Government technology is judged twice: once by the resident who wants a permit issued, and once by the auditor who wants to know how the money was spent. Most agencies have systems that satisfy neither well. We build the service and accountability layer on the Microsoft platform you are already licensed for.
When a service is hard to access, the people least able to navigate it are the ones excluded. When spending is hard to trace, public confidence erodes long before an auditor arrives. Good public sector technology addresses both at once: it makes services reachable and it makes the record complete. The sub-sectors below face this differently.
Constituent request handling, permitting and inspections, code enforcement, and the council reporting that has to be public and accurate at the same time.
Program administration, eligibility and case management at scale, inter-agency data sharing, and legislative reporting.
Asset and work order management, customer service, capital programme tracking, and regulatory reporting to oversight bodies.
Non-emergency service coordination, resource and equipment management, training and certification tracking, and after-action reporting.
Capital project delivery, contractor and grant management, asset lifecycle, and the federal reporting that funding is conditional on.
Application intake and eligibility, case management, inspection scheduling, and outcome reporting to funders and the public.
Public sector business cases are rarely about profit, so they have to be built on three other things. Cost avoided: staff hours not spent rekeying, printing and chasing. Service delivered: applications processed faster with the same headcount, which is the only realistic answer when budgets are flat and demand is not. And risk removed: findings avoided, grant conditions met, and records producible when they are requested. We help you build the case in the terms your finance director and your council will both accept.
Most agencies have a financial system of record, a set of program-specific applications, and a large amount of work happening in between them.
Fund accounting, encumbrance, budget control and procurement. Whether it is Tyler, an older mainframe or Dynamics 365 Finance, this is the record and it stays authoritative.
The resident-facing layer: requests, applications, permits, inspections, licences and complaints, with a status a resident can check without calling.
Eligibility determination, case notes, referrals, benefits and outcomes — the layer that most often runs on a system built for a programme that changed six years ago.
Retention schedules, public records request handling, redaction workflow, open data publication and the audit trail that makes all of it defensible.
Four consistent problems, with the outcome the leadership is actually accountable for.
An application is submitted and disappears. The resident calls to ask, which consumes staff time, and the staff member cannot answer either because the status lives in someone's queue.
The outcome leaders ask forSelf-service status visibility for every request, which reduces inbound call volume and improves the service experience at the same time.A permit needs review by planning, engineering and fire. The hand-offs happen by email with no shared clock, so nobody owns the total elapsed time and delays are invisible until someone complains.
The outcome leaders ask forEnd-to-end cycle time measured and owned, with each review step tracked and bottlenecks visible to a department head weekly rather than annually.Expenditures, eligibility and outcomes are recorded in different places. Meeting the reporting conditions consumes weeks and occasionally puts the next award at risk.
The outcome leaders ask forEvery expenditure and service event tied to its funding source when it happens, so grant reporting is generated rather than assembled.Processes exist in the heads of long-serving staff. When they leave, the agency discovers how much was never written down, and service quality drops while it is rediscovered.
The outcome leaders ask forProcess encoded in workflow and documentation, so continuity survives turnover and new staff reach competence in weeks rather than months.Every one of these is fixable without a procurement for a large new platform. In most agencies the licensing to solve them is already owned and simply not deployed. In most agencies the licensing to solve them is already owned and simply not deployed
We agree the baseline from your existing volumes and cycle times before committing to any target.
Faster permitting and licensing through workflow and parallel review
Reduction where residents can check status themselves
Less time to produce funder reports from live data
Every transaction tied to its funding source and program
Time to locate, review and produce responsive records
Interactions visible across departments on first contact
How to read these: How to read these: the figures above are typical ranges we plan and measure against, not guarantees. In your first engagement we agree the baseline, the target and the measurement method in writing, then report against them.
Almost all of it runs on licensing you already hold. That is usually the first thing we establish.
The resident-facing layer, built to be reachable by people with limited time, limited connectivity or limited English.
Multi-department review with a shared clock, so elapsed time has an owner and bottlenecks stop being invisible.
The evidence layer: retention, disclosure, fund traceability and the audit trail that makes public spending defensible.
Implementation, extension, support and integration — delivered in a way that fits public procurement, public scrutiny and the reality that your staff will run the system long after we have gone.
