Unify Blog

Working on the beach

So in last week’s Friday blog  I shared the news item from before Christmas about the decline in shampoo sales – with more women working from home as a key factor. This led me to think ‘what else?’

If shampoo sales have been affected to the tune of £23m in the UK over one year (nb.. not all attributed to flexible working), what will be the next news item?

Razor sales are falling – working from home or the trend for furry faces? But then – could this be women not shaving their legs because they aren’t wearing skirts and hosiery every day?! Razors aren’t particular just to men !

Anyways, I decided to analyse my day and look at which elements could be affected in the broader picture.

Let’s start at the very beginning.. which, according to Julie Andrews – it is a very good place to start*.

Waking up. Apart from setting the alarm a little later than would be required if commuting – am not sure there is any difference there. Although, if we were being pedantic and taking this to the tiniest detail – will our mattresses wear out quicker from that extra 30 mins per day in bed?!

Coffee (the only way to kick start my day!). Personally – I  bought a coffee machine to save me keep popping out to coffee shop to top up my caffeine levels – so that has paid for itself already. HOWEVER.. and I have blogged about this previously – what about the social side of remote working? This is where I do pop out for a coffee occasionally – just for some human/social interaction.  I don’t spend hours in the coffee shops, complete with laptop, charger, mobile phone charger etc – but some do set up for the day – so surely these establishments are seeing profits rise!? And if you are very savvy (or a little bit miserly) you could make sure that the *incidentals* [see next week’s continuation blog]  is at the cost of the coffee house – if you understand what I mean ?!?

Getting ready for work. OK – so we know that shampoo is a casualty here – and I truly believe it is that our hair doesn’t get as dirty because we are at home and NOT because we are getting lackadaisical. I haven’t seen any news about falling soap, deodorant or shower gel sales, but I have seen confirmation in the news that toothpaste sales have not fallen. [cue a news piece about plummeting soap sales just to prove me wrong]. Here we go with the tiny details again…. less hair washing means less hairdryers and styling tongs – and so less electricity being used. This is looking good for us anywhere workers!

Make up. Not entirely female focussed nowadays, but nonetheless they are the majority. With video conferencing so widely available it is generally prudent (should you be a make up wearer) to don a little mascara, because there is always one person on a call that says ‘hey, lets all jump on video’ enthusiastically (usually someone that HAS washed their hair and applied makeup). Makeup isn’t cheap – so there is a cost saving for the worker there, and maybe a tiny little chip away at manufacturing and ultimately damage to the environment.

What to wear. If in the office every day then a wardrobe full of business attire is a good idea, tho I know that this usually comes with a dry cleaning tag! In recent years, dress codes in the office have become more casual – but still – your comfy sweat pants and slippers just won’t go down that well.  Working from home, you can get away with jeans and sweats, and, as you aren’t venturing out into rain, snow, mud splashes, pollution, but are staying in your own home, then maybe you can get an extra day out of your jeans! I wonder if laundry detergent manufactures will see a tiny dent? After all, when a LOT of people cut down just a little – then it can really add up.

This is just scratching the surface, and so is to be continued.  What I am seeing though is that the impact of utilising technology to enable ‘anywhere working’ is reaching unexpected areas. So far I have covered only a couple of hours of the day and seen more sleep, shifts to coffee houses, toiletries, electricity and detergent. All in small amounts – but multiplied across hundreds of thousands of people – a not insignificant change.  Collaboration tools such as Circuit enable change, without loss of productivity – in fact it enhances productivity whilst delivering an improved user experience.

Watch out for next Friday’s blog – where I will continue to dissect my day, taking a look at commuting, location  and  health/fitness.


To discover more about how remote workers can be enabled, securely and simply, visit www.unify.com


*reference: The Sound of Music

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Posted in Mobile Working, New Way To Work

Councils are going to have to get creative if they are going to manage their diminishing budgets over the coming years.

The creative council providing more for less-01
The government spending review, published in November 2015, outlined that local authorities would receive an increase from £40.3 billion to £40.5 billion over the following four years.

However, this is a fall of 1.7% per year in real terms over the period. On the upside, though, town halls are being given more powers to decide how the money is spent.

It’s no surprise then that only one in 10 council chief executives are confident in their council’s ability to manage savings and nine out of 10 chief executives think some local authorities will get into serious financial difficulties over the current parliament.

