SYSTEM C HEALTHCARE LIMITED

CareFlow Pharmacy

CareFlow Pharmacy is the leading hospital pharmacy information system, meeting the needs of modern pharmacy departments. It combines advanced functionality, easy accessibility, and comprehensive data management to support efficient service delivery and best-practice management across the NHS.

Features

• Comprehensive support for the procurement, delivery, and invoicing of medicines.
• Integrated decision support checks allergies, interactions, and therapeutic duplicates.
• Drug stock accountability; stock is tracked throughout the supply chain.
• Dispensing function for patient supply, including integration with dispensing robots.
• Production services functionality, including parenteral nutrition and bulk manufacturing.
• Trading feature, facilitating sales to other organisations.
• Closed loop medication request and supply workflow prevents keying errors.
• Reliable and accurate cost control and accounting for drug stocks.
• Access to rich data for consolidated reporting in real-time.
• Integration with EPMA for seamless transcription of supply requests.

Benefits

• Single patient dispensing record with complete history of issues.
• Accurate stock control for all medicines in all pharmacy areas.
• Formulary management, providing control and management of expenditure.
• Ability to reduce stock holding (managing stock based on need).
• Reduction in stock outs due to ordering function design.
• Comprehensive financial reconciliation of purchasing and issue data.
• Integration with financial systems reduces data input.
• Managing spend against agreed budget holders.
• The strongest deployment track record in UK healthcare IT.
• Comprehensive service delivery, support, and maintenance.

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

Framework

G-Cloud 15

Service ID

432814537011485

Contact

David Haslewood
+44 (0)7407 731753
sales@systemc.com

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, but can also be used as a standalone service
• What software services is the service an extension to: Services are available to extend the functionality of existing services to meet or exceed the Digital Capabilities Framework (DCF) to support the Frontline Digitisation Programme.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: The provision of services is subject to System C standard Service Level Agreements (SLAs) and Warranted Environment Specifications (WES).; ; System C operates a proactive maintenance approach to ensure service stability and security. Critical updates, including those addressing identified vendor vulnerabilities, are applied promptly following established change control processes. Planned maintenance windows are scheduled outside core business hours wherever possible to minimise disruption. Any constraints or temporary limitations during maintenance will be communicated in advance. The service is designed to remain highly available, and emergency patches may be applied immediately if required to protect system integrity.
• System requirements:
  • 1 x dual core 2.5Ghz
  • Minimum 1280 x 1024 capable display (1920 x 1080 preferred)
  • 8GB RAM
  • 20GB free disk space
  • Windows 11
  • Chrome/Edge (Chromium)/Safari

User support

• Email or online ticketing support: Yes
• Support response times: Response times depend upon the priority level of the ticket raised in our IT Service Management (ITSM) system. For example, Priority 1 calls are responded to within 30 minutes 24/7; lower priority calls are responded to during normal working hours (8am to 6 pm, Monday to Friday, UK time).
• 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: Yes, at extra cost
• Support levels: System C provides support via the System C Helpdesk (this includes the Jira online call logging system). We offer a standard support service (with tailored Service Level Agreements (SLAs) depending on the component/function) for each product. This way we know that all customers receive a standardised support service. For Priority 1, system down or clinical risk incidents we aim to resolve the incident within 4 hours. Priority 2 incidents within 24 hours, Priority 3 incidents within 30 days and Priority 4 incidents in the next available software release. An incident can only be closed once resolution has been confirmed by the customer. Excluded from the time to resolve an incident is any time during which the issue is with the customer, a third party, or when an agreed code fix is being provided. Each customer is allocated an Account Manager and a Service Delivery Manager who have access to technical, cloud, or other support resource as required. On-site support is not usually needed but may be chargeable if required.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: System C will work closely with the customer’s service teams and/ or third-party suppliers to implement the solution. Full project plans and a Project Initiation Document (PID) is provided. We also provide on-site training (train the trainer), user documentation relevant to the solution being implemented, and eLearning packages (for some functions). Recommended workflows with associated Standard Operating Procedures (SOPs) are also provided, as well as user documentation relevant to the service being implemented.; ; Complex components (e.g., the CareFlow Electronic Patient Record) require a year or more to deploy using a team of implementation specialists, which will include the following roles:; • Programme/Project Manager(s).; • Product specialists.; • Data migration specialists.; • Integration specialists.; • Reporting/Business Intelligence specialists.; • Training specialists.; • Change management specialists.; ; Other components require just a few weeks to implement, managed by a small team of clinical and technical specialists, working with the customer's team.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • ODF
  • PDF
  • Other
• Other documentation formats: Microsoft Project
• End-of-contract data extraction: Depending on the component/function in question, System C offers the following services:; ; • For some solutions, all data held within the system, except for letters and scanned images, is made available for the customer to extract via existing Business Intelligence tools.; • For other solutions, a data extract is provided in an agreed format.
• End-of-contract process: System C works with the customer to produce a high-level Exit Strategy document and Exit Plan which details the methodology for data/service transition from the system. This will be actioned at the end of the contract. These documents would be expected to include:; ; • The management structure to be employed at contract end.; • Detailed description of both the data and service transfer/termination processes.; • Scope of the services to be provided at contract end.; • Any charges payable for the provision of the Termination Service.; ; System C's standard approach towards the extraction of data at the end of the contract is to ensure that the customer has the tools and access to the data, such that the customer has the capability of extracting its own data without automatic recourse to System C. We will provide support to the customer in performing any such extraction activities, and if required, we will be happy to provide services to more actively assist the customer in undertaking these tasks. This would be at additional cost and a quote for this would be provided by System C.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Some of the components/functions of our service are designed predominantly to work on mobile devices (e.g., MedTrac which is a mobile solution for scanning in workflow to pick medicines). Predominantly the service is designed to work on a desktop.
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: System C has developed several Application Programming Interfaces (APIs) to allow clinical application development. These APIs enable interaction with key functionality.; ; The APIs are hosted as part of the System C software solution. Primary configuration is completed using the main application, after which the APIs can be used to transact with the system.; ; By calling the APIs and providing the appropriate data and application codes, the API will be able to perform the desired function e.g., transferring a patient between beds.; ; Individual APIs are designed to support the user performing a specific transactional change to the system. Please note that not all transactions supported via the front-end application are supported within the current API set.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The degree to which customers can customise the service depends upon which components/functions of the service they are implementing. Examples of items which can be configured include (but are not limited to):; ; • Screen layouts.; • Free text fields; • Lookup tables and values, and dropdown lists.; • Reports and dashboards.; • Role Based Access Control (RBAC) permissions.; ; Some elements are designed to be configured by the end-user; others can only be amended by System Administrators with the appropriate access rights.

