DELOITTE LLP

Low-code Solution Design, Delivery and Support

Deloitte Low-code offers clients an opportunity to adopt both an agile delivery approach along with rapid application development to realise business value more quickly across web, mobile and enterprise application design and implementation. Deloitte’s expertise helps clients through the strategy, design, implementation, and support of these Low-code platforms.

Features

• Strategy, vision and business case
• Maturity assessment and platform governance
• Operating model definition and Low-code Centre of Excellence set-up
• Business analysis and requirements gathering
• Solution design, implementation and delivery
• App modernization, re-platforming, re-factoring and migration to cloud
• Innovation labs, proofs of concept and prototyping
• Solution testing
• Integration with GenAI, Machine Learning and Cognitive Services
• Delivery planning, management and governance ownership

Benefits

• Technology alignment to business-related strategy and goals
• Low-code, rapid development of cloud-based technology
• Builds organisational capability around the technology
• Strategic alliance with providers to deliver best-in-class services
• Experience in the implementation of GDS design and development protocols
• Proven track record of delivering Low-code solutions in governmen
• Cross-functional team of specialists spanning design to deployment
• Access to pre-built assets to accelerate and de-risk project delivery
• Delivery of smart applications integrating and embedding AI
• Leveraging Low-code to extend core systems (ERP, CRM, etc.)

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 publicsectorbidteam@deloitte.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

124546605355271

Contact

Donna Farrell
0207 303 0913
publicsectorbidteam@deloitte.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Application development

  • Development languages, environments and tools
  • Software construction components
  • Business rules management

  Modelling and architecture

  • Business Process Modelling Tools
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: NA
• System requirements:
  • Client procures all necessary low-code platform software licences
  • Access to APIs and data for existing enterprise systems
  • Provision of client-side development/testing environments
  • Secure network access to client systems
  • Client IT support for infrastructure and network issues

User support

• Email or online ticketing support: Yes
• Support response times: Our response times are defined by the Service Level Agreement (SLA) agreed with each client, tailored to their specific needs and service criticality. For critical incidents, we aim for immediate acknowledgement and rapid resolution. General queries typically receive a response within 4-8 business hours during weekdays. Weekend response times depend on the agreed SLA; urgent issues requiring 24/7 support are addressed accordingly. Otherwise, standard business hours (Monday-Friday) apply. We collaborate closely with clients to establish appropriate response and resolution targets.
• 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: Yes
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We tested with a motor-impaired user navigating solely via keyboard.Their task: open web chat, select a topic from a dropdown, type, and send a message.; ; We also conducted testing with a blind user utilising a screen reader. The user attempted to interact with the web chat, but found that the chat history was not being announced correctly, making it difficult to follow the conversation flow
• Onsite support: Yes
• Support levels: Our support levels are tiered (e.g., 1st, 2nd, 3rd line) and defined by a bespoke Service Level Agreement (SLA) tailored to client needs. ; ; Costs vary based on the agreed SLA and scope. We provide dedicated client engagement, which can include a Technical Account Manager or Cloud Support Engineer, depending on the service agreement.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: Our service is fully customisable to meet specific client requirements. Please submit your requirements to publicsectorbidteam@deloitte.co.uk.
• Service documentation: No
• End-of-contract data extraction: As low-code platforms are frequently hosted within the client's own environment, clients retain direct control and ownership of their data throughout the contract. Although we advise to have limited & secured access for UAT and PROD databases.; ; Most lowcode platforms offer built-in functionalities to export application data in common formats such as CSV, Excel, or XML.; ; and if the application has exposed APIs, data can be programmatically extracted.
• End-of-contract process: N/A

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Other
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • MacOS
  • Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Our low-code service inherently supports responsive design, ensuring applications function seamlessly across mobile and desktop devices. Differences primarily lie in user experience optimisation.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Most of the low-code platforms themselves have interfaces for development, and the applications built using these platforms inherently have user interfaces.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Most of the Low-code platform,generally aims to support and facilitate the creation of applications that comply with WCAG 2.1 AA and increasingly WCAG 2.2 AA.
• API: No
• Customisation available: Yes
• Description of customisation: Clients can customise all application aspects: business logic, data models, UI/UX, workflows, integrations, and reporting, ensuring alignment with evolving needs. Customisation occurs primarily via the low-code platform's visual development environment for rapid modification and new feature creation. End-users may also customise configurable elements like dashboards within deployed applications.

Scaling

• Independence of resources: We guarantee reusable assets / resources independence by deploying each client's Low-code solution into a dedicated, isolated environment. Resources are provisioned specifically for each client, ensuring their performance is not impacted by other users' demands. ; ; Our architecture supports independent scaling, and continuous monitoring proactively manages resource allocation to maintain consistent service levels for all users.

