SELF SERVICE SOFTWARE LTD

pointOne EPOS (SaaS) for Arts & Culture Venues

pointOne EPOS is a point of sale platform designed for theatres, arts and cultural venues. It connects food and beverage, retail and ticketing integrations within a single system, providing real-time reporting, flexible configuration, sector-specific integrations and managed ongoing support.

Features

• Real-time sales, stock and performance reporting dashboards
• Integrated food and beverage transactions with ticketing CRM
• Secure user access with permissions and role controls
• Offline mode to continue trading without internet disruption
• Menu, product and price configuration without development work
• Integrated payments and membership management functions
• Multi-site control with centralised management tools
• API integrations with common CRM, ticketing and finance systems
• Mobile handheld terminals supported for pop-up and roaming sales
• Detailed audit logs for transactions, staff actions and cash movements

Benefits

• Reduce manual admin and speed up sales processing for staff
• Improve visitor experience with fast, seamless point-of-sale transactions
• View live performance data to make informed operational decisions
• Manage stock accurately to reduce loss and increase profitability
• Configure menus and pricing quickly without specialist technical help
• Scale effortlessly across multiple venues with centralised control
• Integrate systems to remove double entry and data silos
• Improve revenue capture across retail, catering, ticketing and bars
• Monitor operations anywhere, enabling remote management and oversight
• Increase visitor spend through frictionless payment and upsell prompts

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 steven.rolfe@kurvekiosks.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

730029745651845

Contact

Dominic Giblin
07794634516
steven.rolfe@kurvekiosks.com

About your service

• Service categories:

  Applications

  Customer relationship management

  • Digital commerce
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Hybrid cloud
• Service constraints: The service requires compatible POS hardware, tablets or terminals to operate reliably. A stable network connection is recommended for real-time reporting, cloud sync, stock movement and multi-site visibility. Core trading functionality can continue offline, but certain features will become limited until reconnection. Planned maintenance and updates may occur during low-traffic hours, with notice provided in advance. Integrations depend on third-party system availability and API performance. On-premise deployments require compatible server specifications, operating system and security configuration. Performance may vary if used outside recommended hardware or network conditions.
• System requirements:
  • Reliable internet connection for cloud sync and live reporting
  • Compatible POS terminal, tablet or touchscreen device required
  • Stable local network for device communication and peripherals
  • Receipt printer, cash drawer or card terminal if required
  • Adequate Wi-Fi coverage across trading areas
  • Supported operating systems must be current and maintained
  • Local server required only for on-premise deployments
  • Fixed tills require wired network connection, not Wi-Fi only
  • Network outage limits cloud features until reconnected
  • Card payment devices require certified payment integrations only

