CIVICA UK LIMITED

Civica MDM for Local Government

Civica Master Data Management (MDM) solution provides a consolidated view of more reliable information, from across multiple operational systems. With Civica MDM, this data is provided as a complete, accurate and sharable source to enable both enterprise-wide business intelligence and reliable analytics as well as insight to enhance customer engagement.

Features

• Enables relationship information to be managed and explored across entities
• Access relationships through dashboards and other visualisation tools
• Create more complete and accurate data from a single search
• Data from multiple systems is available through primary system user-interfaces
• A unified view of Council entities, enriched across multiple sources
• A ‘firewall’ to improve data quality and optimise matching accuracy
• Repeatable deployment approach with a standard interoperable data model
• Uniform reporting with consistent data through sharing new information
• Evidence decision making for how a golden record is composed
• Identify data changes over time and who is making changes

Benefits

• Improved accessibility to joined up data for more proactive services
• Reduce operational costs, improve customer service and council efficiency
• Improve business intelligence derived from holistic data for decision making
• Employees handle citizen interactions better with the complete picture
• Create a complete and accurate citizen views supporting multiple initiatives
• Improve efficiency through increased automation and trusted insights
• Reduce the manual effort to deploy and integrate your solution
• Increase self-sufficiency so reducing initial and ongoing project costs
• Data controls and security is ensured through audit and lineage
• Fast ROI from a commercial of the shelf (COTS) solution

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 BidSupport@civica.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

188432703379548

Contact

Civica UK Limited
+44 (0) 3333 214 914
BidSupport@civica.com

About your service

• Service categories:

  Applications

  Customer relationship management

  • Customer service
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Azure based
• System requirements: Deploys into Azure

