BIG BLUE DOOR LIMITED

LocalGov Drupal Services

Big Blue Door offers custom design, development, support and hosting services using certified Drupal developers for cloud-based LocalGov Drupal solutions. We support LocalGov Drupal sites for district, city and county-size local authorities including Intranet & Microsite solutions. Contact us for a demonstration and free trial to explore the distribution securely.

Features

• LocalGov Drupal services for the public sector (Intranet, Extranet, Microsites)
• Drupal certified developers using industry best practice
• LocalGov Drupal expertise across councils, the NHS and Fire Services
• Updates for LocalGov Drupal core, contributed modules, underlying servers/systems
• Continuous improvement across LocalGov Drupal
• LocalGov Drupal consultancy, development and technical support
• Secure UK Cloud hosting for LocalGov Drupal with backups
• Wide service range; including design, migrations, API and CRM integration
• Full accessibility (WCAG2.2) and GDPR compliance
• Free trial on a non-production environment to test distribution

Benefits

• Extensive experience of LocalGov Drupal
• Active LocalGov Drupal Community contributors and Drupal Association members
• Fast paced Agile development that adheres to GDS open standards
• Fully compliant and transferrable code (you own IPR and code)
• Rigorous testing and quality assurance
• Fully secure - ISO 27001, ISO 9001, CyberEssentials Plus certified
• Founder member of the Open Digital Cooperative and LocalGov Drupal
• Ongoing support and maintenance packages available for post-launch support
• Used across NHS, Fire Services, Police Forces, Charities, Museums
• UK-based public sector specialists with over a decade of experience

• Education pricing available
• Free trial 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 tenders@bigbluedoor.net. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

519617997041470

Contact

Paul Jenkins
0203 773 6040
tenders@bigbluedoor.net

About your service

• Service categories:

  Applications

  Content workflow and management

  Content services

  • Enterprise Content Management Applications

  Persuasive content management

  • Website Software
  • Digital Asset Management Applications
  • Product Content Management Applications
  • Content Marketing Applications
  • Digital Adoption Platform
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: N/A
• System requirements:
  • Internet connectivity
  • Modern web browser
  • Access to private trusted network (private / hybrid cloud only)

User support

• Email or online ticketing support: Yes
• Support response times: We offer a full service desk for responding to defects, issues and change requests (please note change requests are chargeable). This includes a full ticketing system to log and manage change requests, as well as a dedicated phone-line when clients need more urgent response. All critical items will be responded to within 30 minutes; this support is 24/7 - please refer to our SLA for further details.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: N/A
• Onsite support: Yes, at extra cost
• Support levels: Our critical (P1) service desk is 24/7. Our non-critical (P2/P3/P4) service desk operates in-office-hours support only (08:30 to 17:30) Monday – Friday (excluding Bank and Public holidays), although we undertake basic monitoring of both email and voicemail outside of these times. Where an incident is reported at the end of a working day, we will attempt to remedy the situation according to the severity of the incident. Where this requires out-of-hours work, we will not undertake any activity without explicit client approval of any additional charges, otherwise, the incident will be resolved during the next working day (as required). The client is requested to provide out-of-office escalation contacts in case of emergencies. Support requests are split into the following categories: critical, severe, minor with associated response times for each category. Each account is supported by a project director and project manager.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: As part of any service we will train your team to use the new system effectively. We would agree the exact approach with you, but we would typically:; ; - Put on in-person training sessions; - Provide step-by-step CMS guides; - Put together accessible screencasts; ; We are committed to empowering clients to take control of their systems and all of our development is designed to allow clients full access. This means that project teams do not have to rely on us to make simple changes, and thus do not have to spend time/money on support and development requests (unless they wish to). ; ; We can also support your inhouse development or devops team as needed.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
  • Other
• Other documentation formats: Online documentation
• End-of-contract data extraction: We will provide a comprehensive exit strategy at the commencement of any service engagement. This will include an outline of how all data will be extracted and transferred at the end of any project. All data and IPR as part of this service will be fully owned by the buyer. Typical data transfer options include: csv export, Excel, Database transfer.
• End-of-contract process: After the Exit strategy is completed the service will be closed and any personal data securely destroyed inline with associated legislation requirements. We would not expect there to be any additional costs incurred at the end of the contract.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: This solution is fully responsive across mobile and desktop services.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AAA
• Description of service interface: Drupal operates as a service interface by acting as a flexible, API-first layer that connects users, content, and external systems. Rather than being just a website CMS, Drupal exposes content and functionality through structured services (such as REST, JSON:API, and GraphQL), enabling multiple front ends, third-party platforms, and internal services to consume and interact with the same underlying data. This allows Drupal to orchestrate workflows, enforce permissions and governance, and integrate with wider digital ecosystems while remaining decoupled from how and where content is ultimately presented.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Big Blue Door has tested a number of products with users using assistive technologies and can share further details of this on request.
• API: Yes
• What users can and can't do using the API: Our system can be fully extended with a variety of API endpoints, enabling users to undertake a wide range of frequent tasks as required. Full details can be discussed and agreed at service commencement.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • ODF
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Our service allows a high level of customisation, which is based around specific client requirements. As part of service commencement any customisation requirements will be discussed and scoped - this is likely to focus around functional requirements. Our agile delivery methodology ensures that regular updates are provided in a transparent manner, allowing adjustments to be made throughout the project lifecycle.

