CLEO SYSTEMS 24 LTD

CLEO EPS

CLEO EPS is an electronic prescribing solution which enables quick, seamless, clinically safe prescribing, achieving accreditation from NHS Digital in 2022. It can be used in a wide range of Secondary Care Outpatient, Community Pharmacy, and Independent Healthcare Provider settings.

Features

• Spine-connected electronic prescribing
• Standalone, no-integration deployment model
• NHS Smartcard authentication and Role-Based Access Controls
• Robust patient-search function
• Pharmacy search and digital routing
• Multiple cost-centre and finance support
• Structured digital audit and reporting outputs
• Configurable formularies and clinical warnings
• SMS prescription notifications
• Remote-consultation capability

Benefits

• Electronically dispense to a pharmacy of the patient’s choosing
• Reduction of incidents including lost/stolen/illegible FP10s
• Reduction in travelling for patients to collect paper prescriptions
• Flexibility for prescribers such as prescribing out of hours
• Ability to prescribe quickly in an emergency
• Reduction in travel time and processing time for prescribers
• Reduction in time spent by staff ordering FP10 Prescription pads
• Reduction in stationery costs

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

487777416771238

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: No
• Cloud deployment model: Private cloud
• Service constraints: All users must have Smartcard access and have reliable and functional devices to run the service, with connection to a HSCN required. For planned maintenance windows, we agree this with our customers. Our service’s limitations include:; ; • Access to HSCN; • Availability of Smartcards in UAT and PROD environments; • Middleware dependencies in line with NHS England requirements, such as Oberthur; ; Our service is not designed for use on mobile devices. Where changes are required, we provide a 30-day notice period.
• System requirements:
  • Windows 10 OS as minimum and onwards
  • Dual Core 2Ghz processor or faster
  • Minimum memory dedicated to CLEO EPS of 450MB (per user)
  • .net Framework 4.8 runtime
  • NHS Digital Identity Agent V2.4.10.0 onwards
  • Oberthur Middleware
  • Health and Social Care Network (HSCN) Connectivity
  • Access to Third-Party Software known as the NHS Spine Applications

User support

• Email or online ticketing support: Yes
• Support response times: To quickly respond to customer support questions, our Target Resolution Times are as follows:; ; • Critical (Priority 1) incidents - 1 hour to respond, 4 hours to resolve; • High (Priority 2) incidents - 2 hours to respond, 16 hours to resolve; • Medium (Priority 3) incidents - 8 hours to respond, 5 business days to resolve; • Low (Priority 4) incidents - 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: To help users starting using our service, we provide the following onboarding process:; ; • Demo of product undertaken prior to implementation; • Implementation kicked-off, expected to last 65 days with weekly project calls; • Technical workshops potentially necessary if there is a unique case to be covered; • As-is and to-be process maps required from customer for review by CLEO to proceed with development; • Train the Trainer sessions, followed by UAT; • Client installs CLEO EPS client and will be required to do a DCB0160 in response to the DCB0129 provided by CLEO; • Go-live with remote support from CLEO, 2 weeks of post go-live support then transferred to business as usual ; • Customer must attend regular account management meetings
• 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: Maintaining compliance with regulatory standards, we have adopted the retention periods set out in the Records Management Code of Practice for Health and Social Care 2016, Appendix 3. The retention schedule will be reviewed annually or as necessary to reflect changes in law. All data storage devices are purged of sensitive data before disposal. Where this is not possible, the equipment or media is destroyed by a technical WEEE service provider and a destruction certificate received. This is arranged with our IG Team to be logged accordingly. Any data that needs to be retained by the buyer, should be requested in writing. If data extracts are required for any purpose, then these may be subject to additional costs. Exit plans will be executed in accordance with the notice time period within your contract, either early or upon natural contract expiry. Following this, we will switch off our services at the date agreed in conjunction with your contractual notice period and data extractions will take place, as described above.
• 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: No
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The CLEO EPS interface uses simple, task‑focused workflows to support safe, efficient prescribing. Users access structured patient‑search screens based on NHS‑recognised criteria and follow a clear, step‑by‑step prescribing pathway. The interface includes configurable formularies, prescribing warnings and pharmacy‑search views, and uses consistent layouts that reduce training effort.
• Accessibility standards: None or don’t know
• Description of accessibility: CLEO EPS is designed with clarity and consistency to support ease of use. The Windows application supports keyboard navigation, scalable text, readable layouts and screen‑reader compatibility. Documentation is provided in accessible PDF, with alternative formats available on request. Accessibility considerations are reviewed before significant releases.
• Accessibility testing: None.
• API: Yes
• What users can and can't do using the API: CLEO EPS provides incoming APIs to support integration with approved NHS services and local systems. Users can receive structured clinical messages using FHIR standards, enable GP Connect Send Document flows and access reporting and prescribing insight feeds. Changes are limited to defined integration points and configuration remains controlled to maintain safety. A test environment is available.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: For user customisation, users with admin sites will be able to add sites, setup users and make other changes that will be run through by the Account Manager and trainers. Users can customise the following configurable elements:; ; • Local formularies and prescribing guidance; • Dose-string translations and prescribing warnings; • Cost-centre configurations for financial tracking; • User setup and role-based permissions; • Reporting data feeds aligned to local BI needs; ; We limit customisation to system configuration, which we manage at 2 levels:; ; • Account level customisation: Managed by CLEO and configures areas such as integrations and features (such as SMS messaging); • Customer level customisation: Allows customers (acting as a system administrator role) to configure functionality such as drug formularies, dose string translations and other prescribing warnings

Scaling

• Independence of resources: To confirm the independence of resources, we maintain proactive monitoring, which alerts us in real-time should services meet thresholds we have set. Providing efficient capacity management, we factor in the planning of required resources into the infrastructure builds following the awarding of new contracts. To spread capacity across data centres, we use load balanced servers.

