DATACTICS LIMITED

Policing Data Preparation by Datactics

The Policing Problem Book of 2025 asks: how can policing enable secure, efficient, and standardised data sharing across forces? Policing Data Preparation by Datactics is designed to address this problem, by preparing Policing Data for sharing both between and within forces, and with other third parties as appropriate.

Features

• Police Data profiling, cleansing, matching and de-duplication.
• Reconciles and deduplicates records across disparate policing systems, high interoperability.
• For use with both structured and semi-structured Police Data.
• Automated data quality rules suggestion using NLP/AI models.
• Data analyst friendly, drag-and-drop functionality with no programming knowledge required.
• Centralised rules management hub to enable continuous data quality monitoring.
• Hundreds of built-in rules to profile/cleanse/parse/validate/match common data attributes.
• Data quality issues management and remediation workflow for data stewards.
• Data quality reporting and advanced insights to predict data quality.
• Fast 'in-memory' solution scalable for Big Data, highly performant.

Benefits

• Drives efficiencies by automating processes saving time and cost.
• Rapid deployment (hours, not days/weeks) brings immediate insight.
• Data matching automation, automated record categorisation and data workflow automation.
• Improved quality/rapid matching speeds on very large data sets.
• Experience with 45+ police constabularies, including crime classification.
• Experience of Management of Police Information 2005 (MoPI).
• Experience of Code of Practice Policing information and records management.
• Experience of POLE standards for Person, Object, Location, Event data.
• Developer of the National Data Quality Improvement Service (NDQIS).
• Consultants have government security clearance and police clearance NPPV3.

• Education pricing 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 digitalgov@datactics.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

310405779960739

Contact

Digital Gov Team
07789871266
digitalgov@datactics.com

About your service

• Service categories:

  Application Development and Deployment

  Data management

  Database management systems

  • Low-Code Database Management Systems

  Data integration and intelligence

  • Data Ingestion and Transformation Software
  • Data Quality Software
  • Master Data Intelligence Software
  • Metadata Management Software
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: None
• System requirements:
  • Buyers must have their own hardware/VM/Cloud environment.
  • Microsoft Windows, Windows Server or Linux OS
  • Container Environment (AKS, EKS, RHOS etc)
  • VDI Environment

User support

• Email or online ticketing support: Yes
• Support response times: Standard support is UK business hours. Support can be tailored according to client needs including response times for weekends.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• 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: Datactics includes a standard support package for its products and services, including a Helpdesk during UK Business Hours. On receipt of key information concerning the issue, we will categorise it on a severity scale as follows, and aim to resolve within the timeframes as outlined below: ; Critical - The Software is inoperable or a core function of the Software is unavailable - Response 2hr - Resolution 4hrs. ; Serious - A core function of the Software is significantly impaired - Response 4hrs - Resolution 8hrs. ; Moderate - A core function of the Software is impaired, where the impairment does not constitute a serious issue; or a non-core function of the Software is significantly impaired - Response 1 Day - Resolution 4 days. ; Minor - Any impairment of the Software not falling into the above categories; and any cosmetic issue affecting the Software - Response 5 days - Resolution 10 Days.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: The level of engagement depends on client requirements; some require fully-managed implementations whereas others prefer to be completely self-sufficient and Datactics can provide for all scenarios. The most common engagement involves initial implementation of software and rules building before training and handing over to the client. Datactics can provide onsite training as well as online training modules. Comprehensive user and system-specific documentation is provided.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: Help files contained within the software
• End-of-contract data extraction: Datactics does not store copies of client's data but instead processes the data in-memory and deletes it automatically once processed. Data is exported in the form of transformed/cleansed data files and exception reports. A series of log files are created that detail process runs and metadata on users. All of the data mentioned above can be easily extracted at the end of a contract by a user with administrator login credentials. Datactics can assist with this process to ensure complete deletion, if required.
• End-of-contract process: Datactics can work with the client to ensure all data is extracted / deleted from the system as required and this is included in the price of the contract. The software will then be uninstalled from the client's environment. Any work that involves migration to a new system will be charged as per SFIA rate card.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: If a Datactics customer uses assistive technology (e.g. a screen reader) and needs versions of any documentation in a more accessible format, they can email digitalgov@datactics.com to request an accessible format.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: Yes
• Compatible operating systems:
  • Linux or Unix
  • Windows
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Business-friendly web application for non-technical users to profile and apply data quality controls to a wide variety of connected data sources; quarantine and remediate bad data; get advanced insights into data quality issues and trends over time; ; ; Administrative web application to configure platform, configure data and API connections, build complex data pipelines as Directed Acyclic Graphs (DAGs), perform ETL and data wrangling, integrate with other Datactics AI microservices ; ; Windows/Linux GUI studio for advanced data manipulation and DQ rules All web user interfaces provide authentication, authorization integration with corporate directory services, and fine-grained roles-based access control.
• Accessibility standards: None or don’t know
• Description of accessibility: Datactics uses Vaadin as the core user interface library for our applications and Vaadin currently supports WCAG 2.1 A to AA.
• Accessibility testing: N/A
• API: No
• Customisation available: Yes
• Description of customisation: Datactics provides a basic out of the box solution which is then configured during a period of implementation. Initial configuration is typically carried out by experienced Datactics Data Engineers and then handed over to client once tested and in production. The Datactics service is very customisable - clients can configure and build new rules and workflows to meet their own specific requirements.

