BRONZE SOFTWARE LABS LTD

TRIBE: Social Action & Community Capacity

Tribe is a digital social action platform that connects people to local care, support, and community services. It enables users to find verified providers, while supporting micro-enterprises to start and manage services safely. Commissioners use Tribe to reduce delayed discharges, map unmet need, and grow local care capacity intelligently.

Features

• Find local care, community and volunteer services
• Find verified and trusted support providers
• Live dashboards for councils and NHS partners
• Start and grow a micro-care business
• Built-in safeguarding, training and compliance tools
• Predicts local care needs using data and trends
• Supports both paid and unpaid models of care

Benefits

• Increase local employment through micro-care business creation
• Reduce delayed discharges with faster care availability
• Identify and address unmet need in real time
• Improve access to care in rural or underserved areas
• Strengthen community support without adding system cost
• Support workforce planning with predictive care demand data

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 michael.vinall@bronzelabs.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

603067590736956

Contact

Michael Vinall
01952288215
michael.vinall@bronzelabs.co.uk

About the service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
  • Adult Social Care
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: No
• System requirements: Supported Web Browser - detailed further below

User support

• Email or online ticketing support: Yes
• Support response times: Depending on the severity of an issue, we will respond within 60 minutes through to within 5 working days for small cosmetic errors. Our response times are further detailed in the "Support Levels" section.
• 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: No
• Onsite support: Yes, at extra cost
• Support levels: Support is provided as part of the service, which includes a priority based system whereby the severity and scale of the issue dictates response times and target resolution times.; ; P1 - The entire Service is down and inaccessible to all users; P2 - Operation of the Services is severely degraded, or major components of the service are non operational and work cannot reasonably continue and impacting multiple users.; P3 - Certain non-essential features of the Service are impaired while most major components of the Service remain functional.; P4 - Errors that are, non-disabling, or cosmetic and clearly have little or no impact on the normal operation of the Services.; P5 - Verification of app compliance with latest iOS/Android updates.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Tribe provides a fully supported onboarding process for commissioners and providers. For commissioning teams, our dedicated implementation support includes online onboarding sessions, access to a named contact, and tailored setup aligned to local system needs. We also supply best practice guidance for workforce development, care market shaping, and system integration. For care providers and community organisations, Tribe offers step-by-step user guides, templated toolkits, and access to free online training - including safeguarding, compliance, and business setup.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Clients can request to have their data extracted from the platform, it will then be provided in a flat file format.
• End-of-contract process: At the end of the contract the client will lose access to the platform, they will receive a copy of their data if required, before it is deleted.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The administrative portal to be used by commissioners has been optimised for desktop use, but all end-user facing applications have been optimised for mobile and desktop use.
• Service interface: No
• User support accessibility: WCAG 2.2 AA
• API: Yes
• What users can and can't do using the API: Administrative users can access our API to retrieve and update the community service directory. This allows councils to integrate their own service directories and keep it in sync with the central Tribe service list.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Commissioners can customise Tribe to reflect local priorities, including branding, onboarding steps, safeguarding requirements, service categories, and referral workflows. Regional teams can tailor dashboards, listing types, and user messaging. Customisation is done in partnership with the Tribe team during setup, with admin tools provided for ongoing updates. Open APIs allow for integration with local systems.; ; Commissioners and authorised staff can customise platform elements, while providers can personalise their own listings, services, and pricing. This approach ensures local flexibility while maintaining a consistent, user-friendly experience across the national platform.

Scaling

• Independence of resources: Tribe is hosted on scalable, UK-based cloud infrastructure using containerised architecture. This ensures that each region or commissioning body operates within a logically separated environment, with dedicated resources allocated as needed.; ; The platform automatically scales based on demand, so increased usage in one area does not impact performance in another. Load balancing, autoscaling, and regular performance monitoring ensure consistent uptime and responsiveness. We also monitor system performance in real time and can isolate high-load processes if necessary to maintain service continuity for all users.

