User-centred design capability for Police Digital Service

Tender description

Why the Work is Being Done PoDS has two key focusses: Improve investment decisions: by putting evidence of user needs at the heart of police investment and policy decisions 1. Build capability: having great digital people with great tools to inform and act on investment decisions Our objectives (and progress towards them) are publicly available. We check our progress against key results weekly and every three months we review and plan the next three months as a team. Problem to Be Solved Ineffective communication and messaging. It is critical that end-users receive communication and messaging that focuses on user objectives and getting users to their end goal. We need to avoid publishing over complicated content that could prevent users reaching their end goal. This includes considering accessibility, user design, relevant evidence and consistency. Who Are the Users PoDS is a multidisciplinary team of digital professionals supporting agile and user-centred design within Home Office policing programmes. The team is run by the Head of Service & Delivery. PoDS is part of the wider Innovation - Law Enforcement Portfolio (ILEP) team. Our SRO is responsible for five large programmes of Policing-related work:- • Law Enforcement Data Service (LEDS) • Child Abuse Image Database (CAID) • Emergency Services Mobile Communication Platform (ESMCP) • Home Office Biometrics (HOB) • National Automatic Number Plate Recognition Service (NAS) PoDS has undertaken research to understand the stages of Policing e.g. understanding 999/101 numbers, mobile policing user needs and more. Early Market Engagement Work Already Done Existing Team PoDS is a multidisciplinary team of digital professionals supporting agile &user-centred design within Home Office policing programmes. Team is run by the Head of Service & Delivery. PoDS is part of wider Innovation - Law Enforcement Portfolio (ILEP) team. Our SRO is responsible for five large programmes of Policing-related work:- • Law Enforcement Data Service (LEDS) • Child Abuse Image Database (CAID) • Emergency Services Mobile Communication Platform (ESMCP) • Home Office Biometrics (HOB) • National Automatic Number Plate Recognition Service (NAS) PoDS has undertaken research to understand stages of Policing e.g. understanding 999/101 numbers, mobile policing user needs &more. Current Phase Not applicable Work Location The primary location is at Clive House, 70 Petty France, London, SW1H 9EX. The closest London Underground Station is St James Park. As the Home Office is currently in a lock down until further notice, the team members will be required to work from home until changes are announced. Working Arrangments The team will take part in a day to day stand ups, wider team meetings and feed into community areas. The team will integrate with the permanent staff in a way that creates a ‘one team’ approach. This is to ensure consistency, quality of delivery and clear communication across the work. Any expenses will be payable in line with the Home Office Travel and Subsistence policy. Travel outside of the M25 will be subject to this policy. No expenses are payable within the M25. Security Clearance All individuals are required to have SC Clearance. Due to the shortness of time the Home Office will not be able to arrange this clearance. Additional T&Cs Standard terms and conditions will apply. Any expenses will be payable within the Home Office Travel and Subsistence Policy. Travel outside of the M25 will be subject to this policy. No expenses will be payable within the M25. Skills & Experience Demonstrable experience of working within the Home Office environment within the past 12 months. Demonstrable ability to deploy an Agile discovery or development team for a digital project within 1-2 weeks of a Statement of Work being issued. Collaboration and alignment - Demonstrable experience of working as a joint team with commissioning organisation and operating within its governance. Under this contract, you would need to deploy multiple teams for different digital projects and locations. How would you sustain this? This contract would place variable demands on your DDAT resource pool. If you have other contracts that place conflicting demands, tell us how will manage this. Provide demonstrable experience of planning and delivering user-centred digital services to the cross-Government service standard, corresponding service assessment process, and Technology Code of Practice. Demonstrable experience in using Agile/Scrum methodology to iteratively architect/develop high quality government digital services to GDS open source standards. Demonstrable experience of hands on management and ability to conduct high quality handover and training sessions to ensure effective long-term support and further development of the service. Demonstrable ability to mobilise quickly a skilled and experienced team, responding flexibly to peaks and troughs in demand. Nice to Haves How do you identify digital staff who have, or can achieve, security clearance? At what stage does this take place? Demonstrable experience of providing on the job coaching and mentoring on agile delivery and specialist digital skills to the client’s ‘in house team’. Demonstrable experience of working with a policy area within a central government department to deliver digital transformation to meet a policy objective. • Demonstrable experience of working with a wide range of user groups including business stakeholders, civil society organisations, Government and the general public. No. of Suppliers to Evaluate 3 Proposal Criteria Approach: ability and capacity to recruit and onboard teams to deliver customer outcomes in the required timescales. Methodology: demonstrable evidence of developing and delivering high quality government digital standards during Discovery, Alpha, Beta and Live phases. Resources: the capability and capacity to meet availability and flexibility-to-scale requirements in providing defined resource-types with required skill levels and security clearances in accordance with customer’s need. Standards: evidence of delivering customer outcomes to recognised industry standards. Stakeholder engagement and management: experience of managing across the disparate interests of internal and external stakeholders in a complex, cross-organisational environment. Project Management Information: demonstrate experience of project management reporting and escalation to ensure immediate and appropriate action is taken. Collaboration: demonstrable experience of working as a joint team within commissioning organisations and operating within its governance. Training & Handover: demonstrate effective ways of working to ensure progress and support of the strategic outcomes remains aligned. Cultural Fit Criteria Works collaboratively within a joint team of Customer staff and other suppliers Behaves with openness, honesty and transparency in accordance with the Civil Service Code. Demonstrates a commitment to knowledge-sharing and active participation in the upskilling of Customer staff. A committed, proactive and ethical approach to work. Flexibility in adapting to meet changing priorities and business requirements. A track record of recognising the importance of the Health and Wellbeing of all staff involved in Programme Delivery. Payment Approach Capped time and materials Assessment Method Case study Work history Reference Presentation Evaluation Weighting Technical competence 50% Cultural fit 20% Price 30% Questions from Suppliers No questions have been answered yet Budget range there is no commitment to minimum spend over the term of the contract. the maximum spend under the contract will be £700,000 for financial year 20/21. maximum day rate of a sfia grade equivalent to £800 for any team member deployed.