Better d.o.o.

Better Meds Pharmacy

Better Pharmacy is a comprehensive stock control and dispensing system covering all aspects of hospital pharmacy operations including dispensing, procurement, manufacturing, stock management, reporting and compliance. Built on modern NHS standards, the system streamlines pharmacy workflows, ensuring safety and transparency whilst freeing up pharmacy staff to focus on patient-facing activities.

Features

• Comprehensive stock control and procurement management
• Dispensing for patient, ward, stock and aseptic prescriptions
• Barcode-enabled accuracy checking with customisable safety rules
• Ward stock management and electronic ward ordering for nursing staff
• Emergency box management and monitoring
• Aseptics, manufacturing and parenteral nutrition workflows
• Integrated prescription tracking system
• Homecare functionality
• Real-time alerts and visibility across all pharmacy operations
• Comprehensive reporting with full audit trail of all activity

Benefits

• Reduces transcription and paper processes, freeing staff for care
• dm+d and SNOMED standards ensure interoperability and reporting compliance
• Barcode tracking from delivery to bedside with MHRA alerts
• Reduces waste through automated expiry date tracking
• Improves stock availability and reduces costly stockouts
• Delivers significant cost savings through optimised inventory
• Saves pharmacy staff time on manual stock checks
• Provides complete audit trails for regulatory compliance

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at ukitenders@better.care. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

863874388361725

Contact

<removed>
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ukitenders@better.care

About your service

• Service categories:

  Applications

  Production and operations

  Service industry and public sector operations

  • Healthcare
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
• Service constraints: Planned maintenance by mutual agreement.
• System requirements:
  • Browser based Pharmacy that supports multiple browsers and mobile devices
  • Local backup desktop required

User support

• Email or online ticketing support: Yes
• Support response times: Priority 1 (critical failure preventing system access) receives response within one hour and resolution within four hours. Priority 2 (loss of critical clinical functions including prescribing or medication administration) achieves response within four hours and resolution within one business day. Priority 3 (moderate errors with partial functionality retained) receives response within two business days, with resolution through vendor-customer discussion or scheduled maintenance. Priority 4 (feature requests and non-critical queries) follows the same response timeframe as Priority 3, with resolution managed through ongoing dialogue or planned releases.; Guide only - Weekend response times may vary per contract.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Better provides comprehensive tiered support with guaranteed service levels designed specifically for NHS operational requirements:; ; **Support Structure**; Each client organisation receives a dedicated account manager ensuring continuity and tailored service delivery throughout the contract lifecycle.; ; **Service Hours and Availability**; Business hours support operates 8am-5pm GMT/BST, Monday to Friday, supplemented by 24/7 out-of-hours advisory support for Priority 1 incidents via dedicated emergency telephone line.; ; **Incident Response Levels**; Severity 1 (Critical) incidents affecting service availability receive response within 4 business hours, with remote restoration targeted within 1 business day and resolution within 30 business days. Severity 2 (Medium) issues are responded to within 8 business hours, with 2-day restoration targets. Severity 3 (Low) procedural queries receive 2 business day response times.; ; **Application Availability**; Better guarantees 99.9% monthly application availability for production environments, with defined service charge retention mechanisms for failures below agreed thresholds.; ; **Support Channels**; Multi-channel access via dedicated email (support@better.care), web portal (https://jira.better.care/servicedesk), and emergency telephone support ensures appropriate escalation pathways for all incident severities.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Better adopts a structured three-phase training approach designed to ensure comprehensive user readiness across the organisation, delivered online with supporting documentation. The programme begins with project team training delivered at the project's outset, enabling core team members to gain familiarity with the implementation strategy, technical architecture, and solution capabilities. This foundational training provides hands-on experience with system functionality and configuration options, establishing the knowledge base required to support successful deployment.; ; The second phase focuses on developing superusers and trust trainers through a Train-the-Trainer methodology. Better recognises that early identification of advanced users is critical to success, as these individuals provide ongoing expertise and support to colleagues during implementation and beyond go-live. This approach ensures that training expertise is embedded within the trust, creating sustainable capability for long-term system adoption.; ; End-user training is delivered by the trust's own training team, supported by Better's comprehensive learning materials including e-learning modules, user guides, and quick reference documentation. Training is scheduled as close to go-live as practical, aligning with the phased rollout schedule to ensure staff readiness corresponds with their actual need to use the system. This timing minimises the requirement for retraining whilst maintaining user confidence and competence at the point of deployment.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Better's commitment to data portability ensures Trusts maintain complete ownership of their clinical information throughout and beyond contract lifecycle. Data extraction is facilitated through an Extract, Transform, Transfer, and Load (ETTL) process that interfaces directly with Better's Operational Data Repository and Clinical Data Repository. All data is held in openEHR or FHIR formats.
• End-of-contract process: Included in the price and agreed at the time of contract signature, Better implements a structured offboarding programme fully compliant with NHS Data Security and Protection Toolkit requirements and ISO 27001 standards. Our process ensures secure knowledge transfer to successor systems or internal teams through comprehensive documentation handover, including system configurations, clinical workflows, and integration specifications.; ; All user access is systematically revoked through controlled deprovisioning procedures whilst maintaining complete audit trails for governance purposes. Patient data is handled according to contractual obligations and GDPR requirements, with secure data extraction or migration support provided as specified in the agreement. We work collaboratively with NHS organisations to ensure business continuity throughout the transition period, providing technical documentation, configuration exports, and operational runbooks to support seamless service continuation. Any associated costs are agreed at contract signature or through mutual CCN.; ; Our proven offboarding methodologies, delivered in partnership with implementation partners including CGI, prioritise patient safety and service continuity, ensuring no disruption to clinical services whilst protecting the confidentiality, integrity, and availability of all health information throughout the transition process. These activities and responsibilities will be negotiated at time of contract signature.
• Documentation accessibility standard: WCAG 2.2 A

