CARNALL FARRAR LTD

Workforce

Developed by CF's healthcare experts, supports national, system and provider workforce planning through analysis of activity, skill mix and workforce composition across specialties. It models demand and supply, identifying gaps and expected growth, enabling effective deployment and policy development. Provides forecasting, scenario modelling and care-package-based resourcing analysis, integrating with Foundry.

Features

• Projects workforce demand and supply for any defined geography
• Derives demand from activity across acute and out-of-hospital settings
• Considers starting establishment and vacant, training posts, recruits and leavers
• Applies levers affecting workforce supply and demand scenarios
• Segments population across ICS, Place and PCN levels
• Defines care packages linked to population segments
• Quantifies activity in care packages and required resource levels
• Models workforce demand by staff type and care setting
• Compares workforce demand and supply trends over time
• Benchmarks optimal workforce using safety, quality and efficiency metrics

Benefits

• Identifies effective deployable workforce by grade, role and setting
• Measures and improves workforce utilisation and productivity system-wide
• Supports planning of workforce deployment at multiple organisational levels
• Reveals skills gaps and training requirements for future demand
• Test scenarios to identify best workforce configuration outcomes
• Enables precise identification and evaluation of workforce initiatives
• Benchmarks providers within ICS for activity-linked workforce outputs
• Improves understanding of supply-demand balance using robust analytics
• Informs strategic workforce decisions grounded in real demand drivers
• Enhances long-term workforce planning through accurate forecasting

• Free trial available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

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

Framework

G-Cloud 15

Service ID

675416829786404

Contact

Ellie Dean
0203 770 7536
contracts@carnallfarrar.com

About your service

• Service categories:

  Application Development and Deployment

  Analytics and business intelligence

  • Business Intelligence
  • Advanced and predictive analytics
  • Location and geospatial data management and analytics
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: The service is available only over the web and mobile. Access is restricted to authorised users. No access is available to underlying data structures and patient-identifiable or row-level data. Planned maintenance and upgrades are undertaken overnight and at weekends.
• System requirements:
  • Mobile phone or e-mail for two factor authentication
  • Sufficient data-sharing agreements in place
  • Modern web browser

User support

• Email or online ticketing support: Yes
• Support response times: Same day on weekdays (at a minimum)
• 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: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: N/A
• Web chat accessibility testing: N/A
• Onsite support: Yes, at extra cost
• Support levels: 1. INITIAL ON-BOARDING Clients receive a detailed Welcome Pack which outlines the implementation process for the tool. An initial mobilisation discussion is set up with the client to set the scope and agree a detailed and customised implementation project plan. CF provide a training guide and three "train the trainer" sessions. 2. ONGOING USER SUPPORT The following user support is available as a core analytical support package: data-hosting, processing, regular refresh. Data updates can be integrated from any participating system organisations (e.g. Acute, CCGs, Local Authorities, Mental Health, Community, Ambulance) on a weekly or monthly basis respectively. 3. In addition, clients can choose from one of several optional consultancy support packages
• Support available to third parties: Yes
• AI chatbot: No

Onboarding and offboarding

• Getting started: Mobilisation: We would work with users to confirm the objectives and expected outputs of the tool. Data collection: We will issue a data request to meet the specification and outputs agreed, and in parallel work with the Information Governance team to ensure the correct IG arrangements are in place and are compliant with GDPR requirements. We would then work with information teams to get the data itself, beginning with historic data and then setting up forward data feeds. Data loading and validation: Once we have received all the data we would load it into the tool ready for validation. We would then work with local information teams to ensure that the initial outputs from the tool are inline with the data provided. Embedding and socialising: Lastly, we will introduce local teams to the tool, provide training materials, and advise on its integration into local processes and working practices.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats:
  • Word
  • PowerPoint
  • Excel
• End-of-contract data extraction: All user-generated content can be extracted from the tool at any time while users have access. Additionally, at the end of the contract, CF can extract users' data (a mix of JSON and flat CSV file formats), potentially for an additional fee depending on the scope of the request.
• End-of-contract process: At the end of the contract and at the customer's request, all data associated with the customer will be deleted. This is included in the price of the contract. Additionally, data extracts may be provided but these may incur an additional fee.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: We design the interfaces of our tools with the sufficient techniques under the overall use of colour; text, background, and foreground colours. We ensure the right contrast ratio, text sizing and spacing. The contents of the tools are presented with a qualified functionality without loss of information.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: None
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Interactive web app
• Accessibility standards: None or don’t know
• Description of accessibility: We design the interfaces of our tools with the sufficient techniques under the overall use of colour; text, background, and foreground colours. We ensure the right contrast ratio, text sizing and spacing. The contents of the tools are presented with a qualified functionality without loss of information.
• Accessibility testing: Available on request
• API: No
• Customisation available: Yes
• Description of customisation: All CF software is designed to be modular and is continuously updated to meet user requirements. Users can customise the forward planning element of the service by selecting alternative modelling approaches and assumptions. The service can be customised to integrate relevant data sources which the system can provide in a consistent and timely manner. Furthermore, CF continually seeks user input and feedback and maintains a forward roadmap of functionality upgrades.