User support

• Email or online ticketing support: Yes
• Support response times: Civica undertakes to use all reasonable endeavors to respond in accordance with the following:-; ; • Priority 1 – Target response time one hour; • Priority 2 – Target response time four hours; • Priority 3 – Target response time four hours; • Priority 4 – Same day response
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Support levels offered are as follows:; ; Standard - 9am to 5pm, Monday to Friday.; ; Bronze - Standard support plus 3 consulting days for annual health check (or other consulting services). Additional cost: on application; ; Silver - Standard support extended between 8.00am to 6.00pm, Monday to Friday. Cost on application.; ; Gold - 24 x 7 support, for Priority One incidents, with others handled under the terms of Standard support. Additional cost subject to further agreement.; ; Platinum - Full 24 x 7 support for all incidents. Additional cost subject to further agreement
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: There are a number of stages involved in the implementation of Civica MDM, these are listed below:; ; [Bulk Loading] source system data, analysing & cleansing.; ; [Matching]. Identifies matches ranging from definite to probable to unlikely, with a score indicating the confidence of each match.; ; [Merging]. Creating a confidence level for matches. Matches scoring above a confidence score agreed with the customer are then merged to create a ‘golden record’.; ; [Keeping in-sync]. Create integrations to keep Civica MDM synchronised with the source systems. This integration would handle instances where new customers are added to a system, or when existing customer details are amended.; ; [Testing & Go-live]. Civica would undertake a rigorous testing phase, prior to the system being made available for User Acceptance Testing. Our Consultants will then migrate the environment to Production.; ; [Business as usual]. Configuration of out of the box reports for Data Stewards.; ; [Training & documentation (on-site)]. Civica offer a comprehensive training program for Technical System Administrators and Data Stewards.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Civica would work with customers to determine the most appropriate means of exporting data, dependent on the capabilities and integration standards offered by source systems as well as the frequency with which data is updated. Civica MDM is not prescriptive as to the format and minimum data set for any such external system data source load.
• End-of-contract process: In order to ensure that a smooth and effective handover is possible at the end of the contract, a framework needs to be agreed prior to the contract commencement that provides both parties with a clear indication of the areas for which they will be responsible when the contract ceases.; To provide both parties with the necessary assurance that a successful handover can be achieved within the provisions of the contract, this framework should identify all of the main areas in which detailed arrangements need to be made in advance of the contract commencement. Should there be any areas where it is not possible to agree in advance, as some issues will be dependent on the circumstances at the time, these will need to be agreed following notification of termination.; Civica’s price contains provision for discharging these responsibilities comprehensively in the event of the expiry of the contract.
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: None
• Service interface: No
• User support accessibility: EN 301 549
• API: Yes
• What users can and can't do using the API: Civica Master Data Management (MDM) provides both synchronous and asynchronous methods for connecting to data sources or an Enterprise Service Bus (ESB). Typically, Civica MDM is connected to an ESB through Azure Service Bus. The messaging queue technology provides guaranteed message delivery and ensures data integrity throughout the life-cycle of any data. The data governance policies that have been identified and agreed by the key data stakeholders will be modelled and configured within Civica MDM, allowing data to flow bi-directionally to and from source systems and/or an ESB. The validated data held within Civica MDM will then be published as a set of services allowing both data sources and other connected applications to leverage the data held within the Civica MDM to allow the organisational data held to truly be treated as an asset. The introduction of the MDM functionality as services, that are consumable from all aspects of the organisation, allow the implementation of Civica MDM to support a prioritised list of source systems as well as integration with external partner agencies and their data sources in the future.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Our implementation approach is highly collaborative and based on providing training and knowledge transfer during implementation to empower customers to fully support their own environment, including self-sufficiency enabling customers to carry out their own data integrations into the Civica MDM technology in the future. This reduces total cost of ownership over time. Civica MDM is a COTS application which can be implemented and integrated rapidly. It is a standards based, flexible technology, such that additional source systems and changes to data definitions can be accommodated with limited technical effort. Full training and knowledge transfer on these tasks would be delivered during an implementation project. Civica MDM is designed to be configurable for a number of uses based on its flexible model and Civica’s approach to data integration. The product provides intuitive user-interface screens to configure the system and are aimed at the relevant user-group for that particular feature. Administrators have full control over configuration of the following: • Security, access credentials, auditing controls etc. Information Workers / Data Stewards can configure: • Matching rules, merging thresholds, report distribution etc. Developers can configure: • Civica MDM services, data adaptor, messaging infrastructure etc. All of these components can be reused.

Scaling

• Independence of resources: Civica MDM is designed to be highly scalable using Azure Kubernetes and Azure Cosmos. Each Civica MDM customer can have their own instance installed on the Microsoft Azure cloud infrastructure so that there are no performance implications from additional customers subscribing to the service.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

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: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: Data is fully encrypted at rest within Azure Cosmos database using AES 256 with either platform managed or customer managed keys.
• 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: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Civica would work with customers to determine the most appropriate means of exporting data, dependent on the capabilities and integration standards offered by source systems as well as the frequency with which data is updated. Civica MDM is not prescriptive as to the format and minimum data set for any such external system data source load.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • XML
  • SQL Server
  • Oracle
  • Any supported by Azure Data Factory
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • XML
  • SQL Server
  • Oracle
  • Any supported by Azure Data Factory

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: Cloudflare is used to protect front end access.; ; Data is hosted within a Microsoft Azure environment and is encrypted at rest.; ; Azure managed identities and private end points are used within the solution.

