FLYTE CLOUD SERVICES LTD

Shiftplan Supply Teacher Booking System

ShiftPlan is a cloud-based workforce management and supply staff booking system designed to streamline temporary staffing. It provides admin, operator, and worker portals to manage shifts, improve scheduling efficiency, reduce recruitment time, and connect short‑notice vacancies with available staff across multiple locations for faster, smarter resourcing.

Features

• Cloud-based supply staff booking system for temporary workforce management.
• Admin, Operator, and Worker portals for streamlined staffing control.
• Quickly connects short-notice shift vacancies with available staff.
• Accessible from any web-enabled device via cloud hosting.
• Supports multiple departments and locations for flexible workforce management.
• Mobile alerts enabling staff to view and accept shifts.
• Scalable configuration for various industries and organisational sizes.
• Integration capabilities with payroll and HR systems through APIs.
• Reporting and oversight tools for workforce visibility and analytics.
• Built to meet National Cyber Security Centre guidance.

Benefits

• Reduce recruitment time by automating temporary shift booking.
• Improve staffing efficiency across multiple services and locations.
• Lower operational costs through streamlined supply staff management.
• Enhance responsiveness with real-time shift vacancy notifications.
• Increase workforce visibility through robust reporting tools.
• Strengthen compliance with secure, cyber‑aligned system design.
• Boost staff satisfaction via simple shift acceptance workflows.
• Enable flexible, scalable workforce management for any organisation.
• Reduce administrative workload with automated scheduling processes.
• Improve accuracy by integrating with payroll and HR systems.

• 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 alasdair@flyte.cloud. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

485785989455574

Contact

Alasdair Gauld
07545595936
alasdair@flyte.cloud

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Healthcare
  • Education
  • Public Order and Safety
  • Police
  • Defence
  • Social Security Administration
  • Adult Social Care
  • Children's Social Care
  • Other
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Planned maintenance on security and vulnerability updates; User seat limits based on licence agreements; Internet connectivity required; Browser/device compatibility
• System requirements:
  • Javascript Enabled Browsers
  • Progressive Web App permissions for devices

User support

• Email or online ticketing support: Yes
• Support response times: The Flyte Service Desk manages all incidents and service requests from logging to resolution and is available Monday–Friday, 08:00–17:00. Requests can be raised via the customer portal or by emailing support@flyte.cloud. Response and fix times vary by priority: P1 critical incidents receive a 1‑hour response and 4‑hour fix; P2 high incidents 2‑hour response and 8‑hour fix; P3 medium 4‑hour response and 10‑hour fix; P4 low 8‑hour response and 16‑hour fix. P5 chargeable requests have a 24‑hour response and 48‑hour fix.; ; All times are based on our standard business hours
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We have completed UAT with our existing client base
• Onsite support: Yes
• Support levels: Flyte offers two standard tiers of support- Remote Support or Remote & On-Site Support- which can be tailored to suit the specific needs of your organisation.; ; Remote Support- our standard support tier is determined based on the scale and complexity of the supported solution, with standard SLAs. ; ; Remote & On-Site Support- our premium tier will be tailored depending on the location and number of client sites, which will take into consideration reasonable Travel and Subsistence.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We help users get started by delivering structured onboarding once the solution is developed. We provide tailored training sessions for end users and a dedicated group of ‘champions’ identified by the business to ensure strong internal adoption. Knowledge articles are created based on the final solution, giving users clear, accessible guidance. ; ; We also supply recorded training videos so staff can learn at their own pace. Throughout onboarding, we direct users to the most relevant resources and best‑practice materials, ensuring they feel confident and fully supported as they begin using the service.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: Multimedia
• End-of-contract data extraction: When your subscription ends or you choose to leave our service, we will extract and provide all your data before account closure. We will prepare your complete dataset in standard formats (CSV, JSON, SQL dumps) including databases, uploaded files, user records, and configurations.; ; Data packages are delivered via secure download link or encrypted transfer. After this period, data is permanently deleted per our retention policy.
• End-of-contract process: When your contract approaches expiration, we will notify you in advance with renewal options if applicable. ; ; The contract price includes the initial branding design, deployment, training and knowledge transfer required to ensure the buyer can confidently use and manage the solution.; ; Any additional services—such as further development, new feature requests, support packages, or a formal data extract (out-with end of contract extraction) —sit outside the standard contract and can be provided at an additional cost if required.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
  • Other
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: All our services are developed to suit the specific needs of our clients and to deliver functionality on mobile devices where required. ; ; Any differences in service/functionality between device types are by design to meet client requirements
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Admin, Operator and User portals; ; Each hold there own unique permissions and features based on a principle of least privilege allowing for full control, management and usability for each scope.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: All our developed solutions are put through a standard User Acceptance Testing step before production deployment.
• API: No
• Customisation available: Yes
• Description of customisation: Branding and alignment with internal naming conventions for current working processes

Scaling

• Independence of resources: We prevent users from being affected by demand from others by deploying all solutions within isolated environments, this is also a security benefit and there is no resource sharing.

