IEG4 LIMITED

Integrated Digital Forms for Revenues and Benefits

IEG4's pre-built editable forms enable channel shift and process automation in the areas of: Revenues CoA, Direct Debit, Discounts, Exemptions, SPDs, Digital Transformation; Business Rates Move-in/Move-out, Direct Debit, Relief; Housing, Council Tax Benefits, Change in Circumstances, Claims; Environmental (Bins/Waste); Social Care Financial Assessment and many others, reducing avoidable contact.

Features

• User-editable forms with inbuilt content management enables localisation
• Email receipts and reminders enable full digital channel shift
• All forms are mobile-responsive using Bootstrap standard
• Accessibility - WCAG2.2 support built-in, navigate using keyboards/speech-enabled assistance
• Saved for later forms accessible with full form retrieval security
• No code integration; Customer Portal and Workflow/EDMS
• Forms will be branded to reflect your corporate styling
• Evidence can be uploaded/requested dynamically according to data given/held
• Revenues Process Orchestration (RPO) near 100% revenues forms processing automation
• Full integration with third-party back-office and EDMS systems

Benefits

• Consistent forms, technology, end-to-end digital across local authority
• LGaaP 'council in a box' gives quick start digital transformation
• Microsoft Power BI reporting offers insight for strategic decision-making
• Real-time checks of individual RBV scores and bank account/ID
• Online evidence removes need/cost of scanning, reduces avoidable contact
• Calculator localisation is available to cater for different LCTS/LCTD schemes
• Intelligent changes processing ensures back-office systems are accurately updated
• Intelligent SPARs functionality assists with councils' post-Covid recovery of revenue
• Back-office integrated bins and waste forms significantly improve service/efficiencies
• Back-office integrated licensing forms significantly improve service/efficiencies

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 info@ieg4.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

256159247907237

Contact

Stephen Ferry
01625900630
info@ieg4.com

About your service

• Service categories:

  Applications

  Content workflow and management

  • Document

  Content services

  • Enterprise Content Management Applications

  Persuasive content management

  • Website Software

  Enterprise portals and digital workspaces

  • Multi-Audience Portals
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: None.
• System requirements: Access to the internet via a modern browser

User support

• Email or online ticketing support: Yes
• Support response times: Service Desk standard working hours are Monday to Friday 09:00 to 17:00 (excluding English Public Holidays). Response and resolution target times (which are based on working hours) for differing Priority Levels are as follows: ; ; Priority Level A, Response 1 hour and Resolution 8 hours; ; Priority Level B, Response 2 hours and Resolution 24 hours; and Priority Level C, Response 4 hours and Resolution 48 hours. ; ; Priority Level D (non-production matters, service requests) will be addressed quickly and efficiently. Escalation channels are available outside working hours. Urgency criteria can be applied to all Priority Levels to ensure effective resolution.
• 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), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: A standard support model included in the annual fees. The UK based Service Desk operates weekdays 09:00 – 17:00 (excluding English Public Holidays). Customers can raise, and monitor progress of, support tickets using a highly interactive 24/7/365 support portal. Email is also available and telephone may be used during working hours and in emergencies out of hours. We have dedicated staff to handle tickets with specialist resources, including cloud infrastructure, available for complex issues. This ensures that support tickets are addressed rapidly by highly efficient and knowledgeable staff and a technical Customer Success Manager is also available. To ensure effective prioritisation, support tickets are assigned to 4 Priority Levels, A-D. ; A: Extreme Urgency - the production system is unusable for multiple organisations, or a high percentage of system users within a single organisation. ; B: Urgent - a significant component or group of components of the production system is not functional for a number of system users. ; C: Important - a component or group of components of the production system is not functional for an individual user of the system. ; D: Standard - an issue related to non-production services, or a request for configuration changes, or enhancements, or a general query.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Full project management and implementation services working in partnership with your IT and Project staff (with full ongoing support and customer success services thereafter). ; ; Implementation will involve a multidisciplinary team with product and technical consultants, and a governance layer aligned with your preferences. ; ; We will work collaboratively and efficiently, usually with a phased approach (depending on the scale of the implementation in terms of products and complexity, to ensure both implementation speed and quality are the focus. ; ; We will be responsible for the project documentation and communication through a shared document and communications channel created for the project. ; ; Our project manager will be the main point of contact for planning, resource coordination, issue and risk management, and if needed, escalation paths to our COO and CEO. ; ; They will arrange any activities needed within the project, making sure the right resources are engaged and that all stakeholders have the communications they need. ; ; Services within implementation usually include Project Management, data and document migration (when required), configuration, training for super users and regular users, hypercare during and immediately following transition to live operation, and downstream customer success activities to maximise value.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • Other
• Other documentation formats: Online via GitBook
• End-of-contract data extraction: IEG Group provides a structured, well-governed exit process designed to ensure continuity of service and a smooth transition to any new supplier. Upon notice of termination, we appoint an Exit Manager to oversee the transition. Our standard notice period is three months, though we can support a one-month exit if required. Services continue to operate Business-as-Usual, and we can support a short period of parallel running where needed. ; ; At exit, we provide a data extract from our Azure SQL, SQL and Storage environments in usable, non-proprietary formats (usually CSV, XML, JSON though some products may be CSV only). ; ; Data is supplied as a packaged export rather than via API and supplied securely using the customer’s preferred method and protected by encryption/passwords. We deliver offboarding as a structured mini-project at no additional charge within reasonable scope. ; ; Engagement with the new supplier is managed by the customer; our support is limited to provision of data and associated metadata to protect our IP. ; ; Non-standard requirements can be delivered on a T&M basis. ; Data retention timelines are set by the customer, after which we complete secure deletion under our ISO27001-aligned ISMS.
• End-of-contract process: IEG Group provides a structured, well-governed exit process designed to ensure continuity of service and a smooth transition to any new supplier. Upon notice of termination, we appoint an Exit Manager to oversee the transition. Our standard notice period is three months, though we can support a one-month exit if required. Services continue to operate Business-as-Usual, and we can support a short period of parallel running where needed. ; ; At exit, we provide a data extract from our Azure SQL, SQL and Storage environments in usable, non-proprietary formats (usually CSV, XML, JSON though some products may be CSV only). ; ; Data is supplied as a packaged export rather than via API and supplied securely using the customer’s preferred method and protected by encryption/passwords. ; ; We deliver offboarding as a structured mini-project at no additional charge within reasonable scope. Engagement with the new supplier is managed by the customer; our support is limited to provision of data and associated metadata to protect our IP. Non-standard requirements can be delivered on a T&M basis. ; ; Data retention timelines are set by the customer, after which we complete secure deletion under our ISO27001-aligned ISMS.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: None
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service is accessed via a secure, browser-based web interface for end users and administrators, with role-based access control. The interface is responsive and supports modern browsers. Integration is provided through documented REST APIs for system-to-system data exchange. All interfaces are designed to high accessibility standards.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Standard element of deployment testing.
• API: No
• Customisation available: Yes
• Description of customisation: Text on forms can be customised by users and translations can be added.; ; Only users with the appropriate permissions can do this.; ; The customer is responsible for administering user permissions.