But with the help of technology, and some innovative thinking, local authorities can provide more for less and ensure services are sustainable. A creative council can enhance the local area, attract business growth and tourism, and foster trust among residents.


Are you ready to get creative?


Move and share data online

The government estimates moving local authority and central government services and information online will save between £1.7 and £1.8 billion a year.

Setting up online data management systems that keep information about your citizens and their needs as well as integrating data can change the way you do business.

Use the data to check that services fit people’s needs, provide more effective, cheaper services, set budgets and make more accurate forecasts.

Having an integrated system will make it easier to report on your spending and show how you comply with financial standards. Cloud computing rather than an onsite data centre allows you to manage the information more flexibly.

Councils in Manchester, Salford, Trafford, Tameside and Stockport and Greater Manchester Fire and Rescue worked together to deliver the Greater Manchester data synchronisation programme, a linked open data programme that allows the public sector to share information.

The programme will have a number of functions, including involving the digital and business community in creating new digital services.


Streamline your payroll and pensions

Managing complex payroll and pensions information online can mean providing those receiving them with more information about what they are getting.

For example, Leicestershire County Council allows staff to view their pension statement over the internet and to use an online calculator so they can plan for their future.


Online universal credit

Apart from managing data, councils also face the unenviable challenge of rolling out the single monthly universal credit benefit scheme. Claims will mostly be made online and local councils are helping claimants to move to digital channels by promoting the use of internet-enabled devices.

Buckinghamshire County Council has a mobile ‘better-off-in-work calculator’ app which is used particularly in areas where broadband coverage is poor. It also includes an ‘action’ app to help people identify and overcome barriers to work and support those who have been affected by changes in the welfare system.

North Dorset District Council gave claimants access to computers in local libraries with broadband and staff offering assistance. It also redesigned the online form so people with reasonable information and communications technology could complete it in 35 minutes.


Innovative frontline services

Local councils are turning to digital technology to transform the way they provide services.

Reading Borough Council developed a personalised virtual town website, Elevate Me, to give young people who are not in education, employment or training information and guidance on what steps they should take and on the agencies and processes involved in finding the right opportunity.

Meanwhile, councils have been using technology to improve the way they manage extreme weather conditions.

In Surrey gritters with location trackers and salt-spreading monitors responded to thermal maps showing which roads were most at risk of icing up while 11 weather stations across the county offered updates on air and road temperature and rainfall and salt levels. Last winter, Surrey’s gritters treated 67,000 miles of roads.

In Worcestershire, the county council’s gritting fleet was equipped with technology that could work out the salt spread-rates based on road temperatures so crews could more efficiently take roads ‘back to black’.

95% of councils also used Twitter to keep people up-to-date with weather forecasts, road conditions and gritting.


Better procurement processes

Savvy local councils are using technology to save money on procuring goods and services, which in 2011/12 cost local councils £58 billion.

They’ve been using procurement frameworks to get the resources they need through cloud-based services, email, apps and open source systems.

The London Borough of Hillingdon saved £750,000 a year by moving to Google Apps, while Shropshire Council’s Project Work in Progress open source website service saved £204,000 over five years.

Some councils are using e-auctions to get the best price for services and open up contracts to smaller firms.

Cutting costs by using GPS mapping technology has helped local authorities improve waste collection and develop more efficient service partnerships. Forest Heath District Council and St Edmundsbury Borough Council saved £300,000 a year, the District of East Northamptonshire Council saved £200,000 a year, and Middlesbrough Borough Council saved £150,000 a year, all using similar technologies.


Move transactions online

Moving transactions online and onto mobile devices has helped councils like Hammersmith and Fulham: its online self-service portal has saved £1.15 million annually, and 70% of households are registered.

Meanwhile, the London Borough of Barking and Dagenham has moved all of its benefit claims online, reducing processing time by 30 days and saving £617,000 a year.

And at Spelthorne Borough Council, the Engage mobile app gave people online access and improved the way services were delivered – the app was developed and put in place in less than five months and ended up saving the council about £43,800 in the first year.


Video-conferencing and online publishing

South Tyneside Council uses video conferencing to cut travel costs and generate income for the council by hiring out the service to business and community groups.

Many councils are also cutting printing costs by only publishing information online unless people ask for a hard copy.



