SPECIALIST COMPUTER CENTRES PLC

Microsoft Teams Voice: Direct Routing, Telephony Management and Converged Communications Support

A complete Microsoft Teams telephony service delivering Direct Routing, number management, SBC integration, migration, testing, and ongoing managed support. Includes monitoring, incident management, analytics, optional automation, Teams Rooms coverage, and integration with contact centre, recording, and mobility solutions.

Features

• Direct Routing with certified SBC integration
• Centralised number and policy management
• Dial plans and call routing configuration
• Microsoft Teams Phone enablement
• Auto Attendant and Call Queue setup
• End-to-end migration and testing
• 24×7 monitoring and incident response
• Governance, reporting and analytics
• Automation through optional Crest platform
• Teams Rooms monitoring and support

Benefits

• Simplifies telephony consolidation and management
• Improves call quality and platform reliability
• Reduces operational cost and manual workload
• Enhances user and agent experience
• Strengthens governance and configuration consistency
• Accelerates deployment and onboarding processes
• Supports hybrid working and mobility
• Improves visibility with real-time analytics
• Reduces reliance on legacy telephony systems
• Ensures scalable, secure cloud voice

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

Framework

G-Cloud 15

Service ID

607455229944188

Contact

Warren Strain
01217667000
frameworksales@scc.com

About your service

• Service categories:

  Applications

  Collaborative

  • Email
  • Enterprise community
  • Team collaboration

  Conferencing and virtual event

  • Web Conferencing Applications
  • Virtual Event Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: Yes
• What software services is the service an extension to: Microsoft Teams
• Cloud deployment model:
  • Public cloud
  • Private cloud
  • Hybrid cloud
• Service constraints: N/A
• System requirements: Microsoft Teams Phone Addon License (Included in ES)

User support

• Email or online ticketing support: Yes, at extra cost
• Support response times: Support service Levels Maximum Response Time Maximum Resolution Time; Service Incident – Priority 1 (Critical) 45 mins 6 hours; Service Incident – Priority 2 (Medium Impact) 60 mins 10 hours; Service Incident – Priority 3 (Low Impact) 8 business hours 72 business hours; User MACD service request (All Priorities) 8 business hours 240 business hours"; Support is available up to 24/7
• 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: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Standard Support; 24x7 Platform Management -Proactive alarm monitoring, evergreening, release management, security & compliance; Incident Response & Resolution; -Tier 2 Phone & email support to SLA’s; Service documentation & training -Provide user guides/video links; Problem Management- Use ITIL processes to diagnose repeated incidents through reporting and validate any solution or workaround proactively.; Root Cause Analysis - Root Cause Analysis for Severity 1 incidents. Includes creating a knowledge database; ; Support Options; Change Management (MACD’s) - Implementing requested changes like adding, deleting and moving users.; Monthly Reporting - Provides a report on Teams PSTN Usage, Voice, Quality and performance v SLA’s. Provides insights and recommendations on how to improve.; Dedicated Service Manager - Named SM, experienced in UCC, available to answer any questions, advise on Teams Roadmap Updates, coordinate quarterly reviews and who actively works to improve your service; UCC Triage - Resonate triages and manages all UCC incidents either directly with the 3rd party or by providing technical support to the client IT team; Teams Tenant Management - Provides overall support and guidance on the Office 365 Teams Tenant and support for the communication components (meetings, chat, peer to peer calls, video screen sharing and audio) outside of the PSTN services
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Standard User Guides and Videos that can be rebranded.; Offer Train the Trainer for Site Champions; End User Training (F2F or Virtual); Admin Training (F2F or Virtual); Hypercare for Migrations (F2F or Virtual)
• Service documentation: Yes
• Documentation formats:
  • PDF
  • Other
• Other documentation formats: Online Hosted Videos (HTML)
• End-of-contract data extraction: During contract termination, our customer support team will guide you through the data extraction process to ensure you receive all your information securely.
• End-of-contract process: When a contract concludes, you typically have three choices:; ; Renew: Restart the agreement with potentially new terms.; Rollover: Continue month-to-month with the existing terms at rolling price.; Terminate: End the agreement altogether
• 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
  • IOS
  • Linux or Unix
  • MacOS
  • Windows
  • ChromeOS
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: App layout optimised for Mobile
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Teams Client
• Accessibility standards: None or don’t know
• Description of accessibility: https://support.microsoft.com/en-us/office/accessibility-tools-for-microsoft-teams-2d4009e7-1300-4766-87e8-7a217496c3d5
• Accessibility testing: https://support.microsoft.com/en-us/office/accessibility-tools-for-microsoft-teams-2d4009e7-1300-4766-87e8-7a217496c3d5
• API: Yes
• What users can and can't do using the API: Currently not publically available but we can integrate with other services and business apps.
• API documentation: No
• API sandbox or test environment: No
• Customisation available: Yes
• Description of customisation: We utilise Power Platform (Low Code Platform) to integrate voice and communication platforms with line of business apps and automate and enhance processes and workflows with automation and AI

