PHOENIX SOFTWARE LIMITED

SMART: Staff Copilot - Local Government - Channel - Phone (Staff Voice)

Voice channel for local government staff. Call transcription, structured case notes, and voice note capture. Summaries for wrap-up, prompts for next steps, and actions from conversations. Enables hands-free capture for field and mobile staff. Governed with full audit trails.

Features

• Call transcription into structured case notes and records
• Voice notes converted to actions and follow-up tasks
• Grounded OLM prompts for next steps and policy guidance
• Structured outputs formatted for council case systems
• Sensitive data redaction protecting personal information throughout
• Consistent OLM knowledge shared with SMART: Staff Copilot
• Mobile voice capture for field and visiting staff
• Action tracking from voice conversations and calls
• Role-based access to transcripts and voice records
• Audit trail for all voice interactions and outputs

Benefits

• Cuts wrap-up time with auto summary generation
• Improves note quality with structured consistent formatting
• Reduces missed actions from calls and conversations
• Enables hands-free capture for field staff
• Speeds case updates with voice-to-text conversion
• Maintains consistency in case notes and records
• Supports mobile and field workers effectively
• Frees staff from manual note-taking during calls
• Improves follow-through with action tracking from conversations
• Maintains compliance with comprehensive audit trail

• 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 bids@phoenixs.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

890276210719665

Contact

Mark Pickersgill
01904 562200
bids@phoenixs.co.uk

About your service

• Service categories:

  Application Development and Deployment

  AI platforms

  • Search and knowledge discovery

  AI software services

  • Conversational AI Software Services
  • Generative AI Software Services
  • Personalize AI Software Services
• 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: SMART: TOM
• Cloud deployment model:
  • Private cloud
  • Community cloud
  • Hybrid cloud
• Service constraints: Not applicable
• System requirements:
  • Microsoft Azure subscription - UK or EU hosted
  • Microsoft Azure SQL database
  • Microsoft Azure Key Vault Microsoft Teams
  • Microsoft Power Automate Microsoft Entra ID
  • Microsoft Bing Services Microsoft Azure Cosmos DB
  • Microsoft Azure & Cognitive Services
  • Windows Server 2022+ SQL Server (Std/Enterprise) 2022

User support

• Email or online ticketing support: Yes
• Support response times: The Support levels are as follows and the SLA for an Urgent issue is a response in 1 hour and a fix or workaround within 24 hours or 72 hours, dependent on contract
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: "The Support levels are as follows and the SLA for an Urgent issue is a fix or workaround within 24 hours or 72 hours, dependent on contract; 1.Urgent - System not responding or critical function loss that affects all users; 2. High - A function loss that causes significant disruption to business and users; 3. Normal - Function loss that affects some users but will not stop them from being able to do other tasks; 4. Low - A cosmetic issue or a minor function loss that affects some users; This service, up to an agreed number of hours per month is included in the cost of the Licence for the Citizen Services bot. Additional support hours can be purchased if required."
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Our onboarding services ensure successful deployment and adoption of SMART: AI products across your organisation. We deliver a complete journey from initial onboarding to full transformation, leveraging familiar interfaces that require minimal training—if users can use ChatGPT, they can immediately use our SMART: platform. The service focuses on rapid time-to-value with deployment typically completing within weeks rather than months. The program includes comprehensive documentation, testing guides, and best-practice templates covering over 1,800 pre-built AI adoption scenarios. We establish internal communities of practice and digital networks for AI champions, creating adoption storytelling for stakeholder engagement and enabling knowledge sharing and continuous improvement. We deliver tiered learning paths that progress from basic AI literacy to advanced domain-specific capabilities. Our support extends beyond initial deployment with hypercare periods, ongoing technical assistance, and structured feedback sessions. The service includes usage analytics and adoption monitoring to track progress against success criteria, with regular reporting on key performance indicators through our customer success team. We facilitate collaborative evaluation sessions, capture detailed user feedback, and continuously optimize the deployment based on real-world usage patterns. Post-deployment support includes access to designated support channels based on your service agreement level.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Customers are required to backup their databases and keep them securely.
• End-of-contract process: Our offboarding services ensure smooth transition and complete data sovereignty when concluding SMART: AI services. As the platform operates within your tenant environment, you maintain continuous access to your organizational data throughout the service lifecycle. The offboarding process validates data completeness, ensures all user-generated content, configurations, and operational data remain accessible in standard formats for future use or migration. We provide comprehensive documentation, export procedures, and verification checklists to confirm successful data retention. The service includes removal of ICS.AI proprietary intellectual property including specialised algorithms, pre-built templates, domain-specific models, and platform-specific components while preserving your organisational knowledge and customisations. We conduct validation sessions to verify data integrity and accessibility post-separation. We include knowledge transfer sessions covering data management best practices, architectural documentation for any retained components, and guidance on maintaining compliance requirements. We provide a structured timeline typically spanning 30-60 days, with clear milestones and sign-off procedures. The process includes final usage reports, audit trails, and compliance certificates. ICS.AI maintains the right to charge for this service based on the clients needs. All offboarding activities maintain security protocols and data protection standards throughout the transition.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: Yes
• Compatible operating systems:
  • Android
  • Windows
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: User interface
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Users can consume the service in real-time from their web browser, a mobile native app, telephone and a wearable device. User can also send and receive messages to and from the service via email and SMS.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: The service has undergone independent accessibility testing by Digital Accessibility Centre Limited, a specialist accessibility testing organisation. Testing was carried out against WCAG 2.2 AA criteria, including assessment of compatibility with common assistive technologies and accessibility features. Findings were addressed as part of the development process, and the service achieved WCAG 2.2 AA compliance. Accessibility testing is repeated as the service evolves.
• API: Yes
• What users can and can't do using the API: The platform is designed with an API-first architecture and may expose governed, read-only or controlled APIs for functions such as user provisioning, governance reporting, and value-realisation use cases. Customers cannot programmatically create, modify, or invoke AI services, agents, or workflows via an API at this time. Any future APIs will enforce the same security, policy, and audit controls as the user interface and will not provide unrestricted access to models, prompts, or customer data.
• API documentation: Yes
• API documentation formats: Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: The platform is designed so that it can be customised by ICS.AI to provide customer-oriented look and feel with knowledge and responses grounded by the customer's content. The platform can be customised by authorised users through its secure web-based management interface. Administrators can configure organisational structures, user roles and permissions and enable or disable platform capabilities by group/role. Specific AI skills can be customised by changing system prompts for guardrails and other behavioural requirements as well as changing model selection and parameters. End users cannot modify governance controls or platform-level settings. The platform can be extended by authorised users to create agents, workflows and orchestrations using a web-based development toolset. Deployment of these extensions always requires administrators to review, test and approve before they are available to end-users.

