Wsda citrix

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Citrix is intended for use with products registered for agricultural, horticultural, turf, ornamental, industrial and non-crop use as a tank mix adjuvant. Assignee: Citrix Systems, Inc. To programmatically describe the concrete behavior of the WSDA, a class which is used to model an additional IDL. Reduction due to previous years Citrix license purchase Reflects completion of most past projects from the District's WSDA grant program. HOW TO BUILD A WORKBENCH ON WHEELS Приобрести Подробнее 125,00. Веб магазин косметики, 400 грн Время работы Интернет-магазин работает корзине: 0 На. Бесплатная доставка от 350,00 грн работы Интернет-магазин работает с пн. Бесплатная доставка от 400 грн Время работы Интернет-магазин работает.

Brand : The general trademark of a manufacturer by which the consumer knows its products. A manufacturer can have multiple brand names. Some manufacturers license their brand names to other producers. Product name : Product name is a brand's identification of a product, often a model name, but not totally unique as it can include some product variants.

Product name is a key part of the Icecat product title on a product data-sheet. Product code : The brand's unique identifier for a product. Multiple product codes can be mapped to one mother product data-sheet if the specifications are identical. We map away wrong codes or sometimes logistic variants. Icecat Product ID : But the data-sheet is not yet standardized by an Icecat editor. Product views : This statistic is based on the using ecommerce sites eshops, distributors, comparison sites, ecommerce ASPs, purchase systems, etc downloading this Icecat data-sheet since Only sponsoring brands are included in the free Open Icecat content distribution as used by free Open Icecat users.

Info modified on : 20 Jun The date of the most recent change of this product data-sheet in Icecat. The front desk person typed the for m and assigned a tracking. The department streamlined the process by eliminating the work order request for m. After managerial approval,. Copies of the for m are sent to the vendor, the client agency, the DRES. The United State s Postal Service gives the state a. The new equipment saves money for customers on postal rates and reduces.

Customers receive the ir mail faster due to the shorter processing time of. CMS used handwritten carbon copy tracking slips for the mail. Filling out. CMS had to rely on customers to return. The process took even longer when the U. Postal Service. CMS streamlined the cumbersome process by converting to an electronic tracking. A delivery driver picks up a printout with the barcodes. The driver, using a handheld device, scans the mail and barcode.

Upon return to the CMS facility, the delivery in for mation — time,. With the automated tracking system, CMS knows. Verifying registration status helps protect the public by ensuring. Un for tunately, the contractor-registration directories were only available in paper. Also, the y were generally a month. An electronic version of the directories was created to run on inspectors' hand-held.

Eliminated the need for electrical inspectors to carry paper contractor. Labor and Industries produces a number of bulk print jobs automatically on a daily,. The system dedicated to the se. A work team was for med to eliminate the waste. The team updated the. The Department of Labor and Industries maintains a large database that staff use for.

In for mation Services. During the monthly updates, tapes were used to. To simplify the process, the team created computer programs to extract only current. The new program allowed us to update the MIPS data ra the r than. Reduced from million records to 62 million records the amount of MIPS. The goal: provide a diverse pool of 10 qualified candidates for the Human. The team identified strategies to publicize the job in 10 new markets, which led to. The team also created methods for.

Created and sent to applicants an electronic presentation of the life of Thurston. County, in for mation about Labor and Industries and a description of the position. Documented a replicable system for recruiting and screening applications that. Received 72 applications for the position. Twenty-three received a second.

Submitted 12 qualified diverse candidates to the hiring manager for final. However, the re are some occasions such as a. Because of the way. This wasted paper, ink and staff time to. Now the computer system is programmed to print paper copies of needed documents. In central. Washington , ten inspectors are responsible for a 27,square-mile area, with.

When the department launched two major safety emphasis initiatives, the inspection. Three teams were created with a senior inspector assigned as a lead for. This allowed one team to cover the special orchard pruning initiative. The third. Provided more time for the unit supervisor to conduct one-on-one field visits with.

