CLEO SYSTEMS 24 LTD

CLEO VWR

CLEO VWR is an intuitive automated patient queue management solution that effortlessly managed outbound call queues to urgent care settings. Highly customisable to most settings, patients are automatically called and placed into a queue ready for the next available clinician to start a consultation.

Features

• Fully automated queue management
• Dynamic patient contact and IVR confirmation
• Smart escalation and prioritisation through configurable rules
• Real-time communication and status updates
• Data-rich reporting and analytics
• Compliance with DCB0129 clinical safety standards
• System-agnostic integration
• Configurable queue logic and business rules
• Role-based access control
• Real-time performance dashboards

Benefits

• Faster patient flow
• Increased clinician productivity
• Reduced missed contacts
• Improved patient experience
• Smart clinical prioritisation
• Better resource planning
• Seamless workflows with conditional system integration
• Enhanced governance and compliance
• Scalable and resilient performance
• Cost efficiency

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

Framework

G-Cloud 15

Service ID

470833781436549

Contact

Emma Dew
03333 200024
hello@cleosystems.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: CLEO VWR integrates with CLEO Integrated Urgent Care products and can conditionally integrate with other patient management systems. Alternatively, CLEO VWR can be deployed as a standalone solution without disrupting existing infrastructure.
• Cloud deployment model: Private cloud
• Service constraints: Users must have Smartcard access, have reliable and functional devices to run the service and pass all Acceptance Testing locally. We plan maintenance windows and notice periods needed for changes in coordination with our customers. Service limitations include access to the Health and Social Care Network, availability of Smartcards in UAT and PROD environments and middleware dependencies in line with NHS requirements (such as Oberthur). This solution is not designed for use on mobile devices.
• System requirements:
  • Any OS capable of running modern browsers
  • Supports Microsoft Edge and Google Chrome (v142 or later)
  • Minimum 1024 x 768 pixels screen resolution
  • 4 Mbps download and 1.5 Mbps upload speeds recommended
  • Device with functional microphone and camera
  • Latest browser updates required
  • Reliable HSCN connectivity with firewalls configured
  • NHS Smartcard access and Oberthur middleware where applicable

