GLOW NEW MEDIA LIMITED

SafeTeam Guardian - lone worker safety system, app and platform

SafeTeam Guardian is an NHS specific, lone worker solution, offering unique compliance, operational improvement and NetZero benefits. The solution deploys en masse, over the air to existing NHS smartphones, typically with >65% increase in compliance and 80% of users feeling safer.

Features

• NHS specific, designed with and for mobile healthcare practitioners
• Real time location of smartphone
• Alert direct delivery - no external Alarm Receiving Centre
• Custom Standard Operation Procedure (SOP) delivery with alert
• No additional hardware required - works with existing NHS smartphone
• En masse remote deployment over the air, easy user management
• Innovative reporting - patient contact duration, frequency, integration
• Releases capacity - milage claim automation
• NetZero live data - exact engine carbon data
• Inbuilt training & compliance

Benefits

• Proven in NHS, suited to NHS environment
• Real time situational awareness, better decisions, better operations
• Brings alarm handling in-house, no false alarm charges
• Improves compliance with your Standard Operating Procedure
• Low deploy/maintain cost, High adoption, easy to manage
• Ensures effective uptake and use
• Evidencing activity and patient contact made easier
• Allows better use of limited resources
• ccurate recent NetZero data to meet NetZero goals
• Training compliance >92% at divisional scale

• 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 phil@glow-internet.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

710466548120615

Contact

Philip Blything
+441517079770
phil@glow-internet.com

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
  • Public Order and Safety
  • Adult Social Care
  • Children's Social Care
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Uptime Target: We will provide 99.5% uptime; Scheduled Maintenance as documented
• System requirements:
  • Recommend Android 7.1 or better GPS Gyroscope Accelerometer
  • Recent Chrome, Firefox and IE

User support

• Email or online ticketing support: Yes
• Support response times: Same day, usually within an hour or two, during normal business hours.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Support: We provide helpdesk support during office hours 09:30 - 17:30, Monday to Friday under our basic service. This is second line support, with most issues able to be handled by customer trained admin who will provide first line.; ; We do provide technical account management for named contacts.; ; Onboarding / Config.; We offer free of charge onboarding, up to 30 calendar days resourcing (excluding custom development). Additional resource is available at standard day rate - £750 ex VAT.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: We provide excellent remote / online training for both Lone Worker role and Alarm Recipient roles. This training has been described in customer survey as VERY EASY 100%. We have achieved 100% compliance.; If necessary, we can back this up with customised training.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Should users request data export, we will provide managed data export serviced at published rates.
• End-of-contract process: SafeTeam Guardian is provided as Software as a Service.; Charges are based on number of users and should a customer wish to end contract, it's easy for them to remove the app software from phones, centrally using their MDM. Alternatively, they can remove user accounts from the web control system or ask us to do that.; If required, we can provide customer data and destroy data.
• Documentation accessibility standard: WCAG 2.2 A

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: They serve different purposes.; 1. Mobile App is used by the lone worker.; 2. Browser App is used to manage mobile users
• Service interface: Yes
• User support accessibility: WCAG 2.2 A
• Description of service interface: Mobile App. Intentionally minimal UI.
• Accessibility standards: WCAG 2.2 A
• Accessibility testing: Service is provided through the web management system. This is browser based, easy to use and has inbuilt help.; ; UI interactions were specifically minimised for this and other reasons.; Haptic feedback is provided.; ; Minimal use of UI, day to day, with only ON/OFF duty and activating an alarm being the only user input from the Lone Worker App.; Everything else does not require UI input.
• API: No
• Customisation available: Yes
• Description of customisation: No customisation is required or provided for standard mobile app user.; ; For managers only:; Customisation of Standard Operating Procedure is available during on-boarding. Custom setup of locations, radius and preference are available and supported.; Per business case, the supplier may be able to customise the service for the client. For example adding or removing reports or features.; ; The Client may configure access level and SOP content.

