This opportunity is closed for applications.
- Opportunity ID
- Deadline for asking questions
- Closing date for applications
- Tuesday 20 September 2016
Write a summary of your brief We are seeking to partner with a digital agency to build an online presence that delivers an engaging experience for Australians seeking access to high-quality mental health advice and resources.
The ideal partner brings user-centred design, rapid prototyping and development ability, engaging online content strategies and high conversion rates.
What is the latest start date?
How long is the contract? 12 months with two extension periods each up to 12 months.
Where can the work take place?
Who will the specialist work for?
Department of Health
Budget range Our maximum budget is provided below (noting this may be revised in response to seller feedback). Where possible we have also provided estimates for some of the budget components - these are a rough approximation to help demonstrate the level of complexity/effort we will likely require. We welcome advice from sellers on how we should best allocate funds (within the maximum budget) to ensure a successful outcome.
(A) Build budget - Maximum cost of $3.0m (CMS configuration - $1m, design validation activities - $0.5m, production of new video/written/image content - $1m, IRAP assessment/penetration testing - $0.1m).
(B) Operate (website channel - including ongoing delivery of enhancements) - Maximum per annum cost of $2.8m (website team - $120k per month, infrastructure - $45k per month, annual CMS licence - $400k).
(C) Operate (social media channels & new content production) - Maximum per annum cost of $2.4m.
About the work
Why is the work being done? The Minister for Health has committed to establishing a new digital mental health gateway aimed at giving Australians easy access, through multiple channels (website, social media and telephone), to high-quality mental health advice and resources when and where they need them.
We are seeking a digital agency with the capability to build and operate the Gateway's online presence (website & social media).
Key to success will be an online content strategy that creates deep engagement with our primary audience and provides them with information and resources to help manage everyday distress and make informed decisions about their care (e.g. when additional support is needed and how to identify services appropriate to their needs).
It is important the Gateway is built with the capability to, in the future, integrate with other IT systems (for instance, an e-health record). Such integration is not required at first release - it will depend on user feedback about the usefulness of such a function.
The Gateway goals - A reputation as a trusted authority on digital mental health services, high levels of engagement, content curation (so people aren’t overwhelmed with choice) and conversion (e.g. clicking on outbound link to a digital mental health service).
What's the key problem you need to solve? There is an array of digital information, forums, support, counselling, and self-directed and clinician-moderated tools, applications, and services available. While many of these digital mental health services have been shown to be equally effective (as more traditional face to face supports), their uptake continues to be hampered by: lack of community awareness that evidence-based digital mental health services can be an effective treatment source; scepticism regarding the performance of digital mental health services over more traditional face to face approaches; and a lack of established pathways to access digital mental health services – making it difficult for people to navigate themselves to the right service in their time of need.
Important to note that the Gateway will replace. But our expectation is that existing mindhealthconnect content will be re-used to support the Gateway build.
At a minimum the Gateway's website would support 2m+ annual visits (at 99.5% availability) and its social media presence would span most major platforms (e.g. Facebook, Twitter, YouTube, Instagram etc).
Describe the users and their needs 1) As a person that may experience everyday distress, I need to be aware of the Gateway (via multiple online channels), so that I can access services and information when I need to. 2) As a person experiencing everyday distress, I need tools, information and advice, so that I know when everyday distress requires additional support. 3) As a person using the Gateway on a regular basis, I need a way to save search results, interesting articles etc, so that I can read them later and/or receive recommendations on relevant information.
4) As a person needing additional support, I need an easy way (through features such as dynamic website personalisation, decision support tools and service finders) to filter/curate services, information and advice, so that I can make informed choices about my care. 5) As a person considering digital mental health services, I need information and advice (from both health professionals and people in a similar situation), so that I know what to expect and have the confidence and trust to try these services. 6) As a person wanting to access digital mental health services, I want it to be streamlined and easy, so that I'm not discouraged from getting the support I need.
7) As a person at risk or severe distress, I need fast access to more appropriate support (e.g. crisis lines), so that I get the help I need.
8) As a health professional, I need tailor-made features (such as a decision support tool and service finder), so that I can help patients access appropriate services.
