SAGACITY SOLUTIONS LTD

Debt Management Platform

Expert consulting, to design, optimise and implement resident data strategies. Assessing data maturity and performing gap analysis, identifying improvements for better risk, financial vulnerability profiling and customer management, analytics capabilities and operational effectiveness. Including cleansing, matching, normalising / deduplicating data for utilities, local government and housing association transformation projects

Features

• Debt visualisation covering roll rates, cure rates, and payment analysis
• Modular data intelligence to support increased engagement and collections
• Gap sites, occupierID, and residency validation identifying liable parties
• Prioritisation engine balancing recovery potential with vulnerability protection
• Campaign allocation distributing prioritised accounts to collection agents
• Self-service platform for independent debt analytics
• Cloud-based deployment with automated daily campaign file generation
• Interactive dashboards revealing debt patterns and root causes
• Propensity modelling predicting payment behaviour and response likelihood
• Performance tracking measuring agent productivity and debt processed

Benefits

• Data-driven collections strategy maximising recovery and compliance
• Improved customer experience through appropriate treatment paths
• Increased collection rates with reduced bad debt write-offs
• Operational efficiency eliminating wasted contact attempts
• Regulatory compliance protecting vulnerable customers systematically
• Single debt view linking live accounts with final bills
• Revenue recovery through occupier identification and forwarding addresses
• Faster resolution with validated contact details
• Evidence-based decisions with payment propensity scoring
• Optimised DCA allocation based on account characteristics

• 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 enquiries@sagacitysolutions.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

133294928265018

Contact

Adrian Gaughan
020 7089 6400
enquiries@sagacitysolutions.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
• Multi cloud support: No

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: Microsoft Dynamics, Databricks, etc
• Cloud deployment model:
  • Public cloud
  • Hybrid cloud
• Service constraints: No current service constraints
• System requirements:
  • Tech agnostic
  • We are flexible in meeting your requirements

User support

• Email or online ticketing support: Yes
• Support response times: Response times are 9:00am to 5:30pm Monday to Friday but additional support could be stood up if required.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: No
• Support levels: Support prerequisites are consulted and agreed upon based on client business requirements
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: In order to ascertain the precise configuration of their solution, Sagacity collaborates with clients to establish and verify their application needs. The agreed upon delivery methodology and the particular requirements of the solution will determine the onboarding and offboarding procedure. This procedure usually entails knowledge transfer and documentation tasks
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Sagacity may help the client by organising and carrying out cloud-based exit initiatives. Data is transferred to the customer via encrypted means, Dashboards, or it is deleted in accordance with GDPR regulations and the terms of the client contract. This might be decided upon during project planning to satisfy the buyer's needs.
• End-of-contract process: Each contract definition includes contract exit alternatives, which are reviewed with the client at the beginning and conclusion of the agreement to make sure that any legislative requirements that were in effect at the time may be taken into consideration. There can be extra fees to compensate the difficulty of fulfilling the client's expectations, depending on the amount of extra labour needed.
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: EN 301 549
• API: Yes
• What users can and can't do using the API: A RESTful API users can submit requests to perform a variety of data cleansing operations on consumer and business data using industry leading reference files, including but not limited to:; - Data Enhancement – Hundreds of individual, household and postcode level attributes, age append, telephone number append, etc; - Geographic functions such as perform a radius calculation on a postcode or nearest to calculation on a single/list of postcodes; ; Supports single or batches of records in a single request using REST (JSON/XML) or SOAP.; Requests up to 1,000 records can be submitted synchronously, over this asynchronous requests are enforced.; ; Ability to retrieve matching statistics before committing to purchasing results.; ; Requests can be grouped together using a Project Name, enabling the invoice to be split for easier identification processing and billing.; ; Specific logic/services can be added to the API, controlled either on an account by account basis, or using the IntegratorKey to identify required functionality for the operation.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The Sagacity Online platform is a standard self service for clients to use. Should you require any additional and/or specific service, customisation requirements are agreed separately with Customers in line with their requirements

Scaling

• Independence of resources: Our platforms and infastructure is capable of handling hundreds of millions of records so scaling is rarely needed; ; However we have multiple technical departments which are capable of scaling up infrastructure to handle larger requests where needed

Analytics

• Service usage metrics: Yes
• Metrics types: The platform provides detailed usage, and where applicable, covering user and service-based usage. These are delivered within the platform is dashboards and reports and can be exported to standard formats.
• Reporting types:
  • Real-time dashboards
  • 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: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• 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
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Data from the platform can be accessed directly via the end user and data can be allowed to be exported/imported to/from standard formats based on configured limits and access control policies. Data can be exported/imported to/from a variety of standard data protocols including APIs, SFTP, HTTPS. Likewise, native support for standard data formats is provided including CSV, JSON, XML, with extensible support for proprietary formats like Excel.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • Ecel
  • XML
  • JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • JSON
  • XML
  • Excel

