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HomeMy WebLinkAboutMINUTES - 08212012 - C.64RECOMMENDATION(S): Accept report from the Employment and Human Services Department on the Office of the Future Project, as recommended by the Family and Human Services Committee. FISCAL IMPACT: None. BACKGROUND: On August 6, 2012 the Employment and Human Services Committee reported to the Family and Human Services Committee on the Office of the Future Project. To address challenges to providing the highest level of customer service to the citizens of Contra Costa County, the Department began the Office of the Future Project in September 2011. The attached report provides background, issues, major initiatives, strategy and the vision of the future. The written report and a PowerPoint presentation is attached. CONSEQUENCE OF NEGATIVE ACTION: None. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 08/21/2012 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Mary N. Piepho, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Dorothy Sansoe, 925-335-1009 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: August 21, 2012 David Twa, County Administrator and Clerk of the Board of Supervisors By: Carrie Del Bonta, Deputy cc: C. 64 To:Board of Supervisors From:Family and Human Services Committee Date:August 21, 2012 Contra Costa County Subject:Accept Report on the Office of the Future CHILDREN'S IMPACT STATEMENT: Not applicable. ATTACHMENTS Report Slide Presentation f Terry Speiker, Interim Director 40 Douglas Dr., Martinez, CA 94553 ‘ Phone: (925) 313-1579 ‘ Fax: (925) 313-1575 ‘ www.cccounty.us/ehsd. MEMORANDUM DATE: July 30, 2012 TO: Family & Human Services Committee CC: FROM: Wendy Therrian, Workforce Services Director SUBJECT: EHSD “Office of the Future” Project Overview BACKGROUND The Employment and Human Services Department (EHSD) has been challenged with providing the highest level of customer service to the citizens of Contra Costa County given the volume of clients and compliance standards and requirements set by federal, state and local government. In light of recent economic conditions, the Department has experienced unprecedented public demand for financial, food and medical assistance. Due to budgetary reductions, diminished staffing levels, and segmented business systems; this client demand has overwhelmed the capacity of the Department to maximize timely assistance and a positive customer experience. Key Issues Many key service delivery issues currently face the Department. The overriding critical issue is to readily serve the high number of individuals applying and receiving benefits at the EHSD District Offices and to reduce the long wait times associated with these visits. Depending upon the time of the month and the specific office, wait times can vary between five minutes and two hours. Other key service delivery issues include: • Client phone calls come through multiple phone numbers providing for an inconsistent client experience • Calls are frequently routed to worker voice mail (up to 80% of all client calls.) • Calls forwarded to worker voice mail may not be readily returned due to workload and result in an escalation of issues to supervisors. • Several visits may be necessary for clients to complete the application process • Manual appointment scheduling and rescheduling is done by individual workers and reception staff. Much time is spent on rescheduling appointments as approximately 60% of all appointments are rescheduled. Family & Human Services Committee August 6, 2012 Page 2 of 7 • Document-imaging processes are not standardized and currently do not fully meet the business process needs to ensure timely service to applicants. All new applications are completed using paper documents and are sent off-site to the document-imaging vendor, IKON. Immediate access to client applications/documents is not possible in the current environment as these documents are sent off-site for scanning and indexing. Other document-imaging is performed internally. • AccessCalWIN Integrated Voice Response (IVR) which allows clients to automatically access case information 24 hours a day is underutilized. • BenefitsCalWIN.org is the web portal through which we receive on-line applications. This portal has broader capacity for utilization and is another means by which the public may apply for public benefits. • Appointment scheduling is isolated to only individual district offices and is not set-up for county-wide appointment scheduling. Major Initiatives EHSD has many projects either implemented or currently underway to develop new technology solutions and to re-engineer business processes. These efforts/projects have not been fully coordinated as part of a single business strategy. Specifically the major initiatives that are underway include: • Access CalWIN IVR and BenefitsCalWIN • On-Line Client Rights and Reporting Responsibilities Video • Electronic Signage in the District Offices Reception Area • On-line Appointment Scheduling System • Medi-Cal Service Center • District Office Reception Kiosks • Multi-Purpose Intake Workers The synchronization of these efforts is critical to ensure seamless transitions in processes and the ability to leverage complementary solutions. In an