NEW COMPANY SERVICES LIMITED

Azure Cloud Architecture Services

NCS provide a specialist Azure Cloud Architecture service providing expert design and assurance for Azure environments. Supports NHS, public and private sector organisations to design secure, resilient, scalable, and cost-effective Azure architectures aligned to organisational, technical, and governance requirements.

Features

• Azure cloud architecture design and assurance
• Cloud architecture – Azure landing zone design and review
• Cloud architecture – Azure network and connectivity architecture
• Cloud architecture – Identity and access architecture using Entra ID
• Cloud architecture – Security and zero-trust architecture design
• Cloud architecture – High availability and disaster recovery architecture
• Cloud architecture – Azure governance and policy design
• Hybrid and multi-cloud architecture support
• Cloud architecture – Architecture reviews and technical assurance
• Cloud architecture – Architecture documentation and knowledge transfer

Benefits

• Secure and resilient Azure cloud architectures
• Cloud architecture – Reduced risk in Azure platform design
• Cloud architecture – Architectures aligned to public-sector governance
• Cloud architecture – Improved scalability and reliability
• Cloud architecture – Optimised Azure cost and resource usage
• Cloud architecture – Clear architectural standards and patterns
• Cloud architecture – Supports cloud adoption and transformation
• Cloud architecture – Independent technical assurance and oversight
• Cloud architecture – Improved confidence in Azure design decisions
• Cloud architecture – Future-proof Azure platform architectures

• 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 zoe.dronfield@ncs-it.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

842487173245920

Contact

Zoe Dronfield
+447779029737
zoe.dronfield@ncs-it.co.uk

About the service

• Service categories:

  Cloud Support Services

  Ongoing Support

  • Product support capabilities
  • Logging and management of incidents
  • Reporting and proactive results analysis
  • Dispatch of service technicians and/or parts
  • End user training coordination

Service scope

• Service constraints: The service is primarily delivered remotely during UK business hours. Onsite support can be provided by agreement and may incur additional costs. Support is dependent on timely access to relevant systems, environments, and documentation provided by the buyer. Service performance may be affected by third-party platforms, cloud providers, or upstream data sources outside our control. Emergency or out-of-hours support is available where agreed within a support contract. The service does not replace statutory clinical safety responsibilities held by the buyer.

User support

• Email or online ticketing support: Yes
• Support response times: We respond to support requests during business hours, Monday to Friday. Initial responses are typically provided within agreed SLA timeframes based on the support level purchased. Priority incidents receive faster response times. Out-of-hours and weekend support is available where contractually agreed. All requests are logged, tracked, and prioritised through our ticketing system, with progress updates provided to users throughout resolution.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: No
• Web chat support: No
• Support levels: We provide tiered support aligned to buyer requirements.; ; Standard Support includes business-hours coverage (Monday to Friday), access to email and ticketing support, incident logging and resolution, proactive monitoring, and reporting. Response times are prioritised based on incident severity. This level is suitable for non-critical workloads and operational reporting.; ; Enhanced Support includes extended hours, faster response times, proactive performance optimisation, and scheduled health checks. Buyers receive access to senior specialists and proactive issue prevention.; ; Premium Support includes priority response, agreed SLAs, out-of-hours support, and a named technical account manager or cloud support engineer. This level is suitable for business-critical or time-sensitive reporting services.; ; Support costs vary by level, response time, and hours required and are defined in the service pricing. A technical account manager or lead engineer can be provided where required.

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• Government security clearance: Developed Vetting (DV)

Pricing

• Discount for educational organisations: Yes

Architecture roles

Data architect

Role level	UK Rate	Offshore Rate
Data architect	£600.00	£300.00
Senior data architect	£800.00	£400.00
Chief data architect	£1,000.00	£500.00

Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: Eb839a74-c517-4c99-9cab-d1cd8d0b2339
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: D73fffbb-48c4-41bd-9905-7306ac0b9c6c
• Other security certifications: No

Social value

• Mission: Kick start economic growth:

  To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

  Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

  • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
  • 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
  • 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
  • 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.
  • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

  • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
  • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  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
  • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
  • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
  • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
  • 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
  • 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
  • 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)
  • 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
  • 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

  Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

  • 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
  • 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
• 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 zoe.dronfield@ncs-it.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.