CAPITA BUSINESS SERVICES LTD

Capita Aged Debt Recovery - Orchestration, Automation and Processing

Our solution maximises the collection of aged debt and revenue streams, leveraging advanced tracing technology, debtor profiling and confirmation of employment status. We embed sophisticated data matching and customisable business logic to assign debts to the most appropriate and cost-effective collection strategy, using multiple data points.

Features

Data enrichment using multiple data sources and cleansing protocols
Data matching across multiple sources for validation and scoring
Customisable strategies aligned to local policies and regulatory guidance
Ethical recovery targeting the appropriate and cost-effective recovery methods
Tracing services using validated address, phone & e-mail information
Customer segmentation to score propensity to pay and recovery methods
Employment & benefit insights to identify potential vulnerability
Automated outbound communications to streamline recovery

Benefits

Dedicated specialists providing economies of scale across local government
Streamlines and automates labour-intensive manual processes for straightforward processes
Digitised service & workflows for high volume transactions
Targeted intervention for specific customer segments and hard-to-reach debts
Ethical debt collection by identifying vulnerability and maximising take-up
Improved collection rates through targeted collection strategies

Free trial available

Service documents

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

Framework

G-Cloud 15

Service ID

Contact

CAPITA BUSINESS SERVICES LTD Capita Business Services Ltd
Telephone: 08702407341
Email: engagewithus@capita.com

About your service

Service categories

Applications

Enterprise resource management

Financial

Financial and Accounting Applications

Multi cloud support

Yes

Service scope

Software add-on or extension: Yes, but can also be used as a standalone service
What software services is the service an extension to: This modular solution extends and enhances existing authority systems used for debt management and recovery. It works alongside ERP platforms, Revenues and Benefits systems, and Sundry Debtors applications, supplementing core functionality and offering either individual component services or a fully managed endtoend service.
Cloud deployment model: Public cloud

Community cloud
Service constraints: Our solution is system agnostic and we work with/alongside all major authority software applications so there are no constraints in relation to hardware/software configuration.

Planned maintenance is scheduled outside of regular working hours, and any expected downtime is notified in advance. Monthly patches are typically applied between 5:00 AM and 8:00 AM to reduce inconvenience. In urgent cases, notifications about downtime are provided as a priority. We liaise regularly with client representatives to ensure we are notified of and accommodate downtime of authority systems.
System requirements: Client provision of secure SFTP site for controlled data transfer.

Client access to an existing ERP or purchase ledger system.

All other system components are included within our solution.

Corporate antivirus protection applied using Trellix across all devices.

Microsoft Defender deployed for advanced antivirus and malware protection

User support

Email or online ticketing support: Yes, at extra cost
Support response times: Service level response times vary dependant on the support package required and would be agreed with the client at the outset. We typically aim to respond within 24 hours during standing working hours (Monday to Friday 9am to 5pm).
User can manage status and priority of support tickets: Yes
Online ticketing support accessibility: None or don’t know
Phone support: Yes
Phone support availability: 9 to 5 (UK time), Monday to Friday
Web chat support: Yes, at an extra cost
Web chat support availability: 24 hours, 7 days a week
Web chat support accessibility standard: None or don’t know
How the web chat support is accessible: Capita ensures webchat accessibility by adhering to recognised accessibility standards such as the Web Content Accessibility Guidelines (WCAG). Webchat platforms are designed with clear navigation, readable fonts, and high-contrast colour schemes to support users with visual impairments. Keyboard navigation is fully supported, allowing users who cannot operate a mouse to interact easily. Additionally, compatibility with assistive technologies, such as screen readers, is prioritised throughout the development process.
Web chat accessibility testing: Capita regularly reviews and tests its webchat solutions to identify and resolve potential barriers, ensuring an inclusive experience for all users, regardless of ability or device. To ensure accessibility, Capita has conducted usability testing sessions involving users of various assistive technologies, such as screen readers, voice recognition software, and alternative input devices. Feedback from these sessions has informed ongoing improvements.
Onsite support: Yes, at extra cost
Support levels: We can provide standard support at an additional cost, Monday to Friday 09:00 – 17:00, excluding public holidays. Support includes assistance with general queries, technical issues, and guidance on service usage.

On a contract-by-contract basis, we routinely assign a nominated contact point from our Client Relationship Team. This individual acts as the primary point of contact for general and technical questions in order to ensure continuity and personalised service. This is part of our standard operating model and is provided at no extra cost.

We do not provide a dedicated Technical Account Manager or Cloud Support Engineer as part of our standard offering. However, our Client Relationship Team escalate technical matters promptly to appropriate specialists and monitor these to ensure they are resolved in a timely fashion.

