KICK ICT GROUP LIMITED

P2P Online Services

P2P is a purchase to payment management software that coordinates the full lifecycle of purchasing and supplier payments from requisition and purchase order creation through invoicing delivering, approval, invoice order matching, and payment. P2P ensures workflow control and compliance and accurate financial reporting.

Features

• Purchase requisition creation and approval
• Request for Quotation creation and approval
• Purchase order creation and approval
• Invoice creation and approval
• Supplier Data Management
• OCR Invoice Entry
• Business Logical Based Approval workflows
• Tax approval workflows
• Financial reporting
• Account system intergration (Sun systems)

Benefits

• Streamline purchasing with controlled order and invoice workflows
• Accelerate invoice processing through electronic receipt and validation
• Reduce manual effort with automatic PO and delivery matching
• Improve compliance using enforced approvals and audit trails
• Gain real-time visibility into spending through financial reporting
• Ensure accurate tax and VAT handling through validation rules
• Shorten payment cycles by integrating invoices with finance systems
• Increase efficiency with one end-to-end purchasing process
• Improve supplier relationships by reducing delays and increasing accuracy
• Standardise purchasing and invoicing across all departments and locations

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 marketing@kickict.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

715690222024991

Contact

Natalie Davidson
01698844600
marketing@kickict.co.uk

About your service

• Service categories:

  Applications

  Enterprise resource management

  Financial

  • Financial and Accounting Applications
• 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: SunSystems Finance & Accounting Solution
• Cloud deployment model: Public cloud
• Service constraints: Once a month planned maintenance window, which is carried out outside of business hours within the UK.
• System requirements:
  • No specialist hardware is required.
  • Supported browser.
  • Internet connectivity.
  • Appropriate user authentication credentials.

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Depends on severity of the case, support call-back within 1 hour including planned course of action. Standard working hours are between 9am and 5pm (Mon - Fri).
• 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: DCS provides a structured support and service management framework designed to ensure continuity, stability, and effective resolution of service issues. Support is delivered through a centralized service desk, enabling customers to log and track incidents, access responsive technical assistance, and receive clear communication throughout the resolution process. Incidents are categorized and prioritised based on business impact, with appropriate resources assigned to restore normal service operation as efficiently as possible.; ; The standard support offering includes reactive incident handling, second-line technical support, application monitoring, and coordination with relevant vendors where required. In addition, DCS delivers proactive support through system monitoring, performance reviews, and the application of maintenance updates, patches, and security improvements as deemed appropriate. Change management activities are managed by DCS to ensure system updates and enhancements are controlled, documented, and communicated, supporting ongoing service reliability and operational effectiveness.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Users are supported through a structured onboarding process designed to ensure a smooth and successful adoption of the service. This includes initial requirements scoping to understand business needs, data migration from legacy systems where required, and system configuration aligned to organisational processes. Users then complete a User Acceptance Testing (UAT) phase to validate workflows and outputs. Online user training is delivered alongside detailed support documentation, followed by a hypercare period post-go-live. Once stabilised, the service transitions into ongoing support through a formal handover process.
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: DCS manage this on a case by case basis in line with client requirements
• End-of-contract process: What’s included in the contract price (no additional cost); ; The contract price includes access to the DCS P2P service and standard support, allowing customers to independently manage and use the service. This includes use of the application, configuration through supported tools, user and role management, standard reporting and enquiries, and data extraction using built-in reports, and APIs. Customers can export their data at any time during the contract term using these tools at no additional cost.; ; Upon contract termination, customers may request a native database export of their data via Kick’s support process, in line with Kick’s SaaS terms, at no additional charge within the defined request limits.; ; What’s an additional cost; ; Additional costs apply where customers request services beyond standard service use. This includes Kick-provided professional services such as implementation support, onboarding assistance, training delivery, custom reporting, integrations, data migration, and ongoing managed services.; ; During contract exit, Transition-out Services—including planning, coordination, data transformation, validation, migration support, or alternative data formats—are chargeable and scoped under a separate work order. Additional data backup requests beyond standard limits, enhanced Kick support plans, or extended subscription periods to support transition may also incur additional charges.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: For DCS P2P, onboarding and offboarding documentation is provided as project-specific implementation materials tailored to each client’s environment, roles, and processes. All documentation is made accessible via the client’s preferred secure channel (e.g. SharePoint/Teams, client portal, or agreed document repository), with appropriate access controls for relevant stakeholders. Documents are delivered in standard formats and include step-by-step onboarding activities, user guides, and leaver/offboarding procedures. Where required, we also provide version-controlled updates and ensure the latest approved documents remain clearly identifiable and easy to locate.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: The P2P system provides a fully supported RESTful API. The API is used to integrate with external applications such as works order systems and asset management platforms (e.g. Maximo). Approved applications can use the API to create and manage purchase orders, order revisions, deliveries, and invoices within the P2P system, enabling seamless system-to-system integration and automation. Functions that can be executed using API are:; Create an order from payload; Create a new version of an existing order from payload; Create a delivery from payload; Create an invoice from payload
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: P2P can be customised to match their organisational structure and business processes. This includes customising approval workflows and routing rules, setting up departments and locations, tailoring user roles and permissions, and creating custom financial and operational reports. Additional modules such as OCR can be enabled as required. More complex changes are managed through formal development requests with configuration and customisation supported by the KICK / DCS support team.

