REFERRAL MANAGEMENT SERVICES LIMITED

RMS Single Point of Access (SPOA)

RMS Single Point of Access combines referral management, clinical triage, appointment booking, advice & guidance, PIFU and patient-assistance in a cloud-based platform for healthcare organisations. It directs patients to the right service, first time, optimises capacity and demand, and improves equity of access across dental, optical and wider care pathways.

Features

• Single Point of Access for referral intake, triage and booking
• Configurable referral pathways and templates for multiple specialties and settings
• Integrated with NHS systems: eRS, SCR, PDS Spine, NHSmail
• PACS and imaging integration to support safe clinical triage
• Capacity and appointment slot management across providers and clinics
• Built-in Advice and Guidance and clinician to clinician workflows
• Support for Patient Initiated Follow Up and elective recovery pathways
• Intelligent patient navigation assistant via structured conversations
• Real-time referral and pathway tracking for referrers and commissioners
• Role-based access, audit history and information governance controls

Benefits

• Provides reusable SPOA model for new specialties and geographies
• Streamlines referral workflows, reducing administrative burden for practices and providers
• Delivers patient-centricity, directing patients to the right place, first time
• Enables rapid clinical triage and advice, improving patient safety
• Optimises capacity and demand, helping systems balance waiting lists
• Reduces waiting times by matching referrals to available capacity
• Improves data quality and insight through structured referral information
• Supports new care models including Advice & Guidance and PIFU
• Improves equity of access using consistent rules-based triage
• Delivers improved patient experience with intelligent, self-service navigation

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

Framework

G-Cloud 15

Service ID

815017863139413

Contact

Claire Dickens
0113 493 1920
hello@referral.solutions

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: No specific service constraints apply. Our platform operates on industry standard browsers and devices running supported operating systems.; ; The service is available 24/7, except where maintenance is required. Planned maintenance is scheduled outside normal business hours (typically 10:00pm–2:00am UK time) and we aim to provide at least 30 days’ notice where practicable of any maintenance events.
• System requirements:
  • Industry Standard Browser
  • Internet Connection
  • Desktops/Laptops: Supported Operating System
  • Mobile Devices: Supported Operating System

