SEVENOAK INVESTIGATIONS LIMITED

EnforcerOnline

EnforcerOnline is a trusted cloud solution built by experts, for you to take command of your enforcement process. Designed to streamline collections and case management, it gives you the power, flexibility and reliability to work smarter. With automated and adaptable recovery schemes, you can maximise efficiency while safeguarding the vulnerable.

Features

• Supports enforcement of council tax, business rates, parking and more
• Automated case upload and progression with configurable workflows
• Automatically applies fees and generates letters and email/text campaigns
• Web access for staff and customers, including self-service for customers
• Dedicated mobile app for enforcement agents on the road
• Dedicated system support team and provision of staff training
• Integration application, providing communication with all third-party systems
• Automated enforcement agent allocation with integrated route optimisation
• Mapping of cases in a visual geographical format
• Automated financial remittance and returns reports

Benefits

• Keeps staff time and input to a minimum
• Provides a single view of debt for each customer
• Provides transparent and real time view of cases
• Trouble free operation with 24/7 access to the system
• Ease of integration with any third-party system
• Reduced staff time and fuel costs with optimised case allocation
• Provides customer care considerations, including vulnerability
• Easy one click view of case status and progression
• Time saving reporting system with numerous tried and tested reports
• Save on communication costs with email/text campaigns

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 gcloud@whyte.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

744099030652309

Contact

Karl Smith
03454589429
gcloud@whyte.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Other
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: None
• System requirements:
  • Any modern browser on a currently supported modern operating system
  • A PDF reader such as Adobe Acrobat Reader
  • Microsoft Office or compatible (not essential)
  • Mobile app: A currently supported Android or iOS device

User support

• Email or online ticketing support: Yes
• Support response times: Our support hours are 9am – 5pm Monday-Friday, excluding UK statutory holidays.; ; Critical (a major function of the system is not working, the majority of users are affected and there is no workaround): 1 Hour; ; High (non-critical function of the system is not working and there is no workaround): 2 Hours; ; Medium (a minor function of the system is not working or a major function is not working, but there is an effective workaround): 1 day; ; Low (a cosmetic issue such as a spelling mistake or rearranging form fields): 2 days
• 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: Our support hours are 9am – 5pm Monday-Friday, excluding UK statutory holidays. ; ; Priority: Critical; A major function of the system is not working, the majority of users are affected and there is no workaround.; Response: 1 hour; Resolution: 4 hours; ; Priority: High; A non-critical function of the system is not working and there is no workaround.; Response: 2 hours; Resolution 2 days; ; Priority: Medium; A minor function of the system is not working or a major function is not working, but there is an effective workaround.; Response: 1 day; Resolution: 2 days; ; Priority: Low; A cosmetic issue such as a spelling mistake or rearranging form fields.; Response: 2 days; Resolution: 3 days; ; We endeavour to resolve 97% of incidents within the above timescales.; ; All helpdesk support is provided under the main service cost. ; ; For enhancement requests we would investigate the amount of work involved and provide back a quote for approval, if appropriate. In our experience, most enhancement requests have a wider benefit throughout the user base and thus do not attract a development charge.; ; A technical account manager is provided.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We'll assign a project manager who will arrange an initial meeting with relevant stakeholders to establish what's needed for the system setup. This will be followed by an onboarding questionnaire to nail down the details. We then suggest holding workshops to go over some specific areas, such as the workflows.; ; Once the required information has been gathered, our onboarding team will setup the test system and produce necessary artifacts, such as letter templates and workflows to be agreed with the client; along with building any new interfaces that are required.; ; Training will be provided using the test system and user guides will also be provided for review. Training will typically be online using MS Teams. Following training, users will be able to practice using the test system ahead of go-live.; ; We would also encourage key staff members from the client to visit our office for a day to see how we use the system.; ; We would then fully support the users in learning the system in the first few days and weeks after go-live.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At contract end, we would take a backup of the database using SQL Server’s standard backup feature; encrypt that backup and copy it to an external disk drive; and either hand deliver that disk drive or post it via courier. Guidance/assistance in decrypting the backup would naturally be provided. Alternatively, we could deliver the data to you by SFTP. You would then be in a position to restore that backup into your own instance of SQL Server.; ; If you would like the data to be provided in any other format then that would need to be handled on a case by case basis, but typically our day rate for IT consultancy work would then apply.; ; If you would like us to facilitate the migration of the data into a new system then our day rate for IT consultancy work would apply. For such a migration, we would convert the data from our system into the format of the new system or into an intermediate format.
• End-of-contract process: There are two possible scenarios:; ; 1) The client is not looking to transfer the data to a new system. In this case, we would provide the client with a copy of their data according to the data extract process mentioned above. This is included in the standard contract price.; 2) The client is looking to transfer the data to a new system. We would normally expect the new provider to specify the format that they need the data in. We would then extract the data in that format and transfer it to the new provider in a secure manner. Normally, this would be done as a test-run initially and the client would then check the data is accurate and complete in the new system. Then the real migration would take place when the client is ready. Our day rate for consultancy would apply for this.; ; In both scenarios, we will delete the client's data after the end of the contract unless we are asked to keep it for a short period of time.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: In terms of the main system, there is no difference between desktop and mobile service.; ; There is a separate mobile application for Enforcement Agents that is specific to their role.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: A website is provided for case management, monitoring and reporting by internal staff and client users. A phone/tablet app is also provided for Android/iOS devices, which is for enforcement agents to use on the road.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We are working towards WCAG 2.2 AA compliance and are continually testing and improving the user interfaces in this regard.
• API: Yes
• What users can and can't do using the API: Case information can be queried and payments can be recorded
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Letters, debt types, workflows, fee structures, payment allocation, etc. can all be customised. Most of these aspects are normally part of initial setup but can be customised throughout the duration of the contract. All customisation is normally performed by the support team upon request.

