SOFTCAT PLC

Psyomics - beseen for mental health

The Psyomics beseen platform is intended to support mental health professionals in the triage and assessment of patients accessing services through the collection, secure storage, and communication of information relating to patients' mental health across all services including adult, children, talking therapies, addictions, eating disorders and neurodiversity.

Features

• Configurable and personalised patient questionnaires for all ages

Benefits

• Collects and stores information relating to patients' mental health.

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 psitq@softcat.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

386294363685209

Contact

Public Sector Tenders
01628 403403
psitq@softcat.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: Private cloud
• Service constraints: No
• System requirements: Ability to access the internet

User support

• Email or online ticketing support: Yes
• Support response times: We operate an email ticketing support for technical queries. Patients and NHS customers can access support@psyomics.com which is answered within 2 working days (48 hours) Monday - Friday 9am-5pm. If escalation is required we have an incident management process which operates shorter timescales according to need.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: SUPPORT LEVELS: Every customer has a dedicated implementation lead and a technical integration lead including a technical account manager and cloud support engineer. We provide weekly meetings to support setup and deployment. This may be on site at the customer request.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: 1. Documentation 2. Online training materials provided to senior leadership and staff 3. Live or onsite training webinars/sessions provided post implementation
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Upon contract termination, the customer controls whether data is returned (in open formats like CSV/JSON) or securely destroyed. Destruction is performed to NIST 800-88 standards, ensuring data is irretrievable from active systems, backups, and sub-contractors. Clinical Reports saved as PDFs remain on the customer’s EPR system.
• End-of-contract process: At the end of the contract, Psyomics will work collaboratively with the customer to deliver an agreed exit plan that ensures a smooth and safe wind-down of the service. This includes managing patient offboarding with sufficient notice and minimising disruption to clinical workflows. Psyomics will also hold an end-of-project review to capture lessons learned and provide a clear summary of outcomes. All project-related data will be handled in accordance with Psyomics’ Records Deletion Policy and any customer-specific or regulatory requirements. Data will be securely retained, transferred, or deleted as instructed, with formal confirmation provided where required. Included in the Contract Price Development and coordination of the exit plan Support for patient offboarding End-of-project review and report Secure data retention or deletion in line with policy Standard documentation confirming data handling Additional Costs: Additional charges may apply for activities outside standard scope, such as extended platform access, bespoke data extraction or reporting, custom integrations to support migration, extra clinical or technical support hours, or new feature development requested during the exit phase. This is not an exhaustive list
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Psyomics’ onboarding and offboarding documentation is written in clear, accessible language and made available through agreed customer channels, with additional support available from the Psyomics team where required. Our onboarding approach is aligned with the organisation’s Quality Management System (QMS) processes to ensure consistency, control, and continual improvement. Customers are provided with clear onboarding guidance through structured communications and approved documentation that supports system setup, user access, and effective use of the service. All materials are version-controlled, maintained, and reviewed in line with QMS requirements. Offboarding documentation follows the same QMS-aligned approach, clearly outlining account closure, data handling, and exit processes to ensure transparency and compliance. This QMS-aligned approach ensures customers have reliable, up-to-date information throughout the beseen service lifecycle.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: We operate a mobile-first approach which is optimised for smart phones. The view differs for mobile and desktop users in terms of how a patient can view their progress. For patients who access the questionnaire on their smart phones they will see a bar on the top of the screen, and for desktop users the progress bar will be shown on the side of the screen. This shows progress within the session as it is completed.
• Service interface: Yes
• User support accessibility: WCAG 2.2 A
• Description of service interface: The service interface is a web based online questionnaire which interfaces with service user's that complete the questions. This generates a web based and PDF clinical report for review by a healthcare professional.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Usability testing has been conducted with a representative population of using our services included those with neurodiversity and ages between 13 & 65. Assistive technology designed for supporting neurodiversity such as dark mode has been tested, additional testing of other forms of support are being planned.
• API: Yes
• What users can and can't do using the API: The beseen API is designed to integrate with an EPR system. It uses the FHIR framework to exchange data. What can you do - Trigger referrals to beseen that start the process of having a patient complete the questionnaire. - Cancel existing referrals access to the questionnaire. - Receive back data in order to view the generated report. - Receive structured clinical data. - Submit lists of clinical users within your system that are granted access to view the beseen reports.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Contracted organisations during implementation will have the opportunity to configure the platform to fulfil their unique requirements for their use case. Items that are configurable: - Clinical measures utilised - Other questionnaires used - Report design - Structured data availability - Patient communications copy & regularity - NHS logos and text

Scaling

• Independence of resources: We regularly conduct load testing to ensure system performance is not affected by concurrent users. We use AWS who automatically scales up service as the numbers of users increases.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide comprehensive service metrics tracking both service user engagement and clinical activity. Organisations receive a dedicated detailed monthly reports analysing interactions across all user groups. Additionally, an analytics dashboard provides 24/7 real-time visibility into platform usage and current uptake statistics.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller (no extras)
• Organisation whose services are being resold: Psyomics

