HUNTER HEALTHCARE RESOURCING LIMITED

NHS Integrated Data Platform Service

We provide specialist data integration, data warehousing, and analytics support to NHS organisations, delivering secure, scalable SaaS solutions that improve data quality, enable operational and performance reporting, and support informed decision making across healthcare services.

Features

• ICB, Acute, community, and mental health data integration pipelines
• NHS compliant cloud data warehouse architecture
• Automated ETL ingestion from clinical and operational systems
• SQL based analytical data models
• Built in data quality validation and cleansing
• Secure role based access controls
• API enabled system integrations
• Open format data import and export
• Metadata documentation for NHS datasets
• Scalable analytics ready data platform

Benefits

• ICB, acute, community, and mental health system wide insight
• Consistent reporting across acute, community, mental health services
• Improved patient pathway visibility across care settings
• Faster whole system operational performance reporting
• Trusted datasets linking ICB, acute, community, mental health activity
• Reduced manual reporting across healthcare servicess
• Better data governance across healthcare systems
• Scalable analytics supporting system wide transformation
• Improved population health insights across care sectors
• Clear visibility across ICB and provider organisationsr

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 enquiries@hunter-healthcare.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

397671113344106

Contact

Tom Hodges
0207 935 4570
enquiries@hunter-healthcare.com

About your service

• Service categories:

  Application Development and Deployment

  Data management

  Data integration and intelligence

  • Data Ingestion and Transformation Software
  • Data Quality Software
  • Data Access Infrastructure Software
  • Metadata Management Software
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Our service acts as an extension to existing NHS data platforms and analytics tooling, including cloud data warehouse platforms, business intelligence and reporting tools, operational source systems, and data integration services already in use by NHS organisations.
• Cloud deployment model: Community cloud
• Service constraints: Yes. The service is delivered within NHS approved environments and is subject to the customer’s information governance, security, and change management processes. Planned maintenance and support are coordinated with the buyer to minimise operational impact. The service does not impose specific hardware constraints but relies on supported cloud platforms and technologies already in use by the buyer.
• System requirements:
  • NHS approved cloud hosting environment
  • Supported SQL based database platform
  • Secure network connectivity to source systems
  • Role based access controls enabled
  • Compliance with NHS information governance policies
  • Standard endpoint security controls in place
  • Access to ETL and integration tooling
  • Change control and release management processes
  • Named technical contact within the organisation
  • Data hosted within NHS controlled environments