User support

• Email or online ticketing support: Yes
• Support response times: Support queries are acknowledged and triaged during normal Business Hours. Incident tickets are prioritised, and standard queries are handled in turn. At weekends and outside Normal Business Hours, tickets can still be raised and will be queued for the next business day (unless weekend responses are agreed as part of an enhanced support arrangement at call-off).; ; For general queries, we aim to provide an initial response within 2 business hours, however, complex requests will be handled within agreed timescales depending on scope.; ; For incidents, we respond in line with the incident response and resolution times detailed in the SLA.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: WCAG 2.2 AA
• Web chat accessibility testing: We have not conducted formal assistive-technology user testing specifically for the web chat support tool. We do perform internal accessibility checks of the support journey, including keyboard-only navigation and screen reader checks where practicable. If a contracting organisation has specific requirements for assistive-technology user groups where further testing and validation of the web chat tooling is required, we will agree an appropriate approach at call-off and address any issues identified.
• Onsite support: Yes, at extra cost
• Support levels: RMSL provides a single, fully supported service for all buyers. Support is delivered via our service desk for incidents and service requests, with prioritisation based on impact and urgency. We provide monitoring and incident management, escalation to technical teams when required, and regular service communications for planned maintenance and changes.; ; Standard support is included in the service price (no separate charge for basic support). Where buyers require enhanced support arrangements, for example, extended hours support or additional service management, this can be agreed at call-off and priced as an optional add-on.; ; Each buyer will have a service contact for day-to-day coordination and escalation, and we can provide on-site support at additional cost where required.
• Support available to third parties: Yes
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: During mobilisation, RMSL supports buyers with a structured onboarding approach covering service mapping, pathway configuration, readiness testing and stakeholder engagement.; ; User enablement is delivered through online training sessions/webinars, supplemented by support guides and “how to” videos, and one-to-one support where required. We can tailor training to different user groups (e.g., referrers, provider admin teams, triage teams) and provide additional clinical/triage training resources where a managed triage service is in scope.; ; Once live, ongoing support is available via our helpdesk, including phone/email support and access to a shared Knowledge Base with area-specific guidance. User onboarding and access follows the agreed approval workflows, and we can support bulk account creation during implementation to enable rapid mobilisation.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: During contract transition or at contract end, RMSL will support the contracting organisation to extract and retrieve its data in accordance with the Call-Off Contract and exit requirements. Data can be provided in commonly used, industry-standard formats, for example CSV for structured datasets and standard file formats for documents/attachments, with a defined extract covering relevant operational records such as referrals, workflow/status history, audit logs and reporting datasets. Data extracts will remain subject to information governance and contractual permissions.; ; The scope, format and timetable for data extraction will be agreed as part of exit planning. Where the contracting organisation is moving to a replacement supplier, RMSL can provide reasonable assistance to support migration, including clarification of field definitions and transfer approach. Any additional effort beyond standard extraction, including, but not limited to, bespoke transformations, multiple extracts or extended support can be agreed at call-off and may incur additional charges.
• End-of-contract process: At the end of the contract, RMSL will work with the Buyer to support a smooth exit in line with the Call-Off Contract. This includes agreeing an exit plan and timetable, supporting service handover activities, and ensuring the Buyer can access and extract its data. We will continue to provide the service and support during the agreed notice and exit period, subject to contract terms.; ; Within the price of the contract, standard exit support such as coordination via the service desk/named service contact, provision of standard data extracts in common formats, and reasonable cooperation with the Buyer’s transition plan are included.; ; The following would be considered as additional costs: any non-standard exit requirements, for example bespoke data transformations or mapping to a new supplier’s structure, complex migration support, on-site exit workshops, extended support hours, or continued service beyond the contracted term/notice period. Where additional services are requested, they will be agreed in advance and charged on a time-and-materials or fixed-price basis, as agreed at call-off.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Our service is web-based and can be accessed from modern desktop and mobile browsers.; ; Core workflows, for example viewing and tracking referrals, responding to Advice & Guidance, and completing common administrative tasks, are available on mobile, however, the user experience is generally best on desktop or tablet due to screen size and input method.; ; Activities that involve reviewing detailed clinical information or images, for example PACS/imaging review, are recommended on a desktop browser or tablet for optimal usability.; ; Some configuration and bulk administration tasks may be more efficient on desktop.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: The secure interface supports day-to-day operational management, for example tracking referrals, managing waitlists, accessing reporting/dashboards and handling exceptions. It enables local configuration to reflect organisational requirements and governance. ; ; Functionality available in the interface will vary by module and the agreed scope and RACI between RMSL and the contracting organisation.; ; Authorised administrative users can configure and operate the service through the service interface. Depending on modules in scope, this includes managing referral pathways and templates, routing rules, provider directories and capacity/slot configuration, user accounts and role-based access controls, and service reporting/monitoring.
• Accessibility standards: WCAG 2.2 A
• Accessibility testing: We have not yet conducted formal testing of the service interface with users who rely on assistive technologies. However, accessibility is considered throughout design and delivery, and we undertake internal accessibility checks and user acceptance testing with accessibility criteria in mind. This includes reviewing keyboard-only navigation, form labels and error messaging, logical heading structure, and colour contrast, and addressing any issues identified before releasing updates.; ; Where buyers have specific accessibility requirements or user groups, we will work with the buyer at call-off to agree an appropriate approach to validation, including assistive-technology user testing where required, and to prioritise remediation actions. Accessibility considerations are also applied to our service desk and support materials to help ensure users can raise issues and obtain help effectively.
• API: Yes
• What users can and can't do using the API: RMSL provides APIs to support integration with practice and provider systems, primarily for referral management workflows. Using the API, authorised third-party systems (e.g. PMS) can initiate or submit referral data into RMS workflows and, where configured, provider systems can receive referral details and outcomes back into local systems to reduce manual re-keying. API-enabled integrations are typically agreed during onboarding and aligned to the configured pathway templates and data fields.; ; The API can be used to support set-up activities such as establishing integration endpoints and mapping agreed data fields to RMS referral templates. Changes to pathway configuration, routing rules, and user/access management are normally completed through the service interface rather than the API.; ; API capabilities vary by module and deployment scope, and are subject to information governance, security controls and appropriate permissions. Our available APIs with NHS services such as eRS, PDS Spine, SCR, IEP portal etc. and other third-party services are available where applicable, but are configured as part of the overall solution rather than directly controlled by the buyer via the API.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Our SPOA Platform is configurable to reflect local pathways, governance and operational requirements. Customisable elements include referral pathways and templates, routing and triage workflows, provider directories and capacity/slot configuration (where applicable), Advice & Guidance workflows, PIFU criteria and messaging, reporting outputs, and user roles/permissions. Where procured, the patient navigation/engagement assistant can be configured to the appropriate pathways, for example screening/readiness questions, approved content and signposting, escalation routes and outputs captured into SPOA workflows.; ; Customisation is typically implemented and controlled by RMSL to ensure consistency, clinical safety and information governance. RMSL will scope, configure, test and deploy changes in line with agreed change control and governance. Where appropriate, contracting organisations may have limited administrative capabilities, for example user account requests, support responsibilities and operational settings. Pathway & workflow changes and integrations are normally managed by RMSL.

