Advanced Medical Services

Occupational Health software

MedApp OH is a fully secure, intuitive and user friendly cloud-based OH Software as Service (SaaS) platform that streamlines and significantly improves OH structures, processes and workflows saving time, admin and money.
This ultimately leads to healthier workforces, reduced costs, increased profitability and significant returns on investment for organisations.

Features

• Remote Access
• Real-time reporting
• Multi-Factor Authentication
• Single Sign On
• API Integration with HR Systems
• Calendar Integrations
• Online Health Questionnaires
• Automated Reminders and Notifications
• Data Retention Settings Management
• Secure Data Sharing Control

Benefits

• Occupational Health Calendar Management
• Self-Service Employee Occupational Health Appointment Bookings
• Automated Appointment Reminders
• Notifications of Health Surveillance and Vaccinations Due
• Open Case and Encounter Management with Notifications
• Absence Management with Notifications and Reporting
• Online Referrals Management
• Report Access Control Management
• Pre-Employment Medical Questionnaires Submission Online
• Risk Assessment Management

• 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 fmccarthy@ameds.ie. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

884938892674990

Contact

Finbarr Mc Carthy
+353860211493
fmccarthy@ameds.ie

About your service

• Service categories:

  Applications

  Enterprise resource management

  Human capital management

  • Core Human Resources Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: Not applicable
• System requirements:
  • Internet access via a web browser
  • HR system integration - HR API or feed file (optional)
  • Single Sign On Active Directory SAML SSO integration (optional)

User support

• Email or online ticketing support: Yes
• Support response times: Support issues are assigned a severity Level 1 – 4 by the support team. See support level 1 and 2 criteria below. ; Level 1: Live system performance is severely degraded or core functionality fundamentally not working. Support response within one hour in working hours (09:00 - 17:00).; Level 4: Cosmetic defect with no significant impact on functionality. ; Support response within one business day.
• 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: Support issues are assigned a severity Level 1 – 4 by the support team. See the upper and lower levels of support ; Level 1: Live system performance is severely degraded or core functionality fundamentally not working. Support response within one hour in business hours (weekdays 09:00 - 17:00).; Level 4: Cosmetic defect with no significant impact on functionality. Support response within one business day.; Support for issues is provided at no additional cost.; Training is provided as part of onboarding.; Additional training can be provided following onboarding and can be priced/quoted dependent on the training requested.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Once a client has signed contracts the enter our onboarding process which has the following phases:; - Discovery (Requirements Gathering); - Implementation; - QA / User Acceptance Testing; - Training (documentation / videos provided); - Go Live; - Support; Training can be provided remote or onsite. Our feedback from users is that MedApp is intuitive and generally the training provided during the onboarding process is sufficient. User guide documentation are provided, but often not deemed necessary by clients.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: We can provide exportable data in logical format such as CSV or database dump files.
• End-of-contract process: There is no cost for a client off-boarding at the end of our contracts unless there are outstanding contractual fees still overdue.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The two services are essentially the same. The MedApp software application uses a responsive design, therefore will scale down and realign based on the size of the browser window. This allows the application to work on desktop/laptop size screens, down to mobile size screens.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Intuitive graphic user interface access via web browser using a responsive design desktop and mobile size.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We use and automated testing tool called GhostInspector which provides reporting on accessibility.; We also use a tool called WAVE, which is a suite of evaluation tools that helps authors make their web content more accessible to individuals with disabilities. WAVE can identify many accessibility and Web Content Accessibility Guideline (WCAG) errors, but also facilitates human evaluation of web content. Our philosophy is to focus on issues that we know impact end users, facilitate human evaluation, and to educate about web accessibility.; Link to website - https://wave.webaim.org/
• API: Yes
• What users can and can't do using the API: MedApp develops APIs on an as-needed basis for clients.; MedApp has been integrated via API with HR system for the purposes of importing and syncing employee information from HR systems.; MedApp has also been integrated with client's Active Directory systems for Single Sign On (SSO).; MedApp has been integrated with graphical reporting systems (such as PowerBI) for reporting data representation.
• API documentation: Yes
• API documentation formats: PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: We have a team of developers that help our customers with specific client-led customisation development, configuration and implementation of our software solutions.

Scaling

• Independence of resources: We provide options for clients to be on shared application and database server instances with logical separation of data, or on request, we can provide a client with physical separation of both the application and database servers which ensures such clients will not be impacted by activities on other servers.

