PPL Innovate

PPL Innovate Digital Platform: Umbraco CMS for Public Sector websites

The PPL Innovate Digital Platform is a content management web solution, based on Umbraco, with a range of PPL tools and features specifically designed to deliver highly effective, standards-compliant websites.

Features

• Suite of accessible, mobile-responsive page templates
• Customisable features to reflect organisational branding
• Events calendar and booking
• Secure, ISO27001-compliant hosted platform
• Page owners and alerts to ensure current content
• Advanced site search
• Based on Umbraco CMS
• Built-in page reporting
• Various content blocks to provide flexible formatting

Benefits

• Three tiers of service, depending on budget and requirements
• Highly secure and standards-compliant platform
• Simple, clear pricing
• Industry-leading, open source CMS, extended to support UK public sector

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 kwilson@peopleplaceslives.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

474890281841831

Contact

Kate Wilson
03300 582 694
kwilson@peopleplaceslives.co.uk

About your service

• Service categories:

  Applications

  Content workflow and management

  Persuasive content management

  • Website Software
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: Not applicable
• System requirements:
  • Application is hosted on the PPL Cloud
  • Users require a browser (see browser list below)

User support

• Email or online ticketing support: Yes
• Support response times: Issues are responded to during working hours, according to priority:; Priority 1 - 15 minutes; Priority 2 - 30 minutes; Priority 3-5 - 60 minutes; ; While our team respond to system issues outside of working hours, our team typically only respond directly to customer tickets during working hours.
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Support services are agreed with clients on a case by case basis, dependent on requirements. All clients are provided with a named Account Manager and Support Manager who will manage the commercial relationship and support on behalf of the customer.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: PPL Innovate will provider onsite training, online training, online system documentation and electronic copies of training documentation for unlimited reproduction.; ; Some support contracts provide full user support, in addition to technical support.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Many elements of data can be exported from the system directly in CSV/XLS/PDF format. PPL Innovate can also provide a CSV/XLS/PDF of any other client data held by PPL Innovate on the solution.
• End-of-contract process: As standard, PPL Innovate will include an exit meeting, one day's handover and decommission and destroy client data. We would be happy to tailor this process, according to requirements and would quote accordingly.
• Documentation accessibility standard: WCAG 2.2 AA

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: Yes
• Differences between the mobile and desktop service: The service is built using responsive technologies that will work across all popular devices. The service will therefore automatically display differently on mobile devices using appropriate reformatting and functionality.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service interface is delivered via a web browser. The interface has been developed to be responsive (works across PCs, mobiles and tablets), accessible (complies with WCAG AA Accessibility standards) and cross-browser compatible (works across most popular web browsers). The interface is very intuitive and has undergone extensive usability testing, plus there is no requirement for users to download any code or plug-ins.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: The interface has been tested extensively with users of assistive technology, including our lead accessibility tester, who is disabled and uses assistive technology on a daily basis.
• API: Yes
• What users can and can't do using the API: Extract and exchange data between systems. Subject to separate commercial agreements.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Almost all elements of our service can be customised, including features, service levels and support arrangements. Please contact us to clarify your requirements, after which we will issue a quotation for the service specified.

Scaling

• Independence of resources: The PPL Innovate cloud make use of resource management within the virtualisation platform to allocate dedicated resource to each virtual resource within the cloud. These resource are actively monitored by the PPL Innovate technical team and managed to ensure smooth demand management.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics are provided through a combination of anonymous user data from Google Analytics and application/server generated information, such as uptime and transaction value.
• 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: Other security clearance
• Government security clearance: Security Clearance (SC)

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: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• 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: Many data elements can be exported directly from the system in CSV/XSLX/PDF format against the particular function on the system. In addition, bespoke export feeds can be created and provided via e-mail/ftp/sftp or other secure mechanism, as required by the client.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • XML
  • XSL/XSLX
  • PDF
  • JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • XML
  • XLS/XLSX
  • 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)

Availability and resilience

• Guaranteed availability: 99.95% availability is standard, SLAs are tailored to each customer and appropriate service credits are issued based on the SLA targets meeting availability.
• Approach to resilience: Datacentre resilience information is available on request
• Outage reporting: Our service is monitored 24x7 by an automated monitoring service, which generates SMS and email alerts to our Service Support team. Customers can opt into service alerts, on request.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Management interfaces are typically only accessible internally by PPL Innovate within our network. Where clients need access to the management interface directly, it will typically require a secure IP restricted access and other security measures agreed with the client (e.g. certificates or VPN). Access to the interface is by secure username and strong encrypted password or via integration with 3rd party identity solutions e.g. ADFS/ForgeRock/WS02. The support tools are restricted based on agreed personnel who can raise support tickets and have a secure username and password to access.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • 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: At least 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: PPL Innovate have a dedicated corporate Information Security team and a CISO responsible for monitoring and managing security across the organisation. Within each business unit, a dedicated security expert provides local management and control. PPL implement mandatory annual training via eLearning tools to ensure staff are aware of all key security policies. A range of tools including SCCM are used to monitor and audit all devices on the network (both local office and hosting infrastructure). As part of our standards compliance, security controls are audited by a number of external auditors and clients on a regular basis.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: The purpose of the PPL Innovate change control process is that any requested changes are understood and that their impact is recognised by all of the parties affected by the change.; ; The main Components of the change control process are:; • Documented channel through which a change is requested; • Change impact analysis; • Change Advisory Board (CAB) to assess change and recommend action; • Prioritisation and scheduling of the change, relative to other changes; • The development / implementation of the change, including testing,; • Updating of records to incorporate the change; • Management reporting (throughout)
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: All threats are reviewed by the corporate security team and reviewed with the business unit security experts. This will also include review and advice with the vendor, if appropriate. Information on threats from 3rd party services PPL subscribes with, vendor notification and other public sources. Patches are deployed on a severity basis as soon as relevant testing is complete or in line with vendor recommendations. Critical patches will be deployed immediately where a known active exploit is identified.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: PPL Innovate have a number of hardware and 3rd party solutions that monitor both the internal and external elements of the network and advise on possible threats. Audit logs are maintained at hardware and software level for internal analysis and by 3rd party services, which actively advise on potential issues. All potential threats are reviewed by the corporate security team and reviewed with the business unit security experts. This will also include review and advice with the vendor, if appropriate. Patches are deployed on a severity basis as soon as relevant testing is complete or in line with vendor recommendations.
• 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: PPL Innovate operate an ITIL based incident management process with documented procedures for common incidents. Users can report incidents through our online customer service portal. They can also monitor the status of the incident through the portal and receive e-mail/SMS updates. Incident reports are provided through the portal as part of closing each incident.
• 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: 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: Citation
• ISO/IEC 27001 accreditation date: Friday 11 October 2024
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Citation
• ISO 9001 accreditation date: Friday 10 May 2024
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: E56efa98-92a0-4490-b52c-4e19179aa78f
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: F06238e0-7d75-48e8-84a2-3fb1a581f01f
• 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
    • 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
    • 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
    • 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
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • 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 kwilson@peopleplaceslives.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.