Smart Campus Consulting: Higher and Further Education
PTS guides Universities and Colleges in their Smart Campus/Intelligent Buildings aspirations. Specialist knowledge includes Space Utilisation, Energy/Sustainability, Sensors/IoT, BMS, AI/LLM integration, Connectivity, Data Management, Digital Twins, Cloud, VR/AR and building design integration. Services include strategy development, scenario mapping, benefits articulation, stakeholder engagement, maturity assessment, occupancy studies, design, procurement, project management.
Features
- Complete overview of the Smart Campus/Building Landscape
- Smart Playbook development: 'Day-in-the-life' user scenario mapping
- Strategy development: establishing Vision, Principles and Roadmap
- Stakeholder Engagement: IT, Estates/Facilities, Management, Comms, Security, Staff/Students, HR, SU
- Feasibility Studies/Business Case Development to articulate benefits and ROI
- Innovation workshops to explain latest smart/technology trends
- PTS SmartScale: Gap analysis between current state and the vision
- Team-based approach; appropriate levels of resource for specific tasks
- Migration planning for of smart systems into existing cloud/hosting environment
- RIBA-aligned services for Capital Developments
Benefits
- Our demonstrable Education experience helps realise desired outcomes
- Comprehensive insight into smart technology, market, sector and organisational trends
- Vendor independent consulting ensures appropriate solutions for the client’s needs
- Expertise and Methodologies underpinned by 43+ years of best practice
- Guidance for Estates Masterplans, Capital Projects and IT Strategies/Designs
- Ability to engage PTS stage-by-stage or across the full lifecycle
- Delivered by experienced consultants, supported by team of 50+ SMEs
- Scalability for size and complexity of any programme or project
- Full communication, engagement and buy-in from key stakeholders
- Ownership: Commitment to deliver and to embrace accountability
Pricing
- Education pricing available
Service documents
Request an accessible format
Framework
G-Cloud 15
Service ID
3 5 0 5 4 7 6 4 0 4 7 9 4 4 9
Contact
PTS CONSULTING (UK) LIMITED
Mark Perrett
Telephone: 03303136200
Email: tenders@ptsconsulting.com
About your service
- Service categories
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Cloud Support Services
Cloud Migration Planning
- Capability analysis
- Enterprise architecture
- Cloud gap assessment
- Architecture options analysis
- Delivery Road-mapping
Service scope
- Service constraints
- Our services are purely for consultancy and design, and not for implementation, apart from in a technical assurance capacity.
User support
- Email or online ticketing support
- No
- Phone support
- No
- Web chat support
- No
- Support levels
- Our Support services are purely on a consultancy basis
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Conforms to BS7858:2019
- Government security clearance
- Security Clearance (SC)
Pricing
- Discount for educational organisations
- Yes
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Enterprise architect | £750.00 | |
| Senior enterprise architect | £1,000.00 | |
| Lead enterprise architect | £1,300.00 | |
| Principal enterprise architect | £1,300.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate network architect | £700.00 | |
| Network architect | £1,000.00 | |
| Lead network architect | £1,280.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Security architect | £800.00 | |
| Lead security architect | £1,020.00 | |
| Principal security architect | £1,300.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate solution architect | £600.00 | |
| Solution architect | £780.00 | |
| Senior solution architect | £1,050.00 | |
| Lead solution architect | £1,300.00 | |
| Principal solution architect | £1,300.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate technical architect | £600.00 | |
| Technical architect | £900.00 | |
| Senior technical architect | £1,050.00 | |
| Lead technical architect | £1,250.00 | |
| Principal technical architect | £1,250.00 |
IT operations roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate infrastructure engineer | £520.00 | |
| Infrastructure engineer | £760.00 | |
| Senior infrastructure engineer | £980.00 | |
| Lead infrastructure engineer | £1,200.00 | |
| Principal infrastructure engineer | £1,200.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- No
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- Yes
- Who accredited the ISO 9001 certification
- BSI
- ISO 9001 accreditation date
- Wednesday 11 June 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
- Cc308b05-f97c-4a98-8b31-46d242050e64
- Cyber essentials plus
- Yes
- Please provide your Cyber Essentials Plus Certificate Number
- C91afb70-eb51-4488-90c8-75892e9fa8c7
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
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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
- 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
- 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
- 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
- Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
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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
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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.
- 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
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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
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
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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
- 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
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