9) As a provider of digital mental health services, I need an easy way to show (on the Gateway) the details of my services on the Gateway (e.g. include them in the service finder), so that I can increase awareness for my services.
10) As a supporter of digital mental health services, we (the Government) need to develop a reputation as a trusted authority and create an engaging online experience, so that we can increase the number of people seeking help for mental health issues (and the number of service providers wanting to promote their services through the Gateway).
What work has already been done? Through discovery and design activities undertaken by the Gateway project team and our design consultants we have defined the core set of features (these form the MVP scope) that will meet our primary users' needs. Our expectation is that the digital agency partner will need to undertake further engagement with end-users through November/December 2016 as they continue to deepen the design of these core features, validate prototypes and commence build activities in preparation for a launch in the 1st quarter of 2017.
On closing this brief, we will shortlist 3 sellers against the requirements defined in this brief. These shortlisted sellers will be provided with a document that outlines the core feature set in more detail. The 3 shortlisted sellers will then have 10 business days to provide a written proposal which must include case studies, high level build schedule, and detailed cost estimates.
From the case studies we need to clearly see that shortlisted sellers have successfully built and operated an online presence commensurate with the scale and characteristics of the Gateway. Key factors to present - scale (e.g. website traffic), industry/subject matter expertise, content production, functional complexity, technical requirements, hosting arrangements, and the level of end-user/stakeholder engagement.
Who will the work be done with? You will be working with the Department's Gateway project team (functions incl. subject matter expertise, project management, ICT assurance & testing analysis), a specialist brand agency and design consultants (who have recently completed a series of participatory design engagements).
You will need to work closely with the Department's ICT Group (including the Department's Security Advisor) to ensure that the solution is consistent with enterprise strategy, integrated with the Department's enterprise data warehouse, and meets the Government's information security requirements.
You will need to work with Commonwealth-funded digital mental health services to establish information partnerships and ensure the Gateway maximises reuse of existing content/functionality.
You will also need to work with a contact centre operator to ensure that Gateway users (in both online and telephone channels) have a positive service experience.
As the key delivery partner you will need to work closely with the Gateway's end-users and key stakeholders, including the Department's Digital Mental Health Advisory Committee - a group of subject matter experts engaged to provide specialist advice during the design and delivery of the Gateway.
In the future, the digital service agency (on completion of the contract period) may be required to work with an incoming agency to migrate the Gateway to a 3rd party's hosting platform.
Any additional relevant information?
What phase is the work in?
Where will the work take place? Many of the Gateway's delivery partners are located at the Department of Health's offices in Woden, ACT. The contact centre operator will likely be based interstate, as are a number of the Gateway's key stakeholders.
What are the working arrangements? The team will not be required to work on site but will need to attend fortnightly face-to-face meetings (in Canberra) and participate in weekly project team meetings (via telephone and video conference).
Day to day communications with the project team (and other Gateway delivery partners) will be via email and/or telephone.
As required, the team will also be required to attend interstate face-to-face meetings with key stakeholders and other Gateway delivery partners.
Is security clearance required? Not required.
Additional terms and conditions The Gateway's online presence must meet the applicable controls (for a system containing unclassified information) set down in the Australian Government Information Security Manual (http://www.asd.gov.au/publications/Information_Security_Manual_2016_Controls.pdf).
Skills and experience
Buyers will use the essential and nice-to-have skills and experience to help them evaluate sellers’ technical competence.
Essential skills and experience
- Have experience developing/delivering a content strategy that creates, promotes (through website and social media channels managed by the digital agency) and curates content to attract and retain a target audience.
- Have experience designing and developing a user-centred online experience that encourages users to take action (e.g. read an article, use the decision support tool, click on an outbound link).
- Have experience designing and developing a conversion rate optimisation strategy grounded in ongoing user research and analytics, and validated in real-life scenarios.
- Have experience operating and improving (on an iterative release cycle) a digital service.
- Have experience working with other delivery partners (e.g. contact centre operators) to establish new access channels (web chat) and integration with 3rd party ICT systems (e.g. enterprise data warehouses).
- Have experience building/operating websites in accordance with the DTO Service Standards (or its equivalent) i.e. get to market quickly with a MVP and improve it in response to user research/analytics.
- Have experience building a substantial online audience (e.g. 2m+ site visits per annum) and operating a high availability website (e.g. 99.5%).
