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A
The
311
response
center
is
the
main
gateway
to
city
services,
as
small
as
our
population
is.
We
do
take
a
lot
of
requests.
Most
cities
that
have
311
systems
you'll
find
that
more
of
their
calls
are
question
related
and
don't
end
up
in
service
requests.
Pittsburgh
I
believe
is
the
complete
opposite.
The
majority
of
our
calls
are
going
to
end
with
a
service
request.
Sometimes
we'll
get
one
call
that
will
generate
25
30
different
requests,
I.
A
Citizens
can
contact
us
a
variety
of
ways.
We
have
live
operators,
we've
expanded
our
hours
from
7am
to
7pm,
which
is
exciting
different
hours.
Odd
hours
feel
free
to
call
us
and
leave
a
message
at
300
answers
24
hours
a
day,
and
then
we
also
have
311
postcards
that
will
pass
out
a
community
meetings
that
you
can
fill
out
and
send
in
those
are
postage
paid.
A
A
Through
the
years
we've
been
growing
and
building
and
we're
up
to
11
staff
now
and
one
of
our
most
exciting
endeavors
at
this
point
is
we're
finally,
getting
new
software,
we're
currently
using
something
that
was
built
in-house
in
the
late
1980s
and
now
we're
moving
up
to
a
new
product
or
in
the
process
of
implementing
it
and
hope
to
have
full
implementation
by
this
summer
or
fall.
So
that's
going
to
make
a
lot
of
great
improvements
to
311
the
efficiency
of
the
service
we
can
provide
so
we're
very
excited
about
that.
Twitter.
C
A
Making
our
website
more
self-service,
so
people
be
able
to
go
in
and
find
the
answers
to
questions
they
need
without
having
to
contact
us.
It
makes
it
a
lot
more
convenient,
we'll
be
building
the
knowledge
base.
That
goes
along
with
that
for
years,
updating
and
putting
more
information,
and
so
that
we
can
try
to
address
everyone's
needs.
This.
B
B
So
we
try
to
make
sure
that
each
person
and
their
concerns
we
have
to
we
make
them
aware
that
we
are
all
very
serious
about
what
it
is
that
they're
bringing
to
us
and
we
want
to
help
them
and
we
want
to
give
them
that
feeling
of
it's
not
so
much
like
a
machine.
You
know
I'm
a
real
person
when
I
answered
the
phone
and-
and
let
me
do
what
I
can
to
help
to
assist
you
a.
F
So,
while
he's
bringing
that
up,
I'll
just
introduce
myself
armani
suit,
Johnson
is
she
said,
and
I
am
the
statewide
administrator
for
our
public
assistance.
Customer
service
contact
centers.
So
we
do
work
with
a
little
bit
different
than
any
of
you
do
in
that
we
are
doing
intensive
interviews
for
eligibility
programs,
their
three
children,
so
our
service
handle
time.
Those
things
are
metrics
are
a
little
bit
different
is
perfectly
normal
and
acceptable
for
us
to
have
a
call
that
takes
45
minutes.
F
That
creates
an
interesting
challenges
right.
So
I
want
to
give
you
that,
as
a
little
bit
of
background
I
can
give
you
some
background
into
what
we
do
so
that
you
can
understand
the
context
of
how
teleworking
applies
in
that
kind
of
a
world
that
I
think
there
are
things
they
carry
over
for
the
kind
of
services
that
we're
doing
in
tailoring
and
I
services
that
free
one
month
or
two
and
one
another
and
call
centers
provided
so
we
gotta
so
I
just.
F
F
You
know
licensing
all
those
things
that
are
agencies-hp
agencies,
based
with
administration's
to
part
of
Social
and
Health
Services,
as
largest
agency
and
status,
eight
separate
administrations,
our
services
fall
and
the
economic
services
administration,
which
has
two
divisions.
Community
Services,
is
one
of
those
divisions.
The
Community
Services
Division
has
about
2,600
converted
employees
in
that
vision,
so
roll
that
up
our
department,
if
we
got
to
the
social
service
department,
is
like
8,000
employees
or
something
like
that
is
directed.
F
F
In
a
brick,
mortar
building,
we're
walking,
services
are
available.
They
don't
report
to
the
local
administrator
over
those
services
they
report
to
us.
Virtually.
We
have
850
staff
in
our
contact
center
about
well
about
900,
always
hired
a
mortgage,
or
we
can
have
silently
without
pay
those
kinds
of
things.
So
we
have
about
850
mts
they're,
located
in
45,
traditional
brick-and-mortar
offices
across
the
state
and
170
of
awesome.
170
of
our
staff
tell
work
from
home.
F
F
We
we
need
some
room
for
growth
and
one
of
the
things
that
still
working
can
give
you
is.
It
can
give
some
grows
into
brick
and
mortar
spaces,
because
you
can
use
the
spaces
that
people
who
are
no
longer
working
there,
but
are
still
working
for
you
to
fill
a
lot.
We
started
two
years
ago.
In
particular
this
became
an
issue
for
us.
We
needed
to
grow
by
a
hundred
staff,
but
because
we're
in
existing
facilities
and
there's
no
money
in
Washington
State
to
build
new
facilities.
It's
one
of
the
challenges.
F
Facility
right
and
consolidates
and
staff
than
having
it
spread
all
over
there's
there's
no
current
funding
for
building
new
facilities.
