SYSTEM C HEALTHCARE LIMITED

ChemoCare

ChemoCare is the UK’s leading electronic chemotherapy prescribing system, used by 80% of NHS centres. Experts in prescribing, scheduling, and administering Systemic Anti-Cancer Therapy (SACT), we use advanced technology to deliver safe, efficient treatment and comprehensive patient management across the entire cancer care pathway.

Features

• Single platform that supports accurate prescribing, preparing, and administering chemotherapy.
• Seamless, web-based access to treatment information – anytime, anywhere.
• Precise drug preparation with customisable worksheets and labels.
• Adult and paediatric oncology and haematology prescribing.
• Instant access to data, ensuring accurate and fully informed prescribing.
• Scheduling for treatment and ad-hoc interventions.
• Manages the treatment journey across multiple environments and cancer networks.
• Flexible and easily adapted to meet clinicians’ individual needs.
• Protocol configuration tools and sharing capability.
• Seamless data-sharing between clinical systems.

Benefits

• Improves clinical outcomes for cancer patients.
• Supports long term patient survival and chronic disease management.
• Chemotherapy prescribing is safer, quicker, and easier to use.
• Minimises treatment delays, wasted visits, and drugs.
• Paperless or paper-light workflows streamline processes and enhance care delivery.
• Standard regimen templates allow automated dose calculation.
• Protocols can be shared across multiple hospitals and care settings.
• Conditional branching, randomisation and multi-regimen protocols assist with trial compliance.
• The strongest deployment track record in UK healthcare IT.
• Comprehensive service delivery, support, and maintenance.

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 sales@systemc.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

331179116415818

Contact

David Haslewood
+44 (0)7407 731753
sales@systemc.com

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: System C operates a proactive maintenance approach to ensure service stability and security. Critical updates, including those addressing identified vendor vulnerabilities, are applied promptly following established change control processes. Planned maintenance windows are scheduled outside core business hours wherever possible to minimise disruption. Any constraints or temporary limitations during maintenance will be communicated in advance. The service is designed to remain highly available, and emergency patches may be applied immediately if required to protect system integrity. The provision of services is subject to System C standard Service Level Agreements (SLAs) and Warranted Environment Specifications (WES).
• System requirements:
  • Windows 10
  • Chrome/ Edge (Chromium)/ Safari
  • 1 x dual core 3Ghz
  • Minimum 1280 x 1024 capable display (1920 x 1080 preferred)
  • 8GB RAM
  • 20GB free disk space
  • Microsoft Word 2013+
  • .Net 4.8

User support

• Email or online ticketing support: Yes
• Support response times: Our team aims to provide a consistently prompt and reliable service. On average, we respond to queries within 30 minutes during core operating hours. For critical system issues, we have an immediate escalation process in place, and these are typically acknowledged and actioned within one minute to minimise any impact on clinical or operational services.; ; Weekend support is optional depending on customer requriement. Critical incidents continue to receive rapid attention. ; ; Overall, our priority is to ensure that all issues, particularly those affecting patient care, safety, or our systems are handled as quickly and efficiently as possible.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: System C's ChemoCare Helpdesk provides support via email and telephone, utilising a ticketing system. We offer a standard support service within normal working hours, with an agreed Service Level Agreement. An incident can only be closed once resolution has been confirmed by the customer. Excluded from the time to resolve an incident is any time during which the issue is with the customer, a third party, or when an agreed code fix is being provided. Each customer is allocated an Account Manager and a Service Delivery Manager who have access to technical, cloud, or other support resource as required. On-site support is not usually needed but may be chargeable if required.; ; - SLA 1: Maximum Response - 1 hour; Maximum Resolution - Further 8 hours. ; ; - SLA 2: Maximum Response - 2 hours; Maximum Resolution - Further 16 hours. ; ; - SLA 3: Maximum Response - 4 hours; Maximum Resolution - 24 hours or next scheduled release ; ; - SLA 4: Maximum Response - 4 hours; Maximum Resolution - Further 76 hours or agreed release.; ; - SLA 5: Maximum Response - 1 hour; Maximum Resolution - Non-contracted incident.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Users are supported with a comprehensive training programme that ensures users know how to configure, test and use the system. The training is provided remotely or on site. On going competence is supported by e-learning and on line help is available at all times
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Depending on the component/function in question, System C offers the following services:; • For some solutions, all data held within the system, except for letters and scanned images, is made available for the customer to extract via existing Business Intelligence tools.; • For other solutions, a data extract is provided in an agreed format.
• End-of-contract process: System C works with the customer to produce a high-level Exit Strategy document and Exit Plan which details the methodology for data/service transition from the system. This will be actioned at the end of the contract. These documents would be expected to include:; ; • The management structure to be employed at contract end.; • Detailed description of both the data and service transfer/termination processes.; • Scope of the services to be provided at contract end.; • Any charges payable for the provision of the Termination Service.; ; System C's standard approach towards the extraction of data at the end of the contract is to ensure that the customer has the tools and access to the data, such that the customer has the capability of extracting its own data without automatic recourse to System C. We will provide support to the customer in performing any such extraction activities, and if required, we will be happy to provide services to more actively assist the customer in undertaking these tasks. This would be at additional cost and a quote for this would be provided by System C.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The Chemocare application operates within a web browser, and so there is no difference between use in mobile and desktop devices. We do recommend that system configuration is carried out on a desktop.
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: No
• Customisation available: Yes
• Description of customisation: The degree to which customers can customise the ChemoCare functions depends upon which components/functions of the service they are implementing. Examples of items which can be configured include (but are not limited to):; ; • System parameters which influence the behaviour of workflows or integrations.; • Free text fields.; • Lookup tables and values, and dropdown lists.; • Reports and dashboards.; • Role Based Access Control (RBAC) permissions.; ; Some elements are designed to be configured by the end-user; others can only be amended by System Administrators with the appropriate access rights.

