TRICOSTAR SOFTWARE LTD

Court Bundling and Document Bundling Software

Tricostar Court Bundling (TCB) is a 100% web-based application for the cloud, which provides Court Bundling and Document Bundling, using its electronic bundling functionality. Providing integrated Document Management with Microsoft Office SharePoint it collates, sorts and auto-indexes thousands of documents into one PDF in minutes, reducing workloads and improving efficiency.

Features

• 100% web-based application, no plugins required
• Auto-indexing, auto re-sectioning and auto page numbering
• Late document insertion and management of index
• Printable PDF electronically bookmarked, with thumbnails
• Create an unlimited number of bundle templates to work from
• Intuitive tree-view of bundle for easy navigation
• Integrate with your document management system for easy document retrieval
• Drag and drop, speeds up creation, document and index ordering
• Add notes and specific dates to uploaded documents
• Maintains a full revision history

Benefits

• Bundles 1000's of pages into a PDF in minutes
• Simple and intuitive to use with little training requirement
• Reduce time and costs associated with manual creation
• Rapidly collates, sorts and auto-indexes thousands of documents
• Reduce human error in collation of bundles
• Eliminate photocopying and printing costs
• Works across mobile, tablet and desktop
• Reduced electronic and physical storage costs
• Redact PDFs, rotatage pages, remove images and pages
• No limit on number of bundles produced or pages bundled

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

Framework

G-Cloud 15

Service ID

753906469611850

Contact

James Lawler
0333 220 5081
gcloud@tricostar.com

About your service

• Service categories:

  Application Development and Deployment

  Application platforms

  • Model driven application platforms
• Multi cloud support: No

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: Included as part of Tricostar Case Management Edge, but will stand alone.
• Cloud deployment model: Private cloud
• Service constraints: TDB is a web‑based document bundling application that typically requires no downtime during upgrades, as updates are completed in the background while the existing URL remains active. TDB relies on a hosted server environment and IIS configuration, so any constraints relate primarily to server‑side maintenance, configuration changes, or updates to browser engines such as Chrome or Edge. A full system backup is always taken before upgrades, and URL changes may occur following installation.
• System requirements:
  • Browser access via modern Edge, Chrome, or equivalent supported browsers.
  • No local client installation required for end users.

User support

• Email or online ticketing support: Yes
• Support response times: Subject to chosen SLA. For Standard: Emergency - up to 3hrs, High - up to 6hrs, Medium - up to 1 business day, Low - up to 2 business days. For Premium: Emergency - up to 1hr, High - up to 2hrs, Medium - up to 4hrs, Low - up to 1 business day. SLA's our outlined in detail in our Terms.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• 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 standard support service provides for responses to bugs or system failure. We have a standard SLA which allows for a response from 1- 8 hours subject to severity. Our premium service is more wide-ranging and operates to the same SLA. Our support service as standard operates between 9.00am to 5.30pm - UK business days and excludes public holidays and weekends. Standard is included in licence cost. Premium is based on numbers of users.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide consultancy, online training (onsite on request - incurs additional charges) and documentation, as well as implementation services. Some of these services are chargeable extras.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: All existing or in progress documents can be downloaded in their native format by the user. All existing or in progress bundles can be downloaded in PDF format by the user.
• End-of-contract process: Our end of contract process and exit plan scenarios are defined in full in our terms.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: None but when dealing with large documents a large screen is more practical
• Service interface: No
• User support accessibility: WCAG 2.2 A
• API: Yes
• What users can and can't do using the API: If using TDB as part of Tricostar Case Management (TCM), The API is designed to enable communication between TDB (Document Bundling) and TCM, ensuring cases, bundles and associated metadata remain synchronised across systems. At its core, the API supports retrieving case information, SharePoint folder references, matter identifiers, and bundle‑related data. The API enables TCM to push and pull data required for generating document bundles, retrieving case structures, and ensuring consistent linkage between server‑side processes. TDB API cannot manipulate or generate documents, perform bundling, apply Bates numbering, or manage disk clean up. These functions occur within TDB itself, not via the API. It exists purely to provide structured data to TCM and ensure systems remain connected. If you are not using TCM, the API can be configured to integrate with other systems, but this would require custom development.
• API documentation: No
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: Admin have the ability to modify and configure bundle index formats for different types of courts and case types. These differing formats can be templated for future use.

Scaling

• Independence of resources: TDB guarantees resource independence by running as a dedicated web application within its own IIS site and application pool, ensuring it operates separately from other systems on the server. Each TDB instance uses its own configuration, connection strings and processing engine, meaning activity from one organisation or user group cannot affect the performance of another. The hosted environment provides isolation at server, application and database level, ensuring that heavy document processing, PDF generation or bundle creation tasks do not impact other services. This structured separation ensures stable, predictable performance regardless of concurrent user demand.

Analytics

• Service usage metrics: Yes
• Metrics types: Through the application interface users are aware of remaining space available in the application for the creation of new bundles, before more space can be purchased, or old bundles purged. In addition, when building a bundle, users are made aware of it's status (bundle requested, in progress or ready).
• Reporting types: Real-time dashboards
• 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: Security Clearance (SC)

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
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Users export their data from TDB primarily by generating document bundles, which can be downloaded directly as PDF files. Each bundle contains all selected documents, index structures, sectioning and numbering applied through TDB’s configuration settings. Users can also download individual documents from within a bundle (in the native format), including any late inserts or reordered items. Exported bundles reflect all applied settings such as page numbering, section headers and attachment grouping. No specialist software is required-exported files are standard PDFs compatible with any PDF viewer. All exports are performed by the user from the web interface with no administrative intervention.
• Data export formats: Other
• Other data export formats:
  • Documents - The native format in which they were imported.
  • Bundles - PDF
• Data import formats: Other
• Other data import formats: Documents - The native format in which they were created.

