BIG MOTIVE LTD
Digital Experience Strategy support for Government
Big Motive provides digital experience strategy support to help public sector organisations define, prioritise and deliver effective digital services. We combine user research, service design and strategic analysis to align digital initiatives with user needs, policy goals and organisational objectives, reducing risk and improving outcomes.
Features
- User-centred digital experience strategy aligned to organisational objectives
- Strategic prioritisation of digital initiatives based on user needs
- Evidence-led decision-making using research and service insights
- Alignment of digital services with policy and business goals
- Experience vision and principles to guide service delivery
- Roadmapping to sequence initiatives and manage delivery risk
- Stakeholder engagement to build alignment and shared understanding
- Service performance measurement and success definition
- Accessibility and inclusion embedded into digital strategy
- Responsible use of AI to inform ethical digital experiences
Benefits
- Clarifies digital priorities, improving focus and decision-making
- Reduces delivery risk through evidence-led strategic planning
- Aligns teams around shared digital vision and goals
- Improves efficiency by prioritising high-value digital initiatives
- Reduces wasted effort through clearer strategic direction
- Supports better investment decisions using user and service insights
- Accelerates delivery by defining clear roadmaps and success measures
- Improves cross-team collaboration through shared strategic understanding
- Embeds accessibility early, reducing later rework and compliance risk
- Enables ethical, responsible AI use in digital decision-making
Pricing
Service documents
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Framework
G-Cloud 15
Service ID
9 9 8 0 5 2 3 9 0 8 5 7 0 8 8
Contact
BIG MOTIVE LTD
Damian Cranney
Telephone: 028 9531 3837
Email: sales@bigmotive.com
About your service
- Service categories
-
Cloud Support Services
Set Up and Migration
- Engagement and communication planning
Service scope
- Service constraints
- No. There are no material service constraints. Services are typically delivered remotely using secure collaboration tools, with on-site workshops or meetings available by agreement where required. Delivery is subject to timely access to relevant stakeholders, information and systems, as agreed during onboarding and documented in the Call-Off Contract.
User support
- Email or online ticketing support
- Yes
- Support response times
- We aim to respond to questions within one business day during standard working hours (Monday to Friday). Queries received outside these hours, including weekends and public holidays, are acknowledged on the next working day. Response times, escalation routes and communication arrangements are agreed at the start of each engagement and documented in the Call-Off Contract.
- User can manage status and priority of support tickets
- No
- Phone support
- Yes
- Phone support availability
- 9 to 5 (UK time), Monday to Friday
- Web chat support
- No
- Support levels
-
Big Motive provides proportionate, consultancy-led support aligned to each Call-Off Contract. Support is delivered through named points of contact rather than tiered service desk models.
Support levels
All engagements include standard support through email and scheduled meetings. Queries and issues are prioritised collaboratively based on urgency and impact on delivery. Regular check-ins are used to address questions, review progress and manage risks.
Costs
Standard support is included within the agreed contract pricing. There is no additional charge for routine queries, guidance or account management. Any enhanced support requirements, such as increased availability, additional workshops or extended engagement, are agreed in advance and charged in line with the published rate card.
Account management and technical support
Each engagement is supported by a dedicated account manager and delivery lead, responsible for coordination, communication and issue resolution. Appropriately skilled consultants provide strategic, design or delivery support as required. As a Cloud Support consultancy, Big Motive does not provide a 24/7 service desk or on-call cloud support engineers.
Support arrangements, response expectations and escalation routes are agreed during onboarding and documented in the Call-Off Contract.
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Other security clearance
- Government security clearance
- Baseline Personnel Security Standard (BPSS)
Pricing
- Discount for educational organisations
- No
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business analyst | £650.00 | |
| Senior business analyst | £725.00 | |
| Lead business analyst | £800.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Delivery manager | £650.00 | |
| Senior delivery manager | £725.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Product manager | £725.00 | |
| Senior product manager | £800.00 |
User-centred design roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Accessibility specialist | £725.00 | |
| Senior accessibility specialist | £800.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Content designer | £650.00 | |
| Senior content designer | £725.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Content strategist | £725.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Junior graphic designer | £525.00 | |
| Graphic designer | £650.00 | |
| Senior graphic designer | £725.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Junior interaction designer | £525.00 | |
| Interaction designer | £650.00 | |
| Senior interaction designer | £725.00 | |
| Lead interaction designer | £800.00 | |
| Head of interaction design | £900.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service designer | £650.00 | |
| Senior service designer | £725.00 | |
| Lead service designer | £800.00 | |
| Head of service design | £900.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Technical writer | £650.00 | |
| Lead technical writer | £725.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Junior user researcher | £525.00 | |
| User researcher | £650.00 | |
| Senior user researcher | £725.00 | |
| Lead user researcher | £800.00 | |
| Head of user research | £900.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- No
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- No
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Please provide your Cyber Essentials Certificate Number
- 82bec479-c2c9-42ed-8471-3339ca655847
- Cyber essentials plus
- Yes
- Please provide your Cyber Essentials Plus Certificate Number
- 12cf2368-6601-45e1-a0d3-066bede61a35
- 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
- New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
- 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
- Ensuring new workers are informed of their right to join a trade union
- Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
- Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
- 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
- Activities to cascade good practice on fair working conditions throughout the supply chain
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
- Understanding of in-work progression issues affecting 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 support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
- Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Volunteering opportunities for staff
- 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
- How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
- How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
- Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
-
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 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
- Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
-
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 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises
- Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
- Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
- Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
- Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
- Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
- Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
- Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
- Plans for positive actions with community groups.
- Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
- Plans to respond flexibly and adapt approaches to community engagement and initiatives
- Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
-
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
- Collaborative ways of working with the supply chain to deliver additional environmental benefits 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
- Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
- Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
-
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 employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
- 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
- Introducing transparency to pay and reward processes
- 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: 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 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
- Understanding of the issues affecting the development of new skills by target cohort
- Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
- Understanding of issues relating to entering the contract workforce
- Creation of outreach activities to create a pipeline of employees for the future contract delivery
- Content of the outreach activity is designed to suit the target cohort
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
-
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
- Actions to invest in the physical and mental health and wellbeing of the contract workforce
-
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@bigmotive.com.
Tell them what format you need. It will help if you say what assistive technology you use.