ONEFILE LTD

Onefile ILR

Onefile ILR is a cloud-based learner record management service that supports training providers in managing Individualised Learner Record (ILR) data. It enables the creation, maintenance and export of learner records, supporting the preparation of ILR submissions and integration with other Onefile services used during enrolment and programme delivery.

Features

• Creation and management of learner records
• Support for apprenticeship and funded learning records
• Import of learner record XML files
• Integration with Onefile Enrol enrolment data
• Validation and status tracking of learner records
• Marking records as ready for submission
• Export of ILR XML files
• Administrative reporting and oversight
• Role-based access to learner data
• Keychain Access Control

Benefits

• Centralises learner record management
• Reduces duplication of learner data entry
• Supports accurate preparation of ILR submissions
• Improves visibility of learner record status
• Streamlines data transfer from enrolment to delivery
• Reduces administrative burden
• Supports audit and funding evidence requirements
• Improves data consistency across systems

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 tenders@onefile.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

652466319695568

Contact

Senior Leadership
0161 638 3876
tenders@onefile.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
  • Education
  • Police
• Multi cloud support: No

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: Onefile ILR can operate as a standalone service or alongside Onefile Enrol, Onefile EPortfolio and Onefile RPL Funding Calculator end-to-end apprenticeship enrolment, delivery and funding workflows.
• Cloud deployment model: Public cloud
• Service constraints: Planned maintenance is carried out outside normal UK working hours, with at least 48 hours’ notice provided where possible. The service requires an internet connection for record management and data exports. Service availability is subject to the published uptime service level of 99.9%.
• System requirements:
  • Modern supported web browser
  • Stable internet connection
  • HTML, CSS and JavaScript enabled
  • User login credentials
  • Email access for notifications
  • XML file handling capability
  • Screen reader for accessibility support
  • Antivirus software recommended on user devices

User support

• Email or online ticketing support: Yes
• Support response times: SLA will be 12 working hours however, 90% of tickets are responded to within 4 hours. User can manage status and priority of support tickets
• 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
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 A
• Web chat accessibility testing: Onefile's support via 'Live Chat' supports on average over 200 Users per month and is part of the Freshworks suite of products utilised by Onefile.
• Onsite support: Yes, at extra cost
• Support levels: Training for end users is available Onsite or Remote for additional cost. ; We do not offer a technical account manager or a cloud support engineer, but this can be requested and scoped.
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Customers are supported during initial setup to configure learner record structures and access controls. User documentation is provided to support implementation and ongoing use. Training is available remotely or onsite at additional cost. Ongoing support is available via email, ticketing and live chat during UK business hours.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Learner records can be exported during the contract period in standard formats, including XML. Additional export requirements can be scoped on request.
• End-of-contract process: Learner records can be exported during the contract period in standard formats of CVS. Additional export requirements can be scoped on request. Data Hosting options are available at a cost which is scoped and pre agreed based on usage banding.
• Documentation accessibility standard: WCAG 2.2 A

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The web application is a responsive application and typically provides the same functionality as a normal desktop browser depending on the mobile device/browser being used. We also have an offline app which is available on iOS and Android devices. This has reduced functionality to enable usage away from the internet this includes enabling users to capture evidence as well as plan, assess and review offline and then synchronises when back with internet connection
• Service interface: No
• User support accessibility: WCAG 2.2 A
• API: Yes
• What users can and can't do using the API: Using our API customers can integrate with other systems to: Create/Get/Update/Search Classrooms Get/Search/Assign Framework Templates Get/Update/Search Learning Aims Get Learning Aim Statuses Get Learner Statuses Get Assigned Standards Create/Get/Update/Search Placements Get/Search Plans Create/Get/Update/Search Providers Create/Get/Search Reviews Get/Search/Assign Standards Get/Search/Assign Units Get/Update/Search Unit Summaries Create/Get/Update/Search/Assign/Archive/Unarchive/Delete Users Create/Update/Search Visits API usage is limited to 100 requests per minute.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: Yes
• Customisation available: No

Scaling

• Independence of resources: We have a production team who monitor systems, they identify any emerging performance issues and take action to ensure it does not escalate. We use rate limiting on APIs and we have fair usage policies in-place. When we plan infrastructure changes, forecasting future growth with at least 3 years of user growth in mind. Our data centre provider enables us to scale quickly should we require.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

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: Another external penetration testing organisation
• Protecting data at rest: Other
• Other data at rest protection approach: Data at rest protection - data is encrypted using AES-256. Data is stored and processed in the UK data centres operated by Microsoft and Amazon. Microsoft Corporation Azure UK data centres. In UK South we have our production data centre and is where our users’ data is processed. In UK West we have a DR data centre which has copies of data ready for elevation in a DR situation. Onefile use resilience options with Azure, where possible, to minimise the risk of physical system issues causing problems.
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Users can export the portfolios via html files at any point during the contract. Or a data export can be requested for an additional cost.
• Data export formats: CSV
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON (via API)

