RMSI LIMITED

SpatialVue™

SpatialVue is a cloud-hosted SaaS GIS platform for developing and operating WebGIS and mobile GIS applications using open standards. It offers configurable tools for geospatial data management, mapping, reporting, security, and mobile workflows, enabling organizations to publish spatial data, deliver applications efficiently, and reduce development time and costs.

Features

• Cloud-hosted SaaS platform enabling remote access anytime, anywhere
• Open standards–based interoperability across multiple GIS platforms
• WebGIS and mobile GIS application development framework
• Role-based security with configurable access controls
• Real-time spatial data visualization and interactive mapping
• Configurable reporting with export to standard formats
• Online and offline mobile field data collection
• Scalable multi-cloud deployment support
• Integration with open-source spatial databases and map servers
• Configuration-driven customization reducing development time and cost

Benefits

• Quickly deploy GIS applications without extensive custom development
• Access spatial data securely from web and mobile devices
• Publish and manage geospatial data from multiple sources easily
• Improve field productivity with online and offline mobile workflows
• Make faster decisions using real-time spatial visualization
• Reduce operational costs through reusable, configurable components
• Ensure data consistency using role-based access controls
• Integrate seamlessly with existing enterprise systems and databases
• Scale applications effortlessly across cloud and multi-cloud environments
• Generate reports quickly to support monitoring and decision-making

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 Rahul.Srivastava@rmsi.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

355379708898986

Contact

Rahul Srivastava
+447340720606
Rahul.Srivastava@rmsi.com

About your service

• Service categories:

  Application Development and Deployment

  Data management

  Database management systems

  • Relational Database Management Systems

  Database administration and development

  • Database Administration
  • Database Replication
  • Data Modelling
  • Database Development and Optimization

  Data integration and intelligence

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

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: SpatialVue has minimal constraints. Planned maintenance activities may occasionally require scheduled downtime, which is communicated in advance. Support is primarily provided for deployments on standard cloud infrastructure and OGC-compliant GIS components. Customizations beyond configuration may require additional development effort and extended support timelines.
• System requirements:
  • Web Browser:Mozilla,Edge, Chrome latest versions supported
  • Server Platforms:J2EE servers: JBOSS, Glassfish, Tomcat, others supported
  • Web Map Servers:ArcGIS, Erdas Apollo, Oracle MapViewer, GeoServer, Deegree, MapGuide
  • Supported Databases:Oracle Spatial, SQL Server Spatial, PostgreSQL/PostGIS
  • Hardware:Windows 32/64-bit Server, Linux servers supported
  • Mobile: Android, iOS

User support

• Email or online ticketing support: Yes
• Support response times: SpatialVue provides support responses within 24 hours on weekdays. Response times may be slightly longer during weekends and public holidays, typically within 48 hours. Urgent issues can be prioritized through the ticketing system to ensure faster resolution.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 A
• Phone support: No
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 A
• Web chat accessibility testing: Compliance is based on our service management platform's native compliance with products like Slack and Teams.
• Onsite support: Yes, at extra cost
• Support levels: Premium Support (Optional):; 24×7 priority support, proactive monitoring, and escalation handling. Includes a dedicated Technical Account Manager / Cloud Support Engineer. Costed as a premium annual subscription.
• Support available to third parties: No
• AI chatbot: No

Onboarding and offboarding

• Getting started: We will provide online training along with user documentation
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: After the contract period the customer can export their data as a spatial CSV, KML ,Geo JSON,JSON or Shape File from within their my account area.
• End-of-contract process: The contract price includes all services published in the service definition -delivery, hosting, security, compliance & standard exit. ; Additional Cost includes- Customization, premium support and extended exit assistance.
• Documentation accessibility standard: WCAG 2.2 A

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: NA
• Service interface: No
• User support accessibility: WCAG 2.2 A
• API: No
• Customisation available: No

Scaling

• Independence of resources: SpatialVue ensures independence of resources through a scalable, stateless, and multi-tier architecture. The solution uses REST-based services, enabling horizontal scaling and load balancing to handle concurrent user demand without service degradation. Role-based access control and layer-level permissions prevent resource contention and unauthorized access. Backend components such as GeoServer and the PostgreSQL/PostGIS database are configured for connection pooling, caching, and optimized query execution. Additionally, web and mobile applications are loosely coupled and can be deployed independently, ensuring that increased usage in one channel does not adversely impact other users or services.

Analytics

• Service usage metrics: Yes
• Metrics types: Yes. SpatialVue provides service usage metrics through built-in reporting and analytics capabilities. Administrators can monitor user activity, layer access, query usage, and report generation using configurable reports and dashboards. Usage information can be analyzed user-wise, role-wise, and area-wise, supporting operational monitoring, auditing, and decision-making. These metrics help organizations track system adoption, performance, and data utilization while adhering to configured security and access controls.
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

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: Supplier-defined controls
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: In-house
• Protecting data at rest: Physical access control, complying with another standard
• 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: Data Erasure

Data importing and exporting

• Data export approach: SpatialVue enables users to export data through multiple secure and standards-based mechanisms. Users can download query results and datasets directly from the WebGIS interface in formats such as CSV, Excel, and GIS formats, subject to role-based access. Spatial data can also be exported using OGC-compliant services like WFS, WMS, and WCS for use in external GIS tools. Additionally, users can export reports generated via integrated BIRT reporting in PDF or HTML formats. Data exports are governed by configurable security and access controls.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • GeoJSON
  • GML
  • Shapefile
  • JSON
  • TIFF, GEOTIFF
  • KML, KMZ
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • GeoJSON
  • GML
  • Shapefile
  • JSON
  • TIFF, GEOTIFF
  • KML, KMZ

