CLEAR CARE SOLUTIONS LIMITED

Clearcare Solutions Ltd

With over 23 years of history, we’ve refined our software to include everything you need to manage children’s homes, supported accommodation for care leavers, schools, family assessment centres and secure units. Trusted by numerous UK Local Authorities, we maintain security standards with ISO 27001 & ISO 9001 certification.

Features

• Secure child case records and care planning
• Ofsted-aligned reporting and audit trails
• Incident, reporting, and safeguarding logging
• Role-based access controls
• Real-time dashboards for managers

Benefits

• Improves regulatory compliance and inspection readiness
• Reduces administrative burden on care staff
• Improves visibility of child outcomes and risks
• Supports safer, more consistent care delivery

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 sam.evans@clearcaresolutions.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

751446057668649

Contact

Samantha Evans
01785848901
sam.evans@clearcaresolutions.co.uk

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: AI
• Cloud deployment model: Private cloud
• Service constraints: N/A
• System requirements:
  • License Per Home
  • Access to internet

User support

• Email or online ticketing support: Yes
• Support response times: Within 90 minutes Monday - Friday, support desk closed at weekends and bank holidays.
• 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: No
• Support levels: Support is delivered by a UK-based team. UK-based helpdesk support via phone and email Monday to Friday, 9am–5pm (UK business hours). Clearcare Support operates in line with UK GDPR and data protection legislation. Support staff access is role-based and audited. No data is accessed without customer authorisation, and all support activity is logged. We offer first, second, and third line support for the severity of the issue. Tickets can be raised via their app, as well as an email support address, and via a direct line.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Clearcare provides structured onboarding to ensure new users can access and use the system confidently and in line with safeguarding and compliance requirements. The onboarding process includes:; Account setup and secure user access provisioning; Role-based access configuration to match organisational structures; Guided system walkthroughs and training for care staff, managers, and administrators; Access to user manuals, guides, and help resources; Initial support from the Clearcare team to resolve questions and configure workflows; Optional follow-up sessions to review progress and optimise system use
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats:
  • Video Guides
  • Webinars
• End-of-contract data extraction: Data can be exported via either PDF, or CSV file format.
• End-of-contract process: Once data has been exported, the customer will confirm full receipt of all data, and their database will be deleted as per terms and conditions stated in their contract.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Onboarding, documents can be uploaded via PDF. Exporting information out of Clearcare in either PDF or CSV file format.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: N/A.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: |Accessed through a secure, web-based interface using a standard internet browser. No specialist software installation is required. Clearcare is designed for use by residential childcare staff, managers, and administrators. Navigation is role-based, meaning users only see the information and functions relevant to their responsibilities. Supporting safe working practices and reduces complexity for frontline care staff. Information such as child records, incidents, care plans, and alerts is presented in clear dashboards and structured forms. The interface supports consistent data entry, audit trails, and quick access to records required for safeguarding and regulatory compliance. Accessed on desktop or tablet devices.
• Accessibility standards: None or don’t know
• Description of accessibility: Clearcare is accessed through a secure, web-based interface using standard internet browsers. No specialist software is required. The service is designed to be usable by a wide range of users, including residential childcare staff, managers, and administrators. The interface uses clear layouts, consistent navigation, and readable text to support day-to-day use in busy care environments.
• Accessibility testing: N/A
• API: No
• Customisation available: Yes
• Description of customisation: Clearcare can be configured by customers to reflect their organisational structure, operational processes, and reporting requirements without the need for custom development. Users with appropriate permissions can:; Configure user roles and access levels; Set up homes, teams, and organisational hierarchiesTailor forms, workflows, and data fields to match local processes; Configure alerts, notifications, and thresholds; Create and export reports using configurable filters and parameters; System configuration is managed through the service interface and supported by Clearcare onboarding and support. ; Core functionality is consistent across all customers to ensure stability, security, and regulatory compliance. Branding elements such as organisation names and logos can be applied within the system.

Scaling

• Independence of resources: Clearcare is delivered via a cloud-hosted platform designed to maintain consistent performance regardless of the activity of other users or organisations.; Dedicated virtual resources per customer where needed, ensuring workloads are isolated and do not interfere with other users.; Scalable cloud infrastructure that automatically adjusts to demand, maintaining service responsiveness during peak usage.; Monitoring and alerting of system performance to detect and address potential bottlenecks proactively.; Optimised database and application architecture to handle concurrent user activity without degradation.; Regular maintenance and updates applied in a controlled manner to minimise disruption.

