Walsall Council: From hidden service to sector leader

Walsall Council’s Bereavement Services has undergone a remarkable transformation over the past three years, culminating in winning Best Service Team: Cemetery and Crematorium Service at the APSE Service Awards 2026.

Once a largely unseen council service operating in a challenging and increasingly competitive market, the team has successfully repositioned itself as a commercially aware service that now stands shoulder-to-shoulder with private sector providers.

Emerging from the pandemic, the service faced a stark reality. Traditional local authority models of delivery were no longer sustainable in a local market that had become increasingly commercialised. The opening of a new private crematorium less than 200 metres from Walsall’s boundary in 2022 led to an immediate reduction of over 30% in cremation income, exposing the vulnerability of a service that had previously assumed such competition would have little impact. At the same time, years of underinvestment and limited commercial awareness across management and staff threatened the long-term future of the service.

A change in leadership proved to be the catalyst for reform. A comprehensive service review was undertaken, examining everything from staffing structures and operational processes to presentation standards. Decisions were deliberately framed through a commercial lens while remaining firmly rooted in public service values. Extensive consultation was carried out with funeral directors, community groups and the wider public, ensuring that change was informed by those who used and relied upon the service most.

Central to the transformation was staff engagement. Previously, many employees felt disconnected from the bigger picture with limited understanding of budgets, performance targets or the commercial realities of the service. That changed with the introduction of a new strategic business plan, which provided a clear sense of direction and defined how every role contributed to the service’s future sustainability. Staff were actively involved in shaping change and supported to move away from the long-standing mindset of “we’ve always done it this way”.

Despite having no access to capital investment, the service delivered significant improvements through innovation. The reopening of the reception at Streetly Crematorium, following the relocation of administrative staff, re-established a visible point of contact for families and stakeholders. This not only improved customer experience but also led to increased memorial sales as staff were able to spend time understanding families’ needs.

Professional presentation became a priority. A service-wide uniform, name badges and consistent branding across crematorium and cemetery sites reinforced the message that Bereavement Services is a professional, high-quality operation. Grounds maintenance standards were dramatically improved, with an FBCA inspection noting that the sites “look like a private sector organisation rather than a local authority facility”. Attention to detail, from redesigned road layouts to carefully edged grass and seasonal planting, sent a signal to families about the care afforded to their loved ones.

One standout example of the team’s commitment was the refurbishment of the chapel exit garden at Streetly Crematorium. Faced with contractor quotes of £17,000, staff instead delivered the project themselves over a weekend, moving nine tonnes of slate by hand and transforming the space for a total cost of £3,500. The result was not only a revitalised garden but also a powerful demonstration of teamwork, pride and ownership.

Operationally, one of the most significant changes was the decision to bring grounds staff directly into the Bereavement Services team, ending a service level agreement with a separate council department. Staff were regraded, retrained and redefined as Cemetery Operatives, with investment in professional development and technology, including tablets providing live access to booking and management systems. This move bucked a national trend towards outsourcing and has delivered measurable improvements in site standards, staff morale and customer satisfaction. The initiative was recognised nationally when it won APSE’s Innovation Award for Cemeteries and Crematoria in 2024.

Internally, the service has also worked hard to raise its profile within the council. Through proactive communications, senior leader engagement and well-publicised events, Bereavement Services has articulated its value to the community. Managers and elected members now have a clearer understanding of the complexity and professionalism involved in modern bereavement provision, particularly following the introduction of the Medical Examiner system.

The impact of these changes has been profound. Complaints have reduced significantly, decision-making is faster, and staff feel supported. Training, apprenticeships, flexible working and access to corporate development opportunities have reconnected the team to the wider organisation. This has helped foster a culture of pride and ambition.

Looking ahead, the service is focused firmly on the future. Plans include new memorial gardens, chapel refurbishments, long-term burial space provision and policy modernisation, including electronic burial registers. Most importantly, Bereavement Services now has a shared sense of purpose and direction.