User support

• Email or online ticketing support: Yes
• Support response times: Our core support hours are 08:00-18:00 Monday-Friday. Critical incident support is provided 24/7 by telephone for Priority 1 cases. For each priority, we provide the following response times:; ; • Priority 1: 1 hour to respond, 4 hours to resolve; • Priority 2: 2 hours to respond, 16 hours to resolve; • Priority 3: 8 hours to respond, 5 business days to resolve; • Priority 4: 8 hours to respond, 30 business days to resolve
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes
• Support levels: We provide a single comprehensive support service designed to deliver consistent quality and value without requiring customers to choose between basic or premium tiers. Our current support model includes:; ; • 24/7 incident logging via the CLEO Support Portal; • Telephone support for Priority 1 incidents to ensure immediate attention; • Access to knowledge base and self-service resources; • Regular account meetings with your Customer Success Manager and Support Manager; • Proactive service reviews including KPI and SLA reporting; ; Ensuring fairness and simplicity in cost structure, all customers benefit from the same high level of service. Maintaining transparency, we include support costs within the agreed contract price, with no hidden charges for escalations or priority handling.; ; While we do not use the title “Technical Account Manager” or “Cloud Support Engineer”, we instead provide equivalent roles through:; ; • Customer Success Manager (CSM): Your strategic point of contact, responsible for alignment with business objectives, service reviews and continuous improvement; • Support Manager: Oversees operational performance and ensures timely resolution of incidents; • Project Manager: Assigned during implementation and major projects to ensure smooth delivery; ; This structure ensures customers receive both technical and strategic support without additional cost.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: We provide the following onboarding process to customers upon contract start:; ; 1. Kick-off and scoping: To establish shared expectations, we meet our customer’s project and governance teams to confirm scope, timelines and success criteria; 2. Quote: We produce a quote outlining deliverables, dependencies, risks and commercial teams; 3. Access and environment set up: We configure the VWR environment in the private cloud and ensure HSCN connectivity and Smartcard access where required and set up key service features; 4. Resource allocation and scheduling: We assign delivery roles, agree schedules and document milestones; 5. Discovery and requirements confirmation: We run technical and clinical workshops to validate requirements and align processes; 6. Training and User Acceptance Training preparation: We deliver Train-the-Trainer sessions and provide user guides and videos. We support User Acceptance Training focused on queue management, clinician workflows and IVR confirmation. We also require the customer to complete DCB1060 clinical safety assessment prior to go-live; ; We conclude onboarding once the user approves UAT, completes governance checks, including DCB01060 and confirms readiness for deployment and go-live. To ensure safe transition, CLEO Systems provides onsite or remote support during go-live, followed by a 2-week hyper care period before transition to BAU.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: To ensure knowledge transfer, we will create handover documentation if that is deemed required by the customer. We will transfer data through Secure File Transfer Protocol (SFTP) in CSV format at the date agreed in conjunction with your contractual notice period. We will delete this data after the SFTP file has been submitted, at an agreed date no longer than 3 months after contract expiry, including a certificate of completion.