Scaling

• Independence of resources: The DCS P2P Cloud is hosted on Microsoft Azure to deliver consistent performance for all users, regardless of demand fluctuations. It uses a multi-tenant architecture with logical isolation, ensuring secure separation of workloads, data access, and customer boundaries. Azure governance controls prevent any tenant from consuming excessive compute, memory, or database resources. The platform is built on stateless services that scale horizontally, with auto-scaling triggered by transaction volume, request rates, and system load. High-volume background tasks use asynchronous, queue-based processing to protect user performance. Azure monitoring and alerting enable proactive intervention.

Analytics

• Service usage metrics: Yes
• Metrics types: DCS can provide service metrics on demand if required on a case by case basis. However there are no service metrics reports produced periodically.
• Reporting types:
  • API access
  • Real-time dashboards
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Document Centric Solutions

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • Other locations
• 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: Another external penetration testing organisation
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: Users can export data using a range of built-in reporting and export tools within the P2P system (in CSV / Excell format). Standard reports allow users to extract order data, invoice data, and financial reporting across selected date ranges. Where additional or bespoke data extracts are required, customised exports can be produced by DCS and the KICK support team to meet specific client requirements.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • Flat File
  • XML
  • JSON
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • Flat File
  • XML
  • JSON

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: Document Centric Solutions (DCS) provides its SaaS services under a clearly defined Service Level Agreement designed to support business-critical public sector operations.; DCS guarantees a monthly service availability target of 99.5%, measured on a 24x7 basis, excluding pre-agreed planned maintenance. The service is continuously monitored using automated health checks and alerting, enabling rapid identification and resolution of issues before they impact users. Planned maintenance is scheduled outside core business hours wherever practicable and is communicated in advance.; Where the availability target is not achieved, DCS applies service credits as the customer’s financial remedy. Service credits are calculated as a percentage of the monthly subscription fee and may be refunded or offset against future charges. Credits are applied where availability or critical incident resolution targets are breached, providing a transparent and contractually enforceable mechanism.; In the event of repeated service level failures, DCS conducts a root cause analysis and implements a Service Performance Improvement Plan to address underlying issues.; Service availability and SLA performance are reported regularly, ensuring ongoing transparency, governance, and continuous improvement throughout the contract term.
• Approach to resilience: The DCS P2P Cloud service is designed for high resilience and availability and is hosted within Microsoft Azure, using industry best-practice architectural patterns for public sector SaaS platforms.; ; The service operates on an ISO/IEC 27001–certified platform, with resilience embedded across application, data, and infrastructure layers. All services are deployed using Azure Availability Zones, providing full zone redundancy for compute, storage, and networking and ensuring continued operation in the event of a datacentre or zone-level failure.; ; The data layer is underpinned by Microsoft SQL Server Enterprise configured with Always On Availability Groups spanning multiple availability zones. This provides synchronous replication, automatic failover, and continuous data availability, ensuring database resilience and minimising service disruption during infrastructure events.; ; Data is further protected through automated backups and continuous replication. DCS maintains a fully defined Disaster Recovery (DR) capability, which is tested monthly to ensure operational readiness. The service supports a Recovery Time Objective (RTO) of four hours, a Recovery Point Objective (RPO) of four hours, and a maximum data loss of less than five minutes.; ; Detailed resilience architecture and DR test evidence are available on request.