Scaling

• Independence of resources: Services are based on flexible and scalable server designs layered onto virtualisation technologies. This allows horizontal and vertical scaling to be implemented as required. All services are built from multiple servers, so appropriate levels of scaling can be applied to specific areas to ensure application performance is maintained. Most services delivered are from logically separate servers per customer, ensuring that there is no impact between competing needs of different customers. Where applications are multi-tenanted, multiple design features prevent the impact of one user population upon another. We monitor all services proactively to anticipate and prevent problems before they occur.

Analytics

• Service usage metrics: Yes
• Metrics types: The service metrics used will depend upon the component/function purchased. Typically, they will include:; • Service availability (uptime).; • Service incident response and resolution times.; • Service performance.; • Recovery Point Objective (RPO)/Recovery Time Objective (RTO) timings for disaster recovery.
• 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: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest: Physical access control, complying with another standard
• 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:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: We will prepare the data for take-off, and if required provide additional conversion services, as an additional service. As standard, exported data from the system is made available in the structures already defined within the Business intelligence solution. We will provide support to the customer in performing any such extraction activities, and if required, we will be happy to provide services to assist more actively with undertaking these tasks. This would be at additional cost and a quote based on scope of service for this would be provided by System C.
• Data export formats:
  • CSV
  • Other
• Other data export formats: Custom data template for exporting protocol definitions.
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Custom data template for importing protocol definitions.
  • Extensible Markup Language (XML)