Scaling

• Independence of resources: The service is deployed as a dedicated instance within each customer’s Microsoft Azure tenant. Customers do not share infrastructure or resources with other organisations, ensuring that demand from other users cannot affect service performance. Capacity and performance are managed using Microsoft Azure-native controls within the customer’s own environment.

Analytics

• Service usage metrics: Yes
• Metrics types: Chat logs for all users are available including conversation data, searches and user selections.
• Reporting types: Real-time dashboards
• Resource tagging: Yes
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller (no extras)
• Organisation whose services are being resold: ICS.AI

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Security Clearance (SC)

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: Managed by a third party
• 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 CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Access to data at rest is restricted using role-based access control and least-privilege principles within the customer’s Microsoft Azure environment. Application logs are designed to avoid the storage of personal data, and any incidental PII is redacted before being written to log storage. Where PII is required for transaction processing, it is protected using application-level symmetric encryption in addition to Azure-managed encryption at rest. Access to decrypted data is restricted to authorised application components operating under least-privilege controls, further reducing the risk of unauthorised access.
• Data sanitisation process: No
• Equipment disposal approach: A third-party destruction service

Data importing and exporting

• Data export approach: End users do not export data directly from the service. Data associated with user activity, such as transaction records, is owned by the customer organisation and can be exported by authorised customer administrators or by the supplier on request in commonly used formats as part of reporting or offboarding. User preference data is stored to support service usability and is typically deleted rather than exported, unless otherwise requested by the customer.
• Data export formats: Other
• Other data export formats: JSON
• Data import formats: Other
• Other data import formats: JSON

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: SMART: AI does not operate as a multi-tenant SaaS service and does not provide a standalone availability SLA. The service is deployed into the customer’s own Microsoft Azure tenant, and overall availability is dependent on the customer’s Microsoft Azure configuration and the availability commitments provided by Microsoft Azure for the underlying services used (for example, Azure SQL, Storage, and compute services).
• Approach to resilience: ICS.AI does not operate its own datacentres. The service is deployed into the customer’s Microsoft Azure tenant, and datacentre resilience is provided by Microsoft Azure. Microsoft Azure datacentres are designed for high availability and resilience, including geographically distributed regions, redundant power, cooling, and networking, and fault-tolerant infrastructure.
• Outage reporting: "Service outages are reported through agreed customer communication channels. Where an incident affects SMART: components managed by the supplier, the supplier will notify the customer in line with the agreed support and incident management process.; ; As SMART is deployed within the customer’s Microsoft Azure tenant, customers can also monitor service health and availability directly using Microsoft Azure-native monitoring and alerting tools. Where outages are caused by underlying Microsoft Azure services, status information is available through Microsoft Azure Service Health. Incident updates and post-incident information are provided to customers as appropriate"