User support

• Email or online ticketing support: Yes
• Support response times: We respond to questions during UK business hours, Monday to Friday. Initial responses are typically provided within one business day. Queries received outside business hours, including weekends and public holidays, are acknowledged on the next working day.; ; For urgent or time sensitive issues, including those impacting operational delivery or statutory reporting, an expedited response can be provided by prior agreement. Response times and escalation routes are agreed with the buyer to ensure support remains proportionate and aligned to NHS operational requirements.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We test web chat accessibility using recognised assistive technologies, including screen readers and keyboard only navigation, to ensure core functionality is usable and accessible. Where web chat functionality is provided through third party platforms, we rely on their published accessibility conformance statements and conduct practical checks to confirm compatibility within our operating environment. Feedback from users and accessibility checks are used to inform ongoing improvements and configuration adjustments where required.
• Onsite support: Yes
• Support levels: We provide onsite support as part of the overall service delivery where it adds value to the buyer and supports effective outcomes. Onsite activity is planned and agreed during service scoping and is taken into account when agreeing the overall service approach and pricing. There are no separate or additional charges applied specifically for onsite support.; ; Our standard support model combines remote delivery with onsite engagement where appropriate. Onsite support may include workshops, project initiation sessions, knowledge transfer, training, and support during key phases of delivery. The level of onsite involvement is tailored to the needs of the buyer and the nature of the work being undertaken.; ; Buyers are supported by a named technical lead who provides technical oversight, coordination, and continuity throughout the engagement. This individual acts as the primary point of contact and is supported by additional technical specialists as required. This approach ensures clear accountability, effective communication, and alignment with NHS standards and operational processes.; ; This model provides flexibility while ensuring that onsite support is delivered in a transparent, proportionate, and cost effective way for NHS organisations.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: We support users to start using the service through a structured onboarding process designed to align with NHS operational and information governance requirements.; ; Getting started typically begins with an initiation phase, where we work with the buyer to confirm objectives, scope, data sources, access arrangements, and success criteria. This is followed by environment familiarisation and setup, including validation of connectivity, security controls, and access for authorised users.; ; We provide guided onboarding through a combination of onsite and remote engagement, depending on buyer preference. This may include workshops, walkthrough sessions, and hands on training focused on how the service operates, how data flows through the platform, and how outputs can be accessed and used. Training is tailored to different user groups, such as technical teams, analysts, and service owners.; ; User documentation is provided to support onboarding and ongoing use. This includes descriptions of data models, data flows, operational processes, and support arrangements. Knowledge transfer is a core part of delivery, enabling users to confidently engage with, maintain, and extend the service over time.; ; Support continues beyond initial onboarding, with access to user support channels and regular engagement to ensure the service is embedded effectively and delivering value.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At the end of the contract, users are supported to extract their data in a controlled and secure manner, aligned to NHS information governance and exit planning requirements.; ; Data extraction is planned in advance as part of the contract exit process. We work with the buyer to agree the scope, format, and method of extraction, ensuring continuity of service and minimising operational disruption. Data can be provided in commonly used, open formats suitable for onward use by the NHS organisation, such as structured database exports or agreed file based formats.; ; Extraction is carried out from NHS controlled environments, with access limited to authorised individuals nominated by the buyer. Where required, we support validation of extracted data to ensure completeness and integrity. Documentation describing data structures and content is provided to support re use or migration to alternative platforms.; ; Once data extraction has been completed and confirmed by the buyer, any remaining service data held as part of the service is managed in accordance with NHS data retention and sanitisation policies, ensuring secure deletion where appropriate. This approach provides transparency, auditability, and full control for the buyer at contract end.
• End-of-contract process: At the end of the contract, we follow a structured exit process aligned to NHS information governance and service management requirements, ensuring an orderly and transparent transition.; ; Exit planning is initiated in advance of contract end and agreed with the buyer. This includes confirming timelines, responsibilities, data extraction requirements, knowledge transfer needs, and any ongoing dependencies. We work collaboratively with the buyer to minimise disruption and maintain continuity during the transition period.; ; Activities included within the contract price typically cover exit planning discussions, support for data extraction in agreed formats, provision of documentation, and reasonable knowledge transfer to enable the buyer to transition the service in house or to an alternative supplier. Support is provided to validate extracted data and confirm successful handover.; ; Additional activities outside the agreed scope, such as significant new development work, extended parallel running beyond the agreed exit period, or bespoke migration support to third party platforms, may incur additional costs. Where applicable, these are discussed and agreed in advance with the buyer to ensure transparency.; ; Following confirmation of contract completion, any remaining service data is handled in line with NHS data retention and sanitisation policies, ensuring secure deletion where appropriate.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: Users can use the API to support secure integration with agreed NHS source systems, automate data ingestion into the warehouse, and trigger or monitor defined ETL workflows where this is in scope. API access can also be used to retrieve operational metadata such as run status, logs, and validation outcomes to support monitoring and incident management.; ; Service setup through the API is limited to configuration that has been agreed during onboarding. For example, users can register approved endpoints, credentials and access scopes, and define or enable agreed data feeds and schedules. Material setup activities, including creation of new data domains, data models, or new ETL pipelines, are not self service and are implemented through the managed service and change control process.; ; Users can make changes through the API to agreed parameters such as scheduling, enabling or disabling feeds, and requesting re runs within defined limits. Changes that affect security, data residency, schema design, transformations, or data quality rules are controlled via change management and are not permitted directly through the API.; ; Limitations include role based access, approval gates for material changes, and restrictions to only those endpoints, datasets, and operations that are explicitly onboarded and documented for the buyer’s environment.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can customise the service within agreed parameters to ensure it aligns with their operational, analytical, and governance requirements.; ; Customisable elements include data sources, data ingestion schedules, transformation and validation rules, data models, access controls, and reporting ready datasets. The structure and content of data outputs can also be tailored to support specific reporting, performance, or analytical use cases within the NHS organisation.; ; Customisation is carried out through a managed configuration process rather than unrestricted self service. During onboarding and ongoing delivery, requirements are agreed collaboratively with the buyer and implemented by the service team. Where appropriate, authorised users can request changes such as enabling or disabling data feeds, adjusting schedules, or triggering re runs through agreed interfaces or support channels. More material changes, including new data domains, schema changes, or changes impacting data quality or security, are managed through formal change control.; ; Customisation is limited to authorised users nominated by the buyer. This typically includes technical leads, data platform owners, or designated administrators within the NHS organisation. All customisation activities are governed by role based access controls, approval processes, and NHS information governance requirements to ensure security, auditability, and service stability.