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The browser based solution features responsive web design so will work on mobile devices. Screen size though should be considered.
• Service interface: No
• User support accessibility: WCAG 2.2 A
• API: Yes
• What users can and can't do using the API: The Better Meds API enables trusts to integrate medication management seamlessly into their existing digital infrastructure through open standards including FHIR, HL7, and SNOMED CT. Trusts can embed Better Meds directly within their electronic patient records using secure single sign-on, or deploy it as a standalone system with context-aware integration.; ; Through real-time connections with Patient Administration Systems, the API automatically synchronises demographic data and ADT messaging as patients move through admission, transfer, and discharge processes. Integration with laboratory systems provides results for renal and hepatic dosing calculations and therapeutic drug monitoring, whilst pharmacy system connections enable prescription messaging and dispensing status updates. Ward medication cabinets receive automated dispensing triggers and stock management notifications, creating a closed-loop medication workflow.; ; The API connects with national NHS infrastructure including the Personal Demographics Service, NHS Spine, and Summary Care Record, ensuring comprehensive patient data availability. Discharge prescriptions transmit directly to community pharmacies through Electronic Prescription Service integration, whilst MESH facilitates secure messaging across organisational boundaries.; ; This vendor-neutral architecture allows trusts to connect specialised systems including automated dispensing cabinets, barcode scanning solutions, and formulary databases according to their specific operational requirements, whilst maintaining interoperability and preventing system lock-in across their digital ecosystem.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: No

Scaling

• Independence of resources: The Better platform delivers enterprise resilience through geographically distributed cloud infrastructure with automatic failover and redundant systems ensuring continuous availability. Real-time replication achieves recovery point objectives measured in minutes, protecting patient records whilst meeting NHS data protection requirements. The microservices architecture prevents cascade failures across integrated services including ePMA and EPS. Comprehensive disaster recovery protocols, regular failover testing, and 24/7 monitoring ensure proactive incident response. The platform maintains full compliance with NHS Digital's Technology Code of Practice and clinical safety standards DCB0129/0160, enabling trusts to sustain uninterrupted clinical operations and safeguard patient safety during adverse events.

Analytics

• Service usage metrics: Yes
• Metrics types: Better reports on the following service metrics to ensure operational transparency and accountability. System availability is measured against a 99.9% uptime service level agreement, equating to maximum permissible downtime of approximately 8.76 hours annually. Response time performance is monitored continuously, with typical prescribing workflows maintaining sub-second latency. Incident response metrics track 24/7 monitoring coverage with Priority 1 issues receiving immediate attention. Business continuity measures include a four-hour recovery time objective for disaster recovery scenarios and automated backup retention spanning 30 days. These metrics are reported monthly to trust stakeholders, providing quantifiable assurance of service reliability and supporting informed governance decisions.
• Reporting types:
  • API access
  • 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: Yes
• 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 CHECK service provider
• Protecting data at rest: Physical access control, complying with CSA CCM v4.0
• Data sanitisation process: No
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: The Better Platform's foundation on openEHR international standards provides crucial advantages during data extraction. All clinical data is stored in openEHR archetypes, representing clinically meaningful structures rather than proprietary formats, whilst demographic and administrative data maintained in FHIR R4 format ensures compatibility with modern healthcare interoperability standards. This standardised representation means extracted data retains its semantic integrity and clinical context, eliminating information loss typically associated with vendor lock-in situations. Users can extract data via an ETL process using AQL models.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats: OpenEHR
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats: OpenEHR