effort to address these challenges and to enhance its service delivery model in order to best serve the growing numbers of Medi-Cal, CalFresh and CalWORKs clients, EHSD contracted with InTelegy Corporation who has worked with several other counties throughout the State in developing and implementing needs-based solutions to address service delivery challenges. STRATEGY AND PLAN In September 2011, EHSD working with InTelegy finalized a strategy and plan to redesign the client application process or Intake and to re-engineer the Intake business processes in the district offices for the major benefit programs. This strategy and plan also included enhanced re-alignment of the Department’s new technology efforts such as those listed above. The objectives outlined in the strategy included: 1. Modernize EHSD to be the Office of the Future to standardize and streamline service delivery/business processes across all District Offices. Family & Human Services Committee August 6, 2012 Page 3 of 7 2. Improve the public’s experience by providing multiple points of access for clients to more efficiently and effectively obtain benefits. 3. Improve the working environment for EHSD staff by providing state-of-the-art tools and creating streamlined and consistent processes by which to better manage work. 4. Allow for increased efficiency and flexibility in operational service delivery through the ready deployment of staff where and when needed. 5. Leverage the time and resources expended on other Department major initiatives through the inclusion and coordination with the Office of the Future for maximum benefit to clients. 6. Implement and maintain a competitive private sector business model. Promote an environment where we “Compete for our Customer’s Business.” Vision for the Future The vision for the Office of the Future includes the design and implementation of a new Intake needs-based operation within all five District Office locations with streamlined processes and technologies. In support of this improved client experience, EHSD will implement and integrate appropriate Client Needs-Based Service Delivery technology and supporting processes: • Telephony implementation that includes Automated Call Distribution (ACD) which will allow for the automatic, systematic routing of calls directly to available workers and an Auto-Dialer feature which will automatically send out appointment message reminders to clients. • Document-imaging (scanning and indexing) of all client documents at the point-of- entry for service.. • District Office lobby self-help stations for clients (or kiosks) and electronic signage. • A Task Management Tool (TMT) that will allow for the electronic assignment and tracking of specific work tasks to be accomplished by staff under Office of the Future. • A new Appointment Scheduling process for the electronic, county-wide scheduling of client appointments. • Lobby Management technology for effectively managing the flow of clients through the lobby. This provides real time statistics as to how many clients are waiting in the lobby and the reasons for their visit. This technology also captures historical reports that will allow us to match our resources with lobby traffic patterns. • Operations Improvement Tools (Call Recording, Work Force Management Case Comment Narrative). The primary purpose of the Call Recording Tool is to capture the phone conversation of our clients when they call for assistance. We will use this information to evaluate and provide training for our phone workers. Family & Human Services Committee August 6, 2012 Page 4 of 7 • Work Force Management collects historical trends with client calling patterns and forecasts when clients will call. We will use this information to schedule workers to be available for phone calls when we anticipate clients will call us. • The Office of the Future requires that each worker thoroughly document the actions they take on each case. The Case Comment Narrative is a template that enables workers to provide consistent and complete case comments in a timely manner. The vision for the Office of the Future and the planned implementation assume the recognition of the following benefits: Benefits to Clients ¾ Redesign of the Client Experience to include • More efficient, consistent and client friendly District Office lobbies • Expanded call handling operation to include more prompt answering of Intake calls • Change in the Intake workflows from an application-based to a client needs-based service delivery model ƒ First contact resolution by assigning applicant needs directly to available staff through a Task Management Tool (TMT) thereby avoiding the time and resources spent in appointment scheduling and rescheduling. ¾ Improve Client Satisfaction and Access • Client wait times for benefits issuances improved assuring timely eligibility determination • Client calls handled by workers with immediate access to electronic files with a system emphasis for first contact resolution • Increased program participation rates due to improved client experience Benefits to Staff ¾ Improve Employee Satisfaction • Intake staff able to focus on specific applications through completion with better support from lobby processes • The burden and stress on