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • Other
• Other protection between networks: Plus, conditional access policies in Microsoft Entra ID and/or IP whitelisting.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: Plus, conditional access policies in Microsoft Entra ID and/or IP whitelisting.

Availability and resilience

• Guaranteed availability: We aim to guarantee 99.9% uptime and availability for all aspects of the app which are within our control i.e. save for Microsoft outages or force majeure. Our standard SLAs are available on request. We do not offer credits for downtime.
• Approach to resilience: For security reasons this information is available on request.
• Outage reporting: Outages are reported via the customer support portal and email.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • Username or password
  • Other
• Other user authentication: O365 MFA
• Access restrictions in management interfaces and support channels: TDB restricts access through role‑based permissions, where administrative functions such as bulk operations, case visibility, and bundle deletion are only available to users with admin rights.; User-facing screens and admin screens are separated, ensuring standard users cannot access management functions. Support interactions follow least‑privilege principles: access is granted only when required to resolve issues and once complete is revoked.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Public key authentication (including by TLS client certificate)
  • Username or password
  • Other
• Description of management access authentication: Firewall restricted to Users network

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: Between 1 month and 6 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: Between 1 month and 6 months
• How long system logs are stored for: Between 1 month and 6 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: TDB is delivered as a secure, server‑hosted private web application, ensuring strict separation of data, configuration and processing for each customer. All data handled by TDB—such as document bundles, audit logs and user actions, is secured through encrypted connection strings, protected database access and restricted administrative privileges. Server‑level controls include enforced patching, hardening of the hosting environment, credential management via encrypted configuration, and controlled access through authorised system administrators only. TDB integrates securely with Microsoft 365 where required, inheriting Microsoft’s enterprise‑grade authentication. Server monitoring, access logs and change‑control processes ensure unauthorised access attempts are prevented, detected and remediated promptly. Tricostar follows structured security governance processes. Risk management activities and risk registers are maintained with ISO where organisational risks, mitigation plans and ongoing assessments are documented. Penetration‑testing results and Microsoft security assessments are reviewed, tracked and remediated, with vulnerabilities recorded and prioritised for closure. Policies including the Data Classification Policy and wider information‑security procedures guide how data is labelled, accessed and protected. The reporting structure includes senior leadership overseeing security reviews, coordinating remediation work and ensuring compliance across development and operational teams. Regular security assessments, gap analyses and structured escalation ensure that policies are followed, documented and continuously improved.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: TDB follows a structured configuration and change‑management process aligned to Tricostar’s wider governance framework. All service components - application files, IIS configuration, SQL scripts and server settings - are tracked through their lifecycle via controlled deployment steps and version‑controlled installation procedures, including the documented upgrade process for upgrading TDB. Before any upgrade, a full system and database backup is taken, and new software is deployed to a separate URL for validation and UAT before go‑live approval. Security impact is assessed using penetration‑test results, vulnerability procedures, and Tricostar’s ISO‑aligned risk‑management activities.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: TDB runs within a controlled, server‑hosted environment where vulnerabilities are identified through regular penetration‑testing, Microsoft security assessments and continuous monitoring of server configuration and IIS permissions. Threats are assessed using Tricostar’s ISO‑aligned risk‑management processes, with findings logged, prioritised and remediated through documented upgrade and patch procedures. Full system and database backups are taken before any update, and patches are deployed promptly via controlled installation steps, validated on a temporary URL before release. Intelligence comes from penetration‑test outputs, vulnerability‑scan results, industry advisories and Microsoft’s security ecosystem, ensuring emerging threats are addressed quickly and consistently.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: TDB is protected through continuous server‑level monitoring, including review of IIS logs, authentication attempts and network activity. Potential compromises are identified through alerts from penetration‑testing outputs, vulnerability scans and monitoring of failed or abnormal login attempts, as seen in hardening actions taken following attempted unauthorised access incidents across Tricostar‑hosted systems. When a potential compromise is detected, Tricostar immediately investigates, updates credentials, restricts access, validates server configuration and applies security controls such as IP whitelisting and port‑blocking. Incident response begins as soon as an alert is raised, with remediation actions applied as quickly as possible using established procedures.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: TDB incidents are managed through Tricostar’s ISO‑aligned Incident Management Procedure, which includes predefined processes for common events such as access issues, workflow errors and service disruption, as outlined in the organisational playbook. ; Users report incidents via the support portal, where issues are logged, prioritised and assigned to support analysts, with full audit trails recorded. Incident reports are provided using Tricostar’s standardised reporting template, which includes root‑cause analysis, containment, recovery and lessons learned.
• Post-quantum cryptography secure: No

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

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

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Citation ISO Certification Limited
• ISO/IEC 27001 accreditation date: Monday 23 June 2025
• What the ISO/IEC 27001 doesn’t cover: Nothing explicitly stated on the certification
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: D8da1644-c2ca-4cf5-9335-8a4992d5173a
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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 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
    • 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
    • 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
    • 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@tricostar.com. Tell them what format you need. It will help if you say what assistive technology you use.