DOCCLA UK LIMITED

CQC Registered Virtual Ward and Proactive Care

Doccla provides a CQC registered virtual ward and proactive care remote patient monitoring service for admission avoidance, early discharge and step down. We deliver software, devices, logistics, enrolment, EHR integration, clinical monitoring, health coaching and agentic AI tools. Clinicians manage alerts and escalation while patients submit observations via app.

Features

• CQC registered virtual ward and proactive care
• Clinician dashboard with caseload views, alerts and escalation workflows
• Patient app for observations, symptoms, messaging and education
• Device connectivity for vitals, questionnaires and sensor integrations
• Configurable pathways, thresholds, triage rules and tasking
• Two way messaging between patients, carers and clinical teams
• EHR integration via APIs, HL7 and FHIR where available
• Role based access control, audit trails and SSO.
• Reporting dashboards for outcomes, utilisation, compliance and activity
• Optional agentic AI support for prioritisation and workflow automation

Benefits

• Reduce admissions through earlier detection and proactive intervention
• Enable safe early discharge with continuous monitoring and escalation
• Improve clinician productivity with prioritised alerts and caseload management
• Support step down and long term conditions monitoring at scale
• Improve patient engagement through education, reminders and messaging
• Standardise pathways with configurable templates and clinical governance
• Integrate into existing workflows with EHR connectivity and exports
• Increase service capacity without increasing staffing proportionately
• Provide assurance with CQC registration, IG and clinical safety
• Enable population level insights through reporting and cohort segmentation

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

Framework

G-Cloud 15

Service ID

328530321990871

Contact

Alex Evans
+447359259529
hello@doccla.com

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Service requires reliable internet connectivity for patients and clinicians. Patient devices use mobile data and may be affected by local network coverage (currently O2 and EE); devices support at least 4G and can use carrier-agnostic SIMs where applicable. The platform is cloud-hosted (AWS) in UK facilities; in rare UK-wide power, internet or cloud outages outside Doccla’s control, service availability may be interrupted. Planned maintenance is scheduled and communicated in advance. EHR/integration services depend on customer system access and configuration
• System requirements:
  • Modern web browser: Chrome, Edge, Safari or Firefox
  • Internet connection for clinician portal access
  • IOS or Android device for patient app use
  • NHS email or approved identity provider for user accounts
  • Ability to receive SMS, email or push notifications
  • Firewall allowlisting for Doccla URLs and APIs if required
  • Mobile signal or WiFi for patient device connectivity
  • Optional EHR integration requires HL7 or FHIR endpoint access
  • Optional SSO requires SAML2 or OpenID Connect configuration
  • Device use requires compatible peripherals and charging capability

