Enlivio Health

Care Navigator

Care Navigator is a communication, scheduling and triage platform for NHS primary care providers, enabling patient messaging via SMS, Email, and NHS App, online appointment booking, and digital triage. Integrated with EMIS Web and EMIS-X Companion App.

Features

• Individual patient messaging via SMS, Email and NHS App
• Batch messaging to patient cohorts with tracking and engagement metrics
• Online appointment booking through practice website or messaging links
• Digital care navigation and total triage with customisable pathways
• Video consultation functionality integrated into the platform
• Deep integration with EMIS Web and TPP SystmOne systems
• Customisable questionnaires with SNOMED coding for patient records
• Appointment confirmations and reminders
• Cross-organisational booking for PCN hubsites and federations
• Real-time audit logging and reporting for all communications

Benefits

• Reduces practice phone call volume by enabling digital communication
• Improves patient access to services with 24/7 online booking
• Enhances patient engagement through SMS, email and NHS App communication
• Streamlines administrative workflows reducing staff workload significantly
• Enables data-driven decisions with engagement tracking and analytics
• Improves appointment attendance with automated reminders reducing DNAs
• Facilitates efficient triage directing patients to appropriate care
• Supports care continuity with messaging saved to patient records
• Scales efficiently across individual practices, PCNs and entire ICBs
• Cost-effective at £0.45 per patient per year pricing model

• Education pricing available

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

Framework

G-Cloud 15

Service ID

431552015942647

Contact

Bid Team
0113 380 3000
info@emishealth.com

About the service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Healthcare
• 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: EMIS ; TPP SystmOne
• Cloud deployment model: Public cloud
• Service constraints: Care Navigator requires integration with either EMIS Web/X or TPP SystmOne clinical systems. Practices must have access to these systems and provide necessary credentials for integration. For SMS messaging, practices need a Firetext account. Video consultations require adequate internet bandwidth. The Sidekick component requires installation on Windows PCs running EMIS Web or SystmOne. Patient-facing communication features require patients to have a phone number of email access.
• System requirements:
  • EMIS Web or TPP SystmOne clinical system license and access
  • EMIS Web or TPP SystmOne clinical system license and access
  • Modern web browser: Chrome, Firefox, Safari, Edge latest versions
  • Internet connectivity with adequate bandwidth for video consultations
  • Firetext account for SMS messaging functionality (separate procurement)
  • Network connectivity: 2.4GHz Wi-Fi or wired ethernet connection
  • For video: Webcam, microphone, and speakers or headset
  • Mobile devices: iOS 12+ or Android 8+ for app
  • HSCN network connection for NHS primary care providers
  • API access credentials for third-party integrator partners

User support

• Email or online ticketing support: Yes
• Support response times: Support tickets raised via email within standard support hours (Monday to Friday 9am-5pm). Tickets raised outside of support hours, including weekends, will be responded to on 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: Support levels will be provided as per the selected Service Management Model.
• Onsite support: Yes, at extra cost
• Support levels: Support levels will be provided as per the selected Service Management Model.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Full support during setup and implementation. Onsite training available by arrangement. Extensive documentation - articles, video tutorials, support chat.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Data extraction will be managed by the Optum team on request as appropriate.
• End-of-contract process: A Buyer is marked for deletion and they are added to our offboarding list - an internal process then takes place throughout which we communicate with the user, confirm off boarded status and implement data extraction (if required and appropriate). Additional costs may be incurred if remote or onsite setup/support is specifically requested. A single day of training is included as a billable item, and practices may choose to buy more if needed.
• Documentation accessibility standard: WCAG 2.2 A

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: None or don’t know
• API: Yes
• What users can and can't do using the API: Working with any third party supplier and our interface specifications are available. Accreditation is achieved by the third party supplier passing technical assurance for each product that is to interface with EMIS Web/X and a commercial agreement between Optum and the third party supplier.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: No
• Customisation available: No

Scaling

• Independence of resources: Dynamic scaling is enabled through a scalable design paired with ongoing resource monitoring.

Analytics

• Service usage metrics: Yes
• Metrics types: Flexible usage metrics available on request across all features.
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Supplier type

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Hero Health

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

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 another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: There are limited reports downloadable from the platform. All other data is by request.
• 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: Guarantee 98% availability of service. If the Service Availability during the contract drops below 98% during three consecutive calendar months, excluding unavailability arising from: (i) the use of third party hardware or software, (ii) a Force Majeure Event (iii) the Licensee’s unauthorised actions or inaction when required, or (iv) due to scheduled downtime, the Licensee will be entitled to a service credit of an amount equal to 5% of the relevant monthly Subscription Fees.
• Approach to resilience: Available on request.
• Outage reporting: A public status page: https://herohealth.instatus.com/ Users are emailed with both regular updates and incident specific information.

