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People

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​At BetterGov we place people at the heart of what we do. Focusing on collaboration, sustainability and knowledge transfer, we have successfully supported our clients on their Digital Transformation journey, from discovery through to live and post go-live support.

As Public Sector specialists we understand that no two Public Sector organisations are the same, and the type of delivery support required can vary greatly. By listening to our clients over the years, we were able to refine our services to provide maximum value, without compromising the quality of support and expertise provided.

Partnering with BetterGov, our clients have swift access to GDS experienced specialists across Digital, Data, Technology, Process and Change whilst offering flexibility, scalability and cost savings through the following engagement options:​

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Specialist Interim Support

BetterGov is proud to be an independent business that has grown organically over the years and have attracted senior staff with sector-specific expertise. On average, our staff members have over a decade of experience within the recruitment and consulting industry, and have developed robust networks of specialists. This enables us to offer expertise on a time and materials basis to our clients who require only ad hoc, interim support.

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Delivery of Outcomes

Utilising our in-house capabilities and expertise, BetterGov is uniquely positioned to assume the risk and responsibility of successful delivery of fixed priced outcomes. Through full life-cycle project/programme management and delivery of 'phases' or 'work packages' we are able to offer our clients various commercial and delivery options, ensuring true value for money.​

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Blended Multidisciplinary Teams

Collaboration is business as usual for BetterGov and working as part of a blended delivery team is welcomed. We are able to provide our own team of multidiscipline staff (i.e. Scrum teams) or we can supplement the 3rd party capability - external suppliers and civil servants alike. BetterGov actively promotes knowledge sharing to ensure sustainable benefit realisation after handover.

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Internal Capability Development

Partnering with our clients, we are able to create and implement a strategy to increase internal capability through a number of development routes. We help overcome the challenge of identifying skill gaps and creating succession planning, whilst incorporating a focus on our clients' culture and diversity and inclusion ambitions. The result is less reliance on expensive external suppliers, as well as increased employee engagement and fostering a culture of continuous learning and improvement.

Explore our work...

BetterGov is proud to have successfully supported key transformational programmes across Public Sector, delivering sustainable outcomes and creating true value through internal capability development.

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Croydon New
culture
Sheer determination leading to innovation – Liquidlogic LAS / ContrOCC Implementation

How do you deliver a social care case management system implementation in the height of a pandemic? How do you keep the project plan on track and in budget without sacrificing quality when almost the entire organisation is working remotely and the project team have limited access to staff from the business?Solution:Firstly, you need extensive experience in social care delivery. Secondly, you need an ability to work creatively and to innovate. Finally you need hard work and sheer determination to find a way past all the obstacles put in your path on a daily basis.Supporting the implementation of a new adult social care case management system, Liquidlogic LAS / ContrOCC , covering every single aspect of the directorate’s social care and financial recording, including multiple interfaces and portals in a single, ‘big bang’ Go Live was always going to be a challenge.The BetterGov project team had to figure out a way to continue to undertake data migration testing and configuration design and testing for the final two rounds of UAT, plus complete dry run testing and go live itself with minimal input from the business.Then there was the small matter of 700 staff to train on the new system and support through Go Live and Early Life…Our solution? Harness available technologies to come up with creative alternatives. To start with, we established fairly quickly in the Configuration and Testing Workstreams that staff worked best when using MS Teams in small groups and in shorter sessions. We were able to focus work with a small group of specialist staff, working around their availability and in short development sprints.Training was modelled on the same approach. Short bursts designed in way to give staff maximum opportunity to learn. Where before, staff would have been asked to attend traditional all day classroom training in groups of 6 to 10 people, we put together a huge programme of specialist short interactive, hands-on training courses via MS Teams. Close to a 1,000 training events were delivered in 1.5 or 2 hour long bitesize sessions comprising of a maximum of 3 delegates and a specialist LAS trainer. This approach gave us a wide-ranging programme of specialist courses for each different part of the business. On top of this, we offered an e-learning package to cover the basics of navigation and generic case recording, which staff were able to undertake in their own time as often as they required prior to and after go live.We delivered the entire training programme in a training window which spanned just over 3 weeks, wrapped around Go Live, maximising the likelihood of staff remembering and consolidating their learning.However, it was Early Life Support for the new systems which provided the greatest challenge.Prior to the pandemic, staff would have been sat next to each other in an office, offering support and help to their colleagues who struggle with a new system. Nominated ‘Super Users’ and staff who just ‘GET IT’ would have provided invaluable support for more gentle system users and, normally, after a period of a few weeks or months, the system would bed in and become second nature.So how could we replicate that type of support structure? We barely had any super users as the business was so stretched it was difficult even to recruit and train them. Those staff who had been helping in design and testing were suddenly unavailable, back to the ‘day job’ as the organisation understandably diverted all efforts to frontline activities. We found ourselves with hardly any super users and 90% of staff ‘home alone’ without colleagues on hand to answer their queries.Our solution was to try and replicate support using different technologies, all of which are widely available to most public sector bodies without additional procurement:We set up dedicated MS Teams sessions for key service areas – some all-day drop-in sessions where staff could join at any point, some as part of team meetings where we had a captive audienceWe used the Office 365 Booking App to allow staff to book dedicated 15 or 30 minute slots with a project team memberWe created a series of online videos using MS Stream within MS Teams and uploaded them to organisations intranet alongside traditional written guides and a FAQFinally we provide a dedicated Helpdesk which would manage queries logged on the Council’s IT Tech Support Portal or through a dedicated mailboxWe also provided targeted 1-2-1 support to users with assistive technology, senior managers and staff identified as needing dedicated support throughout the training programme and during Go LiveIt’s fair to say it’s been a hugely successful outcome; these new ways of working have not only improved the quality of work and associated outcomes they have also created visibility and ‘levers’ to quickly redeploy capacity as required.

