CITYCOM TECHNOLOGIES LTD
Citycom Managed Cloud & MSP Services
Citycom Technologies provides end-to-end managed cloud and MSP services, supporting public sector organisations with cloud operations, service desk, security, connectivity, and ongoing optimisation. Acting as a single accountable supplier, we manage and support cloud environments to improve resilience, performance, compliance, and value for money.
Features
- End-to-end managed cloud and MSP support
- Centralised service desk with incident, problem, and change management
- Proactive monitoring, alerting, and performance optimisation
- Secure management of cloud, network, and connectivity services
- Vendor and third-party supplier management and escalation
- On-site and remote technical support, including engineer dispatch
- Service reporting, governance, and continuous improvement
- User support, onboarding, and training coordination
- Business continuity and resilience support
- Single accountable supplier for cloud and IT operations
Benefits
- Reduces operational risk through proactive monitoring
- Improves service availability and system resilience
- Reduces incident resolution times and business disruption
- Simplifies supplier management with single accountability
- Lowers internal IT support overheads
- Improves visibility through regular service reporting
- Enhances security posture and compliance confidence
- Frees users to focus on core services
- Supports predictable costs and value for money
- Scales easily as organisational needs change
Pricing
- Education pricing available
Service documents
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Framework
G-Cloud 15
Service ID
1 2 9 6 7 6 8 0 0 6 0 9 8 5 3
Contact
CITYCOM TECHNOLOGIES LTD
vinod Kakkar
Telephone: 03309121212
Email: vinod.kakkar@citycom.co.uk
About your service
- Service categories
-
Cloud Support Services
Ongoing Support
- Product support capabilities
- Logging and management of incidents
- Reporting and proactive results analysis
- Dispatch of service technicians and/or parts
- End user training coordination
- Other
Service scope
- Service constraints
- Citycom’s service is primarily delivered remotely using secure monitoring, management, and support tools. On-site support is available where required but may be subject to location, access arrangements, and agreed response times. The service supports public cloud and customer-owned environments but does not include the provision of underlying cloud infrastructure. Changes to scope, service hours, or support levels may require agreement through a formal change process.
User support
- Email or online ticketing support
- Yes
- Support response times
- Citycom responds to support queries within agreed service levels. During standard business hours, initial responses are typically provided within one working hour. Outside business hours and at weekends, response times depend on the support level agreed, with critical incidents responded to on a 24x7 basis where required.
- User can manage status and priority of support tickets
- Yes
- Online ticketing support accessibility
- WCAG 2.2 AA
- Phone support
- Yes
- Phone support availability
- 9 to 5 (UK time), 7 days a week
- Web chat support
- Yes
- Web chat support availability
- 9 to 5 (UK time), Monday to Friday
- Web chat support accessibility standard
- WCAG 2.2 AA
- Web chat accessibility testing
- Web chat functionality is provided via the ManageEngine platform and is tested as part of routine service assurance and user acceptance testing. This includes validation with common assistive technologies such as screen readers and keyboard-only navigation. Feedback from users is reviewed to identify accessibility issues, with improvements implemented through configuration changes or vendor updates where required.
- Support levels
-
Citycom provides flexible support levels designed to meet varying operational and budgetary requirements.
Standard Support is included as part of the core service at no additional cost. It provides access to the service desk during UK business hours (9am–5pm, Monday to Friday), incident logging via email, ticketing, web chat, and phone, along with remote troubleshooting, monitoring, and regular service reporting.
Enhanced Support is available at an additional cost and extends coverage beyond standard hours, including evenings and weekends. This level includes faster response times for priority incidents, proactive service reviews, and enhanced monitoring. Pricing is agreed per call-off contract, based on scope, service hours, and required response times.
24x7 Critical Incident Support can be provided where required for business-critical services. This is priced separately and applies to agreed priority incidents only, with defined escalation and response commitments.
All support levels include access to qualified cloud support engineers. For Enhanced and 24x7 services, a named Technical Account Manager (TAM) is provided, acting as the primary point of contact for service governance, escalation management, and continuous improvement.
