guide you through the process will assist you in achieving your strategic objectives.
Ashfords has a proven track record in outsourcing and shared services, particularly in the public sector, assisting clients from initial consultation and project structuring through to postcompletion contract management. We create solutions that will achieve the best outcome for both sides, resulting in balanced and workable commercial arrangements.
4
About Ashfords LLP
Ashfords is a leading UK law firm with more than 70 partners and 500 staff.
Ashfords LLP understands the challenges the public sector faces. Using our excellent track record and working with our publics sector clients, we have developed solutions to help navigate these demanding times. Our lawyers are all too conscious of the political dimension regarding the satisfaction of functions and the delivery of services. We are also practical and pragmatic when it comes to the legal and commercial imperatives that drive public policy. As lawyers experienced in operating in a public sector context, we know how to assist our clients in achieving their aspirations within the context of the rules. At Ashfords, we always:
Provide relevant and structured solutions to complex legal matters, always with a strategic and commercial focus.
Become our public sector clients' trusted advisors. Deliver practical and cost-effective legal advice.
Our Public Sector Team, which includes 92 lawyers, advises local and national government organisations and other public sector bodies on all relevant legal issues, including in respect of major infrastructure and regeneration projects, public procurement, outsourcing, externalisation and shared services agreements, corporate law, employment, regulatory, governance and vires matters.
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Key Findings
Half of all participants (50%) say they only outsource services where there is a business case or clear evidence that a service cannot be delivered effectively in-house
Just under a fifth of participants outsource some services in areas where they consider external support is required, whereas one in ten participants are focused on keeping control of service delivery in-house. FIGURE 1: In your opinion, which of the following statements best represents your local authority's approach to outsourcing?
We only outsource services where there is clear evidence that a service can't be delivered effectively in-house
Our strategy is focused on keeping control of service delivery in-house and we only outsource occasionally
We outsource some services, where we consider it requires external support
We provide all services in-house but in the past we have outsourced
We provide all services in-house with no exception
Other - please specify
0% 10% 20% 30% 40% 50%
6
88% of participants stated they currently work with another
local authority(ies) by way of a shared service, other partnership
working or a corporate joint venture arrangement
However, of those who do not currently do so.
5% 7%
5+8788%
FIGURE 2: Does your local authority currently work within another local authority(ies) by way of a shared service, other partnership working or a corporate joint venture arrangement?
Yes
No
Don't know
54% work with a private sector supplier via a partnership, alliance or other strategic arrangement
16354+0`Waste collection, disposal and recycling' was the most common service to be delivered in this
way (41%). Of those who said No, just under a third are considering or plan to consider this within the next twelve months, suggesting that such arrangements are becoming less popular than in previous years.
16%
FIGURE 3: Does your local authority work with a private sector provider via a partnership, alliance or other strategic arrangement?
54%
30%
Yes No
Don't know
7
36% of participants stated that services are mostly provided in-house
However, 20% cited multiple supplier outsourcing and a further 19% have a shared service agreement in place with another local authority.
Interestingly, when asked about their authority's attitude towards their use, a fifth of participants have no plans to fully deliver services in-house going forward. Other types of outsourcing are in the main being used or are being considered however, just 40% outsource or are considering multiple supplier outsourcing.
FIGURE 4: For the same list, how would you rate each with regards to your local authority's attitude towards their use?
Mostly provided in-house
Joint venture or strategic alliance
Alternative business structure
Shared service arrangement with another local authority
Public/private partnership
Multiple supplier outsourcing
Already Outsource In This Way
Considering
No Plans to Explore No Plans to Outsource
Limited Knowledge of This Don't know
0000003681950+ 228230+0+08+ 240+150+37224110+30+0+850+90+0+4400+0++00+514170+28010+20+080+15200++ 0+970+3440+0150+2222021++++
0% 25% 50%
75%
100%
8
Planning and structuring the outsourcing arrangement, building relationships with the outsourcing partner, and clear methods of communication are the most critical factors in ensuring a successful outcome
FIGURE 5: Which of the following factors do you consider most critical in ensuring the success of outsourcing?