- Have experience successfully protecting highly visible online services from cyber intrusion by implementing risk mitigation strategies (e.g. ASD's Top 4 Mitigation Strategies).
- Have experience building websites and applications that meet WCAG 2.0 AA.
Nice-to-have skills and experience
- Have experience (or partnering with 3rd party specialists) building rules based logic tools and service directories that leverage latest technologies (e.g. chat bots) and are user-friendly and robust.
- Have experience delivering digital solutions for the mental health sector.
- Have experience working in a blended digital delivery team in which the client is responsible for key roles (e.g. product manager, user researchers and subject matter experts).
- Have experience in dealing with privacy controls around personally identifiable information.
- Have experience establishing hosting arrangements with an ASD accredited cloud service providers.
- Have experience developing systems that have been independently assessed for ISM compliance (or equivalent) by an independent auditor (e.g. an assessor registered under the Infosec Registered Assessors Program).
- Have experience operating as part of a multi-channel (online & telephone) service and working with delivery partners to optimize channel use (e.g. creating new website content to reduce call volumes).
How sellers will be evaluated
How many shortlisted sellers will you evaluate?
- How the approach or solution meets user needs
- Value for money
- How the approach or solution meets your organisation’s policy or goal
- Estimated timeframes for the work
Cultural fit criteria
- Work as a team with the Department of Health, other Gateway delivery partners, end-users, and the Department's key stakeholders.
- Have a multi-disciplinary team capable of delivering results (e.g. prototypes, MVPs, enhancements) quickly.
- Have a multi-disciplinary team that is responsive to end-user feedback and able to quickly reflect updates through an iterative release cycle.
- Transparent when developing release/operating budgets (i.e. providing detail on the number of resources required and expected days effort) and capable of reconciling actual costs against budget estimates.
Capped time and materials
- Written proposal
- Case study
Question and answer sessionSign in to view question and answer session details
|Seller question||Buyer answer|
|1. A seller has identified that the link we embedded to the Information Security Manual (under Additional Terms & Conditions) leads to an Error 404 page because of an open bracket.||Here is the correct link... http://www.asd.gov.au/publications/Information_Security_Manual_2016_Exec_Companion.pdf|
|2. Are you open to a partnership/consortium arrangement where two or more specialist suppliers join forces to deliver the gateway?||The Department is open to a partnership/consortium arrangement provided the following requirements can be met: 1. There is a lead partner that assumes contractual responsibility and overall accountability for all services delivered by the partnership/consortium. 2. The lead partner can demonstrate the arrangement will benefit the Gateway (in the form of improved service quality and value for money). 3. The lead partner will assume responsibility for putting in place an operating model that ensures there is no loss in service quality. 4. The lead partner has demonstrated experience using a partnership/consortium arrangement to deliver commensurate services.|
|3. Should partnerships/consortiums respond to the selection criteria individually for each service provided or as a collective?||The partnership/consortium should appoint a lead partner that assumes responsibility for providing a collective responsive to the selection criteria. In the response, the lead partner should identify the respective roles and responsibilities of the individual partnership/consortium participants.|
|4. Is the Department planning to use GovCMS as the base platform, or are you open to any CMS that we believe will provide a superior user experience?||The Department is not prescribing the use of GovCMS as the base platform. Sellers should submit responses based on what Content Management System (CMS) they consider will best meet the Department's requirements (e.g. the quality of the user experience, its ability to support interoperability, future scalability and value for money considerations).|
|5. We plan to apply as a consortium of DTO Marketplace sellers. Is there a way to reflect this in our response?||The response should include the following information: 1. If any of the criteria are being met through a partnership/consortium arrangement. 2. The lead partner with overall responsibility for the response. 3. The respective roles and responsibilities of individual partnership/consortium participants.|
|6. Your brief states sellers must have experience building websites/applications that meet WCAG 2.0. AA. Due to the sensitivity of the content (and associated issues such as cognitive impairment) how will the Department ensure the accessibility of the Gateway?||Accessibility is addressed in criteria 9 of the DTO's Digital Service Standard. Before the Gateway goes live, the Department will require the digital agency to demonstrate: • the service is accessible, • evidence of usability testing, • how the service has been designed/tested for the specific needs of the Gateway's users (based on user research, usability testing and analytics), and • ongoing testing plans for accessibility so that users can continue to access the service. Some digital agencies (particularly those without mental health sector experience) may need to engage an accessibility expert to ensure they meet these requirements.|
