ADD2588 GLA OPS discovery

1.1. We are looking to conduct a discovery process to help us develop the next iteration of the GLA’s corporate grant funding system, GLA OPS, to enable it to better meet the needs of its users. We are looking to deliver this discovery using agile methods, including producing a strategic plan and implementation roadmap.

1.2. We are seeking an agency specialising in user experience, service design and digital transformation. They will conduct research, run activities and engage with stakeholders to understand how OPS can better support its users, how it can be more sustainable, fit for purpose, be scalable and flexible to respond to new and regularly changing grant funding programmes.

1.3. Currently OPS is supported by both internal GLA officers and through a contract with a third-party supplier who primarily provides development and technical services.

1.4. We will be following this discovery work with a wider strategic review of grant giving processes and the appropriate solutions to support this. Splitting these two areas of work ensures that we are able to address the immediate issues we are facing with current OPS users but also look at wider strategic aims and ambitions across the GLA group. It is anticipated this follow on work will begin shortly after this piece of work, so there will likely be a period where we are working on both concurrently. This additional work will likely cost £30,000-£50,000. This will be subject to a separate approval.

1.5. The procurement will be in accordance with the GLA Contracts and Funding Code.

2.1. The growing complexity and bespoke enhancements carried out in GLA-OPS have meant that we have limited capability to support new programmes quickly. In some areas, the nature of the work that OPS manages has become very bespoke and specialised, making recruitment to current roles extremely difficult. Once we do recruit, training staff up takes a disproportionate amount of time and building up their knowledge takes several months.

2.2. It is not uncommon for new funding programmes to be launched with very tight timeframes, largely due to external factors or the need to get funds out quickly to respond to unforeseen needs e.g., the Grenfell fire, Covid pandemic lockdowns etc. This not only means we have to find solutions fast, but often there is little or no room for discussion on how to best meet the needs and therefore we find technical debt (sacrificing creating long term, sustainable solutions meet needs in favour of short term, quick developments) rising and MVP solutions being made live rapidly with no opportunity to iterate and improve.

2.3. The discovery work should deliver a clear set of recommendations that answer the questions and needs set out below;

• To what extent is OPS meeting the GLA’s needs?
• What technological, digital, process and engagement changes do we need to make in order to ensure that OPS, or any other digital solution, can develop and manage all grant funding programmes for H&L and Skills, taking into account the external constraints and requirements placed on them?
• How do we ensure that we can flex the team and scale up to allow us to respond quickly to new funding programmes and provide a digital solution for new grant programmes efficiently?
• A review of resources and make recommendations on the ideal team make-up in relations to roles, skills and inhouse / external sourcing approach

3.1. The GLA has an obligation under the Public Sector Equality Duty enshrined within the Equality Act 2010, to consider how its policies and decisions affect people who are protected under the Act.

3.2. The GLA will take appropriate steps to ensure there are no potential negative impacts on those with protected characteristics in relation to the work undertaken in this exercise and the recommendations taken forward. This will be done by ensuring compliance with the Mayor’s Equality, Diversity and Inclusion Strategy; and developing and testing in line with GLA guidance on equalities and diversity.

3.3. Individual teams will identify and evaluate the likely impact of new programmes on those with protected characteristics. The GLA OPS Delivery Team will also consider those with protected characteristics when analysing business requirements and system design. The minimum requirement for the GLA OPS system is for the site to meet WCAG 2.0 level AA accessibility. Any future development will comply with this requirement.

Key risks and issues

4.1. The key risks associated with this decision are as follows:

Links to Mayoral strategies and priorities

4.2. An effective grant management system supports the achievement of GLA priorities in the areas where teams use it. This helps ensure Londoners benefit from the outcomes and outputs delivered via grant awarded to partner organisations.

4.3. This decision links to Mayoral and corporate strategies across the following areas:

4.4. Governance -GLA OPS fully supports the GLA’s Anti-Fraud and Corruption Policy & Response Plan, specifically section 5.8, “developing systems in a way that limits and addresses the risk of fraud.” GLA OPS has been built with multiple safeguards in place to reduce the risk of fraud. For example, two officers must authorise payments and officers are assigned payment thresholds (controlled by the GLA Finance Department) in accordance with an access and permissions model.

4.5. Technology Strategy - GLA OPS’ implementation is consistent with a number of aims in the “Digital and Technology Strategy and Programme 2019”:

• to support Smart ways of working and Agile development to deliver better designed services;
• making greater use of Cloud based services to support flexible working;
• have infrastructure that is scalable, reliable, resilient and with the capacity to cope with greater load;
• prioritising the use of open source systems (to reduce our costs and to produce reusable and sustainable components); and
• to create services that customers and citizens find: useful, well designed, meets user needs, gets the information they seek in the fastest possible time and meets digital service standards.

Impact assessments and consultations

4.6. The recommendations in this decision have resulted from input and discussions between the GLA OPS Delivery Team, the Digital Team and the Digital Board, the Technology Group, GLA Governance and Finance. Feedback has also been received from individual users of GLA OPS on an ongoing basis and officers in teams who would like to use the system. All consulted agree with this proposed decision.

4.7. There are no conflicts to declare from any of those involved in the drafting or clearance of this decision form.

5.1 Approval is being sought for expenditure of up to £50,000 on GLA OPS discovery work during the 2022-23 financial year.

5.2 The costs will be funded via a budget virement from the Authority’s Corporate Contingency budget for 2022-23. All appropriate budget adjustments will be made.