JADU CREATIVE LIMITED
Jadu Digital Service Design and Delivery
Jadu adopts a user-centred approach to designing and delivering improved public services. Through comprehensive analysis of end-to-end services we review user journeys, customer experiences, pain points, opportunities, and inefficiencies. By understanding context and intent, Jadu explores self-service and automation opportunities, enhancing customer experience and reducing costs through well-designed digital services.
Features
- Full-service delivery capacity or augmentation of in-house teams.
- Analyse services end-to-end to understand user journeys, experiences, pain points.
- Explore self-service, automation opportunities to improve customer experience, reduce cost.
- Identify service improvement, cost saving opportunities through comprehensive analysis.
- Apply Service Design principles for better service design.
- Engage stakeholders effectively using a range of methods.
- User research, journey mapping, and data analysis informs review.
- Improve customer experience, reduce costs with optimised digital services.
- Assess service improvement opportunities, conduct benefits analysis.
- Collaborative delivery, co-production, coaching, and knowledge transfer.
Benefits
- Design improved services for better customer experience, cost reduction.
- User research, journey mapping, data analysis for valuable insights.
- Improve user experience, by addressing pain points, improving customer satisfaction.
- Apply best practice techniques: BPMN, Lean, Service Blueprinting, cost/benefit analysis.
- Reduce costs by streamlining processes, reducing waste, and optimising resources.
- Increase efficiency by applying automation, innovation, and self-service options.
- Apply sector learning, to optimise and improve digital services.
- Collaborative approach ensures stakeholder engagement, ownership, buy-in.
- Co-produce, transfer skills to internal staff for effective implementation.
- Lay the foundation for continuous improvement and innovation.
Architecture roles
Business architect
| £1,340.00 |
|
| £1,480.00 |
|
Technical architect
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
| £1,940.00 |
|
Chief digital and data roles
Chief data officer
| £1,940.00 |
|
Chief information security officer
| £1,940.00 |
|
Chief technology officer
| £1,940.00 |
|
IT operations roles
Application operations engineer
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
| £1,940.00 |
|
Business relationship manager
| £1,480.00 |
|
| £1,785.00 |
|
Incident manager
| £1,340.00 |
|
| £1,480.00 |
|
Infrastructure engineer
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Infrastructure operations engineer
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Product and delivery roles
Business analyst
| £1,940.00 |
|
Delivery manager
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Digital portfolio manager
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Product manager
| £1,140.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Programme delivery manager
| £1,480.00 |
|
Quality assurance testing (QAT) roles
Quality assurance testing (QAT) analyst
| £1,140.00 |
|
| £1,140.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
Test engineer
| £1,140.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
Software development roles
Development operations (DevOps) engineer
| £1,140.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
| £1,785.00 |
|
| £1,940.00 |
|
Frontend developer
| £1,140.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Software developer
| £1,140.00 |
|
| £1,340.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
| £1,785.00 |
|
User-centred design roles
Accessibility specialist
| £1,785.00 |
|
Content designer
| £1,140.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Content strategist
| £1,480.00 |
|
Graphic designer
| £1,140.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Service designer
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
| £1,940.00 |
|
User researcher
| £1,140.00 |
|
| £1,340.00 |
|
| £1,480.00 |
|
| £1,785.00 |
|
Non-mandatory Standards and certifications
-
ISO/IEC 27001 certification
-
Yes
-
Who accredited the ISO/IEC 27001
-
Citation ISO Certification Limited
-
ISO/IEC 27001 accreditation date
-
Monday 7 November 2016
-
What the ISO/IEC 27001 doesn’t cover
-
N/A
-
ISO 28000:2022 certification
-
No
-
ISO 9001 certification
-
Yes
-
Who accredited the ISO 9001 certification
-
CQS (Certified Quality Systems) Limited
-
ISO 9001 accreditation date
-
Wednesday 19 January 2005
-
What the ISO 9001 doesn’t cover
-
N/A
-
Quality management systems (QMS)
-
Yes
-
CSA STAR certification
-
No
-
PCI certification
-
No
-
Cyber essentials
-
Yes
-
Please provide your Cyber Essentials Certificate Number
-
22e9f158-a3ef-43de-b58d-747beacfa9c8
-
Cyber essentials plus
-
No
-
Cyber Essentials Alternative
-
In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
-
Other security certifications
-
No
Social value
-
Section B - Commitment for Future: Delivery
-
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
-
Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
-
Plans to engage the contract workforce in deciding the most important workplace issues to address
-
Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
-
Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
-
Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
-
Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
-
Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
-
Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
-
Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero
Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.
-
Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
-
Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
-
Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
-
Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
-
Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
-
Working conditions which promote an inclusive working environment and promote retention and progression
-
Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
-
Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
-
Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.
Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.
-
Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
-
Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
-
Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
Service documents
Request an accessible format
If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format,
email the supplier at
sales@jadu.co.uk.
Tell them what format you need. It will help if you say what assistive technology you use.