Scaling

• Independence of resources: Most users use an installed Mobile App. This is specifically designed to use local resources, distributing computational load.; ; Where information is transmitted to the server layer, bandwidth requirements are low.; ; The system is isolated so resources are not shared.; The hosting environment is scalable and currently provided by healthcare trusted hosting environment specialists AIMES/ARO.; Multiple Redundancy; Application Architecture; Regular Testing; Stress Testing

Analytics

• Service usage metrics: Yes
• Metrics types: From within the manaegment application:; User counts; Last Seen; Alarm Events; Stand Down Events; SOS Recipeints; Time Worked; Time At base; Time at Patient Location; On Duty milage / mode of transport; Carbon used / saved; Trained User Compliance
• Reporting types:
  • Real-time dashboards
  • 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: 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: Yes
• Datacentre security standards: Managed by a third party
• 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 another standard
  • Other
• Other data at rest protection approach: Our current cloud partner, AIMES / ARO meet the NHS criteria for information security and governance. AIMES (Organisation Code 8J121) complete the Department of Health’s Information Governance Toolkit on an annual basis and our version 14 .1 submission for 2017/2018 has been reviewed and classed as meeting the NHS criteria for information security and governance (Level 3).
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Your data is yours. We will return your data to you and delete it, should you require, within 30 days of your request. We reserve the right to charge for our time in servicing such a request, at published rates and may exclude our proprietary or derived data. We reserve the right to delete your data after 30 days of cancellation.
• 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)
  • Legacy SSL and TLS (under version 1.2)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: Uptime Target: We will provide 99.5% uptime for the service, excluding any planned maintenance.; Refunds: If we fail to meet the uptime target, we may provide a refund, on a pro rata basis, should you request.
• Approach to resilience: This information is available on request.
• Outage reporting: By email

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Other user authentication: We require strong passwords:; RequiredLength = 8,; RequireNonLetterOrDigit = true,; RequireDigit = true,; RequireLowercase = true,; RequireUppercase = true,
• Access restrictions in management interfaces and support channels: Most roles have very limited access.; All users must authenticate using 2FA.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • 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: At least 12 months
• Access to supplier activity audit information: You control when users can access 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: Other
• Other security governance standards: Cyber Essentials
• Information security policies and processes: Our security policy covers various aspects including; ; - Joiners, leavers process; - Asset management; - Access Control; - Data processing; - Data storage; - Network security; - Communication Security; - Risk log; - Escalation; - Compliance; - Review; ; Our staff report directly to our directors.; ; We periodically audit our compliance with these policies annually. Where possible we supplement our audits with automated software.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Changes to software are tracked in our version control system, Microsoft Azure Devops.; ; All tickets are logged and tracked within our digital systems.; ; Project management and task lists are recorded in the project tracking software (currently Jira from Atlassian).; ; The security impact of changes is discussed at design, development and deployment stages. If appropriate security impact is discussed at board level
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We have an in house software development team. Security patches to software can be deployed rapidly as we use continuous integration and one click deployment through Microsoft Azure Dev Opps.; ; Our server infrastructure runs operating systems supported by Microsoft and is regularly patched.; ; We use software to assess threats to our infrastructure (currently Nexpose Community Edition). We also audit compliance to our security policy.; ; Potential threats are either resolved immediately or logged and prioritized in our risk log.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Only staff that require access to sensitive data are provided with access.; ; We routinely carry out security awareness sessions with all our staff.; ; Security breaches (or near misses) are logged in our incident log. They are escalated to director level or to the ICO if required.
• Incident management type: Supplier-defined controls
• Incident management approach: Incidents are recorded in our incident log.; ; Incidents are reviewed periodically (or more quickly if escalated) and then assessed by our team. Learning points are recorded and decimated.; ; Our incident log is available on request.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: We offer a limited, 90 day evaluation without charge.
• Link to free trial: Please Ask.

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 2.5%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 7.5%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 15%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 4a1a45d0-0987-403e-832b-8aefe7634894
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• 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
    • 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
    • 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
    • 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 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
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • 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

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

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

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • 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
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery

  • 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 phil@glow-internet.com. Tell them what format you need. It will help if you say what assistive technology you use.