CIVIC COMPUTING LIMITED

Knowly AI Chatbot

This service provides a configurable AI chatbot that gives users natural-language access to organisational knowledge. It uses retrieval-augmented generation to answer questions accurately from approved sources (e.g documents, documentation, websites). The service supports secure deployment, user management and flexible model selection to meet operational and privacy requirements.

Features

• Natural-language chatbot for querying internal documentation.
• Retrieval-augmented generation for accurate, source-based responses
• Configurable remote model deployment
• Knowledge base built from uploaded or linked data sources
• User and team access management controls
• Audit logs and usage monitoring
• Configurable language, tone and response behaviour
• Hybrid search combining semantic and keyword results.
• Scalable architecture supporting high user volumes
• Administration dashboard for system configuration and management

Benefits

• Faster access to accurate information across large data sets
• Reduced time spent searching manuals and knowledge bases
• Consistent answers based on approved organisational content
• Improved support response times without extra staff
• Better onboarding for new employees
• Lower cognitive load when working with complex information
• Improved decision making using contextual responses
• Reduced errors from outdated or inconsistent information
• Greater confidence in information accuracy and relevance

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

Framework

G-Cloud 15

Service ID

292240382770909

Contact

Greg Rouchotas
0131 624 9830
tenders@civicuk.com

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  • Search and knowledge discovery

  AI software services

  • Document AI Software Services
  • Personalize AI Software Services
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: N/A
• System requirements:
  • Web Content Management System
  • Any online platform

User support

• Email or online ticketing support: Yes
• Support response times: 1 hour
• 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: We provide a technical account manager and cloud support engineer to cover incidents of all levels.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide clear user documentation that explains how to access the chatbot, ask effective questions and understand responses. Documentation also covers administration tasks such as managing users, updating content and reviewing usage logs. This material is available online and kept up to date as the service evolves.; ; We offer guided onboarding sessions delivered remotely. These sessions walk users through the service interface and core features. Separate sessions are available for administrators and end users. Administrators receive guidance on content management, configuration options and monitoring. End users focus on everyday use, including how to phrase questions and interpret answers.; ; Where required, we can provide additional training sessions for new teams or changes in service use. Support is available through our ticketing system to answer questions during early adoption. This approach ensures users can start using the service quickly, understand its capabilities and gain confidence in day-to-day operation without disruption.
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: The users of this service can extract their data in CSV format at any point through our admin interface.
• End-of-contract process: At the end of the contract, we follow a clear and controlled exit process. We agree an end-of-contract plan with the buyer to confirm timelines, responsibilities and required outputs. The service remains available until the agreed end date unless otherwise requested.; ; As part of the contract price, we support data export. We provide an export of the buyer’s knowledge base content, including uploaded documents, metadata and configuration settings, in commonly used formats. We also provide guidance to support transition to another service if required. Once the buyer confirms successful transfer, we securely delete all remaining data from our systems in line with our data retention and security policies. We can provide written confirmation of deletion.; ; The standard contract price includes service access until the end date, data export, and secure data deletion. It also includes reasonable support to answer questions during the exit period.
• 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: Our applications works seamlessly across all desktop, tablet and mobile formats.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: We provide a service interface where the administrators can configure the service, review consent rates, export data and scan for cookies.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have fully tested our interface with users of assistive techologies
• API: No
• Customisation available: Yes
• Description of customisation: The look and feel of the interface is fully customisable through the admin interface. Also all related functions to detecting and setting up cookies to be monitored is performed through the admin interface.

Scaling

• Independence of resources: The data are segregated for each client. Additionally we do not collect any personal data.

Analytics

• Service usage metrics: Yes
• Metrics types: Uptime, Response times
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• 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: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest: Physical access control, complying with SSAE-18 / ISAE 3402
• 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 importing and exporting

• Data export approach: The data can be exported through our admin interface.
• Data export formats: CSV
• 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
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: 99.9%
• Approach to resilience: Our service is designed to protect client assets and remain available during faults, failures or unexpected events. We build resilience into the platform at every layer. Each hosted service runs in an isolated environment to limit the impact of failures and prevent cross-service issues. We use resource controls to stop individual workloads affecting others. The hosting platform uses redundant components. Compute, storage and network services are designed with no single point of failure. Storage uses replication to protect data integrity. Network paths are redundant to maintain connectivity if a component fails. We monitor platform health continuously and respond to alerts through defined incident processes. Backups are taken daily to protect against data loss, corruption or security incidents. We maintain a disaster recovery capability that allows services to be restored if a major incident occurs. Recovery processes are documented and tested. The datacentre environment supports resilience through physical and operational controls. Facilities use multiple power feeds, backup power generation, resilient cooling and diverse network connections. Physical access is restricted and monitored. We support resilience through operational practices. Changes are tested before release, rollback plans are defined. Maintenance is planned to avoid disruption where possible. Security patches are applied promptly.
• Outage reporting: We report outages through email alerts