Scaling

• Independence of resources: Our platform is delivered on scalable cloud infrastructure with segregated application and database layers, high-availability storage, and multi–availability zone replication/failover.; ; We protect users from each other’s demand through load-balanced services, continuous monitoring and elastic scaling. Core components auto-scale in real time (including AWS Lambda), allowing the platform to scale from low volumes to tens of thousands of requests without infrastructure change, maintaining responsiveness during peaks.; ; Operationally, we scale support and service management capacity through a hub model, adding trained resources as demand increases.; ; The above ensures consistent performance and support levels as usage grows across organisations, pathways and geographies.

Analytics

• Service usage metrics: Yes
• Metrics types: RMSL provides service usage and operational metrics via standard dashboards and regular reports, with additional reports available on request. Metrics can include referral volumes and status, pathway performance and turnaround times, triage activity, waitlist metrics, Advice & Guidance activity, and user adoption/usage by organisation, site, pathway or role.; ; Reporting supports benchmarking over time and identification of trends or exceptions. Where required, reports can be tailored to contracted KPIs and governance requirements, and may include visualisations and explanatory narrative.
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• 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: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest: Physical access control, complying with SSAE-18 / ISAE 3402
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Export formats and access permissions are controlled in line with information governance requirements, and the overall data sharing approach will be agreed at the Call-Off stage.; ; Generally, data exports are available to users directly from the application for monitoring of referral/workflow statuses and associated documentation. ; ; Higher-level reporting is available via dedicated dashboards showing key service metrics, with the ability to export underlying datasets for analysis and audit.Data can also be exported via API for use in downstream data platforms and reporting tools.
• Data export formats:
  • CSV
  • Other
• Other data export formats: JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • PDF
  • JSON

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Full details can be found in the SLA included in the Supplier Terms document. We provide 99.9% availability of the service, measured across each calendar month and excluding permitted downtime such as planned maintenance and outages outside RMSL’s control.; ; If we do not meet the agreed availability/KPIs, provisions in the Call-Off contract can provide Service Credit methods as a price adjustment.
• Approach to resilience: The solution is designed to operate at full levels of functional capability, performance, availability, security, and data protection regardless of the underlying hosting location, including across multiple data centre environments or cloud availability zones/regions.; ; The solution is currently deployed on cloud infrastructure (AWS EC2, S3, and AWS databases) with support for multi-zone and multi-region deployments. The system will be deployed across multiple availability zones within the selected region to provide physical and logical redundancy. ; ; Critical services are configured for automatic failover in the event of a zone failure, ensuring continuity of service without loss of functionality or data. System performance, access controls, and data protection measures (e.g. encryption, backup policies, monitoring) are applied uniformly across all locations, with no degradation or loss of service capability.; ; Data remains within UK-sovereign boundaries, and compliance frameworks are enforced consistently across all zones. Regular failover testing, security reviews, and performance validation are conducted to ensure the solution meets general operational and cyber resilience requirements under all hosting scenarios.; ; This approach ensures that the solution can deliver uninterrupted service and maintain its full operational integrity, even in the event of partial infrastructure failure or hosting location switch, supporting patient safety and organisational continuity.
• Outage reporting: Outages are detected through our monitoring and alerting and, where relevant, via notifications from our cloud hosting provider. When an outage is identified that may affect user access or service performance, we log and manage it as an incident and notify nominated contacts (such as commissioners or service leads) via email and/or our service desk, providing updates during investigation and restoration.; ; Where appropriate, we also publish a service message within the application, typically on the home screen, to inform end users of the issue and any workaround or expected resolution. Planned maintenance is communicated in advance to nominated contacts by agreed channels and, where relevant, via in-application notifications.

