ASCENDANT SOLUTIONS LTD
Ascendant Software Engineering Services
SaaS Development provides flexible, scalable development capability across the Ascendant product ecosystem. This includes Pulse RPA developer time, custom Ascendant Portal development, and support for onboarding/offboarding workflows. The service also covers bespoke technical work across other Ascendant products where custom features, integrations, or automation are required.
Features
- Flexible development capacity across Ascendant products.
- Support for Pulse RPA® automation development.
- Bespoke configurations and integrations for local authority needs.
- Centralised development workflow from concept to deployment.
- Scalable cloud‑based architecture enabling rapid deployment.
- Supports a wide range of product‑specific enhancements.
Benefits
- Accelerated delivery of custom functionality.
- Reduced manual effort through automation.
- Improved end‑user experience.
- Consistent, repeatable onboarding and offboarding processes.
- Cost‑efficient scale‑up and scale‑down development.
- Keeps the Ascendant product ecosystem adaptable.
Pricing
Service documents
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Framework
G-Cloud 15
Service ID
2 2 6 2 1 7 0 8 1 3 1 0 6 7 6
Contact
ASCENDANT SOLUTIONS LTD
Richard Hanby
Telephone: 01302543157
Email: support@ascendantsol.co.uk
About your service
- Service categories
-
Cloud Support Services
Managed Cloud
Managed Public cloud
- Managed Public IaaS
- Managed Public SaaS/PaaS
- Application management
Service scope
- Service constraints
- Standard rates apply to working days. Monday to Friday between the hours of 8am and 8pm excluding Bank Holidays.
User support
- Email or online ticketing support
- Yes
- Support response times
- Standard Priority (Normal SLA) - Monday to Friday 8:00am - 5.00pm - Response Time within 2 Working Hours, Resolution Target within 48 working hours. Critical Priority SLA - Response Time within 30 Working Minutes, Resolution Target within 4 working hours.
- User can manage status and priority of support tickets
- Yes
- Online ticketing support accessibility
- WCAG 2.2 AAA
- Phone support
- Yes
- Phone support availability
- 24 hours, 7 days a week
- Web chat support
- Yes
- Web chat support availability
- 24 hours, 7 days a week
- Web chat support accessibility standard
- WCAG 2.2 AAA
- Web chat accessibility testing
- Our web chat features are Microsoft Copilot Studio based products and comply with the necessary standards
- Support levels
- Technical support is included within service price. Level 1 Support - Partnerships Director Level 2 Support (Initial Escalation) - Technical Director Level 3 Support (Secondary Escalation) - Managing Director
- AI chatbot
- No
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
- No
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data architect | £1,486.00 | |
| Senior data architect | £1,858.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Enterprise architect | £1,486.00 | |
| Senior enterprise architect | £1,858.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate solution architect | £1,350.00 | |
| Solution architect | £1,486.00 | |
| Senior solution architect | £1,858.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate technical architect | £1,350.00 | |
| Technical architect | £1,486.00 | |
| Senior technical architect | £1,858.00 |
Chief digital and data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief information security officer | £1,700.00 |
Data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data engineer | £1,350.00 | |
| Senior data engineer | £1,858.00 | |
| Head of data engineering | £2,200.00 |
IT operations roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate application operations engineer | £1,350.00 | |
| Application operations engineer | £1,486.00 | |
| Senior application operations engineer | £1,858.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business relationship manager | £557.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Configuration analyst | £557.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| IT service analyst | £1,350.00 | |
| IT service manager | £1,486.00 | |
| Senior IT service manager | £1,858.00 | |
| Head of IT service management | £2,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate infrastructure engineer | £1,350.00 | |
| Infrastructure engineer | £1,486.00 | |
| Senior infrastructure engineer | £1,858.00 | |
| Principal infrastructure engineer | £2,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate infrastructure operations engineer | £1,350.00 | |
| Infrastructure operations engineer | £1,486.00 | |
| Senior infrastructure operations engineer | £1,858.00 | |
| Principal infrastructure operations engineer | £2,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service desk analyst | £557.00 | |
| Senior service desk analyst | £1,350.00 | |
| Service desk manager | £1,486.00 | |
| Head of service desk | £1,858.00 |
Quality assurance testing (QAT) roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Tester (test engineer) | £1,350.00 | |
| Test engineer | £1,350.00 | |
| Senior test engineer | £1,858.00 | |
| Lead test engineer | £2,200.00 |
Software development roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Apprentice DevOps engineer | £1,350.00 | |
| Junior DevOps engineer | £1,486.00 | |
| DevOps engineer | £1,486.00 | |
| Senior DevOps engineer | £1,858.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Apprentice frontend developer | £557.00 | |
| Junior frontend developer | £1,350.00 | |
| Frontend developer | £1,486.00 | |
| Senior frontend developer | £1,858.00 | |
| Head of frontend development | £2,200.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Apprentice developer | £557.00 | |
| Junior developer | £1,350.00 | |
| Developer | £1,486.00 | |
| Senior developer | £1,858.00 | |
| Senior developer - management | £1,858.00 | |
| Lead developer | £1,858.00 | |
| Lead developer - management | £1,858.00 | |
| Principal developer | £1,858.00 | |
| Principal developer - management | £1,858.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- Yes
- Who accredited the ISO/IEC 27001
- British Assessment Bureau
- ISO/IEC 27001 accreditation date
- Tuesday 8 July 2025
- What the ISO/IEC 27001 doesn’t cover
- There are no exclusions listed
- 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
- 54b20033-d24f-40d2-98f5-4745f29bdf64
- Cyber essentials plus
- Yes
- Please provide your Cyber Essentials Plus Certificate Number
- 5fa75fb2-4de6-4243-8ae3-f8e378a8173f
- 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
- 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
-
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
- 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
- Other measures to offer development opportunities for the target cohort(s) in the contract workforce
- 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
-
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 support@ascendantsol.co.uk.
Tell them what format you need. It will help if you say what assistive technology you use.