Environment design, data migration, configuration, testing and go-live for the Dynamics 365 applications your operation actually needs — to a fixed price and a fixed date. Scoped and documented to survive procurement review, with deliverables and acceptance criteria written so they can be evaluated by someone who was not in the room.
Where the standard product stops short, we extend it with model-driven apps, Power Apps, Power Automate flows and custom tables rather than bolting on a separate system. Fee schedules, review routing and eligibility rules change with ordinance and policy, so we build them as data your staff maintain rather than code you have to pay us to change.
Managed application support after go-live: a named team, an agreed response time, release management for Microsoft's twice-yearly waves, and a backlog we work through with you. Support and knowledge transfer designed so your team can operate independently — we regard a client who no longer needs us for routine changes as a success, not a lost account.
Connecting Dynamics 365 to the systems you are keeping — with monitored, re-runnable interfaces and a documented contract for every field that moves. Interfaces to your financial system of record, GIS, permitting and program systems, documented to a standard your auditor and your next vendor can both follow.
Accessibility is not a late-stage checklist item on our public sector work. Interfaces are built to WCAG 2.1 AA, tested with a screen reader, and reviewed for plain language — because a service a resident cannot use is not a service.
What each application does well in an agency setting.
Case management across every channel, with SLAs, routing, escalation and a complete interaction history. A resident who calls, emails and visits the counter is one record, not three.
Inspection scheduling with route optimization, mobile capture that works without connectivity, photographic evidence attached to the case, and asset maintenance history for infrastructure.
Encumbrance, budget checking, grant and fund dimensions, and the multi-year reporting that public finance requires. Where an agency is genuinely replacing an end-of-life financial system.
Project budgets against actuals, contractor management, milestone billing and the funding-source tracking that federal and state grants are conditional on.
Application forms, eligibility checklists, inspection forms, permit fee calculators and approval routing — built by us and, deliberately, maintainable by your own staff afterwards.
Accessibility is not a late-stage checklist item on our public sector work. Interfaces are built to WCAG 2.1 AA, tested with a screen reader, and reviewed for plain language — because a service a resident cannot use is not a service.
Government projects fail for predictable reasons: procurement misalignment, stakeholder groups discovered late, and a handover that never really happened. We design against those three.
We map the real process with the staff who run it, including the paper forms and the workarounds.
We agree outcomes with department heads, finance, IT, records and legal together, and write them down.
We show a working prototype to frontline staff and, where appropriate, to actual residents.
We build, integrate, migrate and train, with documentation written for your staff rather than for us.
We measure cycle time and service volume against the baseline, then hand over cleanly.
We write the documentation and train your staff to maintain the configuration themselves. If you want to end the relationship after go-live, you should be able to — and we would rather you stayed because the work is good than because you are locked in.
Public work is done in public. That shapes how we scope, document and hand over.
Audit trails, records retention, open records obligations and procurement documentation are designed in from the start, because in this sector they are not overhead — they are the requirement.
Accessibility, plain language and mobile-first access are built and tested, not asserted. The people who most need a public service are usually the least able to navigate a bad interface.
Documentation written for your staff, configuration your team can maintain, and knowledge transfer as a deliverable with an acceptance criterion — not a final-week formality.
Agencies routinely hold licensing that covers most of what they are being quoted separately for. Our first piece of work is often establishing what you can build with today at no additional cost.
Two illustrative engagements showing the shape of the work.
Building permits required review by four departments, coordinated by email. Average elapsed time was unknown, contested, and the subject of regular complaints to elected officials.
A federally funded program tracked expenditures in the financial system, services in a program database and outcomes in spreadsheets. Quarterly reporting took three weeks and made the next award feel uncomfortably uncertain.
Practical pieces on delivering services with the budget you actually have.
Most agencies are paying separately for capability included in an existing agreement. How to find it before the next procurement.
Read moreWhy letting residents check for themselves is the cheapest customer service improvement available to most agencies.
Read moreHow to structure records so a disclosure request takes days rather than months, and what usually goes wrong.
Read morePick one service — a permit type, a licence renewal, a program application. We will build a working demo of that workflow with your form fields, your review steps and your fee schedule, and walk your department heads through it.
Describe the situation in your own words.
