WHITESPIDER ENTERPRISE SERVICES LIMITED

AI Solution Design and Delivery Service

WhiteSpider’s AI Solution Design and Delivery Service helps public sector organisations design, build and deploy secure, ethical AI solutions. The service supports discovery, development and operation of bespoke AI systems, enabling improved efficiency, decision-making and digital services while ensuring customer-owned intellectual property and no vendor lock-in.

Features

• Bespoke AI solution design and development
• Public sector–aligned ethical and responsible AI
• Customer-owned models, code and intellectual property
• Flexible use of open-source and commercial LLMs
• Secure AI architecture and data integration
• AI discovery, prototyping and proof-of-value
• Model training, fine-tuning and optimisation
• Integration with existing digital services
• Explainable and auditable AI solutions
• Knowledge transfer and capability building

Benefits

• Improves service efficiency and staff productivity
• Ensures full ownership of AI intellectual property
• Avoids vendor lock-in and proprietary platforms
• Enables flexible evolution of AI solutions
• Supports ethical, transparent AI adoption
• Reduces operational cost and manual effort
• Improves decision-making through intelligent insights
• Integrates securely with existing systems
• Builds long-term internal AI capability
• Delivers measurable public sector outcomes

• 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 jonny.malcolm@whitespider.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

374354786670497

Contact

Jonny Malcolm
02037732380
jonny.malcolm@whitespider.com

About your service

• Service categories:

  Cloud Support Services

  Set Up and Migration

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

Service scope

• Service constraints: Commercial & contractual constraints: Minimum contract values may apply; ; Technical constraints: Some legacy network equipment may require replacement; ; Operational constraints: Service hours and response times defined by support tier; ; Security & compliance constraints: Customer retains responsibility for data classification; Service supports, but does not replace, customer security governance; ; Customer responsibilities:; Maintain valid licences for third-party software where required; Ensure local site access for installations when necessary

User support

• Email or online ticketing support: Yes
• Support response times: Reponse times depends on Type of Ticket and Priority:; Issues:; Priority 1: 4 working hours; Priority 2: 8 working hours; Priority 3: 2 working days; Priority 4: 3 working days; ; Service Requests:; Priority 1: 8 working hours; Priority 2: 2 working days; Priority 3: 3 working days; Priority 4: 5 working days
• 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: Customers have different support options. These include:; 1. 'In Hours' support. 8*5 Weekday support which is the base level, 9am-5pm on week days (excludes Public Holidays); 2. 'Extended' support. 15*5 Weekday support, 7pm-10pm on week days. This is additional cost, priced per customer; 2. 'OOH' Support. This 24*7 support, again additional cost priced per customer.; All of these will have a Support Engineer

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

Business architect

Role level	UK Rate	Offshore Rate
Business architect	£1,500.00	£1,500.00
Lead business architect	£1,500.00	£1,500.00

Enterprise architect

Role level	UK Rate	Offshore Rate
Enterprise architect	£1,500.00	£1,500.00
Senior enterprise architect	£1,500.00	£1,500.00
Lead enterprise architect	£1,500.00	£1,500.00
Principal enterprise architect	£1,500.00	£1,500.00

Network architect

Role level	UK Rate	Offshore Rate
Associate network architect	£1,350.00	£1,350.00
Network architect	£1,350.00	£1,350.00
Lead network architect	£1,350.00	£1,350.00

Security architect

Role level	UK Rate	Offshore Rate
Security architect	£1,350.00	£1,350.00
Lead security architect	£1,350.00	£1,350.00
Principal security architect	£1,350.00	£1,350.00

Solution architect

Role level	UK Rate	Offshore Rate
Associate solution architect	£1,350.00	£1,350.00
Solution architect	£1,350.00	£1,350.00
Senior solution architect	£1,350.00	£1,350.00
Lead solution architect	£1,350.00	£1,350.00
Principal solution architect	£1,350.00	£1,350.00

Cyber security roles

Cyber security incident response

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

IT operations roles

Change and release manager

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

IT service manager

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

Incident manager

Role level	UK Rate	Offshore Rate
Incident manager	£1,200.00	£1,200.00
Major incident manager	£1,200.00	£1,200.00

Software development roles

Development operations (DevOps) engineer

Role level	UK Rate	Offshore Rate
Apprentice DevOps engineer	£800.00	£800.00
Junior DevOps engineer	£800.00	£800.00
DevOps engineer	£1,100.00	£1,100.00
Senior DevOps engineer	£1,500.00	£1,500.00
Lead DevOps engineer	£1,800.00	£1,800.00
Principal DevOps engineer	£1,800.00	£1,800.00

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI
• ISO/IEC 27001 accreditation date: Wednesday 1 March 2023
• What the ISO/IEC 27001 doesn’t cover: All areas of the business are covered by ISO27001
• 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: Fbd1402e-2dbc-429c-8dc2-5e1f883aa1b6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ef146cf6-3961-4b60-a5e9-d5f2dbd656d8
• 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
    • 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
    • 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.
    • 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
    • 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
    • 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
    • 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

  • 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
    • 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
    • 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
    • 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
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach 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

• 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 jonny.malcolm@whitespider.com. Tell them what format you need. It will help if you say what assistive technology you use.