SYSTEM C HEALTHCARE LIMITED

CareFlow AI

CareFlow AI is transforming healthcare by improving outcomes, streamlining services, and supporting clinicians on the front line. Using ambient voice technology and deep integration with CareFlow Electronic Patient Record (EPR), it automates workflows and documentation – reducing cognitive load and freeing time for patient care.

Features

• Securely captures real-time conversations between clinicians and patients.
• Generates accurate draft clinical and patient letters for review.
• Allows immediate review, authorisation and letter dispatch.
• Structured outputs populating Transfer of Care data, shareable instantly.
• Supports NHS ToC standards compliant messaging with fallback mechanisms.
• AI-assisted administrative/clinical coding; automating Clinical Outcome data (e.g. RTT Procedures).
• Supports HIMSS EMRAM, DCF, and NHS digital-first goals.
• User-specific localisation of 'Words and Phrases' dictionary to improve speech-to-text.
• Trusted governance; leverages existing System C compliance and security.
• Functionality is extensible to other hospital workflows (e.g. ED, Discharge).

Benefits

• Allow more patients seen per clinic, with clinical time/cost savings.
• More clinician engagement, less screentime; automation returns time to care.
• Expedite GP/patient communication, ensuring better care, earlier intervention, reduced delays.
• Reduce Third-Party costs of handling GP/Patient Engagement Platforms' digital messaging.
• Improve medical vocabulary and communication accuracy; saving time correcting transcriptions.
• Boost automated revenue capture, preventing loss & reducing administrative burden/chasing.
• Improve efficiency and data capture/quality by documenting multi-disciplinary input.
• Distribute approved letters within hours to recipients (GP and patients).
• Faster follow-up: immediate access to clinic letters and outcomes.
• Native EPR integration; faster deployment and seamless adoption across workflows.

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 sales@systemc.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

677395542461636

Contact

David Haslewood
+44 (0)7407 731753
sales@systemc.com

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Our CareFlow EPR platform (minimum requirement is our CareFlow PAS EPR).
• Cloud deployment model: Hybrid cloud
• Service constraints: CareFlow AI requires an active internet connection to function. In case of temporary connectivity loss, audio recordings are stored locally in the browser cache (encrypted with AES-GCM) and queued for upload when connectivity is restored. The service requires CareFlow EPR (PAS version 5.0.59.14 or later, Workspace version SCNWEB_4.7.1 or later) as a prerequisite and is designed for NHS outpatient consultation settings. Audio capture requires an omnidirectional USB condenser microphone with minimum 3m range. The service supports English language transcription only.
• System requirements:
  • CareFlow EPR (PAS version 5.0.59.14 or later)
  • Workspace version SCNWEB_4.7.1 or later
  • Omnidirectional USB condenser microphone with minimum 3m range
  • CareFlow Document Exchange

