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InteliSense IT, Navigating Change, Delivering Value

Public sector

One resident, multiple disconnected systems, no clear ownership.

Public services rarely fail because a system cannot do the job. They struggle because the request, the case, the partner, the decision and the money all live somewhere different. We start with how the service actually runs, then design the technology around it.

See where this usually starts

We say plainly what we can evidence in this sector, and what we cannot.

Sound familiar?

Six sentences we hear most weeks.

If two or three of these are true, the problem is usually coordination rather than software.

  • “Nobody can tell me what has already been done for this person.”

    The history sits across a case system, an inbox, a spreadsheet and somebody's memory.

  • “The request went to the wrong team, twice.”

    Routing depends on who picks it up rather than on how the service is meant to work.

  • “We only find out something has stalled when the complaint arrives.”

    Ownership and next action are not visible while the work is still moving.

  • “The partner did their bit. We just cannot see it.”

    Work crosses organisations, but the evidence never comes back in a usable form.

  • “Reporting takes three days and everyone argues with it.”

    Numbers are rebuilt by hand, so the meeting debates the data instead of the service.

  • “Staff spend more time recording work than doing it.”

    Repeat entry and chasing take capacity away from the people the service exists for.

How the work should flow

From someone getting in touch to an outcome you can evidence.

Captured once, owned by somebody, visible while it is moving. That is the whole ambition.

  1. Contact: Someone gets in touch, through whichever route they actually used.
  2. Request: What they need is captured once, in their words.
  3. Route: It reaches the team, service or partner that should own it.
  4. Service: The service responds within its own process and commitments.
  5. Case where needed: A managed case is only created where ownership over time is genuinely required.
  6. Action: The work moves, with the owner and next action visible.
  7. Communication: The person or partner is kept informed through an agreed route.
  8. Outcome: The result is recorded in the organisation's own terms, with the evidence it defines.

Evidence

Customers describing their own projects.

The strongest evidence of how we work comes from the organisations we work with.

80%

of our business comes from existing customers and referrals.

All customer stories

The best I’ve ever experienced in over 20 years of collaboration.

Programme Manager, Hill & Smith Plc

Where this usually starts

Pick the one that sounds like your month.

The starting point narrows the question. It does not choose the platform on its own.

Four decisions

Four points where you can stop, change route or carry on.

Public services cannot afford a programme that only becomes reviewable at go-live.

A service leader discussing accountability for a public service before scope is committed
Gate 1Before commitment

Who owns the service, and the decisions inside it

Before scope is committed, the service and the people accountable for its decisions should be clear enough to plan responsibly.

Confirmed at this gate

  • Service model and outcome
  • Users and channels
  • Service, decision and policy owners
  • Safeguarding where relevant
  • Funding or commissioning where relevant
  • Partners and specialist systems
  • The problem worth solving

Decision

  • Proceed
  • Assessment
  • Transform first
  • A different route

Swipe, drag or use the arrow keys to move between decisions.

Where to start

Tell us where you are, and we will tell you what your situation supports.

Four questions, carried into the conversation so nothing needs repeating. We do not select CRMS, CMS or any other platform from a form.

Question 1 of 4

0 of 4 answered

1. Where are you today?

This is what decides the commercial route. Everything else refines it.

Common questions

Questions public-service leaders ask.

A conversation, not a pitch

Which part of the service is hardest to coordinate today?

Requests, referrals, cases, partner working, funding, finance or reporting. Tell us where the friction sits and we will be straight with you about the capability and the route your situation supports.

See other industries
Extensions (ISVs)The distance between standard Dynamics and how your sector actually works is where most of the effort goes. These are the products we built to close it.See what we have built

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