VERTEX IN HEALTHCARE LIMITED

Healthcare Income and Financial Management Service

This service provides an integrated income management solution for NHS Trusts and Integrated Care Boards. It supports billing, income recovery, electronic remittance advice processing, batch receipting, tariff and locally agreed pricing, and financial reporting, supporting operations, accurate commissioner income tracking, and effective reconciliation of contracts, invoices, and payments across organisations

Features

• Role-based access controls aligned to NHS finance governance requirements
• End-to-end income recovery supporting invoicing, adjustments, and reconciliation
• Automated electronic remittance advice processing for commissioner payments
• Batch receipting for high-volume NHS income transactions
• Configurable pricing supporting national tariffs and local contract rules
• Contract-level billing aligned to NHS Standard Contract requirements
• Claim status tracking for invoices, queries, and commissioner responses
• Predefined statutory and month-end finance reports
• Full audit trails supporting internal and external financial assurance
• Scalable architecture supporting Trust, shared services, and ICB use

Benefits

• Improves accuracy of NHS income recovery and reconciliation processes
• Reduces manual effort for Trust income and billing teams
• Supports timely reconciliation of commissioner and insurer payments
• Improves visibility of outstanding income and disputed invoices
• Supports compliance with NHS SBS income recovery processes
• Enables consistent application of tariffs and contract pricing
• Strengthens financial governance through auditability and controls
• Supports ICB oversight of provider income recovery activity
• Improves timeliness and quality of financial reporting
• Scales to support system-wide NHS finance operating models

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 willem@vertexih.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

760334775898167

Contact

Richard Turner
07568517980
willem@vertexih.co.uk

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Asset life-cycle management

  Financial

  • Financial and Accounting Applications
  • Accounts Payable Applications
  • Accounts Receivable Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: The Financial Management software as a service provides comprehensive debtors and financial management capabilities and can be offered as an optional add-on to the existing PRISM RIS system, seamlessly integrating with its workflows while maintaining secure, role-based access and NHS-compliant financial operations.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: None
• System requirements:
  • Linux with N-able monitoring
  • Cloud hosting

User support

• Email or online ticketing support: Yes
• Support response times: We respond to all support requests within two hours, 24 hours a day, seven days a week. During weekdays, requests are handled immediately by available support technicians using a tiered support model to ensure efficient resolution. At weekends and outside standard business hours, qualified technicians are on standby to assist and respond within the same two-hour response time. Requests received during weekends are prioritised based on urgency and handled using established escalation procedures if required. This approach ensures consistent service levels, reliable system availability, and uninterrupted financial management operations at all times.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: EN 301 549
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes
• Support levels: Bronze: Weekday business hours (8:00 AM - 5:00 PM) with an 8-hour maximum response time.; Silver: Weekday business hours (8:00 AM - 5:00 PM) with a 4-hour maximum response time.; Gold: Weekday extended hours (8:00 AM - 12:00 AM) with a 2-hour maximum response time.; Platinum: 24/7 support with a 2-hour maximum response time.; ; All tiers include remote support and potential on-site assistance (at our discretion). We never deny support, but charges apply outside chosen hours. Each client receives a dedicated Customer Relations Manager (CRM) for ongoing communication. Our Tier 3 technicians, technical manager and development team provide advanced technical support escalations where necessary.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Vertex-in-Healthcare provides a structured onboarding program to ensure all financial user groups can confidently use the RIS financial and administrative modules. Training is tailored by role, focusing on practical, hands-on application of billing, claims management, ledger reconciliation, reporting, and system auditing. Formats include one-on-one sessions for high-level users, small-group interactive sessions for operational staff, and larger presentations for administrative teams. Training is delivered on-site using PCs with the RIS application, LCD screens, handouts, and interactive tutorials, supplemented by video guides and reference materials.; ; Duration varies by role, from 2-hour introductory sessions for administrative staff to multi-session programs for billing and finance accountants, and a 4-hour one-on-one session for heads of department. Users receive upgrade training as the system evolves to ensure ongoing familiarity with new features. Follow-up sessions are conducted per site to reinforce learning and resolve challenges.; ; Comprehensive user documentation, quick-reference guides, and workflow manuals support ongoing self-service learning. Trainers are VERTEX Application Specialists who provide expert guidance and immediate support during training sessions. This structured approach ensures financial users can efficiently perform core tasks, generate accurate reports, manage billing workflows, and maintain financial oversight while maximising system adoption and operational efficiency.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Vertex-in-Healthcare ensures customers retain full control of their financial data throughout the contract and at its conclusion, preventing vendor lock-in. Users can extract data at any point via self-service exports from the solution’s dashboard. Authorised administrators can download financial datasets—including general ledger, accounts payable/receivable, and audit trails—in open, non-proprietary formats such as CSV, JSON, XML, or XLSX, ensuring compatibility with other systems. For complete migrations, we provide secure SQL database dumps or full API exports on request.; ; Upon contract termination, the standard 30-day notice period initiates the Offboarding Plan. The service continues fully operational, ensuring no degradation in performance. Vertex-in-Healthcare provides guidance to support data mapping and transition to a new provider, including knowledge transfer where required. Standard offboarding, including self-service data export and account closure, is included within the subscription fee. Enhanced exit services, such as custom data transformation or project-managed migrations, are available on a SFIA day-rate basis.; ; Following confirmation of successful data receipt, customer data—including backups—is held in a suspended state for 30 days for recovery or audit purposes. After this period, all data is securely purged according to NIST 800-88 and GDPR requirements, and a Certificate of Data Destruction is issued to confirm completion.
• End-of-contract process: At the end of the contract, Vertex-in-Healthcare ensures a structured and secure offboarding process. All NHS data processed or accessed during the contract remains under the client’s ownership. Customers can extract datasets, including patient, staff, and business-sensitive data, in open formats (CSV, JSON, XML) via self-service tools or full database/API exports if required. Temporary session data and backups are securely retained for 30 days to allow recovery or audit, after which all data is cryptographically erased in line with NIST 800-88 and GDPR requirements. A formal Certificate of Data Destruction is issued.; ; The standard contract price includes full service delivery, ongoing cloud support, access to dashboards and reporting tools, data export in standard formats, and secure offboarding of data. Onsite or remote assistance for data extraction, knowledge transfer, or account closure is included.; ; Additional costs apply for enhanced services beyond the standard exit scope, such as bespoke data transformation, migration project management, or third-party cloud egress charges. Any work requested outside the agreed SLAs, including custom reporting or extended support, is billed separately according to SFIA day rates.
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: EN 301 549
• API: No
• Customisation available: Yes
• Description of customisation: Users can customise Vertex-in-Healthcare’s finance software to align with their organisational workflows and reporting needs. Customisable elements include dashboards, report templates, workflow approvals, billing codes, and user notifications. Users configure settings through an intuitive administration interface, selecting relevant metrics, defining automated alerts, and setting financial approval hierarchies. Role-based access ensures only authorised personnel, such as finance managers or system administrators, can make changes. Clinicians and department staff can adjust personal dashboards or notification preferences to suit their daily tasks. All customisations are saved per user or department, ensuring both flexibility and secure governance across the platform.

