BLACK SPACE TECHNOLOGY LIMITED

Rapid-EPR

Rapid-EPR – pre hospital EPR, wireless wearable vital sign monitoring with telemedicine capability. Built to capture, transfer, and visualize casualty data from the point of injury through the entire continuum of care even in disrupted, disconnected, intermittent, and low-communication environments. Integration into 3rd party systems using FHIR/HL7 SNOMEDCT coding .

Features

Real time reporting
Remote access
Vital sign data capture
Video conferencing

Benefits

Transmit data from multiple devices in real time
Synchronise data in real time

Education pricing available

Service documents

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 david.morgan@blackspacetechnology.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

Contact

BLACK SPACE TECHNOLOGY LIMITED Dr David Morgan
Telephone: +447836648923
Email: david.morgan@blackspacetechnology.com

About the service

Service categories: Application Development and Deployment

Data management

Database management systems

Low-Code Database Management Systems

Database administration and development

Database Development and Optimization

Data integration and intelligence

Dynamic Data Movement Software
Multi cloud support: Yes

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: Vital sign monitoring
Summary Care Record
GIS location
Cloud deployment model: Hybrid cloud
Service constraints: None
System requirements: Software licences

Annual database licences

User support

Email or online ticketing support: Yes
Support response times: 24/7/365
Level 1,2 and 3 support available
User can manage status and priority of support tickets: Yes
Online ticketing support accessibility: WCAG 2.2 AAA
Phone support: Yes
Phone support availability: 24 hours, 7 days a week
Web chat support: Yes, at an extra cost
Web chat support availability: 24 hours, 7 days a week
AI chatbot: No
Web chat support accessibility standard: WCAG 2.2 AAA
Web chat accessibility testing: NA
Onsite support: Yes, at extra cost
Support levels: 1,2 and 3 level support configured to clients needs
Support available to third parties: No

Onboarding and offboarding

Getting started: Onsite training, online training, or user documentation.
Service documentation: Yes
Documentation formats: HTML

PDF
Documentation accessibility standard: WCAG 2.2 AAA
End-of-contract data extraction: Data can be exported via secure link or downloaded onto encrypted drive
End-of-contract process: Off boarding, decommissioning of servers, wiping of devices and disposal of devices in line with data privacy and environmental policies

Using the service

Web browser interface: Yes
Supported browsers: Microsoft Edge

Firefox

Chrome

Safari

Opera
Application to install: Yes
Compatible operating systems: Android

Linux or Unix

Windows
Designed for use on mobile devices: Yes
Differences between the mobile and desktop service: None same service
Service interface: Yes
Description of service interface: Administration access only
Accessibility standards: WCAG 2.2 AAA
Accessibility testing: Initial UI/UX with multiple users at disabled college in Coventry
User support accessibility: WCAG 2.2 AAA
API: Yes
What users can and can't do using the API: Set up complete services and pairing of devices using API
API documentation: Yes
API documentation formats: HTML

PDF
API sandbox or test environment: Yes
Customisation available: Yes
Description of customisation: Fields and content including drug database and embedded clinical decision support

Scaling

Independence of resources: Using specialised nonSQL databases - support in batches of up to 10,000 devices without degradation

Analytics

Service usage metrics: Yes
Metrics types: Configured to clients requirements
Reporting types: API access

Real-time dashboards

Regular reports

Reports on request
Resource tagging: Yes
FOCUS resource tagging: No

Supplier type

Supplier type: Not a reseller

Staff security

Staff security clearance: Conforms to BS7858:2019
Government security clearance: Security Clearance (SC)

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 every 6 months
Penetration testing approach: NCSC approved service provider
Protecting data at rest: Physical access control, complying with CSA CCM v4.0

Physical access control, complying with SSAE-18 / ISAE 3402

Physical access control, complying with another standard

Encryption of all physical media
Data sanitisation process: Yes
Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data Erasure
Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

Data export approach: Data stored in data lake (SNOMEDCT) can be exported HL7 and FHIR. Also PDF export and HTML
Data export formats: CSV

Other
Other data export formats: PDF

JSON

XML
Data import formats: CSV

Other
Other data import formats: JSON

XML

Data-in-transit protection

Data protection between buyer and supplier networks: Private network or public sector network

TLS (version 1.2 or above)
Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

Guaranteed availability: Dependant on clients requirements usually 99.5%
Refunds per contact conditions
Approach to resilience: Available on request
Outage reporting: API and email alerts

Identity and authentication

User authentication needed: Yes
User authentication: Multi-Factor Authentication (MFA)
Access restrictions in management interfaces and support channels: Role‑based access control (RBAC)
Only authorised personnel receive roles aligned to their job function, preventing unnecessary privileges.
Multi‑factor authentication (MFA)
All administrative access requires MFA to reduce the risk of credential compromise.
Network and IP restrictions
Access to admin consoles is limited to approved corporate networks, VPNs, or allow‑listed IP ranges.