So
the
only
way
you
bro
is
great
space
free
bar
and
we
needed
room
for
growth.
So
to
increase
our
told
me,
it
also
is
helpful
with
disaster
recovery
or
just
weather
events
out
Washington
has
a
reputation
of
being
like
super
rainy.
It
rains
all
the
time
and
this.
F
F
E
F
If
something
happens
on
one
side
of
the
state
that
affects
a
local
area
and
a
little
bit
outside
that
area,
telecommuting,
you
can
bring
things
back
up
quickly.
It
for
us
is
also
our
most
powerful
staff
retention
tool.
This
is
important
for
us,
because
our
public
assistance
eligibility
programs
are
very
complicated.
We
have
both
state
and
federal
programs.
It
takes
a
long
time
to
learn
our
average
training
from
x.
F
70
comes
in
the
door,
till
they're
considered
proficient
is
18
months
and
they
are
in
training
for
that
critical
time
in
classrooms,
for
a
minimum
of
about
15
weeks
in
the
classroom
and
then
OJT,
that's
a
very
expensive
investment,
and
we
can't
afford
not
to
have
retention,
but
like
other
tools.
Centers
we
had
to
bring
that
turnover
rate.
F
It
also
improves
our
ability
to
accommodate
disability
so,
for
example,
if
they
were
working
in
our
environment
in
our
our
brick
and
mortar
facilities
of
an
achiever
co-located
with
her
with
our
walking
service
facilities,
we
are
dealing
with
people
who
are
ill
a
lot
they
come
in
for
medicaid
services,
they
need
medical
care
and
they
bring
with
them
their
contagious
diseases
and
germs
and
exposure.
It's
almost
as
bad
as
working
on
postal
districts.
F
F
E
F
F
F
So
our
weather
forecast
in
2008
2010
loves
to
really
launch
our
trouble
working
program.
We
had
several
environmental
factors
that
may
teleworking
something
that
we
really
wanted
to
pursue.
One
of
those
is
that
we
were
heading
into
the
recession.
Everybody
was
heading
into
the
recession
right
and
in
Washington
state
that
created
issues
for
us
in
public
assistance.
F
The
irony
of
it
is
that
your
demand
for
your
services
goes
up
as
the
economy
is
crashing,
but
your
funding
to
support
your
staffing
goes
down
back
to
the
retention
conversation
we
had
to
keep
every
single,
because
in
our
state
we
were
in
a
hiring
freeze
for
all
speakers.
Well,
if
someone
left
me
good
on
purpose,
so
we
had
to
help
gas
prices
for
escalating
in
our
stay
with
very
high
tax,
both
local
taxes
and
state
taxes
on
gas.
F
There
was
a
period
of
time
where
our
guests
was
up
to
five
dollars,
almost
right
our
to
balance.
That
makes
it
difficult
for
people
to
yeah,
so
teleworking
collecting
them
arrays,
which
we
also
could
not
do
because
be
fun,
so
that
was
an
addict
factor.
The
seattle
traffic
for
almost
100
miles,
the
I-5
corridor
in
Washington
state,
is
jam
packed
every
day
of
the
week
for
half
of
the
day
and
during
major
commute
times
it's
the
for
the
worst
traffic
in
the
United
States.
F
Then
we're
driven
through
that
area
that
you
are
fortunate
I
drove
an
airport
here
to
downtown,
and
it
took
me
less
time
to
get
from
your
airport
to
downtown
this.
Sometimes
it
takes
to
get
across
town,
miss
young,
it's
crazy,
crazy
traffic
there.
So
this
was
a
factor
for
trying
to
keep
people
working
for
us
and
co,
because
if
we
could
set
him
home
when
he
keep
off
the
road.
F
Hiring
through
space
little
girls
get
a
nail
I'm,
so
so
things
we're
kind
of
getting
scary
during
this
period
of
time.
Our
caseload,
for
example,
in
the
SNAP
benefits
our
food
stamp
benefits,
grew
by
in
a
one-year
period
of
time
in
for
y,
almost
100,000
per
serving
no
additional
resources
to
serve
them.
So
these
are
some
of
the
things
that
we
also,
though,
despite
those
challenges,
had
a
very
supportive
environment
for
a
detail
record
for
us,
we
had
an
executive
order
from
our
governor.
F
Programs,
because
do
you
want
to
deal
with
traffic
something,
and
we
want
to
make
Washington
government
employer
of
choice,
so
we
had
an
executive
order
that
the
agencies
were
all
working
in.
We
also
have
a
vigorous.
Can
you
trip
reduction
program,
washington
state
again
because
of
the
cost
of
gas
and
because
of
traffic
issues
on
what
in
western
washington?
These
are
not
true,
eastern
washington,
very
different
dynamics
on
the
west
side
of
the
state
and
for
the
geography
of
washington.
Here's
who
was
also
in
the
strange
thing
when.
F
F
We
already
in
our
contact
center
we're
working
in
a
virtual
environment.
As
I
said,
our
staff
we
built
up
our
contact
center,
not
by
staying
we're
going
to
make
the
statewide
context,
and
we
put
it
here-
we've
been
renting
the
existing
staff
who
do
the
same
work
as
our
public
assistance
down
we're
going
to
take
them
and
instead
of
having
that,
do
it
face-to-face
we're
going
to
do
if
I
found
it
they're
going
to
do
it
from
the
offices.