User support

• Email or online ticketing support: Yes
• Support response times: We provide support 8am–11pm, seven days a week, 364 days a year. Support is available via email, WhatsApp, and telephone. Tickets are categorised by severity, with urgent issues responded to within 15 minutes and normal issues within one hour. If a ticket is raised outside of support hours, it is handled at the start of the next working period. Users receive a ticket reference and updates until resolution. Response speeds may vary during weekends and evenings but critical issues are prioritised for immediate action.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: We provide structured support with tiered response targets based on severity. Tickets can be logged via email, WhatsApp or phone and will be acknowledged with a reference. Standard support operates 8am–11pm, 7 days a week, 364 days a year. ; ; Severity levels:; ; • Urgent – critical issue preventing trading. Target response 15 minutes.; • High – systems degraded or partially impacted. Target response 30–60 minutes.; • Normal/Medium – non-critical issues, configuration and user queries. Response same working period.; • Low – development or enhancements, response within 7 days. ; ; Onsite visits are available where remote support cannot resolve the issue. Onsite support may incur additional charges depending on contract type. Hardware replacement, consumables and third-party repairs may be chargeable. ; ; A dedicated support team is available for technical escalation. Technical account managers or cloud engineers may be assigned for complex deployments or multi-site organisations.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide a hands-on onboarding process led by an experienced project team that has implemented EPOS systems in theatres and arts and culture venues for over a decade as our primary core customer. Installation and configuration are delivered as a white-glove service, with around 70% of menu and product setup completed in advance to accelerate go-live. The remaining configuration is completed during training, allowing users to learn directly within their own environment.; ; Training is delivered onsite as standard. Data sheets are supplied for menu and product entry, and workflows are reviewed to align the system to venue operations. Training is typically delivered in smaller groups to management and key staff, who then cascade knowledge internally using a train-the-trainer approach. Installation projects typically run from one to several days depending on scale and modules.; ; Throughout onboarding, an account manager remains involved to ensure everything agreed during the sales process is delivered as scoped, and to provide continuity into the support phase once live.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Users can export data directly from the system at contract end. Sales history, product lists, pricing, stock values, customer and membership information can be downloaded through reporting tools or exported as CSV or spreadsheet files for use in external systems. If required, pointOne can provide guided data extraction support to ensure all relevant datasets are retrieved before closure. API access may also be used for automated or bulk export where active during contract period. No proprietary lock-in applies, however extraction is the responsibility of the customer and must be completed before access is removed.
• End-of-contract process: At contract end, the customer can extract required data such as sales history, stock values, products, pricing and relevant customer records using standard export tools within the system. Access remains available until the agreed termination date, after which login permissions are removed and data is no longer accessible. Customers are responsible for completing any required exports before closure.; ; Included in the contract price: continued access until contract end and use of built-in export tools to retrieve data.; ; Additional costs may apply for: hands-on data extraction support provided by pointOne, custom export formats, bulk extraction requests outside standard export features or extended access beyond the contract end date if required.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Our documentation is provided in clear, structured PDF formats designed to be easy to follow for venue operators and technical teams. Documents use plain language, step-by-step instructions, screenshots and examples to support users through setup, configuration and daily use. Onboarding documentation includes data sheets for menu entry, installation guides and operational checklists. Offboarding documentation includes data extraction guidance and how to export sales reports, stock values and product structures. Documentation can be shared digitally with staff, downloaded locally or printed for reference. While not formally accessibility-certified, documents are formatted for readability with headings, spacing and high-contrast layout for clarity.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The system is fully usable on either (approved) windows tablets or android soft pos dervices with intregrated payments via Dojo for mobile ordering and payment. The mobile interface is simplified for quick transactions and table-side service, with reduced screen density compared to desktop. Back-office configuration, reporting, detailed stock management and advanced admin features are generally accessed through desktop or browser-based dashboards rather than the mobile device.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The service interface includes an intuitive touchscreen EPOS front end and a browser-based back-office dashboard for configuration, reporting, stock and menu management. The POS interface is designed for quick transaction flow, clear action buttons and on-screen prompts. The back-office UI presents data tables, charts and management tools with navigation through menus and filters. Mobile devices display an optimised layout with simplified controls. Users can view sales, manage pricing, configure products and monitor operations from authorised accounts.
• Accessibility standards: None or don’t know
• Description of accessibility: The interface uses clear labelling, large touch targets and simple navigation to support fast use by staff, including volunteers and older workforce groups commonly found in theatres and visitor venues. Key functions are positioned for quick recognition, with minimal steps to complete transactions. The design supports touchscreen use with finger input rather than precise mouse control. The service does not provide specialist accessibility modes, screen reader optimisation or full compliance with accessibility standards, so users should ensure the interface meets individual needs before deployment.
• Accessibility testing: The interface has been developed to be simple to navigate, with clear button layouts, straightforward menu flows and readable on-screen labels. The system is widely used by volunteers and older staff in theatres and cultural venues, and is designed with ease of use in mind. However, the service has not been formally tested with assistive technologies such as screen readers, voice control or specialist accessibility tools, so we cannot confirm compatibility or full accessibility coverage.
• API: Yes
• What users can and can't do using the API: The API supports data exchange between pointOne and third-party platforms. Ticketing or membership systems can query customer membership and donor tags to apply benefits or discounts automatically. Basket and transaction data can be pushed back into external CRM or sales systems for central reporting and personalised buyer journeys. The API also allows compatible reservation platforms to create and manage table bookings within pointOne, enabling a connected experience across dining and event services. Users can retrieve sales, stock and transaction data or push menu and pricing changes where configured. API access is authenticated and provisioned by pointOne. Full system setup and UI configuration remain outside API scope.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users can customise menus, products, pricing, promotions, discounts, tax rules, stock items, screen layouts, and user permissions. Product groups, categories and reporting structures can also be adjusted to match operational workflows in venues such as bars, cafés, theatres and retail points. Administrators can configure opening times, payment options, loyalty rules, membership benefits and donor recognition settings.; ; Customisation is completed within the back-office interface using role-based permissions. Authorised users can update configurations without development work, allowing venues to change prices, add new products, create bundles or schedule seasonal menus. Larger configuration changes, integrations and complex custom logic can be implemented by pointOne support or technical specialists where required.; ; Only users with the appropriate access level can customise system behaviour. Front-line staff may adjust simple operational settings, whereas managers and administrators can modify more advanced configuration areas. UI customisation, database structure, and core workflows cannot be altered by end-users, ensuring system stability and standardised operation.