|7. CMS - are the following features required : • Information architecture to provide for related content, tagging, lists of content • Dictionary/thesaurus for improved finding of info • Better search • Social media integration • Marketing & communications integration ?||Yes all of these features will be required - noting that the online content strategy is the primary vehicle through which we expect to gain traction with our target audience.|
|8. Services Finder – is this an existing tool that we are to use as is, with an existing search capability? Is it the Service Finder on the Mindhealthconnect website?||The starting hypothesis for the Service Finder was that the Gateway would need to give users with a better understanding of needs/symptoms (e.g. health professionals) a quick and easy way to find services meeting search criteria. Noting that the Service Finder and Decision Support Tool would likely draw on the same services database. Our expectation is that a digital agency would undertake further engagement with end-users to test this hypothesis (e.g. can this need by met through a general search function?) and advise the Department on the extent to which new functionality is required (vs. reuse of existing tools).|
|9. How much of the site content is to be migrated (pages)? Is this to be edited before first phase and MVP?||To extent of content re-use will depend on the digital agency's proposed content strategy and information architecture for the Gateway website. Our expectation is that there will be re-use opportunities but editing will be required (before MVP launch) to ensure the tone/style/language is consistent with the new service. To inform this decision, the digital agency will need to perform a stocktake of existing content and advise the Department on both the need for new content and editing of existing content.|
|10. Seeking clarification. I clicked the "Start Application" button, but all I was required to do was answer yes or no to the various skills and experience. I was unable to attach any documents. When I clicked "Apply for this Opportunity", I was then advised "You've now applied for Build and operate an online presence for the digital mental health gateway". What are the next steps?||When applications close, the Department will shortlist sellers based on the number of 'nice-to-have skills and experience' criteria they meet and their ability to meet the latest start date specified in the brief. Those sellers not shortlisted will be notified by email. Shortlisted sellers will then be asked to submit a written proposal (within 10 days) that provides proof (in the form of case studies) of their essential and nice-to-have experience. These written proposals will be evaluated using against the criteria contained in the brief (using the scoring guide provided on this website).|
|11. Is there a channel management strategy aligning telephony/digital engagement to support the need to align the design/delivery of information, engagement approach, response timing and hand-overs of users between contact centre and digital channels? If not, would the Department be open to a channel-centric alignment approach?||The starting hypothesis is that the Gateway contact centre will act as a secondary channel to support people using the tools on the Gateway website (e.g. Decision Support Tool). Further work is required to define the cross-channel user experience and the Department will be guided by the digital agency as to the best way to go about this - noting that the Department's objective is to prioritize use of the Gateway's online channels (e.g. website and social media).|
|12. Is there a Digital Transformation Strategy in place that would influence the approach to the design, implementation and management of the Mental Health Gateway?||The Gateway is a key recommendation of the Australian Government’s November 2015 response to the National Mental Health Commission’s report “Contributing Lives, Thriving Communities – Review of Mental Health Programmes and Services”. This response is publicly available as are a number of other useful reference documents, for example the "e-Mental Health Services in Australia 2014: Current and Future" (e-Mental Health Alliance 2014) and "E-mental health strategy for Australia" (Australian Government 2012). With regards to its design and implementation, the Gateway will be guided by the DTO's Design Principles and Service Design and Delivery Process.|
|13. Can consortiums involve partners that are not current members of the DTO's Digital Marketplace?||Yes - provided the lead partner (i.e. the partner that assumes contract responsibility and overall accountability for the services delivered by the partnership/consortium) is a member of the DTO's Digital Marketplace. Noting the provision under the Deed of Standing Offer that says "You must not subcontract any aspect of the Services without obtaining the Agency's prior written consent."|
|14. The application form does not allow for the detail of consortium partners to clarify the overall delivery capability of an applicant. How do we communicate that we are leading a consortium and the partners involved for the shortlisting process? Is there a way to provide additional information on capabilities to ensure the shortlisting process has the appropriate information for decision-making?||The Department will shortlist sellers based on the essential and nice-to-have criteria (including the latest start date) contained within the brief - noting that in the shortlisting process we may ask sellers to provide additional information. Shortlisted sellers will have the opportunity to provide details of their partnership/consortium arrangements (if applicable) in their written proposal.|
