u.s. general services administration gsa’s workplace transformation: how one federal agency...
TRANSCRIPT
U.S. General Services Administration
GSA’s Workplace Transformation: How One
Federal Agency Reinvented Itself by
Going Paperless
Presented By:Mark King
November 20th, 2013
Agenda
• Electronic File Conversion Project• The GSA Voyage – The new way of working• The Transformation• The Transformed Workplace
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BIG DATA
• “Every day, we create 2.5 quintillion bytes of data — so much that 90% of the data in the world today has been created in the last two years alone. This data comes from everywhere: sensors used to gather climate information, posts to social media sites, digital pictures and videos, purchase transaction records, and cell phone GPS signals to name a few. This data is big data.”
• Source: http://www-01.ibm.com/software/data/bigdata/
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GSA Region 7 – The Paper Problem
• Two Acquisition Centers (Over 200 employees)– The Greater Southwest Acquisition Center
(Schedule 56, 73, 84, and 541)– Global Supply, Special Ordering Program
• Approx. 9-10 million pieces of paper (50% double-sided)
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GSA Region 7 – The Space Problem
• “Two by two’s”• Storage rooms• Filing cabinets• Desks• Tables• Floors• Gym Lockers• Trunk of Ford Taurus
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GSA Region 7 – The Process Problem
• The cubicle – “The ole ball and chain”• Desktop computer• Mailing and shipping• Hand deliver packages for review and contracts for
signature• Printer jams
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• Step 1: Document Conversion – Convert existing paper files into electronic format that are readily
available from anywhere through a network and accessed through enterprise software application
• Step 2: Document Destruction – Eliminate physical storage of contract files and repurpose the space
• Step 3: Enough with the paper already! One printer for office, digital signatures, electronic contract files,
email documents for review and signature
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2005 Office Restructuring – Region 7 Pilot
The Challenges
• Federal Acquisition Regulations (FAR) for Storage, Handling, and Disposal of Contract Files
• Legal Buy-In: Electronic file became official contract file of record
• Employee Buy-In: – Letting go of the past– Culture shift
• Upfront costs and technology investment
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The Project:
Early 2005 – Industry DaySummer 2005 – Issued a solicitation to GSA vendors, under our
Schedule 36 (Document Solutions) and 70 (Information Technology)
February 2006 – Multi-Year contract award (Base of $940K; 5-Year Estimate of $1.1 million)2007 – Moved from Document Conversion Project to an
Electronic Workflow Process for routing and approving documents from employee to supervisor.
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Paper to Electronic File Conversion: The GSA Experience
Benefits• Contract files are accessed daily by staff members, across
multiple divisions, and in office or tele-work environments • Continuity of Operations: Productivity is not lost due to
inclement weather or “snow days”• Files are not lost to natural disaster, en route from team
member to supervisor (now digitally tracked), or when employees are on leave or retire
• Transparency• Cost savings• Efficient use of space and supplies• Increased productivity and higher employee morale
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Paper to Electronic File Conversion: The GSA Experience
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The NEW Contract File
What Now???
Now that we’re paperless… what’s next??”
Change the way we work from location-based operations to results-oriented operations.
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GSA’s Voyage
>2010
2010
2011
20122013
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The New Way of Working
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TECH INVESTMENTS PRIOR TO 2010
Issued smart phones
Moved from desktops to laptops
Launched automated COOP inquiries
Dual monitors
Launched Web Ex & Adobe
Technology Investments
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Embraced the Cloud Transitioned from Lotus to
Google Launched Chatter Launched Telepresence Upgraded
videoteleconferencing Launched Voice Over
Internet Protocols (VOIP) Transitions to laptops with
cameras Double credential sign-on
with enhanced passwords
Document Management Digitization Removed % of Printers Provided regular training
webinars and a robust intranet site
Upgraded servers Issued Telework
Technology Plan to Teleworkers
Allowed personal tech devices
Expanded hoteling software
ONGOING TECH INVESTMENTS
Technology Investments
Today’s Common Tools
FAS Telework Taskforce 2010-11
To expand telework and other flexible work arrangements across FAS in order to ensure:
– continuity of operations; – advance sustainability; – attract and retain talent; and – support a positive work/life balance for all.
Representation from every Central Office business line, support office, and Region.
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Purpose
FAS Telework Taskforce 2010-11
Socialized the ideas of:– workplace flexibility– reducing carbon footprint– telework as a team sport
Top leadership demonstrated visible support
Practiced technology and behaviors with enhanced support during Telework Week
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Results
GSA Telework PMO 2011-12
To comply with the Telework Enhancement Act of 2010
To expand flexible work arrangements
To get closer to the customer
To prepare to reduce real estate
To advance sustainability
To advocate work/life balance
To move toward results-oriented operations
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Purpose
GSA Telework PMO 2011-12
• Complied with the TeleWork Enhancement Act 2010
• GSA Telework & Mobility Policy
• Training
– Mandatory training for ALL GSA employees, focused on policy
– Mandatory Supervisory training
• Telework Dashboard
– Tracks hours
– Tracks Carbon Reduction
• All GSA job announcements indicate eligibility of position
• Set the stage for culture change
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Results
GSA Telework PMO 2011-12
• Culture Shift
– Transition from presence-based operations to results-oriented operations
– Eligibility is the default
• Supervisor must prove ineligibility
• Employee eligibility vs. position eligibility
– Tech is ever-evolving—we must become our own troubleshooters.
