User Centered Research and Design Head of Practice, ONS

Closes 19/1/23

Job ad

Essential Criteria

 Technical Expert- Has demonstrable hands-on expertise in at least two of the

following: Service design, Interaction Design, User Research, Performance
Analysis.
 Community Collaboration- Can build a successful Community through
understanding Community needs and influencing as well as motivating members.
 Communicating between technical and non-technical- Able to communicate
effectively across organisational, technical and political boundaries,
understanding the context and advocate and communicate the purpose and
importance of user centred design to create trust and authenticity.
 Understanding the whole context- Can look beyond the immediate technical
environment and identify the wider implications.
 Coaching and Mentoring- Demonstrable experience of developing the working
practices of user centred design professionals.
 Agile and Lean practices- Has a deep understanding and extensive experience
of user-centred design practices and can help ONS embed them into agile
service design and delivery. Can advocate for research, design, and analysis
across ONS and can consider the implications of any analyses and insights. Can
give direction on which tools or methods to use.

Personal statement [1,250 words]

As Lead User Researcher at the Food Standards Agency (FSA), I am an expert

practitioner, defining and assuring best practice in underpinning the Change
environment with robust horizon-scanning. Addressing the need to standardise user
centred design quality and impact across the FSA, I published a user research
strategy and framework to embed a consistent and efficient approach and delivery at
all stages of the project lifecycle. Through this framework, I advocated the imperative
of putting the user at the heart of every project to drive decision-making and
prioritisation, ensuring projects are repeatable, open and transparent, data-
driven, evidence-based, accessible and ethically robust. The framework
continues to set the direction for design strategy, creating optimal services for users
and robust data to underpin continuous improvement. It has raised the profile of
user research principles and skills across the FSA, increasing good practice
and encouraging a wider understanding of UCD tools and methods so that
genuine user needs can be successfully translated into standard working
procedures.

Seeking to make best use of research outputs, whilst contributing to the wider
FSA data eco system, I initiated an internal research community of practice,
co-ordinating FSA research and engagement activity to share techniques,
identify connections between areas of research and maximise re-use of
insights. I reached out to social science colleagues, initiating closer
collaboration and intelligence-sharing to improve user research planning and
ensuring the best use of our collective knowledge. This has widened
appreciation across the FSA’s science and research community of the
credibility and validity of user research whilst providing a more robust basis for
our discovery projects, since social research is central to our understanding of
user needs, informing our problem definitions and hypotheses.

Working with the Central Digital and Data Office, I am a cross-government service
assessor for complex strategic digital projects and programmes including the ONS
Integrated Data Platform Dissemination service alpha. As assessment panel Chair, I
provide service development feedback and recommendations to Senior Responsible
Owners based on the government service standard. This is often in a challenging
environment where Senior Responsible Owners have already invested heavily by the
assessment stage, so my credibility and diplomacy are vital to building trust and
effective outcomes. 
Drawing on this experience, I have implemented service assessments across
the FSA’s Digital Data and Technology portfolio. Utilising a combination of team
self-assessment and panel assessment, I ensure that these assessments are
structured, well-planned and prioritised. I engage early with the project teams
to ensure they are comfortable with the assessment process and ask them to
prepare for the assessment by reflecting on what they had done particularly
well, plus anything that may need more understanding or further depth of
investigation and what should, or indeed, should not happen next. These now
form part of our digital project governance and culture, safeguarding service
standards. Working with senior leaders and engaging a range of volunteers to
build their competence in project assessment, I have ensured that these
service assessments are constructive and transparent. They have increased
successful project delivery and implementation through the application of
service standards, enhanced spend controls throughout the project lifecycle
and improved FSA/supplier relationships.

