QUICKSILVA LIMITED
Cloud Application Management
Quicksilva offers a range of Cloud Application Management Services including 1st, 2nd and 3rd level support, delivered by its dedicated in-house Services Team to ITIL Best Practice standards.
Features
- Service Desk - Telephone/email support to guarantee response times
- Web-portal - 24x7 issue logging and live service information
- 24x7 Monitoring - Bespoke alerting profile
- Incident management to tailored service levels
- Change and release management to ISO 9001 & 27001 standards
- Management of your hosting environment
- Cloud application development/engineering skills to assist with your cloud transition
Benefits
- Safe/Secure – Information Security ISO27001 accredited UK Operations
- Cyber essentials plus accredited
- Guaranteed response times, availability from 95.5% upwards
- Fully Managed Service - monitored 24x7
- Quality Management System ISO9001 accredited
Pricing
Service documents
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Framework
G-Cloud 15
Service ID
3 4 1 1 3 3 0 5 1 6 9 8 3 1 1
Contact
QUICKSILVA LIMITED
Nathan Buckley
Telephone: 01249 751000
Email: sales@qxlva.com
About your service
- Service categories
-
Cloud Support Services
Managed Cloud
Managed Private Cloud
- Managed Private IaaS
- Managed Private SaaS/PaaS
- Application management
Managed Public cloud
- Managed Public IaaS
- Managed Public SaaS/PaaS
- Application management
Managed Hybrid Cloud
- Managed Hybrid IaaS
- Managed Hybrid SaaS/PaaS
- Application management
Service scope
- Service constraints
- N/A
User support
- Email or online ticketing support
- Yes
- Support response times
-
Web-Portal – 24/7 self-service incident logging, live service updates
Enhanced Service Levels – guaranteed response times, availability from 95.5% upwards - User can manage status and priority of support tickets
- Yes
- Online ticketing support accessibility
- EN 301 549
- Phone support
- Yes
- Phone support availability
- 24 hours, 7 days a week
- Web chat support
- No
- Support levels
-
Quicksilva’s qualified and authorised Services Team are on hand to deal with telephone contacts. This facility is available through three services:
Standard Support Service
0900-17.00 Monday to Friday, excluding all public holidays, Christmas Eve and New Year’s Eve in England.
09:00-17:00 on Christmas Eve and New Year’s Eve in England for high priority calls only.
Extended Daily Support Service
00:01-00.00 Monday to Sunday, excluding all public holidays, Christmas Eve and New Year’s Eve in England.
00:01-00:00 on Christmas Eve and New Year’s Eve in England for high priority calls only.
24x7 Support Service:
00:01-00:00 365 Days a Year.
The Services Team are overseen by the Services Manager, who is always available as a point of Customer contact.
Underpinning the Service Desk, available 24/7 is the Qure®, Quicksilva’s Service Desk web portal, which is Customer specific. This tool allows users User specific home page with live incidents and statistics;
• The ability to raise requests for change and log feature requests;
• Functionality to search previous incidents/changes
• Access to our user guides and knowledge base.
Due to the bespoke nature of these services, pricing will vary according to the scope of services required and type of Application to be managed
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Other security clearance
- Government security clearance
- Baseline Personnel Security Standard (BPSS)
Pricing
- Discount for educational organisations
- No
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business architect | £1,050.00 | |
| Lead business architect | £1,260.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Solution architect | £1,050.00 | |
| Senior solution architect | £1,050.00 | |
| Lead solution architect | £1,260.00 | |
| Principal solution architect | £1,260.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Technical architect | £1,050.00 | |
| Senior technical architect | £1,050.00 | |
| Lead technical architect | £1,260.00 | |
| Principal technical architect | £1,260.00 |
Chief digital and data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief technology officer | £1,260.00 |
IT operations roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| IT service analyst | £1,050.00 | |
| IT service manager | £1,050.00 | |
| Senior IT service manager | £1,050.00 | |
| Head of IT service management | £1,260.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service desk analyst | £1,050.00 | |
| Senior service desk analyst | £1,050.00 | |
| Service desk manager | £1,050.00 | |
| Head of service desk | £1,260.00 |
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business analyst | £1,050.00 | |
| Senior business analyst | £1,050.00 | |
| Lead business analyst | £1,260.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Product manager | £1,050.00 | |
| Senior product manager | £1,050.00 | |
| Lead product manager | £1,260.00 |
Quality assurance testing (QAT) roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| QAT analyst | £1,050.00 | |
| Senior QAT analyst | £1,050.00 | |
| Lead QAT analyst | £1,260.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Tester (test engineer) | £1,050.00 | |
| Test engineer | £1,050.00 | |
| Senior test engineer | £1,050.00 | |
| Lead test engineer | £1,260.00 |
Software development roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| DevOps engineer | £1,050.00 | |
| Senior DevOps engineer | £1,050.00 | |
| Lead DevOps engineer | £1,260.00 | |
| Principal DevOps engineer | £1,260.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Frontend developer | £1,050.00 | |
| Senior frontend developer | £1,050.00 | |
| Lead frontend developer | £1,260.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Developer | £1,050.00 | |
| Senior developer | £1,050.00 | |
| Lead developer | £1,050.00 | |
| Principal developer | £1,260.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- Yes
- Who accredited the ISO/IEC 27001
- Socotec
- ISO/IEC 27001 accreditation date
- Tuesday 17 June 2025
- What the ISO/IEC 27001 doesn’t cover
- N/A. Our ISO/IEC 27001 ISMS applies to all operations performed by the organisation (as Data Controller and/or Data Processor), all information assets owned or controlled by the organisation, and all employees and third-party users as defined in the Statement of Applicability. We also hold Cyber Essentials Plus (CE+), providing independently tested assurance against the Cyber Essentials technical baseline controls.
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- Yes
- Who accredited the ISO 9001 certification
- Socotec
- ISO 9001 accreditation date
- Thursday 13 July 2023
- What the ISO 9001 doesn’t cover
- N/A. All business activity is included.
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Please provide your Cyber Essentials Certificate Number
- 43fe0c3e-ec48-41c9-b8c8-dc23e0c7c96c
- Cyber essentials plus
- Yes
- Please provide your Cyber Essentials Plus Certificate Number
- Ec767584-d2a2-4464-8e4b-5c33a38eba51
- 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
- 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
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
- Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
- Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
- Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Volunteering opportunities for staff
- Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
- 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
-
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 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
- Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
- Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
- Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
- Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
- Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
- Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
- Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
-
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
-
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
- 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
- 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
- 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 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
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 sales@qxlva.com.
Tell them what format you need. It will help if you say what assistive technology you use.