Analytics

• Service usage metrics: Yes
• Metrics types: We provide a regular export of all data and usage, available through SFTP which can be incorporated into a data warehouse or dashboard. Providing bespoke setups, we can set this up to view any metrics which are preferred by the customer and is fully auditable. The service metrics we provide includes prescribing volumes, authentication events, transaction throughput and general system behaviour.
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• 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: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Legacy SSL and TLS (under version 1.2)

Availability and resilience

• Guaranteed availability: Our guaranteed service availability level is 99.9%. In the unlikely event that this level of service is not met, any refunds accrued would be as defined in the individual contracts that we agree with our customers.
• Approach to resilience: CLEO EPS is hosted in UK‑based private‑cloud infrastructure using load‑balanced servers, isolated resources and secure replication to maintain stability. All environments are monitored 24/7 with automated alerting and defined escalation. Data is backed up daily to immutable vault storage and replicated to a segregated Arcserve‑managed cloud environment. Disaster recovery procedures, aligned with NHS DSPT and internal Business Continuity Plans, are tested annually. Our recovery objectives are RPO 24 hours and RTO 1 hour.
• Outage reporting: In the rare event of a service wide outage occurring, our defined process states the following:; ; 1. Identify the severity of the outage, helping to communicate precise details to our customers. Should the outage be caused by a third party, we would seek information from them to distribute; 2. Assign a Service Support Lead who will be responsible for the management of the team through the execution of the resolution plan and communications to our customers; 3. Include any work arounds in our communications to customers; 4. Notify all customers through their nominated contacts’ email addresses, as defined during the onboarding period. We will also make a service status webpage available. Our notifications will include information on:; o Services affected; o Severity level; o Issue description; o Actions required; o Additional details (if any); o Steps already completed; o Next update timing; ; Following any high severity support incidents, we will create a full report and share this with our affected customers within the contractual timeframe agreed in the Call-Off.

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: To restrict access in management interfaces and support channels, we ensure access is managed by Admin users. Furthering this, we control access to NHS Spine Services through end user Smartcards which have specific roles and activities applied. To manage access to our support channels, we require customers to set up named users on our Support Portal, with usernames and passwords.
• 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: User-defined
• Access to supplier activity audit information: Users receive audit information on a regular basis
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: We hold and work in line with Cyber Essentials Plus and DSP Toolkit standards. We are currently working towards CSA CCM v4.0 compliance.
• Information security policies and processes: We follow structured information‑security policies aligned with UK GDPR, the NHS DSP Toolkit and Cyber Essentials Plus. Oversight is provided through defined roles. Our Accountable Officer holds overall responsibility, supported by the Data Protection Officer, Senior Information Risk Owner and Information Governance Officer. Information Asset Owners manage risks relating to specific assets, while line managers ensure staff follow policies and complete mandatory training. To ensure policies are followed, all colleagues must complete annual Information Governance and Data Security training, with access removed if training lapses. Policies are stored on the CLEO intranet and reviewed annually, covering areas such as secure device use, access control and data handling. Security events must be reported immediately through Ulysses. The IG Team investigates incidents, determines whether external reporting is required within 72 hours and oversees Root Cause Analysis. Compliance is monitored through quarterly reviews, IG incident reporting and external audits for DSPT and Cyber Essentials Plus. We maintain physical and technical controls including restricted access, encrypted devices and endpoint protection. Departments review Records of Processing Activity annually, ensuring risks are identified and managed effectively.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All changes follow the below controlled and documented process:; ; • Change request: Initiated with a Change Control Form capturing the reason for change, technical details, security considerations and key dates; • Security review: Each change undergoes formal assessment for potential security impact, including data protections, access control and compliance risks; • Approval: The Change Management Board evaluates the risk analysis and security review before authorising implementation ; • Implementation and monitoring: We schedule changes to minimise disruption, monitoring them post-implementation and documenting lessons learned; • Lifecycle update: We reflect approved changes in configuration records to maintain accurate tracking of components
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: To assess potential threats, we use an Enterprise Security Information and Event Management (SIEM) and Security Operations Centre (SOC) solution for continuous monitoring of systems and applications. Managing threats, we triage and assess any alerts during weekly security meetings, where we prioritise risks and their remediation actions. Identifying emerging threats, we review CareCERT advisories and vendor notifications.; ; Demonstrating the efficiency of our patch deployment, we follow NHS CareCERT guidance as shown below:; ; • Critical vulnerabilities: Patched within 72 hours; • High-risk vulnerabilities: Patched within 14 days; ; To minimise service disruption, we test all patches prior to deployment.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• 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: Supplier-defined controls
• Incident management approach: Confirming our incident management procedures, we fully train our Service Desk team on all aspects of our applications, including pre-defined processes for managing common incidents/events. Enabling user reporting, users can report incidents to our Service Desk through our Customer Portal, by email or by telephone. We log all incidents within our Service Desk application, enabling the tracking of progress, with the incident priority agreed between our Service Desk and customers. Our Service Desk will issue Service Incident Reports as required and in accordance with contractual agreements.
• 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.