  • Councils must get creative if they are going to manage their diminishing budgets over the coming years. Innovation can be make or break and decide whether or not the council survives – or thrives.
  • Only one in 10 council chief executives are confident in their council’s ability to manage savings and nine out of 10 chief executives think some local authorities will get into serious financial difficulties over the current parliament.
  • Setting up online data management systems that keep information about your citizens and their needs as well as integrating data can change the way you do business.
  • Savvy local councils are using technology to save money on procuring goods and services, which in 2011/12 cost local councils £58 billion.
  • Local councils are turning to digital technology and unified communication solutions to transform the way they provide key frontline services which can create a better resident experience, deliver more for less during austerity, and enable a more customer-focused approach to service delivery.


How can councils put residents first, deliver more services in a tough economic climate, and yet still deal with looming public sector funding cuts? Download your report The Local Authority Of The Future: Where The Citizen Comes First and discover how.


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Posted in Unified Communications

By Leon Graves, Unify Manager for DISA/JITC Federal Certification


Any technology vendor hoping to outfit the Department of Defense (DoD) has their work cut out for them. While technology advancements are evolving all the time, the Federal Government and DoD have very specific requirements that go above and beyond the needs of a traditional private sector enterprise, which impacts their approach to technology adoption. Our national security hangs in the balance, after all.

My company, Unify, recently achieved certification from the Joint Interoperability Test Command (JITC) branch of the Defense Information Systems Agency (DISA), so the experience is still fresh in my mind. Fortunately, our team was thoroughly prepared for the challenge of JITC certification and we were able to achieve this goal in just 7 months after beginning testing.

Not every vendor is as prepared for the JITC certification process, however. It is an all-encompassing undertaking that requires careful preparation and patient dedication from all levels of the company. JITC certification is important – it gives the DoD the option to invest in today’s best-of-breed technologies that have proven to have an extremely high level of security and compliance, and ensures that new solutions will bolster the DoD’s existing technology infrastructure. Because Unify believes in the value of JITC certification, I’d like to share some of our biggest takeaways from the process in case your company is interested in using the DoD as a “benchmark” for ensuring future success:


  1. Know your audience. One of the earliest steps when pursuing JITC certification is proving a need within the DoD. That means you must have and intimate knowledge of your customer, showing you understand the security and compliance issues specific to the DoD’s information technology (IT) and national security systems (NSS) infrastructure. Your solution needs to increase efficiency, productivity and communication for those who use it, which could include government and military personnel as well as other agencies and partner organizations working alongside the DoD. JITC will determine if your solution will improve how these different groups work together in a secure way, which means interoperability can’t be an afterthought – it needs to be an integral capability of the solution from the beginning.
  2. Do your homework. As with any enterprise organization, the DoD uses a variety of network infrastructure solutions (such as storage, routers and security technologies) as well as services (like voice, video and mobile apps). But each of these solutions require a comprehensive set of documentation. This is one of the most time consuming but important parts of the certification process. JITC uses sources such as the Capability Development Document (CDD), Capability Production Document (CPD) and the Information Support Plan (ISP) to determine requirements for product testing, which will ensure certified solutions will work seamlessly within the DoD’s existing network architecture. Your team will need to be incredibly organized to ensure all paperwork and documentation required are at the ready. For this step, the devil’s in the details.
  3. Participate from beginning to end. Your project manager plays an essential role in the JITC certification process. This means you need to ensure your project manager is committed and willing to see the process through. This includes everything from agreeing on a set of detailed KPIs with JITC prior to the testing process, gathering and delivering the applicable documentation to the testing facility, serving as an on-site point person during the testing itself and managing all follow up activity. JITC provides clear documentation on what will happen if a project manager decides not to participate: denial of certification, halt of evaluation process and withheld funding. With such high stakes, you need to ensure you have the right project manager on the job.
  4. Expect the unexpected. Leading up to or during the evaluation, anything can happen. The assessment can include a variety of real-life situations, including realistic combat scenarios. Your on-site team needs to be ready to address detailed questions and troubleshoot any hiccups that arise during this testing. Fortunately, JITC isn’t stingy with seeking solutions to any unforeseen problems. Should any issues arise, JITC will collaborate with the project manager on-site to determine what steps need to be taken in order to rectify the issue and achieve certification. Glitches don’t necessarily disqualify a product from certification, but it will delay the process and increase the time and resources devoted to the mission. Once the project manager takes corrective action, your product should be back on track with its assessment.
  5. It doesn’t end there. Achieving certification from JITC is not a one-time accomplishment. After the product is certified, the DoD may still discover issues from the field that need to be resolved. Also, in order to maintain credentials, vendors are required to recertify their product every three years. Addendums to a Certification are possible in-between with the “Desktop Review Process” whereby generally only the “delta” is re-tested. Significant changes, such as a major SW release, could require complete retesting of all Test Plan objectives.



