SALUTARE

ONE Referral

ONE Referral provides a single place for MDTs (multi-disciplinary team meetings), specialist referrals and hospital transfers​. All actions and their owners are visible for every patient referral. A complete, high-quality database for clinical research. Audited, clear governance for every referral to improve outcomes and safety.

Features

• Simple referral with clear questions, local or national MDT panel​
• Manage referrals virtually and review from internal or external location​
• Track with alerts and reminders so patients are not lost
• Referrals and outcomes uploaded to EPR (manual or automatic) ​
• Easy transfer of radiology, pathology, and important investigations​
• Single discussion panel with all information in one place​
• Automated MDT report summary [including voice transcription]​
• Automated Monitoring with patients streamlined, and reduce delays​​
• Patients suitable for clinical research identified ​

Benefits

• Multiple clinicians on a single referral can contribute with ease
• Reduces the time from referral to treatment
• Never lose track of a patient referral
• Reduce effort and time collecting data on investigations
• Quickly triage referrals and process them more easily
• Reduce medical errors and delay with simple, controlled forms
• Keep patients in the loop on their progress
• Manage referrals and monitoring in a single place
• Beautiful, simple design reduces staff training time
• Monitor borderline safety medicines in the community, effectively

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 finance@salutare.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

167607490676255

Contact

Chris Dial
+447759521985
finance@salutare.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: Yes

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: ONE Referral is usually used with EPR systems such as Cerner and EPIC, with GP systems such as EMIS and Systm3, and with LIMS such as ICE and tQuest.
• Cloud deployment model:
  • Public cloud
  • Private cloud
• Service constraints: For public cloud deployments, there are no constraints. Our products are built on the Microsoft Azure platform following the blueprint for NHS platform-as-a-service products. For private cloud deployments, we require a virtual machine infrastructure to support containers, Kubernetes, virtual networks, and the Docker service. We've demonstrated 99.9% uptime for usage by tens of thousands of patients, and we have shown scalability beyond 5 million test requests. Our product is available for use by 100% of NHS trusts.
• System requirements:
  • NHS email
  • 1TB hard drive space
  • 16GB working RAM
  • Docker or Kubernetes service
  • Reliable internet connection and wifi access
  • Zebra Printing browser add-on for Chromium
  • Microsoft Windows 10 or higher for client machines
  • Zebra printers for labels with ethernet
  • Stable, maintained remote access to server infrastructure
  • Stable, maintained access to third party EPR

User support

• Email or online ticketing support: Yes
• Support response times: During business hours M-F, 8 AM to 6 PM, responses are within 4 hours. Outside business hours and on weekends, responses are generally made within 4 hours of the next business day.
• 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: Basic onsite support is offered as part of the subscription. More advanced support or implementation help is available on a per-day basis. Standard engineers are available at 900GBP per day and Senior Engineers are available at 1100GBP per day.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide a series of Standard Operating Procedure documents for reference along with a set of training videos available online at Vimeo for all users and administrators. Upon service installation and set-up, we offer an in-person training session with staff users and administrators to walk through the basic features of the service.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: DOCX
• End-of-contract data extraction: When the contract ends - in line with the NHS Digital Data Migration Standard - users or user organisations can request an end-of-contract extract of the data held by Salutare related to their use of the platform by contacting support@salutare.co.uk.
• End-of-contract process: The notice period required is 90 days. Should notice not be served the agreement will auto-renew for a further term unless otherwise specified in the contract.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Mobile devices must be used on the premises where the service is deployed as it must have access through the local wifi network. This makes the printing work correctly.
• Service interface: No
• User support accessibility: WCAG 2.2 A
• API: No
• Customisation available: Yes
• Description of customisation: Staff users can customize their profile details. Administrative users can set up teams and assign staff to those teams. They can set up locations, printers.; ; Users can define and customize simple reports on service performance and usage.; ; Users and Administrators also set the customization and parameters to integrate with the third-party applications such as EPR systems, LIMS systems, and other patient record systems.

