SHIFT PARTNER LIMITED

ShiftPartner Care Delivery

ShiftPartner Care Delivery enables organisations to offer their extended workforce access to a range of in-house testing and treatment services e.g., screening, vaccinations.

Features

• Cloud-based, multi-tenant platform
• Citizen user account creation and validation
• Roles-based clinical and operational accounts
• Test centre(s) configuration with customisable appointment schedules
• Care access triaging
• Interoperability with NHS spine and pathology systems
• Configurable web-based results and information for end users
• SMS and email communications

Benefits

• Intuitive, flexible, scalable, quick to deploy
• Rapid onboarding and offboarding of provider users
• Supports multi-function roles
• Focus citizen access based on priority needs
• Citizen portal to book/manage appointments, view status and results
• Email notifications and SMS alerts
• NHS data standards supports seamless integration

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

Framework

G-Cloud 15

Service ID

337155869771318

Contact

Dr Dilshan Arawwawala
07958226358
support@shiftpartner.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Order management and orchestration
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: None
• System requirements: Browser based

User support

• Email or online ticketing support: Yes
• Support response times: We provide support 8am-6pm UK time Monday-Friday as included. Outside of those hours, responses will be delayed to the next coverage hour. Response times at the weekend will therefore be delayed until Monday 8am. Optional 24/7 support is available. ; ; General response times:; ; 1. Simple questions related to how to use the product, configuration etc.: Acknowledgement and solution within 60 mins.; 2. Business critical issues: Acknowledgement within 60 mins, solution within 24 hours.; 3. System defects with workarounds: Acknowledgement within 2 hours, solution within 3 business days. ; 4. Minor issues or enhancements: Acknowledgement within 2 hours, solution within 10 business days.
• 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: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: None to date but is part of product roadmap.
• Onsite support: Yes
• Support levels: We provide onsite go-live support as well as BAU remote support (plus ad hoc onsite depending on customer needs) 8am-6pm UK time Monday-Friday as standard. Outside of those hours, responses will be delayed to the next coverage hour. Response times at the weekend will therefore be delayed until Monday 8am. ; ; - The standard support described above is included as standard in the price of the contract.; - 24/7 and extended onsite support is available at extra cost.; ; We can provide a technical account manager and cloud support engineer if required at an additional cost.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: ShiftPartner supports a structured onboarding process to ensure a smooth and safe transition. Implementation begins with configuration workshops to align the system with organisational policies, staff groups and approval workflows.; ; Training is provided through a combination of remote sessions, recorded demos and in-app video user guides. Separate training is available for administrators, managers and end users to ensure role-specific understanding. Support is provided during go-live to manage early adoption and resolve issues quickly.; ; User documentation is available throughout the contract and provides ongoing support and system updates as part of the service. Offboarding at contract end includes secure data extraction in agreed formats, support with data handover and confirmation of data deletion in line with information governance requirements. No specialist technical knowledge is required by the customer to complete onboarding or offboarding activities.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: We can provide data exports in .csv or equivalent formats.
• End-of-contract process: At the end of the contract, ShiftPartner supports a smooth exit process. This includes providing customer data in agreed formats, assistance with data transfer where required and confirmation that customer data is securely deleted from ShiftPartner systems in accordance with NHS information governance and GDPR requirements.; ; The contract price includes system access, hosting, routine maintenance, security updates, user support and standard training materials. Configuration, reporting functionality and integrations agreed at contract start are also included.; ; Additional costs may apply only where the customer requests out-of-scope changes, such as bespoke development, complex new integrations or significant configuration changes outside the original agreement. Any additional costs are agreed in advance through a transparent change control process.; ; There are no exit fees beyond the agreed contract term.
• 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: Browser based application has more advanced administrator and data analysis capabilities.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Ability to integrate with pathology and NHS Spine
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Ran automated test suites to ensure compliance with WCAG standards
• API: Yes
• What users can and can't do using the API: Set up is guided through our operations team.; APIs are limited to system level integration with other software platforms - not meant for end users.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Product roadmap can be influenced through end user (NHS staff) feedback and NHS trust requirements. Core product development remains the responsibility of ShiftPartner.

Scaling

• Independence of resources: Cloud native architecture that autoscales with increasing user demand.

Analytics

• Service usage metrics: Yes
• Metrics types: - Number of appointment booked; - User interaction data
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• 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: NCSC approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • 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

Data importing and exporting

• Data export approach: Users (NHS staff and managers) have access to reports (mobile/web/PDF)
• 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)
  • Other
• Other protection within supplier network: Zero trust security architecture.

Availability and resilience

• Guaranteed availability: 99.99% uptime based on cloud native architecture. ; Availability is negotiated on a per contract basis.
• Approach to resilience: Service is based on a cloud native platform that is load balanced across multiple availability regions in public cloud infrastructure. Fail over of components across availability zones is regularly tested as part of Disaster Recovery planning.
• Outage reporting: Email alerts.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: Role based access control and permissions
• Access restriction testing frequency: Less than once a year
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• 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: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: Follow NHSE's Digital Security and Protection Toolkit (DSPT) guidance.
• Information security policies and processes: Information governance, user training, data retention, device level security policies.; Any risks are reported to the team leader and any instances are investigated using a root cause analysis approach.; Team members go through regular training and security is embedded within the development team's processes.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All changes and enhancements to software go through well defined Software Delivery Life Cycle that includes verification of software and configuration in lower environments by end user nominees before deployment. An audit trail is kept of all changes. All changes are assessed for security impact.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Well defined software supply chain analysis.; Vulnerability management of all third party libraries.; Periodic Security testing of all software including Penetration testing.; We monitor trusted third party sources like NCSC and CVE for known and emerging vulnerabilities.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We use a combination of static and run-time analysis to identify security threats and events.; Our support team is notified through cloud controls of any emerging security event.; We provided a graduated incident response based on severity.
• Incident management type: Supplier-defined controls
• Incident management approach: All incidents are reported to a combination of a WhatsApp group and incident management platform (https://projects.shiftpartner.com). ; Based on severity, incidents go through a time bound process of triage, initial workaround and complete resolution including software fixes if required.; Customers are provided monthly reports on SLA compliance.
• 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: 0%
• Between £250,000 and £500,000: 1%
• Between £500,001 and £1,000,000: 7%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 12.5%
• Over £5,000,001: 15%

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