Though the path to JITC certification is arduous, it is all for good reason to improve the total quality of the products while adding new innovative capabilities and maintaining some backward compatibility features. Fortunately our team here at Unify was up for the challenge, achieving certification with the initial major SW release.  We encourage others pursuing certification to mitigate snags by being knowledgeable about the process and well prepared for the journey ahead.

Posted in Public Sector, Security


Inequalities in access to services mean mental health patients often don’t receive the care they desperately need. Tapping into the power of unified communications can help close the gap.

Mental health. Everyone is suddenly talking about it. And there may be a few good reasons for that. According to reports by the Mental Health Taskforce and NHS England, mental disorders are on the rise and can have long-term serious consequences for people of all ages, increasing significantly their risk of disability and premature death.


But how big exactly is the problem?

Let’s look at some key figures from the above reports.

  • Mental disorders account for 23% of all ill health in the UK. Every year, they affect one in four adults and one in ten children.
  • People with serious chronic mental disorders live an average of 15 to 20 years less than the general population, as a result of developing a physical condition.
  • Those with schizophrenia are two times more likely to die from heart disease, and four times more likely to die from a lung condition. And yet, less than a third of those who are hospitalised are assessed for heart problems.
  • Mental disorders are the leading cause of sickness absence in the UK, accounting for 70 million sick days annually. They are also the main reason for claiming work benefits, in 44% of cases.


Widespread inequalities

Despite the enormity of the problem and associated soaring financial burden – £105.2bn annually according to the Centre for Mental Health – only 15% of people who need care presently get it.

Not only that. Of those who receive treatment, only a small minority have access to all the interventions NICE, the National Institute for Health and Care Excellence, recommends.

The fact that mental health disorders affect so many people so negatively “makes it all the more indefensible that there is such a large treatment gap with most people with mental health problems receiving no treatment,” says Simon Stevens, Chief Executive for NHS England.

Why this? After all, five years ago the then government launched the Mental Health Strategy for England, which pledged to improve mental health through widely accessible services and integrated physical and mental health care, for everybody.

So, how is it that these pledges didn’t materialise? According to the Mental Health Taskforce, this is largely because of implementation challenges and the steady increase in the number of people with mental health problems.


The help they need, when they need it

Whatever the reasons behind the current mental health crisis, there appears to be one obvious solution: increasing access to services, so that everyone gets the help they need, when they need it. But how do you do it?

It is widely accepted that technology in general, and unified communications specifically, have a key role to play in the transformation of healthcare, including mental health services. And the reason is quite simple…

Traditionally, communication among patients, care providers and health organisations is done via many disparate tools such as telephones, instant messaging, and videoconferencing. Unified communication brings these all together so they can work seamlessly and precisely, enabling faster processes and increased productivity.

Think of having to arrange a multidisciplinary meeting of health professionals for an urgent consultation during an emergency. This typically involves a series of phone calls and requires a significant amount of time, with potentially serious consequences for patients, as treatment is delayed.

Intelligent unified communication solutions allows carers and health professionals to reach out to other available professionals at the touch of a mobile device screen, and to pull together a team on video in virtually no time – right where you need it. It’s a much more efficient system, which enables fast access to the most appropriate care, improving patient outcomes and experience.

Everyone and everything is connected. At any time. Anywhere.


Closing the treatment gap

So, what are key strategies that tap into the power of unified communications to address inequalities in the use of mental health services? Which solutions, specifically, can improve access to treatment, narrowing the existing gap?

How about:

  • Developing engaging, accurate digital directories that help patients know about, and feel connected with, mental health and support services in the community.
  • Taking full advantage of secure communication-based solutions that enable enhanced mental health home care. This not only widens access to psychological treatments and therapies but also, importantly, improves patient experience.
  • Empowering remote care providers to deliver quality care to people facing a mental health crisis, 24 hours a day. Providers should, for example, be able to instantly access a patient’s medical records, find important information about treatments, and connect with the right consultant or specialist for emergency advice and support.
  • Becoming an IAPT (Improving Access to Psychological Therapies) service provider. The IAPT programme aims to facilitate access to evidence-based treatments for depression and anxiety disorders. Over three years, around 600,000 people started treatment thanks to the programme. Of these patients, 120,000 made a full recovery and 23,000 came off sick pay.


