CLEO SYSTEMS 24 LTD

CLEO IUC

CLEO Integrated Urgent Care is a comprehensive patient management system designed to navigate patients seamlessly through their entire Urgent Care journey, from first point of contact to discharge. Our solution helps clinicians save time, increase visibility of patient numbers and trends and improve call handling volumes and staff allocation.

Features

• Patient streaming and redirection
• Digital Appointment Booking
• GP Connect and Care Connect integration
• Virtual consultations (video and audio)
• Speech and text analysis
• Real-time dashboards and reporting
• BaRS and ECDS compliance
• Interoperability with PDS, SCR, DoS, MIG and ITK

Benefits

• Reduced patient wait times
• Increased consultation productivity and efficiency
• Improving access to urgent care
• Enhanced data-driven decision making
• Enhanced clinical safety
• Cutting lengthy administration time and effort
• Enhanced interoperability coordination
• Sustainability and cost savings

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

Framework

G-Cloud 15

Service ID

826996121599976

Contact

Emma Dew
03333 200024
hello@cleosystems.com

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: To maintain security, we require Smartcards with correct roles and activities. For connectivity, we require HSCN access at all operational locations. To enable authentication, we require NHS Identity Agent V2.4.10.0+ with required registry settings. To assure readiness, we require local Acceptance Testing before go‑live. To preserve integrity, customers install critical maintenance promptly. To operate safely, we schedule planned maintenance outside core hours. To enable interoperability, we depend on PDS, SCR, GP Connect, DoS and MIG. To support performance, UK usage is required due to HSCN reliance. To ensure consistency, desktop prerequisites must be installed and supported.
• System requirements:
  • Windows 10 or later (1709+) operating system
  • Dual-core 2GHz or faster
  • Minimum 512MB dedicated to CLEO IUC
  • 100MB per user for installation
  • Optimal 1920x1080 resolution
  • .NET Framework 4.8 runtime
  • NHS Identity Agent V2.4.10.0+
  • JRE v8 32-bit, Visual C++ 2019
  • HSCN connectivity and firewall configuration
  • Up-to-date Intel graphics drivers

User support

• Email or online ticketing support: Yes
• Support response times: Our core support hours are 08:00-18:00 Monday-Friday. Critical incident support is provided 24/7 by telephone for Priority 1 cases. For each priority, we provide the following response times:; ; • Priority 1: 1 hour to respond, 4 hours to resolve; • Priority 2: 2 hours to respond, 16 hours to resolve; • Priority 3: 8 hours to respond, 5 business days to resolve; • Priority 4: 8 hours to respond, 30 business days to resolve
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes
• Support levels: We provide a single comprehensive support service designed to deliver consistent quality and value without requiring customers to choose between basic or premium tiers. Our current support model includes:; ; • 24/7 incident logging via the CLEO Support Portal; • Telephone support for Priority 1 incidents to ensure immediate attention; • Access to knowledge base and self-service resources; • Regular account meetings with your Customer Success Manager and Support Manager; • Proactive service reviews including KPI and SLA reporting; ; Ensuring fairness and simplicity in cost structure, all customers benefit from the same high level of service. Maintaining transparency, we include support costs within the agreed contract price, with no hidden charges for escalations or priority handling.; ; While we do not use the title “Technical Account Manager” or “Cloud Support Engineer”, we instead provide equivalent roles through:; ; • Customer Success Manager (CSM): Your strategic point of contact, responsible for alignment with business objectives, service reviews and continuous improvement; • Support Manager: Oversees operational performance and ensures timely resolution of incidents; • Project Manager: Assigned during implementation and major projects to ensure smooth delivery; ; This structure ensures customers receive both technical and strategic support without additional cost.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: We provide the following onboarding process to customers upon contract start:; ; 1. Kick-off and scoping: To establish shared expectations, we meet our customer’s project and governance teams to confirm scope, timelines and success criteria; 2. Quote: We produce a quote outlining deliverables, dependencies, risks and commercial teams; 3. Access and environment set up: We ensure the customer deploys the CLEO IUC MSI package to approved devices and confirm HSCN connectivity and Smartcard access where required, setting up key service features; 4. Resource allocation and scheduling: We assign delivery roles, agree schedules and document milestones; 5. Discovery and requirements confirmation: We run technical and clinical workshops to validate requirements and align processes; 6. Training and User Acceptance Training preparation: We deliver Train-the-Trainer sessions and provide user guides and videos. Users conduct User Acceptance Testing in live or test environments with test patients. Following this, we require users to complete the DBC0129; ; We conclude onboarding once the user approves UAT, completes governance checks, including DCB0129 and confirms readiness for deployment and go-live. To ensure safe transition, CLEO Systems provides onsite or remote support during go-live, followed by a 2-week hyper care period before transition to BAU.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: At contract end, we return all data through a full SFTP export, typically in CSV format, although other agreed formats will be available upon request. To support continuity, we revoke access and provide handover documentation. We delete all supplier-side data within 3 months of contract end, providing a certificate of deletion to users to confirm completion. We can structure exports to suit local reporting models and downstream warehouses. We agree timelines in advance to allow user teams to plan downstream work and operational changes.
• End-of-contract process: We begin closure with a review meeting to confirm deliverables and lessons learned, providing configuration outputs, test records and training assets as required. We conduct knowledge transfer sessions to support self-sufficiency. We delete all supplier-side data within 3 months of contract end, providing a certificate of deletion to users to confirm completion. Advisory support can continue under a separate quote if required. To avoid surprises, we coordinate dates and responsibilities against the contractual notice period.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Documentation is written in clear, structured PDF format. Alternative formats can be provided on request. We update all materials after major releases to ensure content stays accurate. We share guidance through our Customer Portal and include release notes where helpful. During assurance, we consider accessibility alongside usability, which helps keep changes straightforward for end users. Consistent templates reduce cognitive load and make it easier to find information. Feedback from training and user groups informs improvements and additional examples where needed.