Availability and resilience

• Guaranteed availability: Civica MDM can support up to 99.99% availability depending on a customer's requirements.; ; For continuous operation of Civica MDM with high volume batch feeds or real-time trickle feeds.; Where there is a requirement, Civica MDM can be configured in a high availability configuration.; ; A single Civica MDM instance is not a single process, but a group of processes orchestrated to deliver the matching pipeline running in Azure Kubernetes.; ; This provides application level resilience and scalability, allowing Civica MDM to scale up and down in response to demand on the instance.
• Approach to resilience: Civica utilises Microsoft Azure which provides high levels of availability and resilience and is designed from the ground up to be resilient, leveraging capabilities on Azure Kubernetes and Azure Cosmos to ensure highly resilient service,
• Outage reporting: Civica MDM utilises a combination of tools within the Azure.; This includes the use of event logs and metrics and can make use of Azure Function Triggers to notify of any issues.; ; And the use of Civica MDM provides the capability to monitor and report on items such as batch load performance and completion, workflow execution statistics, data quality of master data and business process metrics via an HTML user interface.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
  • Other
• Other user authentication: Civica MDM can integrate with Microsoft EntraID in order to provide user and service authentication and authorisation. The configuration, management and revoking of user accounts is under the direct control of the IT administrators. All aspects of the solution honours strict role based access controls which can be used to restrict access to system features as well as data held within it. In addition, this can be controlled with Microsoft configuration management tools to enforce IT policy and conform to any internal network restrictions.
• Access restrictions in management interfaces and support channels: Civica MDM has a built in role based authentication capability (RBAC) which can be integrated with 3rd party authentication mechanisms.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
  • Other
• Description of management access authentication: Civica MDM can use Microsoft EntraId in order to provide user and service authentication and authorisation including Multi Factor Authentication (MFA); ; The configuration, management and revoking of user accounts is under the direct control of the IT administrators. All aspects of the solution honours strict role based access controls (RBAC) which can be used to restrict access to system features as well as data held within it. In addition,; ; Solution uses Azure Network Security Groups for controlling network access, and internally within the solution private end points.

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials; ISO22301; ISO9001; ISO27001; ISO27701
• Information security policies and processes: In order to provide a wide range of services to public and private sector organisations, Civica maintains an active information security programme. This programme requires regular internal and external audit inspection of both physical and logical data protection structures. The policies and procedures are aligned to ISO 27001 and Cyber Essentials certifications.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Product enhancement requests are captured by the Product Management Team and then presented to our internal Product Review Board (PRB). Once the changes have been agreed and prioritised, they are passed to Product Development to add to a subsequent release. The customer will be notified at each stage of the process and provided a release schedule. Civica implement an Agile Development approach with tasks split into manageable iterations. Prior to the start of each iteration, Civica determine what will be delivered within the development period and taken from the product roadmap.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Industry standard static and dynamic code scanning tools are utilised as part of the build pipeline to identify any known vulnerabilities in addition to annual penetration tests by in house CREST accredited penetration test team. Any issue identified are addressed with updates made.; ; Due to the containerised nature of Civica MDM, updates can be quickly deployed as needed to address any identified vulnerabilities.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Civica MDM logs key events to a centralised logging mechanism IT monitoring tools to identify system warnings.; Proactive monitoring takes place through Azure Portal and management tools.; ; Civica MDM also retains an audit trail of key user events on interactions with the user interface. This includes logging in to the system, amendments to configuration and domain models as well as actions such as search, record manipulation and record viewing. Each event is timestamped using the date, time and meta data about the origin of the event, including the user, is retained.
• Incident management type: Supplier-defined controls
• Incident management approach: Any potential incidents will be logged and reported initially to a line manager. Depending upon the severity of the incident, it may be escalated to the Head of Technical Services and ultimately the Chief Executive Officer. Any direct impact on a customer or their data will be communicated immediately and an appropriate remedy agreed upon.; Monthly customer reports will detail incident information.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

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: ISOQAR
• ISO/IEC 27001 accreditation date: Friday 15 August 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: ISOQAR
• ISO 9001 accreditation date: Friday 15 August 2025
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 192154bb-d1b4-4c33-a961-8419a0f8e734
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• 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
    • 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
    • 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
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • 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
    • 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

  • 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 that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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)

  • 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
    • 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)
    • 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
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • 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
    • Understanding of issues relating to entering the contract workforce

  • 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 BidSupport@civica.com. Tell them what format you need. It will help if you say what assistive technology you use.