|15. Please clarify that only three (3) organisations will be shortlisted after the application close date of the 4th October and only they will be required to submit a written proposal and case studies within the ten days thereafter?||Through the shortlisting process the Department expects to identify 3 sellers that will be asked to submit a written proposal (shortlisted sellers will be given 10 working days from notification to prepare this proposal). The Department mayincrease the number of shortlisted sellers in the event of a tie.|
|16. How much interaction with the Gateway delivery partners will be undertaken by the Department of Health or will the digital agency completely manage those relationships?||Noting the need for the digital agency to work as part of a blended project team (led by the Department), the expectation is that the digital agency would play an active role in managing those relationships (e.g. working directly with a Gateway delivery partner to develop a technical solution).|
|17. What is the expected format and required components of the initial proposal?||Sellers should use the online form provided to apply for this brief. The responses to the evaluation criteria (including latest start date) will be used to shortlist sellers. Shortlisted sellers will be advised of the format and required components of the written proposal.|
|18. Have any assumptions around traffic levels have been made in estimating $45K per month for infrastructure?||In preparing the brief the Department contacted a number of sellers to seek guidance on a number of issues - including price. In seeking their guidance we said that at a minimum the website would need to support 2m+ annual visits at 99.5% availability. The budget range provided in the brief has been informed by their responses.|
|19. Can the CMS licensing budget be re-allocated if we select an open source CMS or build a custom app?||Yes - the estimates for the budget components have only been provided for guidance on the level of complexity/effort we will likely require.|
|20. With the content strategy experience criteria, is there any requirement for ongoing content production?||Yes - ongoing production of new content is seen as a key factor in the Gateway's ability to build deeper relationships with its target audience.|
|21. How important is "building" an audience from scratch if the vendor has experience with managing and maintaining high traffic & availability sites.||Experience "building" an audience from scratch is critical to the Gateway's success. Lack of community awareness is regarded as a key barrier to the uptake of digital mental health services. To address this the Department needs a digital agency with experience gaining traction with a target audience.|
|22. How important is experience in defending a site against a live cyber intrusion?||Critical. The ability to protect the Gateway from cyber intrusions is vital - not just to the Gateway's reputation as a safe and trusted source of information, but to the reputation of digital mental health services in general.|
|23. Referring to Question 10 and the answer you provided, are we to understand that the initial application process (i.e. to be completed by Tuesday 4 October) only involves completing an online form, and that there is no opportunity to attach supporting documentation?||Yes that is correct. Noting that shortlisted sellers will have the opportunity to provide additional information in the form of a written proposal.|
|24. Is it possible to request a short extension of the deadline for initial applications, beyond 4th October?||No - sellers have been provided the maximum amount of time allowable to provide their initial application.|
|25. Could you please clarify the role of the digital agency regarding content for the Gateway? We assume that the content 'curation' referred to means that the agency will work with authoritative content generated by subject matter experts in the mental health domain, and will not be generating content themselves.||Digital agencies will be required to create and generate new content themselves. We recognise that some agencies may need to establish information partnerships and/or subcontract subject matter experts to achieve this. The term 'curation' refers to the ability to filter and present Gateway content in a way that is specific to the needs/symptoms of individual users. Feedback from users is that they prefer 3 to 6 pieces of recommended content - not 900+ search results. We expect the decision support tool will be one of the key features used to curate content.|
|26. Is there a preference for a CMS platform?||The Department does not have a preference for a CMS platform. Sellers should submit responses based on what Content Management System (CMS) they consider will best meet the Department's requirements (e.g. the quality of the user experience, its ability to support interoperability, future scalability and value for money considerations).|
|27. What CMS platform/s are currently in use?||The Department is seeking to create a new online presence for the Gateway - there are no CMS platforms currently in use.|
|28. Is there a preference for on-site vs. cloud-based hosting?||Under the Australian Government’s Cloud Policy agencies now must adopt cloud where it is fit for purpose, provides adequate protection of data and delivers value for money.|