Supporting physical health

Lastly, people with mental health problems typically receive poor support for physical conditions, even though they are at increased risk of developing, and dying from, them.

By 2020, NHS England aims to ensure that at least 280,000 more people with mental ill health receive adequate physical health care. Enabling access to electronic medical records in all settings will help achieve this goal, by ensuring care providers become aware of any physical health problem a patient may have, and can provide the necessary support.


Happier, satisfied patients

Unified communications can help address key challenges facing mental health services, enabling wider access to psychological therapies and, ultimately, leading to improved health outcomes and happier, more satisfied patients.

Discover more about how staying on top of innovations in mental health can improve outcomes and patient experience, enable condition management. Download The Modern Mental Health Patient Experience: Where Talking Matters now.


BlogCTA The Modern Mental Health Patient Experience- Where Talking Matters

Posted in Unified Communications

I was driving into the office on a very rare occasion just before Christmas, listening to the radio when the news came on. I absolutely could not tell you what was on the rest of the news, but my ears pricked up when the newsreader declared ‘Shampoo sales down in the UK by £23 million in the last year, partly due to flexiblshutterstock_47999719e working’.

Oh.. My.. Word!

Whoever would have thought that?!

So, I had a dig around online just to check that I had heard correctly. There it was. On the internet – so it must be true ! Yup, definitely a news story on this very subject.

I must point out that working from home is not the only reason for such a sharp decline in sales – but it was one of the top factors, followed by a decline in smokers (Shampoo sales fall by £23million over the past year… because women who work at home don’t bother to wash their hair ). For me, it isn’t that we ‘don’t bother’ to wash our hair – it is more ‘having less pressure to create a brand image of myself in the office’.  It must surely also be that actually, travelling to the office makes your hair dirtier – especially on the underground, or if having to wait on train platforms in rain or snow or wind.

I carried on reading, and it transpires that there was also a fashion (longer, messier hair  styles) and a detox trend that underpinned the headline. Then it went on to say that ‘Razors take a cut too’.  Now we all know that currently there is a huge trend for beards (mostly on men!), but maybe the home working means less reason to shave as often too.

So does this mean that along with all the other fabulous benefits of working from home, we can count savings on toiletries as another bonus? Should we be worried about a decline in personal hygiene – or do we actually stay cleaner for longer in our own homes?

Thankfully, even tho we speak over the phone or online, we haven’t given up brushing our teeth as that sector thrives and grows.

My little mind ticking over then considers.. if shampoo sales are down by £23m – then one can assume that a lot less is being manufactured – reducing the amount of plastic being produced and requiring recycling – or even worse being sent to landfill.

This working from home… it’s more and more appealing. I think it *might* just be catching on you know!


To discover more about enabling your work force for effective flexible working, click here.


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Posted in Engaged World

How can your local authority can meet resident needs in the 21st century? When funding is slashed and demands increase, digital creativity can help you move forward…

How your local authority can meet resident needs in the 21st century 10 commandments of engaged citizens-01

As funding is slashed and demands increase, local authorities are looking at ways of working more effectively to make sure their limited resources are better targeted. They should be asking: What do citizens need and expect? How can local authorities meet these needs?

Shifting more control from central government to local authorities, letting people increasingly have their say on a community level should be integral to the way councils work, helping them innovate during the economic downturn and make savings.

The 10 commandments of engagement:

1. Get local people involved in a dialogue.

This will enable you to find out what they need and give them a say in how local services are run. This can help councils improve their own services and reduce costs. Moreover, engaging the local residents is an important tool in strengthening democracy.

Dorset County Council introduced a web chat service on free school meals and the Dorset Waste Partnership.

People who could not complete a transaction online could get the information they needed through the chat facility. The council looked at the questions people asked during web chats and used the information to change its website pages. This reduced the number of phone calls to the council.


2. Give citizens a sense of ownership in local decision-making.

Local councillors should be ‘networked’ with their local community; that way, they can promote local interests better and be more able to speak on citizens’ behalf.

