CACI LIMITED

InView - Data Warehouse Designed for the NHS

InView is a cloud based data platform that provides a single, consolidated source of operational, management and performance information. It's aligned with the Health Informatics processes within the NHS and designed to NHS data standards.
This includes prebuilt dashboards, self service visualisations to help drive operational control, quality and efficiency.

Features

• Data Platform comprises several fully integrated and intuitive features
• Extract, Transform, Load data from all sources including pre-built adapters.
• Proprietary data warehouse (star schema data warehouse design)
• Defined data items used for reporting (semantic layer)
• End user reporting (graphical reporting interface)
• Ability to integrate data from multiple systems, including SLAM
• Grouping and pricing integration
• Statutory reporting including SUS and Unify Submissions
• Extendable allowing the solution to meet local requirements

Benefits

• Provides a single, governed version of the truth
• Drives consistent numbers to use in decision making
• Enables financial measurement, forecasting and the sharing
• Real time data feeds
• Distributed and devolved analytic applications
• Contributes to transformational outcomes
• Proven pre-built solution reduces costs and deployment time
• InView strategic development roadmap focused on NHS R&D

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 bid.team@caci.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

579331845914854

Contact

CACI Digital Marketplace Sales Team
0207 602 6000
bid.team@caci.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• 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: Users can customise InView by adding additional datasets such as:; ; - CACI's consumer segmentations - Acorn and Household Acorn; - CACI's health and wellbeing segmentation - Wellbeing Acorn; - CACI's gross household income - Paycheck Family of products; ; Users can customise their service for an additional fee via contract amendment
• Cloud deployment model: Private cloud
• Service constraints: No
• System requirements: None

User support

• Email or online ticketing support: Yes
• Support response times: CACI’s standard Service Level Agreement (SLA) for 'Severity 1 - Critical issues' includes a response time of 1 hour. Resolution, if not achieved immediately when CACI responds, depends on the complexity and severity of the enquiry. Typically this is within 24-48 hours with CACI’s team working on a basis of 'continuous working (within service cover time) until fixed or a workaround delivered'.
• 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: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: CACI operates a comprehensive managed service that provides customers with access to a dedicated team responsible for answering any queries or resolving any incidents encountered in relation to CACI supported software and solutions.; ; The managed service, which is included in the price quoted, provides:; ; - Access to Service Desk ; - Defined SLA for Incident Response and Resolution ; - Documented Scope of Service and Statement of Work ; - Service Delivery Plan ; - Service Reporting
• Support available to third parties: No

Onboarding and offboarding

• Getting started: For all implementations CACI take a collaborative approach with the customer and users to promote knowledge transfer at all stages. This ensures users are able to effectively utilise InView, maximising its value. Included in the services offered are:; ; - Onsite (or offsite) classroom based training courses including full training materials; - Software installation documents are with assistance available via the managed services desk; - Table schemes and mapping documentation is provided to help data load process.; ; Before commencing and implementation, a Project Initiation Document (PID) will be written to agree and outline the deployment approach. A joint team will be agreed with clearly defined roles. The implementation will be phased, allowing for regular deployment of integrated data to be loaded to the data warehouse. The agreed phases will take into consideration each customers’ organisational requirements. A typical integration is split in to deliverables per module or modules grouped in to areas, e.g. based on source system.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats:
  • Microsoft Word
  • Microsoft Excel
• End-of-contract data extraction: A data migration procedure can be run. This extracts the data in CSV format which is then available via FTP
• End-of-contract process: At the end of a contract, either due to the customer not wishing to renew or cancellation, the date on which the termination will take effect will be agreed and confirmed with the customer. Data will then be extracted from InView on the cancellation date and is then securely provided.; ; Once confirmation is received from the customer that all the required data has been received (transferred or extracted) the system is then cleared and shut down. This is then communicated to the customer in writing with confirmation that CACI is no longer in possession of any customer data.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: PDF documentation is available to download via CACI's website.

Using the service

• Web browser interface: No
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: The following can be customised by users within the Inview Data Warehouse:; ; - Local rules for income and activity calculations can be implemented; - Local data items can be added alongside the product provided ones. ; - Users are able to compliment and present non-integrated data at the reporting layer to augment analysis for their organisation; - InView can present data to any reporting tool of choice.

Scaling

• Independence of resources: Every customer is allocated a dedicated resource in cloud environment to prevent any performance issues when using the solution.

Analytics

• Service usage metrics: Yes
• Metrics types: Reports can be provided to customers on usage of InView with various user defined variables.
• Reporting types: 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: 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: 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: Physical access control, complying with another standard
• 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: Users can connect to the InView data warehouse using a tool of choice, subject to security, which will then allow them to extract the data to any location required.
• Data export formats: CSV
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Relational databases (via ODBC: SQL Server, Postgres, MySQL etc.)
  • Txt
  • CSV
  • Excel
  • REST

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • IPsec or TLS VPN gateway
  • Other
• Other protection within supplier network: The solution is hosted on dedicated virtual servers within a segregated VLAN located at CACI’s UK based Tier-3 data center. ; ; CACI has implemented security best practice including network segmentation and segregation to protect customer data traversing on our network. ; ; Our data centre has robust physical, technical, and environmental controls protecting systems and data. All systems are installed on highly available hardware, backed up nightly, patched regularly, protected by high-end firewall systems, intrusion detection, data loss prevention and antivirus systems. Network penetration tests are performed annually. Vulnerability scans are performed weekly. ; ; CACI encrypts all data both at rest and in transit.