They
already
see
it.
So
we
were
already
connected
virtually
and
working
remote.
F
That
experience
was
important
because
total
working
his
virtual
supervision-
and
we
already
had
some
of
that
in
place-
Todd
folks,
who
were
supervising
staff
that
we're
seeing
in
offices,
maybe
as
far
as
60
miles
away
from
where
they
sat,
and
they
were
there
direct
first-line
supervisor.
So
we
had
some
experience
already
with
how
to
do
that.
We
also
have
the
pinnacle.
Supportive
technology
are
any
place
we
use.
You
can
buy
all
familiar
with
begin.
E
F
F
Our
management
pool
bigger
because
it's
very
difficult
to
recruit
staff
by
the
eastern
side
of
the
state,
for
example,
were
very
talented.
Wonderful
people,
like
my
colleague
breakfast
news
with
me
today
to
word
in
our
headquarters
office
over
and
the
sound
and
and
how
to
move
cost
of
living
issues,
including
or
difficult,
but
when
we
allow
teleworking
income
over
for
meetings
when
they
need
tuning
in
to
work
where
they
live,
and
that
increases
our
recruiting
pool,
which
was
also
very
hopeful.
F
F
We
already
had
a
central
single
phone
number
and
we
use
the
abaya
platform
that
was
connecting
so
that
we
could
do
tell
working
for
America
state
and
they
receive
calls
and
do
work
for
any
color
anywhere.
Indistinct
we're
not
geographically
based.
If
you
live
in
any
corner
of
this
state.
We
call
that
same
number
in
any
staff.
Persons
also
located
in
any
part
of
that
state
will
see
that
Colin
can
do
that
work
three,
so
we
didn't
have
to
worry
about.
F
Can
they
only
tell
work
in
a
specific
geographic
region
to
serve
a
specific
geographic
population?
That
was
hopeful
abreast?
We
also
were
experienced
because
of
that
virtual
system
that
we
were
already
working
we're
experienced
with
using
remote
communication
technologies.
At
the
time
it
was
microsoft.
Communicator
became
a
very
important
tool
for
us
and
keeping
connected
to
our
workers
with
us
and
continues
to
be
smell,
link.
We
skype
for
business
very
shortly.
F
F
F
F
F
Started
planning
at
the
administration
level
in
2008
2009
we
issued
our
tour.
Can
book
I
brought
two
copies
of
it?
Only
because
I
did
want
to
cut
down
half
the
trees
in
Washington.
Save
is
a
40-page
/
cam
book
I
brought
copies.
If
you
want
to
take
a
cart
pop,
you
can
we're
also
going
to
be
including
a
copy
of
this
with
our
presentation
that's
going
to
go
out
on
the
website,
so
you
can
all
access
that
you
want
to.
F
In
addition
to
some
forms,
these
things
we
have
lots
of
forms
attached
to
this
program,
but
it
was
important
for
us
to
codify
what
our
program
was
going
to
reflect.
So
we
have
our
handbook
that
we
developed
and
it
was
issued
in
2009
for
the
administration
and
that
we
had
to
decide.
How
will
we
in
our
division
implement
this,
and
our
contact
center
was
selected
to
do
a
pilot
with
this
we
had
to
include
labor.
F
We
negotiated
with
labor
around
the
impacts
of
how
this
would
work
would
be,
and
one
of
the
first
key
decisions
we
have
to
make
before
you're
ready
for
that
decision
is,
what's
going
to
be
our
eligibility
criteria
about
something
important
thing
about
you're,
looking
at
a
tour
program
and
you're
in
a
merit
system
or
labor
system,
so
that
you
can
have
consistency
about
who
doesn't
does
not
get
to
tell
her
and
how
many
could
we
support
is
it?
Fifty
percent
of
our
staff
is
a
twenty
percent
of
our
staff.
F
One
of
the
things
that
we
needed
to
consider
is
if
we
decided
it
was
going
to
be
merit-based.
You
had
to
earn
the
right
to
Tober,
you
had
to
be
a
person
who
is
for
funkin
well
when
they
do
that.
You
have
to
say
how
many
of
those
highly
performing
people
can
afford
to
have
that
in
the
office,
because
who's
left
in
the
office,
if
all
of
your
high
performers
go
out
who's
left
in
the
officer
for
trainings
who
are
there,
people
they're
exposed
to
that
are
venturing.
F
Them
is
your
people
who
are
not
your
eyes,
performers,
maybe
not
the
people.
You
want
most
running
your
new
trainees
along
culturally,
so
we
had
to
think
about.
What
would
our
ratio
be?
A
moment
are
be
our
collective
bargaining.
The
factors
that
were
concerned
of
concern
for
our
union
was
what
kind
of
scope
of
work
with
the
staff
do.
Are
they
going
to
get
to
do
better,
more
cool
kind
of
work?
Are
they
going
to
have
to
do
the
grunt
work?
F
Are
they
going
to
get
to
do
the
full
scope
of
work,
so
they
keep
their
skills
current?
Those
are
those
are
issues
that
were
concerned
for
our
labor,
also
the
selection
criteria
and
what
will
be
the
selection
process?