Scaling

• Independence of resources: We design our services so that demand from one user or organisation does not impact others using logical tenant isolation to separate customer data and activity. ; ; We use scalable Microsoft Azure services to handle increases in demand without degrading performance. Customers’ databases have their own guaranteed performance level via the service quota bult into Azure. ; Customer environments are therefore segregated, and, where appropriate, operational and reporting workloads are separated, preventing analytics or bulk processing from affecting live user activity. ; Continuous monitoring and alerting enable proactive capacity management, ensuring a consistent and reliable user experience for all users.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics are available across a wide range of areas. Typically these will include volumetric data at different levels and scale related to the product or service, demand and usage analysis, performance data, availability and uptime over multiple periods, response time for products as part of the user experience, support tickets opened and closed by priority level with associated response and resolution, by product and triage category, open backlog analysis, key incident analysis, product enhancement request analysis and progress updates.
• 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: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• 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: Other
• Other data at rest protection approach: Azure Storage Service Encryption for data at rest
• 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:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Our reporting database and warehouse provides councils with real-time access to all data captured across the platform. Data export is available through reporting dashboards and direct access to the reporting database. For customers using the eBilling service, this includes delivery and engagement reports showing email and notification status, such as successful delivery and whether a bill has been opened. This supports operational oversight, audit needs, and follow-up activity where required.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • XML
  • JSON
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We have an Availability Percentage Target for the Service of 99.9% in each whole Month for agreed core hours and have a strong track record of availability and uptime through the utilisation of MS Azure components and the designed in resilience and reliability of our services. Scale of operation does not support user refunds in the highly unlikely event that these targets are not achieved.
• Approach to resilience: We use Microsoft Azure cloud infrastructure, providing a secure and ISO 27001 Compliant platform. Back up is across dual UK Data Centres and closed Fibre Network with 24 x 7 Support and Service. We operate a single ‘front door’ for councils and citizens meaning a requested service can be offered by either Microsoft data centres in a load balanced manner with the most ‘local’ server offering service.; To guard against a catastrophic failure within a data centre region, we utilise the Azure capability to geo-replicate data to a different data centre region. Active geo-replication is a business continuity solution that allows the application to perform quick disaster recovery of individual databases in case of a regional disaster or large-scale outage. Even with a total data centre loss, the service will continue.; ; We use auto-failover groups with an automatic failover policy, so an outage that impacts any database in the group prompts automatic failover to the secondary region. These groups provide read-write and read-only listener endpoints that remain unchanged during failovers. Applications do not need to be re-configured in the event of a failover. The failover endpoint will automatically route traffic from the application to the server in the secondary region.
• Outage reporting: We continuously monitor key endpoints for customers using our services, and these trigger associated alerts to enable rapid resolution and restoration of service. These monitors support a public dashboard as well as more detailed internal monitoring through MS Azure monitoring components. We engage with customers in relation to rare events related to unavailability directly through our support portal, via individual email via our customer support managers and by broadcast messages on our website.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Functionality is restricted by user groups, defined by the customer. Our staff access to components is restricted by role and Azure AD Privileged Identity Management. Therefore staff only have the access they need to support the system and only at the time they need it. All elevated access is logged within the PIM service. Role elevation requires 2FA. Within the Azure cloud, the Azure SQL Server and Azure Storage accounts are locked down to only allow access from within the controlled VNET, significantly reducing the potential surface area for attack.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: Between 1 month and 6 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: Between 1 month and 6 months