Additional support over-and-above this would be in line with the following day rates:

Application technical consultant: £465;

Senior application technical consultant: £616
Support available to third parties: Yes
AI chatbot: No

Onboarding and offboarding

Getting started: Before service delivery begins, we work closely with client representatives to plan, agree, and implement the call off project. A Capita contract manager is allocated to coordinate activity throughout implementation and transition to business as usual, providing regular updates to ensure a shared understanding of requirements, timescales, and deliverables. This includes:

Agreement of a joint project plan aligned with the authority’s delivery capacity;

Provision of service documentation covering setup, data transfer protocols, and operational guidance;

Training for authority staff on automated workflows, outcomes, reporting, and work item status, supported by workshops and online training sessions;

Setting up data transfer processes and a walkthrough of data preparation, secure transfer methods, and interpretation of outputs;

Refining recovery processes to reflect local policies, demographics, and strategic priorities;

Agreement of reporting requirements, including format and frequency;

An initial data cleansing exercise validates data integrity and consistency. This includes identifying aged or uncollectable debts that may be suitable for write off. The outcome provides a clear starting point for agreeing service targets and determining the most appropriate recovery methods.
Service documentation: Yes
Documentation formats: PDF
End-of-contract data extraction: Our software acts solely as an orchestration layer and never becomes the system of record. All data processed through the service is passed back into the authority’s core systems throughout the contract. Any data stored in Capita systems for profiling or segmentation is securely destroyed at contract end in line with agreed retention and destruction protocols.

At exit, we provide a comprehensive management information pack detailing work in progress, case statuses, and recommended next steps to support ongoing recovery activity. This ensures continuity and enables the authority to maintain momentum after transition.

All files are returned in the agreed format, using a secure transfer route. Handover arrangements are simple, secure, and fully transparent, ensuring that clients retain full ownership and complete oversight of their data throughout the exit process.
End-of-contract process: At the end of the contract, all data held in Capita applications is securely purged in line with agreed retention and destruction requirements. Any additional information that the client wishes to retain can be exported in the agreed format and transferred through a secure channel. We also provide a final management information report detailing work in progress, case statuses, and any recommendations to support continued recovery activity.

Apart from the secure transfer of data, where required, and provision of the final management information report, no further transition activity is needed. All end of contract actions described above are included within the price of the contract and there are no additional costs associated with service exit.
Documentation accessibility standard: WCAG 2.2 AA

Using the service

Web browser interface: Yes
Supported browsers: Microsoft Edge

Chrome
Application to install: No
Designed for use on mobile devices: No
Service interface: Yes
User support accessibility: None or don’t know
Description of service interface: The service is accessible via an interface using the route that best meets client requirements, via SFTP, VPN Tunnels and APIs. We support flexible approaches to data exchange in terms of systems, frequency, and reporting. All data sharing follows agreed security protocols and industry standards

For the purposes of providing data, files are prepared by the client in the agreed format and transferred via the secure channel. We support flexible scheduling for uploads and provide confirmation upon receipt. No additional software is required, and the process integrates seamlessly with existing authority systems.
Accessibility standards: WCAG 2.2 AA
Accessibility testing: N/A
API: No
Customisation available: Yes
Description of customisation: What can be customised: we work with clients at the outset to design a bespoke strategy for handling their data, allowing customised batch processes and bespoke file outputs. In addition to data processing rules, output formats and integration points, we agree and document procedures customised to accommodate factors such as:

parameters set by the collection strategy and relevant policies relating to anti-poverty initiatives, economic regeneration etc.;

a hierarchy of recovery options predicated on cost and efficacy. For more expensive or protracted recovery methods for higher value debts, we would normally expect to make recommendations to the client before proceeding (for bankruptcies, charging order, Court action etc.).

How users can customise: we collaborate closely with clients during implementation and on an ongoing basis to define their specific requirements. We use a standard questionnaire to gather information about recovery strategies, local factors relating to vulnerable customers as well as key stakeholders such debt advice agencies, other Council services and/or third parties who assist customers in financial difficulty.

Who can customise: we identify designated stakeholders/client representatives at the outset who would be responsible for setting these customisable parameters and defining the overall priorities/aims of the service.

Scaling

Independence of resources: Capita protects service performance through structured capacity planning and pipeline management. We review resource allocation and monitor workloads continuously to maintain service levels across all projects. This includes forecasting demand trends, identifying peak periods, and planning for fluctuations in activity.

Our operational model uses workload balancing and prioritisation to optimise throughput and minimise delays. When demand increases, we assess available capacity and adjust scheduling accordingly. These measures ensure that users are not affected by activity from other clients and that performance remains consistent.

