SUREVINE LIMITED
Deep support: Secure collaboration technology
Our deep support gives you unique access to core platform developers, enabling us to expedite bug-fixes and resolve security vulnerabilities at the pace you need, and ensure your requirements get reflected in product roadmaps. Surevine’s approach to deep support is different because it’s founded on our sustainable approach to development.
Features
- Unique access to the core platform developers
- Manage your support service using Surevine’s expertise in secure collaboration
- Proactive and vigilant security monitoring
- Security enhancements implemented as soon as they become available
- Have your requirements influence relevant technology roadmaps
- Effective dependency management through timely resolution of your issues
- Enable your engineers to be co-creators, not just partners
- Tailored issue reporting, providing added value on your support investment
- Genuine knowledge transfer by default; avoiding vendor lock-in
- Tiered support service offerings to suit your business needs
Benefits
- Strengthen the skills and knowledge of your people
- Plan and manage releases and upgrades to your technology
- Clear and timely communications on the issues you raise
- Minimise technical debt through cost-effective investment in maintainability
- Benefit from proactive, not reactive, support
- Independent support; unrestricted by vendor certification or partner programmes
- Our service credit model allows for budgeted and predictable costs
- UK based support, with 24x7 options
- Support from UK Government security-cleared engineers
- Our deep support service works seamlessly with your Service Desk
Government Digital and Data Roles
Enterprise architect
| £1,700.00 |
|
| £2,100.00 |
|
Network architect
| £1,700.00 |
|
Security architect
| £2,100.00 |
|
Solution architect
| £1,700.00 |
|
| £2,100.00 |
|
Technical architect
| £1,700.00 |
|
| £2,100.00 |
|
Cyber security secure design
| £2,100.00 |
|
Application operations engineer
| £1,300.00 |
|
| £1,700.00 |
|
| £2,100.00 |
|
Business relationship manager
| £2,100.00 |
|
Change and release manager
| £1,300.00 |
|
IT service manager
| £1,100.00 |
|
| £1,300.00 |
|
| £1,700.00 |
|
Incident manager
| £1,700.00 |
|
Infrastructure engineer
| £1,100.00 |
|
| £1,300.00 |
|
| £1,700.00 |
|
| £2,100.00 |
|
Infrastructure operations engineer
| £1,100.00 |
|
| £1,300.00 |
|
| £1,700.00 |
|
| £2,100.00 |
|
Problem manager
| £1,100.00 |
|
| £1,700.00 |
|
Service desk manager
| £1,300.00 |
|
Business analyst
| £1,700.00 |
|
Delivery manager
| £2,100.00 |
|
Quality assurance testing (QAT) analyst
| £1,700.00 |
|
Test manager
| £1,700.00 |
|
| £2,100.00 |
|
Development operations (DevOps) engineer
| £1,100.00 |
|
| £1,300.00 |
|
| £1,700.00 |
|
| £2,100.00 |
|
Frontend developer
| £1,100.00 |
|
| £1,300.00 |
|
| £1,700.00 |
|
Software developer
| £1,100.00 |
|
| £1,300.00 |
|
| £1,700.00 |
|
| £2,100.00 |
|
Interaction designer
| £1,700.00 |
|
Service designer
| £1,700.00 |
|
User researcher
| £1,700.00 |
|
Standards and certifications
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ISO/IEC 27001 certification
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Yes
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ISO/IEC 27001 accredited by
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LRQA Limited
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ISO/IEC 27001 accreditation date
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Thursday 30 January 2025
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What the ISO/IEC 27001 doesn’t cover
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Our scope covers all aspects of our business.
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ISO 28000:2022 certification
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No
-
ISO 9001 certification
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No
-
Quality management systems (QMS)
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No
-
CSA STAR certification
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No
-
PCI certification
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No
-
Cyber essentials
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Yes
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Cyber Essentials Certificate Number
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Ae1896fc-e258-4655-a9ce-26898b720e24
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Cyber essentials plus
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Yes
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Cyber Essentials Plus Certificate Number
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8262cc08-bd07-49fd-a029-76710524e889
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Other security certifications
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No
Social value
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Mission: Kick start economic growth
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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
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New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
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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
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Plans to engage the contract workforce in deciding the most important workplace issues to address
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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
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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
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Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
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Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
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Activities to cascade good practice on fair working conditions throughout the supply chain
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Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
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Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
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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
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Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
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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
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Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
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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
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How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
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How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
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Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
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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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Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
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
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Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
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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)
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Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
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Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
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Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
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Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
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Mission: Break down barriers to opportunity
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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
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Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
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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
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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
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Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
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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
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Working conditions which promote an inclusive working environment and promote retention and progression
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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
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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
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Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
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Understanding of the issues affecting the development of new skills by target cohort
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Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
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Understanding of issues relating to entering the contract workforce
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Mission: Build an NHS fit for the future
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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.
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Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
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Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
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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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Actions to invest in the physical and mental health and wellbeing of the contract workforce
Service documents
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email the supplier at
tenders@surevine.com.
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