Scaling

• Independence of resources: We use capacity planning, load management and monitored infrastructure scaling to ensure performance remains stable even when demand varies across clients. Resources such as processing, storage and database operations are monitored continuously, and we allocate capacity to maintain service responsiveness during peak periods. Regular performance reviews and infrastructure adjustments help prevent individual customers from affecting others. We also optimise data handling to separate site workloads and protect key functions like transaction processing and reporting.

Analytics

• Service usage metrics: Yes
• Metrics types: The service provides sales metrics, revenue performance, product and menu item usage, stock movement, discount and promotion usage, device activity, staff sales performance and multi-site comparisons. Users can view live and historical data, run reports by date range, department or location, and monitor transaction volumes in real time. Reports can be exported for further analysis.
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• 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: No
• 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
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users can export data directly through built-in reporting and export tools. Sales history, product lists, pricing, stock values and customer records can be downloaded in spreadsheet or CSV formats via the management interface. Users initiate and complete exports themselves, ensuring full control over what is retrieved. No code or API access is needed for standard export.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We aim to provide a high level of service availability to ensure uninterrupted trading for venues. The service is designed to operate reliably during core business hours, with infrastructure monitoring in place to minimise downtime and maintain system responsiveness. Where issues occur, our support team prioritises resolution based on incident severity. Critical incidents affecting trading are treated as the highest priority.; ; Formal availability SLAs may be agreed on a contract-by-contract basis depending on hosting model and support coverage. Refunds or service credits are offered only where specifically defined within the customer’s support agreement, and applied if availability consistently falls below the contracted threshold. Standard agreements do not automatically include financial compensation unless explicitly stated.; ; If availability is affected by factors outside our control, such as venue networking, hardware failure, third-party dependencies or environmental issues, this does not apply to the availability calculation.
• Approach to resilience: The service is hosted in a resilient environment designed to maintain uptime and minimise disruption. Infrastructure is monitored, capacity-managed and supported by failover components to reduce the risk of service loss. Data is stored in a secure datacentre environment with built-in redundancy, backup routines and controlled access. Critical services are separated to prevent single-point failures and performance is monitored to ensure stability during peak load.
• Outage reporting: Outages or service disruption are communicated directly to customers through support channels. Where an issue is identified, affected users are notified by the support team by email or phone, depending on severity. Status updates, progress information and resolution confirmation are shared through the same channels. We do not currently operate a public status dashboard or automated API alerts, so reporting is delivered proactively by support when incidents occur.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces is restricted using account-based permissions. Only authenticated users with authorised roles can access system configuration, reporting tools or administrative functions. Different permission levels are available for staff, managers and administrators, ensuring users only see features relevant to their role. Sensitive actions such as price changes or refunds can be limited to approved personnel.; ; Support access is restricted to verified customer contacts, and changes requested through support channels are only actioned after identity and authority have been confirmed. Administrative access is limited to internal staff with appropriate clearance and logged for accountability.
• Access restriction testing frequency: Less than once a year
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: No
• Security governance approach: Security governance is managed through internal policies covering system access, patching, configuration control and incident response. Access to administrative functions is restricted by role, with activity monitored and reviewed. Software and infrastructure updates are applied routinely to maintain security posture, and customer data is managed in line with GDPR requirements. Risk and security considerations are assessed during development and operational changes. The organisation holds Cyber Essentials certification, demonstrating baseline security controls across devices, networks and systems. A named senior lead is responsible for security oversight and escalation across the business.
• Information security policies and processes: PointOne operates an information security framework aligned with the Cyber Essentials scheme, covering access control, secure configuration, malware protection, patch management and network security. Information security and data protection responsibilities are managed internally within Kurve, the provider of pointOne EPOS.; ; Formal policies, including a Data Protection Policy and GDPR documentation, define how personal and operational data is handled, protected and retained. These policies are applied across pointOne’s software, cloud services and internal systems. Compliance is supported through role-based access controls, logging, encryption, and restricted administrative access.; ; Security practices are reviewed as part of ongoing service delivery and platform development. Any security incidents or data protection concerns are escalated through internal management channels and handled in line with documented procedures. Customers are responsible for applying appropriate security controls within their own onsite environments, in line with the shared responsibility model.
• Software Security Code of Practice: No

