TELSOLUTIONS LIMITED

Cloud Based Dialling

Cloud based Dialling is a service that enables small teams of employees to gain the benefits of a dialler (automatic answer machine handling, automated dialling, load balancing of Inbound calls, single touch recording of what happened etc) without the expense of a traditional dialler

Features

• Optimise the productivity of your most valuable resource (your people)
• Automate repetitive tasks such as leaving answer machine messages
• Reduce common feedback tasks to a single mouse click
• Monitor performance of agents at home and in the office
• Full AI monitoring of call quality for training of staff
• Full reporting suite to manage higher call volumes
• Fully managed Inbound call management connecting the calls into agents

Benefits

• Reduce the cost of chasing outstanding debts
• Use AI to identify training needs in agents
• Use AI to identify best practice across the team
• Increase the volume of contacts made by the team
• Reduce the cost of enforcement action
• Manage the whole team from a single management view
• Automate many repetitive time consuming tasks

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 sales@telsolutions.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

852153144621986

Contact

Rob Kelly
01279 456678
sales@telsolutions.co.uk

About your service

• Service categories:

  Applications

  Customer relationship management

  • Marketing campaign management
  • Digital commerce
  • Sales force productivity and management
  • Customer service
  • Contact centre
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: Any customer who can access the internet can use the service.
• System requirements: The customer must have machines that can access the internet

User support

• Email or online ticketing support: Yes
• Support response times: We respond in under 1 hour during office hours and 4 hours on evenings and weekends.
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes
• Support levels: Primary support is with an engineer on the portal, this and unlimited training are provided free to all customers.; ; Secondary and Engineering support are provided by Hostcomm engineers and developers.
• Support available to third parties: No

Onboarding and offboarding

• Getting started: We provide unlimited one-on-one online training.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: Data can be extracted utilising the reporting tools, all personal data is removed when the account is closed down, there are strict protocols on data destruction.
• End-of-contract process: At the end of the contract the account is disabled this means that the only people who have access to the account are the system administrators.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: The onboarding documentation is regarded as an "aide-memoire," rather than the definitive guide, the online training is the principal method of knowledge transfer.

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: No
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: The website allows full customisation of the messages in a single secure platform, it is also the repository for the customer data used to generate the personalised messages.
• Accessibility standards: None or don’t know
• Description of accessibility: Only the Council employees use the interface
• Accessibility testing: We have done no interface testing.
• API: No
• Customisation available: Yes
• Description of customisation: The customers can customise every single view for their agents and every single message that the agents leave on answer phones.

Scaling

• Independence of resources: Each organisation operates on a separate VPN on Hostcomm's infrastructure each one is hosted separately on AWS. AWS' hosting facility in Park Royal provides the ability to maximise scalability so they could increase by many thousands of agents instantly should it be required.

Analytics

• Service usage metrics: Yes
• Metrics types: Every single message that we send will produce a report on what exactly happened to the message (whether it was delivered, whether it was interacted with, etc).
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller providing extra support
• Organisation whose services are being resold: Hostcomm

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations: United Kingdom
• User control over data storage and processing locations: Yes
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: Less than 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
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
  • Other
• Other data at rest protection approach: Database servers are protected by architecture design, external requests are only routed through the server architecture from one server to the next enabling the maximum level of layered intrusion detection.
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type:
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Degaussing
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Data is exported through our specialist reporting tool which users can customise to produce the format they require.
• Data export formats: CSV
• Data import formats:
  • CSV
  • Other
• Other data import formats: Excel

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: The service runs from AWS in Park Royal with a failover site ready to go in Ireland. In the event that both AWS DataCentres go down, then the platform is backed up and other options can be discussed.
• Approach to resilience: The service is set up in a live-dark configuration monitored at the DNS level by automated AI. Should any failures start to occur Amazon's 24*365 NOC is alerted and our DNS domain updates to the reserve site which is running dark. Therefore we only go down when both of Amazon's ISO27001 accredited datacentres are affected.
• Outage reporting: We have an outage dashboard which a few of our customers check but because our service is not regarded as essential/time critical most customers are satisfied with our email alerting service.

Identity and authentication

• User authentication needed: Yes
• User authentication: Username or password
• Access restrictions in management interfaces and support channels: In order to interact with our support teams you will be required to identify yourselves by 2 factor authentication until we know who you are.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Username or password
  • Other
• Description of management access authentication: IP Locking

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: Less than 1 month
• Access to supplier activity audit information: Users contact the support team to get audit information
• How long supplier audit data is stored for: Less than 1 month
• How long system logs are stored for: Less than 1 month

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; Cyber Essentials Plus; (Companies under 10 employees are not recommended to pursue ISO 27001)
• Information security policies and processes: We follow an information handling policy which is available to all customers on request (most customer's request a copy during the initial on-boarding). This policy document is rigidly adhered to and acts as our blueprint for all security incidents. In the last 20 years of trading in close consultation with the ICO we have never had to make a formal report of a data breach although various events have been recorded in our data diary.
• 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: Every change is monitored through an automated ticketing system (Atlassian) which records everything from the request for the change, the change management meeting where the change was agreed, the security policy meeting where the security implications of the change were discussed and the process by which the change was implemented on Alpha, thoroughly tested (and attacked from a security point of view) and received sign off before going live on the production servers.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Our security partners subscribe to a number of "white hat" hacking sites these inform us of new potential vulnerabilities in real time. We tend to deploy critical security patches about a few hours after they become available (to avoid outages such as the 2024 Crowdstrike update outage).
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Every update that we implement is run through our security team to ascertain any potential vulnerabilities, these are discussed during the update meetings. Additionally any additional vulnerabilities are scanned during the yearly PEN test which is undertaken by a CREST accredited provider.
• 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: All data at risk events are recorded (the most common one is an email containing data from a customer) in our data event diary.; ; For any event for which it is requested, we will provide an incident report which we will keep as a record and will become (should it ever become necessary) the basis of the report we would make to the ICO.
• Post-quantum cryptography secure: Yes

Secure development

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

Public sector networks

• Connection to public sector networks: No

Pricing

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

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

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

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Citation
• ISO/IEC 27001 accreditation date: Monday 13 October 2025
• What the ISO/IEC 27001 doesn’t cover: This certification covers the physical locations of the servers, the servers, network and colocation services.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 0a254908-a854-434a-b4d5-9cfd4a35d59b
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 608c962d-d026-4c0a-bd3a-d21423e824a1
• 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
    • 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
    • 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 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 that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • 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
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • 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

  • 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

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • 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
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

    • Understanding of the issues affecting the development of new skills by target cohort
    • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • 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

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 sales@telsolutions.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.