Scaling

• Independence of resources: We ensure users are not adversely affected by other users’ demand through controlled resource allocation and service design within NHS managed environments. The service is delivered using dedicated or logically segregated data pipelines, datasets, and access controls for each organisation. Workloads are planned and scheduled to avoid contention, and processing is monitored to identify and address performance issues. Capacity planning is undertaken in collaboration with the buyer to ensure the service scales appropriately to meet agreed requirements while maintaining performance and reliability.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide service usage and operational metrics appropriate to the service, including information on data processing activity, job status, and service performance, to support monitoring, assurance, and reporting for NHS organisations.
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

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: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Data at rest is protected through encryption and NHS approved platform security controls managed by third party hosting providers.
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users export their data through an agreed, managed process aligned to NHS information governance requirements. Data is provided from NHS controlled environments in commonly used, open formats suitable for onward use, such as structured database exports or agreed file based formats. Exports are initiated and validated in collaboration with authorised users to ensure completeness, accuracy, and security. Access to exported data is restricted to nominated individuals, and all activity is logged and auditable.
• Data export formats:
  • CSV
  • Other
• Other data export formats: Non proprietary structured data formats agreed with the buyer.
• Data import formats:
  • CSV
  • Other
• Other data import formats: Non proprietary structured data formats agreed with the buyer.

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)
  • Other
• Other protection within supplier network: Data within the service environment is protected using TLS 1.2+ encryption and NHS platform security controls.

Availability and resilience

• Guaranteed availability: We agree availability targets with buyers as part of the call off agreement, aligned to the NHS hosting environment and the nature of the service being delivered. The service is designed to support high availability through robust design, controlled change management, and monitoring within NHS approved platforms.; ; Availability commitments and any associated service levels are defined contractually rather than as a fixed, one size fits all SLA. This ensures targets are proportionate to the service scope, criticality, and operational context of each NHS organisation. Planned maintenance is agreed in advance with buyers and scheduled to minimise service disruption.; ; Where availability levels are not met due to issues within the scope of our service, this is managed through agreed service management and escalation processes. Remedial actions, service credits, or other remedies are handled in line with the terms agreed at call off, rather than through automatic refunds. Issues arising from underlying NHS infrastructure or third party platform outages are managed collaboratively with the buyer and relevant providers.; ; This approach provides flexibility, transparency, and assurance while ensuring availability commitments are realistic, measurable, and aligned to NHS operational requirements.
• Approach to resilience: Our service is designed with resilience in mind and is delivered within NHS approved hosting environments that provide resilient infrastructure as standard. Resilience is achieved through a combination of platform level controls, service design, and operational processes aligned to NHS and government cloud security principles.; ; The underlying hosting environments provide resilience through redundant infrastructure, resilient storage, and controlled failover capabilities appropriate to the service. Datacentre resilience, including physical security, power, cooling, and environmental controls, is managed by NHS approved third party hosting providers operating to recognised standards. Detailed datacentre configurations are available on request where required.; ; At the service level, resilience is supported through segregation of workloads, scheduled processing, monitoring of data pipelines, and controlled change management to reduce the risk of disruption. Backup and recovery processes are in place in line with NHS data protection and retention policies, supporting restoration in the event of failure.; ; Operational resilience is further supported through documented procedures, clear escalation routes, and collaborative incident management with buyers and hosting providers. This approach ensures the service remains robust, recoverable, and able to continue supporting NHS operations in the event of component failure or unexpected demand.
• Outage reporting: Outages are reported through established communication and service management processes aligned to NHS operational practices.; ; Where an incident or outage occurs that impacts the service, affected buyers are notified promptly via email alerts to nominated contacts. Updates are provided at appropriate intervals until resolution, including information on impact, progress, and expected restoration times where available.; ; The service does not rely on a public status dashboard or open outage reporting API. Instead, incident communication is managed directly with buyers to ensure information is relevant, accurate, and appropriate for the NHS context. Where required, outage information can also be shared through agreed service management channels or incorporated into regular service reporting.; ; Following resolution, a summary of the incident and any remedial actions is provided as part of service review and continuous improvement processes. This approach ensures clear communication, accountability, and transparency while avoiding unnecessary exposure of operational details.

