May-June 2014

Regular Columns

From the Editor
By Kelli Harrigan

Be Inspired
by Gary Blair

by Michael Goumas

IS Tip: Thrive Within a Paradigmatic Change
by Kevin Procter

Stepping Up Your Game
by Gary Pudles

Featured Articles

NAEO Board Listing

NAEO Mentor Program
by Mike Crossman

NAEO Summer Seminar Series

What Are Your Plans for the Summer?
by Nancy Warren

Amtelco Annex

Infinity PBX Group Assignments
by David Drenk

IS Web Scripting
by David Drenk

Kelli Harrigan

From the Editor

By Kelli Harrigan

Spring brings a reminder that change is inevitable

I love Spring – it’s my favorite season (despite the allergies!) And every spring, I feel refreshed and renewed as the snow stops, the sun starts shining and summer beckons ahead. And with the changing seasons, I am reminded of the parallels in our professional lives and businesses – change is always happening. Without it, we would cease to grow personally or professionally. Yet some people really struggle with worries over what change will mean to them while others thrive on finding out what lies ahead.

At Spectrum, we just celebrated 31 years in business. Very exciting, and of course, it brings up thoughts of where we were 31 years ago, which I am sure many of you can relate to – using the earliest form of EVE from Amtelco, with just 5 employees (plus the family of course) and a whole lot of curiosity on where this venture would lead. We couldn’t have even begun to imagine the changes that have taken place in the span of those 31 years and what we would be doing in our business today. Today, when we hire, we specifically address how tolerant our candidates are of change because it happens virtually every day in our office in one form or another – new clients, old clients revamping their scripts or changing their needs, new staff, ongoing training, developing existing staff to keep moving up. These are the challenges we all face as we try to grow and thrive in the current business climate, and I don’t expect that will change any time soon. So we may as well enjoy the ride, maximize our opportunities and keep on movin’!

Hope this issue gives you some insights for your business as you continue to grow!

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Be Inspired

Submitted by Gary Blair

The only way that we can live, is if we grow. The only way that we can grow is if we change. The only way that we can change is if we learn. The only way we can learn is if we are exposed. And the only way that we can become exposed is if we throw ourselves out into the open. Do it. Throw yourself.

~ C. JoyBell C.

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by Michael Goumas, ProComm

When You Need to Use a Case Branch Versus a List Branch

There are times when one is more advantageous to use over the other. I tend to use List Branches for small, finite lists and Case Branches for larger lists.

In the example below, you can use a List Branch and you have 10 choices to work with.

I believe in many cases (except the use of InfoPage changing) the chance of most of the 10 do the same action. What if you had 10 options and only 2 are the exception to the rule? You can use a Case Branch to do the same thing and separate out the exceptions.

So the example above says ListOrCaseBranch = a3 do this; OR is ListOrCaseBranch = a4 do that; OR if it is anything else do this other thing. It is easier to read and also condenses the script.

Another example of a use of a Case Branch instead of a List Branch: You have provided the operator with a Yes/No question. But based on client’s protocol you have to change that answer to a Hold. Again, your List only gives the operators a Yes or No option to select – but the script might have something it needs to do if it is a Hold. In this case, the operator is choosing Yes or No but at the after the message is taken the script is using logic to change that answer to a Hold.

A real world case of this: You ask the caller if they will need a call back soon. To the operator, that is a Yes or No answer. The client’s protocol says to reach the person on-call on all calls up until 10pm and after 10pm you hold it until 7am and then dispatch. In that example, the script is changing the Yes to a Hold – and the script then will do something different than reaching the person on-call immediately, instead hold it for 7am.

Since the Case Branch is an "open ended” glorified IF Branch, it is much easier to read than a nested IF Branch. Also with the Case Branch you can use an Advanced Expression in the evaluation. I use Contact and I look at the contact statuses to determine if there is any auto action that the script can do (SMS, MSM, Email, TAP, SNPP) before the dispatcher even has to touch the call. Because sometimes the status is overridde,n the overridden status is Override : Text (as an example). In the figure below I am using the Case Branch to remove the "Override : " from the status and just giving me the status to check.

As usual, if you have any questions feel free to reach out to me.

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IS Tip

Thrive Within a Paradigmatic Change

by Kevin Procter, Extend Communications Inc.

The only constant in life is change. This is nothing new – these words of wisdom originated more than 2500 years ago. A lot has changed since then. In fact, a lot changes every day.

