INTEGY LTD

Microsoft Purview Accelerator

Microsoft Purview Accelerator is a service to help customers adopt and onboard Microsoft Purview. Purview provides a unified data governance solution to manage and govern on-premises, multi cloud and software-as-a-service data. INTEGY experts will work to create a holistic up-to-date map of your data and align to data classification requirements.

Features

• Adoption and implementation of Microsoft Purview
• Custom classifications
• Sensitivity label configuration
• Training in the usage of Purview
• Alignment to NCSC / UK Gov Guidance
• Implementation of Government standard security labels
• Implementation of Dataloss Prevention

Benefits

• Gain visibility into data across your organisation
• Safeguard sensitive data across lifecycle, wherever it lives
• Govern data seamlessly in new, comprehensive ways
• Manage critical data risks and regulatory requirements
• Create an up-to-date map of your entire data
• Identify sensitive data is stored in your estate
• Create secure environment for data consumers to find valuable data
• Generate insights about how your data is stored and used
• Manage access to the data in your estate securely
• Align with other Government departments

• Education pricing available

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 ask@integy.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

367155226914313

Contact

Ryan Jewell
01392 796525
ask@integy.co.uk

About your service

• Service categories:

  Cloud Support Services

  Set Up and Migration

  • Data auditing and organising
  • Data/information structure design
  • Engagement and communication planning
  • Project management and governance
  • Service optimisation/right sizing
  • Mobilisation coordination
  • Other

Service scope

• Service constraints: This service is a fixed engagement delivered remotely in a collaborative manner with existing in-house IT resource. ; ; Onsite delivery of the service is available with a travel and sustenance surcharge.; ; Successful delivery requires certain Pre-Requisites such as appropriate tenant and subscriptions procurement method to already be in place. If assistance is required to achieve this, support can be requested in addition to this engagement.

User support

• Email or online ticketing support: Yes
• Support response times: Response times are by previous arrangement, standard hours are 9am to 5pm, Monday to Friday
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Support levels: Each engagement has an assigned Technical Architect available throughout the engagement and for a post engagement period. A technical account manager contact is also given, acting as an escalation point. This service is included within the overall cost of the engagement.

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

Enterprise architect

Role level	UK Rate	Offshore Rate
Enterprise architect	£1,000.00
Senior enterprise architect	£1,200.00
Lead enterprise architect	£1,200.00
Principal enterprise architect	£1,200.00

Chief digital and data roles

Chief information security officer

Role level	UK Rate	Offshore Rate
Chief information security officer	£1,200.00

Chief technology officer

Role level	UK Rate	Offshore Rate
Chief technology officer	£1,200.00

Cyber security roles

Cyber security monitoring

Role level	UK Rate	Offshore Rate
Associate cyber security monitoring	£850.00
Lead cyber security monitoring	£1,000.00
Principal cyber security monitoring	£1,200.00

Cyber security incident response

Role level	UK Rate	Offshore Rate
Associate cyber incident response	£1,200.00
Lead cyber security incident response	£1,200.00
Principal cyber security incident response	£1,200.00

Cyber security vulnerability management

Role level	UK Rate	Offshore Rate
Associate cyber security vulnerability management	£1,000.00
Lead cyber security vulnerability management	£1,100.00
Principal cyber security vulnerability management	£1,200.00

Cyber security testing

Role level	UK Rate	Offshore Rate
Associate cyber security testing	£1,000.00
Lead cyber security penetration testing	£1,100.00
Principal cyber security testing	£1,200.00

Cyber security secure design

Role level	UK Rate	Offshore Rate
Associate cyber security secure systems architecture and design	£1,000.00
Lead cyber security secure systems architecture and design	£1,100.00
Principal cyber security secure systems architecture and design	£1,200.00

IT operations roles

Business relationship manager

Role level	UK Rate	Offshore Rate
Business relationship manager	£850.00
Senior business relationship manager	£1,000.00
Lead business relationship manager	£1,200.00

Change and release manager

Role level	UK Rate	Offshore Rate
Configuration analyst	£850.00
Change and release analyst	£1,000.00
Change and release manager	£1,200.00

End user computing engineer

Role level	UK Rate	Offshore Rate
Associate end user computing engineer	£500.00
End user computing engineer	£750.00
Senior end user computing engineer	£800.00
Lead end user computing engineer	£850.00
Principal end user computing engineer	£1,000.00

IT service manager

Role level	UK Rate	Offshore Rate
IT service analyst	£500.00
IT service manager	£750.00
Senior IT service manager	£850.00
Head of IT service management	£1,200.00

Infrastructure engineer

Role level	UK Rate	Offshore Rate
Associate infrastructure engineer	£750.00
Infrastructure engineer	£800.00
Senior infrastructure engineer	£850.00
Lead infrastructure engineer	£1,000.00
Principal infrastructure engineer	£1,200.00

Infrastructure operations engineer

Role level	UK Rate	Offshore Rate
Associate infrastructure operations engineer	£750.00
Infrastructure operations engineer	£800.00
Senior infrastructure operations engineer	£850.00
Lead infrastructure operations engineer	£1,000.00
Principal infrastructure operations engineer	£1,200.00

Product and delivery roles

Business analyst

Role level	UK Rate	Offshore Rate
Trainee business analyst	£500.00
Junior business analyst	£750.00
Business analyst	£850.00
Senior business analyst	£1,000.00
Lead business analyst	£1,100.00
Head of business analysis	£1,200.00

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: 8bb37a69-d44f-4001-a6cc-afaa818f3b53
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ad61d068-d2d4-44fc-94c5-09e9940f09bf
• 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
    • 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
    • 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
    • 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 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

  • 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 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
    • 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
    • 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)
    • 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
    • Introducing transparency to pay and reward processes
    • 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

  • 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
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

  • 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 ask@integy.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.