Provided an opportunity for inspectors in outlying areas of the region to team with. Until recently, extracting. Computer programs were written reducing the time needed to extract, transfer and. Reduced the total monthly data warehouse update process time from 48 hours. Reducing the time it takes to do the update frees a staff member from spending. The registration and tracking of employee training used to rely on a paper-based.

Department of Licensing DOL. Registrations were hand entered into two data. Staff throughout the state 63 locations now submit and track the status of training. Training pr of iles are. Agency training data is now. Supervisors now have access to on-line training pr of iles of staff — an aid in the. Employees can better access the ir training pr of iles, so. Employees receive prompt notice on enrollment, better enabling the m to manage. The Disabled Persons DP identification cards and applicable in for mation were being.

Department of Licensing and. By printing the DP ID cards every o the r week, ra the r than weekly, half of all set-up. In addition, additional cost savings were realized by changing the ID card size from. In the ef for t to. In addition, the team centralized the paper ordering process. PRT now orders. PRT supports and generates revenue for a Washington based manufacturer and.

In the course of business, state agencies build and maintain many mailing lists. State agencies need correct addresses to. FastForward to electronically update mailing lists. FastForward uses the US Postal. Service change- of -address database, which contains 26 million names. If a mail. With FastForward, state. During the past two-year period, PRT processed nearly 1. With an average savings of 7 cents per piece,.

Total combined savings for o the r state agencies is estimated to be. PRT updated 40, addresses, saving additional postage and handling costs of. PRT automatically updates customer databases with in for mation filed with the US. This team totally. State agency. New features include a product catalog with. Service Representatives; online samples; credit card payments; downloadable for ms;.

State agencies can focus on the ir core business. The site design also features the. Improved customer service through easier access to in for mation and online. Customers are able to order publications, videos, and o the r products online. Customers are able to download for ms, request estimates, and access the ir. Employees the n entered costs into a computer system, which updated. This process delayed access to. In order to accurately respond to. Provides PRT employees immediate in for mation regarding production details,.

They must know or have ready. Historically, analysts maintained paper manuals for the. Desk manuals were difficult to keep current with the many. The manual is located on the agency's intranet and can be. It was. Training preparation has been simplified by reducing the number of printed.

Periodic changes are made centrally to ensure all staff have access at the same time to. Increases the consistency of administering retirement laws for all systems and plans. Provides accessibility to current retirement administration in for mation to all agency. Allows the materials to be shared with stakeholders and customers using electronic. DRS auditors monitor employers'. Employers have asked for a tool to help. The program contains clear and easy-to-follow. Employers can use the ESAP as a tool to train new employees on retirement.

ESAP is also accessible from. Provides hours a day, seven days a week Internet access for employers to. Provides employers with accessible references and tools to help the m process. Employees benefit from improved accuracy of employer reporting of retirement. An access database was also developed to track the receipt, referral,. A stakeholder meeting was held to implement uni for mity of the closing agreement.

Approximately hours of staff time is saved each year. The average savings. For more complicated closing agreements, the. Continous technological change drives the need for In for mation Technology IT. Training and Education. Today we deliver the se activities at our. This reduces staff turn over and lessens the expense and time of training. The Division was challenged with the task of reducing the time it.

Over the next two years, the division. Every document submitted to the Division will now be imaged — this significantly. Improves customer service by providing status reports to taxpayers and o the r. Initially, keying the paper return as a pay-by-check payment voucher caused internal. Additionally, the process was confusing to the tax. The taxpayer the n attaches the. This process. An additional process enhancement addressed filing requirements for manufacturing.

Many potential ELF filers would quit prior to completing the registration process. New and improved registration processes for electronic filing and payment using. Reduced TAA staff ef for t to support old registration processing saving To report the for est excise tax, taxpayers must know what Stumpage Value Area. The new system can potentially eliminate all errors by taxpayers if the y. Improves customer service by providing a simple and fast means of identifying. It could not interface with the State Treasurer's of fice a co-partner in.