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 access so users only see functions and data appropriate to their role. The in-application support link is available to authenticated users to raise support requests, but management and help-desk administrative functions are restricted to designated “super user” roles. Super user access is provisioned by RMSL following buyer approval and verification, and is protected with multi-factor authentication (MFA). Administrative actions are auditable and access can be reviewed or removed on request.
• 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: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: User-defined
• How long system logs are stored for: User-defined

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: All of our services and processes are carried out in compliance with our ISO 27001–certified Information Security Management System (ISMS), supported by a comprehensive set of standards, policies and SOPs. Policies are managed in PolicyTech, accessible to all staff, and staff must confirm they have read and understood key policy updates (digitally recorded). All staff undertake mandatory induction and annual refresher training covering security, cyber awareness and data protection to ensure policies are understood and followed.; ; Reporting structure: the Senior Information Risk Owner (SIRO) operates at executive board level and has overall accountability for information security governance. The SIRO is supported by the Compliance & Assurance Team (CAT), led by the Service Quality Development Manager (SQDM), with representatives from operational, clinical and technical functions. Policies and SOPs are reviewed and authorised through executive governance, with compliance assured through training completion, internal audit, risk management (including risk registers, the Information Asset Register and Record of Processing Activities), and incident management oversight.
• 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: RMSL operates ISO 27001–aligned configuration and change management using an ITIL-based approach. Service components and information assets are tracked in an Information Asset Register with named owners and recorded details, reviewed by the executive team at least every 6 months.; ; Changes are assessed for potential security/privacy impact through our ISMS risk assessment and risk register processes, with DPIAs reviewed when changes affect personal data processing. Patching and releases are controlled and evidenced, with critical patches deployed within 48 hours and routine updates applied during scheduled maintenance windows.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: RMSL manages vulnerabilities through its ISO 27001–aligned ISMS. The RMSL SIRO subscribes to key suppliers and recognised cyber security sources, receiving regular alerts on emerging threats and vulnerabilities. ; ; RMSL is also a member of the Cyber Network Reporting (CNR) service, supporting rapid notification of potential malicious activity. Vulnerabilities are assessed based on severity, exploitability and potential service impact, with security patches deployed in line with criticality.; ; RMSL maintains Cyber Essentials and Cyber Essentials Plus certification as part of its ongoing security assurance, and undertakes robust audits and BCP testing to ensure the team are prepared for threat identification and management.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: RMSL operates protective monitoring through centralised logging and alerting across key service components. We identify these by processing log sources against defined rules and alerting on suspicious activity. The compliance team reviews alerts daily and escalates high-risk events immediately.; ; If identified, we follow our incident management process. This includes log preservation, triage and containment, investigation, remediation, and communication to the contracting organisation. Significant events are recorded as a security incident and managed through to closure with documented actions/lessons learned.; ; Suspected security incidents are triaged as soon as they are identified during business hours, with urgent escalation routes for high-severity events.
• 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: Incident Management forms part of our ISO 27001 certified Information Security Management system (ISMS), with pre-defined processes and escalation for common service and security events. Users can report incidents 24/7 via our help desk.; ; Incidents are logged and managed through our service management system; security incidents are raised and handled in accordance with the relevant policies and reviewed by the SIRO and compliance team. The security incident is updated throughout the investigation and remediation process. A full report is produced upon closure, inclusive of root cause analysis and lessons learned, which informs learning plans for the wider organisation.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Alcumus ISOQAR
• ISO/IEC 27001 accreditation date: Wednesday 28 February 2024
• What the ISO/IEC 27001 doesn’t cover: All elements of the service covered by certification
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Alcumus ISOQAR
• ISO 9001 accreditation date: Wednesday 1 December 2027
• What the ISO 9001 doesn’t cover: All elements of the service covered by certification
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 099b6cfb-37ef-46d1-a7b1-5afad03342f8
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Bba5e83c-de4f-47d4-928b-1fcd64626135
• 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
    • 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

  • 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
    • 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@referral.solutions. Tell them what format you need. It will help if you say what assistive technology you use.