Scaling

• Independence of resources: This service includes auto-scaling through an AWS setup which ensures that unexpected traffic bursts can be supported throughout the lifetime of the service.

Analytics

• Service usage metrics: Yes
• Metrics types: Drupal can support a wide range of service metrics and usage statistics, helping organisations understand how users interact with content and digital services. This includes page views, sessions, user journeys, conversion events, search behaviour, form completion and abandonment rates, file downloads, and performance metrics such as page load times. Drupal integrates natively or via contributed modules with leading analytics and insight services including Google Analytics (GA4), Google Tag Manager (GTM) for centralised event and tag management, Hotjar and Microsoft Clarity for qualitative insights such as heatmaps and session recordings, and Matomo for privacy-focused, self-hosted analytics.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Users can request a data export at any point as part of this service. This export will then be completed by Big Blue Door.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • MySQL
  • Excel
  • Doc
  • TSV
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • Excel
  • TSV
  • XML
  • JSON

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Depending on the level of service required we can support high availability environments up to 99.999% uptime. As standard we guarantee our minimum level of availability to 99.95%. Refunds for loss of service will be agreed as part of our service engagement process.
• Approach to resilience: We are experienced in building and maintaining high availability cloud configurations with full redundancy, including balancing across multiple cloud centres. Further information is available on request.
• Outage reporting: Outages are reported by email alerts, sms updates and public dashboards can be configured if required. Our dedicated support team will provide frequent updates during any outages as part of our service level agreement and can subsequently provide a report into the root cause and resolution.

Identity and authentication

• User authentication needed: No
• Access restrictions in management interfaces and support channels: Restriction is managed by secure keys (for API access) as well as username & passwords for more routine support channels. Where we use third party support systems (e.g. Slack) two factor authentication must be supported and will be enforced.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials Plus
• Information security policies and processes: Big Blue Door is both ISO 27001, ISO 9001 and Cyber Essentials Plus certified, and all relevant staff have completed full Disclosure and Barring Service Checks. We complete quarterly information security reviews to ensure that standards are maintained and we follow a cycle of continuous improvement.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We have an agreed change management process to allow services to evolve over time. Before any service updates a security impact report is completed.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Threats are detected via NCSC Web Check for surface scanning, and patch management systems. This alerts us to potential and actual vulnerabilities across servers which we manage. For example, centralised management enables us to monitor HTTPS configurations and security-related information such as servers' operating systems and application versions. Patching is then performed against our agreed SLA targets with all critical patches deployed within 24 hours.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Proactive monitoring via NewRelic allows us to very quickly and easily visualise key metrics across servers and infrastructures. The dashboards and APIs are very easy to use, and we hook all of our servers and AWS accounts into NewRelic. Within AWS we also use within AWS, Cloudwatch and Cloudtrail for monitoring. If a compromised system were to be detected, this is managed against our SLA with all critical or high findings resolved within 24 hours, and clients updated throughout.
• Incident management type: Supplier-defined controls
• Incident management approach: We have defined process for any outages and will update clients via agreed methodologies - outage reports are then completed within 24 hours of all resolutions and circulated. Users report incidents via our service desk facility and reports are then shared at project review meetings and via the specific collaboration tools being used.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Police National Network (PNN)
  • Joint Academic Network (JANET)
  • Scottish Wide Area Network (SWAN)
  • Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: Big Blue Door offers one year’s free hosting of Drupal in a non-production environment, along with one day’s consultancy with our team so that you can get the best out of the solution. At the end of the trial all code and files will be yours so can be ported.
• Link to free trial: https://www.bigbluedoor.net/localgov-drupalplus

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Assessment Bureau
• ISO/IEC 27001 accreditation date: Thursday 15 May 2014
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: British Assessment Bureau
• ISO 9001 accreditation date: Monday 23 January 2017
• 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: 6c214d1c-248d-4a97-a08b-6fe9774b9700
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 04513899-3598-4493-af9b-5a14cf5b0d09
• 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
    • 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 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
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • 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

  • 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)
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • 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
    • 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

  • 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
    • 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
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • 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
    • 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
    • Understanding of issues relating to entering the contract workforce

  • 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

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 tenders@bigbluedoor.net. Tell them what format you need. It will help if you say what assistive technology you use.