User support

• Email or online ticketing support: Yes
• Support response times: We provide email and online ticketing support (Zendesk). Support hours are 08:00 to 21:00 UK, 7 days a week. We acknowledge all new tickets within 1 hour during support hours. Priority 1 incidents receive an initial response within 30 minutes, with on call escalation. Priority 2 within 2 hours. Priority 3 within 1 business day. Priority 4 within 2 business days. Ticket status updates are provided through the portal and by email.
• 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), 7 days a week
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), 7 days a week
• Web chat support accessibility standard: EN 301 549
• Web chat accessibility testing: Our browser based clinician dashboard includes web chat support via a Zendesk widget. We have tested the web chat journey with assistive technology users and completed structured accessibility testing using keyboard only navigation and screen readers (NVDA and JAWS on Windows, VoiceOver on macOS). We also tested zoom up to 400%, text reflow, high contrast mode, focus visibility and error handling. Findings were logged, prioritised and remediated, and the journey was retested to confirm issues were resolved.
• Onsite support: Yes
• Support levels: We provide a single support level that is included in the service price. Support is available to clinicians and administrators via email and online ticketing, phone support, and web chat within the clinician dashboard. Support hours are 08:00 to 21:00 UK, 7 days a week, with escalation for critical incidents.; ; Each customer has a named customer success lead who coordinates onboarding, training, and ongoing service reviews. Technical specialists (integration, devices and logistics, and platform support) are available to resolve issues and support change requests. Where required, we can provide on site support for go live, clinical pathway configuration workshops, and operational troubleshooting, delivered by implementation and clinical operations specialists.; ; There are no additional charges for standard support. Bespoke development, large scale integrations, or exceptional on site programmes can be quoted separately if requested by the buyer.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: Doccla supports onboarding through a structured implementation programme led by a dedicated project manager and implementation lead, with a named customer success contact for transition into BAU. We run kick off and discovery sessions to confirm pathways, roles, escalation processes, reporting and integrations, then configure the service, set up users and cohorts, and agree go live plans. Training is delivered using a hybrid approach: remote sessions, on site training where needed, and train the trainer so local teams can scale onboarding. We provide user guides, quick start materials and recorded resources to support new starters. During go live we provide hypercare and floor walking (remote or on site), then move into regular service reviews, continuous improvement support and responsive helpdesk for day to day questions.
• Service documentation: Yes
• Documentation formats:
  • ODF
  • PDF
• End-of-contract data extraction: Users can extract their data at contract end through standard exports and, where required, via our API. We will agree the scope, format and date range in advance and provide data in commonly used formats such as CSV and JSON, aligned to the data held in the service (patient demographics, observations, questionnaires, alerts, messaging and audit logs as applicable). Exports can be delivered securely using an agreed transfer method. If the buyer requires ongoing access for a short transition period, this can be agreed as part of the exit plan. We support buyers with data mapping and validation to help migration to another system or archiving in line with NHS retention policies.
• End-of-contract process: At the end of the contract we agree an exit plan with the buyer covering timelines, data extraction, user access and any integration handover. We provide a final data export in agreed formats and confirm receipt. User accounts are disabled at the agreed end date and access is removed. We then securely delete or anonymise data in line with the contract, DPIA and retention requirements, providing written confirmation on request.; ; Exit management and a standard data export are included within the contract price. Additional costs may apply only where the buyer requests non standard work, such as complex bespoke extracts, large scale data mapping or transformation, extended access beyond the contract end date, or on site support for migration. Where devices have been supplied as part of the service, we arrange agreed collection, wiping and disposal or return in line with device management processes.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The clinician dashboard is primarily designed for desktop and laptop browsers for full caseload management, reporting and configuration. It is responsive and optimised for mobile browsers for quick access to key tasks such as viewing patient status, reviewing alerts, messaging and acknowledging actions. Some administrative and high volume workflows are easier on larger screens due to data density and multi panel views. The patient facing app is delivered separately on iOS and Android for submitting observations and symptoms and receiving messages.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Doccla is accessed through a secure, browser based clinician dashboard for caseload management, alerts, escalation workflows, messaging, reporting and configuration. Patients use a separate iOS and Android app (or supplied tablet where required) to submit observations and symptoms and receive messages and reminders. The service also provides secure APIs for integration with EHR and identity providers (for example SSO), plus data export and reporting interfaces where required.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We design the clinician dashboard and patient app to be usable with assistive technologies and test accessibility as part of our product delivery process. We run regular user testing with patient participation groups and our own patient panel, including users with accessibility needs, to validate usability and content clarity. For the browser based clinician interface, we test keyboard only navigation for key workflows (login, patient search, reviewing alerts, acknowledging actions, messaging) and screen reader compatibility using NVDA and JAWS on Windows and VoiceOver on macOS. We also test zoom up to 400%, text reflow, high contrast mode and focus visibility. Findings are recorded, prioritised and remediated, and we retest the affected journeys to confirm issues are resolved, with evidence captured in our test records.
• API: Yes
• What users can and can't do using the API: Doccla provides a secure, token authenticated API to integrate with and automate service workflows. API access can be used to support set up and ongoing changes including creating and updating users and patients, retrieving patient state, observations, questionnaires and results, managing messaging threads, and integrating authentication and identity flows. ; ; Buyers can also use the API to extract data for reporting and to integrate with EHR and integration engines as part of implementation. Access is provided by agreement and scoped per customer, with role based permissions and auditability. Changes that impact clinical pathways, escalation rules or safety critical configuration are controlled through agreed governance and may require supplier support. The API does not provide unrestricted access to underlying databases or infrastructure.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Buyers can customise Doccla through no code configuration within the clinician dashboard. Authorised administrators and clinical leads can configure roles and permissions, set up wards, services and patient cohorts, and tailor caseload views and reporting. Clinical teams can build and edit monitoring pathways, create questionnaires with branching logic, set monitoring schedules, and define thresholds and rules for automated alerts and escalation. Content libraries and patient education can be curated by pathway, and templates can be created for messages, SMS and emails. Configuration is managed through the interface and can be supported by Doccla during implementation and service change governance where required. Safety critical changes follow agreed clinical governance and are tested before release.