In January of , the old system was. Consolidated user interface for easier navigation and usability by multiple. Increased flexibility with the accounting system allows for better refund tracking. When the IS division acquired a new phone system for the Linderson Way facility in.

Tumwater, estimates suggested a need for two T-1's telecommunication lines to. More recently, a team was for med to. Upon completion of the. The reduction of T-1 lines maintains needed capacity while simultaneously. Revenues from the Oil Spill Tax Program are dedicated funds. All related revenue,. Two events — failure of an archaic data. The first interim process included the redesign of a four-page Oil Spill Tax Return as. Additional processes included the revision of a special.

Ef for ts continue for future integration of this program with the CETR report process. Revisions of a special notice increased communication with stakeholders. Act to determine whe the r the initial revocation of a business license should be upheld. Live-recorded testimony is taken under oath from the taxpayer and a.

Oftentimes, the ALJ would travel great. Even when the taxpayer did appear, the hearing generally did not exceed. Now, ALJ's hold telephone hearings that are initiated from the. Taxpayers are in for med about the telephone hearings and most elect to appear. System based on the Novell network architecture.

The strategy was to purchase a. Improved call tracking and reporting, a more streamlined call flow, and pr of essional. Immediate notification of system errors. System is designed to automatically. The new phone system is designed for expansion and application enhancements. Desktop faxing capability was purchased for the entire agency and the PBX. The new IVR system provides the ability to ga the r voluntary survey in for mation. The impact of alcohol and drug abuse is an ongoing problem for the State of.

As part of its ef for ts in the area of substance abuse prevention, DSHS. Partnership for a Drug-Free Washington. In , in coordination with the national. Safeco Field with a prevention message for parents reaching many of the 3. The 5' x 6' sign is posted in Safeco Field with a prevention message for parents. Using a successful partnership with the.

Treatment program of Bellingham now provides services to female youth with cooccurring. Patients with complex problems are better served in the ir own community with a. Risk reduction of the circumstances some young women find the mselves. Between August and April , 15 patients successfully completed the. The teams also identified new community services and resources to.

Teams increased the number of clients relocated to less restrictive settings by. Increased quality of life for clients and reduced costs of care to preserve clients'. Currently business managers from all parts of the Aging and Adult Services. Administration AASA have to access, know and use too much in for mation in too. In for mation was diverse and located in many places and. A team of business managers consolidated complex in for mation, for ms and.

The team developed a working desk. An estimated 1, hours are saved statewide for staff using the reference. In for mation, directions, standards and for ms are organized and located in one. The manual is user friendly so o the rs can also locate and use the in for mation in. CWS social work requires. The CWS Unit carries cases as a team. Social workers ei the r have a. All cases are staffed so the entire unit.

Increased comprehensiveness of children's written individual safety and service. Alternative SOLA faced a serious concern related to inaccurate dispensing of. The team began systematic problem solving by establishing a baseline for medication. The analysis indicated medication error. Eliminated the need for backup personnel to administer medication, saving 2, Standardized medication for ms, storage systems and documentation procedures.

Manual payment processing, currently at. County Clerks. Each had to. Staffs were also wrestling with the workflow. DCS has expanded to imaging numerous o the r types of documents,. This has been achieved without the need for. DCS staffs statewide, and counties under contract, have instant access to the se. Increased staff productivity due to less handling of paper documents, freeing time. Faster receipt of child support orders for DCS staff and faster processing for.

County Clerk staff. For example, copying and for warding court orders was a fullday. Staff members perceive an increase in the ir safety, as the y need not touch. Processing the se payments is a timeconsuming,. Decreased payment handling frees staff time to process the paper child support. Improved Customer Service. Response from users of this free service has been.

A safe method to remit child support payments, via bit encryption from the. Stretches of highway in central Washington are covered in winter by drifting snow or. Triangular "vortex generators" were placed on stands beside the roadway. Cascade High School in Leavenworth, pivot in the wind and redirect airflow,. Safety is improved because the roadway is consistently clear of hazardous drifts,. Maintenance crews can spend the ir time on o the r high priority safety needs such.

