DELOITTE LLP

AI-Enabled Records Management & Case Management for Modern Policing

Deloitte is a market leader in delivering digital transformation for policing, offering AI-enabled Records Management and Case Management solutions. Built on Appian’s low-code platform, our solutions enhance productivity, reduce administrative burdens, and enable frontline focus. Deployed securely in cloud or on-premise, they drive innovation, operational excellence, and better policing outcomes.

Features

• Low-code flexibility: Rapidly adapts to evolving policing needs.
• User-friendly design: Intuitive interface, mobile-first, personalised, and customisable workflows.
• Secure deployment: Deployable on cloud, client-managed, or on-premise infrastructure securely.
• Continuous improvement: Managed services enable optimisation, monitoring, and robust governance.
• AI-driven automation: Enhances efficiency with summarisation, risk identification, and guidance.
• System integration: Integrates with policing systems for improved data sharing.
• Master data management: POLE structured data, enabling consistency and quality.
• Compliant deployment: Adheres to national standards for secure operations.
• Customisable dashboards: Tailored dashboards meet needs of individual police forces.
• Proactive capabilities: Drives innovation, operational excellence, and better policing outcomes.

Benefits

• Enhanced productivity: Automation reduces desk tasks, enabling frontline focus
• Proactive policing: AI insights improve situational awareness and prevention strategies
• Higher case completion: AI-powered checks streamline case submissions
• Flexible adaptability: Scalable platform supports diverse case management and workflows
• Future-proof solutions: Ongoing updates align with operational and security needs
• Improved efficiency: Streamlined workflows optimise resource allocation and task management
• Data-driven decisions: Better data enhances decision making and operational performance
• Crime prevention focus: Anticipates risks, enabling proactive and preventative policing
• Operational scalability: Supports expansion and adapts to changing policing requirements
• Enhanced collaboration: Facilitates seamless information sharing across teams and organisations

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 publicsectorbidteam@deloitte.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

793052509625400

Contact

Donna Farrell
0207 303 0913
publicsectorbidteam@deloitte.co.uk

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  AI software services

  • Generative AI Software Services
  • Document AI Software Services
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
• Service constraints: The deployment of Records & Case management solutions can be impacted by a number of constraints, which we have experience of addressing in a policing context. However, by working collaboratively to identify and manage these constraints, we aim to mitigate or minimise any adverse impact on service delivery. ; Key constraints include: ; • Technology dependencies e.g. integrations with other systems; • System access and security ; • Resourcing capacity ; • ICT infrastructure ; • Regulatory landscape ; • Confidentiality, privacy or intellectual property; • Accreditation and pen testing
• System requirements:
  • System integration: Buyer must provide access for system integration requirements.
  • User devices: User devices required for testing, including mobile compatibility.
  • Governance: Buyer must provide governance framework to enable effective collaboration.
  • Information security: Buyer to provide inputs ensuring compliance with standards.
  • Service management: Integration with buyer’s existing ITSM tools and processes.