User support

• Email or online ticketing support: Yes
• Support response times: System C provides support via the System C Helpdesk using the Jira online call logging system. Response times vary by priority: Priority 1 (system down/clinical risk) - immediate response with 4-hour resolution target; Priority 2 - response within 4 hours, 24-hour resolution target; Priority 3 - response within 1 business day, 30-day resolution target. Weekend response times may differ, with critical incidents covered through an on-call escalation process.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes
• Support levels: Standard CareFlow AI support is provided via the System C Helpdesk using the Jira online call logging system. We offer standardised Service Level Agreements (SLAs) for priority-based incident resolution: Priority 1 (system down or clinical risk) - target resolution within 4 hours; Priority 2 incidents within 24 hours; Priority 3 within 30 days; Priority 4 within agreed timescales. Support is available during standard business hours with extended coverage for critical issues. The service includes proactive monitoring via LogicMonitor and Vilico application telemetry for early detection of issues.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: System C provides comprehensive onboarding support for CareFlow AI. This includes full project plans and a Project Initiation Document (PID), on-site training using a 'train the trainer' approach, user documentation specific to the Ambient AI solution, and eLearning packages. We provide recommended workflows with associated Standard Operating Procedures (SOPs), audio device recommendations (omnidirectional USB condenser microphones), and support for configuring AI content templates and prompt libraries. Zero-footprint deployment enables live implementation in weeks using existing infrastructure.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • Other
• Other documentation formats: SCORM-compliant e-learning
• End-of-contract data extraction: At contract end, System C provides data extraction services aligned with the existing CareFlow EPR data policies. Audio recordings, transcripts, and generated documents follow EPR data retention policies. Data held within the system can be extracted via existing Business Intelligence tools, or System C can provide a data extract in an agreed format. All audit trails of content exchanged with the AI service are maintained as part of the immutable logging system for full traceability.
• End-of-contract process: System C works with the customer to produce a high-level Exit Strategy document and Exit Plan detailing the methodology for data/service transition. This includes: the management structure at contract end, detailed data and service transfer/termination processes, scope of services at contract end, any applicable charges, transition support arrangements, and data sanitisation confirmation. For CareFlow AI specifically, this covers audio recordings, transcripts, AI-generated content, and audit logs in accordance with EPR data policies.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The application is a web based application but hosted within both our current desktop apps but also forwardly compatible with our fully web native app (Workspace v2). In this latter format, it can be run as a PWA app on tablet mobile devices.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: CareFlow AI provides a web-based interface accessed through the CareFlow EPR (PAS and Workspace applications). Key interfaces include: Recording Interface with real-time waveform display and recording controls; Transcription View with live transcript and speaker diarisation; Letter Editor (WYSIWYG) with template selection and formatting tools; Workflow Status tracking; and Administration Interface for template management. The interface is WCAG 2.2 AA compliant and optimised for desktop clinical workstations. It integrates via APIs into the rest of the EPR to send and receive context relevant data and output letters.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: CareFlow AI has been designed to meet WCAG 2.2 AA accessibility standards. The interface is consistent with the existing CareFlow EPR design, which has undergone accessibility review. User interface elements follow intuitive navigation patterns with context-aware features requiring minimal training. The responsive design is optimised for desktop clinical workstations and is Workspace V2 ready, compatible with tablet-based web browsers.
• API: Yes
• What users can and can't do using the API: These APIs form part of the internal mechanics of the service but could be used by a customer if there was ever a requirement to do so.; ; System C has developed several Application Programming Interfaces (APIs) to allow clinical application development. These APIs enable interaction with key functionality.; ; The APIs are hosted as part of the System C software solution. Primary configuration is completed using the main application, after which the APIs can be used to transact with the system.; ; By calling the APIs and providing the appropriate data and application codes, the API will be able to perform the desired function.; ; Individual APIs are designed to support the user performing a specific transactional change to the system. Please note that not all transactions supported via the front-end application are supported within the current API set.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: CareFlow AI supports extensive customisation of AI content templates. Administrators can configure 'Input' templates that instruct the AI to generate specific content sections in specific orders. The system includes an AI Prompt Library with PRSB-standard compliant prompts, and administrators can specify whether sections are mandatory and whether headings are displayed. Custom vocabulary libraries of 'keywords and phrases' can be created for specialty-specific terminology. Template customisation is restricted via Role-Based Access Control (RBAC) to designated administrators only.

Scaling

• Independence of resources: CareFlow AI is built on scalable Microsoft Azure infrastructure. Expected normal concurrent active users per tenant is 50-80, with peak capacity of 150 concurrent active users per tenant. The service uses autoscaling and load balancing to ensure performance is maintained. Monthly usage operates on a Price-per-appointment (PPA) model with contracted overage volumes. The microservices architecture enables horizontal and vertical scaling as required.

Analytics

• Service usage metrics: Yes
• Metrics types: CareFlow AI provides granular usage tracking to support adoption and cost management. Metrics include: number of consultations processed, transcription volumes, letter generation counts, outcome form completion rates, and per-clinician/department usage. The Administration Interface includes built-in analytics for usage tracking. Additional reporting can be accessed through the CareFlow Business Intelligence tools.
• Reporting types: Real-time dashboards
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: 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: Managed by a third party
• 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
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Data from CareFlow AI can be exported through the existing CareFlow EPR Business Intelligence tools. Generated letters and clinical documents are stored in existing EPR document repositories and available in the PAS ECN under 'Letters' as well as the patient summary page in Workspace V2. System C can provide support for extraction activities and, if required, offer additional conversion services at additional cost.
• Data export formats:
  • CSV
  • ODF
• Data import formats: Other
• Other data import formats: N/A

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: 99.5%.; Please see the Terms and Conditions document for the Service Level Availability criteria and Service Credit information should the guaranteed availabilty levels not be met.
• Approach to resilience: Our service is designed with resilience as a core principle. EPR hosting is typically deployed within Microsoft Azure UK regions, leveraging Azure’s built-in capabilities for high availability and fault tolerance. The architecture uses zone redundancy, ensuring workloads are distributed across multiple availability zones to mitigate localised failures. In addition, geo-redundant backups are maintained across separate UK data centers, providing robust disaster recovery options and safeguarding data integrity.; ; To complement this, we implement enterprise-class observability through LogicMonitor, enabling proactive monitoring, alerting, and performance analytics across the entire infrastructure. This ensures rapid detection and resolution of potential issues before they impact service availability.; ; Azure’s infrastructure offers automated failover mechanisms, continuous monitoring, and scalable resources to maintain service continuity even during unexpected events. Security and compliance are aligned with UK government standards, and resilience measures are regularly tested as part of our operational governance.
• Outage reporting: Our service uses a proactive approach to outage reporting and incident management. All outages are recorded as part of our formal incident management process. If a problem is detected, the service desk promptly informs customers through agreed communication channels.; ; To enhance early detection, we employ enterprise-class observability via LogicMonitor and application telemetry through Vilico. These tools are fully integrated into our infrastructure, providing real-time visibility into system health and performance. This integration enables engineers to identify anomalies and potential issues before they escalate, allowing for rapid intervention and minimising service disruption.; ; Currently, outage notifications are delivered directly to customers by the service desk rather than through a public dashboard or API.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Access and security features implement login and password policies via integration with Active Directory (AD). Role Based Access Control (RBAC) capabilities further restrict logged-in users' access to data and functionality. Remote access via the internet would be expected to be facilitated via a customer’s managed Virtual Private Network (VPN). Therefore, the security architecture of the system would not be any different than on the customer's local network. The software will require all users to be configured and for the usernames to match the customer’s AD accounts that control security.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