1 23 4 5
37 +035 +023 +03+020
KPIs
Training of internal
01+ 30+ 710+ 140+ 83+andexternalstaff
Planning and structuring the outsourcing
01+060+ 830+ 45+arrangement
Building relationships with the outsourcing
01+060+ 820+ 46+partner
Project management skills of in-house staff
0+0 50+ 410+ 140+ 04+includingintelligent
client function Sufficient in-house resource to monitor and measure performance
0+20410+ 240+ 24+andtoundertakecontract
management Clear methods of
010+ 70+ 530+ 75+communication 01+080+ 420+ 66+Clearcontracts
0% 25% 50%
75%
100%
The two biggest barriers to the success of current arrangements are the lack of commercial skills/ know-how and the perceived impact on staff morale
However, two-fifths don't believe unclear lines of management or accountability, or poor compliance with statutory duties and obligations are significant barriers.
FIGURE 6: What were the significant challenges or barriers to the success of the arrangements you have in place? Please rate from 1 to 5, where 1 is not a barrier and 5 is a significant barrier.
40% 30%
20%
391+59+310%
372+109+00% Unclear lines of management or accountability
No or poor compliance with statutory duties and obligations
40%
20+317+94 152+ 31+8530%
20%
10%
0%
Lack of commercial skills/ know-how/in-house skills, e.g. contract management
Impact on Staff Morale
9
10
865+9237+4357+0584+755+
The biggest advantage of shared service agreements, partnerships or other outsourcing arrangements is clear financial savings, for example, through improved procurement practices
FIGURE 7: Of the following, which do you view as the most beneficial with regards to shared service agreements, partnerships or other outsourcing arrangements in your local authority?
Clear financial savings, e.g. through improving procurement practices
Reduction in administration/ backoffice tasks
Shorter payback on initial investment
Accessing skills and resources that may not be available within our authority
Faster deployment of solution
Improved service performance
Greater innovation in how and where services are delivered
Access to new technologies
Flexibility in service delivery methods, which can be translated into delivery of other services
Other - please specify
0%
30%
60%
90%
With this in mind, it is surprising that of the 45% of participants who stated they had brought some services back in-house having previously been delivered externally, (see figure 8) cost was not cited as the main reason why. In fact, the main reasons why were stated as the need for greater flexibility to react to changing local needs and priorities, poor service quality and poor performance.
15%
451+50440%
45%
FIGURE 8: Were any of your current in-house services previously provided externally?
Yes No Don't know
11
20+02+3923+023
Poor service quality
FIGURE 9: If you said `Yes', please tell us the main reason why you chose to bring services back in-house.
Poor performance
Poor citizen feedback
Poor investment in service infrastructure
Need for greater flexibility to react to changing local needs and priorities Supplier inflexibility to adapt contract to changing needs/ requirements Slow introduction of identified quality improvements
No or slow reaction to problemsolving
Poor or lack of consistent or relevant training and development
Other - please specify
0%
10%
20%
30%
12
Over half of participants review all outsourced services regularly and are always looking at ways to improve service delivery
FIGURE 10: Given recent coverage around insourcing council services, what plans, if any, does
your local authority have in place to review outsourced service?
5% 11%
14% 4%
12%
+11+254154%
We have no immediate plans to review how services are delivered in-house or externally
We plan to review all service agreements within the next twelve months
Other - please specify
We review all our outsourced services regularly and are always looking at ways to improve our service delivery
We have no plans at all to review
our current arrangements
Don't know
A further 62% of participants have seen both the benefits and challenges associated with outsourced versus in-house delivery as they believe this will deliver benefits such as greater accountability, improved service performance and better service integration organisation-wide.
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Methodology and Respondents' Profile
This survey was conducted by iGov Survey in collaboration with Ashfords LLP. The project ran from Wednesday 28th September to Wednesday 2nd November 2016.
Survey respondents represented a broad cross-section of roles and responsibilities across local government. This included: Business Development, Cabinet Member, Chief Executive/ Deputy, Commissioning, Contract Services, Customer Services, Efficiency, Environment, Facilities & Estates, Finance Management, Governance, Human Resources, IT Management, Legal Services, Partnerships, Performance, Planning, Procurement/ Purchasing, Project, Property, Public Relations, Service Delivery, Shared Services, Technical Services, Training, Transformation/Change Management and Waste.
137 individuals from 117 unique organisations participated in the survey, each of whom will have received a complimentary copy of the findings report. There was no inducement to take part in the survey, and Ashfords LLP was not introduced as the survey partner.
The results displayed throughout this report are based on those who fully completed the questionnaire and are displayed as a percentage of this group, unless explicitly stated otherwise.
