HIGH POINT SOLUTIONS LIMITED

Cisco Meraki - Enterprise Agreement (EA)

The Cisco Meraki Enterprise Agreement (EA) simplifies operations by consolidating all licensing into a single, unified contract. Featuring "true-forward" billing, it eliminates retroactive costs while supporting scalable growth. This streamlined approach offers predictable multi-year pricing, centralized visibility via the Meraki dashboard, and flexible value-shifting across Cisco portfolios. HPSUK

Features

• Unified Contract: Single renewal date for all Cisco software licenses.
• True Forward: Grow usage now; pay at next annual anniversary.
• Value Shift: Move license value between different Cisco technology suites.
• Price Protection: Locked-in pricing for all licenses during the term.
• Centralized Management: One portal to view and manage all entitlements.
• Partial Commit: Add technologies without a full enterprise-wide commitment.
• License Credit: Get credit for existing, unexpired Meraki license investments.
• Instant Provisioning: Generate and deploy new licenses exactly when required.
• Consolidated Support: Software and support services share one end date.
• Flexible Billing: Choice of annual or prepaid payments with financing.

Benefits

• Simplified Management: One dashboard for all enterprise-wide licenses.
• Fixed Pricing: Lock in costs for the entire term.
• True Forward: Pay for growth at your next anniversary.
• License Credits: Credit for current Meraki license investments.
• Unified Renewal: One end date for all Cisco subscriptions.
• Value Shifting: Move value across different Cisco suites.
• Instant Scaling: Add and deploy new licenses whenever needed.
• Audit Readiness: Centralized tracking simplifies public-sector licensing audits.
• Financial Predictability: No unexpected costs during the lifecycle.
• Bundled Discounts: Save more by combining multiple Cisco portfolios.

• 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 oliver@highpoint.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

939011474024505

Contact

Oliver Jones
+441895262354
oliver@highpoint.com

About your service

• Service categories:

  Systems Infrastructure Software

  Cloud Financial Management

  • Cloud Financial Management (FinOps)
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: System Requirements are available at cisco.com
• System requirements:
  • Meraki Dashboard Account
  • Persistent Internet Access
  • Web Browser Current version of Chrome, Firefox, or Safari
  • Outbound Port 443 Firewall must permit HTTPS traffic
  • Compatible Meraki Hardware
  • Monitored Admin Email
  • NTP Time Synchronization
  • Standard Network Protocols
  • Management VLAN Access

User support

• Email or online ticketing support: Yes
• Support response times: Severity 1 Critical: Network or service is completely down. ~1 hour (Phone recommended); Severity 2 Substantial: Network is degraded; major impact. ~4 hours; Severity 3 Minimal: Minor performance issue; partial degradation. ~8–24 hours; Severity 4 Informational: Questions about features or config. Next business day
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: N/A
• Onsite support: Yes, at extra cost
• Support levels: Phone: 24/7/365 access for all Severity levels. Mandatory for Severity 1 and 2 issues to ensure the 30-minute clock starts immediately.; ; Ticketing (Support Case Manager): Available 24/7. Cases logged online for S1/S2 must be followed by a phone call to trigger the urgent SLA.; ; Webchat: Primarily available for Severity 3 and 4 queries or administrative/licensing help. It is not recommended for "System Down" (S1) events.; ; Email: Generally used for ongoing case updates rather than initial reporting. Initial contact should always be via the Portal or Phone.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Education, self-driven web-based trainings, instructor-led trainings
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Upon contract termination, users can export configurations and logs via the Meraki Dashboard or API. Data is available in CSV, XML, and JSON formats for inventory, usage statistics, and event logs. Users must perform these exports before the license expires, as access to cloud management is eventually restricted.
• End-of-contract process: When the contract ends, a 30-day grace period begins. If licenses aren't renewed, the network enters "non-compliant" status, eventually disabling all Meraki devices. Management access is restricted, and data traffic ceases. Users should export logs and configurations before the shutdown to ensure a smooth transition or data retention.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: N/A
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The Meraki Dashboard is a centralized, web-based interface providing "single pane of glass" management. It features an intuitive, graphical layout for configuring wireless, switching, and security. Real-time analytics, automated monitoring, and remote troubleshooting are accessible globally, eliminating the need for command-line complexity or on-site hardware controllers for network administration.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: N/A
• API: Yes
• What users can and can't do using the API: The Meraki Dashboard API enables rapid automation for provisioning and monitoring. Users can set up services by programmatically claiming devices, creating networks, and binding templates. Changes are made via RESTful PUT or POST requests. However, it is rate-limited to ten requests per second, and some dashboard-only settings lack API parity.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Administrators and MSPs can customize the Meraki service through the Dashboard or API. Users can brand the interface with corporate logos, create custom captive portal splash pages using HTML/CSS, and build bespoke reporting tools. Permission-based roles (Full, Read-only, or Guest) determine who can implement these changes.

Scaling

• Independence of resources: Meraki uses an out-of-band cloud architecture where user data traffic stays local and never enters the cloud. This prevents "noisy neighbor" congestion. Management traffic is minimal (~1 kbps per device), and the multi-tenant cloud leverages distributed, auto-scaling data centers to ensure consistent dashboard performance regardless of other users' demands.; ; On the management side, HighPoint’s Enterprise Agreement provides dedicated, scalable cloud instances via Cisco’s global backend. This infrastructure dynamically scales compute power based on demand, while Smart Account segmentation ensures that your specific data processing and analytics remain siloed and performant, regardless of total platform load.

Analytics

• Service usage metrics: Yes
• Metrics types: Meraki provides real-time and historical telemetry across the entire network stack. Key metrics include device status (uptime/latency), client usage (bandwidth/application data), and wireless health (signal-to-noise ratio, association success). Admins can also track security events, VPN performance, and switch port status, all consolidated into automated, downloadable summary reports.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Cisco Meraki

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 CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users export data through the Meraki Dashboard using built-in "Export" buttons or via the RESTful API. Inventory, event logs, and traffic analytics can be downloaded as CSV, XML, or JSON files. For automated bulk extraction, the API allows users to pull structured historical data into third-party storage systems.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • JSON
  • XML
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: JSON

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Dependant on SLA Agreement
• Approach to resilience: Available upon request
• Outage reporting: API email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: RBAC, will be used where possible
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: Information found on Cisco.com
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Changes are logged and reported
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Available upon request, (customer defined)
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Available upon request, (customer defined)
• Incident management type: Supplier-defined controls
• Incident management approach: Available upon request, (customer defined)
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: Yes
• Connected networks:
  • Public Services Network (PSN)
  • Police National Network (PNN)
  • Joint Academic Network (JANET)
  • Scottish Wide Area Network (SWAN)
  • Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Module dependant

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: BSI
• ISO/IEC 27001 accreditation date: Saturday 9 August 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: DQS Inc.
• ISO 9001 accreditation date: Monday 27 November 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials 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 certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• 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
    • 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
    • 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
    • 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)
    • 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 oliver@highpoint.com. Tell them what format you need. It will help if you say what assistive technology you use.