DOC ABODE LTD.

Intelligent Care Coordination and Scheduling

Doc Abode is a cloud-based care coordination and dynamic scheduling platform for NHS out-of-hospital unscheduled care. It provides real-time operational visibility of demand, activity and capacity based on live workflows, helping teams allocate work efficiently and track pathway performance. Optimised for UCR and extendable to ICC/SPoA and neighbourhood team models.

Features

• Real-time capacity tracker showing live availability across pathways/organisations
• Interoperability: SystmOne (Community/MentalHealth modules), RiO(TAG), NHS Spine PDS, +others
• Dynamic scheduling and allocation engine with configurable rules and priorities.
• Cross-organisation coordination workspace for ICC/SPoA and neighbourhood teams.
• Role-based access, segmentation and audit trails for multi-provider use.
• Structured allocation tools aligning referrals to live capacity and skill-mix.
• Secure cloud service with monitoring, resilience, support and service controls.
• Real-time operational reporting on capacity, demand, activity, response and utilisation.
• Configurable safety constraints: lone working, escalation triggers, risk flags.
• Operational command queue for time-critical work across multiple teams.

Benefits

• Increase unscheduled care productivity by reducing admin and coordination time.
• Rapidly allocate referrals using live availability, skills and location.
• Reallocate work quickly using exceptions, escalation and response windows.
• Provide capacity assurance to support system channel shift decisions
• Coordinate multi-provider triage and onward referral in one workspace.
• Enable multi-organisation operations with segmentation, permissions and audit.
• Maintain accountability with traceable handovers and auditable decisions.
• Improve staff safety with lone-working alerts and real-time status visibility.
• Reduce duplicate entry via interoperable integrations across mixed EPR estates.
• Improve patient safety with escalation triggers, ownership and audit trails.

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 contact@docabode.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

216425325024390

Contact

Taz Aldawoud
0300 033 1800
contact@docabode.com

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
  • Adult Social Care
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Electronic Patient Records including direct integration with TPP SystmOne (including Community and Mental Health modules), RiO (The Access Group) and others.
• Cloud deployment model: Public cloud
• Service constraints: We shall use commercially reasonable endeavours to make the Services available during the hours of operation, except for all planned maintenance which will be communicated to the Customer no later than 2 weeks prior to the maintenance.; ; Planned maintenance will be scheduled to minimise disruption to the Service and aligned to the Customer’s business continuity plan for the Services; and unscheduled maintenance performed outside Normal Business Hours.
• System requirements:
  • IOS version 11 and higher
  • Android version 10 and higher
  • Google Chrome or Microsoft Edge
  • Internet connection
  • Windows 10 or 11 (TPP SystmOne integration only)

User support

• Email or online ticketing support: Yes
• Support response times: Depending on priority of the support required and purchased:; ; PO: 60 minutes (Service is down;Services system, application or critical feature/function is down); ; P1: 4 hours (Local emergency [single user, non-critical but still urgent functionality]); ; P2: 8 hours (Service impaired; a feature or function is not working correctly and is blocking partial use of the system, whilst other functionality is working correctly); ; P3: 16 Hours (Minor issue; is impacting usability of the system but a workaround is available and major features/functions are working correctly)
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), 7 days a week
• Web chat support: Yes, at an extra cost
• Web chat support availability: 9 to 5 (UK time), 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We use industry leading Web Chat technology (Intercom) which has been tested and is accessible and compliant with the Web Content Accessibility Guidelines 2.2 Level AA.; ; We create a test workspace for all prospective Customer assistive technology users to ensure this meets their requirements and make necessary adjustments if not.
• Onsite support: Yes
• Support levels: Support is available 8am to 10pm 7 days a week - 10% of Total Monthly or Annual Recurring Service Fees; ; Cloud support engineers are available as required.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Clients have a range of materials to support the on-boarding and adoption of Doc Abode eScheduling service.; ; Onsite and remote training - Training for both administrators and field based users can be conducted either onsite or via a remote training session.; ; Training materials are available online via a secure area in PDF and video format. These are accessible by all team members and made available for the training of any new staff members.; ; The library of materials are maintained and updated on an ongoing basis.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Whilst some operational data can be extracted via the user interface, a full extract would be provided by Doc Abode as part of the off-boarding process
• End-of-contract process: At the end of a contract the client will go through a structured off -boarding process.; The off-boarding process will have particular focus on the Information Governance compliance for NHS Providers.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The Desktop service is designed for administrator use.; The Mobile service is designed for front-line field based service use.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Web and mobile interfaces are available for users to interact with the service, for example to manage jobs and users
• Accessibility standards: None or don’t know
• Description of accessibility: Perceivable: Users are be able to perceive the content in some way, using one or more of their senses. Images that convey meaningful information have alternative text provided.; Operable: Users are be able to control UI elements. For example, all functionality like buttons and form elements can be accessible using keyboard controls.; Understandable: The content is understandable to its users. That means things like the language of the page is detectable in the code.; Robust: Content is developed using well-known and adopted web standards. Code is easily parsed and interpreted by different browsers/user agents like screen readers.
• Accessibility testing: We use industry leading technology which has been tested and is accessible and are working towards Web Content Accessibility Guidelines (WCAG) 2.2 level AA.; ; We create a test workspace for all prospective Customer assistive technology users to ensure this meets their requirements and make necessary adjustments if not.
• API: No
• Customisation available: Yes
• Description of customisation: Following an initial requirements gathering exercise the service can be customised to the unique requirements of a provider's needs. These are typically the rules applied by the provider to deliver a commissioned services e.g. time to respond, clinical safety requirements.; ; The service can be customised at service launch or through a change request process "in-life".; ; Requirements for customisation are led by the engagement of a Doc Abode Business Analyst with the provider's service operational lead.; In-life changes can be made by nominated "super-users" via an agreed change management process.