Sample Job Titles
Assistant Director - Transformation & Performance
Business Manager Business Support Administrator Business Transformation Manager Change Manager Chief Executive Chief Information Officer Contracts Officer Corporate Director Deputy Chief Executive
Director of Corporate Services Executive Director Facilities Management Services Manager Finance Systems Manager Group Manager Strategy & Development Head of Procurement Operations Manager Performance Manager Senior Improvement Officer Transformation Programme Manager
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Appendix 1: Full Survey Questions
Question: In your opinion, which of the following statements best represents your local authority's approach to outsourcing?
Answer
Percent
We only outsource services where there is clear evidence/a business case that a service cannot be delivered effectively in-house
50%
Our strategy is very much focused on keeping control of service delivery in-house and we only outsource occasionally
11%
We outsource some services, where we consider it requires external support
18%
We provide all services in-house but in the past we have outsourced
1%
We provide all services in-house with no exception
2%
Other - please specify
18%
Question: Does your local authority currently work with another local authority(ies) by way of a shared service, other partnership working or a corporate joint venture arrangement?
Answer Yes No Don't know
Percent 88% 7% 5%
Question: If you said `Yes', please tell us which of the following services you deliver in this way? Please tick all that apply or if you are unsure, please select `Don't know'.
Answer
Finance Procurement HR Payroll Marketing Communications Adult services Children's services Environmental health services Waste collection, disposal and recycling IT/Digital Legal Housing Planning Other - please specify Don't know
Percent
21% 36% 30% 28% 11% 10% 11% 12% 31% 30% 29% 12% 11% 29% 5%
15
Question: If you said `No', is this something you are:
Answer Considering Planning to consider in the next six months Planning to consider in the next twelve months Not planning to explore at present Other - please specify
Percent 62%
0% 0% 25% 13%
Question: Does your local authority work with a private sector provider via a partnership, alliance or other strategic arrangement?
Answer Yes No Don't know
Percent 54% 30% 16%
Question: If you said `Yes', please tell us which of the following services you deliver in this way? Please tick all that apply or if you are unsure, please select `Don't know'.
Answer
Finance Procurement HR Payroll Marketing Communications Adult services Children's services Environmental health services Waste collection, disposal and recycling IT/Digital Legal Housing Planning Other - please specify Don't know
Percent
11% 9% 14% 12% 3% 14% 12% 11% 41% 26% 3% 16% 8% 35% 5%
16
Question: If you said `No', is this something you are:
Answer
Percent
Considering
10%
Planning to consider in the next six months
2%
Planning to consider in the next twelve months
17%
Not planning to explore at present
59%
Other - please specify
12%
Question: In your opinion, which of the following best represents the arrangement you have in place for the majority of services delivered externally?
Answer
Percent
Our services are mostly provided in-house Joint venture or strategic alliance Alternative business structure - for example, an independent legal practice established by a local authority Shared service arrangement with another local authority Public/private partnership Multiple supplier outsourcing Other - please specify
36% 11% 0%
19% 6% 20% 8%
Grid Question: For the same list, how would you rate each with regards to your local authority's attitude towards their use?
Mostly Provided in-house Answer We already outsource in this way
Percent 35%
We are considering this We have no plans to explore this This is an area we know little about We have no current plans to outsource any of our services Other - please specify
17% 9% 0% 18% 21%
Joint venture or strategic alliance Answer We already outsource in this way
We are considering this We have no plans to explore this This is an area we know little about We have no current plans to outsource any of our services Other - please specify
Percent 29%
33% 7% 2% 5% 24%
Alternative business structure Answer We already outsource in this way
We are considering this We have no plans to explore this This is an area we know little about We have no current plans to outsource any of our services Other - please specify
Shared service arrangement with another local authority Answer We already outsource in this way
We are considering this We have no plans to explore this This is an area we know little about We have no current plans to outsource any of our services Other - please specify
Public/private partnership Answer We already outsource in this way
We are considering this We have no plans to explore this This is an area we know little about We have no current plans to outsource any of our services Other - please specify
Multiple supplier outsourcing Answer We already outsource in this way
We are considering this We have no plans to explore this This is an area we know little about We have no current plans to outsource any of our services Other - please specify
17
Percent 13% 48% 5% 2% 8% 24%
Percent 58% 24% 3% 0% 5% 10%
Percent 26% 24% 8% 4% 11% 27%
Percent 28% 12% 12% 5% 14% 29%
18
Grid Question: What were the significant challenges or barriers to the success of the arrangements you have in place?
Please select 1 to 5, where 1 is Not a barrier and 5 is Significant barrier. If you do not have any arrangements in place, please select `This does not apply.'