Scaling

• Independence of resources: In a number of ways: use of cloud-native architecture which allows our systems to automatically scale based on demand; for large-scale processing jobs, we use intelligent scheduling and queuing mechanisms; we continuously monitor usage patterns, system load, and performance metrics which allows our operations team to pre-emptively scale resources or rebalance workloads before bottlenecks occur.

Analytics

• Service usage metrics: Yes
• Metrics types: Datactics provides detailed usage metrics of the service that include: who used the service, when it was accessed, when the service was run, success indicators of runs, failure indicators, detailed artefacts, detailed analysis of time taken for each run to an individual node level. The service usage metrics are provided via an interactive dashboard accessed via the proprietary Data Quality Manager application. This information can be exported for audit purposes. The system uses role-based access to restrict access to this functionality to authorised personnel only.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Managed by a third party
• 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 another standard
  • Encryption of all physical media
• Data sanitisation process: No
• Equipment disposal approach: In-house destruction process

Data importing and exporting

• Data export approach: Data can be exported in a number of ways including, but Not limited to:; CSV export, XLS export, email, JSON, API, JDBC, ODBC, uploaded to FTPS / SFTP.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • .XLS
  • JSON
  • JDBC
  • ODBC
  • Third party services via REST API
  • XML
  • CSV
  • Text
  • Almost any format can be supported for export
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Txt
  • XML
  • JSON
  • Xlsx
  • JDBC
  • ODBC

Data-in-transit protection

• Data protection between buyer and supplier networks: Other
• Other protection between networks: Datactics does not store copies of client's data or transfer data between networks outside of the buyer's own secure environment.
• Data protection within supplier network: Other
• Other protection within supplier network: Datactics does not store or transfer any of the buyer's data within our own network.

