DBAX LTD

NHS EPRR Major Incident Management System

Secure, cloud-hosted software enabling multiple organisations to coordinate during major incidents through a shared operational view. Supports single sign-on, role-based access, intuitive user interfaces and configurable dashboards to provide real-time situational awareness, decision tracking and collaboration without local infrastructure or complex user training.

Features

• Single Sign-On (SSO)
• Role-based access
• Cross-organisation dashboards
• Real-time incident logging
• Action tracking with audit trail
• Ability to add features

Benefits

• Improved situational awareness
• Faster coordination across organisations
• Reduced manual processes
• Consistent and auditable incident management

• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at ilia.ryzhkov@dbax.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

318984417637373

Contact

Ilia Ryzhkov
07479563847
ilia.ryzhkov@dbax.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Optional configuration to reflect local operating models, additional dashboards and reporting views, integration with existing systems, and support for exercises and training.
• Cloud deployment model: Public cloud
• Service constraints: Requires internet access.
• System requirements:
  • Modern web browser
  • Secure internet connection

User support

• Email or online ticketing support: Yes
• Support response times: Questions are responded to during agreed support hours, with initial responses typically provided within three business days and urgent issues prioritised according to the agreed support level.
• User can manage status and priority of support tickets: No
• 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: Standard support; ; Includes email or ticket-based support during agreed support hours, covering service queries, incident reporting and general assistance. Standard support is included within the service price.; ; Enhanced support (optional); ; Provides prioritised response for operational or time-critical issues and access to phone-based escalation where required. Enhanced support is available at an additional cost, agreed at call-off.; ; A named technical contact or cloud support engineer can be provided for customers requiring enhanced support or ongoing technical oversight, subject to agreement.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Users are onboarded through a structured setup process including account configuration, role assignment and initial guidance. Online training sessions can be provided where required, and user documentation is available to support day-to-day use. Access is provided once user accounts are created and configured.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Customer data can be extracted at the end of the contract on request, subject to agreed scope and security controls.
• End-of-contract process: At contract end, access is removed and customer data is securely deleted after an agreed extraction period, in line with contractual and data protection requirements.
• Documentation accessibility standard: WCAG 2.2 A

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The service is accessed through the same web application on both desktop and mobile devices. The interface is responsive and adapts to screen size. Desktop access provides the full feature set, while mobile access prioritises key views and dashboards for ease of use on smaller screens.
• Service interface: Yes
• User support accessibility: WCAG 2.2 A
• Description of service interface: The service provides a web-based graphical user interface with role-based views and dashboards, accessible via a standard web browser.
• Accessibility standards: WCAG 2.2 A
• Accessibility testing: The service has been tested with existing customers during regular user testing and feedback sessions. This has included users who rely on built-in browser accessibility features. Feedback from these sessions has been used to improve usability and navigation, although no formal assistive technology certification testing has been carried out.
• API: No
• Customisation available: Yes
• Description of customisation: The service can be configured to reflect organisational structures and operating models. Customisation includes dashboards, views, user roles, access permissions and selected workflows.

Scaling

• Independence of resources: The service is hosted on a managed cloud platform designed to automatically scale and isolate workloads. Capacity is dynamically allocated to handle changes in demand, ensuring one customer’s usage does not adversely affect others. Performance is monitored and adjusted by the underlying platform without requiring customer intervention.

