IBOX HEALTHCARE

Patient Flow Command Centre for Healthcare Providers

Real-time hospital command centre and analytics platform supports operational, clinical, and patient flow data into a single, intuitive view. Supports safer, faster decision-making by providing live visibility of emergency demand, bed capacity, discharge status, escalation risks, and deteriorating patients. Improve patient flow, productivity, and patient safety, alerts, and data-driven insights.

Features

• Cloud-based platform for real-time hospital and patient flow data.
• Clear, visual layouts and plain English for rapid interpretation.
• Live dashboards for beds, emergency demand, and discharge status.
• Standardised summaries at ward, site, and organisational levels.
• Secure, role-based access for clinical and managerial staff.
• Configurable views to meet local operational workflows and priorities
• Securely integrates with existing clinical and operational systems.
• • Optimised for desktops, large displays, and command centre environments.

Benefits

• Improves patient safety by identifying operational risks early.
• Minimises delays in admission, transfer, and discharge processes.
• Optimises bed utilization and patient flow across organisations.
• Enables informed decisions using real-time operational data.
• Lowers costs by eliminating inefficiencies and visibility gaps.
• Enhances team communication and shared situational awareness.
• Reduces variation, standardised operational processes.
• Drives service improvements through data-led planning.
• Improves healthcare outcomes via better resource allocation.

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 altaf@iboxhealthcare.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

423888262900987

Contact

Altaf Sadique
+447970738411
altaf@iboxhealthcare.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: The service can be used as a standalone software-as-a-service solution or deployed as an add-on to existing systems.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: The service is web-based and requires access to a modern, standards-compliant web browser for full functionality and security. Unsupported or end-of-life browsers, including Internet Explorer 11 and outdated versions of commonly used browsers, are not supported.; The service does not require local software installation and does not provide support for local hardware configurations, peripherals, or printers. Performance is dependent on the customer’s network connectivity and local IT environment.
• System requirements:
  • Secure internet access using HTTPS
  • Network connectivity allowing traffic through port 443
  • Modern web browser access (Chrome, Edge, Firefox, or Safari)
  • Compatible with standard NHS desktop and laptop environments
  • Supports Windows, macOS, and Linux operating systems
  • Displays on standard monitors and large-format screens
  • PDF viewer required to view exported reports and summaries
  • No specialist hardware required for service operation