Analytics

• Service usage metrics: Yes
• Metrics types: As licences are based on a user limit this metric is tracked and can be provided on request.
• Reporting types: Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• 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: Yes
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Encryption of all physical media
• 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:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: The application has CSV data exports for managed data, the available data can be achieved in the appropriate operator or admin portals.; ; For larger system-wide exports this can be requested directly.
• 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: Our service is delivered with high availability supported by Microsoft’s underlying cloud platform, which provides a financially backed 99.9% uptime for hosted services. At the service‑delivery layer, we agree on project‑specific or support‑specific SLAs within the call‑off or statement of work. Where explicitly agreed service levels are not met, proportionate service credits may apply. ; ; These credits reflect the impact of non‑performance rather than acting as penalties, and are only applied where the issue is within our reasonable control. Service credits typically range from 2–20% of the monthly charges, depending on severity and are capped in line with public‑sector norms. Service credits follow a transparent process—joint validation, reporting, and crediting on the next invoice—and never limit the buyer’s contractual rights or remedies
• Approach to resilience: Our services are delivered on top of Microsoft’s highly resilient global cloud infrastructure, meaning the solutions we build benefit directly from the same enterprise‑grade availability and reliability built into Azure and the wider Microsoft cloud. Microsoft provides resilience through geographically distributed datacentres, each containing multiple independent availability zones with separate power, cooling and networking, ensuring services remain operational even if a zone fails. These locations are kept within GDPR requirements based on the buyers needs.; ; Data is automatically replicated across storage nodes and, where required, to secondary paired regions for disaster recovery. All traffic runs across Microsoft’s private global backbone network, enabling rapid failover, intelligent routing and reduced exposure to public‑internet risks. Combined with automated load‑balancing, health monitoring and self‑healing orchestration, this architecture ensures high availability, fault tolerance and operational resilience for every solution we deliver.
• Outage reporting: Because our services runs on Microsoft’s cloud infrastructure, any service outages are reported directly through Microsoft’s official channels. ; ; Microsoft maintains a public service‑health dashboard where customers can view real‑time and historical service status.; ; Organisations with appropriate admin roles can also access the Microsoft 365 Service Health API, enabling programmatic monitoring and integration with internal dashboards or alerting tools. Additionally, Microsoft provides email and in‑tenant notifications through the Microsoft 365 message centre for incidents, advisories and planned maintenance. Where we provide ongoing support, we monitor these channels on the buyer’s behalf and communicate relevant impacts through agreed project or support governance processes

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: The web application restricts access through authentication with role-based permissions mapped to three portal types: Admin (full system configuration and user management), Operator (operational management and monitoring), and Base User (standard application functionality).; ; Admin portals require multi-factor authentication, while Operator and User access enforces strong password policies. Conditional access policies can be enabled to further restrict Admin and Operator access by IP address.; ; Each role has minimum necessary permissions with session timeouts.; ; Support channels are accessed only through authenticated portal accounts with designated support role assignments. Password resets and account recovery require verification through multiple channels to prevent unauthorized access.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

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

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Our service operates within Flyte’s ISO 27001:2022‑certified Information Security Management System (ISMS). As documented in our core ISMS policies, we follow a fully audited, continuously improved framework that ensures the confidentiality, integrity, and availability of all information we process. This includes maintaining documented and verifiable security policies, enforcing standardised security procedures, and ensuring all information assets are protected through risk‑based controls aligned with ISO 27001 requirements.; ; Our ISMS covers data classification and handling, secure development, access control, incident management, backup, key management, security testing, and supplier management, as outlined in our organisation‑wide policies and procedures. These processes ensure that security incidents are reported, investigated, and recorded; legal and regulatory requirements—such as GDPR—are met; and risks are regularly assessed and treated.
• 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: Flyte follows a structured, ISO‑aligned change management process covering internal systems and client environments. All service components are tracked throughout their lifecycle using controlled solution management, documented change control notes, versioning, environment promotion (DEV → UAT → PROD) and mandatory written approvals for deployments. Changes are categorised by risk level, recorded using standard and emergency change templates, and logged for audit consistency. Security impact is assessed through formal risk reviews, configuration checks, dependency analysis, and alignment with secure development, access control and ISO27001 controls, ensuring every modification is evaluated for potential vulnerabilities before implementation.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Vulnerabilities are identified through automated scanning tools running continuously against the web application code.; Manual penetration testing is conducted annually or after major changes. ; Application code undergoes OWASP security testing during development. ; Azure platform vulnerabilities are monitored through Microsoft's security advisories.; ; Patch Deployment Timeline:; Critical vulnerabilities: Within 24-48 hours of patch availability; High severity: Within 7 days; Medium severity: Within 30 days; Low severity: During scheduled maintenance windows; ; We get out information from:; National Vulnerability Database (NVD/CVE); Vendor security bulletins for third-party components; Security mailing lists and industry threat intelligence feeds
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Azure Security Center/Microsoft Defender continuously monitors for threats including unusual login patterns, suspicious network activity, malware, and unauthorized access attempts.; ; We also have application-level monitoring tracks failed authentication attempts. Upon detecting potential compromise: immediate alert notification to security team.; ; Response time is between 2-48 hours dependant on the severity of the compromises,
• Incident management type: Supplier-defined controls
• Incident management approach: TBC
• 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: No

Pricing

• Discount for educational organisations: Yes
• 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: Centre for Assessment Ltd
• ISO/IEC 27001 accreditation date: Monday 6 June 2022
• What the ISO/IEC 27001 doesn’t cover: All parts of our services are covered
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 0f230e63-ab44-4da8-919d-c347e274a925
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• 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 alasdair@flyte.cloud. Tell them what format you need. It will help if you say what assistive technology you use.