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: We restrict access to management interfaces and support channels through role-based controls. Only authorised staff can access administrative systems. Each user has an individual account with least-privilege permissions. Strong authentication is required, and shared accounts are not used. Access rights are reviewed regularly and removed when roles change. All actions are logged and monitored. Support systems follow the same controls. Only trained staff can view or handle tickets, and they see only information needed to resolve the issue. These controls align with our ISO 27001:2022 and Cyber Essentials requirements.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • 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: ISO/IEC 27001
• Information security policies and processes: We operate a formal set of information security policies aligned to ISO 27001:2022. These policies cover access control, asset management, secure operations, supplier management, incident handling, business continuity and data protection. Each policy has a defined owner and is reviewed on a scheduled basis or when risks change. Our reporting structure is clear. Overall responsibility for information security sits with senior management. Day-to-day oversight is handled by the security lead, who reports directly to senior management. The security lead manages risk assessments, policy compliance, incidents and audit activity. We ensure policies are followed through a combination of controls and checks. Staff receive security awareness training when they join and at regular intervals. Access to systems is role-based and reviewed periodically. Changes to systems follow an approved change process. Logs and monitoring support oversight of activity. Security incidents follow a defined process. Each incident is logged, investigated and closed with corrective actions where needed. Internal reviews/external audits provide assurance. Findings are tracked and addressed through improvement plans.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: We manage configuration and change through defined processes. All service components are recorded in a central register. The register tracks ownership, version, status and lifecycle stage. We update it when components are added, changed or retired. This provides a clear audit trail. All changes follow a change process. Each change is logged, reviewed and approved before implementation. We assess security impact by checking access, data handling and exposure. Changes are tested in a staging environment. We apply approved changes during planned windows and record outcomes. This approach keeps the service controlled and secure.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We follow a structured vulnerability management process. We monitor potential threats by reviewing vendor security advisories, trusted industry sources and vulnerability feeds. We assess each issue for relevance and impact on our services. Risks are prioritised based on severity and exposure. High-risk vulnerabilities are addressed first.; ; We deploy security patches promptly. Critical patches are applied as soon as practical, and within 24 hours where risk is high. Routine operating system and platform patches follow a regular update cycle. All fixes are tested before deployment and recorded. This process keeps the service current and reduces exposure to known threats.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We use protective monitoring to detect and respond to potential security issues. We monitor system logs, access events and service behaviour for unusual patterns. Alerts are raised when thresholds or anomalies are detected. We review alerts to identify possible compromises. When a potential compromise is found, we follow our incident process. We isolate affected systems, review access and secure accounts if needed. We record actions and findings. We respond during support hours within defined SLA times and immediately for critical issues. High-risk incidents are prioritised to reduce impact and prevent further exposure.
• Incident management type: Supplier-defined controls
• Incident management approach: We follow a defined incident management process. We have pre-defined procedures for common events such as service outages, security alerts and performance issues. Users report incidents through our support ticketing system, with urgent issues escalated by phone during support hours. Each incident is logged, prioritised and assigned an owner. We track actions and resolution steps. After resolution, we provide an incident report to the user. The report outlines the cause, impact, actions taken and any follow-up measures. Incidents are reviewed to identify improvements and reduce repeat issues.
• Post-quantum cryptography secure: Yes

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: 1%
• Between £250,000 and £500,000: 4%
• Between £500,001 and £1,000,000: 6%
• Between £1,000,001 and £2,500,000: 8%
• Between £2,500,001 and £5,000,000: 9%
• Over £5,000,001: 10%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Citation ISO Certification
• ISO/IEC 27001 accreditation date: Friday 14 March 2025
• What the ISO/IEC 27001 doesn’t cover: The provision of digital communications services, specialising in online marketing, online strategy and consultancy, development, website design and build, including content management, content services, usability and accessibility, metrics analysis, web optimisation and hosting
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA
• ISO 9001 accreditation date: Tuesday 2 May 2023
• What the ISO 9001 doesn’t cover: Discovery and UX, Design and creative, Accessibility evaluations and testing, Web; design and development. Hosting and support, Solutions, Cookie Control - GDPR; compliance, User-generated content engine, Workflow, and case management,; Learning management systems, and consulting services
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: F063d9dc-225a-40c3-99f1-1dd385d353ff
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• Other security certifications: Yes
• Any other security certifications:
  • ISO 27017 (expected award June 2026)
  • ISO 27018 (expected award June 2026)

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
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • 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

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