Using the service

• Web browser interface: No
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: To speed triage and reduce errors, we provide task-focused workflows for streaming and assessment, and structure patient search using PDS matching criteria. We have embedded appointment booking, virtual consultation and document sharing views onto our service interface. Managing demand, we provide queue oversight tools for caseload control and present dashboards for operational oversight and review. Our design remains consistent across all modules and deliver our interface as a Windows application.
• Accessibility standards: None or don’t know
• Description of accessibility: All interfaces are designed towards WCAG 2.2 AA standards. CLEO IUC’s accessibility and usability features include:; ; • Keyboard navigation support; • High-contrast mode; • Resizable text and responsive layout; • Clear, consistent User Interface design; • Screen reader compatibility ; • Accessible documentation formats; • Error prevention and clear feedback; • Language clarity
• Accessibility testing: Accessibility evaluations are conducted using standard tools and user feedback through support interactions and customer groups. TOPdesk, our ITSM platform provider, perform testing with screen readers and integrate accessibility into its design system. We monitor feedback and prioritise remediation within release cycles. Further user testing with assistive technologies can be arranged on request.
• API: Yes
• What users can and can't do using the API: CLEO IUC provides incoming and outgoing APIs to support integration with approved NHS services and local services. Buyers have access to a dedicated test and sandbox environment, and full documentation is supplied in PDF format. Through the CLEO IUC API framework, organisations can:; ; • Integrate with clinical systems using NHS-recognised standards; • Exchange data with GP Connect, Care Connect, MIG and ITK-based services; • Retrieve operational and performance data through secure reporting feeds; • Support interoperability with video consultation, digital front-door and third-party urgent care solutions; • Connect securely to local Business Intelligence (BI) and analytics tools via controlled exports
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Users are able to tailor CLEO IUC through configurable settings that maintain clinical safety and operational consistency. User administrators can configure local settings, while CLEO Systems manages advanced and system-wide configurations. Customisable elements include:; ; • User setup and role-based access permissions; • Organisational settings such as locations, services and care pathways; • Integration enablement, such as with GP Connect, digital appointment booking and virtual consultations; • Local reporting requirements through Secure File Transfer Protocol data feeds; • Queue, workflow and triage configuration within agreed safety parameters

Scaling

• Independence of resources: To guarantee users are not affected by the demand other users are placing on our service, we provide the following stability measures:; ; • Segregation of tenant data and infrastructure; • Isolation of user environments through our private-cloud environment; • Usage of load-balanced and resilient hosting environments; • Proactive monitoring of performance and capacity; • Scaling of compute resources in line with demand

Analytics

• Service usage metrics: Yes
• Metrics types: We provide the following service metrics:; ; • Triage and clinical assessment volumes; • Queue and caseload activity; • Booking utilisation; • Operational throughput; • System usage statistics; • Audit and compliance events; • Speech and text analytics
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: None

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: Other
• Other data at rest protection approach: Data at rest is encrypted using SQL Server Transparent Data Encryption. Access is restricted through logical and physical controls aligned with CSA CCM. Tenant isolation prevents cross‑customer exposure. Daily immutable backups and segregated replication strengthen continuity.
• 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: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: During the contract, secure daily SFTP feeds provide structured operational and usage data. Scheduled reports are available in CSV or PDF format. Additional extracts can be produced upon request for specific analytical needs. Exports can be agreed at any time in agreed open formats. To ensure data handling remains compliant and predictable, we align governance controls with customer security requirements.
• Data export formats:
  • CSV
  • Other
• Other data export formats: PDF
• Data import formats:
  • CSV
  • Other
• Other data import formats: Structured open formats as agreed during implementation

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • Private network or public sector network
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: Defence‑in‑depth combines network segmentation, controlled API access and tenant isolation. Logical and physical access controls protect data. Backups are written to immutable storage daily and replicated to segregated cloud managed by Arcserve. Controls align with CSA CCM guidance.

