| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Technical architect | £950.00 | |
| Senior technical architect | £1,080.00 | |
| Lead technical architect | £1,080.00 | |
| Principal technical architect | £1,080.00 |
MOBILE GIS SERVICES LIMITED
MGISS Premium Support Contract
The MGISS Support Contract provides structured technical support and maintenance services for both MGISS products and leading commercial off-the-shelf (COTS) GIS software. It enables customers to access expert assistance, software updates, and consultancy support, ensuring the reliable operation, integration, and effective use of geospatial systems.
Features
- Technical support for MGISS and leading COTS GIS software
- Incident logging and tracking via customer support portal
- Telephone, email, and remote desktop technical assistance
- Defined response times based on support tier
- Software maintenance, updates, and version support
- Consultancy days included with selected support packages
- Issue escalation to senior technical specialists
- Integration support for complex geospatial workflows
- Access to online knowledge base and documentation
- Support aligned with ISO 27001 security standards
Benefits
- Reduces downtime through rapid access to expert technical support
- Improves system reliability and operational continuity
- Accelerates issue resolution across complex GIS environments
- Reduces business risk through proactive support and guidance
- Improves staff productivity by resolving technical issues quickly
- Provides predictable support costs through defined service tiers
- Enhances system performance through regular updates and maintenance
- Supports effective use of GIS software and integrations
- Enables confident adoption of new geospatial capabilities
- Reduces long-term operational and support overheads
Pricing
Service documents
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Framework
G-Cloud 15
Service ID
4 9 7 5 7 7 8 3 4 4 1 7 1 8 8
Contact
MOBILE GIS SERVICES LIMITED
Michael Darracott
Telephone: 0151 329 0820
Email: sales@mgiss.co.uk
About the service
- Service categories
-
Cloud Support Services
Ongoing Support
- Product support capabilities
- Dispatch of service technicians and/or parts
- End user training coordination
Service scope
- Service constraints
- Support is primarily provided remotely during UK operating hours, Monday to Friday, excluding UK public holidays. On-site support, extended hours support, and specialist consultancy services are not included as standard and are available at additional cost. Service availability and response times are dependent on the selected support tier and the provision of accurate information by the customer when raising support requests.
User support
- Email or online ticketing support
- Yes
- Support response times
- TBC
- User can manage status and priority of support tickets
- Yes
- Online ticketing support accessibility
- None or don’t know
- Phone support
- Yes
- Phone support availability
- 9 to 5 (UK time), Monday to Friday
- Web chat support
- No
- Support levels
-
Support levels provided
MGISS offers four support packages: Free, Lite, Standard, and Premium (Utilities). These tiers vary by response time, number of supported users, included services, and product coverage. Higher tiers include consultancy days, broader support channels, and access to advanced MGISS solutions.
Cost of support levels
Premium: supporting 6+ users, with a 2 business hour response time
Standard: supporting 3–5 users, with an 4 business hour response time
Lite: supporting 1–2 users, with a 8 business hour response time
Technical account manager or cloud support engineer
Support is delivered by MGISS Professional Services Support Analysts. A dedicated technical account manager or cloud support engineer is not provided as standard; however, Premium and Standard tiers include consultancy days and access to senior technical expertise where required.
Supplier type
- Supplier type
- Reseller providing extra support
- Organisation whose services are being resold
- ESRI, Avineon Tensing, AutoDesk
Staff security
- Staff security clearance
- Other security clearance
- Government security clearance
- Baseline Personnel Security Standard (BPSS)
Pricing
- Discount for educational organisations
- No
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business relationship manager | £950.00 | |
| Senior business relationship manager | £1,080.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| IT service manager | £950.00 | |
| Senior IT service manager | £1,080.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Incident manager | £900.00 | |
| Major incident manager | £950.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Business analyst | £900.00 | |
| Senior business analyst | £950.00 | |
| Lead business analyst | £1,080.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Delivery manager | £950.00 | |
| Senior delivery manager | £1,080.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Programme delivery manager | £1,080.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Service owner | £1,080.00 |
Standards and certifications
- ISO/IEC 27001 certification
- Yes
- ISO/IEC 27001 accredited by
- Ciation ISO
- ISO/IEC 27001 accreditation date
- Thursday 23 June 2022
- What the ISO/IEC 27001 doesn’t cover
- N/A
- ISO 28000:2022 certification
- No
- ISO 9001 certification
- Yes
- ISO 9001 certification accredited by
- Ciation ISO
- ISO 9001 accreditation date
- Tuesday 26 April 2022
- What the ISO 9001 doesn’t cover
- N/A
- Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Cyber Essentials Certificate Number
- 649e8f08-5371-4317-aed4-3915c3e842a3
- Cyber essentials plus
- Yes
- Cyber Essentials Plus Certificate Number
- 40ef4987-7ec7-4c91-836b-2c9fea490cd7
- Other security certifications
- No
Social value
- 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
- 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
- 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 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
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
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
- Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
- 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
- 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 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
- 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
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 the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
- Other measures to offer development opportunities for the target cohort(s) in the contract workforce
- Understanding of issues relating to entering the contract workforce
- Creation of outreach activities to create a pipeline of employees for the future contract delivery
- 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
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@mgiss.co.uk.
Tell them what format you need. It will help if you say what assistive technology you use.