Scaling

• Independence of resources: Doccla is delivered as a multi tenant SaaS with logical separation of each customer’s data and workloads. We protect customers from “noisy neighbour” effects through capacity monitoring, autoscaling and load balancing, and by applying fair use controls such as rate limiting and request throttling where appropriate. Performance is continuously monitored (latency, error rates, throughput) with alerting and on call escalation. We run regular capacity planning and performance testing ahead of expected peaks, and we prioritise core clinical workflows to maintain consistent responsiveness for all users.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide service usage and operational metrics including active patients, occupancy, admissions and discharges, length of stay, patient active days, pathway breakdowns, alert volumes and response times, scheduled and completed submissions, patient day compliance, onboarding success and failures, and pause and readmission events. We also provide clinician workload metrics (acknowledged submissions, responsiveness) and service quality metrics against agreed SLAs. Reporting includes standard virtual ward activity reports and self serve analytics via embedded dashboards, with SSO access where configured.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: No
• 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: Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users can export data through role based exports in the clinician dashboard and, where required, via our API. Administrators can export audit logs at any time and download reports by cohort and date range. At patient discharge, the service automatically generates a discharge summary for clinical record keeping and reporting and, where configured, can send the discharge summary into the patient EHR via integration. For larger exports or regulated extracts, Doccla can provide an agreed export securely on request, with appropriate information governance and audit controls.
• Data export formats:
  • CSV
  • Other
• Other data export formats: PDF
• Data import formats:
  • CSV
  • Other
• Other data import formats: API integration (and HL7/FHIR where available)

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We guarantee service availability of at least 99.6% per service period for the live environment. We deliver routine maintenance using zero downtime deployment patterns, so planned maintenance does not normally require service interruption. Where exceptional maintenance could require downtime, this is agreed in advance, scheduled in non core hours, and any permitted maintenance downtime is excluded from the availability calculation.; ; Availability and incident performance are monitored and reported. If availability drops below 99.9% in a service period, or if there are repeated critical or high incidents that breach agreed response or resolution times, the buyer may retain an agreed percentage of service charges for that period (service credits) in line with the call off contract. Any retained service charges can be released once the operating service level is achieved for two consecutive service periods.; ; At call off, we typically align to the buyer’s standard SLA template and agree the final measures and remedies.
• Approach to resilience: Doccla is designed for resilience using cloud native redundancy, automated recovery, regular backups and monitored operations with on call escalation. Detailed information on our hosting setup, business continuity and disaster recovery (including RTO and RPO) is available to buyers on request.
• Outage reporting: We monitor service availability and performance continuously and detect incidents through automated alerting (for example Grafana and Sentry). When an outage or major degradation occurs, we notify impacted customers via email alerts and provide regular updates until resolution. Where agreed, updates can also be shared through a customer specific service status page or within the clinician dashboard. After resolution, we provide an incident summary including impact, timeline, root cause and corrective actions, and we review learnings with the customer as part of service governance.