• End-of-contract process: To prepare users for a secure, transparent exit, we deliver a controlled offboarding process. This returns all buyer data, removes access and allows services to end without disruption. Providing expert oversight of this process will be our Project Management Team. ; ; 1. Project closure review: Confirming completion, we meet with the user to review deliverables, capture lessons learned, assess performance metrics and gather feedback; 2. Documentation and handover: Supporting continuity, we provide final configuration outputs, test records, training assets and any required technical documentation; 3. Knowledge transfer: For user self-sufficiency, we deliver targeted handover sessions with their teams to explain operational workflows, outstanding actions and confirm their competency; 4. Access revocation and data return: Protecting confidentiality, in line with our Cyber Essentials Plus certification and NHS DSPT compliance, we remove all CLEO Systems access and return data through secure SFTP in agreed CSV formats. Supporting governance, we delete retained data within 3 months and issue a certificate of deletion; 5. Post-engagement support: Maintaining service continuity, we offer advisory or optimisation through additional SOWs where requested; ; Additional bespoke services (extended support, transformation, or non-standard formats) may incur extra cost.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Documentation uses clear language, structured headings, alternative text for images, and accessible PDF templates aligned toward WCAG 2.2 AA. Videos include captions. Alternative formats can be provided on request.

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: Yes
• User support accessibility: None or don’t know
• Description of service interface: To support efficient clinical use, CLEO VWR provides a simple, intuitive web-based interface designed for ease of use and operational efficiency. This interface can be accessed through a modern browser and requires no desktop installation. Our interface features include:; ; • Queue dashboard; • Clinician view; • Patient status indicators; • Configurable prioritisation; • Reporting panel; • Role-based access; ; Enabling secure integration with patient management systems and other approved applications, CLEO VWR also provides a version-controlled OpenAPI interface. This supports data exchange for queue status, reporting and operational workflows without requiring proprietary connectors.
• Accessibility standards: None or don’t know
• Description of accessibility: All interfaces are designed towards WCAG 2.2 AA standards. This includes our web-based interface, which is responsive and designed for ease of use by clinicians and administrators. CLEO VWR’s accessibility and usability features include:; ; • Keyboard navigation support; • High-contrast mode; • Resizable text and responsive layout; • Clear, consistent User Interface design; • Screen reader compatibility ; • Accessible documentation formats; • Error prevention and clear feedback; • Language clarity
• Accessibility testing: Accessibility evaluations are conducted using standard tools and user feedback through support interactions and customer groups. TOPdesk, our ITSM platform provider, perform testing with screen readers and integrate accessibility into its design system. We monitor feedback and prioritise remediation within release cycles. Further user testing with assistive technologies can be arranged on request.
• API: Yes
• What users can and can't do using the API: We provide a secure, standards-based API that enables customers to integrate CLEO VWR functionality into their existing systems and workflows. Through the API, users can:; ; • Retrieve real-time queue status and access current patient queue positions and clinician availability; • Update queue configurations and adjust prioritisation rules, escalation settings and clinician pools ; • Gather performance and reporting data, including metrics such as call volumes, wait times and utilisation for local BI tools; • Confirm patient engagement; • Query IVR confirmation status and patient readiness for consultation; • Export/download historical data and structured records for auditing, compliance and operational analysis; ; We secure all API interaction using TLS 1.2+ encryption and require authorised credentials. This API follows OpenAPI specification, providing clear documentation and version control for predictable integration.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: We offer flexible configurable options that allow users to tailor our solution while remaining within a safe clinical framework. Users can customise the following:; ; • Queue logic and prioritisation rules; • Clinician pool configuration; • Call cadence and timing; • IVR scripts and messaging; • Reporting dashboards; • Integration settings; • Role-based permissions; ; Customisation will be performed by CLEO Systems with customer input, with administrators able to adjust allowable parameters and deeper changes delivered through change control.

