MIT DYNAMIC TECHNOLOGIES LIMITED

Voice Migration Services

Voice migration services to automate the migration of on-premise telephony PABX/UC systems (e.g. Nortel, Mitel, Siemens, Avaya, Aastra, etc) to cloud providers (e.g. Cisco, RingCentral, Zoom, NetSapiens, Teams, Mitel etc)

Features

• Rapid telephony migration to the cloud
• Audits all major vendor platforms
• Audits: Cisco, Mitel, Nortel, Siemens, Avaya, Aastra, NEC and more
• Provisions to: Cisco, RingCentral, Zoom, Netsapiens, Mitel and more
• IVR / Auto Attendant translation and editing
• Provisioning of hunt, pickup and response groups
• Provisioning of user settings
• Provisioning of workspace devices
• Automatic license assignment
• Real time provisioning of users and devices

Benefits

• Reduces cost of migration
• Reduces migration complexities
• Automates migration from one vendor to another
• Zero-touch approach to facilitate ease of use
• Reduces cost of migration
• Uses vendor's standard backup files
• No remote access needed for legacy PABXs
• SSO support for cloud providers
• Rapid normalisation and transformation of voice assets
• No specific vendor knowledge required

• Free trial 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 info@mit-tech.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

421206703985293

Contact

Paul McGuinness
08442478881
info@mit-tech.co.uk

About your service

• Service categories:

  Applications

  Production and operations

  • Other operations

  Service industry and public sector operations

  • Healthcare
  • Education
  • Public Order and Safety
  • Police
  • Defence
  • Social Security Administration
  • Adult Social Care
  • Children's Social Care
  • Other
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: The solution is based on a standard Microsoft stack: Windows Server, SQL Server and Node
• System requirements:
  • Windows Server 2019+
  • SQL Server 2019+

User support

• Email or online ticketing support: Yes
• Support response times: 1hr initial response, Monday to Friday 08:30 - 17:30
• 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: MIT Provides remote support from 08:30-17:30, Monday to Friday.; We aim to respond to an initial request within 1hr, and resolve urgent (service affecting) issues within 4 hours.; All projects have an assigned Project or Account Manager, and any ticket raised is automatically escalated in the event of breaching SLAs.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: For a professional service (e.g. one-off audit) no training is required. For; enterprise or resellers, a full training programme is provided as part of the; offering, along with a 6-month 'hand holding' process to ensure that it; works efficiently for them. MIT will provide online training, or on-site at an additional cost.; ; There is an online user guide, and detailed Wiki to provide additional information and assistance throughout the use of the suite. In addition, MIT provides detailed information on each Voice/UC platform that it integrates with in order to further assist the user.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Should the customer be self-hosting, all the data will sit within SQL Server on their installed solution and can be extracted with ease.; ; If MIT is hosting the software, we can upon request provide all data in a suitable format within 90 days, after which all data would be deleted.
• End-of-contract process: At the end of the contract, the license (or access to the portal) expires and; no further use of the solution is possible unless the contract is restarted.
• Documentation accessibility standard: WCAG 2.2 A

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: Yes
• Compatible operating systems: Windows
• Designed for use on mobile devices: No
• Service interface: Yes
• User support accessibility: WCAG 2.2 A
• Description of service interface: The service interface allows organisations to control access to the solution. Typically this would be used by SI's, but may be used by individual entities who wish to operate controlled access for long-term use of the services.
• Accessibility standards: WCAG 2.2 A
• Accessibility testing: The interface utilises standard accessibility mechanisms within Vue, Tailwind and the browser itself.
• API: Yes
• What users can and can't do using the API: The solution "UCentric" is 'API-first'. Authorised customers can utilise the API to integrate into their business processes. All aspects of the suite can be accessed through the API.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: MIT can provide voice migration as a "Pro Service" - This service can be customised specifically to the client needs, and would specified though a "SOR" (Statement of Requirements) and a reciprocal "SOW" (Statement of Works) which would detail the milestones, timescales and costs.