Transferability: this success demonstrates the technology can be used for varying. Department of Transportation DOT employees needed more in for mation about how. The course was created with ten Washington Tribes and was presented 48 times. Presenting classes toge the r has facilitated increased local communication and. Maintenance workers in field of fices have to keep up-to-date on safety and. To meet the demand, more classes were needed. Class frequency.

Training status is coded using traffic signal colors: green if current for 9 months or. Current certification for key safety and maintenance-related courses for A second cycle of service improvement has begun, addressing many o the r. Getting approval of change orders for DOT construction projects was too time. They discovered that improved project. All regional construction of fices are now using improved communication practices.

Return of change orders for rework the first time the y are submitted has. Now, DOT staff oversees the se contracts, and. Workers along the roadside are properly trained to stay safe near freeway traffic. Wetlands in the right- of -way are properly preserved, and no permit violations. The VEMP prints on average of 2, checks per month. The processing time for printing. Malfunctions with the printer have been frequent and. A check-writing s of tware program was found that would interface well with the current.

Since implementing the new check-writing s of tware, the monthly print. Increased availability of estate managers to manage the ir caseloads. Malfunctioning of equipment has been eliminated, saving 10 hours of staff time. Essential to the success of the outreach is networking with all the community service.

The Coalition provides referral services. Four VCSC's tracked the ir number of contacts through the coalition in each. Provides a link with the community service providers and veterans community. Share best practices among the ir counties as well as with o the r VCSC's. This ad-hoc scheduling system led to a backlog of unclean medical equipment. This plan. After interviewing residents, the PAT established.

The plan established a swing shift. It assured consistency of custodial tasks, such as. We established regular equipment cleaning times for all swing-shift. Enhanced infection control exposure ef for ts having clean and disinfected. The Washington Soldiers Home and Colony conducts on-going group meetings with. During a group meeting, the residents and a Recreational Specialist. The idea was born. A staff person.

The Home has a the rapeutic incentive program TIP to provide the rapy for. Specialist created a TIP job for the recycle program and developed a job description. This resident is responsible for collecting and. Staff also located a recycle station in the community.

The Home. Flyers were distributed throughout the campus. A special resident fund called the. The spirit of this fund is to provide money for recreational events that. Creation of a TIP position for a resident to provide meaningful work. A per for mance review of the costs associated with providing claims services in the. Walla Walla community was conducted in early This evaluation confirmed the. As a result, services were reduced from 5 days to 3 days a week and of fered. This downsize has.

They reprogrammed the system—changing intervals of customer contact,. The Vancouver WorkFirst Unit helps support one of the largest populations of welfare. In July , the ir funding for. Concerned that with that reduction, the "A" Team brainstormed.

They reached. Each team. Now, when a participant requests a clothing voucher, staff takes the m to the closet to. Many staff are the mselves resale shoppers and. Team kept support service spending within allotted budget for the year. Project maintains a collective sense of commitment and caring for team's. Pr of essionally dressed clients help team reach WorkFirst placement goals. The log is the n for warded to the. The Audit Unit. The team ga the red baseline data, flow-charted the.

After key LEC staff were identified and af for ded classroom and. Where training occurred, the processing time for work search verification logs. Problems were occurring with the Job Hunter Workshop enrollment process.

Then the y would many times discover that classes had. At the same time, data input staff were receiving stacks of. Job Hunter Workshop sign-up slips. Customers would depart the of fice believing. When the class would show full, staff the n. Employees were continually. The system automatically. Relieves frustration and releases staff to spend more time on improving o the r. Some data had been collected, but the re was no process for. The Quality.

Council created a new survey, developed a process for distribution and collection and. Suggestions for improvement are the n discussed and. Surveys are located strategically around the of fice and all. Customers also. Job Hunter job search workshops used to be presented in separate of fice locations. To meet the department's objective for. A process was created for client referral and. Staff developed a better process for participant referral to modules and for.

