FACULTY SCIENCE LIMITED

12. Faculty Frontier: AI for service industry & public sector operations (Production and Operations)

Faculty Frontier enables public sector and service organisations to apply AI to operational challenges such as forecasting demand, allocating resources, and managing service delivery. The platform simulates operational processes, helping users test scenarios and deploy governed decisions. It works with existing data infrastructure to support complex operational decision-making.

Features

• Computational Twin simulation of service users through operational stages
• Resource modelling for staff, capacity, equipment, and facilities
• Probabilistic demand forecasting for service planning and allocation
• Decision optimisation for scheduling and resource deployment
• Policy governance for service standards and operational constraints
• Process modelling for arrivals, queues, and service transitions
• Integration with existing operational data and AI models
• Metric tracking for wait times, throughput, and occupancy
• Causal modelling for operational what-if scenario analysis
• Deployable decisions for live operational system integration

Benefits

• Simulate and test operational changes before implementation
• Forecast service demand with uncertainty quantification
• Optimise resource allocation within constraints and trade-offs
• Understand impact of interventions on service outcomes
• Connect operational decision-making across organisational functions
• Deploy AI-driven decisions with governance and control
• Continuously learn and adapt to changing demand patterns
• Access dashboards and visualisations for operational insights
• Reduce wait times through data-driven capacity planning
• Maintain coherent metrics across service hierarchies

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 commercial.operations@faculty.ai. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

833702025896951

Contact

Neil Smith
02071930738
commercial.operations@faculty.ai

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: Faculty Frontier is designed to integrate with existing data infrastructure rather than extend specific software services. It connects with data warehouses, business intelligence tools, MLOps platforms, and operational systems via APIs. The platform orchestrates existing AI models and data assets rather than requiring specific prerequisite software.
• Cloud deployment model:
  • Public cloud
  • Private cloud
• Service constraints: Faculty Frontier is a cloud-hosted platform requiring internet connectivity. Implementation requires a discovery phase to understand decision workflows and data requirements before Computational Twin development. The platform works best when buyers have accessible, structured data relevant to their decision-making processes. Initial deployment typically involves collaboration between Faculty and buyer technical teams to configure integrations and validate models. Ongoing model refinement may be needed as operational conditions change. The platform requires appropriate data governance and access permissions to connect with buyer data sources.
• System requirements:
  • Modern web browser for accessing the platform interface
  • Internet connectivity for cloud-hosted access
  • API access to relevant data sources and models for integration
  • Appropriate user authentication and access management permissions
  • Data in accessible, structured formats
  • Sufficient data governance permissions for required data connections