|29. What analytics platforms are currently in use?||The Department is seeking to create a new online presence for the Gateway - there are no analytics platforms currently in use. The expectation is that the digital agency would provide a website/social media analytics platform but they will also be required to work with the Department (and contact centre operator) to establish interfaces with a third party CRM and/or Enterprise Data Warehouse (to enable cross-channel analytics).|
|30. Are there existing brand / tone of voice / style guidelines? Is this part of the Gateway project scope?||A brand specialist has been engaged to develop brand / tone of voice / style guidelines. These will be provided to the Department's digital agency partner.|
|31. Are copywriting services within the scope of the Gateway project?||Yes - the digital agency will be required to create content on an ongoing basis. We recognise that some agencies may need to establish information partnerships and/or subcontract these services to subject matter experts.|
|32. Is there an existing content production team, and if so, what is its size?||There is no content production team in place. Digital agencies will be required to create and generate new content themselves. We recognise that some agencies may need to establish information partnerships and/or subcontract subject matter experts to achieve this.|
|33. Is there an existing social media strategy?||No - the digital agency will be required to develop a social media strategy (as part of the Gateway's broader content management strategy).|
|34. What is the average number of monthly visitors to the mindhealthconnect website?||Noting the guidance provided for the Gateway (i.e. 2m+ annual visits), a typical month for the mindhealthconnect website would result in: 102,000 visits; 87,000 visitors; and 200,000 page views.|
|35. How long has the existing mindhealthconnect website been in operation?||Mindhealthconnect was launched in July 2012 as part of the "E-mental Health Strategy for Australia" (Australian Government 2012).|
|36. Do all project resources have to be based in Australia or can some resources be based offshore?||The Department has specified that work can take place remotely (which includes offshore resources) - provided that the digital agency complies with terms of the Deed of Standing Offer and can satisfy the working arrangements specified in the brief (noting that face to face meetings would only be attended by key project resources).|
|37. Does the Department own all content/tools within mindhealthconnect.org.au, or will the successful respondent need to negotiate with Healthdirect to access and reuse/re-purpose any content/functionality in that site?||The Department has a perpetual license to use the material created for mindhealthconnect, including: written content (excluding information partner content - which comprises the majority of content); approx. 40% of images (many are re-used across a number of websites); and the business logic underpinning the Guided Search and Mood Monitor. The Department can facilitate access to this material but the digital agency will need to work with Healthdirect to arrange transfer. Some mindhealthconnect tools are powered by the National Health Services Directory. If the Gateway requires this functionality, the digital agency will need to work with Healthdirect to arrange access.|
|38. Will any third-party usability testing and/or verification agencies be engaged for the Gateway project?||Before the Gateway goes live the Department will require the digital agency to demonstrate that the relevant requirements have been met (including those related to accessibility and security). In demonstrating this, the digital agency will need to provide evidence that tests have been performed to the relevant industry/government standard by appropriately skilled/qualified personnel. It is recommended that tests are conducted by personnel independent of the project. Personnel can be internal to a digital agency, such as an IT security team, or through a sub-contracted third party such as an Information Security Registered Assessor.|
|39. What usability standards will the online experience need to meet?||Accessibility is addressed in criteria 9 of the DTO's Digital Service Standard. Before the Gateway goes live, the Department will require the digital agency to demonstrate: • the service is accessible, • evidence of usability testing, • how the service has been designed/tested for the specific needs of the Gateway's users (based on user research, usability testing and analytics), and • ongoing testing plans for accessibility so that users can continue to access the service. Some digital agencies (particularly those without mental health sector experience) may need to engage an accessibility expert to ensure they meet these requirements.|
|40. Will the Department of Health provide change management services to support the delivery of the Gateway project?||There is a project team within the Department that will take the lead on a number of project services, including change management. Noting that the digital agency will likely be required to provide inputs (e.g. mockups) and participate (e.g. demonstrations) in a number of change management activities.|
|41. How large is the contact centre and what are its key functions?||The required contact centre capacity has not been finalised, noting: the Department's objective to prioritize use of the Gateway's online channels (website and social media); and the Department's intention to operate the website for a number of months (to establish traffic patterns and help quantify contact centre demand) before launching the contact centre. The key function of the contact centre is to provide real-time support to people using accessing the Gateway's online channels. Initially this support will be delivered by telephone - in the future, real-time support channels may be extended to include web-chat and email.|