Analytics

• Service usage metrics: Yes
• Metrics types: Yes, Tribe provides a full suite of service usage metrics via live dashboards. Metrics include number of active support providers, service listings by type, user registrations, referral sources, hours of support delivered, and service search trends. Commissioners can view data by area, timeframe, or listing category. Delayed discharge impact, provider growth, and estimated economic uplift can also be tracked. All metrics update in real time and are exportable for local reporting or planning. Additional custom metrics or scheduled reports can be provided upon request to align with local KPIs or integrated care outcomes.
• Reporting types:
  • Real-time dashboards
  • Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• 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 CSA CCM v4.0
  • 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

Data importing and exporting

• Data export approach: Administrative users can export data directly from Tribe’s management portal using built-in dashboard tools.; ; Exports can be filtered by date, service type, or location, and downloaded in CSV format for use in external systems. This supports local reporting, contract monitoring, workforce planning, and compliance across commissioned areas.
• Data export formats: CSV
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • Via an API
  • SQL
  • JSON

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: Tribe is delivered as a fully managed Software-as-a-Service (SaaS) platform with a guaranteed availability of 99.9% uptime, excluding scheduled maintenance periods. The platform is hosted on resilient, UK-based cloud infrastructure with automatic scaling and failover mechanisms to ensure service continuity and performance across all regions.; ; We monitor platform availability in real time and provide immediate alerts for any service degradation. Any planned maintenance is communicated in advance and scheduled outside of core service hours wherever possible.
• Approach to resilience: Tribe is hosted on resilient UK-based cloud infrastructure with multi-zone redundancy, auto-scaling, and load balancing to ensure high availability and protection against local outages or spikes in demand. The platform is containerised, enabling rapid failover and minimal disruption. Automated backups and a tested disaster recovery plan support fast service restoration.; ; Real-time monitoring and 24/7 alerts help us respond quickly to issues. Our hosting provider complies with recognised standards, including ISO 27001 and CSA CCM. Full infrastructure and resilience details are available on request.
• Outage reporting: Outages are reported via direct email alerts to commissioning partners and authorised users. We provide incident updates, expected resolution times, and post-incident summaries. While we do not use a public dashboard or API for outage reporting, our support team is available for real-time updates if required. Outage logs and performance reports can also be shared on request.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels are restricted through identify federation with two factor authentication.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • 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: Between 6 months and 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: Between 6 months and 12 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:
  • CSA CSM version 4.0
  • Other
• Other security governance standards: Also aligned with NHS Data Security and Protection Toolkit and Cyber Essentials.
• Information security policies and processes: We follow information security policies aligned with ISO/IEC 27001 principles, covering access control, data protection, risk management, and incident response. All staff complete mandatory security training, with role-based access controls and regular audits in place.; ; Our Data Protection Officer oversees policy compliance and escalation procedures. Security incidents follow a documented response process with clear accountability. Policies are reviewed annually or after significant changes. Our hosting provider complies with ISO 27001 and CSA CCM standards, ensuring strong physical and infrastructure-level protections.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We use modern software tools and established internal processes to manage configuration and change. All code is version-controlled and deployed to staging environments for testing before release. Changes are assessed for security impact and approved through internal review workflows. Each component is tracked through its lifecycle using an internal change management system.; ; Customers can request updates or access the change log via the management portal. Critical changes follow a documented approval and rollback process to minimise risk and ensure traceability.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We conduct regular vulnerability scans and monitor threat intelligence sources including vendor advisories, NCSC alerts, and CVE databases. Identified vulnerabilities are assessed based on risk and potential impact. High-risk issues are prioritised and patched as soon as possible, typically within 24–72 hours depending on severity. All patches are tested in staging environments before deployment. Our development team reviews emerging threats and applies security updates proactively to minimise exposure. The process is overseen by senior technical staff and tracked through our internal change management system to ensure timely resolution and accountability.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We monitor logs and system activity to detect suspicious behaviour. Automated alerts flag potential compromises for immediate investigation. High-risk incidents are assessed and mitigated within one hour. Responses include isolation, patching, and root cause analysis. All activity is logged, and senior staff oversee incident handling and resolution.
• Incident management type: Supplier-defined controls
• Incident management approach: We have predefined processes for common incidents, including service disruption and security alerts. Incidents can be reported by users via phone or email, or triggered by automated monitoring. All incidents are triaged based on severity and handled accordingly.; ; High-impact incidents are managed by our Operations Manager, who provides updates and a post-incident report outlining the issue, actions taken, and any required user response. Lower-severity issues are tracked through our support system, with updates available on request.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

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%

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
• Cyber Essentials Certificate Number: 44f4ab27-7742-45d0-a1c0-2c612ce3de11
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: No

Social value

• 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
  • 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
  • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
  • 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
  • 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

  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
  • 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
  • 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
• 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
  • 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
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • 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

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 michael.vinall@bronzelabs.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.