Scaling

• Independence of resources: Vertex-in-Healthcare delivers its Financial Management solution on scalable, cloud-hosted infrastructure, ensuring consistent performance regardless of other users’ activity. Logical tenant separation isolates each client’s data and workloads, preventing cross-impact. Elastic compute and database resources automatically scale to meet peak demand, with load balancing across services. Performance monitoring and proactive alerting detect spikes early, enabling rapid intervention. Critical financial workflows are prioritised over non-essential processes, and regular stress testing ensures resilience. Combined with ITIL-aligned incident management, formal SLAs, and planned maintenance outside business hours, these measures guarantee that users experience uninterrupted, reliable service even during high-demand periods.

Analytics

• Service usage metrics: Yes
• Metrics types: 1. Support Response Time & SLA Tiers 2. System Availability & Uptime 3. Throughput / Productivity Gains 4. Workflow Visibility Metrics & Intelligence 5. Customisation & Integration Metrics, HL7/DICOM and API connectivity metrics — enabling measurable interoperability across PACS, HIS and third-party systems. 6. Ticketing & Support Tracking 7. Report Turnaround Time (RTT) – measuring interval from exam completion to finalised report. 8. No-show / DNAs – impact on appointments through messaging and scheduling. 9. Scheduling Utilisation – utilisation of modality rooms and staff time per shift. 10. Patient Journey Metrics – times from registration to exam and to results.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• 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:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users can export their data from Vertex-in-Healthcare’s cloud service via self-service or assisted methods. Authorised administrators can extract financial, clinical, or operational datasets directly from dashboards in open formats such as CSV, JSON, XML, or XLSX. For full migrations, secure SQL database dumps or API-based exports are available. Exports include general ledger, accounts, audit trails, and user configuration data. Data extraction occurs under strict security protocols, ensuring integrity and confidentiality. During contract termination, Vertex provides guidance and support to facilitate smooth migration. All exported data is fully controlled by the client, with no vendor lock-in.
• Data export formats:
  • CSV
  • ODF
• Data import formats:
  • CSV
  • ODF

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Vertex Financial Management solutions are hosted on Microsoft Azure, ensuring high availability, resilience, and secure data access. Redundant compute, storage, and database resources with automated failover and monitoring minimize downtime. Four support tiers: Bronze (8:00–17:00, 8-hour response), Silver (8:00–17:00, 4-hour response), Gold (8:00–00:00, 2-hour response), Platinum (24/7, 2-hour response), including remote and discretionary on-site support. Planned maintenance is scheduled outside core clinical hours wherever possible and excluded from SLA calculations. Azure guarantees 99.9% uptime for core services. Service credits are applied against future service charges if SLA targets are not met. Dedicated CRMs and Tier 3 technicians provide rapid escalation. Redundant architecture, monitoring, and alerts ensure financial processing, reporting, and auditing workflows remain operational. Incident management and escalation processes ensure rapid restoration, supporting NHS operational continuity and CCS G-Cloud service expectations.
• Approach to resilience: Financial systems are hosted in resilient UK Azure regions with automated backups, segregation of environments, and tested disaster recovery processes, ensuring continuity of billing and financial operations.
• Outage reporting: Service availability is continuously monitored, and outages are automatically detected through system alerts. When an outage or significant service degradation occurs, Vertex logs an incident and notifies affected customers via agreed communication channels, such as email or service status notifications. Updates are provided at regular intervals, including impact, mitigation actions and estimated restoration times.