User support

• Email or online ticketing support: Yes
• Support response times: We have a range of support and service management offerings available, ranging from 24/7 support through to upskilling the buyer's organisation in how to be self-sufficient in managing the solutions going forward. We would work with you to define the appropriate support required, including SLAs, response times, and KPIS.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Support available in various levels, from office hours only, to 24/7. Service desk, email, and phone support are available, and prices will be determined as part of the overall engagement, as they are bespoke for each client.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: We provide a comprehensive onboarding process to help users start using our service effectively. This includes a combination of onsite training, online training, and detailed user documentation to ensure all users are confident in using the system. ; ; Our onboarding begins with a discovery phase to understand the organisation’s specific needs and tailor the training accordingly. Onsite training sessions are conducted for key stakeholders and end-users, focusing on hands-on, role-specific guidance. For broader accessibility, we offer online training modules, including live webinars and self-paced e-learning resources, to accommodate varying schedules and learning preferences. ; ; Comprehensive user documentation is provided, including step-by-step guides, FAQs, and quick reference materials to support users in navigating the system and performing key tasks. These materials are regularly updated to reflect system changes and enhancements. ; ; Additionally, we offer a “train-the-trainer” programme to empower internal teams to deliver ongoing training within their organisation. Our support team is available to provide assistance during the initial implementation phase, ensuring a smooth transition to the new system. ; ; This multi-faceted approach ensures users are equipped with the knowledge and resources needed to maximise the value of the service, enabling them to quickly adopt and effectively utilise the solution in their day-to-day operations.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • PowerPoint
  • Word
• End-of-contract data extraction: At the end of the contract, we ensure users can securely and efficiently extract their data in line with a user-defined agreement. Our approach is tailored to the specific needs of the organisation and the deployment model, ensuring a seamless transition with minimal disruption.; ; We work closely with the user to define the data extraction process, including the format, scope, and timeline for data transfer. Data can be provided in commonly used formats, such as CSV, XML, or JSON, to ensure compatibility with the user’s target systems. For more complex requirements, we can assist with custom data transformation and migration services.; ; Data extraction is conducted in a secure manner, adhering to relevant security standards such as NCSC and PALZ. All data transfers are encrypted, and access is restricted to authorised personnel only. A full audit trail is maintained throughout the process to ensure transparency and accountability.; ; Additionally, we provide detailed documentation and support to guide users through the extraction process. If required, our team can offer technical assistance to ensure the successful transfer of data. This user-focused approach ensures that all data is securely returned, enabling users to transition to their next solution with confidence and minimal disruption.
• End-of-contract process: At the end of the contract, we work with the buyer to ensure a smooth and efficient transition. Exit plans are defined during the project initiation phase, ensuring clarity on the process, responsibilities, and timelines. This proactive approach minimises disruption and ensures all parties are aligned on the steps required for a successful contract conclusion.; ; Included in the contract price is the development of an exit plan, which outlines key activities such as data extraction, knowledge transfer, and system decommissioning. We provide guidance on data extraction, ensuring data is securely transferred in agreed formats, such as CSV, XML, or JSON. Additionally, we offer support for knowledge transfer, including documentation and training to enable the buyer to manage the solution independently or transition to a new provider.; ; Additional costs may apply for bespoke requirements outside the agreed scope, such as extensive data transformation, custom migration services, or significant system reconfiguration. These requirements would be discussed and agreed upon with the buyer in advance.; ; Our approach ensures that the end-of-contract process is transparent, well-managed, and tailored to the buyer’s needs. By working closely with the buyer, we ensure a seamless transition, safeguarding operational continuity and the integrity of their data and systems.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Our solution is fully compatible across applications, and has been designed to be compatible with both mobile and desktop. There is no difference in the service provided.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Our service provides a user-friendly, intuitive, and customisable interface designed to meet the unique needs of policing organisations. Built on Appian’s low-code platform, the interface offers streamlined workflows, mobile-first capabilities, and personalised dashboards, enabling users to efficiently manage Records and Case Management tasks. The interface is accessible via web browsers and mobile devices, ensuring flexibility and ease of use. It supports seamless integration with external systems such as LEDS, PND, and PNC through robust APIs, enabling real-time data sharing. The interface is designed with a user-centric approach, ensuring accessibility, enhanced productivity, and an improved user experience for frontline officers.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Our service leverages Appian’s low-code platform, which is regular assessed and assured against WCAG, ensuring compliance with accessibility standards. During development, we conduct comprehensive interface testing to confirm compatibility with assistive technologies such as screen readers, magnifiers, and keyboard navigation tools. User testing is carried out with individuals who rely on assistive technologies to validate usability and accessibility. This ensures the interface is inclusive, accessible, and user-friendly for all users, including those with disabilities. Additionally, we follow accessibility best practices and incorporate user feedback to continuously improve the interface and maintain compliance with evolving accessibility standards.
• API: No
• Customisation available: Yes
• Description of customisation: Our service, built on Appian’s low-code platform, is highly customisable to meet the specific needs of policing organisations. Users can customise workflows, dashboards, reports, data fields, and integrations to align with operational requirements.; ; Customisation is achieved through Appian’s intuitive low-code tools, enabling authorised users to make changes without extensive technical expertise. Workflows, data fields, and dashboards can be tailored to specific processes, while reports and integrations are configurable to meet organisational needs.; ; Customisation can be performed by trained administrators or IT staff, with support from Deloitte during implementation. We also provide training and ongoing support for advanced customisation needs.

