HOMELESS LINK

Real Systems

Real Systems are Salesforce Consulting & Implementation Partners. Our expert team provide Local Authorities (multi-agency systems) and Non-Profits with customised bespoke systems to meet their specific requirements, including app integrations; improving business processes, reporting and save time, We also offer development and support packages for customers with pre-existing Salesforce systems.

Features

• End-to-end scalable Salesforce system design, configuration, and custom development
• Multi-agency Salesforce systems for Local Authority commissioning and service delivery
• Thorough Salesforce health checks and security architecture reviews
• Dedicated UK-based helpdesk for technical and user support and requests
• Custom Salesforce dashboard creation and advanced reporting
• Integration with third-party applications and Native Saleforce Apps
• Automated workflow design using Salesforce Flow or Apex
• Proactive system maintenance, regular updates, and performance optimisation
• Scalable user management, permission sets, and security profile configuration
• Expert data migration, cleansing, and complex data model mapping

Benefits

• Enhances multi-agency collaboration and secure data sharing across departments
• Reduces operational costs through automated workflows and process efficiency
• Improves user adoption and engagement with intuitive, user-friendly designed interfaces
• Enhances data security and ensures GDPR and accessibility compliance
• Accelerates deployment times using agile implementation and configuration methodologies
• Increases staff productivity by streamlining complex case management tasks
• Delivers real-time actionable insights through advanced reporting and analytics
• Maximises ROI by optimising existing Salesforce license and feature usage
• Cost saving via our negotiated discounts on Salesforce products
• Drives high user adoption through tailored training and on-going support

• 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 cainan.loubon@homelesslink.org.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

875526997885049

Contact

Cainan Loubon
07949458825
cainan.loubon@homelesslink.org.uk

About your service

• Service categories:

  Cloud Support Services

  Managed Cloud

  Managed Public cloud

  • Managed Public SaaS/PaaS
  • Application management

Service scope

• Service constraints: Real Systems standard support and training is delivered remotely via a UK-based helpdesk Monday - Friday 9am - 5pm - excluding UK Public Bank Holidays; on-site support is available by mutual agreement and may incur additional travel and subsistence costs. ; ; Out-of-hours emergency support is not included in the standard service but can be provided as a supplementary managed service.; ; Third-party: The service covers consulting and support only for integrations; licenses must be procured separately by the Buyer or through an authorised reseller, we support with Salesforce licence orders, renewals and negotiating discounts where possible.

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Real Systems offer post implementation/system go-live support via an annual SLA to support the customer and their users with ongoing system updates, security, training and reports all via a helpdesk. The helpdesk is available Monday - Friday 9pm - 5pm excluding UK Bank Holidays. All emails are responded to within 24 hours. Out of Hours support can be supported via mutual agreement.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes, at an extra cost
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: As a Salesforce consulting partner, we would implement the native Salesforce Web Chat (Digital Engagement) platform at an extra cost if our customer wanted this service. Salesforce conducts internal accessibility testing on this component, documented in their Voluntary Product Accessibility Template (VPAT). While we have not performed independent user testing on our specific customisations of this feature to date, we offer comprehensive accessibility and user acceptance testing (UAT) with assistive technology users as an optional, costed service for any bespoke implementation to ensure compliance with the Buyer's specific accessibility requirements.
• Support levels: Support is provided throughout the project lifecycle by a dedicated Project Manager and a Salesforce Developer/Customer Success Lead, ensuring continuity from initial design through to post-deployment. Upon 'Go-Live', we provide a Managed Service Helpdesk (09:00–17:00, Monday–Friday, excluding UK Bank Holidays). This covers technical system issues, security updates, user administration, training, and report generation. Incident Categorisation & Response: High Priority Fault: Business-critical failure (e.g., system inaccessible). Targeted response within 2 hours. Medium Priority Fault: Significant functional issues with no immediate workaround. Targeted response within 8 hours. Low Priority Fault: General queries, minor bugs, or small system updates. Targeted response within 24 hours. Requests are triaged and assigned to specialised technical staff based on the nature of the query. Pricing & Scope: Annual SLA costs start from £9,900.00 (supporting 50–149 users). Pricing is scaled based on system complexity and the volume of monthly support hours required (e.g., proactive monitoring for 3rd-party integrations). New developments or features falling outside the original Phase 1 specification are managed via a separate Change Request process at our standard rate card prices, that can be found in our pricing document
• AI chatbot: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Pricing

• Discount for educational organisations: Yes

IT operations roles

Application operations engineer

Role level	UK Rate	Offshore Rate
Associate application operations engineer	£700.00
Application operations engineer	£840.00
Senior application operations engineer	£980.00

Product and delivery roles

Delivery manager

Role level	UK Rate	Offshore Rate
Delivery manager	£840.00

Quality assurance testing (QAT) roles

Test engineer

Role level	UK Rate	Offshore Rate
Tester (test engineer)	£840.00
Test engineer	£840.00

Software development roles

Software developer

Role level	UK Rate	Offshore Rate
Junior developer	£840.00
Developer	£980.00

Non-mandatory 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
• Please provide your Cyber Essentials Certificate Number: E47feb44-d725-4ed8-83ae-4cedd3086615
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 7a86918a-866d-4251-82c4-92da6cbe0760
• 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 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
    • 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
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • 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
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • 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)
    • 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
    • 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 cainan.loubon@homelesslink.org.uk. Tell them what format you need. It will help if you say what assistive technology you use.