The Forms and Records Team is responsible for processing licensee records that. Forms and Records. In the past the inactive file data was typed onto. For each file, State Records Center requires the following data to be. When an inactive file was requested within the Agency, a staff member.

The Team came up with the idea of automating the means of tracking the inactive. A new process was developed utilizing the bar code labels already present. When an inactive. Automated the process, eliminating paper records; supporting the paperless. Reduced processing time, saving nearly hours to direct towards support of. Increased the efficiency of locating records and improve services to the Record. These reports were distributed as multi-part for ms.

Each for m costs the. Any required revisions to the for ms required old for ms to be. The team redesigned the for m to save money and reduce reporting errors. The for m. The new for m is also. In addition, a Helpful Hints section. This is updated quarterly and addresses the most common previous quarter's errors.

With the se changes, as well as the addition of constrained print fields the re has been. Single page for m allows the agency to produce the for ms in-house. Employees in the Basic Health call center receive over 1, calls per day. Many of. The task of. Call center staff provide in for mation on the packets to be mailed via the Internet,. Saves the call center hours per month. The time is used to answer additional.

Staff can effectively track quantities of materials mailed each month for better. As a result, the Office decided to change from a cumbersome. More effective and representative piece has been well received by the tourism. As the number of individuals. After receiving a bid to improve the process, a team of Washington State Patrol Fire.

Protection Bureau employees decided the y could do it the mselves. The decision was. From the previous staffing of two full-time and two. Quarterly reconciliation of the licensing program now takes several hours. One full-time staff position was reassigned to o the r duties within the bureau. Individuals send copies of court orders to the Washington State Patrol to have.

Once a request has been addressed, the Criminal. Records Division CRD notifies the requesting party of the change. Several trips up. A team of CRD customer service specialists decided that for m letters were called for. They created new notification documents using check boxes to identify the action.

Instead of handling a letter six times,. Complaints from. Many of the respondents were not familiar with. Review Team of seven qualified individuals familiar with both hearings process and. There were for mer chief judges, land use attorneys, local. After an eight-month review of our hearings and administration, we received a report. An assessment of fairness, efficiency, and pr of essionalism in our hearings.

An assessment of clear strength in our administrative ef for ts. A recommendation that we develop a uni for m decision for mat for final orders. A recommendation for emphasis on improving our in for mation systems. A recommendation for a contingency reserve and for a Legislative change. A recommendation that the rotating Board coordination duties be retained at the.

Western Board instead of rotating each biennium among the three Boards. Washington State Network of Adjudicatory Agency adoption of the peer review. The projects reported here have already produced tangible results, including new revenue generation, resources and dollars saved, and streamlined processes providing better and quicker service. These improvements have been initiated by state agencies in response to an Executive Order issued by Governor Locke in April Department of Labor and Industries.

Department of Licensing On-line Tra. Department of Printing Copy Center. Department of Retirement Systems On. Department of Revenue Closing Agree. Department of Revenue Appeals Retri. Department of Revenue Electronic Fi. Department of Revenue Senior Citize. Department of Revenue Oil Spill Tax. Department of Revenue Call Center w. Department of Social and Health Ser.

Department of Transportation Educat. Department of Transportation Change. Department of Veterans Affairs Chec. Department of Veterans Affairs New. Department of Veterans Affairs Wall. Employment Security Department Work. Employment Security Department Job. Gambling Commission Redesign of Act.

Office of Trade and Economic Develo. Washington State Patrol Form Letter. Collectively our ef for ts show the commitment we as state workers are making to improve our government. We are learning from the past and reshaping how we do business in the future. Thanks to all the teams throughout the state for the great work on our quality ef for ts.

Executive Order , Quality Improvement, requires each agency to develop and implement a plan to improve the quality, efficiency and effectiveness of the public services it provides. As a result of the se efficiencies, approximately 1,, staff hours have been saved which eliminated overtime or redirected staff to o the r work. The projects in this booklet were selected from the quarterly quality reports submitted by agencies.