Scaling

• Independence of resources: The service is designed to run on cloud infrastructures using a multi-tier model. The core service manages login/user, orders, printing, tracking, and reporting, and we can scale up multiple, ephemeral instances so that they can be scaled according to requirements. The test request ingestion service is deployed separately, and it can be scaled independently.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide a set of metrics on the patients attended, labels printed, orders requested, missing orders, and various usage statistics than can be organized by location, GP practice, phlebotomy centre, or other criteria tracked in the application.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: 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 CHECK service provider
• Protecting data at rest: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: If an organisation, user, or patient requests a Documented Data Extract, we provide a structured JSON file with every piece of data we store on them.
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We have a standard SLA to provide the service 99.5% available uptime, and our average uptime for the previous twelve months is greater than 99.9%. For outages, our SLA specifies service credits that are available to refund on a monthly basis if the service goes down beyond those limits.
• Approach to resilience: Our systems are live and have gone through rigorous testing processes.; ; Our products must pass Unit testing, Integration testing, User Acceptance testing with feedback, and Load testing. We also do regular Penetration Testing of all products with AppCheck, a software security vendor, Automated Penetration Testing tool.; ; Evidence of our successful Penetration Testing and Load Testing is demonstrated through the availability of Salutare - our average availability for the past twelve months is 99.9%.; ; We operate a continuous development process, and every iteration goes through rigorous testing processes before going live. Our organisational process principle is that no software will be shipped without a 100% test pass.; ; We use agile methodologies and the Scrum model for iterative improvements. We review code at the end of each sprint to reflect on testing, processes, and improvements.; ; Our public cloud services run in the Microsoft Azure data centre, the industry-leading cloud platform with more than 90 compliance offerings.
• Outage reporting: We maintain transparent relationships with our customers and users. Primarily email alerts and notifications are sent to the administrators, and if we have their permission to message the staff users, we will email them notifications of the service being down. We follow up with a series of emails to notify of changes or updates and our latest estimate as to when the service will be back up.; ; We have built a specific service for our products that manages and keeps track of performance and availability on a regular basis. It can track and give updates on specific instances or performance across a linked region, such as multiple hospitals across an NHS Trust or ICS.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Username or password
• Access restrictions in management interfaces and support channels: Teams and Users management is restricted to staff users who are assigned as Administrators in the system. These roles can add, update, and delete users as well as assign them to location teams for work and auditing.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Salutare has a trained and experienced Security & Governance members that manages information security policies and processes. These include, but are not limited to: penetration testing by an external provider at least every year; privacy by design product development with expert review; Data Protection Impact Assessments for all new products and forms of data sharing; data protection and security training of all employees; user support on data protection issues. Our Board includes Information Security and Information Governance leaders.; ; We put procedures in place for secure and confidential data sharing, the handling of sensitive data, and information security. Salutare's products and tenants are based in the London [UK South] Microsoft Azure Data Centre. We follow best practice guidance from NHSEI, the UK National Cyber Security Centre (NCSC) and Microsoft. Data sent is encrypted when in transit (when it is sent) and at rest (when it is stored). We are fully compliant with DCB0129, and we've been assured by NHSEI against their information security and governance standards. Salutare have NHS Data Security and Protection Toolkit assurance, and the Cyber Essentials certification. Salutare is IS027001 certified.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We follow agile methodologies and Scrum model for change implementation and management. We practice test-driven development and use retrospective sessions at the end of each sprint to reflect on testing processes and improvements.; ; All development work goes through a pull-request testing process, whereby developers submit their completed feature code for review and is only added to the master branch upon passing a peer code review. Continuous build integrations [CI/CD] use testing automation into the software build and distribution processes.; ; We carry out yearly penetration testing of our products to assess for potential security impacts.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We execute regular penetration testing using automated testing tools. Currently we are establishing more vulnerability management processes such as dependency tracking and automated pull requests for any vulnerabilities that are found. Pull requests will also apply to old software versions to quickly deploy patches to our services.; ; Our security assessor, AppCheck, helps identifies potential threats through their security platform. They are CREST approved Penetration Testing and Vulnerability Assessment. They are also accredited by the NCSC as a green light company authorised to perform CHECK ITHC assessments for government departments.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We are building custom, internal monitoring services for our products, and we work with Azure logging and alerting for our public cloud tenants. This means we can find compromises and do further investigations.
• Incident management type: Supplier-defined controls
• Incident management approach: Our customers have two options to resolve common events - they can either go through our user support team to have real-time support or can independently resolve their issue using our support articles and videos.; ; In the case of an incident, we use all our user-facing channels to have an incident reported to us. We provide updates on the status of an incident that we are dealing with. All incidents are captured as reports in our incident log, covering incident details, actions taken and incident status. This is linked to our general task tracking system.
• 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: Yes
• Connected networks: Health and Social Care Network (HSCN)

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 / UKAS
• ISO/IEC 27001 accreditation date: Wednesday 10 December 2025
• What the ISO/IEC 27001 doesn’t cover: Sales and Marketing, Clinical and Product Management
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI / UKAS
• ISO 9001 accreditation date: Friday 9 January 2026
• What the ISO 9001 doesn’t cover: Clinical Risk and Safety Management which falls outside of the scope.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 229cb948-f51c-40bc-ab29-7d8d3d60f73d
• 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
    • 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 to cascade good practice on fair working conditions throughout the supply chain
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • 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
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

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

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications

  • 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
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • 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
    • 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

  • 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
    • 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
    • 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
    • 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
    • Understanding of issues relating to entering the contract workforce

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