User support

• Email or online ticketing support: Yes
• Support response times: Faculty Frontier provides a flexible, market-standard support model designed to integrate seamlessly with a Buyer’s existing infrastructure. We typically operate a multi-tier support structure where the Buyer manages initial triage and lower levels of support (e.g. L1 and L2), and Faculty typically provides expert L3 and L4 technical support for the core Frontier solution.; Our support is focused on high-complexity troubleshooting and platform optimisation. We agree bespoke SLAs on a per-customer basis, ensuring that response and resolution times are aligned with the specific operational needs of the department.
• User can manage status and priority of support tickets: No
• Phone support: No
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Faculty Frontier provides a flexible, market-standard support model designed to integrate seamlessly with a Buyer’s existing infrastructure. We typically operate a multi-tier support structure where the Buyer manages initial triage and lower levels of support (e.g. L1 and L2), and Faculty typically provides expert L3 and L4 technical support for the core Frontier soution.; ; Our support is focused on high-complexity troubleshooting and platform optimisation. We agree bespoke SLAs on a per-customer basis, ensuring that response and resolution times are aligned with the specific operational needs of the department.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: Deployment of Frontier typically includes a 'Delivery Team' who can facilitate both onsite and online training bespoke to each customer. Frontier also provides extensive end-user and technical documentation online.
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Faculty Frontier is deployed into the customer’s own cloud environment, and all operational and application data is stored in customer-owned infrastructure under their control.; ; As a result, users can extract their data at any time, including at contract end — using their existing access to the underlying databases and storage services, without reliance on Faculty to perform data export. There are no technical or contractual restrictions on data extraction.; ; In addition, decision data generated within Frontier can be directly exported by users through the application interface in a standard CSV format, providing a simple, self-service mechanism for extracting decision outputs.
• End-of-contract process: At the end of the contract, the customer may continue to access Frontier in accordance with the agreed notice period to complete any required data extraction or transition activities. All customer data remains within the customer’s own cloud environment and under their control throughout the contract and at contract end.; ; Following contract termination, access to Frontier software and Faculty support is withdrawn in line with the contract terms. At the customer’s request, Faculty will provide reasonable assistance to support an orderly exit, such as guidance on data locations, configuration, and documentation.; ; The contract price includes access to the Frontier software, standard documentation, and agreed levels of support during the contract term. Implementation of the software, cloud infrastructure costs, including compute, storage, and networking, are incurred directly by the customer through their chosen cloud provider and are not included in the contract price. ; ; Any additional exit support beyond standard documentation and guidance may be provided by agreement and charged separately.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Faculty Frontier will provide in-person training as well as online documentation.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The Decision Hub is Faculty Frontier's guided interface for end users and decision-makers. It enables users to create, compare, optimise, and share scenarios without requiring technical expertise. Decision-makers can explore what-if analyses, run simulations, and evaluate the impact of different decision strategies. The interface includes Frontier's AI Decision Agent (ADA), which helps users navigate the tool and interpret scenarios. The Decision Hub connects to published Computational Twins, ensuring decision-makers always work with validated, version-controlled models.
• Accessibility standards: None or don’t know
• Description of accessibility: Frontier is delivered through a web-based user interface. The service is accessible using modern web browsers and supports keyboard navigation, screen readers, and standard accessibility features provided by the browser and operating system.; ; Users can interact with core functionality through the user interface and APIs. Where visual elements are used, they are designed to be perceivable and operable using assistive technologies. Frontier does not require specialist hardware, and accessibility settings are managed through standard browser and operating system controls.
• Accessibility testing: Frontier has not yet undergone formal usability testing with users of assistive technologies.; ; Accessibility considerations are incorporated into the design and development of the service through the use of standard web technologies, semantic HTML, and adherence to established accessibility guidance during implementation. The service is designed to be compatible with common assistive technologies, including screen readers and keyboard-only navigation, where supported by the browser and operating system.; ; Frontier is delivered through modern web browsers, allowing users to apply their own accessibility settings and assistive tools. Feedback related to accessibility can be raised through standard support channels and is assessed as part of ongoing product improvement.; ; Where required by customers, Faculty is able to work collaboratively to identify accessibility requirements and prioritise improvements as part of service evolution.
• API: Yes
• What users can and can't do using the API: What users can do:; ; Trigger CT runs: Launch Computational Twin code (packaged as Docker images) within dynamically provisioned cloud containers, enabling cost-efficient parallel execution; Observe status: Monitor the progress and status of active CT runs in real-time; Query results: Retrieve metrics time series and state snapshots persisted in the database after CT containers terminate; Integrate with downstream services: Connect CT outputs to other applications and business intelligence tools; ; What users cannot do:; ; Access decision governance features: The API provides raw simulation mechanics but not the decision logbook, structured decision spaces, or audit trails available through the Decision Hub; Distinguish contextual levers: The API treats all inputs as generic levers without the semantic distinction between controllable actions and uncontrollable assumptions; Access the AI assistant: ADA and specialist agents are only available through the Decision Hub interface; Self-serve scenario creation: Business users require technical capability to interact with the API directly; the intuitive scenario creation and optimisation workflows require Decision Hub.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: What can be customised:; ; Computational Twins: Custom CT designs tailored to specific business processes, decision workflows, and domains.; ; Decision Spaces: Dedicated application environments configured for individual decisions.; ; Lever input forms: Input interfaces tailored to specific decision space requirements.; ; Results dashboards: Output visualisations and reporting views configured for different user needs.; ; Models and rules: Custom AI models, statistical models, or business rules integrated into CT designs.; ; Policies: Governance rules to monitor metrics and enforce decision boundaries; ; How users can customise:; ; Developer Studio (DevX): Technical users can build, test, and iterate on CT designs through a suite of command line tools.; ; Faculty Decision Engineers: Configuration of decision spaces, lever input forms, results dashboards, and policy setup requires collaboration with Faculty's team; ; Who can customise:; ; Technical users: Can independently develop and publish CTs via DevX.; ; All other customisation: Requires input from Faculty Decision.; ; Engineers, who work with buyers to configure decision spaces, interfaces, and governance frameworks to meet specific requirements

