DPM DIGITAL HEALTH CONSULTANCY LTD

Clinical Safety, AI Governance and Risk Management Training and CSO Mentorship

Clinical safety and AI governance training services supporting NHS organisations to build internal capability. Delivers CPD-accredited Clinical Safety Officer training, clinical risk management awareness, AI governance and AI risk management courses, and structured mentorship, enabling staff to safely govern digital and AI-enabled systems in line with NHS safety standards.

Features

• CPD-accredited Clinical Safety Officer practitioner training
• DCB0129 and DCB0160 clinical risk management training
• Clinical risk management awareness for digital health teams
• AI governance training aligned to NHS expectations
• AI risk management training for clinical safety officers
• Structured CSO mentorship programmes (6 or 12 months)
• Practical hazard workshop management using real world scenarios
• Safety documentation and CSCR development training
• Workforce capability development and in-work progression support
• Flexible NHS delivery: virtual, on-site or blended

Benefits

• Increased internal clinical safety and governance capability
• Reduced reliance on external assurance support
• Improved confidence in clinical safety decision-making
• Consistent understanding across multidisciplinary NHS teams
• Support for workforce development and in-work progression
• Practical skills aligned to real NHS delivery
• Improved compliance awareness across the organisation
• Stronger preparation for digital transformation programmes
• Sustainable long-term safety and governance capability
• Flexible training aligned to NHS operational needs

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  ODT

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 dean.mawson@dpmdigitalhealth.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

232935420393954

Contact

Dean Mawson
07840049772
dean.mawson@dpmdigitalhealth.co.uk

About your service

• Service categories:

  Cloud Support Services

  Training

  • Other

Service scope

• Service constraints: DPM’s services are available 9am–5:30pm, Monday to Friday. Safety assessments cannot guarantee a product meets an acceptable Clinical Risk, to preserve assessment integrity. Customers are informed promptly of potential concerns. Reports rely on information provided by clients; incomplete data may limit analysis. Services are delivered remotely and on-site depending on the needs of the client

User support

• Email or online ticketing support: Yes
• Support response times: We provide email support only; no ticketing system. Emails are monitored 9am–5:30pm, Monday to Friday, and responded to promptly. Urgent clinical or safety queries received outside business hours or on weekends are prioritised and addressed at the earliest opportunity on the next working day. Our team ensures timely, professional responses, maintaining clear communication and rapid resolution for all client enquiries
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Support levels: DPM Digital Health provides specialist remote support across its Clinical Safety & Regulatory Compliance, AI Governance & AI Risk Management, and Clinical Safety & AI Governance Training and Capability Development managed services. Support is delivered by experienced Clinical Safety Officers and subject matter experts via telephone, email, and online meetings. Standard support is typically provided on a managed service basis, with the level and frequency tailored to organisational needs, system risk, and service scope. DPM Digital Health does not provide technical account managers or cloud engineering support. Services are consultancy-led and focused on clinical safety assurance, regulatory compliance, AI governance, risk management, training and mentorship, and organisational capability development. Support requests are responded to during business hours (9:00am–5:30pm, Monday to Friday), with urgent clinical safety or AI governance matters prioritised. Additional support can be arranged at the agreed daily rate. On-site support can be provided where required by the NHS organisation. This flexible, expert-led support model ensures timely, proportionate assurance while supporting NHS organisations to retain local ownership and accountability

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Pricing

• Discount for educational organisations: No

Cyber security roles

Cyber security audit and assurance

Role level	UK Rate	Offshore Rate
Lead cyber security audit and assurance	£750.00	£850.00
Principal cyber security audit and assurance	£750.00	£850.00

Cyber security governance and risk management

Role level	UK Rate	Offshore Rate
Associate cyber security governance and risk manager	£750.00	£850.00
Lead cyber security governance and risk manager	£750.00	£850.00
Principal cyber security governance and risk manager	£750.00	£850.00

Product and delivery roles

Digital portfolio manager

Role level	UK Rate	Offshore Rate
Digital portfolio manager	£750.00	£850.00
Senior digital portfolio manager	£750.00	£850.00

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: Yes
• Any other security certifications:
  • Data Security and Protection Toolkit (DSPT)
  • Data Protection Registration - ico

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities 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
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How 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

  • 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
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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)
    • 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
    • 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 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
    • 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

  • 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.

    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

  • 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

  ODT

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 dean.mawson@dpmdigitalhealth.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.