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Configuration changes are reviewed internally before deployment to ensure system stability and security. Components are tracked through their lifecycle using version control and release management, allowing updates and fixes to be monitored from development through to live use. Changes are assessed for operational and security impact, including access permissions, data handling, behaviour in peak load and compatibility with existing functions. Updates are tested before release and rolled out in controlled deployments to minimise disruption. Older versions are retired once replaced, reducing risk from outdated components. Only authorised staff can implement changes to configuration, code or infrastructure.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We monitor potential vulnerabilities through supplier security advisories, industry notices and updates released by relevant software and infrastructure providers. Potential threats are assessed based on impact and likelihood, with priority given to risks that affect service availability, data exposure or transactional integrity. Security patches and updates are applied as part of regular maintenance, and urgent fixes are prioritised for rapid deployment where required. Older components are retired when replacements are available to reduce exposure to known vulnerabilities. Only authorised staff can apply patches or make configuration changes, and changes are reviewed before release to minimise operational risk.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We monitor system performance, error logs and service behaviour to detect unusual activity that could indicate compromise. Alerts, performance changes, repeated failed access attempts or abnormal transactional patterns are investigated to identify risk. When a potential compromise is detected, the issue is escalated to the support and technical team for assessment. Immediate action is taken where there is risk to data or service continuity, and affected components may be isolated or restricted while investigation continues. Incident response time depends on severity, with critical issues prioritised for rapid handling. Findings are reviewed to prevent recurrence and improve controls where needed.
• Incident management type: Supplier-defined controls
• Incident management approach: We operate an internal incident management process to handle service issues or suspected security events. Incidents are categorised by severity with predefined responses for common events such as service disruption, access problems or data concerns. Users report incidents via email or phone to the support team, who log and triage the issue before escalation to technical engineers if required. Critical incidents are prioritised for immediate investigation. Once resolved, a summary of the incident, impact and outcome can be provided to the customer on request. Reviews are carried out internally to prevent recurrence and improve controls or response actions.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

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

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 85d566ce-5ca8-42ce-873f-f1b6bf763f3b
• 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
    • 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
    • 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

  • 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 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
    • 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
    • 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

  • 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 steven.rolfe@kurvekiosks.com. Tell them what format you need. It will help if you say what assistive technology you use.