Scaling

• Independence of resources: We ensure users aren’t impacted by demand from others through robust resource allocation and scalable infrastructure. Our solution, built on Appian’s low-code platform, supports deployment in cloud-hosted environments (e.g., AWS), client-managed cloud, or on-premise infrastructure. For cloud deployments, resources are dynamically scaled to meet demand, ensuring consistent performance. ; ; For Deloitte-managed services, we monitor system performance in real-time, proactively identifying and addressing potential bottlenecks. Resource isolation and load balancing are implemented to prevent one user’s demand from affecting others. These measures, combined with service-level agreements (SLAs), ensure reliable performance and minimal disruption, regardless of fluctuating user demand.

Analytics

• Service usage metrics: Yes
• Metrics types: We can provide tailored service metrics, depending on the requirements, ownership, and hosting of our solutions. These would commonly include system availability, uptime, response times, incident resolution times, and adherence to agreed SLAs. For Deloitte-managed services, we offer detailed performance reports covering system health, usage statistics, and security monitoring. Metrics can also include data accuracy, workflow efficiency, and user adoption rates, depending on the client’s priorities.
• 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: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

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: Supplier-defined controls
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest: Physical access control, complying with CSA CCM v4.0
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users can export their data through a secure and straightforward process tailored to their requirements. The solution provides built-in export functionality, allowing users to extract data in commonly used formats such as CSV, XML, or JSON. Exports can be performed via the user interface or automated using APIs for larger datasets or regular data transfers. ; ; For more complex needs, we offer support for custom data extraction and transformation. All data exports are conducted securely, adhering to encryption standards and access controls to protect sensitive information. Comprehensive documentation and support are provided to guide users through the export process efficiently.
• Data export formats:
  • CSV
  • ODF
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: The level of availability we guarantee depends on hosting and client requirements, defined in tailored SLAs. For cloud-hosted deployments, we leverage platforms like AWS, typically offering 99.9% or higher uptime. For client-managed or on-premise solutions, availability aligns with the client’s infrastructure, supported by our expertise. ; ; SLAs include guaranteed uptime, incident response times, and performance monitoring. For Deloitte-managed services, we provide proactive monitoring and rapid issue resolution. ; ; If availability levels are not met, service credits or agreed remedies can be provided as per the SLA. Our robust architecture and tailored SLAs ensure high availability and minimal disruption for users.
• Approach to resilience: Our service is designed for resilience, tailored to the hosting model and client requirements. For cloud-hosted deployments, we leverage providers like AWS, offering geographically distributed data centres, automated failover, and data replication. Detailed data centre information is available upon request. ; ; For client-managed or on-premise solutions, we support resilient architectures with backups, redundancy, and disaster recovery plans. High availability is ensured through load balancing, fault-tolerant configurations, and real-time monitoring. ; ; For Deloitte-managed services, we provide continuous monitoring and governance, ensuring compliance with NCSC resilience standards. This flexible approach ensures secure, resilient operations, regardless of the hosting or ownership model.
• Outage reporting: Our service reports outages through email alerts, public dashboards, or APIs, depending on the hosting model and client requirements. For Deloitte-managed services, real-time monitoring ensures prompt notifications with details on issues, impact, and resolution timelines. ; ; For cloud-hosted deployments, we can integrate with provider status dashboards or APIs for real-time updates. Custom dashboards can also be configured for live system status visibility. For client-managed solutions, we align outage reporting with the client’s ITSM tools. ; ; Post-outage, we provide detailed incident reports with root cause analysis and recommendations. This ensures transparent communication and minimal disruption, tailored to the hosting and ownership model.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Access restrictions in management interfaces and support channels depend on deployment and ownership. For buyer-managed solutions, access can be integrated with the force’s existing Active Directory or identity management systems, ensuring compliance with their security policies. For Deloitte-managed services, we enforce role-based access controls (RBAC), multi-factor authentication (MFA), and least privilege principles to restrict access to authorised personnel only.; ; Support channels are secured using encrypted communication protocols, with access limited to authenticated users. All access attempts are logged and monitored for anomalies. This tailored approach ensures secure access management, aligned with the specific requirements of the deployment and ownership model.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