Scaling

• Independence of resources: We have built our platform on the Amazon Web Services cloud platform, ensuring fast, scalable computing capacity to meet short-term peaks in user demand. All logs and requests are collected in CloudFront.

Analytics

• Service usage metrics: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Staff screening not performed
• 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:
  • 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: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Views within the tool have a built-in export feature which generates a CSV file containing the data being viewed for download to the user's computer.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: We anticipate that the service will be routinely available between 9am-5pm. Service upgrades may take place outside of these hours; clients would be notified within 72 hours of the event. Availability cannot be guaranteed in circumstances where the quality data provided is poor or if the client fails to provide data according to the agreed implementation plan.
• Approach to resilience: The data centres we use are built to physical, environmental, and security standards in an active-active configuration, employing an $n+1$ redundancy model, ensuring system availability in the event of component failure. Components (N) have at least one independent backup component. All data centres are online and serving traffic. In case of failure, there is sufficient capacity to enable traffic to be load-balanced to remaining sites within the EEA.
• Outage reporting: The status of the service is monitored by our product team. Additionally we use 'Data Dog' to monitor infrastructure and services. Any outages are reported by e-mail to all registered users of the service. Planned outages are indicated in advance with a start and end period. Unplanned outages are reported with expected resolution times.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Management interfaces are restricted to authorised users only, as nominated by the customer. Authorisation is provided manually by Carnall Farrar staff for security purposes. Support channels are restricted to authorised users with an active account.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: 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
• Information security policies and processes: In accordance with ISO 27001 we have an Information Security Management system (ISMS) that sets out the overall approach to information security and the processes we follow, encompassing the Information Security policy. There is a regular ISMS review meeting that reviews the functioning of the ISMS, and progress against actions arising from internal audit and external ISO assurance visits. An annual review of the ISMS itself ensures its continuing suitability and correct implementation. Annual internal audit is used to ensure policies are being followed and identify any remedial actions required. To support the effective delivery of information security, we train all staff on induction, and as part of annual Information Governance refresher training. This approach delivers against our Information Security policy. Data security protocols are agreed with the client at mobilisation, including the escalation pathway should any contraventions of data security be identified. We record and risk assess all data breaches and have a systematic process for breach management: 1. Assess the impact of the breach and notify client lead and internally 2. Agree an action plan with the client, including communicating to anyone affected 3. Ensure future risks are mitigated via improved controls, e.g. further staff training and education.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Changes to the service are tracked by industry-standard version control systems. All proposed changes to the service are tested rigorously in a development ‘sandbox’ for functionality, security and usability. Significant changes are also tested with a sample of customers and are announced by e-mail ahead of activation.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Our cloud hosting provider performs vulnerability scans on the host operating system, web applications, and databases supporting the service. Approved third party vendors conduct external assessments at least quarterly. Identified vulnerabilities are monitored and evaluated. Countermeasures are designed and implemented to neutralise known/newly identified vulnerabilities.; ; Our cloud hosting provider monitors newsfeeds/vendor sites for patches and receives customer intelligence via a reporting portal.; ; Additionally, we undertake regular penetration testing and unit testing to identify any hidden vulnerabilities. Any patches required to the service can be deployed within hours or days depending on the severity of the vulnerability.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We use CloudFront as our monitoring and security platform for all our cloud applications.; ; Near real-time alerts flag potential compromise incidents to staff for immediate response if necessary.
• Incident management type: Supplier-defined controls
• Incident management approach: At the outset of a project, data security protocols are agreed with the client, including an agreed escalation pathway should any contraventions of data security be identified. We maintain a full log and risk assessment of any data breaches. Our systematic process for breach management:; ; Assess impact and notify the accountable partner, client lead and Data Protection Officer; ; Agree action plan with client, including communicating to those affected and ensuring damage is contained, implemented at our cost; ; Correct problem that led to breach; ; Ensure future risks are mitigated via improved controls, e.g. further staff training.
• 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: Yes
• Description of free trial: Due to the nature of the product we cannot provide an online free trial service. However, we can provide time-limited access to example data.

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 10%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 10%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Anne Grady - BM Trada
• ISO/IEC 27001 accreditation date: Wednesday 21 January 2026
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Andy Barnett - BM Trada
• ISO 9001 accreditation date: Tuesday 2 December 2025
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: B01fae84-087b-4862-addf-5a08b613375f
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Cf2ead6c-ffce-4ac7-bb72-c8e6fa74cdbe
• Other security certifications: Yes
• Any other security certifications: ICO Certification

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
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

    Policy Outcome 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 contracts@carnallfarrar.com. Tell them what format you need. It will help if you say what assistive technology you use.