Unclear lines of management or accountability Answer 1
Percent 39%
2 3 4 5 This does not apply to my organisation
15% 15% 9% 8% 19%
Poor performance, i.e. identifying new opportunities or making on-going service improvements
Answer
Percent
1 24%
2 22%
3 21% 4 12%
5 This does not apply to my organisation
3% 18%
No or poor compliance with statutory duties and obligations Answer 1
Percent 37%
2 3 4 5 This does not apply to my organisation
21% 10% 9% 0% 23%
External pressures, i.e. media or political
Answer 1
2 3 4 5 This does not apply to my organisation
Percent 24%
26% 18% 11% 5% 16%
19
Inflexible contracts or perceived difficulty in finding alternative suppliers Answer 1
2 3 4 5 This does not apply to my organisation
Reduced visibility of service delivery
Answer 1
2 3 4 5 This does not apply to my organisation
Percent 25% 15% 19% 20% 2% 19%
Percent 24% 22% 20% 12% 1% 21%
Poor data management leading to data gaps and lack of transparency
Answer 1
2 3 4 5 This does not apply to my organisation
Percent 21%
19% 24% 12% 5% 19%
Lack of commercial skills / know-how / in-house skills, for example, contract management
Answer
Percent
1 20%
2 23%
3 17% 4 19%
5 This does not apply to my organisation
4% 17%
20
Impact on staff morale Answer 1
2 3 4 5 This does not apply to my organisation
Poor evidence of value for money Answer 1
2 3 4 5 This does not apply to my organisation
This does not apply to my organisation Answer 1
2 3 4 5 This does not apply to my organisation
Percent 15% 25% 23% 18% 5% 14%
Percent 19% 21% 26% 13% 4% 17%
Percent 25% 3% 5% 3% 0% 64%
Grid Question: Which of the following factors do you consider most critical in ensuring the success of outsourcing?
Please rate each factor from 1 to 5, where 1 is low or no importance and 5 is high importance.
KPIs Answer 1
Percent 2%
2 3% 3 23% 4 35% 5 37%
21
Training of internal and external staff Answer 1
Percent 1%
2 3 4 5 Planning and structuring the outsourcing arrangement
3% 17% 41% 38%
Answer 1
Percent 1%
2 1% 3 6% 4 38% 5 54%
Building relationships with the outsourcing partner Answer 1
Percent 1%
2 1% 3 6% 4 28% 5 64%
Project management skills of in-house staff including intelligent client function
Answer 1
Percent 0%
2 5%
3 14%
4 41%
5 40%
Sufficient in-house resource to monitor and measure performance and to undertake contract management
Answer
Percent
1 0%
2 2% 3 14% 4 42% 5 42%
22
Clear methods of communication
Answer 1
Percent 1%
2 3 4 5
Clear contracts
0% 7% 35% 57%
Answer 1
Percent 1%
2 1%
3 8%
4 24%
5 66%
Question: Of the following, which do you view as the most beneficial with regards to shared service agreements, partnerships or other outsourcing arrangements in your local authority? Please tick all that apply.
Answer
Percent
Clear financial savings, for example, through improving procurement practices Reduction in administration/back office tasks Shorter payback on initial investment Accessing skills and resources that may not be available within our authority Faster deployment of solution Improved service performance Greater innovation in how and where services are delivered Access to new technologies Flexibility in service delivery methods, which can be translated into the delivery of other services Other - please specify
86% 59% 23% 74% 35% 70% 58% 47% 55%
5%
Question: Were any of your current in-house services previously provided externally?
Answer Yes No Don't know
Percent 45% 40% 15%
23
Question: If you said `Yes', please tell us the main reason why you chose to bring services back in-house.
Answer
Percent
Poor service quality Poor performance Poor citizen feedback Poor investment in service infrastructure A need for greater flexibility to react to changing local needs and priorities Supplier inflexibility to adapt contract to changing needs/requirements Slow introduction of identified quality improvements No or slow reaction to problem-solving Poor or lack of consistent or relevant training and development Other - please specify
20% 20% 0% 0% 23% 9% 2% 3% 0% 23%
Question: In which of the following ways do you monitor/measure performance? Please tick all that apply.
Answer
Percent
Report by specific service, each with its own KPIs Ensure it is proportionate to the size and nature of provided service Whether it delivers value for money/meets savings target Whether it remains compliant with legal obligations Whether it achieves the required benefits/objectives Management of service in-house and external Other - please specify
84% 42% 72% 67% 75% 42% 2%
Question: Which of the following criteria do you apply when considering whether a service should be outsourced? Please tick all that apply.