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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Sagacity collaborates with clients to identify appropriate service levels, ensuring that the hosted and managed services meet their needs. We ensure that the appropriate underpinning contracts and Operating Level Agreements (OLAs) are in place in order to guarantee that we can supply the necessary levels of availability. We promise that during business hours, the service will be accessible 99.9% of the time. Over the past two years, our availability has comfortably surpassed 99.5%. We welcome the opportunity to discuss different cloud deployments and designs for use cases that need stronger availability guarantees, at an extra cost.
• Approach to resilience: No single hardware component is required because all cloud resources are virtualized. The availability of the underlying infrastructure is 99.999%. To reduce service expenses, all service components are typically deployed in a single availability zone. Because each client deployment is managed as a distinct cloud instance, any behaviour that affects one client deployment's performance cannot influence any other client deployments. Every day, a daily backup of all client data is performed to provide extra security against potential losses, data corruption, and service outages. Apart from the single zone service, multi zone availability is also a possibility, albeit at an extra expense, in which all service components are replicated at a second site. Primary or single zone hosting is typically situated in the UK or EEA.
• Outage reporting: Incidents impacting services are emailed to the client's primary contacts. Incidents that impact service comprise not just service outages but also any observation of decreased service performance or absenteeism. Only a report of the observation may be included in the initial emails. Notification of the complete restoration of services, an estimated time frame for restoration, or more information on mitigations or workarounds will all be included in follow-up emails. Additionally, since the emails are sent by a client support team that can reply to requests for more information—rather than "no-reply" mailboxes—the assigned Sagacity Service Delivery Manager contacts customers proactively when necessary to request more information or assistance. Sagacity creates personalised online spaces for clients.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Username or password
• Access restrictions in management interfaces and support channels: SSO and support for SAML based identity providers providing common access controls such as MFA; VPN support; RBAC access controls
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • 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
  • Other
• Other security governance standards: Cyber Essentials and Cyber Essentials Plus
• Information security policies and processes: No controls or management clauses are excluded from ISO27001/2022 certification . All policies and processes are followed. Sagacity Solutions are audited by BSI annually and non-conformance of policies and procedures are raised as incidents and thereafter an investigation is started. Sagacity ensure policies are followed by informing staff of the importance of information security and regular training and updates on policies are carried out. Sagacity have a Information Security Governance Team who meet bi-weekly to discuss Information Security within the business and any external risks that may affect the business. Here concerns are raised for any project undertaken and discussed in depth.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: The ISO27001 standard is recognised for component lifecycle management, which includes safe destruction and storage overwrite. Service software is built using pre-existing (open source and commercial) software components, is only downloaded from the official repository, and is security-checked before usage. All version numbers and change dates are noted in the service deployment checklist. Reviewed for new or modified features or capabilities, as well as internal software library requirements, are planned infrastructure or software changes. Configurations are modified as appropriate to eliminate pointless new features or reduce any further security vulnerability.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: In order to stay informed about new risks, we keep an eye on vendor and security researcher blogs as well as vulnerability feeds. Next, we examine the possibility of affecting service and, if so, establish the likelihood and severity of the impact. We develop a mitigation strategy based on our assessments, which can involve an upgrade that is planned, an emergency upgrade, or a modification to operation procedures. After assessment and planning, operational modifications and emergency enhancements are implemented as quickly as is reasonably possible. The standard upgrade or patching cycle accommodates planned upgrades.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Potential security issues can be easily identified, categorised, and analysed with the help of system event monitoring. All security-related incidents are categorised as having a significant impact on services, escalated appropriately, and dealt with right away. Depending on the type of infiltration, several methods and procedures are used to reduce the impact and restore service integrity. Additional information is provided upon request.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: Employees are made aware of the procedure to raise incidents and report them, regardless of their perceived scale to the individual. Incidents must be managed following the process defined. Incidents are recorded, analysed and reviewed by a member of the ISMT. Business Impact analysis decisions made during the incident, any approvals associated with containment and eradication measures and resolutions and lessons learned from any incidents are recorded in detail for future reference and verification.Incident classification of has been devised as part of the Incident Management process.
• Post-quantum cryptography secure: Yes

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: Yes
• Description of free trial: Free access to Online and Audits for data quality
• Link to free trial: https://online.sagacitysolutions.co.uk

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: Thursday 5 October 2023
• What the ISO/IEC 27001 doesn’t cover: All clauses and controls included in certification
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 80fd9d49-e271-459f-a745-33ccc1fb9171
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Fb9694e6-34de-4b90-a7ed-d65dc5f66dea
• 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
    • 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
    • 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

  • 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 enquiries@sagacitysolutions.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.