SOCRATES SOFTWARE LIMITED

Socrates 360 for Community

Socrates 360 Community provides secure communications with probationers and other communities whilst removing barriers of time, support and location. The service offers easy access to centralised information any time, from educational content to useful resources to assist individuals in the community by providing information and additional support they may need.

Features

• Online or offline, with or without WiFi
• Entirely customisable
• Staff web portal
• Remote check-ins, with location and voice verification
• Video call function
• In-app calendar, with push notifications
• Audit trail accessed via staff portal
• Local services based on location of individuals

Benefits

• Provide customisable information to one, a group or all
• Control user access permissions to ensure safe, appropriate content use
• Schedule remote check-ins with probationers
• Update educational and wellbeing content quickly across all user devices
• Provide essential resources for a successful rehabilitation
• Access reports for one user, a group or all
• Remove travelling and time barriers to support individuals
• Monitor activity of individuals across the app

• 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 james.levy@socrates-software.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

689371012892818

Contact

James Levy
07598947927
james.levy@socrates-software.com

About your service

• Service categories:

  Application Development and Deployment

  Application development

  • Software construction components
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Socrates Software can integrate with third party vendors as required but will rely on those third party vendors for updates, uptime, and security. For example, we are currently integrated with self-service providers and other vendors, allowing their software to be utilised on the Socrates 360 tablets/phones. In cases such as this, we rely on these providers to keep their systems functioning and updated to provide the most up-to-date information. Socrates secure MDM platform is only available on approved hardware.
• System requirements:
  • Smartphones, either Buyer, Individual or Supplier provided
  • WiFi or other connectivity for online functions
  • Software licences purchased by Buyer

User support

• Email or online ticketing support: Yes
• Support response times: All enquiries are promptly responded to. Our team maintains rapid response times during standard operating periods to ensure timely issue resolution. Weekend response times may vary but enquiries are monitored and addressed as quickly as possible depending on urgency and operational requirements.
• 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: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: We provide a fully managed solution, which includes support & software updates for all of our clients (this is included in the overall project costs). Costs are dependent on the size of the facility and number of users/tablets/phones. Each client has a dedicated account manager and we have a technical support team to ensure that any issues/queries are dealt with in a timely manner. The nature of the industries we provide our solutions to (primarily corrections and military) require a high level of support, therefore we provide assistance 24/7, 365 days a year.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We first provide a demo of our services to clients for an overview of all the features available. When the environment and devices are ready, we provide on-site training to staff members to ensure high engagement with the service and devices from both staff members and users. We also provide user guides to assist users through the service features, using a step-by-step approach. Each account has a dedicated account manager to support.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: We will agree with the Buyer and/or the Replacement Supplier a plan for the migration of the Government Data to the Buyer and/or the Replacement Supplier.
• End-of-contract process: Export of customer-owned data at the end of the contract is included. If additional services are required e.g. for bespoke migration this will be charged POA.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Accessible versions of documentation can be provided based on specific need.

Using the service

• Web browser interface: No
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
  • MacOS
  • Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The Socrates 360 Community app is designed for use with individuals in the community. They can easily download the app from an app store, for free, and log in with their phone number or email address. The desktop service is a web browser meant for staff members to perform administrative tasks such as creating users, monitoring user activity, adding/removing documents and resources and contacting the community users.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The desktop service is a web browser meant for staff members to perform administrative tasks such as creating users, monitoring user activity, adding/removing documents and resources and controlling user access.
• Accessibility standards: None or don’t know
• Description of accessibility: Socrates 360 is completely customisable based on client requirements, what users can and cannot access will depend on the customisation.; Users will be able to access and download resources and content directly onto their phones. The content the users are able to access is approved by the client prior to appearing on the phones.; Individuals can log into the app using their phone number, email address or username/password created by staff members.
• Accessibility testing: We use the Accessibility Scanner app (which is the official Android Development best practice) to test and modify our app to comply with the accessibility standard. Whenever possible, we use the Accessibility Test Framework that's built-in to the development tools we use (such as Android Studio) to test for such compliance. We also take advantage of the native accessibility features that come with the OS of the devices we support.
• API: Yes
• What users can and can't do using the API: All aspects of the system are available through a secure API which can be provided to customers and partners, allowing them to automate the interaction between staff and clients/prisoners. This includes account creation, deletion, updating of user records, creation of events/documents/calls/notifications, and an API is available to send user activity data back to a customer or third-party system. This allows the system to be fully integrated with a case management tool or offender management system without the need to use Socrates' web administation portal.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Buyers can customise the services provided by specifying the desired apps to be used on the tablets/phones. The user interface on the tablets/phones is completely customisable, with icons, names, colours as well as folders/sub-folders.

Scaling

• Independence of resources: Services are scaled appropriately and can be scaled on-demand. In addition, for larger installations, separate server instances are provided. Automated monitoring is in place to report on high system load, disk utilisation etc.

Analytics

• Service usage metrics: Yes
• Metrics types: Uptime/availability, service outages, agreed KPI's, number of P1/P2/P3 incidents and resolution time are provided in a Service Management Report.
• Reporting types: Regular reports
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: There is an export option to allow for the export of individual user data. Alternatively an export can be generated for all users on request. There may be a charge for this (POA) based on the size of the request or work involved in extracting the data.
• 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: SLA's are agreed with customers, including any appropriate service credits. Planned downtime and maintenance windows are agreed with customers.; ; Uptime is typically 99.9% or better.
• Approach to resilience: Services in datacentres are geographically diverse spread across multiple Availability Zones. Multiple servers run across these zones providing resilient high availability service provision.
• Outage reporting: Email alerts where applicable.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Access controls are applied using role based access controls (RBAC).
• Access restriction testing frequency: At least once a year
• Management access authentication: Multi-Factor Authentication (MFA)

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 contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 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 policies and procedures are defined in our ISO27001 compliant ISMS and this is verified through internal and external audits.; ; We follow a defence in depth approach and deny-by-default.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Change management is performed in line with ISO27001 controls. Services are version controlled. Security impact is part of the consideration when approving changes as part of the change control process.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We adhere to CyberEssentials patching timescales.; We have a combination of processes for monitoring potential vulnerabilities and threats including automated and enforced patching using an MDM, automated updates and installation, and vulnerability scanning of servers.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Our servers run an agent controlled by our SIEM which performs rootkit detection and vulnerability checks on a regular basis. In addition, all logs are collated by the SIEM and there are rules which are processed that trigger alerts in the event of a particular event, such as a compromised system. If a compromised system is detected support staff will be notified and action taken to mitigate/eliminate the issue.
• Incident management type: Supplier-defined controls
• Incident management approach: Our incident response processes are defined within our ISO27001 ISMS. Users can report incidents via our support ticketing system. Post Incident Reports (PIRs) are provided following an event to explain what occurred, how it occurred, what action has been taken to mitigate the incident and what action has or will be taken to prevent it from recurring in future. These are provided via the support system following the resolution of the ticket.
• 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: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: A free pilot can be conducted for a specific group of individuals/probationers selected by the client. The information available on Socrates 360 would be as comprehensive as possible to allow users access to the full service. Pilot/trial periods depend on the client and size of testing group.
• Link to free trial: N/A

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: LRQA Limited
• ISO/IEC 27001 accreditation date: Tuesday 29 April 2025
• What the ISO/IEC 27001 doesn’t cover: Everything is within scope.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• 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 james.levy@socrates-software.com. Tell them what format you need. It will help if you say what assistive technology you use.