TrueViewVisuals

RoadsOnline

RoadsOnline is an end-to-end digital transformation software application tailored specifically to the needs of road departments within local authorities. It is cloud-hosted to remove the support burden from the local authority, allowing them to optimise the services they provide for citizens and deliver value for money to council taxpayers.

Features

• Online application forms
• Back-end admin site
• Dashboard for ‘at a glance’ summary and KPIs
• Automation and workflow-driven actions
• Full audit information of actions undertaken
• Template-driven editor for legal documents
• Interactive Mapping creator
• Automated Advertising
• Financial Data Export
• Social Media Integration

Benefits

• Speeds up application processing and reduces administrative workload for councils.
• Eliminates manual processing costs through fully digital management workflows.
• Improves data accuracy using automated validation and standardised online forms.
• Provides real-time status updates and notifications for better operational transparency.
• Ensures regulatory compliance by embedding current rules within application workflows.
• Scales easily to meet fluctuating demand and evolving regulations.
• Supports collaborative working between authorities and contractors
• Enables quick decision-making with centralised data and performance dashboards

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

Framework

G-Cloud 15

Service ID

760181202458094

Contact

Abigail McIntyre
07568591087
hello@trueviewvisuals.com

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Public Order and Safety
  • Other
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: N/A
• System requirements:
  • Accessible through modern web browsers supporting HTML5, JavaScript, and cookies.
  • Requires reliable internet connection for secure access to cloud-hosted service.
  • No local software installation required; service operates entirely within browser.
  • Compatible with Windows, macOS, iOS, Android, and Linux operating systems.
  • Email access required to receive system notifications and workflow updates.
  • PDF viewing software required for downloaded permits and generated documents.
  • User accounts required with appropriate roles and permissions assigned.

User support

• Email or online ticketing support: Yes
• Support response times: Email support requests can be logged at any time. Support is provided Monday to Friday, 09:00 to 17:30 (UK time), excluding public holidays. Phone support is available during service hours.; ; High priority: response within 4 working hours; ; Medium priority: response within 12 working hours; ; Low priority: response within 24 working hours; ; Requests received outside service hours, including weekends and public holidays, are responded to on the next working day.
• 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: No
• Support levels: Support levels; ; TrueViewVisuals provides a centralised Support Desk Service delivered under a Service Level Agreement (SLA). All customers receive the same standard level of support for the licensed RoadsOnline service.; ; Support is provided via email and telephone during service hours. Requests are prioritised and responded to in line with agreed response times.; ; Support costs; ; Support and maintenance are included within the initial implementation costs for the first year. Ongoing support and maintenance are included within the annual licence renewal fee. No additional charges apply for standard support.; ; Technical account management; ; A dedicated technical account manager is not provided. Qualified cloud support engineers handle support requests through the centralised Support Desk.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: TrueViewVisuals helps users get started with the service through a structured onboarding process. This begins with a detailed design meeting to confirm requirements, workflows, and configuration. The service is then set up, and any agreed custom development is completed.; ; Online training sessions are provided to introduce users to the system and support day-to-day use. User documentation is supplied to help users understand key features and processes.; ; Support is available through the Support Desk during onboarding and after go-live to help users resolve queries and use the service effectively.
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: MS Word (.docx)
• End-of-contract data extraction: At the end of the contract, users can request the extraction of their service data. Data extraction is provided as an ad-hoc service and delivered in line with end-user specifications.; ; The scope, format, and delivery method are agreed with the customer, allowing data to be supplied in commonly used, open formats suitable for reuse or migration to another system. Extracted data can include application records, metadata, and supporting documents, as required.; ; Data is securely transferred using an agreed method. Once data extraction is completed and confirmed by the customer, service access is removed in line with offboarding procedures. Any remaining customer data is securely deleted in accordance with contractual and data protection requirements.
• End-of-contract process: The service is provided on an annual hosted basis. At the end of the contract term, if the contract is not renewed, the service provision ends, and user access is withdrawn.; ; The contract price includes continued access to the hosted service, support, and maintenance for the duration of the contract only. No ongoing access is provided after the contract ends.; ; Data extraction at the end of the contract is not included in the standard contract price and is available as an additional, chargeable service if required. Any data extraction is delivered in line with the agreed scope, format, and delivery method.; ; Following contract termination and completion of any agreed data extraction, all remaining customer data is securely deleted in accordance with contractual obligations and data protection requirements.; ; No additional termination fees apply beyond any agreed charges for optional end-of-contract services.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Through project management and customer engagement meetings assigning contact points and roles for the solution.

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: The service offers the same functionality on both mobile and desktop devices. The mobile version uses responsive layouts optimised for smaller screens and touch interaction. Some complex tasks may require additional scrolling on mobile compared to desktop, due to reduced screen size.
• Service interface: No
• User support accessibility: None or don’t know
• API: No
• Customisation available: Yes
• Description of customisation: Buyers can customise the service to meet organisational and operational requirements. White labelling is available, allowing customers to apply their branding, including logos and colour schemes, to the user interface and system communications.; ; Application forms can be tailored to customer requirements. This includes configurable fields, mandatory data capture, validation rules, and conditional logic to reflect local processes and policies.; ; Additional automation workflow steps can be configured where required, such as approvals, notifications, and routing, to support specific operational needs.; ; Authorised customer administrators carry out customisation with support from TrueViewVisuals during implementation or through agreed change requests. End users cannot modify the system configuration.; ; All customisations are delivered within the standard service and do not impact security, performance, or compliance.