Scaling

• Independence of resources: The solution can be isolated on its own cloud instance to avoid contention, or even located within the customer environment if there are concerns regarding performance.

Analytics

• Service usage metrics: Yes
• Metrics types: For ongoing service usage we provide monthly metrics of :-; * Audit Events; * Number of Users/Devices audited; * Provisioning Events; * Number of Users/Devices provisioned
• Reporting types:
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

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

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: Yes
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least every 6 months
• Penetration testing approach: In-house
• Protecting data at rest:
  • Physical access control, complying with another standard
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type: Data Erasure

Data importing and exporting

• Data export approach: If the solution is self hosted, they can export all data held from SQL Server using the standard SQL Server Management Studio tool.; ; The application will itself provide sanitised exports of any audit or provisioning work undertaken in Microsoft Word and Excel formats.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • DOCX
  • JSON
  • SQL Server Backup
  • PDF
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • Cisco BATS Backup
  • Shoretel/Mitel .sql
  • XLSX
  • LastLoad/Regen
  • 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)

Availability and resilience

• Guaranteed availability: The solution is provided upon Microsoft Azure framework, with inherent; availability built-in. There is 24/7 monitoring of this availability, and; automated ticket raising should any service element not respond, or if; performance is degraded
• Approach to resilience: The solution is provided upon Microsoft Azure framework, with inherent; resilience built-in, however as the data is transitory, there is no inherent risk; of data loss or loss of service.
• Outage reporting: Email alerts to a dedicated helpdesk with automated SLAs and escalation; processes.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: Management interfaces are not exposed to the Internet and are only; accessible from the local or white-listed servers
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

Audit information for users

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

Security governance

• Named board-level person responsible for service security: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We operate under an ISO270001 framework that forms part of our overall; ISO9001 BMS. Regular reviews of security policies are held with board; members on a monthly basis, and regular checks for security breaches are undertaken weekly as part of an automated security sweep.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: All software changes are tracked through source dependency logging; (Git/Jira), and all usage of the platforms for each atomic action are logged; within a secure database and log files for later review if required.
• Vulnerability management type: Undisclosed
• Vulnerability management approach: We use a combination of intrusion monitoring software and active API; intrusion weakness testing (SAST approach). All patches are deployed; within 12 hours of discovery, and threats are monitored from the SAST; software and public threat resources.
• Protective monitoring type: Undisclosed
• Protective monitoring approach: Threats are identified through the user of dedicated Pen-testing and; operational testing suites. When a threat or compromise is discovered, an; escalated ticket with SLAs is raised to the appropriate team for resolution,; with the technical director copied in.
• 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: We use Jira for incident management with pre-defined workflows,; escalations and SLAs dependant on the type of incident. All issues can be; raised by users or internally, with email notifications of all changes to the; incident until it is closed.
• Post-quantum cryptography secure: No

Secure development

• Approach to secure software development best practice: Conforms to a recognised standard, but self-assessed

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: Yes
• Description of free trial: Description of free trial; Maximum 100 users from an estate >1000 users
• Link to free trial: https://www.mit-tech.co.uk/ucentric-voice-migration-from-legacy-voice-systems/

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

• Less than £250,000: 0%
• Between £250,000 and £500,000: 5%
• Between £500,001 and £1,000,000: 10%
• Between £1,000,001 and £2,500,000: 15%
• Between £2,500,001 and £5,000,000: 20%
• Over £5,000,001: 25%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: British Assessment Bureau
• ISO/IEC 27001 accreditation date: Monday 8 February 2021
• What the ISO/IEC 27001 doesn’t cover: Data storage or processing outside of MITs environment and control
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: British Assessment Bureau
• ISO 9001 accreditation date: Tuesday 15 August 2017
• What the ISO 9001 doesn’t cover: Customer business processes outside of MIT's control
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 14ad5d25-765e-4a99-90c5-764b00cb929a
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• 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
    • 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
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

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

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

  • 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
    • 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
    • Understanding of issues relating to entering 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 info@mit-tech.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.