Scaling

• Independence of resources: N/A

Analytics

• Service usage metrics: Yes
• Metrics types: Monthly report data is provided for all customers on incident statistics, usage, capacity, and platform health.
• Reporting types: Regular reports
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Microsoft Teams, Luware, Anywhere365, CallCabinet

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: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Physical access control, complying with another standard
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• Data sanitisation process: Yes
• Equipment disposal approach: In-house destruction process
• Data sanitisation type: Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Service Request
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: We operate a 99.9% SLA and have month on month performed better than this statistic but do not provide credits/guarantees against it.
• Approach to resilience: This platform prioritizes high availability and resiliency.; ; It uses an Active-Active architecture with geographically separated data centers, ensuring service even if one fails.; ; Traffic is routed based on performance and can be rerouted to backup regions during outages.; ; Each data center has a paired region for additional protection against natural disasters, network issues, and software updates.; ; Microsoft Teams uses failover mechanisms to automatically switch to secondary connections if the primary connection experiences problems. This ensures calls are connected even if individual components have issues.
• Outage reporting: 24x7 Proactive monitoring in place which will initiate email alerts to notify customers of any outages of our platform. We also track M365 Teams status and relay that information to customers via email if there any outages with that service.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Limited access network (for example PSN)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: We secure access with multi-factor authentication (MFA) requiring a second factor beyond a username and password. Additionally, we follow the principle of least privilege, granting users only the minimum access level needed for their role. This minimizes damage if credentials are compromised.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Dedicated link (for example VPN)
  • 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: ISO9001; Cyber Essentials Plus
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: We use a formal change control process to track, review, and approve all modifications to our system configuration before they are implemented. This ensures stability and minimizes the risk of disruptions. We leverage a Configuration Management Database (CMDB) to track all our service components throughout their lifecycle, ensuring a complete audit trail of changes. Changes are assessed for potential security impact through a rigorous process, including a review by the Change Advisory Board (CAB) which meets weekly to evaluate proposed changes and mitigate any security risks.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: We continuously assess potential threats through industry security feeds and vulnerability scanners. Patches are deployed quickly following a prioritization process that considers severity and potential impact. Information about threats comes from various sources, including security vendors, industry reports, third part vendors andand our own internal team.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: We continuously monitor our systems for suspicious activity through security logs, intrusion detection systems, and endpoint tools. When a potential compromise is identified, we immediately investigate and take corrective actions to contain the threat and fix vulnerabilities. Our response time is prioritized based on severity, aiming for swift containment.
• Incident management type: Supplier-defined controls
• Incident management approach: Our incident management follows defined processes for common events, ensuring a swift response. Users report incidents through various channels, and we provide comprehensive reports detailing the incident, actions taken, and lessons learned.
• 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: Yes
• Description of free trial: Up to 3 month free trial

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: 0.5%
• Between £2,500,001 and £5,000,000: 1%
• Over £5,000,001: 1.5%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: LRQA
• ISO/IEC 27001 accreditation date: Wednesday 4 June 2025
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: LRQA
• ISO 9001 accreditation date: Wednesday 4 June 2025
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Barclaycard Data Security Manager
• PCI DSS accreditation date: Wednesday 10 September 2025
• What the PCI DSS doesn’t cover: We are a Level 4 Merchant
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: B024f203-b84e-46e3-ba3f-19eb3e745a92
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Bddbbac0-18ca-426d-a809-f8d75d0666b0
• 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
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • 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
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

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

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

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

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

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

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

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

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

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • 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 frameworksales@scc.com. Tell them what format you need. It will help if you say what assistive technology you use.