As Business Change Project Manager at the Office for National Statistics, I led the
roll-out and readiness planning of the Electronic Data Collection Programme, a high-
profile transformation of business surveys from paper onto a new digital platform
delivering annual cost savings in excess of £2 million. To accommodate a complex
timetable of multiple non-negotiable business priorities, I convened a series of
internal stakeholder workshops where I assessed critical resource pressures,
ensuring that everyone could articulate their priorities. I set up and chaired a monthly
roll-out delivery group formed of key internal stakeholders to define business
readiness for project roll-out and provide accountability to the Programme Board .
Addressing concern from statisticians that this transformation programme might
undermine ONS data credibility, I delivered a year-long pilot survey, regularly
consulting with stakeholders to secure their confidence, whilst investigating the
potential impact of digitalisation on seasonality, user behaviour and data capture.
This pilot identified that businesses returned faster, more complete survey responses
which reduced ONS operational overheads by approximately 30% over 12 months.
I also developed a performance measurement framework, addressing business
pressures on the horizon to ensure that these did not de-rail the roll-out plan. I
created KPIs to track and analyse cost per transaction, digital take-up, completion
rate and user satisfaction. I incorporated these into a continuous improvement plan
to enable the project to accommodate changes in business, commercial or user
demand. The Programme Board praised me for delivering roll-out plan ahead of
schedule despite internal and external risk-aversion.

As Head of User Insight at ONS, I brought together, coached and led a new multi-
disciplinary team of web analysts, content designers and user researchers to
consolidate and deliver user insight across the business and support the design of
the ONS website. Using agile methodology and appropriate allocation of team
resource, I set the vision and created a three-year User Insight strategy to build user
research capability across ONS. This provided an understanding of the changing
digital landscape, informing ONS strategic direction while articulating the team
purpose and goals. I was instrumental in setting up the user research function and
leading it to high levels of delivery and performance, embedding new integrated
ways of working alongside content and interaction designers.

Recognising an urgent need across ONS to define our online users and how to
engage them, I created research-driven user personas, capturing essential
information about our online audience. Identifying specific behaviours, motivators
and search goals, I highlighted barriers to accessing our online services and user
expectations for future digital services. I engaged with senior statisticians,
Programme Boards and senior management team colleagues, adapting my
approach according to their appetite for this complex new insight. I also initiated and
chaired a cross-ONS User Insight Group to share best practice and a cohesive
approach to user-centred design. Overcoming some reluctance to move away from
traditional quantitative research methods, I made evidence-based recommendations
for increasing our competitive position and digital presence. In the first year in my
role, I increased user satisfaction scores from 85% to 94% and take-up of our web-
based services increased by 25%.

Embedding a culture of user engagement within product design, I increased

collaboration by persuading ONS colleagues to use a common language, informed
by user engagement and insight, to appreciate user needs and create more user-
focused products and services. In consultation with relevant parties across the
business, charities and special interest groups, I initiated and implemented a user
diversity strategy identifying wider user needs around language, literacy and
compatibility with assistive technology. Making a clear statement that ONS
proactively sought to include everyone in the provision of its products and services,
irrespective of background or ability, I removed barriers for users previously
excluded from accessing ONS content on-line and in print. My approach enhanced
ONS’s reputation, contributing to cross-government Assisted Digital implementation.

I delivered a new interactive design and usability testing lab on-site as a cost-
efficient focal point for engaging with our users. This lab raised the profile and
perception of our user-centred design activity across ONS including the Senior
Leadership team. I created a cost-recovery model, quantifying the lab’s impact on
operational costs, digital take-up and user satisfaction. This facility provided ONS
with a standardised approach to testing the usability of new and emerging tools and
techniques. It also increased demand for user-centred design, requiring me to
maximise my user research team resource to ensure that this demand would be
consistently met.

Skills and experience

I take an active part in the cross-government Heads of User Research

community, where I coach and mentor a variety of early-career researchers.

As Senior Project Delivery Manager at the Food Standards Agency (FSA), I co-
ordinate and deliver numerous workstreams within the FSA’s Zero Trust Project to
ensure that appropriate governance and deliverables are in place to increase the
FSA’s resilience against cyber security breaches and malicious attack. These
workstreams are at different phases of the product development cycle, so I need to
understand what my virtual team colleagues need at specific points in that cycle (ie,
Discovery, Alpha and Beta) to deliver their workstreams effectively. I negotiate and
influence funding, managing user requirements to drive user and supplier value. I
have introduced management reporting, capturing lessons learned and future
priorities. Accountable for risk mitigation and the performance management of
service designers, delivery leads and suppliers across this project, I plan, track and
assure the work-streams, providing direction and facilitating the virtual team whilst
removing blockers that might de-rail the project. By defining the user journey and
implementing standards and processes for delivery, I have brought structure and
pace to this project to ensure effective implementation. I also matrix-manage a
multi-disciplinary team, delivering process improvements based on industry best
practice and a cohesive team culture whilst cross-skilling the team to increase its
resilience and capacity. I have co-developed the team vision which I have translated
into objectives for the team.

