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HAMPDEN CONSULTANCY GROUP LTD

Cloud GRC & Assurance (CAF / GovAssure Readiness)

Cloud GRC aligned to NCSC CAF and GovAssure. We baseline maturity, map controls and owners, close gaps, and maintain a WebCAF-ready evidence pack. Includes risk decisions, supplier assurance, and SRO reporting. We support IARR readiness and remediation, sustaining audit-ready compliance from delivery into BAU without overburdening delivery teams or suppliers.

Features

  • Baseline CAF maturity and prioritised gap analysis
  • Map controls, owners and RACI for accountability
  • Build CAF-ready evidence pack and structure
  • Support GovAssure mobilisation: SRO, leads, contributors
  • Prepare for Independent Assurance Reviews
  • Run evidence walkthroughs and challenge preparation sessions
  • Produce decision-ready risk register and decision log
  • Establish governance cadence: boards, dashboards, exceptions
  • Supplier assurance: cloud providers, integrators and SaaS
  • Track remediation milestones, dependencies and delivery risks

Benefits

  • Faster approvals through decision-ready assurance and evidence
  • Fewer surprises by surfacing gaps early
  • Reduced rework with clear control ownership
  • Audit-ready evidence maintained, not rebuilt
  • SRO clarity through simple dashboards and reporting
  • Stronger supplier assurance and reduced third-party risk
  • Clear risk decisions with accountable owners
  • Faster remediation via prioritised improvement plans
  • Less disruption during independent assurance reviews
  • Improved compliance confidence across services and suppliers

Pricing

  • Education pricing available

Service documents

Request an accessible format
If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at lee.elliott@hampdencg.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

1 1 2 8 2 4 1 4 5 5 1 5 5 8 2

Contact

HAMPDEN CONSULTANCY GROUP LTD Lee Elliott
Telephone: 07712299909
Email: lee.elliott@hampdencg.com

About your service

Service categories

Cloud Support Services

Security Services

  • Security strategy
  • Security risk management
  • Security design
  • Security incident management
  • Security audit services
  • Security quality assurance (QA) and testing

Service scope

Service constraints
Effective delivery depends on timely access to relevant stakeholders (SRO/service owner, security, architecture, operations, procurement) and to existing documentation and evidence. The buyer must provide suitable IT access (accounts, collaboration tools, secure connectivity) and a point of contact for scheduling.

User support

Email or online ticketing support
Yes
Support response times
Mon-Fri - 1 working day
User can manage status and priority of support tickets
Yes
Online ticketing support accessibility
None or don’t know
Phone support
Yes
Phone support availability
9 to 5 (UK time), Monday to Friday
Web chat support
No
Support levels
We provide support levels tailored to the buyer’s needs and agreed per engagement. Standard support is available Monday to Friday, 09:00–17:00 (UK time) via email and remote collaboration tools (for example, Microsoft Teams). Where required, we can provide extended hours, faster response and out-of-hours support at additional cost, agreed in the Statement of Work and pricing document. A named technical lead is provided as the primary point of contact to ensure oversight, continuity and escalation. On-site support and any clearance requirements can be provided by agreement

Resellers

Supplier type
Not a reseller

Staff security

Staff security clearance
Conforms to BS7858:2019
Government security clearance
Developed Vetting (DV)

Pricing

Discount for educational organisations
Yes

Architecture roles

Security architect
Role level UK Rate Offshore Rate
Security architect £1,100.00
Lead security architect £1,200.00
Principal security architect £1,400.00

Chief digital and data roles

Chief data officer
Role level UK Rate Offshore Rate
Chief data officer £1,800.00
Chief information security officer
Role level UK Rate Offshore Rate
Chief information security officer £1,800.00

Cyber security roles

Cyber security audit and assurance
Role level UK Rate Offshore Rate
Lead cyber security audit and assurance £1,100.00
Principal cyber security audit and assurance £1,200.00
Cyber security governance and risk management
Role level UK Rate Offshore Rate
Associate cyber security governance and risk manager £1,000.00
Lead cyber security governance and risk manager £1,200.00
Principal cyber security governance and risk manager £1,400.00
Cyber security monitoring
Role level UK Rate Offshore Rate
Associate cyber security monitoring £1,000.00
Lead cyber security monitoring £1,200.00
Principal cyber security monitoring £1,400.00
Cyber security incident response
Role level UK Rate Offshore Rate
Associate cyber incident response £1,000.00
Lead cyber security incident response £1,200.00
Principal cyber security incident response £1,400.00
Cyber security vulnerability management
Role level UK Rate Offshore Rate
Associate cyber security vulnerability management £1,000.00
Lead cyber security vulnerability management £1,200.00
Principal cyber security vulnerability management £1,400.00
Cyber security digital forensics
Role level UK Rate Offshore Rate
Associate cyber security digital forensics £1,000.00
Lead cyber security digital forensics £1,200.00
Principal cyber security digital forensics £1,400.00
Cyber security testing
Role level UK Rate Offshore Rate
Associate cyber security testing £1,000.00
Lead cyber security penetration testing £1,200.00
Principal cyber security testing £1,400.00
Cyber security secure design
Role level UK Rate Offshore Rate
Associate cyber security secure systems architecture and design £1,000.00
Lead cyber security secure systems architecture and design £1,200.00
Principal cyber security secure systems architecture and design £1,400.00

IT operations roles

Business relationship manager
Role level UK Rate Offshore Rate
Business relationship manager £1,000.00
Senior business relationship manager £1,200.00
Lead business relationship manager £1,400.00
Command and control centre manager
Role level UK Rate Offshore Rate
Operations analyst £1,000.00
Senior operations analyst £1,200.00
Operational control manager £1,400.00
Head of command and control £1,600.00

Non-mandatory Standards and certifications

ISO/IEC 27001 certification
No
ISO 28000:2022 certification
No
ISO 9001 certification
No
Quality management systems (QMS)
Yes
CSA STAR certification
No
PCI certification
No
Cyber essentials
Yes
Please provide your Cyber Essentials Certificate Number
Cfda8b74-350e-463d-b734-2a8056966cb2
Cyber essentials plus
Yes
Please provide your Cyber Essentials Plus Certificate Number
986969b6-0d30-4af8-8217-63a9cd6a9059
Other security certifications
No

Social value

Section B - Commitment for Future: Delivery

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • 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
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • 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
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • 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 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

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 lee.elliott@hampdencg.com. Tell them what format you need. It will help if you say what assistive technology you use.