Things such as campaigning for political office, getting people to take part in democratic processes, staying in touch with local needs, all call for ways of empowering people. Some councillors are doing this by using social media to stay in touch with people and keep up with what’s going on with their residents.

Councillors can use social media to support local leadership. Social media is all about community. It connects people, helps them share who they are and what they’re about, encourages conversation, and builds trust – some of the core characteristics of local governance.


3. Empower people by making it easy for them to find out what goes on in the council.

Staffordshire Moorlands District Council introduced a webcasting service enabling people to watch council meetings on their phone, tablet or computer while they were happening and up to six months afterwards. It also developed web forums so citizens could interact and express their views on specific topics.


4. Look at new ways of talking to local people so they feel connected.

Kirklees council set up a portal so people who were not used to using computers or mobile devices could access information through a digital or satellite TV.

They could now get council information, make a request for leaflets, answer short surveys, obtain application forms for schools and housing and make appointments for their GP – all through their TV screen. The council also offered a similar facility via mobile phone.


5. Help citizens to help themselves.

Councils are moving away from their role as a provider of services and towards an enabler or facilitator role.

Sunderland City Council gave local voluntary groups the chance to reach out to refugees by helping them set up desktop video-conferencing systems so they could talk to each other for free over the internet.


6. Get citizens involved in their local community.

This can reduce demand for local services and help people cope with the recession. The London Borough of Barnet’s Casserole Club, a local volunteer scheme, supported by a web platform, enabled people to share extra portions of home-cooked food with others in their area who couldn’t cook for themselves.

Residents in selected postcode areas could register as a cook and set up a profile on the site with information about what they made and how often. Once they completed an online food hygiene quiz, they could search for people they wanted to cook for.

On average, it costs the council £4.90 per meal; in the eight months after it was set up, 100 people received on average two meals from a neighbour, amounting to over £50,000 in savings. The scheme also strengthens the local neighbourhood and helps build relationships.


7. Streamline your communications.

Apart from saving money, you’ll transform the way the council works. Southampton City Council wanted to contact its residents online to keep them informed about its services. But it didn’t have a centralised way of managing information, the size of the email that could be sent was limited and staff had no way of knowing how useful the information was or if people even read it.

Using an online and poster campaign, the council encouraged residents to sign up for an e-alerts service. Through a cloud-based resource, it built a database of subscribers and fans using the contact lists it already had, streamlined and automated communications by using the most appropriate method of contacting people and got citizens to participate in online and offline activities that were the most relevant to them.


8. Hold and share accurate information about citizens.

Use needs assessments as a valuable research tool and work in partnership to address local needs more effectively.

Lewes District Council used a cloud-based, secure collaboration system so that staff, partners and the public could share information in real time. Used for several projects, such as a food waste campaign, it allowed agencies to get an overview of the services available and to work in a more joined up way to meet needs, helping the council to achieve cost savings.


9. Meet the public’s demand for digital services.

This can improve residents’ experience of the council and enable cost savings.

Rushcliffe Borough Council launched a website to help people claim universal credit backed by a campaign Don’t Stand in Line, Get Online. This helped the council get rid of the paper universal credit form. Rushcliffe also worked with organisations providing training in literacy and information and communications technology.


10. Give local people round-the-clock access.

Sunderland City Council used the data network available on 3G mobile phones to link carers and the people they cared for to a 24-hour contact centre. The centre tracked and monitored the cared-for person to allow the carer some time off.

Cheshire East Council, working with Age UK, set up an online social media and information site for people with dementia and their families and carers, providing them with 24-hour access to information, support networks and resources.



  • As funding for local government is slashed, local authorities need to embrace “digital creativity” to ride out austerity and, crucially, meet resident demands.
  • Key to enabling a sense of citizen engagement and empowerment is giving residents a sense of ownership in local decision-making.
  • Local councillors should be ‘networked’ with their local community; that way, they can promote local interests better and be more able to speak on citizens’ behalf.
  • Streamlining your communications will save you money, but it will also transform the way the council works.
  • If you meet the public’s demand for digital services you can improve their experience with your council and enable cost savings.


CTA: Discover how you could enable transformation in your local authority, meet resident demands, all while keeping costs down during austerity. Download your free report The Local Authority Of The Future: Where The Citizen Comes First now.


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Posted in Unified Communications