Our reaction to the changes around us can be an improvement or an impedance – that's our choice. We need to decide which changes we will embrace, and those that we won't, with honest, critical thought.

As a programmer, yours truly needs to embrace any change in coding that will make services to our customers – and to our company – stronger and more vibrant.

IS scripting is a new programming language for virtually everyone who begins to program within this industry. This programmer has seen other coders come across IS scripting and reject it. They are unable to make the necessary paradigmatic shift to this new methodology of programming and therefore, they shut the door on a wonderful career in this great industry.

Other programmers who do embrace this and other new languages and solutions will thrive! Not only does the programmer thrive, but the company thrives under the coding of that programmer as does the team within the programmer's circle and his or her colleagues at large.

Take, for example, Michael Goumas – he has fully embraced IS Scripting and all things IS. In that embrace, he is more than happy to share his new-found strategies of better coding with anyone who asks. Any changes that come along within IS are welcomed by Michael, and made a valuable part of his arsenal of solutions for his customers.

Change is movement – movement is life. Embrace positive change and live – thrive! Remember this bit of wisdom coined in our modern age: "Change is inevitable – except from vending machines, of course.”

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Gary Pudles

Stepping Up Your Game


By Gary Pudles, CEO of AnswerNet

Originally Posted on

The first step is to acknowledge it when sales shrink. The second is to make the tough calls on where to cut.

In looking at acquisition opportunities over the years, I have seen a number of companies forced to put themselves up for sale because they failed to manage downturns in their businesses properly. Or, they failed to manage their businesses well when sales expectations were not met. It is important for CEOs of fast-growing companies to remember to manage their businesses downward when sales shrink (even if only temporarily), or when revenue opportunities are limited in unexpected ways.

How does this happen?

There are many reasons why a fast growing company's sales can shrink. In my own industry, here are a few examples:

  • I looked at a company that lost $4 million in the previous year and was on a course to lose even more when I reviewed the business. Sales had shrunk from a high of $25 million down to $10 million because the niche they had specialized in had been sent offshore by most of their former clients, and they were simply unable to replace the lost business fast enough to support the human and technical infrastructure they had built for the larger niche business.
  • Another business burned through $6 million of venture capital money in 13 months because they did not anticipate a significant downturn in spending by their target market just as they finished raising their capital. Instead of scaling down and waiting for the window of opportunity to re-open (and it has), they went into full spending mode and ran out of money before they ever had a chance to execute their plan.
  • The saddest example of a big revenue fall was a company that had doubled its sales three years in a row. I originally met the owner of the company at a regional awards ceremony for fast-growing companies (a first stop for a number of future Inc. 500 companies). Unfortunately, in order to maintain that growth, the company decided it could compete with its biggest and most established customer by becoming a dealer for a competitive product (since it already knew how to sell the product) and by taking work from its customer's biggest competitor in a different vertical. These strategies might have worked, except that the business model for the dealership turned out to be a big money loser and the client's biggest competitor in the other vertical decided to take its work away when someone with equal experience (who also was not working for a competitor) offered them a lower rate. The net result was that the company went from monthly sales of over $750K down to sales of $65K in less than 13 months and the double-digit profits that were being generated at the beginning of this cycle turned into huge losses by the end of the cycle.

In each case, these companies failed because their CEOs refused to cut expenses as their sales shrunk. These CEOs continued to believe that the sharp revenue drops were only temporary – and that a new sale or success strong enough to save the company was just around the corner. They were convinced that if they did little or nothing, their next sale would be large enough to support the people and infrastructure that had been built when they were rapidly growing. In reality, these leaders refused to read their own monthly income statements and take corrective action. This lack of decisive action and disciplined leadership ultimately caused each of the CEOs to lose their companies.

What can be done

Each of these CEOs could have saved their companies if they had only been willing to do the difficult task of cutting expenses. While each had done some cutting, none of the CEOs came close to cutting enough to save their companies. In each case, fear of reducing or eliminating the wrong thing or person also played a role in these CEOs' inaction. At one of the companies, the CEO was so afraid of cutting the wrong person, he just failed to cut anyone and convinced himself that it was only a matter of time before things got better.

Deciding what needs to be reduced is often the hardest step when necessary cuts include people who helped build the business in the first place. This is particularly true in the call center examples above, because salary and benefits are the biggest expense and the easiest savings are generally at the top of the organization. In each of these situations, the companies needed to eliminate lots of people to survive (mostly in management and IT) and in two cases, new owners came in and terminated enough people to keep the companies in business.