User support

• Email or online ticketing support: Yes
• Support response times: Support response times; We respond to support requestswithin two business days (Mondayto Friday, 09:00–17:00 UK time,excluding UK bank holidays).Requests received at weekendsor on public holidays are handledon the next working day.
• 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 use a third-party web chat andticketing platform that has beentested with assistive technologyusers and is designed to meetrecognised accessibilitystandards.
• Onsite support: Yes, at extra cost
• Support levels: Standard support (included) ; • Email and ticketing support during UK business hours (Monday toFriday, 09:00–17:00).; • Response within two business days. ; • Covers platform usage, configuration guidance, incident resolution, and general technical queries. ; • Included in the standard service subscription at no additional cost. Enhanced support (optional, additional cost); • Priority response times. ; • Extended support hours by agreement. ; • Proactive monitoring and service reviews. ; • Support with integrations and advanced configuration. ; • Pricing is agreed with the buyer based on scope and required service levels. Technical account management ; • A named technical account manager or cloud support engineer can be provided for Trust or ICB-wide deployment contracts. ; • This is optional and priced separately depending on required time commitment and service scope.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: The supplier provides structured onboarding and implementation support to enable organisations to start using the service safely and efficiently. Initial setup includes creation of a secure organisation space on the platform, configuration of organisational structures (such as sites, wards, and services), user roles and access permissions, dashboards, and integration settings where required.; Training can be delivered remotely or on site, depending on the size and complexity of the organisation. This typically ranges from short onboarding sessions for smaller deployments to phased implementation and training programmes for large Trust- or system-wide implementations. Training is provided to relevant clinical, operational, and administrative users.; The supplier provides a full implementation and onboarding pack, which may include user guides, training materials, standard operating procedures, short training videos, and quick-reference resources to support adoption and ongoing use of the service.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: At the end of the contract, users can request a full export of their organisation’s data in standard,machine-readable formats (for example CSV). Data exports are provided securely via encrypted download or secure file transfer. Following confirmation of successful data extraction, all customer data is securely deleted from production systems in line with the agreed data retention policy and UK GDPR requirements. A certificate of deletion can be provided on request. Support is available during the off-boarding process to assist with data export, validation and transition to another system ifrequired.
• End-of-contract process: At the end of the contract, the service enters a managed off-boarding process to ensure continuity, data protection, and compliance with UK GDPR andNHS information governance requirements. As part of the standard contract price,customers may request a full export of their organisation’s datain machine-readable formats (for example CSV). This includes configuration data, organisation-specific content, and usage records. Data is provided securely via encrypted download or secure file transfer. Following confirmation that data extraction has been completed successfully, customer data is securely deleted from production systems in line with the agreed data retention policy. A certifi cate of deletion canbe provided on request. Standard off-boarding support, including guidance on data export and validation, is included within the contract price.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Differences between the mobile and desktop service; The mobile service provides a simplified, streamlined interface optimised for smaller screens and touch-based interaction, focusing on essential functions to support quick access and ease of use.The desktop service offers a more comprehensive interface with advanced functionality and layouts designed for larger screens and multitasking. It supports both touchscreen and mouse-and-keyboard input to enable efficient, precise interaction for operational, clinical and administrative users.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The service is accessed through a secure, web-based interface optimised for desktop use and large-screen operational displays. It provides role-based access for clinical, operational, and administrative users to view and manage real-time operational and patient flow information.; The interface supports filtering, search, and navigation across wards, services, and sites, with structured views for capacity, demand, discharge status, and escalation management. Users can view live dashboards, drill down to patient-level summaries where permitted, and export standardised operational reports. The interface is designed to integrate with existing hospital systems and workflows and to support use in command centre environments.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: The service interface has been designed using inclusive design principles and tested iteratively with users who have accessibility and communication needs.Testing and feedback has included users with limited English profi ciency, low literacy,and learning disabilities, as wellas healthcare professionals supporting these groups. The platform has also been reviewed using screen readers, keyboard-only navigation, high-contrast display modes, and browser-based accessibility tools to ensure compatibility with commonassistive technologies.
• API: Yes
• What users can and can't do using the API: The service provides secure, standards-based APIs to support integration with existing hospital clinical, operational, and analytical systems. APIs enable organisations to exchange data with the service to support real-time dashboards, operational views, alerts, and reporting.; ; Using the APIs, authorised users and systems can register organisations, configure authentication credentials, manage integration settings, and exchange operational and patient flow data in line with agreed permissions. Integrated systems can submit and retrieve data such as capacity, demand, patient status, timestamps, and event updates to support live operational visibility and analytics.; ; The APIs support automated data feeds and near real-time updates to reduce manual data entry and support consistent information flows across systems. Access to API functionality is controlled through role-based authentication and authorisation. Users cannot modify core platform controls, governance rules, or security mechanisms via the API.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Buyers can configure the service to meet local operational and clinical requirements. Authorised administrators within the buyer organisation can customise dashboards, views, workflows, user roles, access permissions, alert thresholds, and integration settings through the service interface or supported APIs.; The service supports configuration of ward, service, and site structures, terminology, escalation rules, and reporting outputs to align with local operating models. Visual layouts and operational indicators can be adapted to reflect local priorities and performance measures.; Where additional configuration, data mappings, or extensions are required beyond standard configuration options, these can be delivered as a professional service, subject to scope and agreement. Core platform functionality, safety controls, and governance mechanisms cannot be modified directly by buyers to ensure consistency, security, and compliance.; All customisation requests are managed through agreed change control, assurance, and testing processes and are initiated by nominated customer administrators or contract leads.

