CACI LIMITED

Intelligence Platform

The Intelligence Platform is CACI’s next-generation AI tool, designed to provide users with intelligent access to CACI’s curated data, proprietary models, advanced analytical tools through a simple natural language interface. It enables organisations to ask questions, perform tasks, and generate insights without the need for coding or specialist technical skills.

Features

• Natural language interface.
• Tasks execution
• Analysis and visualisation
• Agentic reasoning
• Conversation memory
• Feedback

Benefits

• Increase staff productivity and enable them to run tasks quicker.
• Non-technical users can set tasks, ask questions, get actionable insight
• Greater insights are surfaced that were hidden or absent.
• Confidence in results ensures ability to take remedial actions quickly
• Unlocks autonomous workflows giving compound task execution.
• Removes single points of failure
• Enhances efficiency due to CACI released upgrades; removes your overhead

• Education pricing available
• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

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 bid.team@caci.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

439548600116723

Contact

CACI Digital Marketplace Sales Team
0207 602 6000
bid.team@caci.co.uk

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  AI software services

  • Conversational AI Software Services
  • Generative AI Software Services
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
• Service constraints: Some browsers are not supported (e.g. Firefox). But Edge, Chrome and Safari are supported.
• System requirements:
  • Internet connection and internet browser access
  • Compatible browser

User support

• Email or online ticketing support: Yes
• Support response times: CACI responds to questions on average within one hour, or less, from receipt during office hours. Resolution, if not achieved immediately when responding, is typically within 24-48 hours depending on the complexity of the enquiry. Enquiries logged outside of office hours will be quickly addressed on the next working day.
• 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: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: Inherent within chat interface.
• Web chat accessibility testing: Internal user testing focusing on accuracy of answers as well as ethical and compliance considerations.
• Onsite support: No
• Support levels: CACI provides comprehensive support for all customers. For the duration of the license term CACI provides online help guide, and chat help built into the Intelligence Platform itself. The Intelligence Platform is intuitive and does not require user training.; ; Email and phone support are available.; ; Intelligence Platform customers will have access to a single point of contact for all enquiries. An Account Manager will field all general or technical enquiries, and depending on the nature of the enquiry, will either resolve directly, pass to the helpdesk or escalate to CACI’s team of experts. Customers can make contact via telephone or email.
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: Users can select from recommended prompts, of just ask the Intelligence Platform itself for help. We also provide online user guide and FAQs.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: User's can revisit any chats and export as CSV any aggregated data they need to keep.
• End-of-contract process: User will no longer be able to login to the Intelligence Platform.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Downloadable documnetation is provided following all activation, onboarding and training session. This will include a copy of slides presented and case studies as well as technical guides, user guides and any other relevant documentation requested.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Single page UI with a chat interface. The user types prompts into a free form text box and the Platform responds.
• Accessibility standards: None or don’t know
• Description of accessibility: User submit text prompts. Cannot insert any text prompts which is in contradiction with our AI guardrails (eg Hate, Hurt, Crime).
• Accessibility testing: None
• API: No
• Customisation available: Yes
• Description of customisation: The tools available to the platform can be licensed as needed. The "essentials package" includes enough to give users a deep knowledge of the UK population. Premium tools (which relate to data products) can be licensed as add ons.

Scaling

• Independence of resources: CACI operates internal processes to ensure resources are matched to meet demand.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Ask for a CSV file to be downloaded, or screen shot the UI.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: Our Intelligence Platform availability is 99.25%. Where customers require a Service Level Agreement (SLA) and respective Key Performance Indicators (KPIs), these are discussed and agreed at contract stage to align to customers needs.
• Approach to resilience: "All CACI hosted solutions are highly resilient and hosted within a Tier-3 data centre data providing a very high degree of redundancy including: ; Multiple independent network fibre rings provide redundancy in connectivity ; N+1 Close Control Unit air conditioning provides redundancy in internal environment management Multiple, disparate 20Mva power feeds from a local power station vastly reduce the likelihood of a power interruption ; In the unlikely event of a power interruption, N+N Uninterruptable Power Supply (UPS) systems, combined with three backup diesel generators that are kept warm and able to take up the load from the UPS within five minutes, provide a great degree of redundancy to the power supply.; The solution utilises HP blade server architecture with redundant blades, power, and networks. ; CACI’s enterprise storage solution is architected to eliminate any single point of failure (hardware or software) in the system. To mitigate single points of failure at the hardware layer, the system is designed with redundant components, including redundant power domains.; ; APIs replicated to provide extremely high levels of resilience and automatic failover in event of continuity related event.; ; CACI use highly resilient cloud-based collaboration tools such as Outlook, SharePoint, and Teams to provide support to our services. "
• Outage reporting: In the unlikely event of service outage an email alert would be sent to the user(s).

