CACI LIMITED

Mood 17 Software as a Service

This cloud-based managed service offers access to Mood Business Architect and Mood Active Enterprise solutions from anywhere. Hosted on a secure platform, it features a virtual repository with disaster recovery, flexible licensing options, and scalable collaboration capabilities. The infrastructure has undergone penetration testing, and multi-factor authentication is available upon request.

Features

• Enterprise and Business Architecture
• No-code application development
• BPMN-style Workflow Builder
• No-SQL query & aggregation builder
• Smart columns for dynamic calculations
• Web-publishing for collaboration
• Server administration and support included
• Scalable infrastructure with MFA option
• Email and telephone support
• Digital Twinning

Benefits

• Access your repositories from anywhere without hassle, enabling collaboration
• Optional multi-factor authentication
• Upgrades, patches and security managed on scalable infrastructure
• Access to latest versions of the software
• Rapid deployment: environments and repositories provisioned quickly
• High availability and resilience: 99%+ availability
• Robust security, compliance and governance
• Predictable costs
• Responsive to your requirements, enquiries and issues
• Continuous improvement

• 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 bid.team@caci.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

869395821612150

Contact

CACI Digital Marketplace Sales Team
0207 602 6000
bid.team@caci.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Application development

  • Development languages, environments and tools
  • Software construction components

  Modelling and architecture

  • Object Modelling Tools
  • Business Process Modelling Tools
  • Enterprise Architecture Tools
• 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: Mood Enterprise, Mood Professional Services, Mood Managed Service and Mood Business Architect Licence.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: Not Applicable.
• System requirements: Not Applicable

User support

• Email or online ticketing support: Yes
• Support response times: Initial response to a ticket is within 1 to 8 business hours, depending on priority, Monday to Friday from 09:00 to 17:00 excluding national holidays. Immediate response to phone requests during business hours. Online support portal available 24/7. With resolution time within 4 – 48hrs for High – Medium priority tickets respectively. Enhanced levels of support are also available at extra cost
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• 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: There are three types of support: standard, managed and/or onsite. Managed and onsite pricing is dependent on the number of end users and support levels defined. A Technical Account Manager and customer account manager will be provided. Additional services include but are not limited to training, modelling support, model definition, design, configuration and test services.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: The user is fully supported through an online support capability, and a self-service knowledge base. Onsite training can be provided, cost depends on licensing purchased.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • Word
  • Visio
• End-of-contract data extraction: The customer and users with the right permissions can export their data at anytime via different methods, however, on Contract close CACI can also deliver a full transition and close down service, with an export of data.
• End-of-contract process: Administrative rights permit data export following which service is terminated.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Azure VM
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: N/A
• API: Yes
• What users can and can't do using the API: APIs will be configured via the SaaS support engineers, based on individual requirements.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Custom Javascript, HTML and CSS for visualisations if not available out of the box and custom code such as JSON and SQL for more complex capabilities.

Scaling

• Independence of resources: Infrastructure scaling and load balancing, usage constraints

Analytics

• Service usage metrics: Yes
• Metrics types: Usage statistics, SLA %, availability
• 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: 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
  • Other locations
• 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
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Keys and secrets stored in Azure Key Vault with soft delete and purge protection enabled.
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users export their data through the user interface of the tooling.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • XLS
  • XLSX
  • Archimate
  • ODBC Sources
  • PDF
  • Powerpoint
  • Word
  • API
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Excel
  • MS Visio
  • Project
  • XMI
  • API

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: Internal communication between components (App Server, SQL VM, Application Gateway) is encrypted using TLS 1.2 or above. SQL Server enforces encryption for all data in transit. Network segmentation ensures strict separation between customer environments and backbone services. Infrastructure managed via Terraform for configuration integrity.

Availability and resilience

• Guaranteed availability: Dependent on customer contract; SLAs available upon request.
• Approach to resilience: Built on Azure’s resilience features: geo-redundant storage, Virtual Network isolation, Bastion for secure admin access. Detailed architecture documentation available upon request.
• Outage reporting: Email alerts to nominated customer contacts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Azure IAM.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Description of management access authentication: Username and password; MFA; Role-based access for management

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: Between 6 months and 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: Between 6 months and 12 months
• How long system logs are stored for: Between 6 months and 12 months

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: Policies aligned with ISO 27001; enforced via Azure IAM and RBAC. Incident response and vulnerability management integrated with Microsoft Sentinel and Defender.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Documented change management systems form part of ISMS. Major/significant changes are peer reviewed and approved by the Change Advisory Board which delivers support to Change Management team who approve, assess, prioritise. All changes are subject to our Change Control Policy. Where there is the possibility of an impact to user activity, stakeholders are notified for feedback. Changes are then forwarded to Change Managers for CAB approval, who append plans when appropriate. Robust systems acceptance testing processes have been established for all new information systems, upgrades, and new versions, conducted by a dedicated Quality Assurance team, ensuring no security impact.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: "CACI has a comprehensive vulnerability management program that includes conducting weekly vulnerability scans on critical systems and applications. ; ; New patches are promptly risk assessed and prioritised based on the severity of the vulnerability and the threat intelligence available. ; ; Where an Emergency patch poses an imminent threat to the network it is installed without undue delay. ; ; All other Windows patches are installed within 14 days of receipt. ; ; Our system administrators subscribe to alerts and publications to ensure new are emerging threats are countered promptly and effectively and that new Technologies and security best practices are assessed and adopted where appropriate.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Using Microsoft Sentinel and capturing activity logs. Compromised machines will be immediately disabled and disconnected from networks. Customer data recovered and reinstated on fresh hardware.; Response time dependent on SLA.
• Incident management type: Supplier-defined controls
• Incident management approach: All employees are required to report any real, perceived, or potential security incidents that may affect the confidentiality, integrity, or availability of data. ; ; All Security Incidents are recorded in-line with our Security Incident Policy and Response Procedure. For each incident a root cause analysis is conducted, corrective action undertaken, and preventative action will be implemented to prevent or reduce the probability of the incident reoccurring in the future. ; ; There is also a support portal for self-help.; ; Our security management programme includes cyber incident response plans, advanced technical controls, operation resilience and BCM to minimise impact of a cyber-security attack/incident.
• Post-quantum cryptography secure: Yes

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: No
• Free trial available: Yes
• Description of free trial: One month trial with support. All features available.

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 Standards Institute
• ISO/IEC 27001 accreditation date: Tuesday 11 April 2006
• What the ISO/IEC 27001 doesn’t cover: Our ISO27001 certification covers all CACI services, offices, and data centres.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: LRQA Group Ltd
• ISO 9001 accreditation date: Friday 30 March 2001
• What the ISO 9001 doesn’t cover: The following services are not covered by our ISO 9001 certification:; Acorn Datasets, Paycheck and StreetValue; Individual Level Data - Demographic Propensity Models and Financial Lifestage Segmentation; Insite ; Pin Routes
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 2bca6ecb-5ff5-4d86-8fca-97c234b2ebd5
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 1ee56f96-0fae-4a36-a7e4-618bd3a1c940
• Other security certifications: Yes
• Any other security certifications: Data Seal

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
    • 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
    • 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
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • 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)
    • 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 bid.team@caci.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.