They
care
a
lot
about
that,
as
did
we,
so
we
worked
on
that
together
and
what
would
be
the
process
for
change
for
telework
agreements.
Our
tull
working
arrangements
are
formalized.
They
have
to
have
a
total
working
agreement
that
they
sign
their
supervisor
signs
or
administrative
signs
it
ultimately,
as
the
appointing.
F
So
so
we
have
a
very
formal
process
which
meant
that
if
we
decided
that
we're
going
to
pull
back
out
of
to
work,
we
need
to
have
the
flexibility
on
the
management
side
to
do
it
when
we
need
to
and
not
have
to
renegotiate
that,
but
then
also
to
have
something.
That's
fair
for
the
employees
they've
been
allowed
to
telework.
Can
we
just
kind
of
supervisor
just
randomly
say:
I,
don't
like
you
today,
your
dental
I
think
now
we
needed
to
have
criteria
for
what
does
it
need
to
come
back
in
in
the
longer
recovery?
F
So
we
bargain
all
of
those
and
set
those
up
in
our
policies
of
consumers.
Make
sure
that
we
had
it
really
well
document
what
that
policy
procedure
would
look
like,
and
then
we
had
a
coordinate
deployment.
One
of
the
things
that
we
learned
along
the
way.
I
won't
talk
about
other
lessons
learned,
but
one
of
the
things
we
learned
is
that
it
matters
if
these
people
are
technologically
savvy.
If
you
send
someone
home,
who
is
a
helpdesk,
frequent
flyer,.
D
F
And
they
will
not
be
pleased
with
your
program
and
you
send
people
on
route
cannot
do
some
basic
troubleshooting
on
their
own,
so
we
included
IT
in
the
selection
process
and
make
sure
that
they
got
to
have
a
little
bit
of
say,
give
us
and
feedback
in
case
we
have.
This
person
was
a
frequent
flyer
that
they.
F
Able
to
do
the
basic
troubleshooting
on
there
if
something
goes
down,
they
have
to
be
able
to
basically
troubleshoot
over
the
phone
at
home,
but
we
did
our
first
roll
out
in
early
2011
of
our
first
group
of
staff
and
we
did
it
annually
once
a
year.
We
did
a
cycle,
an
application
cycle
from
2012
14
and
we're
now
doing
two
cycles
easier,
because
our
goal
is
to
keep
twenty
percent
of
our
staff
total
working.
E
F
As
people
promote
or
they
select
other
positions,
we
end
up
with
employment
so
every
year
trying
to
refresh
that
pool
of
people
who
completed
training
in
our
ready
to
go
out
to
telework
so
working
in
our
contact
center
today,
we're
not
a
pilot,
we
had
to
formally
say
we're,
not
a
pilot
anymore,
because
people
would
say
how
is
the
pilot
going
pilot
is
no
longer
pilot,
it's
business.
As
usual.
We
incorporate
how
we
do
tell
working
into
our
business
plan
for
our
strategic
planning
processes.
F
We
use
it
in
our
facility
strategic
planning
guidelines,
the
facility
planners
for
the
state,
we're
very
excited
to
hear
about
teleworking.
They
wanted
us
to
join
fifty
percent
teleworking
a
warrant,
so
that
is
one
of
the
things
we
had
to
guard
against
was
their
assumption
that
that's
what
we're
going
to
do
and
they
are
planning
around
shrinking
our
space
for
us.
E
F
F
What
we're
doing
system
our
total
working
handbook,
if
you
take
a
look
at
it,
talks
about
total
working
from
alternate
office
than
their
home
office,
but
our
till
working
in
the
contact
center
is
is
from
home
from
other
location.
Students
were
already
removed
around
this
data
doesn't
consents
to
do
it
just
office
office.
So.
B
F
Have
twenty
percent
of
our
agents
full
time
they
do
it
full
time
I'm,
not
some
days
for
others?
Do
it
full
time
they
we
do,
however,
because
it's
not
it's
a
privilege,
not
a
right.
We
maintain
their
official
duty
station
at
the
facility
at
an
office
facility.
Teleworking
is
their
alternate
site.
Their
official
duty
station
is
at
the
facility
that's
important
to
us,
because
we
don't
pay
travel
expenses
to
connect
to
the
office
if
their
home
was
their
official
due
to
station,
you
would
have
to
pay
cowl
office
mileage,
and
so
you
don't
do
that.
F
F
F
F
Keep
us
functional
all
the
time
and
a
spitting
up,
so
so
our
teleworkers
have
to
bring
our
computers
in
every
month
to
have
them
patched
and
updated,
and
we
have
not
yet
got
to
the
place
where
they
can.
That
can
be
done
effectively
remotely.
So
we
use
there
once
a
month
meeting
with
their
supervisor
and
also
bringing
your
computer.
Let's
get
it
passed.
But
if
something
big
happens
like
some
huge
virus
thing
goes
out
there
and
have
to
do.
Math
is
patching
around
virus
protection.
F
F
F
Geographic
administrator
have
to
agree
that
they
and
IT
after
great
at
their
performance
warrants
they're
going
to
appeal
to
telework
and
underperformers
for
those
that
are
not
maintaining
their
performance
level
to
stay,
and
we
give
them
a
60-day
review
period
to
bring
them
for
clients
gauger
to
standard.
