AJACO LIMITED

Production and Operations Services

AJACO are on point to provide Production and Operations Services to our Clients. Service lines supported include Portfolio and Programme Management, Project Management and Project Support, Contract and Financial Management. AJACO work in collaboration with all service providers and all levels of management to ensure projects are delivered.

Features

• Programme and Project Planning
• Programme and Project Reporting
• Programme and Project Delivery
• Portfolio Management
• Project Support
• Communications Management

Benefits

• Effective Programme and Project Management leading to successful delivery
• Effective Programme and Project Support leading to successful delivery
• Effective and Reliable Communications within Project Teams and end users
• Effective Change Management which manages reactions to cultural change
• Effective and Proactive Collaboration with Suppliers

• Education pricing available

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 services@ajaco.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

760656497143164

Contact

Ajay Nehra
01344838090
services@ajaco.uk

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Healthcare
  • Education
  • Public Order and Safety
  • Police
  • Defence
  • Social Security Administration
  • Adult Social Care
  • Children's Social Care
  • Other
• 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: AJACO are equipped to provide Testing Services to support project delivery. Service lines supported include Quality Assurance Testing, Technical Trials, User Acceptance Testing, Operational Acceptance Testing, Pilot Testing and Performance Testing. AJACO work in collaboration with all service providers and all levels of management to ensure projects are delivered.
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: We have no constraints
• System requirements:
  • Provision of Software license to use Microsoft Project
  • Provision of Software license to use Microsoft Visio
  • Provision of Software license to Microsoft Office Products

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Consultation, advice and guidance: 09:00-18:00, Monday to Friday ; Response times are within 1 hour between these times or within 12 hours at Weekends.; ; Data feeds: 24 hours a day, seven days a week.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AAA
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: Yes, at an extra cost
• Web chat support availability: 24 hours, 7 days a week
• Web chat support accessibility standard: WCAG 2.2 AAA
• Web chat accessibility testing: AJACO adhere to 3 key stages to testing any Web Chat facility. These are based on the original requirements from the client and are fundamental to verifying suitability of the Interface, the logic to see whether it follows the natural flow of a human being and the functionality with appropriate buttons and document attachment requests and processing.
• Onsite support: Yes, at extra cost
• Support levels: Account Manager - £900 per day (regularity to be mutually agreed with Client); Programme Manager - £850 per day;; Senior Project Manager - £780 per day; Project Manager - £725 per day; Communications Manager - £600 per day; Project Management Office Support - £520 per day; Technical Architect - £700 per day; Digital Development Operatative (Digital DevOps) - £650 per day; Office 365 Administrator - £500 per day; Office 365 Support - £400 per day
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: All Software or Systems delivered as part of the services we provide to our client are supported by End User Guidance and Frequently Answered Questions documentation. In addition to this documentation AJACO would encourage End User Communications to compliment any such documentation produced by AJACO.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At the end of the contract AJACO produce a report in Microsoft Excel, listing all costs incurred on a month by month basis including a total amount incurred as a result of providing services to the client. AJACO also report what was originally agreed with the client, communicating the variance (both positive or negative). At the end of each month (in arrears) AJACO produce an equivalent report and on this basis are able to provide forecasts based on current programme and project status.
• End-of-contract process: At the end of the Contract, all reports including completion statements and a Lessons Learned report are produced within the price of the contract. This also includes to the transition of any services to Business As Usual including the migration of all users so long at these activities fall within the agreed contract period. Subject to Client agreement AJACO would submit a follow on Memorandum of Understanding to support any future work subject to Commercial, Portfolio and Programme management approval.
• Documentation accessibility standard: WCAG 2.2 AAA

Using the service

• Web browser interface: No
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: No
• User support accessibility: WCAG 2.2 AAA
• API: No
• Customisation available: Yes
• Description of customisation: Although AJACO welcome buyers to solely request our services we are equally supportive of working collaboratively with other suppliers introduced by the Buyers to deliver their projects.; ; What can be customised?; ; Project duration, scope, content and AJACO's service lines can be customised with due notice in order for AJACO to adequately assess method of delivery of business requirements.; ; How user's can customise?; ; Users are able to customise our services based on their involvement and participation in trials. User's feedback, observations and recommendations are essential to ensuring all services are not only usable but establish a 'better-fit' to the business requirements being delivered.; ; Who can customise?; ; Buyers are able to change the scope of involvement and delivery of any project assigned to AJACO's services.

Scaling

• Independence of resources: It is paramount that the services we provide is of the highest quality and is not affected by the demand of other users. Regular internal quality reviews are carried out to ensure all risks and issues are identified and effectively communicated to the client.; ; Resourcing is maintained within the scope of AJACO's agreement with the client. Any external project or programme risk will be maintained by supporting the client by determining whether any external factors should be addressed by a separate agreement as agreed with the Client.; ; Prioritisation of such risk will be progressed once agreed with the client.