Support costs are transparent and agreed upfront within the call-off contract, ensuring predictability and value for money. - AI chatbot
- Yes
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Conforms to BS7858:2019
- Government security clearance
- Baseline Personnel Security Standard (BPSS)
Pricing
- Discount for educational organisations
- Yes
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee business architect | £200.00 | |
| Associate business architect | £350.00 | |
| Business architect | £550.00 | |
| Lead business architect | £700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data architect | £450.00 | |
| Senior data architect | £550.00 | |
| Chief data architect | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Enterprise architect | £450.00 | |
| Senior enterprise architect | £550.00 | |
| Lead enterprise architect | £700.00 | |
| Principal enterprise architect | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate network architect | £450.00 | |
| Network architect | £550.00 | |
| Lead network architect | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Security architect | £550.00 | |
| Lead security architect | £700.00 | |
| Principal security architect | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate solution architect | £450.00 | |
| Solution architect | £500.00 | |
| Senior solution architect | £550.00 | |
| Lead solution architect | £700.00 | |
| Principal solution architect | £850.00 |
Chief digital and data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief data officer | £1,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief information security officer | £1,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief technology officer | £1,200.00 |
Cyber security roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Lead cyber security audit and assurance | £700.00 | |
| Principal cyber security audit and assurance | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate cyber security governance and risk manager | £550.00 | |
| Lead cyber security governance and risk manager | £700.00 | |
| Principal cyber security governance and risk manager | £850.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate cyber security monitoring | £350.00 | |
| Lead cyber security monitoring | £450.00 | |
| Principal cyber security monitoring | £550.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate cyber incident response | £350.00 | |
| Lead cyber security incident response | £450.00 | |
| Principal cyber security incident response | £550.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate cyber security vulnerability management | £350.00 | |
| Lead cyber security vulnerability management | £450.00 | |
| Principal cyber security vulnerability management | £550.00 |
Data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate analyst | £300.00 | |
| Data analyst | £450.00 | |
| Senior data analyst | £550.00 | |
| Principal data analyst | £700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee data scientist | £250.00 | |
| Associate data scientist | £450.00 | |
| Data scientist | £550.00 | |
| Principal data scientist | £700.00 | |
| Lead data scientist | £850.00 | |
| Head of data science | £1,050.00 |
IT operations roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate end user computing engineer | £300.00 | |
| End user computing engineer | £350.00 | |
| Senior end user computing engineer | £400.00 | |
| Lead end user computing engineer | £500.00 | |
| Principal end user computing engineer | £550.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| IT service analyst | £350.00 | |
| IT service manager | £450.00 | |
| Senior IT service manager | £550.00 | |
| Head of IT service management | £700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Incident manager | £300.00 | |
| Major incident manager | £450.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Problem analyst | £300.00 | |
| Problem manager | £450.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service desk analyst | £300.00 | |
| Senior service desk analyst | £400.00 | |
| Service desk manager | £450.00 | |
| Head of service desk | £550.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service acceptance analyst | £350.00 | |
| Service readiness analyst | £450.00 | |
| Service transition manager | £550.00 | |
| Lead service transition manager | £700.00 |
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Programme delivery manager | £550.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service owner | £550.00 |
Quality assurance testing (QAT) roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Tester (QAT) | £300.00 | |
| QAT analyst | £400.00 | |
| Senior QAT analyst | £450.00 | |
| Lead QAT analyst | £550.00 |
Software development roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Apprentice DevOps engineer | £200.00 | |
| Junior DevOps engineer | £250.00 | |
| DevOps engineer | £350.00 | |
| Senior DevOps engineer | £400.00 | |
| Senior DevOps engineer - management | £450.00 | |
| Lead DevOps engineer | £500.00 | |
| Lead DevOps engineer - management | £550.00 | |
| Principal DevOps engineer | £700.00 | |
| Principal DevOps engineer - management | £850.00 |
User-centred design roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate graphic designer | £200.00 | |
| Junior graphic designer | £350.00 | |
| Graphic designer | £450.00 | |
| Senior graphic designer | £550.00 | |
| Lead graphic designer | £700.00 | |
| Head of graphic design | £850.00 |
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
- 6c2422ef-b0ad-4f13-b1b2-68c18ca261ec
- Cyber essentials plus
- No
- Cyber Essentials Alternative
- In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
- 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 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
- Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
- 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
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 vinod.kakkar@citycom.co.uk.
Tell them what format you need. It will help if you say what assistive technology you use.