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: Cyber Essentials; Cyber Essentials Plus; Data Security and Protection Toolkit (DSPT); Digital Technology Assessment Criteria (DTAC); DCB0129 Clinical Risk Management
• Information security policies and processes: Our Information Security Management Policy (under ISO27001 certification) applies to all key areas and is subject to both internal and external audit. Policies include, but are not limited to:; • Information Security Policy; • Access Control Policy; • Data Protection Policy; • Information Management Policies; • Supplier Management Policies; • Network Systems Monitoring Policy; • Remote Access and Mobile Computing Policies; • Security Incident Reporting and Response Policies; ; Policies are reviewed quarterly at meetings under the direction of a board representative and as required in response to any internal and external audit issues raised. Policies are available to all personnel supported by compliance training. Policies are reviewed at least annually and changes are communicated via refresher sessions to staff.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Configuration management toolsets and procedures manage all solution components. Our change management process ensures effective delivery of changes initiated via our product team. Development is scoped and assigned, with security considerations highlighted and mitigated. Changes are implemented by development with peer review with strong QA. Automated additional security scanning and analysis is undertaken, and releases are deployed through automated pipelines, tested rigorously and signed off by both product and, if necessary, customers before deployment to live. Automated tools are used as a repository for all configurations. In most circumstances, Azure slots are used to minimise planned downtime and impact.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our formal vulnerability management process is aligned to recognised industry standards and best practice, including ISO 27001, NCSC guidance on vulnerability management, and Microsoft’s secure cloud and shared-responsibility model for Azure PaaS services. We carry out continuous vulnerability scanning, regular dependency and code analysis, and timely patching of application components and, where used, virtual machines. Vulnerabilities are risk-assessed using CVSS scoring, prioritised based on severity and exploitability, and tracked through to resolution within defined timescales. Our processes are supported by Azure-native security tooling and regular review as part of our information security management and service assurance activities.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Both we and Microsoft monitor relevant sources of information relating to threat, vulnerability and exploitation. Defender safeguards SQL Azure Database, App Service, Storage, and Key Vault, continuously monitoring for potential threats and offering actionable alerts and mitigation steps. Leveraging the MITRE Attack Matrix, it prioritises alerts by severity, aiding in threat analysis. For SQL servers, advanced threat protection monitors for SQL injection, brute-force attacks and more. Resource usage is actively monitored. Patterns of usage that fall outside normal thresholds generate alerts. Microsoft’s Security Response Center (MSRC) regularly monitors external vulnerability awareness sites which promotes action to mitigate risks when necessary.
• Incident management type: Supplier-defined controls
• Incident management approach: The IEG Group Incident Management Standard Operating Procedure (SOP) defines the policies and procedures employed as an effective Incident Management process. This SOP documents the IEG Group approach to the management of the lifecycle of incidents from initial incident recognition to restoration of normal service with subsequent analysis aimed to reduce the likelihood of reoccurrence.; ; The SOP covers the complete Incident Management practice for all incidents causing an interruption in an IT service or a reduction in business efficiency. This includes IT issues impacting on the risk to clinical safety or giving rise to actual or potential security/data risks.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: 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: 5%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 2%
• Between £1,000,001 and £2,500,000: 2%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 20%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: QAS
• ISO/IEC 27001 accreditation date: Tuesday 9 September 2025
• What the ISO/IEC 27001 doesn’t cover: Scope of Applicability covers all controls (except outsourcing) and all functions of IEG4 (as part of IEG Group).
• 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: 6fd8c67a-2509-42d7-9e1d-a600d647f5a8
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ad5f47a9-7687-47e3-902f-c041f14f7b74
• Other security certifications: Yes
• Any other security certifications:
  • Data Security and Protection Toolkit
  • DCB0129

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
    • 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
    • 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
    • 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 info@ieg4.com. Tell them what format you need. It will help if you say what assistive technology you use.