eligibility staff will be minimized with better tracking of tasks assigned and work completed; workers will have more protected time for focused interview and application processing activities, while not sacrificing customer service • When workers are out of the office on vacation or sick leave, they will not be assigned new work and will not have a backlog of uncompleted work when they return. • Intake phone workers will have expanded program knowledge and will have their time diversified through work spent on the phones and with application processing. Family & Human Services Committee August 6, 2012 Page 5 of 7 Benefits to Management ¾ Improve Efficiencies and Management Visibility • All Intake work with application processing and phone call handling will be managed through a single reporting structure. • Flexible workload distribution structure allows for the workforce to be deployed where the focus is needed. This will ensure that the most critical activities are completed on time. • Elimination of redundant work caused by less effective processes. Call backs to clients will be largely eliminated and appointment rescheduling minimized. • Enhanced management visibility and supervisor oversight through needs-based monitoring tools that will allow for a rapid response to developing circumstances. DESIGN AND BUILD After completion of the Strategy and Plan, the EHSD management team launched a Design and Build effort to implement the Office of the Future. With support from InTelegy, this phase has been lead by Managers, Supervisors, Workers, Clerks, and specifically appointed Union Representatives across all five district offices. The effort has been divided into seven (7) Design and Build committees. In the committees, staff are directly involved in business and service delivery process development and decision-making, technology planning, and determining future staff roles and responsibilities. At present, this effort is focused on the initial Office of the Future pilot in the Hercules District Office which is intended to test processes and technologies to ensure success before rollout to the other district offices. The Design and Build committees are: • Steering • Operations • Workflow- Process Redesign • Communications • Training • Technology and Document Imaging • Facilities Significant effort on the part of the EHSD Executive Team has also been invested in the Design and Build phase including communication with our union partners. Union briefings and updates have been held on the Office of the Future on November 4, 2011 and again on April 2, 2012. Meet and Confer sessions with each of the unions are being scheduled in August and September to provide updates and input, share decisions, and to address questions and concerns regarding impending business process changes. Implementation Plan and Timeline As a part of the Design and Build phase, a rolling launch schedule was created that addresses the introduction of each office to the Office of the Future in three major areas: 1) Lobby Re-design; 2) Point of Entry Scanning; and, 3) Needs-Based Business Process changes. Family & Human Services Committee August 6, 2012 Page 6 of 7 One key component of the Office of the Future plan includes the pilot of processes and technology tools at one District Office and the testing and assessment of these processes and tools prior to rollout to the remaining District Offices and staff. This will ensure adjustments can be made before the next rollout and that the final implementation of the Office of the Future is most efficient and effective with the support of staff and client feedback. ¾ Implementation will start with a Pilot in the Hercules Office • Lobby re-Design and processes implemented on July 18, 2012. • Point of Entry Scanning to be implemented on September 19, 2012. • Call handling and the Needs-Based Intake process to be fully implemented on October 17, 2012. • Assessment of the processes and technology will be managed by a Transition Committee which includes technology testing and process testing and modifications. ¾ Roll out plan to other offices will be contingent on the success of the pilot and the implementation of the required changes • All staff will be provided training on new processes and technologies as their offices launch. • Ongoing employee communication initiatives including newsletters and presentations are helping to ensure that all staff are kept aware of the Office of the Future plans and progress. Phase Rollout of the Office of the Future Lobby Launch Point of Entry  Scanning Needs Based  Operation Hercules 7/18/2012 9/19/2012 10/17/2012 Pleasant Hill 11/13/2012 11/3/2012 2/13/2013 Richmond 12/10/2012 1/5/2013 3/13/2013 Brentwood 1/23/2013 2/2/2013 4/17/2013 Antioch 1/23/2013 3/18/2013 5/15/2013 Project Status • The Hercules Lobby Re-design launch the week of July 18 was successful. • The implementation of upfront scanning is scheduled for September in Hercules. • The Task Management Tool (TMT) will be ready for User Acceptance Training in August. • We do not anticipate any major issues as we move to the October implementation date. Because of the continuing economic conditions and the external pressures to improve, EHSD is making a concerted effort to address the recent