Scaling

• Independence of resources: To ensure consistent performance, we isolate user environments and prevents cross-tenant interference. Safeguarding stability, we monitor resource usage and scale infrastructure to prevent conflict from other users. Maintaining performance, we use load-balanced servers and proactive capacity planning.

Analytics

• Service usage metrics: Yes
• Metrics types: The service metrics we provide to help users monitor performance includes:; ; • Queue volumes and throughput; • Clinician utilisation such as time spend on calls and average consultations per hour; • Patient engagement such as IVR confirmation rates and missed contact statistics; • Wait time analysis such as average/maximum patient wait times; • Operation trends including patterns in call handling and escalation events
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• 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: Complies with a recognised standard (for example CSA CCM version 4.0)
• 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: Other
• Other data at rest protection approach: We encrypt data using SQL Server TDE Encryption at rest through physical and logical access controls and tenant isolation. All CLEO Databases reside in our Database Servers in Norwich and Ashford. We align our datacentre security and asset controls with the CSA CCM. To comply with industry recognised standards, we are currently working towards aligning these processes with the latest CCM v4.0 controls.
• 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 provide organisations with a secure daily transfer of data for onward processing.
• Data export formats:
  • CSV
  • Other
• Other data export formats: PDF
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON via API

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: To guarantee 99.9% service availability, we have designed CLEO VWR to remain available, resilient and stable at all times. To achieve this, we use controlled hosting, continuous monitoring and structured recovery processes that protect buyers from disruption. Assuming responsibility for overseeing CLEO VWR’s guaranteed availability will be the CLEO Service Desk Manager. In the unlikely event that this level of service is not met, then any refunds accrued would be as defined in the individual contracts that we agree with our customers.
• Approach to resilience: To maintain our commitment of 99.9% service availability, we monitor all environments 24/7, receive automatic alerts for anomalies through our infrastructure and application monitoring tools and respond to incidents using defined escalation pathways. To prevent outages, we operate CLEO VWR within UK-based private-cloud infrastructure that uses load-balanced servers, isolated resources and secure replication. Protecting performance, we scale resources proactively and separate customer workloads to avoid cross-tenant impact. To guarantee continuity, we back up all data daily to immutable vault storage and replicate these backups to a segregated cloud environment by Arcserve. For rapid restoration in the unlikely event of disaster scenarios, we follow annually tested disaster-recovery procedures aligned with NHS DSPT and internal Business Continuity Plan controls. Our DR objectives are as follows: ; ; • RPO 24 hours; • RTO ~2 hours.
• Outage reporting: In the event of a service down incident, we triage all incidents immediately and escalate critical issues to senior engineers using our ITIL-aligned process. To protect users during high-security events, we communicate updates immediately through email alerts and a service-status webpage. For transparency, when an outage occurs, we notify all nominated user contacts to provide clear information on:; ; • Services affected; • Severity; • Issue description; • Actions taken; • Next status update; ; In the unlikely event of a major incident, we follow up with a full report to users within the agreed contractual timeframe.; ; Supporting consistent service quality, we analyse incident outcomes and integrate improvements into future releases.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Limited access network (for example PSN)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to CLEO VWR management interfaces is restricted to named administrative users, who authenticate using standard username and password credentials. Privileged actions are logged, and authorisation is enforced through role‑based permissions within the application. Clinician access to operational features (such as queue handling) uses NHS Smartcards via Identity Agent V2+, with permissions enforced through CIS2 Role‑Based Access Controls, but this does not apply to management access. Access to support channels is controlled through the Customer Portal, where customers must nominate named users, each authenticated with a username and password.
• Access restriction testing frequency: Less than once a year
• Management access authentication: 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 receive audit information on a regular basis
• 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: Other
• Other security governance standards: • Cyber Essentials Plus ; • NHS DSPT compliance ; • NHS Digital compliance
• Information security policies and processes: To manage risks, we maintain formal change-control processes, which we review annually through a Change Management Board. Furthering this, we update documented risk registers during service reviews, with regular vulnerability scanning and annual penetration testing conducted by CREST-approved providers.; ; For continuous improvement, we review performance, security and clinical-safety data through structured processes such as:; ; • Quarterly service reviews to assess performance trends, SLA adherence and customer feedback; • Quarterly internal audits to verify compliance with DSPT, Cyber Essentials Plus and internal security controls; • Annual external audits to validate DSPT and penetration-testing outcomes; • Root-cause analysis following significant incidents to prevent recurrence and strengthen resilience; • Release management reviews ensure new features maintain clinical safety and operational stability; ; We use the findings from these activities to update our policies, including staff training, refine processes and guide enhancements for CLEO VWR.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We track configuration items through our Change Management Board. We assess every change for security impact through a Change Control Form which also records risks and implementation details. All changes will be reviewed by our Change Management Board and approved for safe deployment.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We monitor threats using an enterprise SIEM and SOC. We assess emerging risks through weekly security meetings and intelligence feeds, including NHS CareCERT advisories. We patch critical vulnerabilities within 72 hours and high-risk issues within 14 days, following NHS CareCERT guidance. Threats we monitor for include:; ; • Failed logins; • Privilege escalation; • Suspicious network activity; • Baseline deviations; ; We conduct automated risk scoring and alert prioritisation to the on-call security team. We handle all incidents under documented triage, containment, eradication and recovery steps. We communicate progress through user-nominated contacts and issue post-incident reports within agreed timeframes.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We provide 24/7 SIEM and SOC monitoring across our infrastructure, analysis logs from servers, applications, authentication and networks. We escalate all alerts to our on-call security team, with high-severity incidents escalated immediately to senior security leaders. We feed lessons learned into monitoring rules and controls.
• 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: We have a pre-defined process for incident management. Our formal incident response includes identifications, assessments, containment, eradication, recovery and communication with nominated customer contacts. Users can report incidents 24/7 through our Customer Portal. Following completion of our incident management process, we issue a post-incident report in PDF format via email in line with contractual requirements.
• 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: Yes
• Connected networks: Health and Social Care Network (HSCN)

Pricing

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

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 43a251ec-4be4-4777-9514-5769ee46a62c
• 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
    • 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
    • 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
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • 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
    • 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
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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 to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered

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

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

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

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

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

    • Understanding of 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
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

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

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

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Understanding of issues relating to entering the contract workforce
    • 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 hello@cleosystems.com. Tell them what format you need. It will help if you say what assistive technology you use.