Coventry City Council

Summary of Submission

Coventry City Council's Revenues Team transformed a service under significant operational pressure into a modern, resilient and customer-focused operation. Facing a backlog of 133 days, the team reduced outstanding work to just 11 days through strong leadership, collaboration, workforce development and the successful implementation of GovTech automation. Digital improvements, including WebCapture automation, enhanced online services and Apple Pay, streamlined customer journeys and enabled staff to focus on complex cases. Cross-training, a buddy scheme and a quality-first approach strengthened resilience, while innovative partnership working accelerated support for vulnerable residents. Despite ongoing economic pressures and a growing, increasingly complex city, the team maintained approximately 93% Council Tax collection and significantly improved service delivery. This transformation was achieved without additional resources, demonstrating exceptional teamwork, innovation and a sustained commitment to delivering better outcomes for residents.

London Borough of Southwark

Summary of Submission

Southwark’s Revenues Service transformed its performance by investing in people, using technology to support rather than replace staff, and adopting a resident-focused approach to debt recovery. Staff development, cross-service working, apprenticeships and professional training built internal expertise, while automation removed routine administrative tasks and freed officers to focus on complex cases and vulnerable residents. The service introduced tailored customer journeys, using data and insight to segment customers and provide proportionate recovery and support to aid recovery.

Despite increased workloads, a growing taxbase and a reduction in staff numbers, Southwark improved Council Tax collection from 92.28% to 94.11%, increased arrears recovery from £4m to £6m, maintained Business Rates collection at 99.5%, and raised productivity from 117% to 135%. Through partnerships with organisations including Citizens Advice, the NHS and foodbanks, the council addresses wider financial hardship, balancing strong financial performance with compassion, early intervention and better outcomes for residents.

Plymouth City Council

Summary of Submission

Plymouth City Council’s Housing Benefit Overpayment (HBOP) Team has delivered a remarkable transformation, turning a reactive service with significant historic debt into a high-performing, data-driven recovery operation. Following the appointment of a new team leader and the implementation of a long-awaited transformation programme, the team reduced outstanding debt from £8.4 million to £6.1 million and achieved £3 million in total debt reduction through effective recovery activity and strong case management. Customer caseloads fell by almost 30%, while open invoices reduced significantly, demonstrating improved productivity and control.

Performance has continued to accelerate, with recovery rates consistently exceeding DWP targets. Success was driven by targeted resource deployment, enhanced performance management, streamlined recovery processes, and expanded recovery channels, supported by strong partnership working and data-led decision making.

Despite limited resources, the team has reduced debt, caseloads, and backlogs simultaneously while improving customer outcomes. Their achievements represent genuine transformation, establishing the HBOP Team as a benchmark for excellence, innovation, and sustainable financial recovery.

South Norfolk and Broadland Councils

Summary of Submission

The Revenues Team has delivered a remarkable turnaround across South Norfolk and Broadland Councils. Following the implementation of a new system, the service faced major disruption, including suspended recovery activity, significant backlogs and pressure on collection performance. Through resilience, professionalism and collaboration, the team restored stability while continuing to deliver essential services across both councils.

Supported by an 18-week Transformation Service Review and new ways of working, colleagues challenged existing processes, improved enquiry handling, reduced call demand and strengthened consistency across the service. Customer query response times have reduced from four months to under three weeks, Council Tax workloads have fallen significantly, NNDR and recovery activity are up to date, and collection rates are recovering.

This is a genuine team achievement, driven by shared accountability, practical improvement, and a commitment to better outcomes. The Revenues Team has shown what meaningful, sustained improvement looks like and is deserving of recognition.

West Northants Council

Summary of Submission

The journey

April 2021 (unitary vesting) there were a complex ‘patchwork’ of service delivery models across legacy areas. 

One in-house operating model introduced within 8 months followed by a transformation project to replace 6 software systems with 1 platform. 

The team were without systems for 3 months over an 18-month period and this had impact on performance for the Benefits team.

The achievements 

• New claims assessment time of 53 days and 12 days for changes during the transformation. Now 16.3 days for new and 6.11 for changes 
• Outstanding work: at its peak, the work outstanding in benefits was 13,646. Now 1,926 
• Improved Customer experience: 
• Improved recovery of Housing Benefit Overpayments
• Reduction in Temporary Accommodation rent arrears reduced from £724k to £274k
• Complete review of Supported Accommodation caseload in preparation for the new Supported Housing Regulatory Oversight Act
• Change management and culture work. 
• Transformation work continues. 

Wyre Forest District Council

Summary of Submission

Wyre Forest District Council’s Revenues and Customer Services teams faced growing customer demand, complex enquiries, rising postage costs and declining collection performance. 

A staff-led Customer Journey Group identified and implemented practical improvements based on frontline experience, including enhanced online forms, clearer website information and dedicated email processing, improving processing times by 38% and reducing revenues-related emails by 33%. 

Collection performance was strengthened through instant telephone payments, streamlined payment forms and QR codes to pay. Paper communications were reduced through collaboration with Telsolutions, improved data collection and the promotion of digital services. E-billing uptake increased by 16%, paper reminders reduced by 22%, and Council Tax collection reached 97.23%. 

Support for vulnerable residents improved through enhanced working practices, staff training, stronger partnerships and different recovery approaches. 

Together, both teams created a culture of continuous improvement, delivering lasting service improvements and digital transformation through small, impactful changes with no disruption to day-to-day services.