CIVIC COMPUTING LIMITED

WordPress UK-based Cloud Fully Managed Hosting copy

This service provides fully managed WordPress hosting, maintenance and development. It covers updates, security patching, monitoring, performance tuning and capacity planning. It keeps platforms reliable, accessible and compliant, while clients focus on content, publishing and service delivery across public sector organisations.

Features

• ISO9001, ISO 14001, ISO20000,ISO27001, ISO27017,ISO27018, Cyber Essentials
• DDOS and CDN Protection included as standard
• Unlimited bandwidth and disk
• UK Datacentres
• DNS hosting and management
• Daily encrypted backups with minimum 90 retention
• OS, Web server, Application Server, database management and patching
• No Single point of failure infrastructure
• WordPress Development and upgrades

Benefits

• Reduced cost of owership
• WordPress updates applied within 24 hours of release
• Single point of contact
• Robust Scalable infrastructure
• Dedicated technical account manager
• Public and Private Cloud
• Monthly cost covering all your needs
• Custom implementations supported
• 24/7 Proactive monitoring from 92 locations in the world
• WordPress Development and upgrades

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

Framework

G-Cloud 15

Service ID

389765595637677

Contact

Greg Rouchotas
0131 624 9830
tenders@civicuk.com

About your service

• Service categories:

  IaaS

  IaaS Compute

  • Bare metal
  • Container and serverless engine compute
  • Other non-x86 instances

  Virtualised x86

  • General purpose
  • Compute optimised
  • Memory optimised

Service scope

• Service constraints: There are no constraints in our service
• System requirements: WordPress
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud

User support

• Email or online ticketing support: Yes
• Support response times: Or critical issues we respond within 0.5 hours. Exact response timescales are outlined in out service definition document.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: We provide first, second and third level support as required by each client.; We provide a dedicated technical account managers and cloud support engineers.; Our support costs are available in our pricing document.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We help users start using the service through a structured onboarding and migration process. At the start of the contract, we agree onboarding steps, responsibilities and timelines with the client. Where the client has an existing WordPress site, we plan and manage the migration to the hosting platform, including environment setup, testing and go-live support.; ; We provide clear documentation covering service scope, support processes, access routes and escalation paths. Documentation explains how the hosting service operates, what is managed by us, and what actions the client can request. It also covers backup arrangements, security updates and incident reporting.; ; As part of onboarding, we provide remote walkthrough sessions. These sessions introduce key contacts, explain how to raise support requests and describe how changes, updates and issues are handled. Sessions are aimed at content owners and technical contacts and do not require specialist hosting knowledge.; ; We configure monitoring, backups and security controls before the service goes live. We validate that environments are working as expected and confirm acceptance with the client.; ; Ongoing support is available through our helpdesk. Users can raise tickets for questions, issues or requests at any time during support hours.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
• End-of-contract data extraction: At the end of the contract, we support clients to extract their data through a controlled exit process. We agree an exit plan with the client that confirms timelines, data formats and delivery method. The service remains available during the agreed exit period to support continuity while data is transferred.; ; We provide a full export of the WordPress site. This includes the database, uploaded files, configuration and any related assets hosted as part of the service. Data is provided in standard, widely supported formats suitable for migration to another hosting provider or internal environment. We deliver data securely using agreed transfer methods.; ; We support validation of the exported data. Clients can confirm completeness and integrity before final handover. We provide reasonable assistance to answer questions during this process.; ; Once the client confirms successful data transfer, we securely delete all remaining copies from our systems in line with our data retention and security policies. We can provide written confirmation of deletion if required.; ; The standard contract price includes data export and secure deletion. Additional support, such as extended parallel running or bespoke data transformation, can be provided if requested and agreed in advance.
• End-of-contract process: At the end of the contract, we follow a clear and structured exit process designed to support an orderly transition. We agree an end-of-contract plan with the client that sets out timelines, responsibilities and required outputs. The hosting service remains active until the agreed end date unless the client requests early termination.; ; As part of the standard contract price, we support data extraction and handover. This includes a full export of the WordPress database, uploaded files and configuration. We provide the data in standard formats suitable for migration to another hosting provider or internal environment. We also provide reasonable assistance during the exit period to answer questions and confirm successful transfer.; ; Once the client confirms that data transfer is complete, we securely delete all remaining copies of client data from our systems in line with our data retention and security policies. We can provide written confirmation of deletion on request.; ; The standard contract price includes service access until the end date, data export, and secure data deletion. Additional costs apply only where the client requests extra services beyond the standard exit process eg parallel running. Any additional work is agreed in advance, with clear pricing, before it is undertaken.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: No
• API: No
• Command line interface: Yes
• Command line interface compatibility: Linux or Unix
• Using the command line interface: The users can have full root access if required.

