Evergreen Life

Casper

Secondary and tertiary care pathway management software enabling pathway design, complex clinical logic capture, and intuitive visualisation of patient progress via dashboards and stage-based views.

Features

• Real-time dashboards
• Fully customisable to meet local need
• Instant patient referrals between organisations and/or teams
• Supports national reporting requirements
• Utilises local clinical protocols and QMS procedures
• Customisable reporting

Benefits

• Reduces waiting times - Activities can be managed in parallel
• Instantly recieve referrals from any NHS provider
• Software is fully customisable to meet local need
• View and manage entire waiting list in real-time

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 richard.benson@evergreen-life.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

426211982189941

Contact

Richard Benson
0161 768 6063
richard.benson@evergreen-life.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
  • Other
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: Yes – planned maintenance windows apply.; ; From time to time, planned maintenance is required. Maintenance activities are normally carried out outside of core service hours and are scheduled at dates and times agreed in advance with the customer to minimise impact on service users.
• System requirements:
  • Users require access to HSCN
  • Users require a modern standards compliant web browser
  • Gov.notify account (email)

User support

• Email or online ticketing support: Yes
• Support response times: Response times depend on severity level of the request. As standard, requests are only dealt with during normal office hours. Additional cover/support can be purchased seperately.
• 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: No
• Onsite support: No
• Support levels: As standard we provide a dedicated helpdesk portal that is accessible 24/7/365. This is manned 08:00 - 18:00 Mon-Fri (excluding Bank Holidays). In addition, we also provide a named Account Manager who will ensure appropriate technical support is provided as required
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: A mixture of onsite and on-line training is supplemented with 'how-to' videos and user documentation. Training is bespoke to meet local requirements.
• Service documentation: No
• End-of-contract data extraction: Users can extract all records via the inbuilt reporting tool and export them to csv files.
• End-of-contract process: At contract end, the application is closed for routine use i.e. no new patients and/or activity can be added to system. Local admin Users Accounts remain active to allow for data extraction and any other house keeping. This remains in place for up to 90 days at which point the application is formally closed and Customer records deleted as appropriate. Support and helpdesk support remains in place for the 90 day period.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: Patient record and referral retrieval including daily-work retrieval designed to complement business continuity processes.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: All standard form field types (dropdown, lookups, text, date, datetime, etc) are available with additional widget fields including HTML and documents. Pathways can be developed from scratch or by modifying an existing clinical pathway template. Any number or tabs, pages, sections, fields can be added and amended. Customisation and development of the pathways is done in collaboration with Evergreen Life as part of the service offering.

Scaling

• Independence of resources: Users are isolated through dedicated deployments and planned resource allocations. The Casper instance is deployed per customer, with dedicated application and database resources. As a result, demand generated by one customer or user group does not impact other customers. Where the service is hosted on shared infrastructure, standard resource isolation mechanisms provided by the hosting platform are used and resources monitored constantly.

Analytics

• Service usage metrics: Yes
• Metrics types: Referral creation metrics
• Reporting types: Real-time dashboards
• Resource tagging: No
• FOCUS resource tagging: No

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: 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
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: Users can extract all records via the inbuilt reporting tool and export them to csv. file.
• 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: Service level agreements focus on incident response and resolution times rather than availability targets. As no availability guarantee is provided, service credits or refunds related to availability do not apply.
• Approach to resilience: Casper is built using standard, well-established technologies and follows recognised best practices for application resilience, including robust error handling and logging, monitoring solutions for quick action, and regular data backups.; ; The instance is typically deployed on dedicated infrastructure. Resilience at the datacentre and infrastructure level (such as redundancy, failover, and physical security) is provided and guaranteed by a 3rd party. Where customer-managed infrastructure is chosen, the customer is responsible for resilience at an infrastructure level.; ; Where required, detailed information on infrastructure resilience and datacentre arrangements can be provided on request in line with customer security policies.
• Outage reporting: Customer admins are emailed in response to outages, service degradation or other issues where service is or may be affected.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Other user authentication: HSCN access required
• Access restrictions in management interfaces and support channels: Administrative and management interfaces are accessible only to authorised personnel from onboarding. It is then up to the customer to create users and assign access based on defined customer roles and responsibilities. Access to support channels is given to authorised support staff. Additional roles are required customer-side to be able to make certain requests. Server and infrastructure access is strictly reserved for key Evergreen Life staff.
• Access restriction testing frequency: Less than once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: Policies are aligned with recognised information security standards and NHS information governance requirements and are approved and overseen by senior management. Compliance is supported through defined processes, staff awareness and training, and regular review.; ; Information security incidents are handled via a documented incident management and escalation process.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Changes to the components of the service, including application code, configuration, and supporting infrastructure, are identified and tracked throughout their lifecycle using controlled versioning and configuration management practices. ; ; Processes are in place through our SDLC that govern testing and release management. All changes are subject to assessment prior to implementation, including consideration of potential security, privacy, clinical risk and potential service impact. SDLC has been designed around our ISO 27001-certified information security management processes.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Vulnerability management is integrated into the organisation’s secure SDLC and operational processes. Potential threats to the service are assessed through a combination of secure design practices, risk assessment, and ongoing review of application, configuration, and infrastructure components. Vulnerabilities are evaluated based on severity, potential impact, and likelihood of exploitation, with remediation actions prioritised accordingly.; ; Security updates and critical security patches are prioritised and applied as soon as practicable, with testing performed prior to deployment to minimise risk to service availability and integrity.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We undertake monitoring of system and application logs, access controls, and error conditions, alongside review of alerts generated by the hosting environment where applicable. Monitoring focuses on detecting unauthorised access attempts, unexpected system behaviour, and indicators of infrastructure issues and potential security incidents. Affected customers are informed in line with contractual and regulatory obligations. Response times are prioritised based on the severity and impact of the incident. Security incidents are assessed promptly on identification and prioritised accordingly.
• Incident management type: Supplier-defined controls
• Incident management approach: Evergreen Life operates a documented incident management process aligned with ISO 27001. The process covers incident identification, assessment, escalation, and resolution. Users can use customer service desk or email to make us aware of an incident at any time.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: Yes
• Connected networks:
  • Scottish Wide Area Network (SWAN)
  • 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: 3%
• Between £1,000,001 and £2,500,000: 5%
• Between £2,500,001 and £5,000,000: 8%
• Over £5,000,001: 10%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Assessment Bureau Ltd.
• ISO/IEC 27001 accreditation date: Monday 7 February 2022
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: British Assessment Bureau Ltd.
• ISO 9001 accreditation date: Thursday 11 July 2024
• 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: 1eaaa597-e154-410f-a581-521db74d47a8
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 47827055-421d-4e11-b90f-102088e2adcd
• Other security certifications: Yes
• Any other security certifications:
  • DSPT Toolkit
  • ORCHA

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
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • 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
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling

  • 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 that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • 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 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

  • 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
    • 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
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • 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
    • 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 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 richard.benson@evergreen-life.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.