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: SSO via SAML 2.0 / OpenID Connect
• Access restrictions in management interfaces and support channels: Access to management interfaces is restricted using role based access control and least privilege. Only authorised users are granted admin roles, with MFA enforced and single sign on supported where available. Administrative actions are logged and auditable. Internal operational and cloud management tooling is restricted to approved staff, with separate privileged accounts and access granted via joiner mover leaver controls and access reviews.; ; Support channels are restricted to authorised customer contacts and Doccla support staff using role based permissions in our ticketing system. Support tickets and attachments are access controlled, and sensitive requests require identity verification before action is taken.
• 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)
  • 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 contact the support team to get audit information
• 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
• Information security policies and processes: Doccla follows a formal information security management system aligned to ISO 27001:2022, supported by documented policies and controls covering access management, secure development, vulnerability management, encryption, logging and monitoring, supplier risk management, and incident response. We operate GDPR and UK Data Protection Act 2018 compliant processes and are registered with the ICO. We maintain NHS Data Security and Protection Toolkit (DSPT) compliance and align to DTAC requirements where applicable. We hold Cyber Essentials and Cyber Essentials Plus. Security governance is overseen by an accountable security lead with regular risk reviews, staff training, and mandatory policy attestation. Compliance is monitored through internal audits, external assurance where applicable, and corrective actions tracked to closure.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All service components are tracked through their lifecycle using version controlled repositories, infrastructure as code, and documented configuration baselines. Change management is governed under our ISO 27001 aligned ISMS. Changes are requested, reviewed and approved with peer review, testing and staged deployment. Each change is assessed for security and clinical safety impact, including access control changes, data flow changes and third party dependencies. Releases use controlled rollout and rollback procedures with full audit trails. Emergency changes follow an expedited process with retrospective review.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Doccla operates a risk based vulnerability management process. All production code repositories are continuously scanned for vulnerable dependencies using automated tooling (Dependabot for GitHub and Snyk where needed). Engineering Managers are accountable for triage and remediation, with work tracked in our issue management system for full traceability. Vulnerabilities are assessed for security, operational and clinical safety impact, with Critical and High items prioritised. Intended remediation timelines are: Critical and High within 60 days, Medium within 90 days, Low within 120 days, with mitigations applied sooner where required. We monitor relevant vendor and NCSC advisories for emerging risks.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We operate continuous protective monitoring across the platform, infrastructure and applications. We identify potential compromise through centralised logging and alerting on suspicious activity, authentication anomalies, privilege changes, unusual access patterns and service health indicators. Alerts and reports are triaged promptly and escalated via our ticketing system to the appropriate on call specialists (engineering and security) based on severity and impact. We follow an incident response process to contain, investigate, eradicate and recover, with evidence preserved and actions tracked to closure. For high severity incidents we provide frequent customer updates and complete a post-incident review including root cause and corrective actions.
• Incident management type: Supplier-defined controls
• Incident management approach: Incidents are managed under Doccla’s ISO 27001 aligned ISMS and documented incident response plan with predefined procedures for common events (availability issues, integration failures, security alerts and data incidents). Users can report incidents via our support channels (email, phone and online ticketing, plus web chat where enabled). Each incident is logged, triaged and assigned a severity level, then escalated via ticketing to the appropriate on call specialists. We provide regular updates during high severity incidents. After resolution we provide an incident report summarising impact, timeline, root cause and corrective actions, and we track actions to closure.
• Post-quantum cryptography secure: No

Secure development

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

Public sector networks

• Connection to public sector networks: Yes
• Connected networks: Health and Social Care Network (HSCN)

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: We can offer a time limited, no cost trial for eligible NHS organisations at Doccla’s discretion, subject to agreement of scope, information governance and capacity. Includes access to the clinician dashboard and an agreed pathway configuration for evaluation. Excludes integrations and BAU rollout. Duration and terms are agreed per organisation.

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

• Less than £250,000: 2%
• Between £250,000 and £500,000: 3%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 7%
• Between £2,500,001 and £5,000,000: 9%
• Over £5,000,001: 12%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Assessment Bureau Limited
• ISO/IEC 27001 accreditation date: Thursday 22 June 2023
• What the ISO/IEC 27001 doesn’t cover: Doccla UK Limited’s ISO/IEC 27001:2022 certification covers our ISMS for the delivery and operation of the Doccla service and the people, processes and systems within the scope of Doccla UK Limited. It does not certify customer organisations, their networks, devices, identities, local configurations, or clinical and operational processes. It also does not extend to third party services or infrastructure not under Doccla’s control (for example, public internet connectivity or customer managed systems), which are managed under supplier and shared responsibility controls.
• 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: 05055c7a-e579-4064-a888-761a0e2ae8d8
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Cbbeae15-d515-442d-8e21-09c2e72f66c2
• Other security certifications: Yes
• Any other security certifications:
  • ISO 13485 - QMS standard for medical devices/software
  • ICO registered
  • DTAC
  • CQC Registered

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