If
they
don't
meet
that
price
expectation
in
60
days,
we
may
return
them
to
the
office,
so
it
can
have
more
direct
support.
Coaching
in
order
to
maintain
wanted
to
get
back
up,
doesn't
mean
they.
F
Eligible
to
go
back
out
in
some
future
date,
but
we
ran
back
in,
we
don't
want
somebody
sitting
out
there
and
languishing
at
home
not
doing
well
and
just
let
neck,
and
then
we
focus
on
success.
We
have
specific
formal
supports
for
teleworkers
in
place,
including
a
six-month
review
where
the
supervisor
of
the
to
work
we're
talking
about.
Is
this
really
working
for
you?
There.
F
F
F
That
is
not
a
good
thing,
but
in
our
eligibility
interviews
for
renewals,
those
interviews
can
take
25
to
30
minutes,
sometimes
and
so
taking
for
our
non
telework
staff,
which
are
granted
not
our
highest
performers
and
often
our
trainees,
but
still
even
those
that
are
that
just
chose
not
to
open
our
non
calvert
staff
added
about
4.1
called
an
hour
working
through
those
processes.
In
that
kind
of
an
interview
are
12
workers
get
5.2,
which
is
over
time
a
significant.
F
And
and
that
kind
of
trance
holds
true
for
all
of
our
processing
cues,
where
they're
actually
processing
case
working
working
for
client
around
their
individual
cases.
The
interesting
thing
is
our
triage.
Q
is
the
opposite
are
in
office.
Workers
do
more
calls
/
power
than
our
home
workers.
Now.
The
reason.
B
F
That
is,
it
goes
out
of
staff
rotate
through
each
of
these
cubes.
These
are
not
specialized
workers,
so
the
same
staff
person
that
can
take
an
extremely
complex
case
and
worked
it
through
it
in
one
month.
Working
on
new
eligibility
interviews,
for
example,
is
going
to
be
doing
triage
next
time
and
their
journey
level
workers
they're
going
to
take
more
time
when
they
get
that
tree
hours,
call
to
look
at
the
case
of
find
out.
F
What
is
the
client
really
need
before
they
hand
them
off
and
they
sneak
I'll
go
over
that
cute,
for,
like
I,
can
do
this
change
of
address?
Really
quick
they're
not
supposed
to
do
that
on,
thank
you,
but
because
they
are
able
to
do
so.
Sometimes
they
just
to
yours
and
so
are
more
experienced
workers.
They
do
that
more
often
than
our
newbies
who
are
learnable.
Yes,
I
can
transfer
your
call.
H
F
They
do
have
your
balls
on
ours.
We
outline
they're
still
with.
We
have
a
range
from
calls
that
are
acceptable,
they're
still
working
within
that
acceptable
range.
They
do
lots
more
interviews,
so
we
just
know
this
about
them,
and
we
kind
of
give
up
somewhere
to
do
that
as
long
as
their
customer
service
overall
is
backing
up,
the
queues
back
office
production
is
when
people
send
in
paperwork.
We
have
electronic
case
records
in
our
state,
not
a
case
records.
So
all
of
those
documents
go
into
a
single
statewide
pool.
F
Anyone
from
the
state
lab
these
type
of
worker
can
work
that
work.
Whether
there
are
a
lot
of
you
worked
or
they
are
call
center
worker.
We
call
that
val
conference
work,
someone
sends
it
a
change,
they
send
it
a
very
for
their
application.
For
example,
our
teleworking
staff
also
process
more
of
that
kind
of
work
between
calls
or
when
they're
assigned
to
that
specifically
that
are
not
to
over
staff.
F
Do
they
stay
focused
in
a
state,
highly
productive
one,
because
they're
motivated
to
do
so
they
had
to
in
order
to
retain
their
ability
to
tell
her
you're
not
performing
come
back,
so
it's
important
for
them
to
maintain
that
into
they.
Don't
have
some
of
the
distractions
that
happen
in
our
workplaces,
which
is
the
co-worker
to
stop
slicing.
Can
I
ask
you
a
question
really
quick
and
it
took
15
minutes.
They
don't
have
that
they
don't
get
that
as
much.
So.
F
This
is
only
one
example
of
the
metrics
that
we
use
for
cept,
but
it's
one
to
one
to
be
used
to
document
to
people
who,
in
our
state,
tell
working
for
420
hours
was
really
new
and
they
were.
It
was
strange
and
they
wanted
to
know.
Does
it
really
work?
How
do
you
know
they're
really
working?
How
do
you
know
they're
really
working
with
you
can.
F
Tool,
the
performance
is
one
of
those
earrings
lessons
learned,
communication
caps,
both
of
the
process
and
keep
in
communication
with
the
telework
working.
We
had
to
describe
our
process
too
many
people
support
it.
It
was
a
new
and
weird
idea.
We
deal
with
confidential
information,
how
to
sell
our
our
stakeholders
and
our
leadership
that
it
was
okay
for
people
who
are
working
with
really
confidential
information
to
do
that
in
their
homes.
We're
going
to
communicate
a
lot
communicating
how
we're
going
to
monitor
that?
How
we're
going
to
manage
the
system.