Availability and resilience

• Guaranteed availability: System availability is over 99%. ; ; Anticipated downtime for upgrades is agreed in advance with customers to avoid any impact during busy periods. This proactive approach enables communications to be sent to the user base prior to the release of upgrades or patches.
• Approach to resilience: Inview is hosted on an IL3 hosting environment within CACI's UK based data centre which has robust physical, technical and environmental controls to protect data. ; ; All systems are backed up nightly on offsite encrypted media, patched regularly, protected by high-end firewall systems, intrusion detection and antivirus systems, dedicated to the secure environment. ; ; The solution utilises the latest HP blade systems and HP 3PAR all flash SANs with redundant networks. Uninterruptible Power Supply (UPS) units provide back-up power in the event of an electrical failure. ; ; Climate control is in place to maintain a constant operating temperature for servers and other hardware. The Data centre is conditioned to maintain atmospheric conditions at optimal levels.; ; Further information is available upon request.
• Outage reporting: In the unlikely event of service outage an email alert would be sent to the user(s) from CACI Customer Care Team.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: CACI operates a layered, segregated and separated environment with role based multi-factor authentication.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password

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
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: CACI also holds Data Seal.; CACI are registered with the ICO under the Network and Information Systems (NIS) Directive.; Additionally, CACI holds ISO/IEC standards in 9001:2015 Quality Management Systems (QMS), ISO/IEC 20000-1 Service Management System (SMS) and ISO/IEC 14001 Environmental management (EMS).
• Information security policies and processes: CACI have implemented an Information Security Management System (ISMS) containing a set of policies, procedures, and technical controls for systematically managing sensitive data, systems, and processes. The foundation of our ISMS is designed in accordance with the ISO27000 series of international standards, industry best practices and regulatory controls. ; We have also adopted the security best practices detailed within the National Cyber Security Centre’s 14 Cloud Security Principles, 10 Steps to Cyber Security and 12 Supply Chain Principles along with the Government’s Technology Code of Practice into our Information Security Management System (ISMS) and these form part of business-as-usual operations.; CACI maintains a Risk Management program to mitigate and manage risk company wide. Risk assessments are performed at least annually to ensure appropriate controls are in place to help reduce the risk related to the confidentiality, integrity, and availability of sensitive in-formation.; We maintain ongoing initiatives intended to help minimise the risks associated with human error, theft, fraud, and misuse of facilities. These initiatives include screening, confidentiality agreements, security awareness education and training, and enforcement of disciplinary actions.; Regular audits and a large number of KPI metrics are used to monitor and demonstrate compliance and the continued effectiveness of CACI’s ISMS.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Documented change management systems form part of ISMS. Major/significant changes are peer reviewed and approved by the Change Advisory Board which delivers support to Change Management team who approve, assess, prioritise.; All changes are subject to our Change Control Policy. Where there is the possibility of an impact to user activity, stakeholders are notified for feedback.; Changes are then forwarded to Change Managers for CAB approval, who append plans when appropriate.; Robust systems acceptance testing processes have been established for all new information systems, upgrades, and new versions, conducted by a dedicated Quality Assurance team, ensuring no security impact
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: CACI has a comprehensive vulnerability management program that includes conducting weekly vulnerability scans on critical systems and applications. ; New patches are promptly risk assessed and prioritised based on the severity of the vulnerability and the threat intelligence available.; Where an Emergency patch poses an imminent threat to the network it is installed without undue delay. ; All other Windows patches are installed within 14 days of receipt. ; Our system administrators subscribe to alerts and publications to ensure new are emerging threats are countered promptly and effectively and that new Technologies and security best practices are assessed and adopted where appropriate.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Robust security logging and alerting controls are in place to capture events in order to prevent security incidents and malpractices, including Active Directory, Intrusion Protection System (IPS) and Data Loss Prevention (DLP). ; Solutions are also in place to monitor systems and alert administrators of possible capacity, and resource problems.; Logs are stored centrally and reviewed on a daily basis. ; CACI has robust and mature incident response plans and processes and business continuity management to minimise the impact of a cyber-security attack or incident. ; Our Security Teams consultants are available 24/7 to react and respond to critical security and infrastructure events.
• Incident management type: Supplier-defined controls
• Incident management approach: All employees are required to report any real, perceived, or potential security incidents that may affect the confidentiality, integrity, or availability of data. ; All Security Incidents are recorded in-line with our Security Incident Policy and Response Procedure, for each incident a root cause analysis is conducted, a corrective action undertaken, and a preventative action will be implemented to prevent or reduce the probability of the incident reoccurring in the future.; CACI’s cyber security management programme includes cyber incident response plans, advanced technical controls, operation resilience and business continuity management to minimise the impact of a cyber-security attack or incident
• 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: 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: Yes
• Who accredited the ISO/IEC 27001: British Standards Institute
• ISO/IEC 27001 accreditation date: Tuesday 11 April 2006
• What the ISO/IEC 27001 doesn’t cover: Our ISO27001 certification covers all CACI services, offices, and data centres.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: LRQA Group Ltd
• ISO 9001 accreditation date: Friday 30 March 2001
• What the ISO 9001 doesn’t cover: The following services are not covered by our ISO 9001 certification:; Acorn Datasets, Paycheck and StreetValue; Individual Level Data - Demographic Propensity Models and Financial Lifestage Segmentation; Insite ; Pin Routes
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 2bca6ecb-5ff5-4d86-8fca-97c234b2ebd5
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 1ee56f96-0fae-4a36-a7e4-618bd3a1c940
• Other security certifications: Yes
• Any other security certifications: Data Seal

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • 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
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

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

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

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

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

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

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

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

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

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at bid.team@caci.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.