Once you decide that people need to be cut, it is excruciating to figure out who these people should be. The hardest part of being a "boss" is having to fire someone. It's worse when the person being fired has done good work for the company. Despite tenure and performance, maybe their job function is just not needed in a scaled-down company. Or you have two people doing the same work because of the size of the company and while one person is good, the other person is better for a smaller group. One of the hardest days of my business life was when I had to terminate 39 people in one day because the company they worked for had run out of money on the day I acquired the assets and none of these managers would be needed in the scaled-down company (not a single phone agent was terminated).

Other areas that are often targets for cutting include real estate or facilities and IT. As a company scales back, its need for space scales with it. In each of the situations described above, I remember the sadness of walking into call centers with lots of empty chairs and idle computers. There is no worse reminder of a lack of sales and a lack of success than empty call center seats.

In the IT area, as a company grows, it is often able to get people with specialized skill sets that smaller companies just can't afford. Often CEOs are afraid to eliminate specialists or attempt to "dumb down" their IT infrastructure despite the obvious fact that the company can't afford to keep the specialist or the specialized infrastructure. In the first example above, the CEO kept a $1 million per year programming team in place – even though the amount of programming needed outside the abandoned niche would never be close to what had been needed for the former customers. In the second example, the company retained a six-person IT team that was immediately scaled down to two people when the company was sold.

Be decisive

The key to successfully managing a company when sales don't meet expectations is to make decisions quickly and to manage to the "what is" and not to the "what will be". Also, be prepared to review every expense (whether it is a person or a service) and ask yourself: Is this really needed in a smaller, scaled-down company? Hopefully, none of you reading this will ever have to ask that question.

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NAEO Board Listing

The NAEO Board had some changes at the Annual Conference in Dallas in March, so we wanted to make sure you have an up-to-date list of the Board members in case you need to reach out to a board member for anything!

Position on the NAEO Board



Email address


Kurt VanderScheer

Answer United

Past President & TUNe Liaison

Billy Peppard

Medical Connections, Inc.

Education Chair

Theran Mossholder

Newtown Answering Service

Education Co-Chair

Lina Masri

Extend Communications, Inc

President-Elect & Certification Committee Chair

Gerald R. Brosseau, II

Always On Call Answering Service, LLC


Gordon Mott

Main Line TeleCommunications

Sponsorship Task Force Chair

Sydney Ryan


Conference Committee Chair

Laurie Blow

Advanced Answering Center

Future Directions Committee Chair

Robert Donnelly

Medical Service Bureau, Inc.

Membership Committee Chair

Lisa Phillips


Membership Committee Co-Chair

Mike Crossman

Alliance Wireless

NAEO Board Hospital Liaison

Gail Russell

Salina Regional Health Center

Please remember that our NAEO Board is here to serve and they look forward to hearing from you! In coming issues of Newslinks, we will focus on each of the committees so that you know a little more about what is going on "behind the scenes” at NAEO!

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Mike Crossman

NAEO Mentor Program

By Mike Crossman, Mentor Program Coordinator

Year 2 and the Mentor Program has its wings! What started out as an idea back in 2013 to bring together new Amtelco owners/users and connect them with a tenured Amtelco company for guidance and assistance where needed is beginning to develop into a forum for continued support.

The initial goal of the Mentor Program (to make the transition for new Amtelco users easier and smoother) has been achieved and now is being designed to grow the program into a true network of support for all NAEO members. This network of support will expand beyond new users of the product to companies that currently use the Amtelco system and have upgraded to a new feature, employees of current user companies who have changed roles and need support and guidance from a person who has experience in their new role, as well as new employees of a current user company who are looking for support and guidance from a person who has experience in their same role.

As we work to expand the Mentor Program, we are in need of Mentor Companies of all types and experience levels. I myself have been a Mentor for the past year – and even though my experience with Amtelco was brief, I was still able to mentor. My familiarity with being a "new” cut over was invaluable and fresh in my mind, so I was able to relate to the process of transition and direct the companies I was mentoring to the right people when they needed help.

Mentoring is a two-way street, and the value you will gain from being a Mentor can often show up unexpectedly. My time as a Mentor has caused me to think about some of our processes while exploring them with new users. I am always open to adopting new ideas or improving on existing ones and, as a result, the mentoring process has given back to me as much as I have put in.