Analytics

Service usage metrics: Yes
Metrics types: At the initiation of each project, the Capita contract manager would agree SLAs for the timing and frequency of reports, data and information. We have a range reporting templates that we adapt to meet client requirements.

Standard MI reports would be agreed and typical metrics used in our reporting suite include: 

Performance against KPIs;

The volume and value of debt at each stage of the recovery process;

Collection rates in percentage and cash terms for each customer segment;

Number and values of debts put forward for write-off;

Volume, details and outcomes of complaints and appeals;

System availability and performance.
Reporting types: Real-time dashboards

Regular reports

Reports on request
Resource tagging: Yes
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: Supplier-defined controls
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 another standard

Encryption of all physical media

Other
Other data at rest protection approach: All data at rest is encrypted using AWS Key Management Service. We use dedicated, isolated, single tenant environments to ensure segregation of client data. Access to data is tightly controlled through role based access controls and Data Fabric row level security. Data remains within UK regions, with no overseas transfer unless contractually required. These measures provide strong protection for all data stored within the service.
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: Users can export their data via SFTP, VPN, or APIs, using the route agreed during onboarding.

The solution automatically ensures the authority’s core system of record is kept up to date. All transfers comply with security standards, with file formats agreed in advance.

No additional software is required, and confirmation of successful delivery is provided after each transfer.
Data export formats: CSV
Data import formats: CSV

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

Legacy SSL and TLS (under version 1.2)
Data protection within supplier network: TLS (version 1.2 or above)

IPsec or TLS VPN gateway

Legacy SSL and TLS (under version 1.2)

Availability and resilience

Guaranteed availability: Service availability is managed through robust operational processes and proactive capacity planning. Availability Service Level Agreements (SLAs) are defined on a case-by-case basis, tailored to the specific requirements of each engagement. This approach ensures alignment with client expectations and the complexity of the service being delivered.

Where an SLA is agreed, it will specify the target availability level, monitoring approach, and reporting frequency. In the event that agreed availability levels are not met, any remedies or service credits will be outlined within the individual contract terms. These provisions are designed to reflect the scope and nature of the service, ensuring fairness and transparency.

Capita does not apply a one-size-fits-all SLA model; instead, we work collaboratively with clients to establish realistic and achievable availability targets that support operational continuity. This flexibility allows us to accommodate varying workloads, peak demand periods, and bespoke service configurations.
Approach to resilience: This information is available on request.
Outage reporting: In the event of a service outage, Capita will notify affected users promptly via email or telephone within 24 hours of the outage being identified. We do not currently provide a public dashboard or API for outage reporting. We will nominate managers responsible for urgent communications when managing incidents or outages (along with client counterparts). They will have nominated alternates and out-of-hours contact details and maintain regular communication in the event of any disruption or outages. This communication will include details of the issue, the impact on service, and steps taken to resolve it.

For critical incidents, escalation procedures are in place to prioritise resolution and provide regular updates until service is restored. Post-resolution, a summary report outlining the cause, corrective actions, and any preventative measures will be shared with the client.

Identity and authentication

User authentication needed: Yes
User authentication: Multi-Factor Authentication (MFA)

Username or password
Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is restricted through a combination of user roles and security groups. Each user is assigned a role that defines their permissions, ensuring they only access functions relevant to their responsibilities. Security groups provide an additional layer by segmenting users based on organisational requirements, preventing unauthorised access to sensitive areas. Role-based access control (RBAC) and group policies are enforced consistently, and changes are logged for audit purposes. This approach minimises risk, maintains compliance, and ensures that only authorised personnel can perform administrative tasks or access privileged support channels.
Access restriction testing frequency: At least once a year
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: 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: Capita follows a formal, extensive, and independently certified set of information security policies and processes. These include:

An ISO27001 aligned information security management system;

Cyber Essentials Plus certification;

Controls aligned to the NIST Cyber Security Framework and NCSC cloud security principles;

Comprehensive security policies covering IT, data, networks, cloud, incident response, and supply chain;

Rigorous threat, risk, and compliance oversight;

Regular audits, penetration tests, and continual monitoring across environments.

These policies and processes provide a mature governance structure appropriate for public sector environments requiring high levels of assurance and evidential control.
Software Security Code of Practice: Yes

Operational security

Configuration and change management standard: Supplier-defined controls
Configuration and change management approach: Capita operates a mature change management process underpinned by ITIL best practice. We use an integrated change, incident, problem, configuration, and knowledge management.