challenges of providing excellent customer service Family & Human Services Committee August 6, 2012 Page 7 of 7 to clients and to remain in compliance with federal, state and local requirements. EHSD has undertaken multiple technical and business solutions that are in the process of being planned, coordinated and implemented. EHSD is striving to enhance the client experience, increase efficiencies and modernize the work environment for staff as we create the Office of the Future. Contra Costa County EHSD Introducing the EHSD Office of the Future Project Copyright InTelegy Corporation 2012. Internal Document. presented to the Board of Supervisors Family and Human Services Committee August 6, 2012 1 EHSD Office of the Future Improving client and employee satisfaction Key Issues & Objectives Project Overview Future Client Experience Copyright InTelegy Corporation 2012. Internal Document. 4 Pilot and Assessment 2 Key Issues & Objectives Innovate, expand and improve Copyright InTelegy Corporation 2012. Internal Document. 3 EHSD Executive Objectives for Service 1.Modernize the Contra Costa County Employment and Human Services department to be the “Office of the Future”- standardize processes across all offices. 2.Improve the current client experience and allow clients multiple access points to more efficiently and effectively obtain their benefits. 3.Improve staff work experience by managing workload, support their process with modernized tools and ensuring the most efficient processes 4.Efficiency and flexibility in operations- utilize staff where and when they are needed Treat each customer in a consistent, timely and professional manner Treat each application promptly and without errors 5.Include and coordinate the current modernization projects in order to leverage the time and resources expended for maximum benefit to the client. The current projects are: Access CalWIN and Benefits CalWIN Forms on Line, On-Line Rights and Responsibilities Video Electric Signage in Reception Area Medi-Cal Call Service Center Reception Kiosks Multi purpose intake workers 6.Develop and maintain a competitive/ private sector business model “Compete for our customer’s business.” Copyright InTelegy Corporation 2012. Internal Document. 4 EHSD Service Delivery Key Issues Copyright InTelegy Corporation 2012. Internal Document. •Client calls can come through multiple phone numbers, no consistent experience •70%-80% of client calls are forwarded to worker voice mail •Calls to workers that go unanswered or unreturned due to workload; often escalate to supervisors •Wait times in lobby can range between 5 min-2 hours, depending on lobby or time of month •Client must return to lobby several times to complete application process •Appointment scheduling and rescheduling done by individual workers and reception clerical staff- (approximately 60% appointments are rescheduled) 5 EHSD Service Delivery Key Issues Copyright InTelegy Corporation 2012. Internal Document. •Paper applications and verifications distributed; immediate access to client documents not possible, potential for mishandled/lost documents •Two document imaging processes in place: The IKON outsource contract does not affect Intake as the applications are not scanned until approved. Localized scanning is done for document transfer, but not centralized •Access CalWIN Integrated Voice Response (IVR) which allows clients to access case information 24 hours a day is underutilized •BenefitsCalWIN.org is the web portal through which we receive online applications. Presently this is underutilized. 18.5% of applications come via online •Appointment scheduling is isolated to each district office and is done manually 6 Working together, learning from others, rethinking the future Copyright InTelegy Corporation 2012. Internal Document. Project Overview Design and Build Committees 7 Design and Build Committee Structure With Union Representation Executive Oversight Committee Exec Sponsor: Terry Speiker, Interim EHSD Director Technology Lead: Dave Eisenlohr Communications Lead: Pam Phillips Training Lead: Deborah Polk Operations Lead: Roxane Foster Workflow Lead: Renee Giometti Steering Committee Lead: Wendy Therrian Task Management Tool Lead: Anna Pineda- Martinez Facilities Lead: Hoa Van 8 •Committee leadership provided by Managers on seven Design and Build Committees •Supervisors, Workers, Clerks, and specifically appointed Union Representatives across all five district offices participate in the working committees. •All staff will be provided training on new processes and technologies as their offices launch. Involving Staff in our Future Design and Build through staff leadership On focused committees Copyright InTelegy Corporation 2012. Internal Document. 9 •Ongoing employee communications activities underway including newsletters and presentations. •Office of the Future pilot planned to test processes and technologies to ensure success. Involving Staff in our Future Design and Build through staff leadership On focused committees Copyright InTelegy Corporation 2012. Internal Document. 