• Outage reporting: DCS support team communicate with the client directly - also have Dashboard status notifications - Email alerts would come through the support team who will contact the client directly.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted through role-based controls. The P2P system provides predefined management interfaces that are assigned to users based on client requirements and agreed business rules. User access, permissions, and privileges are configured to reflect organisational roles, departments, and responsibilities. DCS can design and implement tailored management interfaces where required, ensuring users only have access to the functions and data necessary for their role.
• 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)
  • 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: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Kick has ISO 27001 and Cyber Essentials plus certifications. This is headed up by our Head of Information Security.
• Software Security Code of Practice: No

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Configuration and change management are handled through a controlled process. Users and clients submit change requests directly to the support team, where requests are logged and tracked. Change requests are reviewed in collaboration with clients and the development team during scheduled review sessions to assess scope, impact, and priority. Approved changes are planned and scheduled into future system releases, with progress and status updates communicated throughout the process.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: DCS operates a proactive vulnerability management process aligned with ISO/IEC 27001 and Azure security best practice. Threats are assessed through weekly internal vulnerability scanning, continuous security monitoring, and formal risk assessments. Independent third-party penetration testing is performed regularly to validate controls and identify emerging risks. Security patches are prioritised by risk and deployed through defined change and release procedures, with critical patches applied urgently. The platform uses Microsoft Azure security services, including native threat protection, monitoring, and automated alerts. Threat intelligence is gathered from Microsoft security advisories, Azure Security Centre, industry CERT notifications, and trusted third-party security partners.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: DCS provides 24/7 protective monitoring aligned with ISO/IEC 27001 policies and procedures. Potential compromises are detected using centralised SIEM tooling that aggregates and correlates logs from applications, databases, operating systems, and network components. Automated alerts, behavioural analytics, and threat intelligence feeds identify anomalous or suspicious activity. Security events are prioritised by risk and business impact, considering data sensitivity, service availability, users affected, and regulatory exposure. Priority 1 incidents trigger immediate response and escalation to senior security and technical teams. All incidents are formally documented, with incident reports and root cause analysis supporting continuous improvement.
• Incident management type: Supplier-defined controls
• Incident management approach: Incidents are managed through a structured incident management process. All incidents are logged through a central ticketing system and assessed on receipt. Each incident is categorised and prioritised based on impact and urgency, in line with defined SLAs. A support agent is assigned to manage the incident through to resolution, including investigation and root cause analysis where required. For higher-severity incidents, detailed incident reports are provided to clients in accordance with SLA and reporting requirements.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

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: British Assessment Bureau Ltd
• ISO/IEC 27001 accreditation date: Monday 16 June 2025
• What the ISO/IEC 27001 doesn’t cover: A.8.30 Outsourced Developed - not included because we don't outsource development.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: A81b79e3-9441-4b45-9da3-2380b6d7bf48
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: B773d609-b241-428a-8b20-d38f37c13a1f
• Other security certifications: Yes
• Any other security certifications:
  • CISSP
  • Microsoft Accreditations

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • 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
    • 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
    • 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

  • 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
    • 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

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