The Mentor program needs great companies like yours to continue to grow. If you and your company are willing to be an ongoing resource, please let us know and we will get you started on the rewarding path of being a Mentor.

You can reach us at or call me directly at (613) 541-3701.

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NAEO Summer Seminar Series

Become a Master at Intelligent Series Scripting

IS Workshop Photos

Register today! | Download pdf flyer

Space is limited, register today!

On August 4-6, 2014, NAEO’s Education Committee will offer an exclusive three-day hands-on training seminar on Intelligent Series Programming. The Embassy Suites Hotel at the St. Louis Airport is hosting this amazing event for commercial and medical answering services, hospital switchboards, and contact centers. Speakers include industry experts and NAEO Board Members Theran Mossholder, Newtown & Flemington Answering Service; Gerald R. Brosseau, II, Always On Call Answering Service; Education Committee Member Debbie Imes, Advantage Answering Plus, and Amtelco Training Manager Susan Kirkpatrick and Amtelco Software Expert John Van Walsum. Whether you are new to Intelligent Series or looking to cross-train coworkers and build a programming department, you’ll learn first-hand invaluable knowledge to efficiently and consistently program or convert your clients into Intelligent Series.

Thank you, Sponsor

Platinum Sponsor

Intelligent Series has been proven to reduce operator training time, improve customer service levels, and reduce potential operator error. Attendees will learn expert tips and tricks to developing master templates to program accounts with ease and efficiency. Similar NAEO training opportunities have completely sold out quickly over the last few years, so don't delay in registering you or your team!

Full event details and registration

Hotel Information:

Embassy Suites Hotel, St. Louis Airport
11237 Lone Eagle Drive | Bridgeton, MO 63044

$124/per night + tax

To make hotel reservations, you may call 1-314-739-8929 and reference the National Amtelco Equipment Owners. You may also book directly online by using this reservation link.

The cutoff date for the block is July 13. Please make your reservations prior to this date.

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What Are Your Plans for the Summer?

By Nancy Warren, Vice President, MRA

Summer. The season to enjoy those quirky, watermelon-flavored Oreos and pretend ignorance of the calorie count in potato salad. The season to balance work with outdoor fun and relaxation. While a nationwide "Take Your Flip-Flops to Work Day” is not likely in the cards, you can take advantage of the summer months to rev up and refresh.

Change your morning routine

Most of us follow a pattern of action on morning workdays. We rise at the same time, eat our Cheerios, leave for work at the same time, and drive the same route. Change it up! Turn off that late night Stephen King movie and set the alarm for one hour earlier than usual. Use the extra time to watch the sun come up, go for a walk, or leisurely sip a cup of coffee outside. Leave for work early to take a more scenic route. You don’t have to change it up every day to reap the benefits of a refreshed perspective.

Invest in yourself

Summer brings the opportunity to act on Steven Covey’s advice to "Sharpen the Saw” (Habit #7 in Covey’s The 7 Habits of Highly Effective People). Relax outside with books that help polish your leadership, management, or personal skills. Think about the new products and services your organization is planning to deliver, and identify the skills you and your team will need to effectively carry out those new offerings. Gain those skills by carving out time for professional development opportunities like conferences, conventions, or seminars. Boost your energy and refresh your perspective by rubbing shoulders with other professionals in MRA’s training classes. Whatever methods you choose for professional development, the effort will make you and your company more effective.

Concentrate on what you can control

While you have command over certain aspects of your work, much is out of your control. Monitor yourself for a few days to determine the extent that you allow items that are out of your control to affect your attitude and energy level. Work hard to focus on what you can control, and limit spending emotional energy on what’s outside of your influence. Strengthening your internal governance raises your emotional IQ and reduces stress, allowing you to relax more quickly and thoroughly after work.

Sharpen your focus

Analyze how you allocate your workday hours. If you’re a morning person, tackle challenging projects first rather than leaving them for mid-afternoon when your energy lags. At the end of each workday, plan the next. Boost your workplace productivity by scheduling time for what is important as well as what’s urgent. It’s easy to be swept up in the minor issues that pop up in a day and push aside the more important, long-term items. When projects loom large, break them into segments, and chew off a bit every day.