Authenticated customer identity
Support interactions require verified user accounts; sensitive actions are never performed for unauthenticated requesters.
Scoped support permissions
Support staff have limited access to customer environments, restricted to what is necessary for troubleshooting.
Access restriction testing frequency: At least every 6 months
Management access authentication: Multi-Factor Authentication (MFA)

Public key authentication (including by TLS client certificate)

Audit information for users

Access to user activity audit information: Users have access to real-time audit information
How long user audit data is stored for: User-defined
Access to supplier activity audit information: Users contact the support team to get audit information
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
Software Security Code of Practice: Yes
Security governance certified: Yes
Security governance standards: CSA CSM version 4.0

ISO/IEC 27001
Information security policies and processes: ISO 13485, 9001 and Cybersecurity Essential Plus compliant policies and practices audited every year.

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: The components of the services are tracked through their lifetime and
changes are assessed for potential security impact.
Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Vulnerability management approach: 3rd party threat assessments and notification from cybersecurity organisation and NSCC
Patches within 24 hours
Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
Protective monitoring approach: Continuous log collection and correlation
Centralised SIEM ingesting auth logs, API calls, network events, admin actions, and anomaly signals.
User and entity behaviour analytics (UEBA)
Detects deviations such as unusual login locations, privilege escalation, or abnormal data access.
Automated threat‑intelligence matching
Flags indicators of compromise (IOCs) like malicious IPs, domains, or known attack patterns.
Real‑time alerting on critical events
Triggers for failed logins, MFA bypass attempts, privilege changes, or data‑exfiltration patterns.
Regular vulnerability scanning and configuration drift detection
Ensures the platform remains hardened and deviations are caught early.
Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
Post-quantum cryptography secure: Yes
Incident management approach: Pre‑defined workflows for common events
Standard operating procedures (SOPs) exist for issues such as service outages, security alerts, access‑related problems, data‑integrity concerns, and performance degradation.
Severity classification and triage
Incidents are categorised (e.g., Sev 1–4) based on impact and urgency, ensuring consistent prioritisation.
Dedicated incident response roles
Clear responsibilities for incident manager, technical lead, communications lead, and customer liaison.
Runbooks and automation
Automated steps for containment, failover, or recovery where appropriate, reducing human error.

Secure development

Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

Connection to public sector networks: Yes
Connected networks: Public Services Network (PSN)

Health and Social Care Network (HSCN)

Other
Other public sector networks: MoD

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: 2.5%
Between £500,001 and £1,000,000: 5%
Between £1,000,001 and £2,500,000: 7.5%
Between £2,500,001 and £5,000,000: 10%
Over £5,000,001: 15%

Standards and certifications

ISO/IEC 27001 certification: No
ISO 28000:2022 certification: No
ISO 9001 certification: Yes
ISO 9001 certification accredited by: CQS (Certified Quality Systems) Ltd
ISO 9001 accreditation date: Sunday 6 April 2025
What the ISO 9001 doesn’t cover: None relevant
Quality management systems (QMS): Yes
CSA STAR certification: No
PCI certification: No
Cyber essentials: Yes
Cyber Essentials Certificate Number: 0684ffbd-631e-45ec-ad43-db36e9790edd
Cyber essentials plus: Yes
Cyber Essentials Plus Certificate Number: 4253264a-09b2-4dca-b842-a7a52d165e7d
Other security certifications: No

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

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

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

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

Request an accessible format

Cookies on Digital Marketplace

Rapid-EPR

Features

Benefits

Pricing

Service documents

Framework

Service ID

Contact

About the service

Service scope

User support

Onboarding and offboarding

Using the service

Scaling

Analytics

Supplier type

Staff security

Asset protection

Data importing and exporting

Data-in-transit protection

Availability and resilience

Identity and authentication

Audit information for users

Security governance

Operational security

Secure development

Public sector networks

Pricing

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

Standards and certifications

Social value

Service documents