F
We
needed
good
monitoring
tools
to
be
in
place
in
order
to
know
if
it's
not
really
was
supposed
to
be
doing
and
to
support
them
in
that,
and
supervisors
need
to
know
how
to
use
those
tools
really
well,
because
they
can't
manage
those
stuff
by
walking
around
here
in
their
phone
call.
It
has
become
really
proficient
at
those
electronic
tools.
F
The
selection
process
counts
the
first
when
we
were
piloting,
we
first
rolled
it
out.
It
was
a
little
Bruce
for
us
and
we
have
some
folks
out
into
over
who
should
not
have
had
out
until
we
learn
a
lesson.
The
hard
way
that
our
selection
process
needs
to
be
tight
and
consistent,
because
we're
statewide
down
over
here
need
to
be
confident
that
the
criteria
for
them
getting
a
broom
is
the
same
as
a
staff
person
over
here
going
to
be
very
consistent
with
that
in
our
requirements.
F
E
F
They
have
to
have
that
reasonable
technical
it.
Whatever
your
basic
troubleshooting
remote
supervision,
can
be
difficult.
Not
every
total
worker
is
another.
Great
person
is
suited
to
telework,
but
library
supervisory
suited
to
supervise
telework
with
either
folks
who
do
best
in
person,
people
and
aren't
like
if
it's
not
a
supervisor
that
permitted
a
call
center
doesn't
like
to
talk
about
them.
F
We
had
to,
we
learned
a
lesson
around
staff
and
supervisor
ratio
in
our
first
early
years
of
Tober
people.
We
said
anyone
can
tell
we're
concluding
our
lady
workers
and
our
supervisors.
I
I
came
into
my
job
just
about
two
and
a
half
years
ago,
and
I
came
into
one
team
that
sir
statewide
caseload
that
had
only
one
supervisor
physically
in
the
office,
but
they
had
only
ten
percent
of
theirs
downtown
Toronto
burn,
which
meant
that
all
the
other
staff
that
they
had
in
their
offices
did
not
have
a
supervisor
present.
F
Their
supervisor
was
sitting
at
home
from
home.
Some
people
can
supervise
remotely
really
well
in
that
work
out
for
them,
but
in
some
cases
what
would
happen
if
the
leave
work
became
the
de
facto
supervisor
and
those
in
the
moment
learning
moments
for
trainings
for
getting
this
interpersonal
issues?
F
Supervisor
intervention
quickly
to
keep
it
from
becoming
a
problem,
we're
becoming
the
responsibility
of
somebody
else
in
August.
So
we
had
to
undo
some
of
that
and
be
really
careful
about
what
was
our
ratio
or
supervisors
and
laborers
that
were
tell
working
and
how
would
they
do
that?
How
would
they
keep
their
supervisory
responsibilities
even
though
they
were
tell
working
one
of
the
things
that
has
worked
successfully
for
us
that
we're
moving
more
towards
into
the
future
is
if
an
entire
team
is
teleworking.
F
The
supervisor
and
lee
berger
constantly
tell
workers
and
that
works
well,
because
a
supervisor
has
both
total
workers
and
in
office
people
tends
to
have
the
tyranny
of
the
urgent
take
them
over,
and
the
staff
person
that's
in
their
face
is
the
one
that
gets
their
attention
and
co-worker
starts
to
get
kind
of
left
out
of
the
loop
so
having
an
entire
team,
the
talbert's
that
teleworking
supervisor
is
connecting
with
their
teleworkers
all
the
time
and
working
on
team
dynamic
until
working
team
versus
next
T,
so
we're
moving
in
that
direction.
We're
not
criteria!
F
Great
rainbows
only
come
with
rain,
so
if
you're
recruiting
supervisors
bleed
stuff,
be
careful
of
the
balance.
How
many
of
those
in
very
much
you
have
make
sure
you
invest
the
time
in
your
supervisors
to
help
them
know
how
to
supervise
remotely.
It
is
a
different,
a
little
bit
of
a
different
skill
set,
particularly
if
their
supervisors,
who
grew
up
in
the
system
that
started
in
face-to-face
context,
don't
need
some
help
and
an
accountability.
Tell
burger
engagement
was
another
issue,
those
that
have
been
out
to
a
working
longest
for
us
to
be
four
years.
F
It's
very
easy
than
to
get
disconnected
from
the
culture
disconnected
from
the
dynamic
of
what's
happening
in
the
organization.
We
are
organization
that
runs
by
workgroup.
All
of
our
process.
Improvement
occurs
by
workgroup
if
all
of
our
best
best
workers
are
out
teleworking
and
they
don't
want
to
come
in
for
workgroup
engagement,
we
don't
get
to
pick
their
brain.
We
don't
get
their
knowledge
in
there
inside.
F
So
we
had
to
be
very
intentional,
and
we
didn't
do
this
at
first
and
we're
coming
around
to
it
now
about
engaging
them
in
those
kinds
of
things
that
happen
in
the
office
culture.
If
we're
having
a
potluck
we're
going
to
tie
it
to
a
staff
meeting
can
go,
come
in,
you
don't
get
to
just
say:
I'm
not
coming
to
the
problem.
You
don't
get
to
say,
I'm
not
going
to
talk
and
participate
in
a
safety
committee
at
the
local
office.
We
need
some
of
our
teleworkers
engaged
in
a
safety.
F
We
have
a
very
rigorous
safety
program
that
includes
four
hour
till
workers.