• If it’s broken, call the Help Desk.
• If you don’t know how, call a friend.
– Learn by doing.
– All meetings have a virtual component
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Results
25% of GSA Teleworked on February 14
25% of GSA Teleworked on February 14
323 Telework Calls Total on 2/14
Date Teleworkers Total Help Desk Tickets
VPN Help Desk Tickets
Citrix Help Desk Tickets
Network Mapping Help Desk Tickets
Telework Training Help Desk Tickets
14-Feb 3282 323 15% 8% 18% 9%
15-Feb 1727 248 19% 13% 10% 8%
16-Feb 2383 309 20% 10% 14% 7%
17-Feb 2410 304 11% 8% 15% 12%
Sample Analysis of Capacity
FAS Transformation PMO 2011-13
• To transition to the “new way of working”• To clarify expectations regarding work, productivity and
performance results• To gain and share knowledge through collaborative
relationships. • To act as consultative partners and work collaboratively
to meet customer needs.• To provide strategic, clear and effective communications
throughout the organization.• To leverage technology and space to enhance our ability
to succeed as a flexible and results-based workforce.
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Purpose
FAS Transformation PMO 2011-13
Culture Change to the New Way of Working• Assessed the current state of the FAS culture • Developed a change management strategy and plan• Launched the Transformation Network • Developed tracking and eval tools to concerning work
processes, social behaviors, and technical savvy of surfers; technology limitations and barriers; concerns about operating in open spaces; and other engagement and productivity issues.
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Results
Why Transformation Matters
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What is driving the transformed workplace?What is driving the transformed workplace?
– Technology– Budget constraints– Workforce demographics– Concern for the
environment
What are the benefits of a transformed workplace?What are the benefits of a transformed workplace?
• Increased efficiency and effectiveness through collaboration• Reduced operating costs• Reduced carbon footprint and greenhouse gas emissions• A more sustainable, healthy work environment
Partnering with Union Representatives
• PBS-FAS considers our union representative a valuable team member
– Invite representative to all meetings– Include them on all communications– Alert them to any new initiatives – Get their approval before moving forward
What are the challenges of a transformed What are the challenges of a transformed workplace?workplace?
– Acoustics – collaboration can get noisy!– IT – no technology, no mobility!– Awareness – what does GSA offer?– Budget or lack of– Change Engagement
PBS Workplace StrategiesPBS Workplace Strategies
– Right size current space guidelines & standards
– Allocate space based on how people work
– Share support spaces across the organization
– Provide for private spaces
IT Training IT Training
• On site IT person to assist and give hands on assistance
• Lunch and Learn sessions related to mobile devices• Training on use of the 14th Floor mobile workspace• Google Productivity training• Technology “gurus” in each division have been
trained and are proficient with IT applications• Trained employees become the teachers• Increased confidence!
What benefits have we seen? What benefits have we seen?
– Better Work/Life Balance– Big Picture Exposure– More networking– More creative energy– Communication is easier and
happens more– More sharing of ideas
Shared Executive Office
PBS and FAS Joint Mobile Space
• FAS offered unused space and PBS designed a mobile work area.
• Some existing furniture was used to keep costs low.
• Hoteling, Hot Desking, Touchdown and Phone Rooms were created.
• Where 18 workstations previously had sat empty, mobile spaces for 41 employees were created.
Definitions of Mobile Workspaces• Hoteling is where a small workspace
can be reserved on-line for a short period of time. This space typically has a docking station, a chair and a small amount of storage.
• Hot Desking is a small workspace which cannot be reserved. It is used on an as needed basis for short periods of time. This space typically has a docking station, a chair and a small amount of storage.
• Touchdown spaces or phone rooms are small rooms that have an element of privacy such as a door. These are used on an as needed basis for phone calls or conference calls.
Hoteling Options
R7 Transformed Workspaces PBS Collaborative Work Pods
• Two workstations can house three people in a work pod
• The addition of a table encourages impromptu meetings
• This type space is best used by teams that collaborate often and where visual and acoustical privacy is not a priority.
• The work pod is being used by Client Solutions (PBS), Information Services (PBS) and Design and Construction (PBS)
• Reduction of 192 sq ft
R7 Transformed Workspaces R7 Transformed Workspaces PBS- Hoteling PBS- Hoteling
• With more telework and desk sharing a hoteling area was needed
• Spaces are large (30 x 72)
• Docking stations, filing and coat storage is provided.
• Reduction of 640 sq ft
What does the future hold for PBS?What does the future hold for PBS?
– PBS is in the process of consolidating employees from four floors to two. This space reduction will allow PBS to save $600k in lease costs and bring in a lease revenue of approximately one million dollars.
– As more employees telework, share workspaces, and work in smaller spaces this space reduction is quite viable and a true savings for the tax payer.
– This consolidation will be completed by December 2013.
What Can You Do Today?What Can You Do Today?
– Take small steps to a more mobile workspace• Mobile work at the office – work in a different spot• Desk share or office share with a coworker• Turn vacant offices into collaboration areas• Find places to congregate – sometimes impromptu
meetings are the best kind• Rethink tall panels- they offer little privacy and block
light• Keep what you really use and get rid of the rest!• Purge reference books if you can access them
digitally – they are usually more current!