Setting a vision for the FSA’s contribution to the Welsh public sector ‘knowledge
bank’ to enable informed decision-making using joined-up open data, I proactively
researched the potential benefits of integrating FSA data with government, academic
and industry partners across Wales to create more powerful insights and better
information for consumers and businesses. Current legislation and guidelines
provided me with the impetus to demonstrate the power of data sharing in promoting
food safety standards throughout the food system in Wales.
I encouraged key organisations across Wales to increase their awareness and re-
use of FSA’s data catalogue, whilst sharing their data with us to enhance our own
knowledge bank, especially useful in showcasing excellence across the research
community whilst supporting our horizon-scanning and consumer survey activities.
These organisations included ONS Secure Research Service, Swansea University
and Welsh Government. Adding the FSA’s open data to their systems has given the
FSA wider exposure across Wales. For example, the FSA’s Food Hygiene Rating
scores are now overlayed with Welsh Government data on areas of deprivation and
housing density to give a multi-dimensional view of the region. This work has also
augmented FSA research on several topics to help identify trends, cause and effect
and the impact of legislative or policy interventions such as the recent ‘Natasha’s
law’.

Seeking to broaden my appreciation of the FSA’s complex service delivery and

regulatory challenges, I volunteered as Briefing Cell Manager supporting the
FSA’s major incident responses to Covid, EU transition, winter planning and
the Ukraine war. Collaborating across FSA and wider government in all four
countries, I co-ordinated regular submissions, briefings and situation reports
for the FSA Chief Executive and Board, working at pace to meet tight
deadlines. I gave clear, focused direction to my virtual Briefing Cell team of
about 30 staff, judging when to call on specialist subject matter experts.
I led the Briefing Cell in response to the urgent issue of imports of certain food
and feed products travelling through the EU to the UK from non-EU countries
via Dover without the required Sanitary and Phytosanitary checks. Analysing
complex and sometimes incomplete information, I outlined the resource costs
of mitigating the incident and produced a strategic risk assessment, outlining
what was needed to contain the situation, maintaining effective governance
whilst reducing risk to a more tolerable level to enable de-escalation of the
incident.
I created clear, compelling proposals informing Board-level discussion and the
strategic direction of FSA’s incident response. I provided strong, calm, visible
leadership and motivation, clarifying and addressing priorities whilst managing
resources flexibly to meet developing business needs. Working closely with
Operations colleagues to understand their priorities, I identified opportunities to
streamline and standardise existing business processes. I ensured that we
had strong structures and disciplines in place to keep the CEO and Board
informed in a timely way, so that our connections into Whitehall were well-
served and decisions could be made effectively. The Board and senior
leadership colleagues noted my commitment and professionalism to deliver against
difficult challenges and uncertainty in leading the Briefing Cell team. They
commended me for my clarity and co-ordination in support of FSA senior leaders
and a wide range of stakeholders. I was highly visible and even when facing tight
deadlines, I delivered with real effect to help make FSA’s emergency response work
effectively.

Addressing data gaps in relation to the nature and extent of food

hypersensitivity across the UK, I provided user insight to support the design of
a new food allergic reaction reporting and data analysis platform for consumers
to report their allergic reactions to FSA. This data will provide horizon-scanning
to identify patterns and trends, alerting the policy team to areas where further
research or targeted interventions may be required. I collaborated across
government and the charity sector to understand how this might complement
existing NHS clinical data, provide insight into farming and agricultural
practices and track food business compliance in displaying allergy information.
To ensure a broad understanding of key issues, I assessed the perspectives
and needs of a range of end-users and stakeholders, employing a range of
qualitative and quantitative methods. Overcoming funding and time constraints,
I produced an in-depth evaluation of user needs across different user types.
My work informed the Programme Board in its appraisal of FSA’s policy options
for tackling food allergy-related incidents. Project team feedback identified that
my contribution added a richness and depth to the FSA’s understanding of
food hypersensitivity in the community.