Answer
Percent
Commitment/ability to meet statutory duties/obligations Perceived impact on achieving efficiency/costs savings Perceived value for money Whether it plugs an identified skills gap Whether the change will bring about more innovation in service delivery Other - please specify
69% 81% 84% 53% 64% 6%
24
Question: Given recent coverage around insourcing council services, what plans, if any, does your local authority have in place to review outsourced service?
Answer
Percent
We have no immediate plans to review how services are delivered in-house or externally We review all our outsourced services regularly and are always looking at ways to improve our service delivery We plan to review all service agreements within the next twelve months We have no plans at all to review our current arrangements Other - please specify Don't know
11%
54%
12% 4% 5% 14%
Question: In your opinion, please tell us which statement below most clearly reflects your organisation's overall experience of outsourcing.
Answer
Percent
Our experience of outsourcing has been positive and has delivered many benefits for our authority, including greater financial stability, flexibility of solution and an overall higher standard of service
Our authority is exploring moving from outsourced services to in-house delivery as we believe this will deliver benefits such as greater accountability, improved service performance, and better service integration organisation-wide
We have seen both the benefits and challenge associated with outsourced versus in-house services and are only concerned with ensuring services are delivered to the highest standard, regardless of the delivery format
Other - please specify
Don't know
15%
7%
62%
4% 12%
25
Appendix 2: Participating Organisations
Aberdeenshire Council Angus Council Armagh, Banbridge and Craigavon District Council Ashfield District Council Birmingham City Council Blaby District Council Blackburn with Darwen Borough Council Blackpool Council Bolton Council Bournemouth Borough Council Bracknell Forest Council Broxtowe Borough Council Buckinghamshire County Council Caerphilly County Borough Council Calderdale Council Cambridgeshire County Council Canterbury City Council Carmarthenshire County Council Ceredigion County Council Chelmsford City Council Chesterfield Borough Council Chichester District Council City and County of Swansea City of Bradford Metropolitan District Council City of Edinburgh Council City of London Corporation City of York Council Clackmannanshire Council Copeland Borough Council Cotswold District Council Coventry City Council Derbyshire Dales District Council
Dorset County Council Dudley Metropolitan Borough Council Dumfries and Galloway Council Durham County Council Ealing Council East Cambridgeshire District Council East Lindsey District Council East Northamptonshire Council East Renfrewshire Council Eastbourne Borough Council Epping Forest District Council Erewash Borough Council Essex County Council Exeter City Council Fenland District Council Gwynedd Council Hampshire County Council Harlow Council Harrow Council Hart District Council Hertfordshire County Council Highland Council Hinckley and Bosworth Borough Council Isle of Wight Council Islington Council Kent County Council Kirklees Council Leicestershire County Council Lichfield District Council Lincolnshire County Council Liverpool City Council London Borough of Barking and Dagenham
26
London Borough of Haringey Manchester City Council Melton Borough Council Mendip District Council Mid Devon District Council Mid Suffolk District Council Monmouthshire County Council Newham Council Newry, Mourne and Down District Council Norfolk County Council North East Derbyshire District Council North Tyneside Council Nottingham City Council Oxford City Council Perth and Kinross Council Plymouth City Council Portsmouth City Council Preston City Council Rhondda Cynon Taff County Borough Council Ribble Valley Borough Council Rother District Council Rugby Borough Council Rutland County Council Salford City Council Sedgemoor District Council Sheffield City Council Shropshire Council Solihull Metropolitan Borough Council South Gloucestershire Council South Lakeland District Council South Somerset District Council South Staffordshire Council
Southwark Council Stafford Borough Council Staffordshire County Council Stoke-on-Trent City Council Stratford-on-Avon District Council Surrey County Council Tendring District Council Tewkesbury Borough Council The London Borough of Havering Tower Hamlets Council Trafford Council Vale of White Horse District Council Walsall Council West Berkshire Council West Lothian Council West Oxfordshire District Council Westminster City Council Weymouth and Portland Borough Council Wigan Council Wiltshire Council Wolverhampton City Council
27
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Key contact Elizabeth Gibson Head of Public Sector e.gibson@ashfords.co.uk +44 (0)7850 912306
Ashfords offices Exeter
Ashford House, Grenadier Road Exeter EX1 3LH London
1 New Fetter Lane London EC4A 1AN
Bristol Tower Wharf, Cheese Lane
Bristol BS2 0JJ
ashfords.co.uk
1
Ashfords LLP