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: "Robust identity and access management controls are in place within the hosting environment to restrict personnel access to administrative tools, and to help ensure authorised personnel have the appropriate level of access.; ; • Each account is created with a unique ID. ; • Multi-factor authentication is configured as standard. ; • All authentication and administrative activities are logged within the instance. ; • Sessions are automatically timed out after a period of inactivity. ; ; Customers control the user management to their solution. ; Database access privileges and role-based user access can be assigned by the customer using the customer via the service system administration module.
• Access restriction testing frequency: Less than once a year
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: "CACI have a comprehensive suite of security policies that uses the ISO27001 standard as a baseline. The policy is owned by CACI's Executive Management Team which is an executive level body, and which assumes ultimate responsibility. The ISO standard coverage includes: ; ; - Organisation and Management; - Information Security; - Asset Classification; - Physical and Environmental Security; - Communications and Operations Management; - System Access; - Systems Development and Maintenance; - Compliance; - Personnel and Provisioning; - Business Continuity Management; - Third Party Management. ; ; CACI’s Information security objectives are defined at board level and managed day to day by the Security team (all qualified ISO27001 lead auditors.) They report to the Chief Information Security Officer, who holds overall responsibility for information security. ; ; Information security and data privacy training is provided upon induction. On-going training and updates are provided throughout employment. ; ; Staff sit an annual exam to demonstrate their security and data privacy awareness and competency.; ; Annual phishing and social engineering awareness training, and monthly phishing tests, are conducted by an external training and testing partner.; ; All Information security policies and training presentations are published on our intranet site."
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: A documented change management system forms part of our ISMS. All major and significant changes are peer reviewed and must be approved by the change advisory board (CAB) which delivers support to a change management team by approving requested changes and assisting in the assessment and prioritisation of changes.; ; All changes are subject to our Change Control Policy. Where there is the possibility of an impact to user activity, the appropriate stakeholders are notified for feedback.; ; The change must then be forwarded to Change managers for CAB approval, who may append plans when appropriate.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: CACI has a comprehensive vulnerability management program that includes conducting weekly vulnerability scans on critical systems and applications. ; New patches are promptly risk assessed and prioritised based on the severity of the vulnerability and the threat intelligence available.; Where an Emergency patch poses an imminent threat to the network it is installed without undue delay. ; All other Windows patches are installed within 14 days of receipt. ; Our system administrators subscribe to alerts and publications to ensure new are emerging threats are countered promptly and effectively and that new Technologies and security best practices are assessed and adopted where appropriate.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: CACI use Checkpoint firewalls with IPS blade installed with. IPS subscriptions.; ; Active Directory event logging is configured on Windows system, and configured to capture appropriate events to prevent security incidents/ malpractices.; ; OpenNMS Meridian and checkmk utilised for network monitoring.; ; Zabbix and HPE OneView used for server monitoring.; ; Checkpoint SmartCenter and HPE OneView used to monitor systems and alert administrators of security/capacity/resource problems.; ; Quest Change Auditor monitors all configuration/user/administrator changes. Daily reviews are conducted.; ; Antivirus logs centrally processed and alerts sent.; ; O365 vlogs collated into Microsoft Cloud App Security. Alerts are reviewed.; ; Windows server event logs are shipped to logging server.
• Incident management type: Supplier-defined controls
• Incident management approach: All employees are required to report any real, perceived, or potential security incidents that may affect the confidentiality, integrity, or availability of data. ; All Security Incidents are recorded in-line with our Security Incident Policy and Response Procedure, for each incident a root cause analysis is conducted, a corrective action undertaken, and a preventative action will be implemented to prevent or reduce the probability of the incident reoccurring in the future.; CACI’s cyber security management programme includes cyber incident response plans, advanced technical controls, operation resilience and business continuity management to minimise the impact of a cyber-security attack or incident.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: Essentials package. Limited time period. Assessed on application.
• Link to free trial: Available upon request, based on circumstances.

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Standards Institute
• ISO/IEC 27001 accreditation date: Tuesday 11 April 2006
• What the ISO/IEC 27001 doesn’t cover: Our ISO27001 certification covers all CACI services, offices, and data centres.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: LRQA Group Ltd
• ISO 9001 accreditation date: Friday 30 March 2001
• What the ISO 9001 doesn’t cover: The following services are not covered by our ISO 9001 certification:; Acorn Datasets, Paycheck and StreetValue; Individual Level Data - Demographic Propensity Models and Financial Lifestage Segmentation; Insite ; Pin Routes
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 2bca6ecb-5ff5-4d86-8fca-97c234b2ebd5
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 1ee56f96-0fae-4a36-a7e4-618bd3a1c940
• Other security certifications: Yes
• Any other security certifications: Data Seal

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
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • 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
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • 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
    • 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 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
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • 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
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation 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 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 for making facilities used in the delivery of the contract available for community groups, education or training
    • 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
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • 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
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • 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
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • 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
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • 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
    • Other measures to offer development opportunities for the target cohort(s) in 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

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

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 bid.team@caci.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.