Scaling

• Independence of resources: Services are based on flexible and scalable server designs layered onto virtualisation technologies. This allows horizontal and vertical scaling to be implemented as required. All services are built from multiple servers, so appropriate levels of scaling can be applied to specific areas to ensure application performance is maintained. Most services delivered are from logically separate servers per customer, ensuring that there is no impact between competing needs of different customers. Where applications are multi-tenanted, multiple design features prevent the impact of one user population upon another. We monitor all services proactively to anticipate and prevent problems before they occur.

Analytics

• Service usage metrics: Yes
• Metrics types: The service metrics used will depend upon the component/function purchased. Typically, they will include:; ; • Service availability (uptime).; • Service incident response and resolution times.; • Service performance.; • Recovery Point Objective (RPO)/Recovery Time Objective (RTO) timings for disaster recovery.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• 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 another standard
• 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: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: We will prepare the data for take-off, and if required provide additional conversion services, as an additional service. As standard, exported data from the system is made available in the structures already defined within the Business intelligence solution. We will provide support to the customer in performing any such extraction activities, and if required, we will be happy to provide services to assist more actively with undertaking these tasks. This would be at additional cost and a quote based on scope of service for this would be provided by System C.
• Data export formats:
  • CSV
  • Other
• Other data export formats: Extensible Markup Language (XML)
• Data import formats:
  • CSV
  • Other
• Other data import formats: Extensible Markup Language (XML)

