KICK ICT GROUP LIMITED

Azure Consultancy as a Service

Kick ICT’s Azure Consultancy as a Service provides ongoing, scheduled expert consultancy to help public sector organisations govern, secure, optimise and operate their Azure environments. It includes regular health and security reviews, minor change delivery, DR and backup assurance, cost and performance optimisation and support through a subscription-based time allocation.

Features

• Ongoing consultancy with regular expert engagement.
• Scheduled Azure health checks with clear recommendations.
• Continuous security posture monitoring and improvements.
• Quick minor configuration changes delivered efficiently.
• Coordination with Microsoft and third‑party suppliers.
• Tested and validated disaster recovery and backups.
• Performance and cost optimisation analysis.
• Structured compliance and audit support.
• Defined KPIs and SLAs for delivery.
• Predictable subscription‑based consultancy model.

Benefits

• Proactive Azure management keeps environments secure and stable.
• Clear actions help improve Azure performance quickly.
• Stronger protection through ongoing security oversight.
• Fast minor changes without extra processes.
• Smoother projects via vendor coordination.
• Increased confidence in disaster readiness.
• Reduced Azure costs through optimisation.
• Easier audits with structured evidence.
• Transparent progress through KPIs and reporting.
• Predictable pricing supports easier budgeting.

• 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 marketing@kickict.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

831554355773760

Contact

Natalie Davidson
01698844600
marketing@kickict.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: There are no material constraints beyond standard service prerequisites. The service requires appropriate customer contacts, access approvals, and connectivity to any agreed platforms or data sources needed to deliver the service. Service effectiveness may be impacted where required telemetry, access, integrations, or licences are not available, or where customer change control or third-party dependencies delay implementation or remediation. Any planned maintenance or service changes are communicated in advance where practicable, and delivery is subject to the agreed scope, assumptions, and any customer or supplier dependencies documented in the statement of work.
• System requirements: N/A

User support

• Email or online ticketing support: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: This service does not include an ongoing support element. Delivery is limited to the agreed scope of work (for example, assessment, design, configuration, implementation, and handover) and includes reasonable delivery-time assistance to complete the engagement. After completion, any further support, operational management, incident handling, or change requests are out of scope unless separately procured under an appropriate support or managed service arrangement. Where required, a named delivery lead can be provided during the engagement for coordination and escalation. Any post-delivery support options and associated costs can be agreed separately.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Getting started typically begins with an initial scoping session to confirm objectives, stakeholders, success criteria, and delivery approach. A named consultant (and where applicable, a delivery lead) is assigned and a delivery plan is agreed, including required access, data inputs, environments, dependencies, governance, and reporting. Work is delivered through agreed workshops and remote sessions, with progress updates provided at agreed intervals. Users are supported through knowledge transfer during delivery, including walkthroughs, working sessions and Q&A. Outputs such as recommendations, designs, and documentation are provided in standard formats.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At the end of the engagement we provide the agreed deliverables and any supporting documentation produced (for example, designs, recommendations, configurations, and implementation notes). Where access or credentials have been provided for delivery, these are returned to the customer or removed as agreed, and any remaining credentials are transferred securely using customer-approved methods (for example, a password vault transfer or encrypted delivery to named recipients). Any additional handover activity beyond the agreed scope is subject to agreement and may be chargeable.
• End-of-contract process: At the end of the engagement we provide the agreed deliverables and any supporting documentation produced (for example, designs, recommendations, configurations, and implementation notes). Where access or credentials have been provided for delivery, these are returned to the customer or removed as agreed, and any remaining credentials are transferred securely using customer-approved methods (for example, a password vault transfer or encrypted delivery to named recipients). Any additional handover activity beyond the agreed scope is subject to agreement and may be chargeable.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Any required documentation is typically sent via PDF or Word document.

