COVOXA LIMITED
Enterprise Resource Planning (ERP) Cloud Software Implementation and Support Services
This service focuses on delivering implementation services such as data migration, functional design, configuration and integration development. We have knowledgeable individuals with industry best practice and ERP specific skills (Workday, Oracle or SAP) who can lead implementations through design, built, test and deploy.
Features
- Requirement definition and user journey development
- Functional configuration based on adopt not adapt
- Business Process configuration
- Integration specification and development
- Data migration extraction, transformation and load
- Testing from Unit to End-to-End, User Acceptance and Payroll
- Deployment, go-live and cut over activities
- Change and engagement activities
- Relevant training approach including train the trainer and end user
- Portfolio of Workday and Oracle Implementation, support and managed services
Benefits
- Ensures value for money through delivery focused approach
- Prioritises partnerships and shared outcomes for successful transformation
- Optimises ROI, ERP investment and extended benefits through support model
- Supports successful projects through robust governance and customer engagement
- Continuously transfers knowledge through embedded education and training
- Ensures best practice through qualified expertise and chartered professionals
- Enhances projects through vast public sector experience and knowledge
- Future-proofs solutions through vendor updates and innovations
- Drives adoptions through user-centric design and training
- Proven scalability through delivered public sector payroll solutions for organisations
Architecture roles
Business architect
| £750.00 |
|
| £850.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Data architect
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Enterprise architect
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Security architect
| £1,000.00 |
|
| £1,100.00 |
|
|
£1,250.00 |
Solution architect
| £750.00 |
|
| £900.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Technical architect
| £750.00 |
|
| £900.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Chief digital and data roles
Chief data officer
| £1,500.00 |
|
Chief information security officer
| £1,500.00 |
|
Chief technology officer
| £1,500.00 |
|
Data roles
Analytics engineer
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Data analyst
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Data engineer
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
IT operations roles
Application operations engineer
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Business relationship manager
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Change and release manager
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
Command and control centre manager
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
End user computing engineer
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
IT service manager
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Incident manager
| £1,000.00 |
|
| £1,100.00 |
|
Problem manager
| £1,000.00 |
|
| £1,100.00 |
|
Service desk manager
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
Service transition manager
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Product and delivery roles
Business analyst
| £450.00 |
|
| £750.00 |
|
| £950.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
| £1,500.00 |
|
Delivery manager
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
| £1,500.00 |
|
Product manager
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
| £1,500.00 |
|
Programme delivery manager
| £1,500.00 |
|
Quality assurance testing (QAT) roles
Test engineer
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
Test manager
| £1,100.00 |
|
| £1,500.00 |
|
Software development roles
Software developer
| £450.00 |
|
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
| £1,500.00 |
|
User-centred design roles
Accessibility specialist
| £750.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Content designer
| £450.00 |
|
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Content strategist
| £950.00 |
|
Graphic designer
| £450.00 |
|
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Interaction designer
| £450.00 |
|
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Service designer
| £450.00 |
|
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Technical writer
| £1,000.00 |
|
| £1,100.00 |
|
User researcher
| £450.00 |
|
| £750.00 |
|
| £950.00 |
|
| £1,000.00 |
|
| £1,100.00 |
|
| £1,250.00 |
|
Non-mandatory Standards and certifications
-
ISO/IEC 27001 certification
-
No
-
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
-
253bfdb2-3f17-42ae-b984-f2dcb3d366ef
-
Cyber essentials plus
-
No
-
Cyber Essentials Alternative
-
In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
-
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
-
Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
-
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
-
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
-
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
-
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
-
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
-
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 to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
-
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 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
-
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
-
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
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
thursten@covoxa.co.uk.
Tell them what format you need. It will help if you say what assistive technology you use.