ASHTONS HOSPITAL PHARMACY SERVICES LIMITED

Living With

Living With’s virtual rehabilitation platform helps over 40 NHS Trusts and ICB’s to assess, manage and rehabilitate more patients faster, with less resource, across symptoms and conditions. We do this with a single patient app, single clinician platform and catalogue of digital products, without needing 100s of different apps

Features

• Personalised virtual rehab via single patient app and clinic dashboard
• Configurable to local service needs: pathways, conditions, symptoms, treatment stages
• Specialties: respiratory, rheumatology, perinatal, urogynaecology, oncology, MSK, long covid, CFS
• Pathway support: prevention, self-referral, assessment, triage, treatment, offboarding, PIFU/LTC
• Patient tools: outcomes, diaries, symptoms, exercises, medication, goals, treatment programmes
• Comprehensive patient education resources across symptoms and conditions
• Care plan designed to promote patient adherence to prescribed treatment
• Data to drive stratification of support, resource optimisation, service transformation
• Messaging inbound or outbound, with resource attachments and appointment reminders
• Patient management: onboarding, monitoring, treatment optimisation, groups/group messaging

Benefits

• Manage complex rehabilitation 10 times more efficiently than traditional therapy
• Increase adherence to treatment programmes
• Enable MDTs to manage complex rehab across treatments and pathways
• Simplify referral/ accelerate triage: delegate more effectively to patients/non-clinical staff
• Rehabilitate patients faster in the community with remote monitoring/virtual care
• Improve compliance with procedures/surgery via home-based prehab/rehab programmes supported remotely
• Increase self-management via education, tools and supported discharge with PIFU/SOS
• Improve LTCs: virtual reviews reduce hospital visits and support remission
• Collect data more easily/safely for research/audit and sharing with partners
• Centralise virtual care across sites/services/clinics; increase clinical throughput

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

Framework

G-Cloud 15

Service ID

975735889491012

Contact

Mo Arif
07875407085
moarif@ashtons.com

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: Private cloud
• Service constraints: The software supports certain browsers
• System requirements:
  • Clinician / administrator portal available on computer / tablet
  • Patient app on smartphone / tablet with Android or iOS
  • Web based access for carers on mobile/computer/tablet

User support

• Email or online ticketing support: Yes
• Support response times: We aim to provide responses within 24 hours to all requests, but our help desk is not manned at the weekend, unless by bespoke agreement. Priority-based.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 AA
• 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: Living With deliver the following Support Services:; (a) the day-to-day operation, management and maintenance of the Supported Assets;; (b) a first-line telephone helpdesk, which is manned during UK working hours on 0800 909 8959 and is available for voice messages on a 24 x 7 basis on 0800 909 8959 (or such other number as is notified to the Client from time to time);; (c) email support via support@livingwith.health; (d) identification and resolution of Incidents.; ; This is provided at no additional cost as part of the platform annual licence fee.; ; Additional levels including 24 x 7 manned support are available by agreement.; ; Support is provided by a dedicated Technical Account Manager with access to specialist engineers as required
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Onboarding support is provided to services, clinicians and patients.; ; We work with the customer to support their pathways optimally, agreeing what clinical and administrative staff requirements are and setting up the Living With clinics to match these.; ; During the initial clinic configuration and set up, selected products, features, assessments, content, names, contact details, access to apps for patients will all be covered. The first clinicians will be invited. Basic training and invitation of dummy patients and pathways will be explored.; ; Subsequent training with the wider teams will involve understanding all aspects of the solution. As standard, clinic onboarding is provided remotely. Onsite training can be provided.; There is no restriction on the amount of training available.; We provide “clinician” user guides.; ; Patients can be prescribed the service in 2 ways:; 1. By their healthcare professional. They are provided with an activation link which will allow them to set up their user account and then download the app from either app store and login to support their treatment.; 2. Or through a self referral process using either a QR code or a URL.; ; They can be provided with a range of supporting videos and materials
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: Video
• End-of-contract data extraction: Individual patient records can be directly exported.; Full data extracts can be provided on request via secure transfer, in an accessible format, in line with regulations. Termination of contracts would be dealt with on a case by case basis.
• End-of-contract process: Nominal cost agreed with Buyer to cover a 3-6 month wind down and data extract, while existing patients continue to be supported by Living With.
• Documentation accessibility standard: EN 301 549

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: Yes
• Compatible operating systems:
  • Android
  • IOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Patients access the rehab tools and resources via an app on their mobile device.; Clinicians access the dashboard via desktop web browser (or tablet if screen sufficiently large).; The app and the dashboard are different applications.
• Service interface: Yes
• User support accessibility: EN 301 549
• Description of service interface: The clinic platform contains features for patient management and some access to data reports.; For multi-clinic partnerships, a service management interface for setting up new clinics and monitoring service levels can be configured on request (price depends on scale and requirements)
• Accessibility standards: EN 301 549
• Accessibility testing: Internal testing.
• API: No
• Customisation available: Yes
• Description of customisation: The service comprises options for products for different conditions and symptoms; and for features including assessments, diaries, outcome measures, treatment and educational programmes, messaging and other tools; these are configured to meet local needs as part of the set-up process. Also clinic details, logo, contact numbers - for patient-facing information.; Buyers can then use their virtual rehab clinic in any way they choose - customising via SOPs to local pathways.; Patient groups can be customised directly by any staff member.; Clinical leads can create templates for attachments to messages.