All components are tracked throughout their lifecycle to maintain accurate configuration records;

Changes undergo formal risk assessment using an approved methodology to identify potential security impacts;

Security requirements are defined during project analysis and reviewed throughout the product lifecycle;

Policies and procedures are regularly audited by independent assessors to ensure compliance and robust governance.
Vulnerability management type: Supplier-defined controls
Vulnerability management approach: Capita operates a comprehensive vulnerability management process as part of its ISO27001 aligned information security management system. Threats are identified, assessed, and managed through:

• Regular security testing;
• Scheduled vulnerability scanning;
• Formal risk assessment of identified issues.

Patches are deployed in line with the Capita Group Patch Management Standard, which applies to all operating systems and applications across Capita environments. Patching is performed regularly, supported by internal vulnerability testing and external penetration testing.

Threat intelligence is sourced from:

• Enterprise threat intelligence tools;
• Industry standards and guidance;
• External security specialists.
Protective monitoring type: Supplier-defined controls
Protective monitoring approach: Capita uses protective monitoring by:
•Automated Monitoring Systems;
•Event Logging;
•Alerting and Review;
•Retention of security logs.
Potential compromises are identified through continuous monitoring and automated alerts.
Capita’s Crisis Management Team operates in three defence tiers (Bronze, Silver, Gold). They coordinate responses and communicate updates to clients and regulators. All cyber/information security incidents, including breaches, must be promptly logged on Capita’s Incident Management Portal, Protiviti, according to risk-based timescales.
The response times for logging incidents on the Protiviti portal are as follows:
•Critical/High Risk: Within 24 hours of incident identification;
•Medium Risk: Within 48 hours;
•Low Risk: Within 72 hours.
Incident management type: Supplier-defined controls
Incident management approach: Capita follows a formal incident management framework, including the Capita Group Cyber Incident Response Standard. The Crisis Management Team operates at three levels (Bronze, Silver, Gold) with members from across the business. Incident response plans are tested yearly.

Incidents are recorded in a central portal (Protiviti), with reporting timelines based on severity (24–72 hours). Access to the portal is secure and restricted.

Clients and risk teams are notified of incidents. A root cause analysis is conducted, and a final report is shared with clients. Lessons learned are documented, and significant incidents involve ongoing client communication until resolved.
Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

Connection to public sector networks: No

Pricing

Discount for educational organisations: No
Free trial available: Yes
Description of free trial: The free version is limited to proof-of-concept assessments, which are reviewed individually. It includes basic evaluation of feasibility and scope but excludes full implementation, ongoing support, and advanced features. There is no fixed time period; availability depends on project complexity and approval following the case-by-case assessment.

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: BSI
ISO/IEC 27001 accreditation date: Sunday 20 December 2026
What the ISO/IEC 27001 doesn’t cover: The following is covered by the scope of the certificate; the delivery and support of CCS IT infrastructure, operations, architecture and associated compliance and facilities management undertaken within the UK data centres.
ISO 28000:2022 certification: No
ISO 9001 certification: Yes
Who accredited the ISO 9001 certification: BSI
ISO 9001 accreditation date: Wednesday 6 November 2024
What the ISO 9001 doesn’t cover: The certificate does not cover services not aligned to managed IT, hosting, software support or defined consultancy lines. Client activities that sit entirely outside the described service model.
Quality management systems (QMS): Yes
CSA STAR certification: No
PCI certification: No
Cyber essentials: Yes
Please provide your Cyber Essentials Certificate Number: Bdb56135-0d75-4200-a4a2-869acbccdc14
Cyber essentials plus: Yes
Please provide your Cyber Essentials Plus Certificate Number: 4d6a0d65-e626-4733-98e8-c2366950db47
Other security certifications: Yes
Any other security certifications: ISO 22301 Security and Resilience Business Continuity Mangement

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

Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce

Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary

Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible

Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors

Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract

Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas

Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications

Volunteering opportunities for staff

Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors

Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented

Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling

How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.

How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain

How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk

Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges

Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications

Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals

Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals

Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)

Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain

Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder

Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees

Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual

Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract

Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations

Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)

Plans for positive actions with community groups.

Measures 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

Request an accessible format

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Capita Aged Debt Recovery - Orchestration, Automation and Processing

Features

Benefits

Pricing

Service documents

Framework

Service ID

Contact

About your service

Service scope

User support

Onboarding and offboarding

Using the service

Scaling

Analytics

Resellers

Staff security

Asset protection

Data importing and exporting

Data-in-transit protection

Availability and resilience

Identity and authentication

Audit information for users

Security governance

Operational security

Secure development

Public sector networks

Pricing

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

Non-mandatory Standards and certifications

Social value

Service documents