Scaling

• Independence of resources: Frontier is deployed into each customer’s own cloud environment, providing full isolation from other users of the service. Customers do not share compute, storage, or network resources with other organisations.; ; Frontier runs on containerised infrastructure orchestrated by Kubernetes within the customer’s environment. Resource allocation, autoscaling, and capacity limits are configured per deployment, ensuring that demand from other users cannot affect the performance, availability, or security of a customer’s service.

Analytics

• Service usage metrics: Yes
• Metrics types: Frontier provides detailed metrics on resource consumption, resource growth and user usage analytics
• Reporting types:
  • Real-time dashboards
  • Regular reports
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Developed Vetting (DV)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• 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
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Data at rest within Frontier is protected using industry-standard encryption mechanisms provided by the customer’s cloud platform. All data is stored in customer-owned infrastructure, with encryption enabled for databases, object storage, and backups.; ; Access to data is restricted through customer-managed identity and access controls, ensuring only authorised users and services can access stored data. Encryption keys are managed by the customer using their cloud provider’s key management services, supporting key rotation, auditing, and policy enforcement in line with organisational security requirements.
• 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: Deleted data can’t be directly accessed / Cryptographic Erasure

Data importing and exporting

• Data export approach: Via the web interface.
• Data export formats: CSV
• Data import formats: Other
• Other data import formats: Engineers build customised ETL pipelines to ingest data from customers-directly.

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)
  • Other
• Other protection within supplier network: In addition to encryption in transit, Frontier relies on layered network security controls defined within the customer’s cloud environment. Access is restricted using customer-managed identity and access controls, network segmentation, and firewall rules to limit connectivity to authorised users and systems only.; ; Frontier is commonly deployed in private network configurations, such as VPC-only access, with exposure to the public internet minimised or removed entirely. All network access is logged and monitored within the customer’s environment to support auditing and incident investigation.

Availability and resilience

• Guaranteed availability: Faculty agrees market-standard SLAs with customers on a per-contract basis. These tailored agreements typically define:; ; - Availability Guarantees: Custom uptime targets based on the criticality of the specific deployment.; ; - Response and Resolution Times: Tiered support response times (Priority 1–4) mapped to the buyer’s internal escalation paths.; ; - Maintenance: Proactive notification for planned downtime to minimise operational impact.
• Approach to resilience: Faculty Frontier is designed with resilience built into its architecture.; ; Container-based Infrastructure:; Computational Twin runs are executed within dynamically provisioned cloud containers, enabling cost-efficient parallel execution and isolation of workloads. This architecture supports resilience through dynamic scaling and workload distribution.; ; State Persistence and Recovery:; The CT Run Manager provides resilience via state snapshots during execution and persistence of results in a database after containers terminate. This ensures that simulation outputs remain available for querying even if individual containers fail.; ; Data Protection:; Results including metrics time series and state snapshots are persisted to database storage, protecting against data loss from container termination or failure.; ; Deployment Practices:; Changes to the platform are deployed using processes designed to minimise downtime. Where downtime cannot be avoided, planned maintenance windows are scheduled and communicated in advance.; ; Datacentre Setup:; Detailed information regarding datacentre resilience, geographic redundancy, and infrastructure configuration is available on request.
• Outage reporting: Faculty Frontier reports outages and planned downtime through direct communication channels with buyers.; ; Planned Downtime Notification:; The Supplier notifies buyers of planned downtime and its known impact in advance via written notice (email) to named project leads on the buyer's side.; ; Incident Communication:; Support requests and incident reports are generally managed through an agreed ticketing service. ; ; Buyer Responsibilities:; Buyers are typically required to provide prompt notice to Faculty of any faults they become aware of using the agreed ticketing system or by escalating to their dedicated Customer Success Manager or Delivery Team.; ; Public Dashboard:; Faculty Frontier does not currently have a public dashboard.; ; Email Alerts:; Planned downtime notifications are typically sent via email to named project leads. Incident-specific alerts and updates are typically communicated through the agreed ticketing service and Customer Success Manager channels.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Faculty administrator access to the servers hosting Faculty services is permitted only by public key based SSH, with password authenticated access prohibited by the server configuration. Faculty administrators' private SSH keys are not shared, and are stored on computers in the administrators' physical possession and which use full disk encryption. Repeated failed SSH login attempts to a single server cause the host attempting to login to be blocked at the firewall level, mitigating brute force attacks.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