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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: Better guarantees robust service availability underpinned by comprehensive support commitments tailored to clinical requirements. The platform maintains 99.8% average availability, translating to less than 86 minutes of downtime per month, with unplanned downtime held to below 1% in any quarter.; ; Critical incidents affecting user access receive immediate attention, with response within one hour and resolution within four hours available around the clock throughout the year. High priority issues impacting clinical components such as prescribing or medication administration functionality are addressed within four hours, achieving resolution within 24 hours. The service targets 97% of critical incidents resolved within the first hour, with 100% resolved within four hours, whilst 99% of high priority issues are resolved within 24 hours.; ; System performance is designed for clinical efficiency, with 99% of patient-related information retrieved or saved within three seconds and 92% within one second. Monthly service reporting, advance notification of planned maintenance (minimum 14 working days), and regular dm+d database updates ensure transparent service management. This structured approach prioritises clinical safety and operational continuity whilst maintaining clear accountability through measurable service targets aligned to NHS operational requirements. Users can be refunded based on agreed service credits at time of contract.
• Approach to resilience: The Better platform is architected with resilience at its foundation to ensure continuous availability of critical clinical services across NHS organisations. The platform operates on enterprise-grade cloud infrastructure with geographically distributed data centres, ensuring high availability through redundant systems and automatic failover mechanisms that maintain service continuity even during infrastructure disruptions. ; ; Data resilience is achieved through real-time replication and comprehensive backup strategies, with recovery point objectives measured in minutes rather than hours. This protects patient records and clinical workflows from data loss whilst meeting stringent NHS data protection and business continuity requirements. The platform's microservices architecture enables isolated fault containment, preventing cascade failures across integrated services such as ePMA, EPS, and shared care records.; ; Better's resilience strategy extends beyond technical infrastructure to include robust disaster recovery protocols, regular failover testing, and 24/7 monitoring with proactive incident response. The platform maintains compliance with NHS Digital's Technology Code of Practice and clinical safety standards (DCB0129/0160), ensuring that resilience measures align with healthcare-specific risk management frameworks.; ; This comprehensive approach to resilience ensures NHS trusts can maintain uninterrupted clinical operations, safeguard patient safety, and meet their statutory obligations for service continuity even during adverse events or unexpected system demands.
• Outage reporting: Better operates a comprehensive incident management framework with 24/7 monitoring and response capabilities. Our service is hosted on secure AWS infrastructure with continuous availability monitoring. In the event of any service disruption or outage, our dedicated service desk immediately activates notification protocols through multiple channels to ensure rapid communication. Affected clients receive timely updates via email alerts, and our Zendesk ticketing system, and Microsoft Teams collaboration platforms. Additionally, the assigned account management team maintains direct communication channels throughout any incident lifecycle, providing regular status updates and coordinated resolution activities. For Priority 1 incidents affecting clinical operations, our advisory support team is available around the clock to ensure swift restoration of service and minimal impact to patient care pathways. This multi-channel approach ensures that trust technical and operational teams receive consistent, coordinated information whilst maintaining business continuity during any service events.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Better implements granular role-based access control with System Administrators defining precise access levels for management and support functions. Administrative access to critical functions including standing data modification, verification, and medicines administration is restricted by user role, ensuring sensitive channels remain accessible only to authorised personnel.; ; Administrator-level functions are explicitly controlled through the System Administrator role. Only suitable administrative roles can define user templates, manage assignments, and configure permissions.; ; All administration roles require Multi-Factor Authentication.; ; Administrative actions are captured through Better's centralised auditing service, recording user identity, timestamps, and IP addresses, ensuring accountability and enabling detection of unauthorised access.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • 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: Better holds ISO27001. Better operates a comprehensive suite of information security policies underpinned by a formal classification system that categorises all information as Public, Internal, or Confidential based on potential impact of disclosure. This classification framework explicitly incorporates GDPR definitions of Personal Data and Special Categories of Personal Data, ensuring appropriate handling controls are applied throughout the information lifecycle.; The overarching Data Protection and Information Security Policy is supported by detailed operational policies including Data Quality, Record Keeping, Data Security, Network Security, Business Continuity Planning, and a Staff Data Security Code of Conduct. All policies align with NHS Data Security and Protection Toolkit requirements, ensuring consistency with health sector expectations. Better implements data protection by design and by default principles, integrating necessary safeguards into all data processing activities from inception whilst conducting Data Protection Impact Assessments where appropriate.; The organisation maintains strict access controls based on least privilege and need-to-know principles, with comprehensive procedures governing information handling from creation through to disposal. All suppliers must either comply with Better's Information Security Policy or demonstrate equivalent corporate security standards. Regular policy reviews ensure continued relevance and effectiveness, whilst staff receive guidance on responsibilities for protecting confidentiality and integrity of information assets.
• 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: Better operates a rigorous change management framework ensuring all platform modifications undergo comprehensive clinical safety assessment, technical validation, and controlled deployment aligned with NHS Digital standards and DCB0129/0160 requirements.; ; Every change follows documented control procedures with defined approval gates, categorised by clinical risk, security risk and impact. Multi-disciplinary review boards including clinical safety officers, technical architects, and operational representatives assess modifications for patient safety implications.; ; Complete version control and audit trails enable precise change tracking, rapid rollback capabilities, and full regulatory traceability. Comprehensive testing through development, staging, and pre-production environments validates changes before controlled release into live clinical services.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Better implements risk-based vulnerability management aligned with ISO 27001 standards. Potential threats are assessed through regular risk evaluations using Oraoto tooling, Microsoft Defender for Cloud continuous monitoring, and external service providers managing vulnerabilities under agreed Service Level Agreements.; ; Critical security patches are typically deployed within 24 hours, with standard patches applied within agreed maintenance windows to minimise disruption. Threat intelligence derives from Microsoft security advisories, National Cyber Security Centre alerts, and healthcare-specific threat feeds.; ; Azure environments benefit from Microsoft Defender protection across Virtual Machines and databases, whilst Network Security Groups with flow logs provide comprehensive traffic monitoring for incident investigation.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Better identifies potential compromises through multiple monitoring layers: Microsoft Defender for Cloud provides continuous vulnerability analysis; Network Security Groups with flow logs monitor traffic patterns; Azure Firewall controls network traffic; and centralised auditing captures patient-related user actions in real-time, including timestamps and IP addresses for anomaly detection.; ; Suspected breaches are immediately escalated to the designated Information Security Manager who coordinates rapid investigation and response. Real-time monitoring enables swift detection of anomalous activity, with critical incidents triggering immediate response protocols.; ; Following investigation, incidents are formally reported in accordance with UK GDPR obligations, ensuring regulatory compliance whilst maintaining comprehensive audit trails.
• 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: Better maintains a robust incident management process aligned with ISO 27001:2013 and UK GDPR requirements. Users report actual or suspected information security breaches to the designated Information Security Manager through established channels, ensuring rapid incident detection and response.; The Information Security Manager coordinates thorough investigation of each incident, assessing scope, impact, and required remediation actions. Following investigation, incidents are formally reported in accordance with UK GDPR obligations, including appropriate notifications to the Information Commissioner's Office and affected data subjects where required.; Comprehensive audit trails and documentation support regulatory compliance whilst enabling continuous improvement of security controls and incident response capabilities.
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: Yes
• Connected networks: Health and Social Care Network (HSCN)