Analytics

• Service usage metrics: Yes
• Metrics types: All our consultants provide Highlight or Progress reports on a weekly basis. These reports document risks, issues, milestones achieved or pending, progress updates within the reporting period. Reports are provided in either Microsoft Word or Excel format.; ; In addition to weekly reports actual time burned is recorded, tracked and reported to the client. Reports are provided in Microsoft Excel format.; ; Quality reviews are carried out to ensure the service we provide is in line with client's expectations.
• Reporting types:
  • 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: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: In-house
• Protecting data at rest: Encryption of all physical media
• 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
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Only approved users are able to export data and by following the relevant security guidance with respect to appropriate Security Marking, Government Clearance at the appropriate level and password protection. Data exports are upon request and upon strict security guidelines.
• Data export formats:
  • CSV
  • Other
• Other data export formats: .XLSX formats
• Data import formats:
  • CSV
  • Other
• Other data import formats: .XLSX Formats

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: AJACO guarantee to provide Professional Quality Consultancy services. Our operating hours are Monday to Friday 9am to 6pm. Our SLA when dealing with any queries and issues outside of these times is within a timely manner and within a Professional Working Day. Timely manner would depend on the severity of the issue raised. A Severity 1 issue would result in a response within 2 hours of the issue being raised. However if the issue is raised outside of a Professional Working day a response will be returned by 9am the following business day. If we are unable to meet guaranteed levels of availability then we will compensate the client by providing an agreed amount of extended consultancy time at either a reduced or at no cost.
• Approach to resilience: AJACO's approach to resilience is based on identifying levels of risk when faced with the likelihood of a disturbance, surprise or uncertainty with a service provided. AJACO encourages solution providers to ensure reliability and system resilience by introducing backup systems, mirrored hardware, load balancing, correctly scoped hardware and correctly configured software to maximise resilience and to prevent system hardware or software failure.; ; From a Testing and Test Support Services perspective AJACO ensure its services are resilient by ensuring consultants are equipped with correct resources in order to fulfil buyer objectives. AJACO also ensure consultants are able to be substituted subject to establishing a mutual agreement with the buyer, providing substituted consultants with a suitable project handover as required by both the buyer and the project(s) being affected,
• Outage reporting: Outage reports are issued via email alerts, face to face notifications, remotely by telephone and via associated suppliers (where and as required by the buyer).

Identity and authentication

• User authentication needed: Yes
• User authentication: Multi-Factor Authentication (MFA)
• Access restrictions in management interfaces and support channels: Access restrictions in management interfaces and support channels would be approached by initially implementing protective marking and password protection if the nature of the interfaces are documentation related. If system related then such systems would need to be restricted to specific end user groups, which include users who have the correct level of security clearance to access such information. Time restrictions must also be considered for system related interfaces. Such systems should be restricted to business hours where support is usually more readily available.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

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 6 months and 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: Between 6 months and 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: CSA CSM version 4.0
• Information security policies and processes: AJACO ensures that all consultants adhere to best practice, recognising information security practices as set or/and adhered by the buyer. All AJACO consultants apply the correct level of security control to their day to day activities in line with good practice and applicable regulation and legislation. All documentation is formatted, controlled and distributed in line with buyer requirements. AJACO carry out regular peer reviews to ensure compliance is regulated and monitored. Any issues of non-compliance, information risks or incidents are raised with the Buyer through an agreed escalation path and via the relevant Security departments as required. AJACO adheres to the following acts:; ; - HMG Security Policy Framework.; - ISO27001:2005 / ISO/IEC17799:2000. Information Technology – Information; - Security management systems requirements.; - ISO27002:2005. Code of practice for information security management systems.; - ISO27005:2008. Information Security Risk Management.; - Freedom of Information Act 2000.; - Data Protection Act 1998.; - Regulation of Investigatory Powers Act 2000.; - Computer Misuse Act 1990.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: 1) Request for Change - clarifying objectives and goals.; 2) Impact Analysis - identifying resources that will facilitate the process through to delivery and completion. To determine the level of buy-in from the client and all parties involved. To assess from respective Security and Information Assurance impact to the proposed change.; 3) Approve / Deny; 4) Implement Change - To involve all parties required to deliver.; 5) Review / Reporting - To assess how successful the delivery was in line with the goals and objectives of the change.; ; To promote regular communication at all stages of the Change Management Process.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: All public service contract related information is either held on client provided devices or client shared drives. All secure information is maintained on client supplied equipment. These services are supported by client suppliers.; ; The only information held on AJACO specific devices are timesheet or audit information for the purpose of AJACO only,; ; As part of our services any vulnerabilities are reported immediately, captured on a RAID log recorded as part of our weekly reporting procedures. Such potential threats are obtained from public sector users of client services or from suppliers who are currently supporting client services.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: AJACO adheres to the buyer's business processes to oversee how products and services are used and also abused and in doing so:; a) seeks to adhere to and adopt an organisation-wide strategy; b) identify specifics as to how requirements will be delivered to each project; c) recognise and promote the value and benefits brought to the business; d) furnish the infrastructure needed to support requirements; e) ensure skilled consultants are able to adequately operate the infrastructure; f) to conduct reviews to ensure that the processes are performing to requirements; g) immediately report to the buyer any potential compromises identified
• 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: All incidents identified by AJACO, the buyers and supporting suppliers are maintained on a single spreadsheet clearly specifying the date identified, summary of issue, description, environmental condition, severity, priority, assignee and status. These incident reports are regularly communicated to all relevant parties within a project team and are reviewed internally within both AJACO, buyer and respective suppliers. All common events for example installation related are generally routed to Suppliers to resolve. User guidance notes are generally shared with the Communication Manager. All Severity 1 and 2 incidents are reported immediately to the assigned Project Managers appointed by the buyer
• 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: Yes
• 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: 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: 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: 29552840-b5de-4b36-9163-ae091f0ba96a
• 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 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 services@ajaco.uk. Tell them what format you need. It will help if you say what assistive technology you use.