MOORE STEPHENS INSIGHT LIMITED

AIM Data Integration and Migration Tool including Extract, Transform, Load (ETL)

AIM ETL (Accounting Interface Module, Extract Translate Load) is an established cloud-based tool that enables the transfer of data between systems. Its flexibility makes it ideal for migration or interfacing, reformatting and transforming data according to user-configurable rules. Scalable, robust and economical.

Features

• Accounting Interface Module to Extract, Translate and Load data.
• Specification of data management, conversion or archive strategy and requirements.
• Detailed data interfaces and migration strategy, requirements definition and plans.
• Rules-based translation engine against flat input files.
• Prepare data for systems integration / data migration.
• Translate records against reference tables and apply structured logical rules.
• Handling of complex, bespoke third-party interfaces.
• Create standard output / upload formats for receiving systems.
• Template approach to definition, build, processing, scheduling and maintenance.
• Full audit trail of decisions, changes and reconciliation actions.

Benefits

• Standard, documented tools and methodologies proven over 30 years.
• Efficient data collation, enhancement, cleansing, transformation and validation.
• Robust, non-technical, low maintenance, definable, logical, rules-based translation / interfaces.
• Rapid configuration - technical programmers not required.
• Allows simple and complex rules to be applied by users.
• Enables staged and controlled data migration approach.
• Full migration load and reconciliation support plus live interface support.
• Library of standard file output formats (e.g. BIF).
• End-to-end error, interface and migration audit trails (internal / external).
• Successfully deployed in local government, central government and healthcare contexts.

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 info@moore-insight.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

600854298632874

Contact

Brian Mahon
020 7952 4690
info@moore-insight.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  Financial

  • Financial and Accounting Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: AIM ETL can work effectively as an extension to, or interface between, finance and ERP systems and other line of business systems.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Every project has its individual requirements. We will therefore work with you to understand whether there are any specific service constraints which would need to be considered.
• System requirements:
  • AIM ETL can be operated as a standalone product.
  • Outputs from source systems need to be provided.
  • Target systems need to be able to accept imports.
  • We can provide cloud hosting or we can use yours.

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Our helpdesk runs 0900 to 1700 Monday to Friday with SLAs agreed at contract, ranging from Priority 1 (software down) to Priority 4 (low priority issue).
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Our support levels are:; Tier 1: Help desk; Tier 2: Specialist support; Tier 3 (if applicable): Vendor support; ; An account manager will be assigned to each contract. All incidents have a Helpdesk incident owner, and this is the usual contact for all updates between Support and client users. During times of escalation however, the contact can extend to bring in the Client Delivery Director, subject matter experts, and, if applicable, direct contact with the software provider.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We help users to become familiar with the AIM software. We guide them through the configuration process: state objective of interface / migration, identify source data, extract source data in reliable and unique format, define export format / transform, define data translations and rules, populate and test AIM operation, and business as usual operations.
• Service documentation: No
• End-of-contract data extraction: Any data remaining on the AIM server at the end of the contract will be deleted. Your transactional data will be provided in export files in the appropriate format as required so will not need to be extracted from the system. However, you may like to extract mapping tables and so on for future reference. All data such as this in the application can be extracted in .csv format.
• End-of-contract process: At the end of the contract access to the service will cease and data can be provided as required.

Using the service

• Web browser interface: No
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • Other
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: Buyers can be given full access to amend import, transformation and export rules. These use simple, logical rule-sets that can be amended by the end user through a simple user interface.

Scaling

• Independence of resources: Each instance of AIM ETL is hosted on a separate virtual machine on the relevant cloud environment. The cloud environment can be scaled appropriately to meet service demands.

Analytics

• Service usage metrics: Yes
• Metrics types: AIM ETL logs the numbers and types of files processed which can be reported as required. The system can also be used to create a record / audit trail of decisions, changes to rule-sets and reconciliation actions.
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

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: Never
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: AIM-ETL is generally hosted on Microsoft Azure so security is in-built through the platform. Microsoft leads the industry in establishing clear security and privacy requirements and then consistently meeting these. Azure meets a broad set of international and industry-specific compliance standards, such as General Data Protection Regulation (GDPR), ISO 27001, HIPAA, FedRAMP, SOC 1 and SOC 2, as well as country-specific standards, including UK G-Cloud and Australia IRAP. Rigorous third-party audits, such as those done by the British Standards Institute, verify Azure’s adherence to the strict security controls these standards mandate.; ; Data penetration testing can be arranged as required.
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Transactional data as part of a migration or interface is exported according to logical rule-sets configured in the system. It can be exported in a wide-range of formats as required by the target system. Configuration data can be exported in .csv format for future reference.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Flat text file (e.g. txt, BIF, ...)
  • XML
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Flat text file
  • XML

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
  • Other
• Other protection between networks: AIM ETL can be installed, hosted and configured to meet client requirements and security will be part of the initial scoping discussions to ensure your data is always secure.
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: SLA's are dependent on client requirements, but are typically 99+%.
• Approach to resilience: Use of Microsoft Azure provides an in-built resilience along with individual hosting environments.
• Outage reporting: We report outages to named individuals via email.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: Users can be assigned varying levels of access and authority dependent on the roles they undertake.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Cyber Essentials Plus
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: A detailed Functional Specification is agreed during the scoping and design stages of the work. The will include full details of all configuration parameters. Any required changes go through a structured change control process including review by relevant stakeholders. When approved they are updated in the relevant documentation, implemented in a test environment and comprehensively tested before being migrated into the live environment.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: The Microsoft Azure platform has built-in vulnerability checking and provides reports which are reviewed and acted upon as appropriate.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: The Microsoft Azure platform has built-in compromise checking and provides reports which are reviewed and acted upon as appropriate.
• Incident management type: Supplier-defined controls
• Incident management approach: Moore Insight have structured incident management processes which are followed for all services. Users report incidents via their dedicated contact which then initiates the process. Incident reports can be provided on request.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

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: ISOQAR
• ISO/IEC 27001 accreditation date: Wednesday 9 October 2024
• 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: Interface NRM
• ISO 9001 accreditation date: Friday 12 April 2019
• 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: 256e2e01-0f87-4499-8af9-1fd7354c0676
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 2b2d6d43-0bdf-4444-ab17-d80959db0166
• 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
    • 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
    • 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.

    • 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 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
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds

  • 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
    • 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
    • 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
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • 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 info@moore-insight.com. Tell them what format you need. It will help if you say what assistive technology you use.