Pricing

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

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 2.5%
• Between £500,001 and £1,000,000: 5%
• Between £1,000,001 and £2,500,000: 8%
• Between £2,500,001 and £5,000,000: 12.5%
• Over £5,000,001: 15%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: SIQ
• ISO/IEC 27001 accreditation date: Friday 30 May 2025
• What the ISO/IEC 27001 doesn’t cover: Universally, ISO 27001:2022 doesn't cover data privacy compliance (covered by ISO 27701), broader business continuity management, physical security unrelated to information assets, or mandate specific technical solutions. This standard is technology-neutral and doesn't address sector-specific requirements like NHS DCB standards, clinical safety frameworks, or IG Toolkit obligations.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: SIQ
• ISO 9001 accreditation date: Friday 30 May 2025
• What the ISO 9001 doesn’t cover: Universally, ISO 9001 does not cover environmental management, which falls under ISO 14001. Similarly, occupational health and safety management sits outside its scope and is addressed by ISO 45001. For NHS organisations implementing integrated management systems, Better employ multiple standards working together rather than ISO 9001 alone.; Information security isn't within ISO 9001's remit, that is covered with ISO 27001. The standard also doesn't address information governance, data protection, or cyber security requirements specifically relevant to healthcare organisations.; Sector-specific quality requirements aren't included. For NHS suppliers, ISO 9001 doesn't cover medical device quality requirements (ISO 13485), clinical safety standards, MHRA compliance, or NHS-specific quality frameworks. The standard provides the foundation but doesn't replace these specialised requirements.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 07fb6e1f-1417-4980-ac0e-84336f2ee45e
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: A1cf6f25-ee36-4c34-bfc7-6d50b28e8360
• Other security certifications: Yes
• Any other security certifications:
  • Data Security and Protection Toolkit
  • Data Protection Registration Certificate

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
    • 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

  • 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
    • 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
    • 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)
    • 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
    • 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

  • 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 ukitenders@better.care. Tell them what format you need. It will help if you say what assistive technology you use.