Scaling

• Independence of resources: The service utilises a secure, multi-tenant cloud platform with strict logical data separation. Each organization is isolated via tenant-scoped identity controls and data segregation to ensure confidentiality.; ; The scalable architecture employs load balancing and automated scaling to manage demand efficiently. To protect service integrity, per-tenant quotas and rate limiting prevent any single user from impacting others. Performance and availability are continuously monitored, with automated alerting ensuring consistent response times and reliable service for all tenants.

Analytics

• Service usage metrics: Yes
• Metrics types: The service provides usage and activity metrics to support operational monitoring and service improvement. Metrics may include numbers of active users, frequency of system use, dashboard views, alert activity, report generation, and data integration activity. Metrics can be viewed at ward, site, organisation, and system level over configurable time periods.; Aggregated reporting is available to support Trust- and system-level oversight, including multi-site or ICB-level views where applicable.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: 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:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users can export their data directly from the service portal orby submitting a request to the support team or their technical account contact. Data is providedin standard, machine-readableformats (for example CSV) and made available via secure, encrypted download or secure file transfer.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Ibox Healthcare aims to provide continuous service availability of 99.99% per calendar month, measured at the service boundary of the Azures hosting platform and excluding scheduled maintenance. Planned maintenance is scheduled outside UK business hours and during periods of low system usage wherever possible. Customers are notified in advance of planned maintenance activities. Where emergency maintenance is required and is likely to impact service availability, affected customers are informed as soon as reasonably practicable. Service availability is monitored continuously using automated monitoring and alerting. If monthly availability falls below the 99.99% target due to a service-attributable issue, customers may request service credits in accordance with the support agreement: •99.0% –99.98% availability: 5% service credit ; •98.0% – 98.99% availability: 10% service credit; •Below 98.0% availability: 20%service credit Service credits are applied as a deduction from the next invoice or contract renewal charge. This SLA applies to the core service platform and Edit excludes outages caused by customer-side connectivity, third-party integrations, or force majeure events.; Excludes outages caused by customer-side connectivity, third-party integrations, or force majeure events.
• Approach to resilience: The service is designed to support high availability, fault tolerance, and rapid recovery. It is hosted within secure UK-based cloud infrastructure and uses resilient architectures to reduce the impact of infrastructure or component failures.; Production services operate across multiple isolated environments to protect against single points of failure. Traffic is managed using load balancing, and capacity scales automatically to maintain performance during periods of increased demand.; Application components are deployed using controlled, versioned releases. Changes are tested in separate environments before deployment, and rolling updates are used to minimise disruption to users. Previous stable versions are retained to support rapid rollback if required.; Data is stored on resilient, replicated storage and is backed up automatically. Backups are encrypted, monitored, and regularly tested to ensure data can be restored when needed. Documented disaster recovery procedures are maintained and tested to support recovery within agreed recovery time and recovery point objectives.; Service availability, performance, and security are continuously monitored, with automated alerting and incident response processes in place. Detailed architecture, resilience, and recovery documentation is available to buyers on request.
• Outage reporting: The service is monitored continuously using automated availability and health checks performed at five-minute intervals. If an outage or service degradation is detected, alerts are generated automatically and sent to the Ibox Healthcare engineering and support teams via email and incident notification systems to ensure rapidinvestigation and resolution. Customers are informed of confirmed service incidents and significant service degradation by email. For major incidents, updates are provided at regular intervals until resolution. At present, the service does not provide a public status dashboardor outage reporting API. However, incident notifications and post-incident summaries can beprovided to customers on request. Contact details for supportescalation, including phone support, are provided to customers as part of the onboarding and support documentation.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces is restricted using role-based access control. Each organisationis assigned one or more nominated administrators who manage users, permissions, and configuration within their own tenant only. Administrative accounts require strong passwords and multi-factor authentication. Access is logged and monitored, and permissions follow the principle of least privilege. Support channels are restricted to verifi ed contacts authorised by the customer.Identity is validated before account changes or data-related requests are processed. Sensitive actions, such as permission changes or data exports, require administrator approval and are audited.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: Security governance approach at Ibox Healthcare follows a data-minimisation approach, avoidingstorage of patient-identifi able datawherever possible. Where storageis required, data is encrypted at rest and in transit and protectedusing strong access controls andmulti-factor authentication. Accessto customer data is restricted toauthorised users within eachorganisation using role-based permissions. Ibox Healthcare staff do not have access tocustomer data by default. Any access for support or investigation purposes requires explicit customer authorisation, is limited to named individuals, and is logged and audited. Security policies, risk assessments, ando perational controls are reviewed regularly as part of ongoing governance and compliance activities.