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: 99.5%. Please see the Terms and Conditions document for the Service Level Availability criteria and Service Credit information should the guaranteed availability levels not be met.
• Approach to resilience: The service is designed with resilience as a core principle. Hosting is deployed within secure, high-availability environments, whether public or private, to ensure continuity and reliability. The infrastructure incorporates redundancy across multiple zones, reducing the risk of localised failures. In addition, geo-redundant backups are maintained across separate data centres to provide robust disaster recovery and protect data integrity.; ; Automated failover mechanisms, continuous monitoring, and scalable resources are in place to maintain service availability during unexpected events. These measures are supported by enterprise-grade observability tools, delivering real-time performance monitoring and alerting, alongside integrated application telemetry to enable early detection and proactive intervention.
• Outage reporting: Our service uses a proactive approach to outage reporting and incident management. All outages are recorded as part of our formal incident management process. If a problem is detected, the service desk promptly informs customers through agreed communication channels. To enhance early detection, we employ enterprise-class observability via LogicMonitor and application telemetry through Vilico. These tools are fully integrated into our infrastructure, providing real-time visibility into system health and performance. This integration enables engineers to identify anomalies and potential issues before they escalate, allowing for rapid intervention and minimising service disruption. Currently, outage notifications are delivered directly to customers by the service desk rather than through a public dashboard or API.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access and security features implement login and password policies via integration with Active Directory (AD). Role Based Access Control (RBAC) capabilities further restrict logged-in users' access to data and functionality. Remote access via the internet would be expected to be facilitated via a customer’s managed Virtual Private Network (VPN). Therefore, the security architecture of the system would not be any different than on the customer's local network. The software will require all users to be configured and for the usernames to match the customer’s AD accounts that control security.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: System C adopts a proactive approach to quality and security management consistent with the broad principles of the ISO/IEC27001 series, ISO 9001, Information Technology Infrastructure Library (ITIL), and industry leading practices. System C proactively identifies the industry and customer related legal and/or regulatory security requirements and incorporates these into the Integrated Management System: Information Security Management System (ISMS). Compliance is monitored by external and internal audits, security monitoring, and process reviews. All personnel, whether employees, contractors, consultants, or visitors, are required to comply with the quality and security guidelines, procedures, and mechanisms, and to confirm compliance annually to ensure that the security guidelines, procedures, and mechanisms are observed in the performance of the company's activities.; ; System C has a Data Protection Officer & Head of Information Governance who manages the board level information governance strategy for the organisation, as well as the day to day activities of the Information Governance Department, ensuring ongoing compliance.
• 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: System validation follows the requirements of ISO13485, where component changes are validated in a controlled test environment. The evidence for this is documented on internal systems. Summary evidence of changes are made available to our customers and full support for customer validation prior to go live is supported. Security is assessed following an internal policy.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: System C subscribes to multiple vendor, supplier, and government (i.e., NHS Digital CareCERT) security advisory emails. All advisories are assessed for risk and applicability to our technology and services, and remedial action (as required) is scheduled accordingly based on this assessment. Routine patches are typically applied quarterly, with any deemed higher risk applied outside of normal cycles (as required based on the risk assessment).
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We employ a comprehensive protective monitoring process using a Security Information and Event Management (SIEM) platform integrated with threat intelligence and telemetry. All activity is continuously monitored by our dedicated 24/7 Security Operations Centre (SOC), enabling rapid identification of potential compromises. When an anomaly is detected, incidents are immediately triaged, containment measures applied, and root cause analysis initiated. Critical incidents are addressed within minutes, ensuring swift mitigation and minimal impact on service availability.
• Incident management type: Supplier-defined controls
• Incident management approach: System C’s Incident Management Process is part of an Information Technology Infrastructure Library (ITIL) v4 Framework with a risk-based approach. Users report incidents using our ITIL-aligned IT Service Management (ITSM) tool, Jira.; ; The Service Desk has full online capabilities for raising, recording, and monitoring issues, including real-time Service Level Agreement (SLA) management.; ; Pre-defined processes are established for major incident, clinical safety, or system down events which trigger internal business alerts to ensure the correct teams are on hand.; ; Users can view the progress of any issue online with real-time updates. Monthly reports can also be provided to the customer.
• 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: Yes
• Connected networks: Health and Social Care Network (HSCN)

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: NQA
• ISO/IEC 27001 accreditation date: Friday 25 October 2024
• What the ISO/IEC 27001 doesn’t cover: The scope of System C's ISO27001 and ISO9001 certifications cover the following aspects: 'Activities included and associated with the design, development, installation and support of IT based hospital management systems and Social Care settings, together with associated customer training. The supply of professions services and IT resources to the Healthcare and Social Care sectors including consultancy, feasibility studies, project management, development, installation, test, commission and training of end users'. Aspects external to this fall out of scope.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA
• ISO 9001 accreditation date: Tuesday 13 February 2024
• What the ISO 9001 doesn’t cover: The scope of System C's ISO27001 and ISO9001 certifications cover the following aspects: 'Activities included and associated with the design, development, installation and support of IT based hospital management systems and Social Care settings, together with associated customer training. The supply of professions services and IT resources to the Healthcare and Social Care sectors including consultancy, feasibility studies, project management, development, installation, test, commission and training of end users'. Aspects external to this fall out of scope.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 8d227f48-cb37-45e5-9544-fc4f6951036a
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: C9579ca1-0492-425a-8e4b-b9b63d2fdfdf
• 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 sales@systemc.com. Tell them what format you need. It will help if you say what assistive technology you use.