Take a real break

If you live, breathe, and sleep with your smartphone, check out this article by best-selling author and back-page columnist Baratunde Thurston of Fast Company magazine. Thurston’s article, "I Have Left the Internet,” includes a "nine-point digital detox checklist” for temporarily disconnecting, details of his technological hiatus, and this post-vacation observation:
"Before the Unplugging, I wanted to read every feed and follow all the right sources so I could be connected to every important event and insight as they unfolded. . . . Only when I dramatically reduced my connectivity did I realize how addicted to information stimulus I had become – and that I did not need to sustain that constant high to live well and happily.”

Change the scenery

Not everyone has the type of job or the flexibility to work from a place other than the usual location. If flexibility is possible, use summer as an opportunity to change your scenery. Work on your balcony or front porch. Take your laptop to the tranquility of a library or perch on a quiet bench in the park.

If changing work location isn’t feasible, pump up your workspace. Add some summer color. Get your team revved up with Secret Summer Santa. Brighten a co-worker’s day with flowers. Take a walk outdoors at lunchtime instead of eating at your desk. Show up in person for a face-to-face with your colleague instead of typing a long email that takes the same amount of time.

Pick one. Pick two. Or pick them all. Change your morning routine, take a real break, concentrate on what you can control, invest in yourself, sharpen your focus, and change the scenery. Refresh and re-charge. It’s summertime.

david drenk

Infinity PBX Group Assignments

by David Drenk

The PBX Group assignment restricts PBX extension users to dialing only other PBX extensions that are configured as members of the same group. The PBX Group setting can be used by both the analog and VoIP Infinity PBX features.
The PBX Group setting is configured on the PBX Setup page of the Client Setup screens in Infinity Supervisor.

To configure the setting, open the Infinity Supervisor application.

Click the Client icon.

The Client Locator menu is displayed.

Enter or select a client account number.

The Client pages are displayed.

Click the Page menu and select "PBX Setup.”

The PBX Setup page is displayed.

The PBX Group setting is located on the Identity page in the "Other Settings” pane.

The PBX Group field accepts numeric entry in the range of 0 (zero) to 255, effectively providing the ability to create up to 255 PBX Groups. The default setting of 0 effectively disables the PBX Group feature and permits calling to other PBX extensions.


  • Infinity 5.60.12 or later
  • Infinity Supervisor 5.60.0016 or later
  • Infinity Telephone Agent 5.60.4364.09 or later


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Kelli Harrigan


IS Web Scripting

by David Drenk

The optional IS Web Scripting feature provides the licensing and software support to present Intelligent Series call scripts in web browsers, bringing your clients messaging features that previously required operator involvement.

IS call scripts can be inserted as elements in existing web pages using an HTML Internal Frame to combine a script with other web page elements like headers, footers, and sidebars. The same scripts that are run in Amtelco’s Infinity Telephone Agent and Soft Agent call-handling applications can be used on the web or different scripts can be designed for web-only use.

The IS Web Scripting feature is integrated with the suite of Intelligent Series applications, making it possible to script messages that look up information in the IS Directory or IS Directory OnCall using the optional Select Contact response element. The IS Web Scripting feature provides call centers with a simple and easy method to provide web-based demonstrations of new scripts for clients, and also can be used to provide client’s customers with script-driven messaging using only a web browser.

Setting up IS Web Scripting

The IS Web Scripting package lets you select which scripts you want to display through the Internet and the optional IS Web application. Each client account can have separate scripts for agent applications, web sites and the IS Web.

The settings for selecting scripts are located in the IS Supervisor Client Setup pages, in Intelligent Messages on a new Client Script Usage tab.

Each client account can have separate scripts for agent applications, websites, and the IS Web, or one script that covers multiple uses. The settings on the Client Script Usage tab determine how each script is used.

Operator Scripting

When a script is selected for Operator Scripting, the script can be used to take messages in the Infinity Telephone Agent and Soft Agent applications.

To select a script for taking messages in Infinity Telephone Agent and Soft Agent, click the Operating Scripting menu and select the name of the script. To display the selected script, click the Show button.

The Operator icon is displayed to the left of the script’s name in the Intelligent Messages Toolbar to indicate the script has been selected for taking messages in Infinity Telephone Agent and Soft Agent.

IS Web Scripting

When a script is selected for IS Web Scripting, the script can be used to take messages in the optional IS Web application.
To select a script for taking messages in the optional IS Web application, click the IS Web Scripting menu and select the name of the script. To display the selected script, click the Show button.