Availability and resilience

• Guaranteed availability: The Datactics service is tailored to the customer’s requirements. Appropriate service levels can be agreed prior to an order being placed. The service levels will be documented and written into a formal agreement.
• Approach to resilience: The Datactics service is deployed within the buyer's datacentre.
• Outage reporting: Datactics proprietary Data Quality Manager software records a full audit trail of when the service was run and by which member of staff. If the service has any outages, the details are recorded in log files and administrators can drill down to quickly identify reasons for service failure.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Username or password
  • Other
• Other user authentication: The platform has built in user account system, but more usually integrates with the Buyer’s corporate directory service such as Active Directory via LDAP, OpenID Connect or SAML to perform authentication and authorization to the Datactics services.; Access restrictions in management interfaces and support channels; Access is restricted by login credentials with defined roles and responsibilities.; Note all access in managed by the Buyer, and within the buyer's infrastructure.
• Access restrictions in management interfaces and support channels: Access is restricted by login credentials with defined roles and responsibilities.; Note all access in managed by the Buyer, and within the buyer's infrastructure.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Username or password
  • Other
• Description of management access authentication: The platform has built-in user account system, but more usually integrates with the Buyer’s corporate directory service such as Active Directory via LDAP, OpenID Connect, or SAML to perform authentication and authorization to the Datactics services.

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

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: Datactics is Cyber Essentials Plus certified.
• Information security policies and processes: Datactics’ information security policies and procedures ensure:; (1) business continuity through the prevention, control, and minimisation of the impact of information security incidents; (2) the confidentiality, integrity, and availability of customer information by documenting, implementing, and measuring information security controls against defined policies; (3) that company employees comply with legal, regulatory, and contractual requirements relating to the security of customer information. ; ; All information security incidents are reported, classified, handled, reviewed and documented using security incident management processes. Information Security Officer has a documented framework for security governance, with policies that cover services we provide to clients. There is a mechanism for reporting any potential security risks. Security and information security processes are reviewed regularly to ensure they comply with legal requirements. All Datactics authorised users undergo appropriate screening prior to engagement. All Datactics authorised users understand their security roles and responsibilities, and this is included in appropriate recruitment documentation and contracts. Any change of role is subject to system access, permission and asset possession review.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Software changes and patches are centrally distributed and the configuration must be centrally controlled. The Software Version Control Officer(s) is responsible for designating and configuring changes to software that is in use and shall have access to systems used to distribute software. Other personnel shall not have privileges to distribute software. Changes made to software distribution points shall be tested, monitored and logged. All software changes must be done using the normal change process.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Datactics service is typically deployed inside a buyer's network and adheres to their vulnerability management processes. When required, Datactics follows a standard vulnerability management process: preparation, vulnerability scanning, define remediating actions, implement remediating actions, rescan. The scanning is performed using a third party vendor tool.; Internally we use Ivanti EPM for vulnerability management/information. We assess/deploy patches within the guidelines of CE Plus.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Datactics service is typically deployed inside a buyer's network and adheres to their designated protective monitoring processes.
• Incident management type: Supplier-defined controls
• Incident management approach: Incident prioritization; Initial diagnosis; Escalation, as necessary, to level 2 support; Incident resolution; Incident closure; Communication with user group throughout the life of the incident. Users typically report incidents via the service support desk function. Certain incidents may also be reported by certain users directly via their Line Manager and then logged and recorded via support desk function. After a full investigation has been conducted, incident reports are made available to buyers. It is recommended that regular reviews take place with buyers to discuss levels of recorded incidents.
• Post-quantum cryptography secure: No

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: No

Pricing

• Discount for educational organisations: Yes
• Free trial available: No

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

• Less than £250,000: 10%
• Between £250,000 and £500,000: 15%
• Between £500,001 and £1,000,000: 15%
• Between £1,000,001 and £2,500,000: 20%
• Between £2,500,001 and £5,000,000: 25%
• Over £5,000,001: 30%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: NQA
• ISO/IEC 27001 accreditation date: Wednesday 3 July 2024
• What the ISO/IEC 27001 doesn’t cover: The certificate is applicable to:; Provision of a proprietary Data platform supported by Business Development, ; Consultancy, Professional Services and Maintenance in accordance with Statement of ; Applicability version 1.2 dated 12/06/24
• 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: 919cf02c-2349-4464-b788-78acffc3788d
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 87b29028-9665-433a-bb2b-02ace1d734c2
• 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
    • 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
    • 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 digitalgov@datactics.com. Tell them what format you need. It will help if you say what assistive technology you use.