10 •Provide overview and direction to the design and build effort •Provide direction for Change Management strategies and employee communication •Identify and provide required resources and budget approval •Ensure that all committees remain focused on objectives •Function as final decision maker and signature authority •Receive and resolve escalated issues; manage project risks •Direct communication with labor Executive Oversight Committee Design and Build through staff leadership On focused committees Copyright InTelegy Corporation 2012. Internal Document. 11 •Comprised of committee leads and other key stakeholders •Ensure that committees are focused •Provide overall leadership, guidance, support and direction •Formulate final business model •Finalize volume assumptions and staffing •Approve major deliverables and recommendations Steering Committee Design and Build through staff leadership On focused committees Copyright InTelegy Corporation 2012. Internal Document. 12 •Define clerical processes and responsibilities- focus on point of entry scanning and simplification of workflow •Define Call Handling Processes, scripts and call coding •Define organization structure •Delineate Staff Roles and Responsibilities •Create Quality Task and Call Review policies and tools •Define Reporting requirements; develop Dashboard Reports •Define Outcome Measures and Key Metrics Benchmarks •Define Supervisor Metrics Management responsibilities Operations Design and Build through staff leadership On focused committees Copyright InTelegy Corporation 2012. Internal Document. 13 •Develop procedures and supporting documentation with objective to minimize hand offs and simplify application processes for clients •Workflows for the initial client experience for intake clients •Workflows for the intake interview and subsequent processing •Determine the process and procedures for the distribution of workload in the needs-based model •Plan for integration with ACCESS and Benefits CalWIN Workflow- Process Redesign Design and Build through staff leadership On focused committees Copyright InTelegy Corporation 2012. Internal Document. 14 •Communications –Office of the Future Communications Plan –Lobby signage encouraging the use of BenefitsCalWIN.org and ACCESS CalWIN •Training –Pre-Launch training requirements for cross training –Office of the Future Training Calendar –Soft Skills curriculum customization –Technology training coordination and curriculum development –Coordination and training delivery Communications & Training Design and Build through staff leadership On focused committees 15 •Technology –Plan and implement all technology tools in support of the Office of the Future •Imaging –Develop plan for implementing document imaging at the point of entry (Mail Room, Lobby) –Develop detailed process diagrams for central mail and lobby mail and verification drop off –Workload distribution Technology & Document Imaging Design and Build through staff leadership On focused committees Copyright InTelegy Corporation 2012. Internal Document. 16 •Implemented improvements for Hercules Lobby –Furniture –Flooring –Technology •Created launch readiness template for future sites •Implement facility improvements in other District Offices Facilities Design and Build through staff leadership On focused committees Copyright InTelegy Corporation 2012. Internal Document. 17 Interface with Unions •Briefings on Office of the Future with all unions present: November 4, 2011 and April 2, 2012 •Meet and Confer to be scheduled to discuss OOF topics specific to each union in August-September 2012 •Bureau Director is meeting monthly with Local 1021 •EHSD is working closely with County Human Resources and EHSD’s Personnel Division Office of the Future Processes •Rethink every client interaction EHSD Office of the Future Copyright InTelegy Corporation 2012. Internal Document. Future Client Experience 19 Design and implement an Intake needs based operation within all five district office locations with streamlined processes and technologies- Office of the Future Redesign the client experience •Redesign the walk in client experience to be more efficient and customer friendly, consistently in all offices •Create call handling operations to include intake calls; ensure adequate staffing levels •Change the intake workflows from application or case based to a client needs-based business model •Client need assigned via Task Management Tool to flexible staff with first contact resolution, thus avoiding appointment rescheduling process •Client hand offs and multiple step eligibility processing reduced Vision for the future Copyright InTelegy Corporation 2012. Internal Document. 20 Build the Office of the Future utilizing streamlined processes and technologies in a staged implementation plan. Implement and integrate appropriate Client Needs-Based Service Delivery technology and supporting processes •Telephony implementation that includes Automated Call Distribution (ACD) •Document imaging of all documents at the point of entry •Lobby self-help stations and electronic signage •Task Management Tool (TMT) •Appointment Management and Lobby Management technology •Operations Improvement Tools (Call Recording, Work Force Management, Case Comment Narrative) Vision for the future Copyright InTelegy Corporation 2012. Internal Document. 