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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Service Level Commitment a) The “Monthly Uptime Percentage” for the Services is calculated by the following formula: 𝑈𝑠𝑒𝑟 𝑀𝑖𝑛𝑢𝑡𝑒𝑠 − 𝐷𝑜𝑤𝑛𝑡𝑖𝑚𝑒/𝑈𝑠𝑒𝑟 𝑀𝑖𝑛𝑢𝑡𝑒𝑠 𝑥 100 where Downtime is measured in user-minutes; that is, for each month, Downtime is the sum of the length (in minutes) of each Incident that occurs during Normal Business Hours that month multiplied by the number of Contracted User Subscriptions impacted by that Incident. b) If the Monthly Uptime Percentage falls below 99.93% for any given month, the Customer will be eligible for the following Service Credit: Monthly Uptime Percentage Service Credit < 99.93% 6 hours < 99.86% 12 hours < 99.79% 18 hours < 99.72% 24 hours 3. Service Credit Claim a) The Customer must submit a claim to the Supplier that includes: (i) a detailed description of the Incident; (ii) information regarding the duration of the Downtime; (iii) the number and location(s) of affected users (if applicable); and (iv) descriptions of attempts to resolve the Incident at the time of occurrence. b) The Supplier will issue the Customer with a Credit Note to the value of 1/365th of the Applicable
• Approach to resilience: We use 2 Microsoft Azures data centres (UK South and UK West). The data centres operate with independent power and networking supplied to their data centres and maintain numerous independent certifications covering the breadth of security. When setting up our environments in the data centres where possible we use at least the local features to minimise the risk of a local failure, combined with our own processes to backup data to another data centre. In some situations we use some of the Zone Redundancy Features where the protection mechanisms meet our requirements. We load balance users over several servers and also have the ability to increase server resources on demand to accommodate higher demand that may not have been anticipated - we operate with sufficient "headroom" to easily handle more usage than the peak usage we estimate. The DR site has a SQL server constantly restoring configured to achieve our Recovery Point Objective (RPO) of 30 minutes and we have alerts for if there are issues with this. Our Business Continuity plans are designed with a target RTO of 30 minutes, if management choose this course of action needs to be taken.
• Outage reporting: Website - this is kept on completely separate infrastructure operated by a third party in-order to be-able to communicate in the event our infrastructure is unavailable. Support system - this is also managed by an independent third party enabling to communicate in the event our infrastructure is unavailable. Twitter Email announcements Public dashboard - we have a status page

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Each user role has defined permissions based on what information is required for them to fulfil their role. These can vary from full access, partial access, read only access or no access. If the user does not have the user login for a specific role they are unable to access the information or reports. Users can only access learner data for learners they are responsible for.
• 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 receive audit information on a regular basis
• 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 1 month and 6 months
• How long system logs are stored for: Between 6 months and 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Our ISO27001 covers our entire organisation and within this we have policies and processes covering * Asset management * Access Management * Communications Security * Physical and Environmental Security * Operations Security * Cryptography * Supplier Relationships * System Acquisition, Development and Maintenance * Human Resource Security * Security Event and Incident Management * Legal Compliance * Business Continuity The ISMS rep hold monthly security forum meeting with a designated security team, that includes members of the Senior Leadership Team (SLT) We ensure policies are followed through * Staff sign an information security agreement * Awareness training when staff join * On going programme of awareness and annual training programmes * Internal audits (ISO9001 and ISO27001) to identify policy and process breaches * Logging of policies breaches with actions taken * HR actions taken against serious breaches or repeat breaches
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Within our ISO27001:2013 we define configuration and change management Policies, Processes and Procedures. Changes to our products go through change management covering planning through to deployment with reviews performed indepedent of the implementing team, and quality checks from the QA team, before sign-off from stakeholders and deployment of the change with an individual taking responsibility for deploying the change and post-implementation monitoring and review. Infrastructure and organisational changes also go through similar change management to ensure that changes are planned, communicated, implemented and then their effectiveness reviewed.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Within our ISO27001 we define vulnerability management Policies, Processes and Procedures this includes ensuring that authoritative sources are monitored daily for new security threats. Emerging security threats which are relevant are logged and risk assessed. Where a recognised security threat exists which we are vulnerable to, we look for a resolution as a priority however sometimes it is necessary to apply mitigation due to the lack of availability of a resolution. In either case the risk mitigation/resolution steps are implemented as soon as possible with the changes deployed through the change management processes.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Within our ISO27001 we have a Monitoring Policy with supporting processes and procedures, these describe Protective Monitoring and Performance/Capacity Management Monitoring. Protective Monitoring is achieved through a combination of systems including user event logging within our software products, aggregation and alerts from the SIEM gathering various log sources (web server error logs, OS events on systems, Firewall event logs etc) Some of these systems are monitored in realtime by our Production Team with alerts and dashboards, whilst others are reviewed at the end of each month when creating summary reports. Potential incidents are investigated as the highest priority.
• 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: Within our ISO27001 we have our Security Incidents Policy. All staff are expected to report suspicious activity to the Production Team and/or Management. Users can report via Tech Support or their Centre Manager. Suspected incidents are investigated as highest priority, where validated the incident goes through incident management, where the incident relates to customers (such as availability, integrity or confidentiality of services and data) then customer facing staff are informed of the incident and risk/impact. Customer nominated contacts receive communication explaining the incident as well as service announcements being made through our products.
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: 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: 3%
• Between £250,000 and £500,000: 3%
• Between £500,001 and £1,000,000: 3%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 3%
• Over £5,000,001: 3%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: SOCOTEC Certification UK Ltd
• ISO/IEC 27001 accreditation date: Wednesday 10 December 2025
• What the ISO/IEC 27001 doesn’t cover: Nothing is out-of-scope, our statement of applicability covers our entire organisation.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: SOCOTEC Certification UK Ltd
• ISO 9001 accreditation date: Thursday 10 April 2025
• What the ISO 9001 doesn’t cover: Nothing is out-of-scope, our statement of applicability covers our entire organisation.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 47a2cb29-45c8-4735-9481-f61d4a5a1cad
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 9880057c-2a26-4494-aa3d-b8b9021ca8a7
• 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
    • 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
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

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

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

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

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

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

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

  • 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 tenders@onefile.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.