Externally, we are likely to face significant challenges helping to re-build our local economy. At the heart of this re-building, and key to the success of our longer-term goals, will be embracing greater collaboration between Lichfield District Council and the business community locally and regionally.

A strong local economy will not thrive without a strong community around it, which is why I am committed to ensure that our future direction includes building support for, and collaborating with, the voluntary sector – not just to enhance service delivery but to ensure that we are better placed to reach out and engage with every corner of our community on the host of challenges that we are faced with.

Despite the pandemic, our work to transform the District has not been allowed to stand still. We have emerging opportunities to push forward the transformation of Lichfield City through our City Centre Masterplan, alongside exploration of the potential for developing our other main population centre in Burntwood.

These are exciting times for Lichfield District and for the District Council; if you’re someone who can harness the power of others to execute a vision – come and join us!

I’d like to extend a warm welcome to each of you considering joining Lichfield District Council as our new Chief Executive.

The last 12 months have been amongst the most difficult this council has ever faced, leaving both a legacy of challenges to overcome as well as opportunities to be seized.

We need a bold and motivated CEO who will align our resources to keep pace with the inevitable transformation and capitalise on new ways of working that have arisen over the course of the pandemic.

As an organisation this means both fundamentally re-positioning our relationship with our communities and identifying an improved offer of how we provide services in an increasingly digital-focused world whilst maintaining high levels of satisfaction amongst our residents.

As work patterns and the physical location of our workforce becomes more flexible, the importance of an inclusive and cohesive culture at the core of our organisation becomes ever more critical and I anticipate this being a key focus for our incoming Chief Executive.

Externally, we are likely to face significant challenges helping to re-build our local economy. At the heart of this re-building, and key to the success of our longer-term goals, will be embracing greater collaboration between Lichfield District Council and the business community locally and regionally.

A strong local economy will not thrive without a strong community around it, which is why I am committed to ensure that our future direction includes building support for, and collaborating with, the voluntary sector – not just to enhance service delivery but to ensure that we are better placed to reach out and engage with every corner of our community on the host of challenges that we are faced with.

Despite the pandemic, our work to transform the District has not been allowed to stand still. We have emerging opportunities to push forward the transformation of Lichfield City through our City Centre Masterplan, alongside exploration of the potential for developing our other main population centre in Burntwood.

These are exciting times for Lichfield District and for the District Council; if you’re someone who can harness the power of others to execute a vision – come and join us!

Our main services include: Waste & recycling, planning, building control, land charges, housing, licensing, running elections, benefits, car parks, public toilets, tourist information, business support & economic regeneration, community safety, environmental health, food hygiene inspections, parks & open spaces, leisure and wildlife conservation.

Some external services, such as waste & recycling and building control, are run with other councils through shared partnership agreements. Internal shared services include health & safety, payroll and legal support. Internal departments include IT, web, communications, finance, HR and facilities management.

We operate a cabinet and leader model of local government, with effective overview and scrutiny bodies to hold the executive to account.

The chief executive heads-up the authority’s leadership team, which is made up of six heads of service. Together they work to achieve the council’s strategic priorities.

The strategic plan describes the high level outcomes we want to achieve for our community between 2020 and 2024. It sets out that we will: enable people, shape place, develop prosperity and be a good council that innovates and puts its customers at the heart of all it does.

Our strategic plan is underpinned by our delivery plan, which details the projects and services we will deliver to achieve our strategic ambitions.

Our staff work together to achieve our set of values. These are to: put customers first, improve and innovate, and have respect for everyone.