We were employed by Raglan Housing to completely restructure their customer service delivery, moving from services provided via a traditional housing management model through area offices, to a centralised customer contact centre and local working for housing and maintenance staff.

The contact centre was a ground up development and we were responsible for all aspects of the project including: project management; software, hardware and telephony specification, implementation and training; job specification and staff recruitment; change management; agreement of service levels with stakeholder departments; customer consultation; full process review of all functions brought into the contact centre to streamline them and eliminate waste; development of performance monitoring framework and so on.

The move to local working entailed staff consultation, changes to area boundaries, management patches and working practices. Area offices were reduced from six to four.

Overall, the revised structure produced service delivery improvements, more efficient systems and procedures and cost savings.

The contact centre was subsequently inspected by the Audit Commission and described as “impressive” and the best they had seen in the South.