Holly Health

Holly Health Habit Coach

Digital health coaching app, driving personalised behaviour change, for most lifestyle risk factors and major long term health conditions. Evidence-based psychological science and data-driven technology. Helps people check in with health & goals, then build new mental and physical health habits (from 100+). Uses AI coaching notifications, health-education, and PREMS/PROMS.

Features

• Digital health wellbeing coach with personalised habit-forming behaviour change
• 100+ habits to choose - nutrition, eating-psychology, exercise, sleep, mental-wellbeing
• Progress tracking - mood, weight, energy, blood pressure, HbA1C
• Technology daily nudges, reminders and motivational prompts
• Online content library to educate and support behaviour adoption
• Chatbot for self-reflection and CBT-based exercises
• Adaptive coaching using machine learning based upon CBT Neuroscience
• Video content for meditations, guided exercises routinues
• Sleep habit, training and improvements
• Weight-management and exercise goal setting

Benefits

• Preventative population level for physical and mental health self-management
• Health outcomes focused using clinically validated metrics
• Cost effective health coaching technology compared to human coaches
• Simple set-up and deployment in 30 minutes using existing tools
• Pre-programmed decisions informed by psychologists, nutritionists and NICE guidance
• Adaptable and iterative interface and personalised experience
• After 8 weeks 4.13kg weight loss; 30% reduction GP use
• High service engagement (>3 times/week), >50% retention after 30 days
• 19% average improvement in exercise, 10% improvement in sleep hours
• ONS4 Satisfaction: 29.06% average improvement

• Education pricing available
• 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 hello@hollyhealth.io. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

639645708764706

Contact

Grace Gimson
07891339683
hello@hollyhealth.io

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  AI software services

  • Personalize AI Software Services
• 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: Holly Health is strategic partner with Patients Know Best, which provides a secure digital platform that gives patients control over their own health records, enabling them and authorised clinicians to view, share, and manage information across organisational boundaries. ; ; users can access via the NHS app.
• Cloud deployment model: Public cloud
• Service constraints: Our service does not require formal maintenance times.
• System requirements:
  • End users require internet access to use most features
  • Ongoing coaching requires a smartphone - Android or IOS
  • But wellbeing checks accessed via web browser or internet

