HOMELESS LINK

Real Systems

Real Systems are Salesforce Consulting & Implementation Partners. Our expert team provide Local Authorities (multi-agency systems) and Non-Profits with customised bespoke systems to meet their specific requirements, including app integrations; improving business processes, reporting and save time, We also offer development and support packages for customers with pre-existing Salesforce systems.

Features

• End-to-end Salesforce Discovery, Build, and Implementation Roadmap
• Scalable, Custom Configuration of Salesforce Clouds including Experience Cloud Environments
• Integration with Third-party Cloud Applications
• Declarative Development using Flow for Automated Business Process Management
• Data Migration Strategy from Legacy Databases to Salesforce
• Agile Project Management Delivery with Regular Sprint Demonstrations
• Custom Lightning Component Development for Enhanced User Experiences where required
• Comprehensive User Acceptance Testing (UAT) and User Training
• Bespoke Analytics, Dashboard Creations, and Real-time Management Reporting
• Post-implementation Hypercare and Ongoing Managed Service Support Packages

Benefits

• Streamline complex workflows to increase staff productivity and efficiency.
• Empower data-driven decisions using real-time management information and insights
• Improve data security and compliance with UK government standards
• Increase user adoption through intuitive, bespoke interface design and training
• Automate repetitive manual tasks to free up valuable staff resources
• Ensure long-term scalability to meet evolving departmental and legislative requirements
• SLA with high standard of customer service and ongoing support

• 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 cainan.loubon@homelesslink.org.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

564674362446662

Contact

Cainan Loubon
07949458825
cainan.loubon@homelesslink.org.uk

About your service

• Service categories:

  Applications

  Customer relationship management

  • Sales force productivity and management
  • Customer service
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: This service is an extension to the Salesforce platform, specifically extending the functionality of Sales Cloud, Service Cloud and Experience Cloud, if the Public Sector Cloud is not being implemented based of business requirements.
• Cloud deployment model: Public cloud
• Service constraints: Internet access and an up to-date browser is required ; ; Standard support and training is delivered remotely via a helpdesk Monday - Friday 9am - 5pm - excluding UK Public Bank Holidays; on-site support is available by mutual agreement and may incur additional travel and subsistence costs. ; ; Out-of-hours emergency support is not included in the standard service but can be provided as a supplementary managed service.; ; Third-party: The service covers consulting and support only for integrations; licenses must be procured separately by the Buyer or through an authorised reseller, we support with Salesforce licence orders, renewals and negotiating discounts where possible.
• System requirements:
  • Software Licenses: Valid Salesforce licenses are required
  • Latest versions of Salesforce supported web browsers
  • Internet Connectivity: A stable internet connection with sufficient bandwidth
  • Administrative access for config and support of buyer's system