Scaling

• Independence of resources: We guarantee independence of resources through strict isolation and resource controls. Each client service runs in its own environment with dedicated limits for CPU, memory and storage. This prevents one client’s workload from affecting others. We monitor usage continuously and enforce thresholds to avoid contention. Platform components are scaled to handle peak demand, and capacity is reviewed regularly. Where needed, we adjust resource allocation in advance to maintain performance.This approach ensures consistent service levels regardless of demand from other users.
• Usage notifications: Yes
• Usage reporting:
  • Email
  • Other
• Other usage reporting: Users are notified when usage approaches service limits through clear and proactive communication. We monitor resource usage continuously and review trends. Before thresholds are reached, we notify users by email. We also raise usage topics during regular update meetings so clients can plan changes in advance. Where appropriate, we include usage information in service reports. Notifications explain the current usage level, potential impact and available options. This approach gives users time to take action, request changes or adjust usage before limits are reached.
• Optimising consumption: Yes
• Automatic scaling: Yes

Analytics

• Infrastructure or application metrics: Yes
• Metrics types:
  • CPU
  • Disk
  • HTTP request and response status
  • Memory
  • Network
  • Number of active instances
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Security Clearance (SC)

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: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Backup and recovery

• What’s backed up:
  • All files, partitions, disks, virtual machines are backed up daily
  • Backups are encrypted
  • 90 days retention on all backups as standard
  • Daily backups
• Backup controls: The users can control what backups are performed and when by contacting our helpdesk
• Datacentre setup:
  • Multiple datacentres with disaster recovery
  • Multiple datacentres
  • Single datacentre with multiple copies
  • Single datacentre
• Scheduling backups: Users contact the support team to schedule backups
• Backup recovery: Users contact the support team
• Backup and recovery: Yes
• RPO/RTO: Yes

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: We guarantee 99.9% availability.; The target applies to the production environment each month.; ; We track uptime through our monitoring tools. We measure all outages that come from the hosting platform. Planned maintenance does not count as downtime. We give notice before any planned work.
• Approach to resilience: The platform uses clustered web and database components so one failure does not stop the service. Storage uses redundant disks and regular integrity checks. Backups run every day and are stored in a separate location. Data is encrypted in transit and at rest.; ; The datacentre uses multiple power feeds, cooling systems and network links. Hardware is built in pairs so that one unit can take over if another fails. We monitor core systems at all times and respond to alerts during support hours. We follow a clear process for patching, recovery and incident handling.
• Outage reporting: Email Alerts; API; Can also provide public dashboard if required by the client

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Only approved staff can reach management interfaces. Management interfaces are only available through a VPN and not exposed to the internet. Each user has an individual account. We use strong authentication and strict role limits. We check accounts often and remove access when staff change roles. We log all actions on the platform. Support channels follow the same rule. Only trained staff can view or handle tickets. They see only the information needed to resolve an issue. We never use shared accounts. We keep records of checks as part of our ISO 27001:2022 and Cyber Essentials controls.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
• Devices users manage the service through:
  • Dedicated device on a segregated network (providers own provision)
  • Dedicated device over multiple services or networks

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: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: ISO9001, ISO 14001, ISO20000,ISO27001, ISO27017,ISO27018, Cyber Essentials
• Information security policies and processes: We follow a full set of information security policies built around ISO 27001:2022. The policies cover access control, asset management, secure operation, supplier management, incident handling and business continuity. Each policy has a clear owner. Senior management approves all policies and reviews them on a set schedule. We keep a single register of risks and controls and update it when systems or threats change.; ; Our reporting structure is simple. The security lead reports directly to senior management. The security lead reviews policy compliance, manages risk actions and coordinates audits. Staff receive security training when they join and at regular points after that. We check access rights often and remove access when a user leaves or changes role.; External auditors check our controls as part of the ISO 27001:2022 cycle. Their findings feed into our improvement plan. This structure keeps policies active, visible and followed across the service.

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: We track each component through a central register. The register records version, owner and status. We update it when we add, change or retire items. We keep history so we can see past states.; We use a simple change process. Each change has a ticket, a reason and a clear plan. We review changes for security impact before work starts. We check access, data flow and exposure. We test changes in a staging environment. We apply approved changes during set windows. We record the result and update the register. This keeps the service controlled and predictable.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: We run a clear process for finding and fixing vulnerabilities. We watch threat feeds, vendor notices and industry sources to spot new risks. We assess each item for impact on our hosting platform and WordPress sites. High-risk issues are acted on first. We apply WordPress security patches within 24 hours. We apply operating system and server patches during our weekly update cycle, or faster if a threat is active. We scan our systems and review results on a set schedule. We track all actions in tickets and confirm fixes in staging before deployment.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: We use monitoring tools to track system activity, resource use and error patterns. We review logs to spot unusual behaviour that may show a compromise. Alerts are sent to our support team when thresholds or patterns change. We investigate each alert to confirm impact and scope. If we find a potential compromise, we isolate the affected container, check access logs and secure accounts if needed. We follow our incident process and record each step. We respond to incidents during support hours and act within our SLA response times. High-risk issues are handled first to reduce further impact.
• Incident management type: Supplier-defined controls
• Incident management approach: We use a simple process for handling incidents. We keep pre-defined steps for common events such as service outages, security alerts and performance issues. Users report incidents through our ticketing system. They can also report urgent issues by phone during support hours. Each incident gets a ticket, an owner and a clear priority. We record what happened, what we did and what is still open. After we resolve the incident, we provide a short report to the user. The report lists the cause, actions taken and any follow-up work. We review incidents to spot patterns and improve the service.
• Post-quantum cryptography secure: Yes