Scaling

• Independence of resources: The service is hosted on a scalable cloud infrastructure designed to manage variable demand. Resources scale to handle increased usage without impacting other users' performance. Load testing is carried out regularly to validate performance under peak demand. Customer data is logically separated, with databases sharded by organisation to prevent contention and ensure consistent performance between users.

Analytics

• Service usage metrics: Yes
• Metrics types: Service metrics such as outstanding jobs or status progression are displayed on the RoadsOnline dashboard.
• 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: Staff screening not performed
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: No
• Datacentre security standards: Managed by a third party
• Penetration testing frequency: Less than once a year
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Data export is provided as a manual, ad-hoc service delivered by the supplier. Users submit a request specifying the data required, format, and delivery method. The supplier prepares and securely provides the export in an agreed, commonly used format suitable for reuse or migration. Data exports are completed in line with agreed timescales and contractual requirements.
• Data export formats:
  • CSV
  • Other
• Other data export formats: File formats in collaboration with customer
• Data import formats:
  • CSV
  • Other
• Other data import formats: File formats in collaboration with customer

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: The service is provided with a guaranteed availability target of 99% or higher, measured monthly and excluding planned maintenance. Availability commitments are defined within the Service Level Agreement (SLA).; ; If service availability falls below the guaranteed level in any measurement period, customers may be eligible for service credits in line with the SLA. Any applicable credits are applied to future invoices or renewal fees. Refunds or credits are calculated based on the level and duration of unplanned service unavailability.; ; Planned maintenance is communicated in advance and scheduled outside core service hours where possible. The SLA sets out the process for reporting availability issues, validating service outages, and requesting service credits.
• Approach to resilience: The service is designed to be resilient and highly available, leveraging Microsoft Azure's global cloud infrastructure. The platform uses redundant components and automated scaling to maintain service continuity during periods of increased demand or component failure.; ; The service is hosted across resilient Azure data centre environments with built-in redundancy for compute, storage, and networking. Data is stored using resilient storage services that protect against hardware failures. Regular backups are taken to support data recovery.; ; Monitoring and alerting are in place to detect and respond to service issues promptly. Resilience measures are tested as part of ongoing service management and change processes.; ; Further details of the data centre architecture, backup strategy, and resilience controls are available on request.
• Outage reporting: The service reports outages through multiple communication channels. Planned service outages are notified to customers in advance by email, providing details of the expected impact and duration.; ; Unplanned service issues are communicated by email to affected customers once identified. An internal service dashboard is used to monitor system status and manage outage notifications. There is no public status dashboard or outage reporting API.; ; Customers can also contact the Support Desk to report issues or request updates during an outage.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: Access to management interfaces and support channels is controlled using role-based authentication. Users are assigned roles that define permitted actions and access levels. Administrative access is restricted to authorised personnel only and granted on the principle of least privilege. Access rights are reviewed when roles change or when access is no longer required. Support channel access is limited to verified users and staff, and identity checks are performed before actions affecting customer service are undertaken.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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 contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: Cyber Essentials
• Information security policies and processes: Information security policies are modelled on recognised SANS Institute policy templates and adapted to organisational requirements. Policies are approved and overseen by the Technical Director, who is responsible for information security governance and reporting.; ; Policies are stored on internal file systems and made available to all employees. During induction, employees are introduced to the policies and their individual responsibilities. Ongoing compliance is reinforced through operational procedures and management oversight.; ; Key policies include role-based access control, credential management, password construction standards, and a Cyber Incident Response policy. Access to systems and data is granted on the principle of least privilege and reviewed as roles change.; ; Policies are reviewed at least annually, or sooner if required by changes to risk, technology, or regulation. Compliance with policies is monitored through internal reviews and incident-reporting processes, with corrective actions taken when necessary.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Service components are tracked through their lifecycle using version control, deployment tracking, and configuration records. All changes follow a controlled change process. Code changes are peer-reviewed and validated through unit and integration testing before deployment. Security impact is assessed during change review, with consideration given to access controls, data handling, and service availability. Changes are deployed using controlled release processes and monitored post-deployment.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Potential threats are assessed using cloud-based network monitoring and vulnerability scanning tools across all network-attached devices. Scans are performed regularly and assess operating system versions, patch levels, service packs, and application vulnerabilities. Threat intelligence is obtained from cloud platform security advisories, vendor notifications, and recognised security sources. Identified vulnerabilities are risk-rated based on potential impact and system criticality. Patches and mitigations are prioritised accordingly and deployed as soon as practicable, balancing security risk with the need to minimise service disruption.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: The service logs all system and application events to a centralised log collection and visualisation platform. Automated analysis and alerting identify suspicious activity and potential compromises in near real time. When an alert is raised, it is reviewed by the product team and assessed in line with the security incident response policy. Incidents are prioritised based on severity and impact, with appropriate containment and remediation actions initiated promptly. Response times are aligned with defined incident severity levels.
• Incident management type: Supplier-defined controls
• Incident management approach: Incident management is defined within the Cyber Incident Response policy, which includes pre-defined processes for common security incidents and data breaches. The policy follows a structured six-stage approach: preparation, identification, containment, eradication, recovery, and lessons learnt. Users can report incidents through the Support Desk. Incidents are assessed for scope, impact, and risk, and responded to promptly. Incident reports are provided to affected customers where relevant, outlining the issue, actions taken, and any required follow-up.
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: 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): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: D94e0acb-4465-4301-ab39-f10b61d763f2
• 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
    • 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 hello@trueviewvisuals.com. Tell them what format you need. It will help if you say what assistive technology you use.