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: Access to management interfaces and support channels is restricted through role based access controls and authenticated user accounts. Users are granted the minimum level of access required based on their role and responsibilities, as agreed with the buyer. Access is reviewed regularly and updated when roles change or users leave. Support channels are limited to authorised contacts nominated by the buyer, ensuring only approved individuals can raise requests or view service information. All access is logged to support auditability and accountability.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

• Access to user activity audit information: Users 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
• Information security policies and processes: We follow a structured set of information security policies and processes aligned to recognised standards and NHS expectations, including principles consistent with ISO/IEC 27001.; ; Information security governance is overseen by a named board-level individual with responsibility for security across all services. Policies cover areas including access control, data protection, incident management, risk management, supplier assurance, and secure change management. These policies are approved at senior level and reviewed regularly to ensure continued relevance.; ; Compliance with security policies is supported through defined roles and responsibilities, mandatory training for staff, and the use of documented procedures for service delivery. Security requirements are embedded into onboarding, change control, and operational processes to ensure they are consistently applied.; ; Incidents and security events are reported through established escalation routes, with clear responsibilities for investigation, remediation, and communication. Where required, incidents are managed collaboratively with NHS buyers and hosting providers. Policy adherence is monitored through internal reviews, management oversight, and engagement with buyers, providing assurance that information security controls remain effective and proportionate.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Configuration and change management are managed through defined, supplier-led processes aligned to NHS operational practices.; ; Service components, including data pipelines, configurations, and supporting artefacts, are documented and tracked throughout their lifecycle. Changes are requested, reviewed, and approved through formal change control, with clear ownership and version control to ensure traceability.; ; All changes are assessed for potential security, data protection, and operational impact before implementation. Where a change may affect security posture, additional review and testing are undertaken, and changes are only deployed once approved. This approach ensures controlled delivery, auditability, and alignment with NHS information governance and operational security requirements.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We manage vulnerabilities through defined supplier led processes aligned to NHS operational security practices.; ; Potential threats are assessed through review of service components, dependencies, and configurations, alongside information from NHS hosting providers and technology suppliers. Identified vulnerabilities are risk assessed based on severity, exposure, and potential impact.; ; Security patches and mitigations are prioritised according to risk and deployed through controlled change management. Critical patches are applied as soon as practicable, with testing undertaken where required.; ; Information on emerging threats is obtained from vendor security advisories, NHS guidance, and recognised public sector security bulletins.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We operate protective monitoring through defined supplier led processes aligned to NHS operational security practices. Potential compromises are identified through monitoring of service activity, logs, alerts, and information provided by NHS hosting providers and supporting platforms.; ; When a potential compromise is identified, it is assessed promptly to determine impact and risk. Incidents are escalated through defined incident management processes, with appropriate containment, investigation, and remediation actions taken.; ; Response times are proportionate to severity. Critical incidents are responded to immediately, with communication and coordination undertaken with the buyer and relevant hosting providers as required.
• Incident management type: Supplier-defined controls
• Incident management approach: We operate defined incident management processes aligned to NHS operational practices.; ; Pre defined procedures are in place for common incident types, including service disruption, data issues, and security events. Incidents are reported by users through agreed support channels, including email and ticket based support, with clear escalation routes for urgent issues.; ; Incidents are logged, assessed, prioritised, and managed through structured workflows. Users are kept informed of progress and resolution where appropriate. Following resolution, incident reports can be provided on request, outlining impact, actions taken, and any lessons learned. This ensures transparency, accountability, and continuous improvement.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

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

Pricing

• Discount for educational organisations: No
• Free trial available: 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: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: British Assessment Bureau
• ISO 9001 accreditation date: Thursday 31 July 2025
• What the ISO 9001 doesn’t cover: N/a
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 618d4aca-416c-487c-a7c4-b4b1eddb3ce6
• 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
    • 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
    • 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
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • 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
    • 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
    • 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

  • 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: 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
    • 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 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

  • 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 enquiries@hunter-healthcare.com. Tell them what format you need. It will help if you say what assistive technology you use.