Scaling

• Independence of resources: Our services are deployed into an AWS environment across multiple availability zones, with multiple stacks. Our stateless architecture ensures no interruption to service in the event a single instance is slow. Autoscaling is enabled where appropriate. Batch processing is isolated from the rest of the infrastructure. High intensity reporting queries are only ever via a read-only-replica.; All features in the mobile apps work offline, guaranteeing no interruption to service for patients.

Analytics

• Service usage metrics: Yes
• Metrics types: Quarterly or monthly summaries of patients invited, registered, discharged. Cohort-level indicators of demographics, patient-reported outcomes, diaries, treatment programmes, assessments, messaging.; Other on request.
• 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: Conforms to BS7858:2019
• 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: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Other
• Other data at rest protection approach: Data stored at rest in the underlying storage is encrypted, as are its automated backups, read replicas, and snapshots. Amazon RDS encryption uses the industry standard AES-256 encryption algorithm to encrypt all data on the server that hosts the RDS instance.; All keys are managed by Amazon’s key management service, which operates a NIST SP800-57 compliant key protection.; Annual review of NIST SP800-57 compliance
• Data sanitisation process: Yes
• Equipment disposal approach: A third-party destruction service
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Clinicians/staff can export patient data to a password-protected spreadsheet for upload to EPR. Also individual diaries via PDF download. Patient exercise prescriptions can be printed / saved as PDF.; Patients can export diaries.
• Data export formats: Other
• Other data export formats:
  • Excel
  • PDF
• Data import formats: Other
• Other data import formats:
  • JPEG
  • PNG
  • .Doc/Docx
  • .PPT/PPTx
  • .xls/xslx
  • PDF
  • RTF
  • TXT

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)
  • Other
• Other protection within supplier network: Networking and firewalls in place.

Availability and resilience

• Guaranteed availability: Reasonable commercial efforts will be used to provide network service availability with a monthly uptime percentage of at least 99%.Upon incident notification by the customer or automated monitoring tool, the Recovery Time Objective will be:; a) 4 hours during office hours and; b) 8 hours during out-of-office hours relative to the deployment location. The IT team will actively monitor the service and apply corrective measures to it during business days. A team of IT professionals will monitor the system from 08:00 until 17:00 (UK time), from Monday to Friday, except Bank Holidays; ; Our historical service availability has been consistently above 99.9%.
• Approach to resilience: This information is available on request.
• Outage reporting: We monitor the service 24/7. Any outages are communicated with the client in accordance with agreed arrangements. This typically includes email alerts to nominated contacts.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Username or password
  • Other
• Other user authentication: Multi-Factor Authentication (MFA) required at point of registration
• Access restrictions in management interfaces and support channels: The service enforces role-based accessed controls that are are defined on a very granular level to ensure that access is granted to the minimum subset of functionality and date required to perform the role.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • 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: Between 1 month and 6 months
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: Between 1 month and 6 months

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards:
  • ISO/IEC 27001
  • Other
• Other security governance standards: NHS DSPT Toolkit 'Standards Exceeded'; NHS DTAC 100% Compliance; Cyber Essentials Plus
• Information security policies and processes: We have implemented comprehensive security controls policies and processes as part of our compliance with ISO 13845, ISO14971, ISO 27001. This includes:; ; Compliance with all relevant data protection legislation and NHS best practice.; ; The vetting of all staff who handle personal information.; ; Technical and physical access controls.; ; Regular penetration testing.; ; The management of zero-day threats.; ; Mandatory reporting of security incidents and near misses to the Chief Executive.; ; Regular reviews of security arrangements.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All configuration changes are tracked through JIRA.; All changes to production are made via source control.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Supplier-defined controls
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: End point security solution throughout the business.; ; Software patching for newly discovered vulnerabilities is automated on a daily cycle. In exceptional cases, patches may be manually initiated ahead of the daily cycle.
• Incident management type: Supplier-defined controls
• Incident management approach: We have a formal process for managing incidents as part of our implementation of our ISO 13485 quality management system. Users may report incidents by telephone, email, text or chat.
• 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%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Centre for Assessment
• ISO 9001 accreditation date: Thursday 1 August 2024
• What the ISO 9001 doesn’t cover: N/a
• 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: Yes
• Please provide your Cyber Essentials Plus Certificate Number: F8a71db5-8f4a-4861-8f29-f076a9cedc02
• Other security certifications: Yes
• Any other security certifications:
  • DTAC
  • DSPT
  • DCB0129

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
    • 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
    • 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

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