LINEA ASSOCIATES LIMITED

Business Case Management

Our Enterprise Business Case Management application can transform your organisation's Business Case Management process. Through intuitive data entry and seamless workflow, your team will generate high quality Business Cases that automatically align to your business strategy, allowing your executives to select and approve the Business Cases.

Features

• Business Case Management
• Intuitive Data Entry
• High quality business cases
• Alignment to business strategy
• Efficient executive selection and approval of business cases

Benefits

• Structured and documented process
• Business case alignment with organisation strategy
• Fully auditable and compliant
• Fast and efficient
• Stakeholder alignment
• Pre-identified approval pathways

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 claire.schneider@lineaassociates.net. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

199045818751118

Contact

Claire Schneider
07950130067
claire.schneider@lineaassociates.net

About your service

• Service categories:

  Applications

  Content workflow and management

  • Document
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: None
• System requirements: None

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Within 24 hours
• 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: Bronze - Support is provided during core hours (9 - 5) 5 Days per week Silver - Support is provided during core hours (9 - 5) 7 days per week Platinum - Support is provided 24 hours per day, 7 days per week. Support costs are dependent upon the size of the organisation and dispersion of its sites. We provide technical account management support.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Implementation includes two days on site consultancy to support customisation of the application in line with customer requirements and a further day to feedback on application take up and support training.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: All data is extracted from the system by Linea and presented to the client as part of the programme exit process. This service is provided as part of the annual subscription service. The information is extracted, saved in a secure and safe location and passed over to the client.
• End-of-contract process: All data is extracted from the system and presented to the client as part of the programme exit process. This service is provided as part of the annual subscription service. The information is extracted, saved in a secure and safe location and passed over to the client.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: No
• Application to install: Yes
• Compatible operating systems:
  • MacOS
  • Windows
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AAA
• API: No
• Customisation available: Yes
• Description of customisation: We provide a fully customisable version of the Enterprise Business Case application, with customers receiving limited tuning of application content based on their Business Strategy and Organisational Design.

Scaling

• Independence of resources: The support provided is specific to the client and totally independent of other clients, thereby guaranteeing that all clients receive the required service, support and user experience.

Analytics

• Service usage metrics: Yes
• Metrics types: Real time reporting through dashboards, regular update reports and reports on request.
• Reporting types:
  • 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: 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: No
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: All data is exported from the system and presented to the client . This service is provided as part of the annual subscription service. The information is extracted, saved in a secure and safe location and passed over to the client.
• Data export formats:
  • CSV
  • Other
• Other data export formats: Excel
• Data import formats:
  • CSV
  • Other
• Other data import formats: Excel

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Support is consistently assessed against specific SLA's. Support is provided to clients in line with the agreed system requirements and clients extras as part of the programme. Any issues regarding this process will can be escalated to the account manager who will take the appropriate action to ensure SLA achievement and compensate the client in situation where this is deemed appropriate and necessary.
• Approach to resilience: Available on request
• Outage reporting: Dashboard ; Email Alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: We have put in place appropriate security measures to prevent personal data from being accidentally lost, used or accessed in an unauthorised way, altered or disclosed. We limit access to personal data to those employees, agents, contractors and other third parties who have a business need to know. They will only process personal data on our instructions and they are subject to a duty of confidentiality. We have put in place procedures to deal with any suspected data security breach and will notify you and any applicable regulator of a suspected breach where we are legally required to do so.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users receive audit information on a regular basis
• 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: No
• Security governance approach: Our approach to security governance is based on clear accountability, proportionate controls, and good practice. We have defined responsibilities for information security and documented policies covering data handling, access control, and incident management.; ; Security is considered across all areas of the business, using a risk-based approach to identify and manage potential threats. Access to systems and information is limited to those who need it, and all staff and associates are expected to follow our security policies.; ; Any incidents are logged, reviewed, and used to strengthen our processes, ensuring continuous improvement as our organisation grows.
• Information security policies and processes: We operate a clear set of information security policies that define how data is handled, stored, accessed and shared. Including policies for data protection, access control, acceptable use, incident management and supplier security. All policies are proportionate to the size and nature of our organisation and are reviewed regularly to ensure they remain effective and up to date.; ; Responsibility for information security sits with senior management, with day-to-day oversight delegated to a nominated lead for data protection and security. This ensures accountability at both operational and strategic levels. Any risks, incidents or breaches are reported through a defined internal process and escalated to senior management where required.; ; We ensure policies are followed through a combination of clear communication, staff guidance and ongoing oversight. Staff and contractors are expected to comply with our policies and confirm their understanding as part of onboarding. Access to systems is role-based and limited to what is necessary for each individual’s responsibilities.; ; Compliance is monitored through regular checks, incident reviews and feedback from operational teams. Where issues are identified, corrective actions are taken and processes are updated. This approach ensures that information security is embedded into day-to-day working practices rather than treated as a standalone activity.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Change Acceptance Process (CAP) Sustainable programme success is dependent upon our ability to go beyond training clients in new skills sets & develop people as change agents. We utilise CAP to develop change culture. CAP is a 9 step process to manage change. It’s fundamental in embedding change in the culture of organisations: 1. Set-up for success 2. Clarify the vision 3. Clarify the need 4. Evaluate potential resistance 5. Communicate & convince 6. Delivery early benefits 7. Remove obstacles 8. Embed in the organisation 9. Embed in the Culture.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Our IT Support team carries out vulnerability assessments on our entire system on a monthly basis. An automated vulnerability assessment system (VAS) is used to to identify vulnerabilities across our organisation's IT estate. Tracking, metrics and reporting are used to effectively manage any potential vulnerabilities.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Our service includes: Comprehensive monitoring & alerting. We collect log data on the activities of users, and review/audit it. Coupled with intelligent baselining & effective prioritisation, enabling critical alerts to be raised to the right people at the right time. Knowledgeable analysts. understand and remediate possible attacks and incidents. Deciphering the information generated through monitoring. We provide regular reports/reviews to ensure the service continues to deliver at expected levels. This means no issues are missed, and alerts can be analysed/understood after the event. Our flexible process isn't tied to specific design so the service can evolve based changes to GPG13.
• Incident management type: Supplier-defined controls
• Incident management approach: Our IT support team follows a seven step process for incident management: 1) Incident identification 2) Incident logging 3) Incident investigation and diagnosis 4) Incident assignment or escalation 5) Incident resolution 6) Incident closure 7) User satisfaction survey
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: 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: 2.5%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 4%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: UKAS
• ISO 9001 accreditation date: Thursday 10 July 2025
• 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: D0c8f820-6a70-49f6-83b7-ad9c808d7212
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• 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 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 claire.schneider@lineaassociates.net. Tell them what format you need. It will help if you say what assistive technology you use.