Staff security

• Staff security clearance: Staff screening not performed
• Government security clearance: None

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: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest: Physical access control, complying with CSA CCM v4.0
• 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 importing and exporting

• Data export approach: All data is exported automatically as part of the agreed process with the customer into the suitable electronic patient record, or trust integration engine.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: SYSTEM AVAILABILITY % of time the solution is available for use (excluding excused performance e.g. agreed maintenance) - target 99.5%; ; REPORT PRODUCTION Time from completion of assessment to receipt of report - target; 90% within 1 hour; ; SERVICE RESPONSE REQUEST- Resolution time for requests - target 5 Business Days;; RECOVERY TIME OBJECTIVE (in normal office hours) - The amount of time to recover the service to usual operations following an outage - target +4 hours recovery; ; RECOVERY POINT OBJECTIVE (in normal office hours) - Maximum data to be recovered following the restoration of the service - target 24 hours; ; PATIENT REFERRAL - Number of patients sent the link to beseen - target to be agreed with customer; PATIENT STARTED BESEEN REFERRAL - Number of people creating beseen account-target to be agreed with customer;; PATIENTS COMPLETING BESEEN REFERRAL - Number of clinical reports completed and sent; target to be agreed with customer;; REFERRAL SOURCE - Where referrals to beseen are originating from - target to be agreed with customer; ; PATIENT FEEDBACK - Number of patients with a positive experience of beseen - target to be agreed with customer; ; Other SLAs may be set with customers based on their requirements via negotiation.
• Approach to resilience: The platform uses auto-scaling and is split across multiple availability zones to ensure it remains resilient and available to users in the instance of regional outages.
• Outage reporting: Psyomics provides transparency on service availability through a dedicated public status dashboard. This dashboard reports on potential outages, downtime, or degraded performance in real-time. Customers can subscribe to this dashboard to receive automated email alerts regarding status changes. Additionally, our Customer Success team proactively communicates with designated client contacts during major incidents to provide granular progress updates.

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
• Access restrictions in management interfaces and support channels: All access restrictions are controlled with the principle of least privilege (PoLP) in place. This allows for each employee to only have access to the data they require, and for any additional access needing to be approved by an authorised employee beforehand. This is in place for all organisational data, support channels, and management interfaces that have access to the platform as mandated by Cyber Essentials + accreditation.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: We hold a Cyber Essentials and Cyber Essentials Plus and Data Protection Security Toolkit Accreditation. Our approach to security governance is built upon these frameworks, ensuring strict adherence to technical controls, patch management, and user access policies. We align our internal policies with NCSC guidance and industry best practices.
• Information security policies and processes: As part of our QMS approach we maintain robust information security policies and procedures to protect our organisation’s data and assets, covering areas such as access control, encryption, incident response, and regulatory compliance. We ensure adherence through regular audits, supported by cloud-based tools that provide automated monitoring and policy enforcement.
• Software Security Code of Practice: No

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Our software and services are developed against a rigorous set of automated and manual test procedures. All code is subject to continuous security auditing of dependencies and code quality. Release and change management is done progressively through our gated environments.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Within our SDLC we leverage tools such as SonarQube and Github Dependabot to alert us of any vulnerabilities. Any critical risks are dealt with immediately. We also leverage cloud-native tooling to support automated patching to managed services.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We leverage cloud-native tooling to audit / log all activity within our cloud infrastructure. This provides use with tools and alerting to respond to suspicious activity. We aim to respond to high-risk alerts within 24 hours.
• Incident management type: Supplier-defined controls
• Incident management approach: We have a document incident management response process documented and followed inline with our QMS. Our users can report incidents via our support channels. All incidents are responded to within agreed timeframes and include escalation points. Lessons learned follow all incidents and incident reports can be provided to the customer on request.
• Post-quantum cryptography secure: Yes

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: Yes
• Connected networks:
  • Health and Social Care Network (HSCN)
  • Other
• Other public sector networks: NHS SPINE

Pricing

• Discount for educational organisations: No
• 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: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: NQA
• ISO/IEC 27001 accreditation date: Monday 8 April 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: NQA
• ISO 9001 accreditation date: Monday 8 April 2024
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: SecurityMetrics
• PCI DSS accreditation date: Friday 10 January 2025
• What the PCI DSS doesn’t cover: N/A
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: E9fd5f85-7cd1-4ff2-aba9-6f9f5f225b1b
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 181966c9-f0aa-42ed-9271-d1b111bdf43b
• Other security certifications: Yes
• Any other security certifications: Security Standards dependant on the vendor solution

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 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
    • 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
    • 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
    • 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)
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • 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

  • 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)
    • 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
    • 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

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