Scaling

• Independence of resources: Doc Abode's provisioned cloud infrastructure is designed to automatically scale up and down according to demand via mechanisms such as container-based services and serverless functions, meaning that any issues related to high demand can be mitigated.; ; Rate limits are also in place to prevent abnormal or malicious usage that could affect the performance of the platform.

Analytics

• Service usage metrics: Yes
• Metrics types: Doc Abode provides a custom built reporting suite for the service.; ; Metrics are categorised under Patient, Clinician, Event and Geography. Under these categories clients can drill into specific service usage categories.; ; Direct access to the reporting database can be provided allowing Customers to visualise in their preferred BI tools such as Tableau, Power BI via a secure FTP transfer.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• 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: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users can export a summary of operational data from the user interface in CSV format.
• Data export formats: CSV
• Data import formats:
  • CSV
  • Other
• Other data import formats: XLSX

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Services shall be available 99.5% during Normal Business Hours and 99.00% outside of Normal Business Hours.; Users are refunded pro-rata for service non-availability outside these SLAs.
• Approach to resilience: Our databases have 35 day point-in-time recovery, plus periodic backups, which can restore data in the case of rectifying inaccurate data. Access controls are managed through the AWS platform via restricted administrator access privileges.; ; AWS is a highly resilient NHS Digital approved secure cloud platform (https://aws.amazon.com/compliance/data-center/controls) providing best in class Business Continuity Planning and disaster recovery planning to take steps before, during and responding rapidly after any critical event.
• Outage reporting: Service outages are reported via a public dashboard and email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Username or password
• Access restrictions in management interfaces and support channels: Access is managed by credentials and access rights given to those who require it.
• 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 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: No
• Security governance approach: Security governance is taken seriously and is proportionate to the organisation’s size and risk profile. A named senior owner is accountable for information security, with clear oversight of risks, controls, and incidents. Security requirements are embedded into everyday operations through secure-by-default cloud services, strong identity and access management, full device encryption, and regular patching. Risks are actively reviewed by leadership and addressed promptly. Core security policies and procedures are documented, understood by staff, and followed consistently, providing a strong foundation that scales as the organisation grows.
• Information security policies and processes: The Doc Abode solution architecture is hosted on the NHS Digital approved secure AWS platform. Alignment with ISO 27018 demonstrates that AWS has a system of controls in place that specifically addresses the privacy protection of AWS customers’ content.; ; Alignment with the ISO 27018 code of practice provides assurance that:; • Customers control their content.; • Customers’ content will not be used for any unauthorised purposes.; • Physical media is destroyed prior to leaving AWS data centres.; • AWS provides customers the means to delete their content.; • AWS doesn’t disclose customers’ content unless required to do so in order to comply with a legally valid and binding order.; ; All application data, whether identifiable or not, is encrypted in transit through the use of HTTPS (TLS) and OAuth 2.0.; ; Governance and Reporting Structure; ; CEO – Accountable for overall information security posture; provides annual approval for Business Continuity and Disaster Recovery plans; Data Protection Officer – Oversees all aspects of data protection compliance, GDPR requirements, and data subject rights; Principal Engineer – Controls direct access to AWS resources; approves all platform changes before promotion to production; Asset Owners – Assigned responsibility for specific information assets including conducting regular access reviews
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: GitLab is used to store the service codebase. All changes to the codebase are logged and can be tracked using GitLab.; All staff that have access to codebase can submit change requests. A sub-set of staff are authorised to deploy any changes into the production environment following relevant code review and quality assurance processes.; During those processes potential security impacts are assessed.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Cloud-based servers are patched regularly. Deployment of patches to the Doc Abode service will depend on the identified threat and they are resolved in line with Cyber Essentials Plus standards. ; ; Dependency vulnerabilities are monitored using Snyk and high risk vulnerabilities are patched at the earliest opportunity.; ; Potential threats are assessed using out regular pen testing process and through regular monitoring of the https://owasp.org/www-project-top-ten/ log of threats.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Doc Abode use combination of AWS Cloud Watch and Sentry to monitor the application.; ; A defined incident management process is in place for any incident that arises. An incident owner will assemble the necessary people as quickly as possible to assess the severity, after which it will be resolved in line with its urgency and our SLAs.
• Incident management type: Supplier-defined controls
• Incident management approach: An incident management process is in place and clearly defined. Users can report incidents via the web portal or email.; ; Incident reports are produced internally and can be provided where appropriate.
• Post-quantum cryptography secure: Yes

Secure development

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

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: 2.5%
• Between £2,500,001 and £5,000,000: 3.5%
• Over £5,000,001: 5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 2306d46a-8f02-47b7-8ca7-64f53a493331
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 241121d6-305a-4f80-b5d8-e2b2f71b59e3
• Other security certifications: Yes
• Any other security certifications: NHS Data Security and Protection Toolkit (Standards Exceeded 2024-25)

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 contact@docabode.com. Tell them what format you need. It will help if you say what assistive technology you use.