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Technology is a powerful enabler for improving the lives of citizens if utilised correctly and appropriately. From systems implementations, to cloud adoption and digitising customer access, BetterGov follows a user-centric delivery approach aligned with the Government Digital Service Standards and Technology Code of Practice. Although we are an accredited partner to a number of software vendors, such as Microsoft and Unit4, BetterGov is technology agnostic and offers a broad range of expertise to support the most complex technology-enabled transformation programmes.

Systems Implementation

Implementing systems within the Public Sector is where it all began for BetterGov, specifically Health and Social Care IT systems. Over the years, and after two dozen successful implementations, BetterGov has organically developed expertise across a number of IT systems. We have now developed a strong track record in the implementation, integration, configuration and interoperability between core software systems across Social Care, Education, Health, Housing, HR and Finance. BetterGov delivers a range of services from discovery audit, business case creation and procurement, to full systems implementation and integration, including training and post-implementation support.


Automation is on its way to being widely implemented across the Public Sector, filtering its way down from large Central Government departments to Local Authorities and smaller NHS Trusts. Notable benefits include reducing overheads, standardising operational processes and effectively increasing capacity to meet spikes in service demand. BetterGov understands the benefits of Intelligent Automation and Robotic Process Automation (RPA) and through our flexible delivery model, we are well-positioned to support customers to fully achieve expected cost savings ROI, whilst ensuring effective change management and skills development.


​Cloud Adoption

Properly implemented cloud technology can improve the speed of delivery, increase security and create opportunities for innovation. Successful cloud adoption increases cross-functional operations across Government organisations providing platforms and environments for civil servants to work more effectively together and take full advantage of the resulting benefits. From Cloud Procurement, through to Enablement, Migration, Application Development and Testing, BetterGov help clients follow the 'Cloud First' policy ensuring value for money and sustainability.

Smarter Working ​

Smarter working empowers us all to make the right decisions about where, when and how we work; optimising the use of workplaces and technology, and realising savings for the taxpayer. It improves productivity through a focus on outputs and enables a better work-life balance for all. Through identifying and utilising the right technology, BetterGov is able to support our clients create a digital workplace that is mobile and accessible, enabling collaboration, document sharing and improved communication.

Procurement and Contract Management

​Technology procurement is seldom a one-size-fits-all process, especially when the goal is technology transformation within public sector organisations. BetterGov understands that invariably, technology procurement is cross-cutting and should involve key stakeholders from business, finance and IT to ensure business success and overall transformation. Not only are we well versed with UK government and EU procurement policies and channels but BetterGov is also experienced in drawing value for money through effective and purposeful contract management. Engaging with a specialist, vendor agnostic procurement partner (such as BetterGov) will not only reduce both hard and soft costs but also improve supplier service delivery and increase the focus on continuous improvements.

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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Digital Social Work - Modernisation & Innovation

​Read our full report here.​The government has now set out plans to allocate over £1bn in funding for social care reform over the next three years following the release of its new national social care strategy. Local government and care sector leaders welcomed the document's ambitions, and there is a commitment to invest around £150 million in new technology solutions, which includes technology enabled care, and support for service provider organisations. However, one of the recurring problems the Local Authority social care sector faces is about knowing how much to invest in digital solutions for strategic and successful change alongside identifying accurately, what it currently spends to determine how it can achieve more value from this. Common expectations across the government agencies that impact or influence social care include: That in this technological age, there ought to be a greater level of digital solutions to support citizen engagement in public services. Having a public sector workforce that is digitally enabled to plan and deliver these services. That the commercial technology providers that support public service, design and develop good quality system solutions at reasonable prices to achieve both aims. In terms of social care organisations, given the well-publicised perilous state of funding, an existing shortfall in skilled resources and the substantial increase in service demands, it is unclear as to how LA’s are meant to achieve these things, what they might cost, and how they might be paid for. Solving these problems for clients is ‘work-in-progress’ at BetterGov, and to encourage debate and dialogue on these topics it has now published a new report on the challenges on meeting this ‘knowledge gap’ and welcomes ideas and comments to help increase modernisation and innovation through digital solutions. ​Read our full report here.​

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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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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 [email protected], 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 BetterGov’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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Delivery Partner - Systems Implementation

A Channel Island Authority embarked on a programme of reform and change aimed at redesigning service, culture and working practices. Central to this transformation and development was the replacement of their incumbent system with a single care record case management system. In order to successfully implement the new system and migrate the respective data over from the legacy system, the Authority required both specialist skills and additional resource to manage and govern the full end-to-end implementation. Being part of the Channel Islands presented a number of challenges due to the location and ability to source the specialist skills required. Due to the complexity of limited in-house capability and an aggressive implementation timescale, the leadership team took the decision to go to market with the aim of engaging the services of a specialist consultancy to drive the implementation process forward.BetterGov partnered with a prime contractor to deliver a unique and compelling proposition, illustrating our strength of experience and depth of knowledge to deliver this highly critical end-to-end programme of work. Following a very competitive tender process and successful award, the implementation team for Phase One were deployed and on island. Following the agreed implementation plan, the team made an immediate and positive impact, working closely with key stakeholders and managing business change from the current state to the ‘optimal’ future date. The team successfully delivered the respective phases of the project, from mobilisation and planning to requirement specification, data cleansing and migration, build and configuration, testing and training. Providing a truly flexible approach to resource utilisation, not only was the system implementation successful and delivered in the agreed timeframe, but also the most cost-efficient route to go live. Our success was underpinned by understanding that the Authority required a partner not only to assist in the technical transition from existing systems but also to add value to ways of working and improve outcomes for both staff and residents of the island.With an impressive turnaround time of 10 months from contract award to go-live, BetterGov deployed 17 named consultants through delivery and achieved 100% successful implementation on time and within budget.​Skill areas deployed within the solution included: Programme Director; Project Management; Business Analysis; Systems Analysis, Data Migration; Systems Configuration and Integration, Testing, Application Support and Training.

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