Scaling

• Independence of resources: Each client has a separate database and a separate instance of the application components dedicated to them. We cannot guarantee each client's system being on a separate set of servers although we do continually add resources to the infrastructure in order to ensure the system performs well for all clients.

Analytics

• Service usage metrics: Yes
• Metrics types: All logins to the system are recorded and can be reported on.; ; An Audit Log report is provided that presents user activity in the system for all types of users. This includes the date of each update, the user, the type of update and the entity that was updated (e.g. the Case ID).; ; A report is provided on the volume of cases being loaded into the system. This shows the date of each import, the client, debt type, number of cases and value of cases.
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: A standard system feature is to extract return files and remittance files periodically (typically, weekly or monthly) to be transferred to the client's internal systems (e.g. revenues system, parking system, finance system). These can be produced in many formats, such as CSV, fixed width and XML.; ; On an ad-hoc basis, the main case information can be exported to an Excel spreadsheet according to a comprehensive set of filters.; ; Many screens in the system that present tables of data allow the data to be downloaded as a CSV or Excel file.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • XML
  • Fixed width
  • Pipe-delimited
  • Excel
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • XML
  • Fixed width
  • Pipe-delimited

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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: We commit to 99.5% uptime during office hours. Any downtime required for system updates is arranged in advance and scheduled for outside of working hours.; ; In the unlikely event that an incident of significant downtime occurred, we would be willing to provide an appropriate discount or service credit, but we will handle that on a case by case basis.
• Approach to resilience: This information is available upon request
• Outage reporting: We have an in-house system that continuously monitors each aspect of the EnforcerOnline system for anomalies. The status of the system, including any such anomalies, is highlighted in a dashboard that our support team monitors and complemented with email alerts. Normally, any small issue will be highlighted and resolved by our team before it affects a client in a noticeable way. For more significant issues, we would notify the client by phone and/or email and then keep them updated in the same manner.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
• Access restrictions in management interfaces and support channels: There is not a specific management interface provided to users. The system is primarily managed by the support team. There are certain privileged tasks that senior members of the userbase would perform, such as setting up enforcement agents and running MI reports. These would be performed using the same interface as day-to-day tasks, but would only be available to users given the appropriate RBAC permissions.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)

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: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We have an Integrated Management System (IMS) that encompasses ISO 9001, ISO 14001, BS 18477 and ISO 27001.; ; We also have Cyber Essentials Plus certification.; ; Our network is security-hardened to PCI DSS levels and is scanned periodically both internally and externally by SecurityMetrics to ensure compliance. ; ; We have a security manager who is responsible for ensuring the system complies with the company's security policy and he reports directly to the compliance director.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Changes to the system's source code are managed in a version control system.; ; We have an in-house incident management system that allows us to identify an incident as a problem or enhancement; identify the affected components and versions; and then schedule the change into a release. The release history includes the versions of each changed component and the date each release is deployed in each environment.; ; Each change that involves new components or architectural changes is reviewed and approved by the security manager.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our systems are subjected to quarterly external penetration tests and weekly internal penetration tests. We also employ Microsoft Defender for Business, on a continuous basis, to analyse and report on operating system and application vulnerabilities.; ; We apply patches on a monthly basis unless they are critical in which case we would apply them within a few hours. Patches that are important, but not critical, would be applied within 2 weeks. ; ; Support staff keep abreast of emerging security threats via CVE lists, etc, and pro-actively check for patches pertaining to specific threats.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: All servers are protected by Microsoft 365 Defender Business suite providing antivirus, antimalware scanning on endpoints and vulnerability and threat analysis.; ; Our firewall is ICSA Labs certified, it has IPS and IDS and logs suspicious activity to a syslog server.; ; We would respond within minutes to an incident and this would include notifying any potentially affected partners and isolating compromised parts of the system. We would then work on eliminating the threat, undertake a root cause analysis and take necessary steps to mitigate the underlying vulnerability.
• Incident management type: Supplier-defined controls
• Incident management approach: Users would report incidents by either phone or email and we would then record and manage the incident in our in-house incident management system. Progress updates would be provided by email and/or phone. On request, access can be granted to users to view the status of incidents using a web interface. A member of our support team would act a focal point for the incident and liaise with users, in-house staff and 3rd-parties as required. Our helpdesk team have documented procedures for dealing with issues that are encountered frequently.
• 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: No

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Assessment Bureau
• ISO/IEC 27001 accreditation date: Wednesday 13 November 2024
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA
• ISO 9001 accreditation date: Monday 15 May 2023
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: SecurityMetrics
• PCI DSS accreditation date: Saturday 15 November 2025
• What the PCI DSS doesn’t cover: EnforcerOnline does not store credit card information, however Whyte & Co are PCI certified and align their security with PCI standards.
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 1cd37baa-f9d4-41bd-b7fb-c86fe607278b
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 485c80ef-6abd-47f6-8303-f06f555832bb
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

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

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

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

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

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

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

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

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

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

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

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at gcloud@whyte.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.