Using the service

• Web browser interface: No
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: No

Scaling

• Independence of resources: Systems & personnel are scaled to accomodate active workloads to ensure that service standards are maintained

Analytics

• Service usage metrics: Yes
• Metrics types: Timesheets are recorded and can be provided as required
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Microsoft

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

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: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • 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: A third-party destruction service
• Data sanitisation type:
  • Data Erasure
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Not Applicable. Any project documentation can be provided on request
• Data export formats: Other
• Other data export formats: N/A
• Data import formats: Other
• Other data import formats: N/A

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: Not applicable
• Approach to resilience: This service does not rely on data centre availability
• Outage reporting: Not Applicable

Identity and authentication

• User authentication needed: No
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted using role-based access control (RBAC) and the principle of least privilege. Access is granted only to authorised staff, approved by management, and removed promptly when no longer required. Administrative access is protected with MFA and strong password policies, with logging and audit trails enabled. Remote access is restricted via secure VPN/conditional access and device compliance where applicable. Customer support requests are accepted through approved channels (portal, email, telephone) and validated against authorised contacts. Data is protected in transit using encryption (TLS) and sensitive information is handled in line with documented procedures.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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: Kick has ISO 27001 and Cyber Essentials plus certifications. This is headed up by our Head of Information Security.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Configuration items (CIs) and service components are recorded and maintained in a configuration management database or equivalent asset register, with lifecycle status, ownership, versioning and key dependencies captured and updated through delivery and support. Changes are managed using ITIL-aligned practices, with each change logged, categorised (standard/normal/emergency), risk assessed, and approved at the appropriate level. Security impact is assessed as part of change evaluation, including confidentiality, integrity, availability, access control, data handling and regulatory considerations. A Change Advisory Board (CAB) reviews and authorises higher-risk or customer-impacting changes, with implementation, validation and back-out plans documented.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We assess threats through continuous monitoring, vulnerability scanning and review of configuration baselines against recognised standards (including CIS Benchmarks). We use a range of industry tools to support scanning, prioritisation and patch deployment, with remediation based on risk and business impact. For our internal systems we track multiple security threat sources (for example vendor advisories, vulnerability databases and relevant security community alerts) to identify emerging issues. Our dedicated cybersecurity division, led by a Head of Information Security and supported by a Lead Cybersecurity Consultant, oversees governance, escalation and assurance, including verification of patch outcomes.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: The service uses supplier-defined protective monitoring controls aligned to the intent of NCSC Cloud Security Principle 5. Monitoring is applied where it is within our operational control and, where relevant, through agreed monitoring capabilities provided by third-party platforms or services. Security-relevant activity may be logged and reviewed using a combination of automated tools and manual processes, proportionate to risk and service scope. Potential security events are assessed and managed through established incident management processes, with escalation and coordination involving third parties where required. Monitoring arrangements are reviewed periodically to reflect changes in risk, service design or dependencies.
• Incident management type: Supplier-defined controls
• Incident management approach: We use a case management system to manage incidents. Users can log incidents via telephone, the customer portal, or email. Tickets are triaged, prioritised and assigned to support pods containing first-, second- and third-line engineers, with escalation to senior engineers as required. Team Leaders and Heads of Department provide oversight, ensuring timely updates and appropriate technical governance. We use predefined processes/runbooks for common events and maintain clear communication throughout the incident lifecycle. Following an incident, we produce a post-incident report outlining root cause, remediation, preventative actions and any customer recommendations, which is shared with relevant internal stakeholders and the customer.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• 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: British Assessment Bureau Ltd
• ISO/IEC 27001 accreditation date: Monday 16 June 2025
• What the ISO/IEC 27001 doesn’t cover: A.8.30 Outsourced Developed - not included because we don't outsource development.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: A81b79e3-9441-4b45-9da3-2380b6d7bf48
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: B773d609-b241-428a-8b20-d38f37c13a1f
• Other security certifications: Yes
• Any other security certifications:
  • CISSP
  • Microsoft Accreditations

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
    • 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
    • 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
    • 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)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • 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
    • 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
    • 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)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • 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
    • 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
    • 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
    • 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 marketing@kickict.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.