• Information security policies and processes: Ibox Healthcare operates an information security framework aligned with UK GDPR, the NHS Data Security and Protection Toolkit (DSP Toolkit), the NCSCCloud Security Principles, and recognised ISO/IEC 27001 control domains. We maintain documented policies and procedures covering access control, data protection,encryption, asset management, incident management, vulnerability management, supplier security, business continuity, and secure change management. These map to key ISO 27001 control areas,including information access management, cryptography,operations security,communications security, and incident response. A data-minimisation approach is appliedby design. Patient-identifiable data is avoided wherever possible. Where storage is required, data is encrypted at rest and in transit and protected using role-based access controls and multi-factor authentication. Ibox Healthcare staff do not have access to customer data by default. Any access for support or investigation requires explicit customer authorisation, is restricted to named individuals, and is fully logged and audited. Security governance is overseen by senior management, with operational responsibility assigned totechnical leadership. Complianceis maintained through access reviews, audit logging, automated monitoring, staff training, and regular security testing. Security incidents are managed through defined escalation and reporting processes and communicated to customers where required.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Service components are version-controlled and tracked throughout their lifecycle using source control and automated deployment pipelines hosted on Azures.; Separate development, testing, and production environments are maintained to ensure changes are validated before release. All changes are reviewed and assessed for functional and security impact, including data protection, access control, and dependency risks. Security considerations form part of the change approval process. New releases are deployed using versioned, containerised deployments and rolling updates on Azurs to minimise disruption. Previous stable versions are retained to enable immediate rollback if issues are detected,ensuring service continuity and data integrity.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Vulnerabilities are identified through a combination of automated security scanning,dependency monitoring, periodic penetration testing, and Azures security services. Login and authentication changes, including two-factor authentication, are subject to targeted security testing. Potential threats are assessed based on severity,exploitability, and impact to confidentiality, integrity, and availability. Critical and high-risk vulnerabilities are prioritised and patched as soon as practicable,typically within 24–72 hours, withlower-risk updates deployed aspart of regular release cycles.Threat intelligence is obtained from Azures security advisories, CVE databases, software vendor alerts, and industry security mailing lists.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: The service is continuously monitored using automated logging, metrics, and alerting to detect unusual activity, errors, or abnormal access patterns that indicate potential compromise.Potential incidents are identified through system alerts, security event monitoring, authentication logs, API usage analysis, and Azures security services. When apotential compromise is detected,the incident is triaged immediately, affected componentsare isolated if required, and access credentials may be rotated. If necessary, the serviceis rolled back to a previous stable version to remove any introduced vulnerabilities. Critical incidents are investigated immediately,typically within minutes, with remediation actions prioritised based on severity and impact.
• Incident management type: Supplier-defined controls
• Incident management approach: Ibox Healthcare operates predefined incident management procedures for common events such as service outages,authentication issues, dataaccess problems, and performance degradation. Users can report incidents via the onlineservice desk, email, or phone support. All user-reported incidents are logged, tracked,prioritised, and managed through the support ticketing system.System-detected incidents are automatically recorded in Azures logs and monitoring tools,generating alerts for the engineering team. Incident reportsand resolution summaries are provided to customers via the service desk and email, and post-incident reviews can be shared onrequest for signifi cant incidents.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

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

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

• Less than £250,000: 20%
• Between £250,000 and £500,000: 30%
• Between £500,001 and £1,000,000: 35%
• Between £1,000,001 and £2,500,000: 35%
• Between £2,500,001 and £5,000,000: 35%
• Over £5,000,001: 40%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • 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.

    • 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
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • 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 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
    • 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

  • 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
    • 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 underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to 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

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 altaf@iboxhealthcare.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.