The IS Web icon is displayed to the left of the script’s name in the Intelligent Messages Toolbar to indicate the script has been selected for taking messages in the IS Web application.

Public Web Scripting

When a script is selected for Public Web Scripting, the script can be used to take messages from a public web page.
To select a script for taking messages from public web pages, click the Public Web Scripting menu and select the name of the script. To display the selected script, click the Show button.

The Public Web icon is displayed to the left of the script’s name in the Intelligent Messages Toolbar to indicate the script has been selected for taking messages from a public web site.

Note: Before selecting a script for IS web or public web use, make sure the script only uses response elements that work with Web Scripting. For a list of response elements and the applications that they work with, refer to the "Response Element Library” section of the Infinity Intelligent Series Supervisor Reference Guide.

Generating a URL

The Client Script Usage tab includes a Uniform Resource Locator (URL) generator that generates a web address for a script based on the location of your source files.

To generate a URL, first make sure that the location of your Web Scripting service has been entered into the Scripting URL field in System Setup on the Web Scripting URL page.

Click the menu and select the type of URL that you want to generate.

Three kinds of URLs can be generated:

URL Purpose


Msg Script Test Drive

This option generates a URL that can be used to test the script selected in the Operator Scripting list without saving an actual message. Use this option to enable clients to try out the script that your agents will be using before it is put into live use.

Public Web Test Drive

This option generates a URL that can be used to test the script selected in the Public Web Scripting list without saving an actual message. Use this option to test a web script or to enable clients to try out a web script before it is put into live use.

Public Web

This option generates a URL for taking real messages from the web using the script selected in the Public Web Scripting list. Use this option to obtain the URL that is used to take messages through the web after testing has been completed.

Next, click the Gen button. The chosen URL is displayed.

Click the Copy button to copy the URL to your Windows clipboard so that it can be pasted into a web browser window, an email message, or a web editor. The URLs that are generated for each script can be accessed from a web browser or incorporated into an Internal Frame HTML component in a website using an off-the-shelf web editor.

IS Supervisor also includes an HTML Editor that can be used to design HTML pages. To open the HTML Editor in IS Supervisor, click the Tools menu and then click the HTML Editor command.

Return-On-Investment Opportunities with IS Web Scripting

The optional IS Web Scripting feature provides opportunities to increase revenues and enhance profits while reducing agent workloads.

Provide clients with a role in script development: With IS Web Scripting, a new script can be posted to your call center’s website so that the client can take the script for a test drive before it is put into use. This gives the client an active role in approving the precise script that operators will use, and makes it easier to justify setup fees.

Allow receptionists to process data using the same script as the call center: IS Web Scripting allows IS message scripts to be inserted into existing web pages used by your clients, so a client’s receptionists could be granted access to the same script used by agents in the call center. This feature can provide continuity between the experiences that customers receive during business hours and after hours. It also can improve customer service by bringing the call-handling power of Infinity to the client’s office.

Build and manage client websites, including scripting: By combining IS Web Scripting with a web editing application, you can add revenue by offering your clients website design or enhancement. With Web Scripting enabled, you can build fully formatted webs using an off-the-shelf web editor and add Internal Frame HTML components that contain IS Web Scripts. This technique can be used to provide Web services like hospital pre-registration, physician referral, help desk requests, prescription refills, funeral home obituaries, property management, and order taking.

Browser Compatibility:

  • Internet Explorer 7.0 and later
  • Active Scripting must be enabled in the Internet Explorer Security Settings
  • Mozilla Firefox 3.6.10 and later
  • JavaScript must be enabled in the Firefox Content Options
  • Google Chrome 7.0.5 and later
  • JavaScript must be enabled in the Chrome Content Settings
  • Apple Safari 5.0 and later
  • JavaScript must be enabled in the Safari Security Preferences


  • IS Supervisor 5.60.3727.6 or later
  • IS Server 3.1.3727 or later
  • Windows Server 2008 R2 or later
  • SQL Server 2008 or later
  • IS Messaging
  • IS Web Scripting licenses
  • IS Directory Contacts (optional)

Note: Web scripting access to IS Directory information and IS Directory OnCall information requires the optional IS Directory Contacts feature. The IS Directory and IS Directory OnCall information is copied from the IS Directory and IS Directory OnCall Schedules into web scripts using the Select Contact response element.

Amtelco Part Number: 232MP137

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