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: We offer post implementation/system go-live support via an annual SLA to support the customer and their users with ongoing system updates, security, training and reports all via a helpdesk. The helpdesk is available Monday - Friday 9pm - 5pm excluding UK Bank Holidays. All emails are responded to within 24 hours. Out of Hours support can be supported via mutual agreement.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes, at an extra cost
• 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: As a Salesforce consulting partner, we would implement the native Salesforce Web Chat (Digital Engagement) platform at an extra cost if our customer wanted this service. Salesforce conducts internal accessibility testing on this component, documented in their Voluntary Product Accessibility Template (VPAT). While we have not performed independent user testing on our specific customisations of this feature to date, we offer comprehensive accessibility and user acceptance testing (UAT) with assistive technology users as an optional, costed service for any bespoke implementation to ensure compliance with the Buyer's specific accessibility requirements.
• Onsite support: Yes, at extra cost
• Support levels: Support is provided throughout the project lifecycle by a dedicated Project Manager and a Salesforce Developer/Customer Success Lead, ensuring continuity from initial design through to post-deployment. Upon 'Go-Live', we provide a Managed Service Helpdesk (09:00–17:00, Monday–Friday, excluding UK Bank Holidays). This covers technical system issues, security updates, user administration, training, and report generation. Incident Categorisation & Response: High Priority Fault: Business-critical failure (e.g., system inaccessible). Targeted response within 2 hours. Medium Priority Fault: Significant functional issues with no immediate workaround. Targeted response within 8 hours. Low Priority Fault: General queries, minor bugs, or small system updates. Targeted response within 24 hours. Requests are triaged and assigned to specialised technical staff based on the nature of the query. Pricing & Scope: Annual SLA costs start from £9,900.00 (supporting 50–149 users). Pricing is scaled based on system complexity and the volume of monthly support hours required (e.g., proactive monitoring for 3rd-party integrations). New developments or features falling outside the original Phase 1 specification are managed via a separate Change Request process at our standard rate card prices, that can be found in our pricing document
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Prior to the deployment of the system we will have already engaged users and collaborated with them in the system design, build and UAT. However, we will also run tailored training based on different roles or teams close to the deployment date. In addition to the tailored training (online or in-person as agreed), we will also provide up to date training guides and short training videos. Training resources will be kept updated and available to users. Post support will include Q&A online session after a few weeks of the system go live and as part of on-going support, regular training sessions will be scheduled for both new users and for users wanting a refresher. Advanced training for reporting is also included. Users will also have access to our helpdesk for any queries and support.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: We will provide a complete data of the system at no additional cost.; If the buyer requires the data in a particular format for particular areas of the system, then this will be included in the contract as an option and state if this incurs any charges.
• End-of-contract process: Included in the price of the contract: Real Systems will destroy or otherwise dispose of any of the customer's data in its possession unless we receive, no later than ten days after the effective date of the termination, a written request for the delivery to the customer of the then most recent back-up of the customer data. Real Systems shall use reasonable commercial endeavours to deliver the back-up to the customer within 30 days of its receipt of such a written request, provided that the customer has, at that time, paid all fees and charges outstanding at and resulting from termination (whether or not due at the date of termination).; ; The Salesforce instance belongs to the buyer who have a contract with Salesforce for the annual licenses. The buyer is responsible for contacting Salesforce to end their license agreement with them, should the buyer no longer want to continue to use the Salesforce instance - for example in the scenario where the buyer may want to move to a different system.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Users requiring mobile access can download the Salesforce mobile application, providing a fully mobile optimised version however this is not required, as the desktop version also renders for mobile users
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: The core set of APIs includes: REST API SOAP API Tooling API Chatter REST API Bulk API Metadata API Streaming API Apex REST API Apex SOAP API Data.com API The following URL contains additional information: https://developer.salesforce.com/developer-centers/integration-apis we will work with customers to understand API needs. As implementation partners, we use these APIs to facilitate seamless data integration between Salesforce and the buyer's existing legacy systems or third-party applications. This ensures interoperability and supports the 'API-first' strategy mandated by the Government Digital Service
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Yes, the service is fully customisable to meet specific departmental needs. However, to maintain platform integrity, security, and scalability, we recommend that all configuration and customisation be performed by Certified Salesforce Professionals (either via our implementation services or the buyer’s certified internal administrators). Customisations are made through the Salesforce metadata layer, including declarative 'no-code' tools and programmatic 'pro-code' development (Apex/LWC), ensuring a tailored fit for complex public sector workflows; ; End-users of the system can customise their personal views (e.g., filtering their own reports or pinning list views). They can also create their own reports and dashboards.; ; System-wide changes are restricted to administrative roles to ensure data security and compliance.

Scaling

• Independence of resources: Scaling is handled by the Salesforce force.com platform. The current daily transaction average for Salesforce is regularly 6 billion, consistently at sub 250ms response time within the Salesforce environment. Salesforce runs on Hyperforce, a cloud-native infrastructure built for elastic scaling, running across availability zones with horizontal scaling and load balancing for redundancy and capacity growth. Within each logical system, Salesforce use load balancers to distribute load among multiple web and application servers for additional scalability and redundancy. The multitenant application design, combined with the fastest servers and high-performance networking infrastructure available, guarantees fast performance