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 guarantee 99.9% service availability per calendar month, excluding planned maintenance and events outside our reasonable control. Availability is measured at the service endpoint level and continuously monitored. If availability falls below the guaranteed level, customers are eligible for service credits based on the extent of the shortfall. Credits are calculated as a percentage of the monthly service fee and are applied to the next billing cycle. The credit structure is clearly defined in the Service Level Agreement (SLA).
• Approach to resilience: Our cloud software and services run on high availability virtualised servers.; ; Each hardware node gives a 99.9% up-time.; ; We have active monitoring services in place that constantly assess web services and node performance. They automatically restart services should an issue be identified. Our technical team are immediately notified to prompt an action.
• Outage reporting: Via Dashboards and Email Alerts

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: SpatialVue restricts access to management interfaces and support channels using role-based access controls and authentication mechanisms. Only authorized administrators and support personnel can access system management consoles, configuration tools, and database interfaces. Access is granted based on job roles, responsibilities, and need-to-know principles, ensuring users can only interact with components relevant to their tasks. Support channels, including helpdesk portals, email, and ticketing systems, are similarly restricted to verified personnel. All access is logged and audited, and periodic reviews are conducted to revoke unnecessary privileges. This approach protects sensitive configurations, prevents unauthorized changes, and ensures secure support operations.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: Between 1 month and 6 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: Between 6 months and 12 months
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • CSA CSM version 4.0
  • ISO/IEC 27001
• Information security policies and processes: Our Information Security policies and processes forms part of the Security Incident Reporting Policy as part of the ISO27001 Information Security Management System, Cyber essentials and Cyber essentials Plus.; ; To ensure policies are adhered, Business Continuity plans will be produced, maintained and tested, this will ensure that information and vital services are available to users when they need them.; ; Information security training will be available to all staff.; ; All breaches of information security, actual or suspected, will be reported to, and investigated by the Information Security Manager.; ; The Information Security Manager has direct responsibility for maintaining the Policy and providing advice and guidance on its implementation.; ; All managers are directly responsible for implementing the Policy within their business areas, and for adherence by their staff.; ; It is the responsibility of each employee to adhere to the Policy.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: SpatialVue uses a structured configuration and change management process to maintain system integrity and security. All components, including software modules, databases, GIS layers, and infrastructure, are tracked in a central configuration management system with versioning and lifecycle records. Proposed changes undergo a formal review to assess security, operational, and performance impacts before approval. Authorized changes are tested in a controlled environment, documented, and deployed with defined rollback procedures. Periodic audits ensure configurations remain consistent with policies and standards. This process ensures changes are controlled, risks are mitigated, and system security and reliability are maintained throughout the service lifecycle.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: SpatialVue employs a structured vulnerability management process to protect its services. Potential threats are assessed through regular security scans, penetration tests, and risk analyses across all software, databases, and infrastructure components. Critical security patches are deployed immediately, while routine updates are applied after testing in controlled environments. Threat intelligence is gathered from vendor advisories, government cybersecurity alerts, industry standards, and open-source security feeds. All identified vulnerabilities are logged, prioritized by risk, and tracked to resolution. This ensures emerging threats are promptly mitigated, reducing exposure, maintaining compliance, and preserving the security and reliability of SpatialVue services throughout their lifecycle.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: SpatialVue uses continuous protective monitoring to safeguard services. Potential compromises are identified through real-time logging, anomaly detection, intrusion detection systems, and audit trails across applications, databases, and network activity. When a potential compromise is detected, alerts are generated and reviewed immediately by the security team, who assess the threat and determine appropriate mitigation steps. Response procedures include containment, investigation, and remediation according to incident severity. Critical incidents are addressed immediately, while lower-risk events are resolved within defined timelines. All incidents are logged, tracked, and analyzed to improve detection, strengthen defenses, and maintain service security and reliability.
• Incident management type: Supplier-defined controls
• Incident management approach: SpatialVue follows a formal incident management process to ensure timely detection, reporting, and resolution of issues. Pre-defined procedures exist for common events, including system outages, data access issues, and security incidents, with clear roles and escalation paths. Users can report incidents via email, support portal, or ticketing system, which automatically logs and tracks the issue. Each incident is investigated, prioritized, and resolved according to severity. After resolution, incident reports are provided to users and administrators, summarizing the cause, actions taken, impact, and lessons learned, supporting transparency, continuous improvement, and accountability in service management.
• 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: Public Services Network (PSN)

Pricing

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

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

• Less than £250,000: 3%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 7.5%
• Between £1,000,001 and £2,500,000: 10.5%
• Between £2,500,001 and £5,000,000: 14%
• Over £5,000,001: 17.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Bsi
• ISO/IEC 27001 accreditation date: Monday 23 September 2024
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: TUV NORD
• ISO 9001 accreditation date: Wednesday 24 May 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• 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: In relation to the services you do not have a current and valid Cyber Essentials Plus 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 Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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
    • 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 Rahul.Srivastava@rmsi.com. Tell them what format you need. It will help if you say what assistive technology you use.