User support

• Email or online ticketing support: Yes
• Support response times: Within 48 hours (excluding weekends and bank holidays)
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: No
• Support levels: For users the level of support is through generic email with response available Monday to Friday 9am-5pm. ; ; For customers they will have an account manager who is available daily on weekdays. Customers also have access to the hello@hollyhealth.io, available daily on weekdays at no additional cost. A reply will be received within 24 hours >95% of the time. Average response time is under 4 hours. Technical support will be available by escalation if there is a technical query. ; Downtime: If for any reason the service goes down as a result of a technical failure, we have a 24 hour SLA (service level agreement), aiming to be up and running again within that timeframe over 95% of the time.; ; For customers the support level for service access and basic data reporting package in inclusive of the pricing packages. If technical integrations are required, there are additional 'one-off' fees which includes the technical support level.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: End users:; - Web pages / flyers detail what the service is and who it is for.; - Provided with sign-up link via text message, email or QR code which takes them to bespoke landing page to easily create their account and register on a mobile or desktop.; Registration uses the automated chatbot interface for all steps e.g. reviewing / agreeing privacy policy and terms of use; habit changing goal etc. ; - Onboarding process features clear explanation of the coaching process, including wellbeing check, goal setting, habit setup. ; - Ongoing service includes an in-app feature walk through; personalised nudges and notifications. ; - Help / guidance through animated YouTube videos via our website (without the need to create an account) and in app once registered. E.g. 10 minute video on how to get started.; - The website FAQ section gives additional onboarding advice and in case of any difficulties, users are frequently given support email with quick responses.; ; Partners:; - Training for NHS and local authority teams, including an always-on web portal with staff information and videos; - Training calls (online via Teams) available for key people such as those roles directly inviting patients (e.g. social prescribers)
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats:
  • Web-based
  • YouTube videos
• End-of-contract data extraction: When a contract has ended, the local population group will cease to receive free access to Holly Health (however each user’s access will only end after their initial 9 or 12 month access has completed - depending on the agreed length of access per person). ; ; User data can be extracted via the user PDF data export (available in the app) or via request to Holly Health using hello@hollyhealth.io. Individual user data is deleted within 24 months of user inactivity. As part of our metric reporting, aggregated data is provided throughout the contract and remains available to the partner for at least 12 months after the end of the contract. If a custom data setup involves transfer of individual data then data will be transferred before end of contract.
• End-of-contract process: At the end of contract the defined cohort of users will cease to receive free access to Holly Health, note that individual user's access will only end after the agreed length of access has finished.; ; Aggregated data remains available to the partner for at least 12 month after the end of a contract. If a custom data setup involves transfer of individual data then data will be transferred before end of contract.
• 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: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Other
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: There are no differences between the mobile application and the web-based browser service.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Users are required to set up an account through our registration process via app or web page to start using the service. ; ; Services uses conversational interfaces (chatbots) for onboarding as well as the ongoing service. This means the user converses with the Holly Bird through a chat flow. Messages and replies are sent based on pre-programmed decisions, which have been designed by a team of psychologists, nutritionists and health instructors. ; ; Uses an intuitive UI for easy navigation around their 'today', progress, chat, experiments and discovery pages.; ; Partner data dashboards via online webpage or PDF exports.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Holly Health has been developed to be accessible for ALL people to use. For example, our healthy ageing project delivered in partnership with Lewisham & Southwark Age UK and funded by Innovate UK was driven by user-centred design working with 70+ people (some who use assistive technology) to co-design the Health Ageing service.; ; Over 400 user interviews have explored usability with a diverse of adults of varied ages, medical conditions, ethnicities and neurodiversity. ; ; Iterative improvements have been made over 5+ years including improvements to the interface through gathering feedback, collaboration and taking iterative service improvements. Outcomes included stronger contrasts for better readability, button tweaks, streamlined navigation, creation of user guides and introducing our web-based platform.
• API: Yes
• What users can and can't do using the API: Holly Health Habit Coach can be used in a white label format via APIs, to position features inside external partner apps.; ; This is set up via a white label collaboration, changes can be individually negotiated - standard changes can be applied to the look and feel as well as PREMS and PROMS used.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: End users can personalise their experience via: ; ; - Goal selection; - Option of short or long signup; - Habit selection (access to 100+ habits); - Interactions with the service help dictate the AI notifications personalisation; - Chatflow responses including PREMS/PROMS questionnaires help ongoing personalisation; ; Partners buying the service for their residents / patients are able to customise to their specific requirements including: ; ; - Look and feel (via white label service); - Cobranding; - PREMS/PROMS; - Outcomes dashboards using aggregated data ; - Custom signup URLs for cohort or condition tracking, geographical, GP practice level ; - Data interoperability approaches; - Personalisation for certain health conditions e.g. hypertension, anxiety / depression etc.

Scaling

• Independence of resources: The service is developed for scale and can handle up to millions of users simultaneously. We work with trusted partners and techniques which are flexible and adaptive to scaling needs (i.e. AWS).

Analytics

• Service usage metrics: Yes
• Metrics types: On sign up funnel metrics by GP practice or geographical level (steps from registration to active ongoing users). ; ; Engagement by aggregated data - active users, usage within the app e.g. habit completions, check-ins, viewing of videos / articles, specific health behaviours adopted, blood pressure, HbA1c, weight tracking (when applicable). ; ; Progress metrics at baseline compared to weeks 8 and 12 and 26 across physical activity, nutrition, relationship with food, sleep patterns, mood and stress management and motivation to change. Service acceptability is also measured quantitatively through email surveys and qualitative through user interviews
• Reporting types:
  • API access
  • 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: None

