BERING LIMITED

Brave AI

Brave AI is a clinical risk-stratification and proactive case-finding tool that helps Neighbourhood Teams identify patients at highest risk of deterioration, frailty progression, and unplanned admissions. It supports prioritisation and proactive care planning across practices, INTs, and ICBs, enabling consistent, auditable workflows using routinely collected primary care data.

Features

• Advanced risk stratification models for unplanned admissions, demand, and frailty
• Custom dashboards for clinical teams that reflect local priority areas
• Integrations with Electronic Medical Record and Primary Care Systems
• Real-time analytics and reporting
• Geographical mapping and support for public health analysis
• Interactive cohort building and population segmentation
• Expert consultancy, data analysis, implementation, and training
• Remote access
• Digital Clinical Safety and Information Governance Blueprints for local adoption

Benefits

• Identify patients for proactive care in communities
• Identify and understand unwarranted variations in care delivery
• Enable proactive care through accurate case finding
• Understand drivers for care and service demand
• Identify gaps in care
• Deliver operational efficiencies by reducing need for face-to-face contact
• Strengthen relationships, leadership and collaborative working
• Prioritise where teams can focus to make an impact

• Free trial available

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

Framework

G-Cloud 15

Service ID

226778076620247

Contact

Ignat Drozdov
020 7487 0460
idrozdov@beringresearch.com

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: No
• Cloud deployment model: Private cloud
• Service constraints: The service is only available over the HSCN network. Access to patient identifiable information is only available to health and care teams. No information regarding dissented patients and sensitive conditions is held.
• System requirements:
  • Users must have an HSCN connection
  • The buyer is responsible for performing privacy impact assessments
  • The buyer must enable the IG process and lawful requirements
  • Minimum supported browsers: Internet Explorer v10, Chrome v50, Firefox v96

User support

• Email or online ticketing support: Yes
• Support response times: The Bering service desk is available Monday – Friday between 9am – 5pm. All incidents and contacts are recorded on service desk software with agreed priorities.; ; Our service levels for incidents are as follows:; ; - Critical; resolved with 4 hours; - High; resolved within 1 day; - Medium; resolved within 3 days; - Low; resolved within 15 days; - Non-urgent (information); resolved and closed within 30 days
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: No
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Technical Account Manager is provided.; ; Our support levels are described as follows:; ; - Critical; resolved with 4 hours; - High; resolved within 1 day; - Medium; resolved within 3 days; - Low; resolved within 15 days; - Non-urgent (information); resolved and closed within 30 days
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We offer onboarding support ranging from Digital Clinical Safety, to Information Governance Requirements needed to deploy Brave AI.; ; To support clinical users we offer tailored training for the Brave AI Platform which is delivered remotely.; ; We provide access to weekly live Brave AI Masterclass sessions, a comomunity of practice, and access to an interactive Knowledgebase.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: An option will be offered to the customer to export certain historic data items from the system (separately chargeable fee may apply). This will be offered as a database snapshot or CSV file export.
• End-of-contract process: Upon end of the contract, all data associated with the customer (e.g. patient records, historic data) will be removed from the system. Certificates stating that this deletion has happened will also be made available. This service is included in the price of Brave AI. Where the option to export additional historic data items is taken up, this may be chargeable.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Mobile experience is fully featured but interfaces are optimised for smaller form factor.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Secure service interfaces in the form of clinical dashboards are provided for healthcare professionals.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Manual and automated interface accessibility testing has been undertaken but not specifically for users of assistive technologies.
• API: No
• Customisation available: Yes
• Description of customisation: Almost any element of the Brave AI platform can be customised to meet specific customer requirements. Customisation is available to support bespoke risk stratification, on-line reporting, or to provide extended help desk cover.; ; Customisation requirements are typically defined through early stage work in determining user needs and organisational goals. For a live service, further customisations can be considered in response to analytics, user feedback and product enhancements.

Scaling

• Independence of resources: The performance of the service is actively monitored. If users are making demands on the servers which affects other customers on the same platform, Bering will work with the hosting provider to increase system resources to mitigate any effects.

Analytics

• Service usage metrics: Yes
• Metrics types: Brave AI implements an action audit trail and database monitoring tools. We monitor service usage and performance. Brave AI provides online reports on who has used the tool and which functions are being used. These reports can be accessed at anytime to give real-time information on usage.
• 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: 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: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Approach can be designed to suit customer requirements and Information Governance specifications.
• Data export formats:
  • CSV
  • ODF
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We provide 99% uptime excepting agreed service outages (e.g. to implement new customer features).
• Approach to resilience: The data centres we use to host Brave AI are N+1 throughout. This means that all parts of the physical architecture have backups to ensure maximum reliance.
• Outage reporting: The service is monitored by our product specialists. Any downtime, planned or otherwise, is reported to all customers with expected resolution times. Metrics are published to users through email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Limited access network (for example PSN)
  • Username or password
• Access restrictions in management interfaces and support channels: Management functions are restricted to authorised personnel and need specific access. Support channels are also restricted to authorised customers.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Limited access network (for example PSN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: Bering has a duty to respect and protect information. We have achieved Cyber Essentials accreditation and working in compliance with ISO27001.; ; We have developed a rigorous information security management system (ISMS), which sets our approach to managing information security. The system is approved by top management and communicated to all employees and contracted third parties.; ; Security policy procedures, technologies and audit logs are reviewed annually to ensure a continuous improvement in overall security framework.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Change management is used to evaluate, control, and minimise operational risk and cost, as well as maintain the established product standards and quality.; ; Our change controls:; ; -establish the purpose, category and nature of changes; -determine the potential consequences of changes; -assess resource requirements for the changes; ; We use configuration management to establish and maintain consistency in our software’s performance. This includes configuration management for:; ; -Project/work management; -Source control; -Build/test/release pipelines; -Software packaging
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Wherever Brave AI is hosted we require the infrastructure is protected from external threats by an industry leading firewall which is actively updated against new vulnerabilities. The operating systems of our application and data servers are also regularly updated to guard against any new threats. Lastly our software and built-in access controls undergo regular security and penetration testing. Critical updates are deployed within hours and important and other patches deployed within weeks.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Brave AI audits access to the system and tracks users actions within the system. This information is accessible to users with appropriate security permissions via online reports and analysis. Bering also perform regular audits of system usage. If any compromise was found the threat would be immediately evaluated to understand the current impact to the system. Our response would then proportionate to the threat level. We also require any hosting partner to provide industry standard defences against malware and hacking attacks.
• Incident management type: Supplier-defined controls
• Incident management approach: Bering's incident management process is based on the ITIL incident management process which we have modified to fit our needs. Incidents are captured, prioritised, and tracked to resolution. Management and technical escalation processes are defined, supported by industry standard incident management software solution. Performance against SLAs is reviewed and reported.
• 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: Yes
• Connected networks: Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Access to a demonstration system of Brave AI with test data. Provides full functionality of 'live' platform. Remote e-mail/webinar support available for the duration of the trail period.; ; Bespoke tailoring/Bering consultancy NOT included in the trail.; ; Trial service typically available for a one-month period.

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 15%
• Over £5,000,001: 15%

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: 6c3986aa-66cf-4f49-8fbc-e4ad41b4aba0
• 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 idrozdov@beringresearch.com. Tell them what format you need. It will help if you say what assistive technology you use.