Things
like
if
you
get
a
suit,
if
you
get
a
bomb
threat
posed
a
teleworker
deal
with
water,
that's
in
another
office.
How
do
you
communicate
about
that?
What
is
your
plan
for?
How
tell
workers
deal
with
that
and
how
do
they
notify
somebody
if
they've
got
a
suicide
call,
the
line
which
is
not
in
our
scope
of
work?
That
happens
all
the
time
and
you
probably
gets
the.
E
F
Center
stupid,
the
ladies
that
you
know
we
talked
about
yesterday.
How
do
you,
how
do
you
help
a
teleworker
about
how
to
get
somebody's
attention
around
that,
and
so
it'd
be
more
formal
and
thoughtful
about
how
you
set
those
up
once
they
get
really
good
at
teleworking?
Sometimes
they
don't
want
to
come
back
in.
We
require
it.
It's
not
optional.
You
have
to
come
into
the
office.
F
Interestingly
enough,
those
of
our
total
workers
who
live
farthest
away
from
the
office
they
like
to
come
in
connect
with
their
co-workers,
the
ones
who
live
in
town,
two
blocks
from
the
office
week.
It's
like
pulling
teeth
together,
mccauley
I,
do
not
know
you
could
walk.
What
is
the
issues
they
don't
want
to
come
in,
so
we
we
make
them.
We
make
them
because
we
want
to
keep
them
engaged.
E
F
They're
going
to
stay
engaged
with
the
rest
of
the
office,
so
that
was
a
lesson
and
then
hun
expected
consequences
plan.
There's
the
consequences
or,
if
you
can't
plan,
is
our
unexpected,
better,
be
prepared
to
sit
out.
Our
unexpected
we're
dealing
with
our
retention
rate
in
our
teleworking
is
is
really
great.
We
have
two
percent
turnover
rate
in
our
teleworking.
Staff
is
compared
to
what
we
were
experiencing.
F
Thirty
percent
in
our
main
content
center,
really
great
retention,
very
small
number
of
them
of
return
to
the
office
because
they
decided
they
didn't
like
it
most
of
our
turnover
and
our
pelvis
is
because
they
closed
but
hearing
lies
are
unintended
consequence.
Our
best
workers
went
out
on
telework
and
the
promotional
range
from
our
line
person
too
early
to
our
supervisors
for
small.
So
we
have
hard
time
encouraging
them
to
promote
into
our
supervisory
positions,
and
they
are
exactly
the
people
we
want
to
have
a
supervising.
F
So
our
pool
of
people
who
are
blind
personalized
repositions
has
shrunk,
because
our
tell
review
program
is
so
successful.
They
don't
want
to
come
in.
They
don't
want
to
cut
they
wanna
now
they're
going
to
get
a
tiny
little
raise,
but
they're
going
to
have
to
pay
to
commute
again
and
they're
going
to
have
the
headache
of
dealing
with
human
beings,
and
we.
D
F
E
F
G
F
Five
years
into
it,
we
have
not
had
any
workman's
comp
issues
claimed
or
tripping
hazards
or
I
fell
down
or
any
of
those
things
we
have
had
repetitive
motion
claims,
because
they're
taking
and
one
of
the
things
that's
in
our
handbook
is
how
to
set
up
your
workstation
in
an
ergonomic
way
and
they're
certifying
that
they
have
an
office
space
set
up.
That
does
that.
That
means
that
requirement
and
we
can
ride
it
if
they
need
an
ergo
keyboard.
F
G
F
On
and
they're
they're
connected
and
no
to
all
workers
really
well,
because
there
are
some
situations
where
it's
going
to
be
the
supervisor
that
notices
something's
wrong.
We
had
a
circumstance,
for
example,
where
a
toll
worker
who
used
to
be
very
engaged
when
she
worked
in
the
office
it
started
calling
in
sick
or
not
calling
in.
We
can
monitor
at
the
time
of
day
when
they
log
into
if
they're
going
to
be
away,
they
have
to
put
in
a
leave
request
just
like
anybody
else.
F
They
can't
just
walk
away
from
their
desk
and
not
typically,
she
would
log
in
and
she
started
logging
in
like
an
hour.
I
want
half
late
and
not
pulling
it,
and
this
was
unusual
behavior
for
her
yeah
one
day.
She
just
didn't
call
it
at
all,
because
she
had
worked
in
the
office
version.
We
require
everyone
to
work
in
the
office
birds.
They
don't
get
hired
and
go
straight
to
tell
everything
they
have
to
be
kind
of
acculturated
with
us
before.
F
So,
knowing
that
this
was
a
normal
behavior
for
her
and
knowledge
where
she
lived,
they
did
go,
do
a
site
visit
and
they
found
that
our
worker
had
become
was
beginning
to
struggle
with
agoraphobia
and
was
basically
melting
down
at
home.
Lived
alone
was
no
longer
engage
socially,
which
is,
and
they
were
in
a
very
dangerous
state
of
mind,
but
because
the
supervisor
was
food
into
this
person
as
a
person
and
as
his
again,
why
we
supervise
his
teleworkers
matters.
They
were
able
to
get
her
the
help
that
she
needed.
F
Ultimately,
we
brought
around
it
to
be
offensive,
help
her
it's
socially
stable,
again
and
work
with
her
position
around.