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: A RBAC approach has been adopted.
• Access restriction testing frequency: At least 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: No
• Security governance approach: The platform is secured through a defence-in-depth strategy combining rigorous governance, resilient architecture, and continuous monitoring. We apply strict access controls, MFA, zero-trust principles, and encrypted data flows in transit and at rest. Our development lifecycle embeds secure coding, automated testing, and regular penetration assessments. We maintain NHS DSP Toolkit alignment and follow UK GDPR. Real-time detection, vulnerability scanning, and rapid incident response ensure emerging risks are managed proactively. We have a strong security culture and have embedded consistent, safe handling of sensitive health information across all teams and processes at scale effectively.
• Information security policies and processes: We follow comprehensive information security policies and processes to protect the platform, aligned with NHS DSPT, UK GDPR, and ISO27001-standard controls. Our governance structure includes an SRO, a Data Protection Officer, and compliance-focussed staff who oversee day-to-day compliance. All policies—covering access control, encryption, incident management, secure development, and business continuity—are formally approved, version-controlled, and reviewed at least annually. We ensure policies are followed through mandatory staff training, role-based access controls, and continuous monitoring of systems and user activity. Regular internal audits and risk assessments verify adherence and identify improvement actions. Our secure development lifecycle includes code reviews, change control boards, and automated security testing. Our incident management process includes clear reporting lines: staff escalate incidents to the Information Security Manager, who leads assessment and response, reporting significant events to senior leadership and, where required, the NHS and the ICO. We maintain detailed audit trails, perform vulnerability scanning, and commission independent penetration testing. Through structured oversight, clear accountability, and ongoing verification, we ensure our information security practices remain effective, up to date, and fully compliant with healthcare regulatory requirements.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Our configuration management tracks application components through version-controlled secrets files and folders, with regular reviews to ensure accuracy and security compliance throughout each component's lifecycle. All changes flow through CI/CD pipelines, which automatically perform testing, code standards validation, and static vulnerability analysis to identify potential security impacts before deployment. Changes are prioritised based on urgency and risk assessment. We maintain documented baseline configurations and leverage version control to track all modifications. Urgent changes can be expedited when necessary while still passing through automated security checks.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our vulnerability management process includes continuous monitoring through automated scanning tools and threat intelligence feeds. We conduct regular vulnerability assessments of all systems and applications, prioritising risks based on severity, exploitability, and business impact using CVSS scoring. Critical patches are deployed within 48 hours; high-severity within 7 days; medium/low following monthly maintenance windows. Our process includes annual penetration testing, regular security audits, and immediate threat assessment when zero-day vulnerabilities emerge. All activities are documented with clear escalation procedures for critical vulnerabilities.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our protective monitoring includes centralised logging and regular review of system alerts, access logs, and security events to identify suspicious activities, failed login attempts, unusual traffic patterns, and potential compromises. We use behavioural analytics, threat intelligence feeds and automated alerting to identify anomalies, unauthorised access attempts and potential compromises. Upon detection, incidents are classified by severity and escalated according to our incident response plan. Response times: Critical incidents within 60 minutes; high-severity within 2 hours; medium within 4 hours. We conduct root cause analysis, implement remediation, and perform post-incident reviews to strengthen defenses and prevent recurrence.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: Incidents are recognised promptly through staff, user and system reports. We assess each incident’s severity and impact, prioritising urgent cases. Our team investigates to understand the root cause, then implements corrective actions to resolve the issue and prevent recurrence. We restore normal service and monitor the effectiveness of our solutions. Once resolved, we document the incident, its outcomes, and any lessons learned to drive continuous improvement. We ensure incident outcomes and relevant data is shared with stakeholders as appropriate.
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

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

Pricing

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

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

• Less than £250,000: 1%
• Between £250,000 and £500,000: 2%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 4%
• Between £2,500,001 and £5,000,000: 7.5%
• Over £5,000,001: 10%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: BSI
• ISO/IEC 27001 accreditation date: Wednesday 10 September 2025
• What the ISO/IEC 27001 doesn’t cover: Our Information Security Management System complies with the requirements of ISO/IEC 27001:2022 for the following scope:; The Information Security Management in relation to the provision and subsequent support in information and management systems to healthcare and non healthcare professionals. Information Security Management within the supply and deployment of ICT infrastructure and support services.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• ISO 9001 certification accredited by: BSI
• ISO 9001 accreditation date: Friday 16 February 2024
• What the ISO 9001 doesn’t cover: Our Quality Management System complies with the requirements of ISO 9001:2015 for the following scope:; The design, planning, development and support if information technology software and services to the healthcare market and other public and private sector organisations.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: 674cd1a3-3629-469c-b25f-d94897cd8771
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: Dc0f68d0-958d-42f3-8116-ad8ddc3fbe51
• Other security certifications: No

Social value

• Mission: Kick start economic growth:

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

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

  • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
  • 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 educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • 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

  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
  • 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

  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

  • 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)
  • 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
  • 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
• Mission: Make Britain a clean energy superpower:

  To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

  Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

  • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
  • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
• Mission: Break down barriers to opportunity:

  By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

  Policy Outcome 6: Employment and training: For those who face barriers to employment

  • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
  • 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
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

  • Understanding of the issues affecting the development of new skills by target cohort
  • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
  • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
  • Understanding of issues relating to entering the contract workforce
  • Creation of outreach activities to create a pipeline of employees for the future contract delivery
  • Content of the outreach activity is designed to suit the target cohort
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
• Mission: Build an NHS fit for the future:

  That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

  Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

  • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
  • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion

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