I led on user engagement through focus groups and user testing to improve the
FSA’s support scheme for small businesses in food safety management and food
hygiene called Safer Food Better Business (SFBB). I worked with Regulatory Policy
and IT colleagues to design a more interactive product, making it easier for
businesses to engage and learn about food safety management and get maximum
benefit from the scheme. My analysis identified the major pain points for both
businesses and Local Authorities. I analysed behavioural and accessibility issues
including diverse language and cultural differences among food businesses. I
provided further insight to identify the level of technical capability and appetite across
the different types of businesses in using smart technology such as smart fridges,
smartphones and other mobile devices.  This informed FSA’s digital engagement
strategy and online supporting content.

As part of the FSA’s Achieving Business Compliance programme, central to

FSA’s core strategy and mission, I engaged with IT and delivery leads within
Local Authorities across the UK, facilitating their on-boarding to the FSA’s
online food business registration service (RAFB). Establishing trust-based
relationships, I addressed their business priorities and user needs and,
analysing real-time usage data for trends and anomalies, I reported widely to
programme stakeholders on the impact of the RAFB service on Local
Authorities’ digital capability, on food business compliance with regulatory
legislation and on registration data accuracy and completeness. My quarterly
Food Business survey analysis and comparison reports tracked the changing
profile of FBOs, particularly in response to Covid and reinforced the viability of
RAFB as it progressed into business as usual.

As Market Analyst, Swansea University, I implemented and managed a programme

of user insight and intelligence to provide the University with a sound understanding
of its competitive landscape, identifying strategic partnership opportunities and
improving the implementation of business services to drive up efficiency. I
addressed a need for qualitative data collection and analysis expertise across the
organisation, collaborating with academic Computer Science colleagues to develop
our qualitative user insight capability integrating user-centred design principles with
thematic analysis and Human–Computer Interaction to provide a deeper
understanding of user behaviour in driving market growth. This helped colleagues
better engage with their target users, identifying the appropriate resources and
evaluation metrics to help the University meet its Strategic priorities.
With responsibility for planning and designing the Academy for Professional
Learners project, I delivered the market assessment which underpinned the
University’s employer-facing continuous professional development (CPD) training
provision. CPD provision was aligned with the University’s strategic plan and income
diversification agenda. My assessment of market requirements provided the focus
for product development and ensured the delivery processes met the needs and
expectations of local employers in growing their business. I delivered an
assessment of our key competitors in this market, their delivery methods, target
audience and costs. These directed the development and successful launch of the
CPD initiative in 2017.

As User Insight Team Manager at the DVLA, I was instrumental in moving the
organisation away from segmenting users merely in terms of their transactions, for
example car tax or driver licence renewal, towards segmentation according to
specific behaviours, perceptions and experience. This led to a culture-shift away
from process-orientation towards outward-looking user-orientation. I did this through
leading a number of user insight initiatives, continually evaluating the user
experience. I was successful in embedding user research early in the product
development cycle which identified opportunities for minimising operational costs
further down the line.
I ensured that my team of user researchers, business analysts and I were up-skilled
and professionally accredited to provide a credible ‘voice of the customer’.
Empowering my team to excel, I led them to win the Civil Service Diversity Award in
recognition of our engagement with socially-excluded customers. I brought user
research in-house, delivering a more complex but cost-efficient workload and was
personally responsible for saving £720,000 per year in outsourcing costs. I
established an internal user feedback mechanism, ensuring we continually improved
performance.
Successfully integrating my team into the DVLA’s Change agenda, with its emphasis
on insight and evidence, I put user research at the heart of new strategy and policy
development. My team’s role in supporting digital engagement was cited in a 2014
Ministerial Review of DVLA as ‘invaluable in understanding user preferences and
service feedback’.

I have delivered a number of internal and external presentations at seminars and

conferences across the UK on the organisational benefits of putting the User at the
heart of everything we do. I convey my passion for user centred design and
encourage audiences to explore what user insight and engagement means to them
and what step-changes they might need to engage and understand the external
environmental factors affecting their businesses in the short and longer-term.
Listening to their concerns, I take away valuable insight from these sessions which
inform my own appreciation of how different audiences face the challenge of
balancing user needs with strategic and operational business demands.

I have a Masters degree in Strategic Marketing which included Marketing

Research, HCI/ Cognitive Psychology and Sociology. I am a Practitioner in Agile
Project Management, Practitioner in Prince 2 Project Management and in Lean
Six Sigma Methodology. I coach and guide colleagues across the FSA
Programme and Project Management community in the practical application of Agile
methodology.