So
in
this
case
the
accommodation
was
actually
not
to
telework
instead
of
telework,
because
that
was
necessary.
But
supervisors
need
to
be
having
those
kind
of
conversations
all
the
time
with
their
teleworkers.
So
they
know
what's
going
on
them
and
if
it's
labor,
&
industries,
type
kind
of
concerned
that
the
workers
having
taken
if
it
early
before
before
it
becomes
a
labor,
&
industries
problem.
H
Just
going
to
make
two
comments
because
kind
of
came
up
first
thing
we
do
is
we
do
quarterly
site
visits,
we
do
go
out
to
them
to
the
home
and
they
also
when
we
do
our
status,
be
to
do
them
on
the
phone
with
the
agent.
So
we
we
are
connecting
that
way
all
the
time
and
need
to
inspect
some
go
to
space
before
we
allow
them
to
work
at
home.
We
supply
all
the
equipment,
the
telephone,
the
computers,
a
desk,
everything
or
you
do
this
difference.
So
we
do
it
a
little
bit.
F
Do
not
sow
my
our
system,
they
are
required
to
have
a
landline
which
is
unusual
for
people,
but
because
of
our
patchwork
of
systems.
They
have
to
have
a
landline
and
they
have
to
have
high
speed
internet,
and
there
are
some
folks
who
applied
for
it
if
we
recruit
for
telework
and
they
learn
in
their
community
only
has
satellite
internet
and
it
does
going
to
work
with
our
phone
system.
So
they
don't
have
the
option,
then
of
teleworking,
because
the
instructional
programs
with
internal,
but
they
have
to
provide
that
on
their
own.
F
F
Is
the
one
exception
to
the
having
to
already
be
a
high
performer
is
around
sometimes
accommodation,
because
sometimes
the
whole
accommodation
is
going
in
that
back
performing
where
they
need
to
be.
We
will
do
that
for
a
trial
period
and
then,
if
it
doesn't
meet
the
accommodation
need
to
be
able
to
bring
them
back
up
to
performing
expectation.
Then
we
bring
it
out
in
the
office
and
that
accommodation,
so
that's
the
one
exception
to
having
folks
telework
and
who
are
not
yet
performing
at
our
regular.
F
K
F
Put
a
moratorium
on
any
further
until
working
in
part,
because
aneta
to
I
talked
about
with
her
facilities
planners
deciding
that
path
where
staff
cotillo
work
and
they
were
starting
to
stack
up.
They
were
entertaining
enough
space
and
I
said
what
we're
not
putting
anybody
else
out.
You
can
I
need
feet
on
the
ground
to
claim.
E
F
Space
I
new
bodies
in
the
seat
to
claim
the
space,
and
for
that
period
of
time
they
were
like.
When
are
we
going
to
get
to
do
they
make
enough?
We?
Actually,
surprisingly,
the
last
few
times
we
had
more
openings,
more
available
capacity
than
one
kind
of
people
applying
impart
as
we
gone
through
this
higher
increase
for
so
long
what
we
came
out
of
it.
He
has
such
a
large
number
of
staff.
You
were
still
new,
they
get
dirty,
so
those.
F
Most
anxious
to
tillamook
now
is
the
ones
who
are
still
in
training
and
they're
just
trying
a
bit
too
much
for
training
to
get
through
being
you
know
deemed
plumbing.
Why
don't
you
go
out
and
we
have
had
some
interesting
things.
People
will
say:
okay,
I
want
to
move
so
I'm
going
to
start
teleworking
now,
so
I
can
move
and
then
they
want
to
be
out
of
state
because
of
people
say:
I
want
to
move
to
Oregon
to
the
south
side
of
Portland
I'll
be
five
hours
away
from
the
closest
physical
office.
E
F
Away
from
an
office
can
be
to
allow
for
teleworking
yeah,
we
have
had
people
who
try
to
use
the
accommodation
process.
Once
you
open
the
door
to
accommodation
for
telework
in
places
traditionally
at
the
corner,
then
some
people
will
try
to
use
after
their
advantage
in
negative
boys
as
well
as
so
we
have
had
people
from
accommodation
corner.
I
would
say
where
they
would
come
to
us
with
medical
been
said.
The
only
think
it
will
work
for
me
as
to
what
they
were.
F
F
J
F
F
Can
we
store
our
going
out
out,
so
we
can
get
all
of
our
tour
workers
on
the
virtual
desktop
where
they
will
have
keyboard
their
monitors
and
they'll
be
directly
connected
to
the
server
we
have
to
potentially
purchasing
server,
make
a
copy
number
one
connection
right
now
we're
going
through
a
violent
lenox
and
that
because
of
the
45
different
local
development
assistance
that
we're
running,
that
across
persistence,
fairly
unstable
with
every
every
basis.
Sometimes.
F
I
City
Hall
close
that
damn
partnership.
We
have
two
people
that
have
to
work
until
six,
our
service
center,
and
so
we
kind
of
put
up
as
volunteer
he,
and
so
we
had
two
people
volunteer
again
high
performer
antelope
former
volunteer
and
actually
found
that
the
local
former
performs
better
working
in
their
home
requirement
to
see
a
market
increase
in
their
success
with
their
metrics.
So
for
a
loss
of
former
initiative
for
the
upgrade
trust.
There
is
a
really.