Analytics

• Service usage metrics: Yes
• Metrics types: We can provide comprehensive service usage metrics to help organisations monitor, manage, and optimise their applications. These metrics are crucial for understanding application performance, user behaviour, and overall system health. few examples are : Response Times, Throughput , Error Rate, Active Users, Transaction Volume, Uptime, CPU & Memory Usage etc
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

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: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Across low-code platforms, data export typically involves a few key approaches. Users can often export data directly from application interfaces into common formats such as CSV or Excel, providing immediate access to displayed information. For more tailored or complex exports, developers leverage platform-specific server-side logic to retrieve, format, and generate files based on business rules or user requirements. Additionally, these platforms universally support exposing APIs, enabling programmatic data extraction for seamless integration with external systems or automated workflows.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • XLSX
  • PDF
  • JSON
  • XML
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • XML
  • JSON

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • 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: Our guaranteed availability and associated SLAs are tailored to each client's specific requirements and deployment architecture, thus not applicable at this stage.
• Approach to resilience: Our service's resilience is built upon the inherent high-availability and disaster recovery capabilities of the underlying Low-code platform, which is designed with built-in failover, redundancy, and automated scaling. The platform's data centre setup (whether cloud or on-premises) incorporates multi-zone/region deployments and robust backup strategies to ensure continuous operation.
• Outage reporting: The service reports outages primarily through the Low-code platform's mechanisms. This includes status dashboards for real-time updates, automated email alerts to subscribed users and our operational teams, and APIs for integrating status information into our internal monitoring and incident management systems.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: We enforce strict Role-Based Access Control (RBAC) and Multi-Factor Authentication (MFA) across all management interfaces and support channels. Access is granted on a least privilege, need-to-know basis, with all activities securely logged and audited.
• 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: Deloitte’s Information Security Management System (ISMS) aims to define, implement, monitor, and continuously improve information security in line with ISO27001:2022 and Deloitte's standards. This ensures appropriate levels of Confidentiality, Integrity, and Availability of information while achieving strategic security objectives. These objectives are outlined in the Security Policy and ISMS Manual, aligning with the firm’s Ambition and Purpose. Confidentiality, Privacy, and Security objectives are set by the Security Partner, agreed upon with the Managing Partner for Quality, Risk & Security, and tracked annually. Deloitte’s cybersecurity framework follows industry standards (e.g., COBIT, NIST, ISO 27001:2022) and focuses on four domains: Secure (risk-focused controls), Vigilant (threat detection and response), Resilient (incident management and recovery), and Governance (policies and procedures). The Deloitte Business Security team, as the second line of defence, includes Governance Risk & Compliance, Data Privacy, Cyber Risk, and other specialised teams. The first line Cybersecurity function, led by the UK CISO, manages cyber and technology controls. A Data Protection Officer and Data Privacy team ensure compliance with data protection laws, with annual reviews reported to the Chief Risk Officer. Deloitte prioritises security through training, audits, monitoring, and disciplinary measures, embedding a culture of protection to safeguard client data.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Our configuration and change management processes are prioritised according to client needs, leveraging the low-code platform's integrated capabilities. All application components are automatically versioned and tracked across development, test, and production environments, providing a full audit trail and controlled deployment.; ; Changes are rigorously assessed for security impact. This includes automated platform-level checks for vulnerabilities and adherence to secure coding best practices. Code reviews and, for critical updates, dedicated security testing are performed before deployment, ensuring proactive identification and mitigation of risks.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Our vulnerability management process is integrated into the development lifecycle. Potential threats are assessed via continuous monitoring of the underlying platform's security advisories and industry threat intelligence. We also conduct regular automated security scans and code reviews on our applications.; ; Patches for identified vulnerabilities are deployed rapidly, leveraging the platform's streamlined deployment pipelines and controlled environments. Critical patches are deployed within hours or days, based on severity, following strict testing.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Upon detecting a potential compromise, our incident response team is immediately notified, initiating a predefined protocol for containment, eradication, recovery, and post-incident analysis. Critical incidents trigger a response within minutes, aiming for resolution within hours, depending on severity and impact. This proactive approach minimises disruption and ensures rapid restoration of service integrity and security.
• Incident management type: Supplier-defined controls
• Incident management approach: Our approach ensures rapid detection and resolution across the software development lifecycle. We identify issues through continuous automated monitoring and user reports submitted via client's JIRA instance or other agreed-upon ticketing tool. Yes, we leverage pre-defined runbooks and Standard Operating Procedures (SOPs) for common events, enabling swift, consistent responses, often with automation for initial diagnostics. Upon detection, incidents are triaged, categorised by severity, and assigned for immediate investigation and resolution. Fixes are thoroughly tested and deployed. During active incidents, real-time updates are provided via a LIVE Incident Dashboard. Post-resolution, a comprehensive report detailing root cause and preventative measures is shared.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

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 Assurance UK Limited
• ISO/IEC 27001 accreditation date: Tuesday 1 April 2025
• What the ISO/IEC 27001 doesn’t cover: The scope of the Information Security Management System is limited to the scope of Deloitte LLP and its subsidiaries in the UK, Gibraltar, Switzerland and Liechtenstein.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Wednesday 4 December 2024
• What the ISO 9001 doesn’t cover: The scope of the Quality Management System is limited to the scope of management consulting services delivered by the Technology and Transformation (T&T) Service Line of Deloitte LLP using the legal entity of Deloitte MCS Ltd. The scope of services includes, but is not limited to, the following offering portfolios: Enterprise, Technology & Performance; Human Capital; Customer; and Engineering AI & Data
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 078fca37-4815-4d81-88f9-985ed3a32ba6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 9cfeb0a7-5284-4efd-b8c6-a6fdd0d09dd6
• 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 publicsectorbidteam@deloitte.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.