Analytics

• Service usage metrics: Yes
• Metrics types: Clearcare provides customers with tools to monitor and report on system usage and activity. These metrics help organisations manage operations, support compliance, and optimise the use of the platform.Features include:; User activity logs, including login history and actions taken within the system; Access to dashboards showing key operational data, such as case updates, incidents, and care plan completion; Configurable reports on system usage, staff engagement, and workflow progress; Audit trails for regulatory compliance and safeguarding purposes; Exportable data for internal review and management reporting
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Data can be exported via PDF or CSV file format.
• Data export formats:
  • CSV
  • Other
• Other data export formats: PDF
• Data import formats: Other
• Other data import formats: PDF

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: The Supplier will use commercially reasonable measures in terms of redundancy, monitoring and platform management to make any Solution available via the Internet 24 hours a day 7 days a week during Business Hours. Availability shall be measured annually and the items set out in clause 7 of this SLA and all planned maintenance shall be excluded from the calculation of availability of the Solution.
• Approach to resilience: Available on request
• Outage reporting: Email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password
  • Other
• Other user authentication: SSO
• Access restrictions in management interfaces and support channels: Role-based access control (RBAC): Users are granted access based on their job function, ensuring they can only access features and data necessary for their role; Strong authentication: All access to management interfaces requires secure login credentials, with multi-factor authentication (MFA) applied where appropriate; Support channel authentication: Access to technical support or account management is restricted to authorised contacts and verified users; Segregation of duties: Administrative privileges are separated from standard user access to minimise risk of accidental or unauthorised changes; Audit logging: All access and actions performed in management interfaces and support channels are logged for review and compliance
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Description of management access authentication: Users are granted access based on their job function, ensuring they can only access features and data necessary for their role.

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: No
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials Plus
• Information security policies and processes: All policies are in line with ISO 27001. When staff are inducted, they are asked to review and sign, and are made aware of any changes / 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: Documented change management procedures covering planning, testing, approval, deployment of system updates; Segregation of environments for development, testing, and production to minimise risk of disruption to live services; Impact assessment before any change, including consideration of compliance, security, and operational impact; User communication for planned updates, including release notes and guidance on new functionality; Emergency change procedures for critical issues, allowing rapid resolution while maintaining audit and compliance records; Version control and configuration tracking to maintain system integrity and enable rollback if needed; Ongoing monitoring and review to ensure changes do not adversely affect system performance, security, or user experience
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Critical fails are usually resolved within 2 working days. High are typically resolved within 7 working days. Medium are typically resolved within 1 month. Low are typically resolved within 6 months. Medium or Low fails may be accepted as "acceptable risk" depending on the level of risk, complexity of solution and combination of other fails within the system.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: 24/7 monitoring of system activity, including logins, user actions, and system performance; Automated alerts for suspicious activity, unusual access patterns, or potential security incidents; Regular review of audit logs to identify trends or anomalies that may indicate a risk; Integration with incident management processes to ensure rapid investigation and resolution of security events; Reporting and escalation procedures to notify relevant personnel in line with organisational and regulatory requirements; Continuous improvement by using monitoring insights to strengthen security controls and reduce future risks
• 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: Incident detection and reporting: Users, monitoring systems, support staff can report potential incidents through defined channels; Classification and prioritisation: Categorised by severity and potential impact on service, users, data; Response and resolution: investigate, contain, resolve incidents in a timely manner; Communication and escalation: Relevant stakeholders, including affected customers, are notified inline with severity, regulatory requirements; Post-incident review: Identify root causes, implement corrective actions, prevent recurrence; Integration with other processes: Incident management is linked to change management, protective monitoring, and vulnerability management for a coordinated security posture; Documentation and audit: All incidents are logged, auditable to support compliance, reporting, continuous improvement
• 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: 10%
• Between £250,000 and £500,000: 10%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 10%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: ISO Quality Services Limited
• ISO/IEC 27001 accreditation date: Tuesday 5 August 2025
• 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 Certification Limited
• ISO 9001 accreditation date: Thursday 25 January 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: 5897f1a5-726c-4fa3-ba02-ef49fd9b9cb5
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at sam.evans@clearcaresolutions.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.