|42. What are the existing measures of success for conversion?||These measures will need to be developed in consultation with the digital agency, noting that we will likely need to track the conversion rates for a number of different 'calls to action' e.g. clicking on a social media link, sharing an article, using the decision support tool and clicking on an outbound link to a digital mental health service.|
|43. What is the business imperative for an initial release in Q1 2017?||A commitment has been made to launch the MVP towards the end of Q1 2017.|
|44. What is the size of the Department of Health's digital and/or products team?||Prior to launch, the Department has 4-6 project resources dedicated to project activities such as procurement, stakeholder engagement and change management. Following launch (when the Gateway moves to an operate/improve state) a 4-6 person digital team will be established within the Department. Key roles to be filled by the team include Product Manager, User Researcher, Performance Analyst and Subject Matter Expert. Refer to the DTO website for role descriptions.|
|45. Are there any other relevant digital assets (excluding the mindhealthconnect website)?||The Australian Government has invested in a range of digital mental health services, including Reachout, MindSpot and Lifeline. These services have all developed content/functionality that could be potentially leveraged by the Gateway. The digital agency (together with the Department) will need to work with these services to maximise the reuse of content/functionality.|
|46. Are there any third-party platform integrations within the mindhealthconnect website or that would be required for the initial release?||This will depend on the design of Gateway tools such as the decision support tool and service finder. For example, the mindhealthconnect service finder is powered by the National Health Services Directory. If the Gateway tools require this functionality, this integration would be required for the initial release. Subsequent releases will likely the establishment of integration points with a third party CRM and Enterprise Data Warehouse.|
|47. Do all project resources have to be based in Australia or can some resources be based offshore?||The Department has specified that work can take place remotely (which includes offshore resources) - provided that the digital agency complies with terms of the Deed of Standing Offer and can satisfy the working arrangements specified in the brief (noting that face to face meetings would only be attended by key project resources).|
|48. What content sits behind the secured portal of the mindhealthconnect website as compared to the content that is publicly available?||The purpose of the login is so that people can use the mood monitor to track their mood over time. The only ‘content’ behind the login is a user’s saved mood scores and notes.|
|49. How many unique web pages are contained within the mindhealthconnect website?||There are around 500 pieces of unique local content on mindhealthconnect. This does not include the snippets of content from information partners that are automatically harvested from partner organisations.|
|50. What work has been completed in the previous discovery and design phases of the Gateway project, and what outputs have been produced (e.g. personas. wireframes, PSDs)?||There has been extensive engagement with stakeholders, subject matter experts and end-users to gain an understanding of the current service offering; the gaps and challenges in the current service offering; and identify gateway solution options. These solution options have been further refined with end-users through a series of design workshops. The key outputs from the discovery and design phases include: a service concept for the Gateway (incl. target audience definition), MVP scope statement, visual representations of the MVP tools/features (e.g. paper-based mockups of the decision support tool), and a brand concept (incl. name and logo).|
|51. For this submission, what is the flexibility permitted by the Department of Health in terms of submitted rates for roles that differ, and are hence non-compliant, to the deed that is in place with organisations and the DTO Digital Marketplace?||Nominated roles should be consistent with those specified in the Seller Catalogue. The rate cards associated with those roles should not exceed the rates specified in the Seller Catalogue.|
|52. Will the Department of Health consider proposals that have role rate cards different to those already agreed with the DTO Digital Marketplace and the submitting organisations?||The rate cards should not exceed the rates specified in the Seller Catalogue.|
|53. Has the closing date for initial responses changed?||The closing date for initial responses is 12:00am (AEDT ) on 5 October 2016. Due to technical issues the brief may be showing a different closing date - this should be disregarded.|
|54. Has the last day that suppliers can ask questions changed?||The last day that sellers can ask questions was 27 September 2016. Due to technical issues this date may be incorrectly displayed as 7 October 2016. Please note any questions asked after 27 September 2016 will not be answered. We apologise for any inconvenience.|
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