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Vertex in Health restricts access to management interfaces and support channels using a layered, least-privilege security model aligned to NHS DSP Toolkit and CCS G-Cloud requirements. Administrative access to the RIS and supporting infrastructure is limited to authorised personnel only and protected using role-based access controls and multi-factor authentication. Access is granted on a need-to-know basis and reviewed regularly. Support channels are secured through authenticated service desk processes, ensuring only verified users can raise or manage incidents. All administrative and support activity is logged and monitored, providing audit trails and enabling rapid detection of unauthorised access.
• Access restriction testing frequency: At least once a year
• Management access authentication: Multi-Factor Authentication (MFA)

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: Vertex-in-Healthcare enforces a comprehensive set of information security policies and operational processes across its Financial Management service aligned with UK GDPR, NHS DSP Toolkit, and CCS G-Cloud requirements. Core policies include information security, access control, incident management, change management, and business continuity. Each policy is formally approved by senior management and owned by designated policy leads, with accountability held at the executive level. Day-to-day compliance is overseen by an appointed Information Security Lead, supported by service and technical managers.; ; Operational processes follow ITIL-aligned frameworks for incident, problem, and change management, ensuring consistent, secure handling of events. Policies are enforced through role-based access controls, mandatory multi-factor authentication, audit logging, and regular access reviews. Staff are required to complete ongoing security awareness and GDPR training, while internal audits and management reviews provide continuous assurance.; ; Vertex also implements proactive security measures, including vulnerability management, continuous monitoring, endpoint protection, and independent penetration testing, to identify and mitigate risks. Any deviations or incidents are escalated according to predefined reporting structures to the Information Security Lead and executive management. This layered approach ensures that policies are consistently applied, monitored, and updated, providing a secure environment for financial, clinical, and administrative operations.
• 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: Vertex-in-Healthcare applies a structured configuration and change management process for its Financial Management and RIS solutions. All system components—roles, permissions, workflows, and integrations—are tracked throughout their lifecycle using a central configuration management repository, ensuring visibility and accountability. Changes follow ITIL-aligned procedures, including design workshops, iterative configuration, and user acceptance testing. Each proposed change is assessed for operational and security impact, including data integrity, access control, and regulatory compliance, before approval. Deployment is supported with Hypercare, monitoring, and immediate remediation. Documentation, training, and audit trails ensure traceability, supporting long-term governance and secure, controlled system evolution.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Vertex-in-Healthcare follows a proactive vulnerability management process for its Financial and RIS solutions. Potential threats are assessed through regular automated vulnerability scans, penetration tests, and monitoring of security advisories from sources like NCSC, UKHSA, and cloud providers (Google Cloud, Azure, AWS). Identified vulnerabilities are classified by severity and business impact. Critical patches are deployed within 24–48 hours, high-priority updates within five days, and routine patches during scheduled maintenance. Patch testing ensures stability and compliance before release. Continuous monitoring, threat intelligence feeds, and periodic security reviews ensure emerging risks are promptly identified, assessed, and mitigated across all service components
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Vertex in Health operates a protective monitoring approach aligned to NHS DSP Toolkit, ISO 27001 and CCS G-Cloud requirements. Potential compromises are identified through continuous system and security monitoring, automated alerts, log analysis and anomaly detection across the RIS and supporting infrastructure. When a potential compromise is detected, incidents are logged, triaged and investigated immediately using ITIL-aligned incident response processes. Containment and mitigation actions are applied to reduce risk and restore services. Security incidents are responded to promptly, with critical incidents escalated and addressed without delay, supported by defined response and communication 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: Vertex in Health operates an ITIL-aligned incident management approach to minimise disruption to RIS services. Pre-defined processes and runbooks are in place for common events, including system outages, performance degradation and access issues, enabling rapid, consistent response. Users can report incidents via a dedicated service desk, email or agreed support channels. All incidents are logged, categorised and prioritised based on impact and urgency, with critical incidents escalated immediately. Vertex provides regular status updates during incidents and produces post-incident reports for major incidents, detailing root cause, resolution and preventive actions.
• 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: Yes
• Connected networks: Health and Social Care Network (HSCN)

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: 2.5%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 7.5%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 12.5%

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: 64f014df-8b55-4a5e-9dd4-f3ef39b1574d
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 0c69e49c-a703-4567-8c01-50be883b2335
• 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
    • 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
    • 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

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

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

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • 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
    • 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
    • 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 willem@vertexih.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.