Client Stories

Contact centre transition


Having recently brought its outsourced contact centre in-house Birmingham City Council identified further contact centres that could be further integrated into the existing contact centre structure. The project scope was to define the service that was to be delivered and plan and deliver the transition of the service.

The key objectives of delivering this project were to:

  • Fully define the scope and plans for delivering the contact centre transformation
  • Complete a review of the existing content, processes and procedures in the disparate satellite contact centres
  • Develop an effective transition strategy to move the activities to the central contact centre with a minimum of disruption to citizens
  • Project Manage the delivery of the transition for both Children’s Services and Housing Options areas
  • Deliver a knowledge management solution, contact centre scripting and training
  • Ensure that knowledge transfer was embedded in each stage of the process to enable internal teams to carry out these activities themselves in the future


  • Previous transition activities within the council had resulted in significant service disruption
  • The plan was to involve complex process areas that were perceived as too complex to move
  • Required to follow a defined project process, which had in the past resulted in “just a lot of documents” and added little value, therefore the team were understandably sceptical at the outset

Rising to the Challenge

  • A full scope was produced for each service area in simple business terms so it was accessible to all.  This ensured that everyone was clear on what was and was not being transferred.  This process raised a lot of areas for discussion, as assumptions had been made by all teams.  The scoping process helped to provide clarity for all team members
  • Completed a review of the existing content, processes and procedures, delivered forecasting and plans to understand impact on existing operation and developed an effective transition strategy to move the activities to the central contact centre with a minimum of disruption
  • Where documentation was delivered it was kept focused and concise.  Team members provided very positive feedback on the level of documentation, the lack of jargon and the clear business focus
  • Comprehensive scoping ensured that there were fewer surprises when planning the project.  Stakeholders provided feedback that they felt the project was fully understood and issues were well known prior to commencing delivery, meaning there were no surprises and issues / risks were fully mitigated
  • A comprehensive communications plan was defined and delivered to ensure that all stakeholders were fully engaged.  Feedback from the teams was very positive on the level of communications delivered.  Team feedback and questions were regularly included in communications to ensure that everyone recognised that their input was valued
  • Knowledge transfer sessions were held with all teams to discuss how each element had been defined and delivered, including; overviews of templates and hints and tips for following the process.  The sessions were interactive and resulted in great feedback from the team
  • Navigation Partners were responsible for the management of transition training for key process areas into the Corporate Contact Centre.  Following the successful process transition, Navigation Partners were further engaged to complete a project to manage the transition of training material, working with existing team members to increase knowledge and capability to make this repeatable in the future