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: User-defined
• Access to supplier activity audit information: Users contact the support team to get 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: We align to ISO27001:2022 including all relevant policies and processes, which include: ; ; Access Control Policy,; Asset Management Policy,; Business Continuity and Disaster Recovery Plan,; Code of Conduct,; Cryptography Policy,; Data Management Policy,; Human Resource Security, ; Incident Response Plan,; Information Security Policy,; Information Security Roles and Responsibilities,; Operations Security Policy,; Physical Security Policy,; Privacy Policy,; Risk Management Policy,; Secure Development Policy,; Third-Party Management Policy,; ; We enforce policy adherence by embedding core standards directly into employee contracts, establishing clear legal accountability from the start. We maintain a proactive compliance culture through mandatory training sessions and accessible E-learning modules on our intranet. This is supported by a robust reporting structure featuring recurring tracking and board reviews to ensure every team member remains informed, compliant, and accountable.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Configuration is classified as Restricted data and is asymmetrically encrypted with the OpenPGP standard (RFC 4880), using 2048 bit RSA keys protected with strong passphrases. The passphrases to these keys are stored in HashiCorp Vault, accessible only to Faculty administrators with individual passphrases, hosted on a server with an encrypted storage device and accessible only via public key authenticated SSH.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We identify potential threats to Faculty systems through a combination of external penetration testing, internal vulnerability management (where applicable), weekly patching of servers, and following best practices relating to data security. We subscribe to information security mailing lists for security updates and use external providers to keep us informed.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Faculty's infrastructure has a suite of automated tools that monitor and alert on user and application behaviour. All alerts get escalated to the engineering support team.; ; We classify alerts into 3 severity categories.; ; - Severity 1: Direct impact to the reputation of Faculty or its clients. 1 hour response time.; - Severity 2: Potential downtime for a subset of users. 24 hour response time.; - Severity 3: No direct impact on users. 2 business day response time.
• Incident management type: Supplier-defined controls
• Incident management approach: Faculty operates a robust incident-management procedure that's reviewed and tested at least annually.; We have technical controls ensuring incidents don’t take place, however if they do; our team are trained on how to raise incidents, incidents are raised to a central incident management team who will triage the incident directly, with support from impacted individuals and delivery teams. RCAs and lesson learned processes are undertake for all major incidents and often for minor incidents also. Faculty’s central administration team is capable of taking remedial action across the Faculty estate to ensure that when incidents do happen, the impact remains low.
• Post-quantum cryptography secure: Yes

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 3%
• Between £2,500,001 and £5,000,000: 5%
• Over £5,000,001: 8%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Alcumus ISOQAR
• ISO/IEC 27001 accreditation date: Monday 1 July 2024
• What the ISO/IEC 27001 doesn’t cover: Faculty Science Limited operates a fully scoped ISO27001:2022 Statement of Applicability
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Alcumus ISOQAR
• ISO 9001 accreditation date: Thursday 15 January 2026
• What the ISO 9001 doesn’t cover: The certificate covers Faculty Science Limited’s professional services, including AI strategy consulting and custom AI solution development. Exclusions include product lines and activities outside this scope (e.g. Frontier product development and training/capability-building services), as documented in the QMS scope.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: Cdcd42b8-f296-426f-908e-ffa674092570
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: A69d605c-6326-42bf-9dba-df264da8f6c6
• 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 commercial.operations@faculty.ai. Tell them what format you need. It will help if you say what assistive technology you use.