Availability and resilience

• Guaranteed availability: To guarantee 99.9% service availability, we have designed CLEO IUC to remain available, resilient and stable at all times. To achieve this, we use controlled hosting, continuous monitoring and structured recovery processes that protect buyers from disruption. Assuming responsibility for overseeing CLEO IUC’s guaranteed availability will be the CLEO Service Desk Manager. In the unlikely event that this level of service is not met, then any refunds accrued would be as defined in the individual contracts that we agree with our customers.
• Approach to resilience: To maintain our commitment of 99.9% service availability, we monitor all environments 24/7, receive automatic alerts for anomalies through our infrastructure and application monitoring tools and respond to incidents using defined escalation pathways. To prevent outages, we operate CLEO IUC within UK-based private-cloud infrastructure that uses load-balanced servers, isolated resources and secure replication. Protecting performance, we scale resources proactively and separate customer workloads to avoid cross-tenant impact. To guarantee continuity, we back up all data daily to immutable vault storage and replicate these backups to a segregated cloud environment by Arcserve. For rapid restoration in the unlikely event of disaster scenarios, we follow annually tested disaster-recovery procedures aligned with NHS DSPT and internal Business Continuity Plan controls.
• Outage reporting: In the event of a service down incident, we triage all incidents immediately and escalate critical issues to senior engineers using our ITIL-aligned process. To protect users during high-security events, we communicate updates immediately through email alerts and a service-status webpage. For transparency, when an outage occurs, we notify all nominated user contacts to provide clear information on:; ; • Services affected; • Severity; • Issue description; • Actions taken; • Next status update; ; In the unlikely event of a major incident, we follow up with a full report to users within the agreed contractual timeframe.; ; Supporting consistent service quality, we analyse incident outcomes and integrate improvements into future releases.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Username or password
  • Other
• Other user authentication: For all clinical access, we require NHS Smartcards through Identity Agent V2.4.10.0+, with roles and activities verified before enabling functions. We limit administrative access to named users with standard credentials and log all privileged actions for audits. Customer Portal accounts use usernames and passwords for nominated staff.
• Access restrictions in management interfaces and support channels: Management functions are restricted to named administrators using standard credentials. Privileged actions are logged to maintain accountability. Clinical access is separate and requires NHS Smartcards with appropriate roles and activities. Support access is controlled through the Customer Portal, where organisations nominate who may raise and track cases. Case visibility remains within the customer’s organisation.
• Access restriction testing frequency: At least once a year
• Management access authentication: Username or password

Audit information for users

• Access to user activity audit information: Users receive audit information on a regular basis
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users receive audit information on a regular basis
• 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: Other
• Other security governance standards: We maintain Cyber Essentials Plus and comply with NHS DSPT. To structure controls, we align with CSA CCM for asset protection. We also undertake annual external assessments and internal reviews.
• Information security policies and processes: Operational security uses enterprise SIEM and SOC monitoring. NHS CareCERT advisories inform prioritisation. Critical vulnerabilities are remediated within 72 hours and high‑risk items within 14 days. Every change undergoes security impact assessment with CAB approval, planned windows and rollback steps reduce disruption. Incidents follow defined triage, containment, eradication and recovery, with post‑incident reports issued. We annually test our business continuity plan and integrate improvements. Audit evidence and remediation tracking support accountability.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We track configuration items within a Change Management Board. Our Change Management Board assess each change for their potential security impacts, with changes then authorised by our Change Advisory Board. Deployments occur in agreed windows with rollback plans prepared, with outcomes recorded for audits and transparency. Confirming stability, we conduct post-implementation review to capture lessons learns and possible improvements for future changes.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We use threat intelligence tools such as NHS CareCERT, to inform risk decisions. We scan our systems 24/7 to identify possible vulnerabilities and track any findings to closure. All critical vulnerabilities are patched within 72 hours, and all high-risk issues are patched within 14 days. For assurance, annual penetration testing is conducted by CREST or Tigerscheme-approved providers.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We provide 24/7 SIEM and SOC monitoring across our infrastructure, analysis logs from servers, applications, authentication and networks. We escalate all alerts to our on-call security team, with high-severity incidents escalated immediately to senior security leaders. We feed lessons learned into monitoring rules and controls.
• 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: We have a pre-defined process for incident management. Our formal incident response includes identifications, assessments, containment, eradication, recovery and communication with nominated customer contacts. Users can report incidents 24/7 through our Customer Portal. Following completion of our incident management process, we issue a post-incident report in PDF format via email in line with contractual requirements.
• Post-quantum cryptography secure: No

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: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 43a251ec-4be4-4777-9514-5769ee46a62c
• 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
    • 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
    • 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
    • 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 to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • 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
    • 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
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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

  • 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
    • 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
    • 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
    • Understanding of issues relating to entering the contract workforce
    • 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@cleosystems.com. Tell them what format you need. It will help if you say what assistive technology you use.