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Pexels Photo 3651577
people
Flexible Resourcing Delivery Partner

​A large London Council recruited resources through a managed vendor arrangement with their incumbent supplier. Although the arrangement serviced the more administrative and clerical positions well, The Corporate Services and Digital and Change teams increasingly struggled to recruit specialist interim resource with the appropriate skill sets and within a timely manner.In addition to the resourcing issues faced by the departments, the Council were also at risk of losing business-critical resource due to the challenges presented by the application of the intermediaries legislation (IR35). The challenges presented by both the intermediaries’ legislation and the current cumbersome and not fit-for-purpose resource service, meant that the Council needed to identify an alternative, more flexible solution to engage specialist resource outside of their current managed vendor.Before the teams could engage with an alternative service provider, the Councils Senior Leadership Team required a business case to be presented. As a result, the Department Director sat down with the BetterGov team in a whiteboard meeting in order to analyse the Authority’s needs and jointly create a robust business case, showcasing benefits and risks.The service proposal created was included in the business case, which consisted of details outlining the IR35 friendly engagement model through the use of a blended service model service (outcome-based) contracts via an OJEU approved Crown Commercial Services framework, including resourcing support for fixed-term roles. The proposal allowed the Council to procure services through an approved framework, under an overarching agreement with flexible resource utilisation and swift access to the specialist staff.The business case was approved and shortly after and the London Council now had a trusted Delivery Partner providing a flexible and scalable solution, enabling rapid access to specialist resources through the newly created engagement model, built around the specific needs of the Corporate Services and Digital and Change teams.

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Boat
case study
Developing Internal Capabilities

An Executive Agency (EA) of the UK government based in Wales and on the South and East Coast of England was going through a large Digital Transformation programme where they were building out their own capabilities in order to manage the reorganisation and move back inhouse from a largely outsourced service. This saw the introduction of several different new services including, 24/7 IT Service Desk, Technical Architecture and Service Design, Delivery Management, PMO and a new Data team. In order to manage these services internally, the EA needed to increase internal capability, however they struggled with recruiting permanent staff as a result of their locations, below-market salaries and losing potential candidates as a result of their cumbersome and disjointed recruitment process.Working with the ICT and Digital department, supported by Human Resources, we identified the challenges faced by the EA. Salaries offered proved to be challenging, as well as finding local talent (within commutable distance to the offices) with the desired skill sets (i.e. Technical Architect). A further challenge we faced was the resourcing and onboarding process which often involved 2 stages and a panel of interviewers, resulting in limited availability of internal staff for interviews and for providing feedback.In order to overcome the identified challenges, our focus was to engage with candidates who were within commuting distance of the HQ and wanted to enjoy the lifestyle balance offered as opposed to commuting to London. Therefore, the extra time and flexible working pattern was the payoff for the reduced salary in comparison to the remuneration offered by London based departments. Coupled with the offer of being a part of a growing function that provided learning opportunities and potential for progress/promotion helped overcome the salary challenge. Our analytical software proved to be valuable in mapping specific skillsets within the local labour market and giving us insight into which local companies we were competing with in regard to talent attraction, and which candidates were commuting to London for work. Through continuous improvement meetings with the key stakeholders, we managed to reduce the time to hire and onboarding process by 30% and achieved a fill ratio of 90% of all resourcing requirements within the agreed phased delivery (i.e. 3 months for phase 1 and 3 months for phase 2).​Specialist skill sets successfully resourced: Technical Architects, Network Architect, Delivery Managers, Service Desk Analyst, Service Desk Team Lead, Service Transition Managers, Service Design Leads