Analytics

• Service usage metrics: Yes
• Metrics types: The service provides dashboards and reports showing operational metrics relevant to the service, such as activity status, actions and usage views.
• Reporting types: Reports on request
• Resource tagging: Yes
• 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
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Data can be exported by authorised users or by the supplier on request using secure processes.
• 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)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: We target 99.9% availability per calendar month, excluding scheduled maintenance. Availability is measured at the service boundary (successful access to the application). If exceptional, unforeseen events impact availability, we provide updates and work to restore service as quickly as possible.
• Approach to resilience: It is available on request.
• Outage reporting: Service outages and significant service issues are communicated to customers via email alerts to nominated contacts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: Users are authenticated using identity federation with the customer’s existing Microsoft identity provider. The service integrates with Microsoft Entra ID (Azure Active Directory) to provide single sign-on, allowing users to authenticate using their organisational credentials. Authentication policies, including multi-factor authentication, are enforced by the customer’s identity provider.
• Access restrictions in management interfaces and support channels: Access to management interfaces is restricted to authorised users through role-based access controls and federated authentication using the customer’s identity provider. Administrative privileges are limited to nominated users and granted on a least-privilege basis.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)

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 contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• 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: No
• Security governance approach: Security governance is led by the supplier’s senior management and embedded into service design, delivery and operation. Security responsibilities are clearly defined, and risks are identified, reviewed and addressed on an ongoing basis.; ; The service relies on a managed cloud platform for infrastructure security, while application-level security is managed by the supplier. Security controls, incidents and changes are reviewed regularly, and issues are prioritised and remediated in line with risk and impact.; ; Security practices are reviewed as part of continuous improvement and in response to changes in threats, technology or customer requirements.
• Information security policies and processes: The company follows documented information security policies covering access control, data protection, incident management, change management and acceptable use. These policies are proportionate to the size of the organisation and the nature of the service provided.; ; Overall responsibility for information security sits with the company’s directors. Day-to-day security is managed through defined processes, with clear escalation routes for security incidents or risks. Compliance with policies is supported through controlled access to systems, use of secure cloud services, and regular review of security practices as part of service operation and change activity.; ; Policies and processes are reviewed periodically and updated in response to changes in risk, technology or regulatory requirements.
• 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: The service uses defined configuration and change management processes to control changes throughout the service lifecycle. Service components, configuration settings and dependencies are tracked through their lifetime using version control.; ; Changes are proposed, reviewed and implemented in a controlled manner. Each change is assessed for potential operational and security impact before deployment, including effects on data protection, access controls and service availability. Where appropriate, changes are tested prior to release.; ; Security-relevant changes are reviewed by senior technical staff, and deployment is carried out using controlled processes to minimise risk and disruption. Configuration and change records are retained.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Vulnerabilities are managed through platform-level security controls and application-level review. Threats are assessed by monitoring the threat landscape, reviewing service architecture, and evaluating potential impact.; ; Security updates provided by the cloud platform are applied automatically or as part of managed services. Application-level patches are prioritised based on risk and deployed promptly.; ; Threat intelligence is obtained from cloud provider security notifications, vendor advisories, vulnerability databases and industry guidance. Vulnerabilities are tracked and remediated in line with risk.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Protective monitoring is achieved through a combination of cloud platform security monitoring and application-level logging. Potential compromises are identified using automated alerts, audit logs and operational monitoring provided by the hosting platform and the service itself.; ; When a potential security incident is identified, it is assessed to determine scope and impact. Appropriate actions are taken to contain, investigate and remediate the issue, including restricting access or applying corrective changes where required.; ; Security incidents are responded to promptly, with priority given to issues affecting data security, service integrity or availability, and escalated to senior staff as necessary.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: The service operates defined incident management processes covering common operational and security events. Incidents are identified through monitoring or reported by users via email or support channels.; ; Reported incidents are assessed, prioritised and managed based on impact and urgency. Appropriate actions are taken to contain, investigate and resolve issues, with escalation to senior staff where required.; ; Users are kept informed of significant incidents through email updates. Incident reports, including summary, impact and actions taken, are provided to customers on request following resolution.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: The free version of the service includes a fully-functional prototype tailored to your requirements. It enables you to test core functionalities and assess suitability. However, advanced features, customisation options, and integration capabilities are limited.

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 10%
• 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: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: 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
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • 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

  • 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
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • 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

  • 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 ilia.ryzhkov@dbax.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.