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: 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 CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: End user data can be extracted via the user PDF data export (available in the app), or via request to Holly Health using hello@hollyhealth.io.; ; Aggregated data is provided throughout the contract for partners. ; ; If a custom data setup involves transfer of individual data then data will be transferred before end of contract.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • Other
• Other protection between networks: The solution runs mainly as a standalone service, with only aggregated data reporting (via webpage and PDF exports). In some partnerships, user-specific data is transferred via API - in this case TLS approaches are used.
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: SLA Matrix: ; Critical query: Expected response within 6 hours >95% of the time; High priority query: Expected response within 6 hours >95% of the time; Standard query: Expected response within 24 hours >95% of the time; Downtime: If for any reason the service goes down as a result of a technical failure, we have a 24 hour SLA (service level agreement), aiming to be up and running again within that timeframe over 95% of the time.; ; In the event of disaster, AWS stores safe backups and we are able to easily revert back to previous versions of the service. We also have thorough testing procedures to avoid risk of disaster.
• Approach to resilience: Operational resilience is based around the reliable AWS lambda platform. Additionally, AWS achieve resilience through geographic and hardware redundancy, multi-layer power and network backups, automated recovery mechanisms, and robust operational procedures. ; ; Data backups are handled by MongoDB Atlas (https://www.mongodb.com/atlas/database)
• Outage reporting: Major service outages (longer than 5 hours) are reported by email to customers with live updates until service is restored.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Role-based access control - Access to all management interfaces and support channels is restricted based on user roles and responsibilities. As detailed in our DPIA, only certain teams have access all controlled via Holly Health Google Account linked multi-factor authentication.
• Access restriction testing frequency: At least once a year
• Management access authentication: Multi-Factor Authentication (MFA)

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: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get 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: Holly Health is DTAC approved. The policies and processes followed in line with relevant UK legislation include: ; ; - Cyber Essentials PLUS - date of certification 2025-02-06; - ORCHA certified achieving 90% ; - DSPT standards achieved and up to date. ; - For all NHS / local authority deployments we undertake our standard DPIA.; - Registered with ICO - ZA775880; ; Governance - We have a nominated Data Protection Officer provided by Ametros Group Limited email - dpo@ametrosgroup.com; all staff have annual refresher information governance training and all new starters have training in line with GDPR, DTAC and Cyber Essentials Plus standards. ; ; Through our regular team meetings we inform, educate and constantly develop our approach to data processing, protection and service enhancement. All staff have clear roles and responsibilities - each team member understands their obligations when it comes to data protection, security and user confidentiality. We regularly update our processes, documentation, annual training, and reporting to keep up with standards and obligations). The Chief Product Engineer and external DPO report to the CEO, with regular communication and updates.
• 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: Changes are documented in compliance with UK medical device standards, including documenting design changes, app updates changes, security changes, infrastructure changes, team access changes.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We use a risk-based assessment approach to prioritise vulnerabilities based on their potential impact on our specific environment.; ; - Continuous Scanning: ; Use automated tools to scan codebases for known vulnerabilities.; ; - Scoring: When a vulnerability is identified, we assess it using the CVSS (Common Vulnerability Scoring System) score; ; - Infrastructure Audits: Annual external pen testing; ; Patch Deployment Timelines; We follow a tiered SLA (Service Level Agreement) for patching, ensuring most critical risks are addressed immediately.; ; Patches are first deployed to a Development, then Staging environment for testing ; ; We maintain awareness of the threat landscape by subscribing to authoritative feeds.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We identify compromises through centralised logging and automated alerting. These systems detect anomalies such as brute-force attacks, unauthorised API calls, or unusual data egress.; ; When a threat is detected, we trigger our Incident Response Plan: isolating affected assets, revoking compromised credentials, and initiating a root cause analysis.; ; Our response times are tiered by severity: Critical incidents (e.g.active data breach) are acknowledged within 1 hour, with containment efforts beginning immediately.
• Incident management type: Supplier-defined controls
• Incident management approach: Our process utilises pre-defined Standard Operating Procedures for common events like service outages or data breaches. Users report incidents via our support portal or a monitored emergency Slack channel.; ; Following resolution, we issue a Post-Incident Report (PIR) detailing the timeline, root cause, and remediation steps. Reports are delivered via email or secure portal, typically within five business days of closing the ticket.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: Yes
• Description of free trial: 3 months free trial for NHS and public sector commissioners (to test the service for themselves). Not to be deployed to wider colleagues without agreement.
• Link to free trial: https://www.hollyhealth.io/friends-access-demo

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 3%
• Between £250,000 and £500,000: 3%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 12.5%
• Over £5,000,001: 15%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 76458ccc-8f15-4ef8-af22-0d5fc22a2d56
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ad307dcf-0834-4dc9-b97c-49bf192b4b64
• Other security certifications: Yes
• Any other security certifications:
  • DTAC for IOS
  • DTAC for Android
  • ICO registered ZA775880

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
    • 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
    • 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
    • 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 to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • 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)
    • 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 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
    • 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
    • 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
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • 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
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

  • 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 hello@hollyhealth.io. Tell them what format you need. It will help if you say what assistive technology you use.