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Username or password
• Access restrictions in management interfaces and support channels: "Access to management interfaces is restricted using role-based access control and least-privilege principles within the customer’s Microsoft Azure tenant. Administrative access is limited to authorised personnel and protected using strong authentication mechanisms.; ; Supplier access to customer environments is controlled by the customer. Support channels are restricted to named customer contacts, and sensitive information is shared only through secure, authenticated communication channels."
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Other
• Description of management access authentication: Management access to the service is authenticated using Azure-native identity services within the customer’s Microsoft Azure tenant. Administrative access is granted only to authorised users and protected using strong authentication, including multi-factor authentication where enabled by the customer. Supplier personnel access customer environments only with explicit approval and using customer-managed identities, and is removed when no longer required.

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users 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: Other
• Other security governance standards: Cyber Essentials Plus
• Information security policies and processes: "ICS.AI follows a defined set of information security policies and processes aligned to recognised good practice and public sector expectations. These include policies covering access control, data protection, incident management, vulnerability management, secure development, logging and monitoring, and supplier access management.; ; Responsibility for information security is assigned within the management structure, with oversight of policy definition, implementation, and compliance. Policies are communicated to relevant staff and contractors, and compliance is enforced through role-based access controls, documented operational procedures, and technical controls within the service."
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Service components are tracked throughout their lifecycle using version-controlled configuration artefacts and deployment records for each customer environment. Changes are requested, assessed, and approved through a defined change process that considers functional impact, security risk, and customer impact. Security implications are reviewed as part of change assessment, including access controls, data handling, and dependency changes. Changes are tested prior to deployment and implemented in a controlled manner, with rollback procedures available where appropriate. Configuration and change records are retained to support audit and incident investigation.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Potential threats are assessed through a combination of third-party penetration testing, review of security advisories, and ongoing evaluation of changes to the threat landscape. Identified threats are assessed for likelihood and impact, including effects on data security and service availability. Information about potential threats is obtained from penetration testing providers, Microsoft Azure security advisories, and relevant industry sources. Security patches and mitigations are prioritised based on risk and deployed through controlled change management process, with urgent security fixes applied as soon as practicable.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Potential compromises are identified through Microsoft Azure-native monitoring and logging within the customer’s Microsoft Azure tenant, supported by supplier review of relevant application and security events. Where suspicious activity is reported, ICS.AI investigates in line with its incident management process and works with the customer to confirm scope and impact. Response actions, including containment and remediation, are initiated promptly in co-ordination with the customer. Incidents are triaged on discovery and responded to as soon as practicable, with priority given to events affecting data security or service availability. Customer notification follows agreed support arrangements.
• Incident management type: Supplier-defined controls
• Incident management approach: The product support team follow defined processes around logging, assigning, escalating and resolving issues. Nominated service users can report issues via a dedicated web portal, email address or telephone number and are regularly informed of incident progress. Incident report updates are available via the web portal or by contacting the support team.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Supplier-defined process

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: 0.1%
• Between £250,000 and £500,000: 0.2%
• Between £500,001 and £1,000,000: 0.3%
• Between £1,000,001 and £2,500,000: 0.4%
• Between £2,500,001 and £5,000,000: 0.5%
• Over £5,000,001: 0.6%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: BSI Assurance UK Limited
• ISO/IEC 27001 accreditation date: Thursday 21 January 2016
• What the ISO/IEC 27001 doesn’t cover: Our certificate applies to services including software licensing, hardware, software asset management (SAM), and IT consultancy. It covers these services when delivered to public sector, charities and housing associations, education, and corporate customers by our employees, systems, and business processes.; ; All activities outside of this scope are not covered by the certification.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: BSI Assurance UK Limited
• ISO 9001 accreditation date: Tuesday 23 November 2010
• What the ISO 9001 doesn’t cover: Our certificate applies to services including software licensing, hardware, software asset management (SAM), and IT consultancy. It covers these services when delivered to public sector, charities and housing associations, education, and corporate customers by our employees, systems, and business processes.; ; All activities outside of this scope are not covered by the certification.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Security Metrics via Self Certification
• PCI DSS accreditation date: Wednesday 20 August 2025
• What the PCI DSS doesn’t cover: Our certificate applies to services including software licensing, hardware, software asset management (SAM), and IT consultancy. It covers these services when delivered to public sector, charities and housing associations, education, and corporate customers by our employees, systems, and business processes.; ; All activities outside of this scope are not covered by the certification.
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 18c34a82-2bf3-4bf9-86c6-f489f07b37d6
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: F1e26d79-c268-4d22-a3d7-01e3f4c32c92
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • 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
    • 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
    • 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
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • 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
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • 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
    • 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
    • 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
    • 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
    • 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 bids@phoenixs.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.