21 Benefits •Improve Client Satisfaction and Access •Client wait time for benefits issuances maintained or improved; applications completed on time •Expanded call handling operation to include more prompt answering of Intake calls •Increased participation rates due to improved client experience •Improve Employee Satisfaction •Intake staff able to focus on specific applications through completion with better support from lobby process and focused assignment of applications by type •The burden and stress on eligibility staff will be minimized with better tracking of tasks assigned and work completed; workers will have more protected time for focused interview and application processing activities, while not sacrificing customer service •When workers are out of the office on vacation or sick leave, they will not be assigned new work and will not have a backlog of uncompleted work when they return. •Intake phone workers will have expanded program knowledge and will have their time diversified through work spent on the phones and with application processing 22 Benefits •Improve Efficiencies and Management Visibility •All Intake work with application processing and phone call handling will be managed through a single reporting structure • Flexible workload distribution structure allows for the workforce to be deployed where the focus is needed. This will ensure that the most critical activities are completed on time. • Elimination of redundant work caused by less effective processes. Call backs to clients will be largely eliminated and appointment rescheduling minimized. • Enhanced management visibility and supervisor oversight through needs -based monitoring tools that will allow for a rapid response to developing circumstances. 23 Putting it all together in the EHSD Office of the Future driven by client needs Exciting new transitions Take a look Copyright InTelegy Corporation 2012. Internal Document. 24 EHSD Office of the Future COMMUNITY BASED ORGANIZATIONS CALLS TO ONE NUMBER CLIENT WALK-INS AND IN-PERSON INTERVIEWS SELF SERVE WEB Client Receives Benefits Phone interviews: inbound & outbound Benefits CalWIN Applications In-person interviews Application support In-person support Task Assignment •Recorded information •IVR - Integration for case info and updates •Online applications •Lobby phones to phone support •Self check-in •Workstations for online applications MAIL/DOCS HANDLED AT POINT OF ENTRY PHONE SUPPORT IN PERSON SUPPORT Access Channels Self Help Assisted Help Problem Resolution Benefits Issuance EMAIL CLIENT COMMUNICATION 25 Copyright InTelegy Corporation 2012. Internal Document. 4 Incremental Change… Pilot Office and Assessment Process Copyright InTelegy Corporation 2012. Internal Document. 26 Pilot Process Copyright InTelegy Corporation 2012. Internal Document. •Implementation will start with a Pilot in the Hercules Office •Lobby processes implemented first -July 18, 2012 •Point of Entry Scanning – September 19, 2012 •Call handling and task based intake process will be fully implemented- October 17, 2012 •Assessment of the processes and technology will be managed by an OOF Transition Committee •Technology testing •Process testing and modifications •Roll out plan to other offices based on success of pilot and implementation of changes required 27 Project Timeline Rolling Launch Lobby, Scanning and Needs Based Operations Lobby LaunchPoint of Entry ScanningNeeds Based OperationMonthsJuly 2012 September 2012 August 2012 October 2012 November 2012 December 2012 May 2013April 2013March 2013 February 2013 January 2013 Hercules 07/18/12 Pleasant Hill 11/13/12 Richmond 12/10/2012 Hercules 09/19/12 Brentwood 01/23/13 Antioch 01/23/13 Pleasant Hill 11/16/12 Richmond 01/05/2013 Brentwood 02/02/2013 Antioch 03/18/2013 Hercules 10/17/12 Pleasant Hill 02/13/13 Richmond 03/13/13 Brentwood 04/17/13 Antioch 05/15/13 ACD Implementation Oct. 2012 Healthy Families Implementation Jan 2013 Appt. Scheduling, Check-In Kiosk & Signage Feb. 2013 Project Timeline •Design and build began September 2011 •Full committee structure expected to continue through 2012. Modified committee structure planned through June 2013 to support all office roll outs. •The Hercules lobby launched the week of July 18 was successful •The implementation of upfront scanning pilot is scheduled for September 2012 •Task Management Tool will be ready for User Acceptance Training in August 2012 •We do not anticipate any major issues as we move to the October 2012 implementation date. Where are we now? Hercules Lobby Launch 30 Lobby seating and windows Before After Client Check In Before After What are they saying about our changes? Copyright InTelegy Corporation 2012. Internal Document. Clients: •The lobby is more organized •Quicker service •It’s different •I like being welcomed and directed by the greeter •Very professional Staff: •The kiosk makes it easier for the Reception Staff to know who is the next person to be served. •Better customer service •Like the chairs at the courtesy phones •Plenty of seating •More professional, not as humiliating 31 We are excited! EHS Office of the Future Copyright InTelegy Corporation 2012. Internal Document. Thank you! For more information: Pam Phillips, EHSD Project Manager PPHILLIP@ehsd.cccounty.us (925) 677-3003 Kevin Blatter, InTelegy Senior Consultant kblatter@intelegy.com (925) 708-4280 32