The Overview and Scrutiny Committee of Redbridge Council met on Monday 09 March 2026 to review the Council's Debt Management Strategy and Customer Experience Strategy. Key decisions included the noting of the updated Debt Management Strategy and the endorsement of the Customer Experience Strategy, which aims to improve service delivery and achieve significant savings.

Debt Management Strategy

The committee reviewed the annual update of the Corporate Debt Management Strategy¹, which has been in place since 2023. The strategy aims to maximise income collection, identify the causes of debt, and standardise recovery procedures. Jonathan Wooldridge, Director for Revenues and Exchequer, presented the strategy, highlighting the Council's commitment to supporting residents who are unable to pay through tailored payment plans and access to debt advice, while also enforcing non-payment robustly.

During the discussion, Councillor Judith Garfield raised concerns about the enforcement process, specifically the point at which bailiff action is considered and the internal sign-off required. She also questioned how the Council ensures enforcement agents comply with standards and the appropriateness of the £10,000 chief officer write-off threshold. Mr. Wooldridge explained that enforcement is a last resort, with numerous informal steps taken beforehand. He assured the committee that all firms employed are members of the Enforcement Conduct Board (ECB) and the Civil Enforcement Association (CIVEA).

Councillor Mushtaq Ahmed echoed concerns about vulnerable residents, particularly those who are not online, and whether the support offered is accessible. Mr. Wooldridge clarified that information is provided through various channels, including paper notices, and that the Council proactively reaches out to vulnerable individuals.

Councillor Paul Connell challenged the report's statement that there are no direct financial implications, arguing that debt recovery and write-offs directly impact revenue and budgets. He also noted the absence of measurable targets and requested information on recovery rates and comparisons with neighbouring boroughs. Mr. Wooldridge explained that performance is reported in separate corporate performance reports and that the current document is a high-level strategy.

The committee agreed to a recommendation from Councillor Garfield and Councillor Kumud Joshi to review the threshold for officer write-offs. The rest of the report was noted.

Customer Experience Strategy

Councillor Helen Coombe presented the Customer Experience Strategy, a three-year delivery plan that is a cornerstone of the Modernising Redbridge agenda. The strategy aims to create a single front door for residents, improve efficiency, reduce demand, and foster a customer-centric culture. It involves investment in technology, workforce redesign, and cultural change, with a forecast of £6.53 million in cash-releasing savings over three years.

Councillor Coombe highlighted the use of Artificial Intelligence (AI) in improving customer journeys, citing Birmingham City Council's success with voice AI. She also discussed the development of a unified Customer Relationship Management (CRM) system to provide a single view of the customer. Concerns were raised about the ethical implications of AI, and it was confirmed that an AI board is being set up.

Councillor Garfield expressed pleasure at the integration of technology and the focus on the voluntary sector. He inquired about the resourcing of partnerships with the voluntary sector, given the Council's own resource constraints. The Council's commitment to providing over £20 million annually to the voluntary sector was highlighted, with a focus on commissioning services for better outcomes and integrating them with Council strategies.

Councillor Matthew Goddin asked about the tangible improvements residents would notice and the impact on housing customer service. It was explained that consistency in service delivery would be a key improvement, with housing calls being integrated into the corporate contact centre.

Concerns were raised by Councillor Alex Holmes and Councillor Paul Connell regarding the feedback mechanisms for online reporting systems and the potential for officers to select the wrong response. It was acknowledged that improvements are being made to customer-facing applications and that work is underway to enhance the functionality and user experience of these systems.

Councillor Daniel H. Morgan-Thomas raised concerns about staff involvement in the transformation process, emphasizing the need for more detail on how staff will be supported. The Learning Council initiative, which aims to empower staff and embed a customer-centric culture through training and partnerships with organisations like the Mary Gober Institute, was presented as a key part of the strategy.

The committee also discussed the expansion of Community Engagement Hubs, which will provide face-to-face support in local areas, particularly for digitally excluded residents. The strategy aims to ensure accessibility and inclusivity across all channels, with multi-language support and WCAG 2.1 compliant digital platforms.

The report detailed the programme's governance, benefits realisation, and risk management strategies. Financial implications included an investment of £15.749 million over three years, with an expected saving of £6.534 million.

Finally, the committee noted updates from the Chairs of the Policy Development Committees and the Overview and Scrutiny Work Plan.