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Croydon 1
case study
Discovery Audit and Procurement Support

London Borough of Croydon (LBC) needed to better understand their current landscape of service needs, organisation strategy and implementation delivery structure prior to procuring a new Adult’s Social Care System. Having successfully delivered System Implementation Audits for Social Care Systems in a number of Local Authorities nationwide, BetterGov were appointed by Croydon as a trusted partner to deliver a detailed discovery analysis, including a comprehensive migration assessment and provide recommendations.LBC was forced to consider a replacement for their incumbent Adult’s social care system (SWIFT / AIS) as the software vendor (Northgate Public Services) made the decision to exit the social care systems market and gave notice to all their clients. As a result of limited in-house capabilities, the Borough sought specialist guidance to provide a detailed analysis and recommendations in order to successfully select and implement a new case management system. Upon initial investigation, BetterGov identified that migration from the legacy case management system would incorporate the data migration of two additional systems, NHS CRS and Information@Work, which were also to be included in the discovery audit in order to guide both the procurement and implementation process. Working with key service area stakeholders and system users, coupled with BetterGov’s intrinsic knowledge of case management systems, we were able to provide Croydon with business-critical information to ensure both effective procurement and also successful implementation of a new Social Care System. Due to the high level of detail and quality of the diagnostic audit, the LBC were able to go out to a competitive tender with a full specification of requirements needed to appoint a fit-for-purpose and best value for money case management system. Equally essential, BetterGov’s analysis report highlighted the Councils technical skills gap and also detailed recommendations on system integration options, associated implementation costs, business requirements, timeframes, and delivery and governance structure of the migration and integration process.As a result of commissioning Albany Beck’s Discovery Audit and Procurement support services, the LBC had assurances that key decisions made for both procurement and implementation delivery of a new Adult Social Care System were supported by complete and credible information.“BetterGov’s knowledge in complex system migrations from multiple systems within Social Care, Education and Housing proved invaluable to Croydon. We were given the confidence to finalise our procurement approach, organisation strategy and delivery structure to implement a new fit-for-purpose system.”

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Nhs 4
culture
Digital Health Management System

East and North Hertfordshire NHS Trust wanted to streamline patient bookings and improve clinical reporting within the Endoscopy department. The old legacy image capture solution, as well as the CIPTS reporting systems and traditional paper-based reporting was no longer fit for purpose and a new solution was required.BetterGov were engaged with the Trust to support the scoping phase and project management of the implementation of the new Medilogik EMS (Endoscopy Management System). The new EMS allowed all reports to be held in EMS, whilst digital updates are now also sent directly from and to Lorenzo, the Trust’s Patient Administration System (PAS). It gives the Endoscopy Department an easier way to report and connect to the National Endoscopy Database (NED) and JAG Endoscopy Training System (JETS).   The Consultant Gastroenterologist and Endoscopy Lead, said: “We took this opportunity to streamline the bookings and clinical reporting processes across the whole of the Endoscopy Department - Gastroenterology, Colorectal Surgery, Respiratory and Urology.”Successful implementation of the new Endoscopy Management System will provide the Trust with clearer communication, greater accuracy of reporting and time savings and will ultimately lead to better patient care.

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Richmond Kew Gardens
technology
Single Shared Case Management System

At the end of November 2020, Richmond and Wandsworth Councils went live with a single Mosaic System across the two councils and adults and children’s departments. This is a significant and unique achievement in England, providing better value for the councils and residents.​With the help and expertise of BetterGov and key partners, a complex project of delivering a multi borough system was a great success.​Four years previously, Richmond and Wandsworth councils started a shared staffing arrangement where social work staff in each council worked across both boroughs. To take this integration further, a merge of social care and finance systems (Servelec’s Mosaic) was identified. This allowed for:​Fully shared business processes across the teams.The removal of duplication in the maintaining and using two systems by front office and back-office staff.​BetterGov already had extensive experience of social care IT integration and implementation, where we have successfully delivered similar projects at Hammersmith, Kensington & Chelsea and Westminster councils, where three Mosaic systems used for Adults Social Care were merged to form a single shared case management and finance system.​Richmond and Wandsworth however required even further single process integration across both Adults case management systems, while also ensuring that the requirements of Wandsworth Children’s services were met. The collaboration of all the groups involved made this technically complex project possible.​By early 2020 the Mosaic Single System project was in full flow. Even at the height of the Covid-19 pandemic, where most staff were asked to work from home and many staff involved in the project were diverted to other roles to support the pandemic response, the project work kept pace.​But this is only the start of the journey, as Richmond and Wandsworth can now progress quickly with their exciting health integration and digital transformation agendas.​

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