Analytics

• Service usage metrics: Yes
• Metrics types: We can provide comprehensive usage and adoption metrics via real-time Salesforce Dashboards and monthly Service Review Reports. These include user login trends, record creation volumes, business process automation success rates, and data quality metrics. This data allows stakeholders to monitor ROI and identify areas where further user training may be required
• Reporting types: Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• 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: ‘IT Health Check’ performed by a CREST-approved service provider
• 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
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Buyers retain full ownership of their data and can export it at any time without additional cost. We provide multiple export paths.; 1. Bulk Export: Using the scheduled Data Export service to receive a complete backup of all system data in .csv format.; 2. Ad-hoc Export: Via the Salesforce Data Loader or browser-based Export Wizards for specific objects.; 3. Reports: All custom reports and dashboards can be exported directly to .xlsx or .csv by end-users.
• Data export formats:
  • CSV
  • Other
• Other data export formats: .xlsx
• 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: The service is built on the Salesforce multi-tenant infrastructure, which targets a system availability of 99.9%. Salesforce maintains high availability by using redundant data centers and real-time data replication. Users can monitor live and historical platform status at trust.salesforce.com. Our implementation services include configuring the environment to maintain this high availability through standard platform best practices; ; Salesforce typically provides "Service Credits" if they fall below their guaranteed uptime, which we would pass to the buyer if this ever occurred.; ; For our implementation and support service we provide detailed Support SLAs, including response times and escalation paths, are defined in our Service Definition Document and Supplier Terms uploaded with this listing.; ; Support Desk hours. we don't offer "refunds" for uptime as we don't host the servers but we do commit to Response and Resolution Times.; ; High Priority Fault: Business-critical failure (e.g., system inaccessible). Targeted response within 2 hours. Medium Priority Fault: Significant functional issues with no immediate workaround. Targeted response within 8 hours. Low Priority Fault: General queries, minor bugs, or small system updates. Targeted response within 24 hours.
• Approach to resilience: Resilience is managed by the Salesforce force.com platform. To maximise availability, the service is delivered using a world-class data centre infrastructure consisting of a primary production data centre, a full capacity secondary data centre for hosting the service provided to customers. The infrastructure utilises carrier-class components designed to support millions of users. Extensive use of high availability servers and network technologies, and a carrier-neutral network strategy help to minimise the risk of single points of failure, and provide a highly resilient environment with maximum uptime and performance
• Outage reporting: Outages are managed and reported by the Salesforce force.com platform. Outages are publicised on a public portal and via email alerts. Escalation policies are established and maintained as Salesforce's goal is to rapidly restore service. In the event of an extended outage, periodic updates are provided in near real time to customers via the trust.salesforce.com dashboard site and in addition Real Systems would also keep our customers updated directly with information via email.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces is strictly limited to Salesforce Administrators at Real Systems using the principle of Least Privilege. Administrative login requires mandatory MFA including access to support channels. All administrative and support activity is logged within the system.
• 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: 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: Between 1 month and 6 months
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: National Cyber Security Centre Cyber Essentials Plus
• Information security policies and processes: Security policies and processes: -Data Protection Policy -Global Privacy Policy -Data Breach Response Procedure -ICT Usage Policy -Information Security Policy The Board of Trustees recognises its overall responsibility for ensuring that Homeless Link complies with its legal obligations. The lead for data protection issues is currently the Deputy CEO. Each team or department where personal data is handled is responsible for drawing up its own operational procedures including induction and training to ensure that policies are adhered to when handling personal data in the course of their projects. All staff, temporary staff, trainers, consultants and volunteers are required to read, understand and accept any policies and procedures that relate to the personal data they may handle in the course of their work. Significant breaches will be handled under Homeless Link's disciplinary procedures
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Change requests are gathered from a range of sources. These are fully scoped with stakeholders; approved where applicable and developed following an agile methodology allowing for continuous improvement and change based on feedback. In order to prevent any potential security impact, all changes must remains entirely contained within the Salesforce platform. This ensures that all security implications are handled by Salesforce.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Vulnerability management is handled by the force.com platform. "Salesforce has various vulnerability management processes in place around internal scanning, external scanning & vendor patch release management. Technical operations and security personnel monitor vulnerability alerts and patch release notifications from vendors and other sources. There are associated evaluation and deployment processes in place. Salesforce also regularly performs self-vulnerability assessments using various tools and techniques, such as Qualys. In addition, Salesforce uses external service providers to perform an application vulnerability assessment after each major release and network vulnerability assessments quarterly.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Protective monitoring is handled by the Salesforce force.com platform. Salesforce's Computer Security Incident Response Team uses a security event logging and management system to manage the alerts and logs generated by devices on our network and provide protective monitoring. The system consists of a central database, management server, and distributed agents. The distributed agents receive events from network devices and systems on the network, then compress, encrypt, and transmit the data to the management server and database for processing. Correlated events are configured to generate alerts and logs which are monitored on a 24/7 basis
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: Incident management is handled by Salesforce force.com platform. Salesforce has a formal Incident Management Process that guides the team in investigation, management, communication, and resolution activities. Salesforce will promptly notify the customer in the event of any security breach of the Service resulting in an actual or reasonably suspected unauthorized disclosure of Customer Data. Notification may include phone contact by Salesforce support, email to customer's administrator and Security Contact and posting on trust.salesforce.com. Salesforce.com is a member of the prestigious Forum of Incident Response and Security Teams (FIRST) and complies with the FIRST framework and best practices for incident response
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

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: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: E47feb44-d725-4ed8-83ae-4cedd3086615
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 7a86918a-866d-4251-82c4-92da6cbe0760
• 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 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
    • 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)
    • 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
    • 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 cainan.loubon@homelesslink.org.uk. Tell them what format you need. It will help if you say what assistive technology you use.