Analytics

• Service usage metrics: Yes
• Metrics types: The following metrics (number of records) are available on MedApp, which can be filtered by data created:; - Users; - Employees; - Cases; - Encounters; - Health Surveillance Assessments; - Risk Assessments; - Vaccinations; - Referrals; - Pre-Employment Medicals; - Absence Encounters; - Absence Days; - Assessments Due; - Vaccinations; - Follow Up Encounters Due
• Reporting types:
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• 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
  • European Economic Area (EEA)
• 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: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• 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: Data Erasure

Data importing and exporting

• Data export approach: Within MedApp, users with relevant permissions/roles access can export data in CSV file format (e.g. export user information). There are also export and print options available through our software solutions.; The MedApp development team can also export data directly from the database in a database file (.sql) or CSV/TXT format.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • .sql
  • .txt
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • .sql
  • .txt
  • PDF
  • Word documents

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Our guaranteed availability or uptime commitment in a given calendar year is 99.5%.; The Licensee may be entitled to a service credit if 99.5% or better is not achieved and is calculated as a percentage of the annual license fee for the MedApp service, as set out below and in our Software License Agreement:; ; Yearly Uptime = Service Credit; < 99.5% and ≥ 99.0% = 5% Service Credit; < 99.0% and ≥ 98.0% = 10% Service Credit; < 98.0% = 15% Service Credit; ; Service credits:; • Are the licensee’s sole and exclusive remedy for failure to meet the Uptime Commitment;; • Must be claimed in writing within 30 days of the end of the relevant calendar year;; • Shall be applied as a credit against future fees and are not refundable or redeemable for cash.; No service credits shall be available in respect of Downtime caused by Permitted Downtime as described in the Software License Agreement.
• Approach to resilience: MedApp is hosted with AWS. MedApp environments within AWS VPCs (Virtual Private Cloud). The application server(s) are behind a load balancer and WAF (web application firewall) also with AWS Shield DDOS protection.; Data is backed up on a daily basis allowing for recover point of within 24 hours. Disaster Recovery plans are in place and tested to allow data to be recovered in the event of a significant incident.
• Outage reporting: Significant unplanned outages are reported to clients via emails.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
  • Other
• Other user authentication: Single Sign On (SSO) through Active Directory using SAML
• Access restrictions in management interfaces and support channels: MedApp is a role and permissions based system. ; As part of onboarding, at least one client user is assigned permissions to manage users and the roles assigned to users. They can then access the manage users area to create new users, change users, deactivate users and review/audit users.; Within AMS we review/audit users on a monthly basis and have part of our offboarding process that all user account access is revoked.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: Other
• Other security governance standards: CyberVadis Cybersecurity Assessment (Silver Standard)
• Information security policies and processes: Comprehensive documented information security policies and processes are in place designed to protect the confidentiality, integrity, and availability of information. These policies are approved by senior management, reviewed regularly, and aligned with industry best practices and applicable regulatory requirements.; They cover key areas including access control, data protection, risk and vulnerability management, incident response, business continuity, and third-party security. Appropriate technical, administrative, and physical controls are implemented to enforce these policies.; Employees are required to comply with information security policies and receive periodic security awareness training. Compliance and effectiveness are monitored through ongoing oversight and reviews to support continuous improvement of the organisation’s security posture.
• 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: All changes to MedApp, both application code and architecture are documented as work items on Jira and go through a mandatory workflow that includes review, selection for implementation, implementation, peer-review, qa testing approval, approved for production.; Jira records each workflow status change and provides full audit trail through the process.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Security considerations are included at multiple stages of the SDLC. ; Weekly application dependencies scans (open-source libraries and packages) for known vulnerabilities using Snyk.; Monthly DAST scans are performed on the application.; Annual Penetration Test are performed.; When vulnerabilities are discovered they are prioritized and go through the change management process. Severe/high-priority vulnerabilities can be remediated in production within 24 hours.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Our scanning using Static and Dynamic scanning, as well as penetration testing and manual testing can identify compromises.; We also have third-party uptime monitoring using Pingdom checking the application's availability every 2 minutes.; Logs are recorded to AWS CloudWatch. We also have AWS GuardDuty in place.; When issues are discovered from monitoring, work items are created and prioritized for fix and production implementation.
• 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: AMS have a documented - Business Continuity and Critical Incident Management Plan (BCP / CIMP); A response team is identified in this document with roles and responsibilities and processes. Central to this is communication with users and stakeholders impacted, who are contacted by a member of the response team. Communication is generally via email, or telephone when necessary. Final incident reports in retrospect to the incident are provided by email.; A respon
• 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: 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: 10%
• Between £500,001 and £1,000,000: 15%
• Between £1,000,001 and £2,500,000: 20%
• Between £2,500,001 and £5,000,000: 30%
• Over £5,000,001: 40%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: No
• Cyber Essentials Alternative: None of the criteria
• Cyber essentials plus: No
• Cyber Essentials Alternative: None of the criteria
• Other security certifications: Yes
• Any other security certifications: CyberVadis Cyber Security Certification

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
    • 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
    • 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
    • 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 fmccarthy@ameds.ie. Tell them what format you need. It will help if you say what assistive technology you use.