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: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 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: System C adopts a proactive approach to quality and security management consistent with the broad principles of the ISO/IEC27001 series, ISO 9001, Information Technology Infrastructure Library (ITIL), and industry leading practices. System C proactively identifies the industry and customer related legal and/or regulatory security requirements and incorporates these into the Integrated Management System: Information Security Management System (ISMS). Compliance is monitored by external and internal audits, security monitoring, and process reviews. All personnel, whether employees, contractors, consultants, or visitors, are required to comply with the quality and security guidelines, procedures, and mechanisms, and to confirm compliance annually to ensure that the security guidelines, procedures, and mechanisms are observed in the performance of the company's activities.; ; System C has a Data Protection Officer & Head of Information Governance who manages the board level information governance strategy for the organisation, as well as the day to day activities of the Information Governance Department, ensuring ongoing compliance.
• 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: Configuration and Change Management processes are managed in line with ISO 27001, using the Jira IT Service Management (ITSM) tool. The configuration and change management area of Jira is visible to our customers, allowing them to see Requests for Change (RFCs) and track their progress. As part of the approvals process, a risk assessment is performed to reduce the likelihood of a potential security impact.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: System C subscribes to multiple vendor, supplier, and government (i.e., NHS Digital CareCERT) security advisory emails. All advisories are assessed for risk and applicability to our technology and services, and remedial action (as required) is scheduled accordingly based on this assessment. Routine patches are typically applied quarterly, with any deemed higher risk applied outside of normal cycles (as required based on the risk assessment).
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We employ a comprehensive protective monitoring process using a Security Information and Event Management (SIEM) platform integrated with threat intelligence and telemetry. All activity is continuously monitored by our dedicated 24/7 Security Operations Centre (SOC), enabling rapid identification of potential compromises. When an anomaly is detected, incidents are immediately triaged, containment measures applied, and root cause analysis initiated. Critical incidents are addressed within minutes, ensuring swift mitigation and minimal impact on service availability.
• Incident management type: Supplier-defined controls
• Incident management approach: System C’s Incident Management Process is part of an Information Technology Infrastructure Library (ITIL) v4 Framework with a risk-based approach. Users report incidents using our ITIL-aligned IT Service Management (ITSM) tool, Jira.; ; The Service Desk has full online capabilities for raising, recording, and monitoring issues, including real-time Service Level Agreement (SLA) management.; ; Pre-defined processes are established for major incident, clinical safety, or system down events which trigger internal business alerts to ensure the correct teams are on hand.; ; Users can view the progress of any issue online with real-time updates. Monthly reports can also be provided to the customer.
• Post-quantum cryptography secure: No

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: Yes
• Connected networks:
  • Health and Social Care Network (HSCN)
  • Other
• Other public sector networks: NHS Network (N3)

Pricing

• Discount for educational organisations: No
• Free trial available: No

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: NQA
• ISO/IEC 27001 accreditation date: Friday 25 October 2024
• What the ISO/IEC 27001 doesn’t cover: The scope of System C's ISO27001 and ISO9001 certifications cover the following aspects: 'Activities included and associated with the design, development, installation and support of IT based hospital management systems and Social Care settings, together with associated customer training. The supply of professions services and IT resources to the Healthcare and Social Care sectors including consultancy, feasibility studies, project management, development, installation, test, commission and training of end users'. Aspects external to this fall out of scope.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA
• ISO 9001 accreditation date: Tuesday 13 February 2024
• What the ISO 9001 doesn’t cover: The scope of System C's ISO27001 and ISO9001 certifications cover the following aspects: 'Activities included and associated with the design, development, installation and support of IT based hospital management systems and Social Care settings, together with associated customer training. The supply of professions services and IT resources to the Healthcare and Social Care sectors including consultancy, feasibility studies, project management, development, installation, test, commission and training of end users'. Aspects external to this fall out of scope.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 8d227f48-cb37-45e5-9544-fc4f6951036a
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: C9579ca1-0492-425a-8e4b-b9b63d2fdfdf
• 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 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 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 sales@systemc.com. Tell them what format you need. It will help if you say what assistive technology you use.