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
  • Other
• Other security governance standards: ISO 27002; ISO 9001; Cyber Essentials & Cyber Essentials Plus; NHS Dara Security & Protection Toolkit (organisation reference 8J384).
• Information security policies and processes: Deloitte’s Information Security Management System (ISMS) aims to define, implement, monitor, and continuously improve information security in line with ISO27001:2022 and Deloitte's standards. This ensures appropriate levels of Confidentiality, Integrity, and Availability of information while achieving strategic security objectives. These objectives are outlined in the Security Policy and ISMS Manual, aligning with the firm’s Ambition and Purpose. Confidentiality, Privacy, and Security objectives are set by the Security Partner, agreed upon with the Managing Partner for Quality, Risk & Security, and tracked annually. Deloitte’s cybersecurity framework follows industry standards (e.g., COBIT, NIST, ISO 27001:2022) and focuses on four domains: Secure (risk-focused controls), Vigilant (threat detection and response), Resilient (incident management and recovery), and Governance (policies and procedures). The Deloitte Business Security team, as the second line of defence, includes Governance Risk & Compliance, Data Privacy, Cyber Risk, and other specialised teams. The first line Cybersecurity function, led by the UK CISO, manages cyber and technology controls. A Data Protection Officer and Data Privacy team ensure compliance with data protection laws, with annual reviews reported to the Chief Risk Officer. Deloitte prioritises security through training, audits, monitoring, and disciplinary measures, embedding a culture of protection to safeguard client data.
• 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: Our configuration and change management approach leverages Appian’s robust platform and Deloitte’s cyber expertise. Service components, including workflows, data models, and integrations, are tracked throughout their lifecycle using Appian’s version control and audit trails, ensuring traceability and compliance.; ; Changes undergo rigorous security impact assessments, including risk analysis, security reviews, and adherence to NCSC and PALZ standards. Deloitte’s Secure by Design methodology ensures changes maintain security and regulatory compliance.; ; With extensive experience supporting policing organisations, we collaborate to establish governance frameworks and change approval processes. Regular audits, penetration testing, and IT Health Checks ensure secure, resilient, and compliant service delivery.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our vulnerability management process is tailored to ownership models. For buyer-managed solutions, we provide guidance on best practices, including regular vulnerability assessments and patching schedules. For Deloitte-managed services, we employ a comprehensive approach, including proactive threat assessments, vulnerability scanning, and penetration testing.; ; Threat intelligence is sourced from leading providers, including vendor-specific feeds (e.g., Appian), NCSC advisories, and global threat intelligence platforms. Identified vulnerabilities are prioritised based on risk, with critical patches deployed within 24-72 hours, depending on severity.; ; Our Secure by Design methodology ensures continuous monitoring, while regular IT Health Checks and governance frameworks help maintain security and resiliency.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our protective monitoring approach is tailored to the ownership model. For buyer-managed solutions, we provide guidance on implementing monitoring tools and processes. For Deloitte-managed services, we use advanced monitoring tools to detect potential compromises, including suspicious activity, unauthorised access, and anomalous behaviour.; ; Potential compromises are identified through real-time alerts, log analysis, and threat intelligence feeds. Upon detection, incidents are triaged based on severity, with critical incidents addressed immediately.; ; Our incident response process includes containment, eradication, and recovery, supported by a dedicated team of security experts. We aim to respond to critical incidents within one hour to minimise impact.
• 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: Our incident management approach includes pre-defined processes for common events, such as unauthorised access, data breaches, and system outages. These processes follow industry best practices, including identification, containment, eradication, recovery, and post-incident review. ; ; Users can report incidents through multiple channels, including a dedicated service desk, and self-service portals. All incidents are logged, prioritised, and tracked to resolution. ; ; We provide detailed incident reports, including root cause analysis, impact assessments, and corrective actions, to affected stakeholders. Reports are shared through secure channels and aligned with agreed service-level agreements (SLAs) to ensure transparency and 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: 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: BSI Assurance UK Limited
• ISO/IEC 27001 accreditation date: Tuesday 1 April 2025
• What the ISO/IEC 27001 doesn’t cover: The scope of the Information Security Management System is limited to the scope of Deloitte LLP and its subsidiaries in the UK, Gibraltar, Switzerland and Liechtenstein.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Wednesday 4 December 2024
• What the ISO 9001 doesn’t cover: The scope of the Quality Management System is limited to the scope of management consulting services delivered by the Technology and Transformation (T&T) Service Line of Deloitte LLP using the legal entity of Deloitte MCS Ltd. The scope of services includes, but is not limited to, the following offering portfolios: Enterprise, Technology & Performance; Human Capital; Customer; and Engineering AI & Data
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 078fca37-4815-4d81-88f9-985ed3a32ba6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 9cfeb0a7-5284-4efd-b8c6-a6fdd0d09dd6
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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