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: 99.5%. Please see the Terms and Conditions document for the Service Level Availability criteria and Service Credit information should the guaranteed availability levels not be met.
• Approach to resilience: The service is designed with resilience as a fundamental principle. Hosting is typically deployed within Microsoft Azure UK regions, leveraging Azure’s highly available architecture. This includes zone redundancy, ensuring workloads are distributed across multiple availability zones to mitigate the impact of localised failures. In addition, geo-redundant backups are maintained across separate UK data centres, providing robust disaster recovery capabilities and safeguarding data integrity.; ; Azure’s infrastructure offers automated failover, continuous monitoring, and scalable resources to maintain service continuity during unexpected events. These measures are complemented by enterprise-class observability through LogicMonitor, which provides real-time performance monitoring and alerting, enabling proactive intervention. Application telemetry is also integrated to ensure early detection of potential issues.
• Outage reporting: Our service uses a proactive approach to outage reporting and incident management. All outages are recorded as part of our formal incident management process. If a problem is detected, the service desk promptly informs customers through agreed communication channels.; ; To enhance early detection, we employ enterprise-class observability via LogicMonitor and application telemetry through Vilico. These tools are fully integrated into our infrastructure, providing real-time visibility into system health and performance. This integration enables engineers to identify anomalies and potential issues before they escalate, allowing for rapid intervention and minimising service disruption.; ; Currently, outage notifications are delivered directly to customers by the service desk rather than through a public dashboard or API.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Username or password
• Access restrictions in management interfaces and support channels: Access and security features implement login and password policies via integration with Active Directory (AD). Role Based Access Control (RBAC) capabilities further restrict logged-in users' access to data and functionality. Remote access via the internet would be expected to be facilitated via a customer’s managed Virtual Private Network (VPN). Therefore, the security architecture of the system would not be any different than on the customer's local network. The software will require all users to be configured and for the usernames to match the customer’s AD accounts that control security.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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 have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: Between 6 months and 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: System C adopts a proactive approach to quality and security management consistent with the broad principles of the ISO/IEC27001 series, ISO 9001, Information Technology Infrastructure Library (ITIL), and industry leading practices. System C proactively identifies the industry and customer related legal and/or regulatory security requirements and incorporates these into the Integrated Management System: Information Security Management System (ISMS). Compliance is monitored by external and internal audits, security monitoring, and process reviews. All personnel, whether employees, contractors, consultants, or visitors, are required to comply with the quality and security guidelines, procedures, and mechanisms, and to confirm compliance annually to ensure that the security guidelines, procedures, and mechanisms are observed in the performance of the company's activities.; ; System C has a Data Protection Officer & Head of Information Governance who manages the board level information governance strategy for the organisation, as well as the day to day activities of the Information Governance Department, ensuring ongoing compliance.
• 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: Configuration and Change Management processes are managed in line with ISO 27001, using the Jira IT Service Management (ITSM) tool. The configuration and change management area of Jira is visible to our customers, allowing them to see Requests for Change (RFCs) and track their progress. As part of the approvals process, a risk assessment is performed to reduce the likelihood of a potential security impact.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: System C subscribes to multiple vendor, supplier, and government (i.e., NHS Digital CareCERT) security advisory emails. All advisories are assessed for risk and applicability to our technology and services, and remedial action (as required) is scheduled accordingly based on this assessment. Routine patches are typically applied quarterly, with any deemed higher risk applied outside of normal cycles (as required based on the risk assessment).
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We employ a comprehensive protective monitoring process using a Security Information and Event Management (SIEM) platform integrated with threat intelligence and telemetry. All activity is continuously monitored by our dedicated 24/7 Security Operations Centre (SOC), enabling rapid identification of potential compromises. When an anomaly is detected, incidents are immediately triaged, containment measures applied, and root cause analysis initiated. Critical incidents are addressed within minutes, ensuring swift mitigation and minimal impact on service availability.
• Incident management type: Supplier-defined controls
• Incident management approach: System C’s Incident Management Process is part of an Information Technology Infrastructure Library (ITIL) v4 Framework with a risk-based approach. Users report incidents using our ITIL-aligned IT Service Management (ITSM) tool, Jira.; ; The Service Desk has full online capabilities for raising, recording, and monitoring issues, including real-time Service Level Agreement (SLA) management.; ; Pre-defined processes are established for major incident, clinical safety, or system down events which trigger internal business alerts to ensure the correct teams are on hand.; ; Users can view the progress of any issue online with real-time updates. Monthly reports can also be provided to the customer.
• 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:
  • Health and Social Care Network (HSCN)
  • Other
• Other public sector networks: NHS Network (N3)

Pricing

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

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: NQA
• ISO/IEC 27001 accreditation date: Friday 25 October 2024
• What the ISO/IEC 27001 doesn’t cover: The scope of System C's ISO27001 and ISO9001 certifications cover the following aspects: 'Activities included and associated with the design, development, installation and support of IT based hospital management systems and Social Care settings, together with associated customer training. The supply of professions services and IT resources to the Healthcare and Social Care sectors including consultancy, feasibility studies, project management, development, installation, test, commission and training of end users'. Aspects external to this fall out of scope.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA
• ISO 9001 accreditation date: Tuesday 13 February 2024
• What the ISO 9001 doesn’t cover: The scope of System C's ISO27001 and ISO9001 certifications cover the following aspects: 'Activities included and associated with the design, development, installation and support of IT based hospital management systems and Social Care settings, together with associated customer training. The supply of professions services and IT resources to the Healthcare and Social Care sectors including consultancy, feasibility studies, project management, development, installation, test, commission and training of end users'. Aspects external to this fall out of scope.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 8d227f48-cb37-45e5-9544-fc4f6951036a
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: C9579ca1-0492-425a-8e4b-b9b63d2fdfdf
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

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

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation 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 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

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

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

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

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

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

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

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

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

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

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at sales@systemc.com. Tell them what format you need. It will help if you say what assistive technology you use.