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)

Separation between users

• Virtualisation technology used to keep applications and users sharing the same infrastructure apart: Yes
• Who implements virtualisation: Supplier
• Virtualisation technologies used: KVM hypervisor
• How shared infrastructure is kept separate: We keep each organisation separate through strict LXC container isolation. Each WordPress site runs in its own container with its own file system, process space and network rules. One container cannot see or reach another. Firewall rules limit allowed traffic. Containers cannot initiate direct connections to other containers, and outbound traffic is restricted. We set CPU and memory limits so one workload cannot affect another. Backups are stored separately for each site. Staff only access the specific container linked to a support request. This setup keeps data, processes and network activity apart while using shared infrastructure.

Energy efficiency

• Energy-efficient datacentres: Yes
• Description of energy efficient datacentres: Our datacenter is a member of Green Grid, and our network of 10 UK-based datacentres are ISO 14001 accredited. All power that is supplied to the sites is from renewable energy sources and each site operates to the EU code of conduct that promotes the use of ‘green’ best practices within those sites.

Pricing

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

Discount

• Provide your minimum discount applicable to your baseline prices: 1%

Formula for calculating price of your services

• Formula for calculating price of your services:

  Which of the core deployment models you intend to offer

  • Public Cloud
  • Private Cloud

  Public Cloud - Formula for calculating price of your services

  ---

  Total Cost

  The Total Cost for a buyer's call off requirement in a Public Cloud Deployment

  =

  Baseline Pricing

  Our baseline pricing is available in each of our services

  Baseline Pricing - Web link

  https://www.civicuk.com

  -

  Minimum Discounting

  1%

  +

  Onboarding Activity

  Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process

  +

  Additional sources of cost

  Additional sources of cost might include training, audits (security, accessibility)

  -

  Additional sources of cost reduction

  Costs might be reduced for multi-year contracts

  ---

  Private Cloud - Formula for calculating price of your services

  ---

  Total Cost

  The Total Cost for a buyer's call off requirement in a Private Cloud Deployment

  =

  Baseline Pricing

  Our baseline pricing is available in each of our services

  -

  Minimum Discounting

  1%

  +

  Onboarding Activity

  Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process

  +

  Additional sources of cost

  Additional sources of cost might include training, audits (security, accessibility)

  -

  Additional sources of cost reduction

  Our baseline pricing is available in each of our services

  ---

• Total Cost: The Total Cost for a buyer's call off requirement in a Public Cloud Deployment
• Baseline Pricing: Our baseline pricing is available in each of our services
• Baseline Pricing - Web link: https://www.civicuk.com
• Minimum Discounting: 1%
• Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
• Additional sources of cost: Additional sources of cost might include training, audits (security, accessibility)
• Additional sources of cost reduction: Costs might be reduced for multi-year contracts
• Total Cost: The Total Cost for a buyer's call off requirement in a Private Cloud Deployment
• Baseline Pricing: Our baseline pricing is available in each of our services
• Minimum Discounting: 1%
• Onboarding Activity: Onboarding costs may vary based on your specific requirements, please confirm with suppliers during the clarification process
• Additional sources of cost: Additional sources of cost might include training, audits (security, accessibility)
• Additional sources of cost reduction: Our baseline pricing is available in each of our services

Mandatory certifications

• Mandatory certifications:

  Are you are bidding to offer IaaS and/or PaaS as a reseller or are you in sole control of the infrastructure

  Sole Control of the Infrastructure

  ISO 9001 certification

  Provided

  ISO 14001 certification

  Provided

  ISO 27001 certification

  Provided

  ISO 20000-1 certification

  Provided

  ISO 27017 certification

  Provided

  Are you bidding to provide services under Lot 1b or both Lot 1a and Lot 1b?

  Yes

  ISO 27018 certification

  Provided

Cyber Essentials

• Do you have a Cyber Essentials Plus certificate?: No
• 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, by the date of framework award.

Non-mandatory Standards and certifications

• ISO 28000:2022 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• 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

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