Our congratulations to the se outstanding teams for winning this prestigious award. Our congratulations to the se outstanding teams. While not a replacement for the networking and relationship building so important during annual Training Conferences, the se audio-conferences provide the opportunity to present training that would o the rwise have been missed. The first of five 5 audio-conferences was held in March This is more than the number of DCS staff who have historically attended the conference.

Up-to- the -Minute in for mation was shared with staff who are affected by the changes in referrals from DCS to Prosecuting Attorneys, and the changing role of judicial en for cement. Approximately 23, FTE hours will be saved by doing the five 5 audioconferences this year, ra the r than holding the two-day training conference. Increased child support collections are anticipated as collection staff are trained on new processes and better ways to do business.

The new collection remedy, early en for cement, is expected to increase the number of parents supporting the ir children over long term basis. CLE credits are a requirement for our staff attorneys to practice law in Washington. This expansion of the team increases the production of Braille; helps keep costs low, and provides training for inmates. Blind consumers are able to receive Braille documents in a timely manner.

Much of this has been textbook material for blind children in local school districts. Timely textbooks for children in Braille. The state of Washington has one of the only systems in place whereby Braille can be produced in a timely manner. One inmate has been released from prison and is now providing contracted Braille for the Braille Access Center.

Braille Access has received national recognition for the development of this process and production team. Individual Providers are state paid caregivers who meet a crucial societal and human need. They help seniors and people with disabilities stay at home, at low cost to taxpayers.

The legislature appropriated money in to purchase health insurance coverage for low-income workers who provide care to clients receiving state-funded home care services. Surveys were mailed to all 14, Individual Providers including a reminder letter and second survey.

Based on survey results, over half of those without health insurance coverage had not heard of Basic Health. The data from the survey was used to make significant changes in the application process and marketing of the insurance. Community partners and home care providers commented on the customer friendly improvements in the application for m. Previously uninsured home care providers and the ir families now are covered by insurance. The challenges facing the se clients after release are interconnected Additionally the y may have inappropriate child support orders, which over time result in excessive child support arrearages and unmanageable support payments.

NCPs are contacted while the y are still incarcerated, via a jointly developed video, which is shown in Department of Corrections DOC institutions. Once contacted, DCS evaluates the child support case, recommends appropriate actions for the NCP, and provides necessary documentation to initiate the actions. Increased contact from incarcerated non-custodial parents regarding the ir child support obligation. To date more than inmates, who would have o the rwise continued to ignore the ir responsibility, have sent a request to DCS for advice about the ir child support case.

Since , Office of Administrative Hearings OAH has all child support notices of hearing, dismissal orders, and initial orders sent to the custodial and responsible parents by both certified mail and first class regular mail. A significant number of certified notices and orders are returned to OAH by the post of fice.

As a result of data collection ef for ts and meetings with Division of Child Support DCS on the subject, it was determined that certified mail could be eliminated without adverse consequences to the parties involved in the se cases. DCS is in the process of amending its rules to eliminate the requirement of certified mail.

Sending the notices and orders by first class mail will result in substantial cost and staff time savings to DSHS, who currently reimburses OAH for the costs of sending certified mail related to child support appeals. Reduced annual postage costs for DCS. Increased efficiency in handling the remaining caseload. A team was charged to streamline the process by decreasing costs and increasing the efficiency of appeals.

This allowed OSI to resolve some claimant issues that might eliminate the need for a hearing. This reduced hearing costs, aided the prompt scheduling of hearings, and improved customer service. OAH now meets U. DOL standards by scheduling appeals timely. TeleCenters cut 7 minutes per appeal, saving 18 7 FTE hours annually. As a result, the Board experienced a ten-fold increase in applications. Ensured continued high-level customer service through rapid processing of applications.

Improved employee satisfaction empowered to make process changes. Previously, the assigned judge the n drafted an Order Denying Appeal from scratch, with no capacity to recycle the New Appeals Specialist's ef for t into the order. A set of word processing macros are now used by the New Appeals Specialists to produce draft orders for the most common types of jurisdictional problems. The judge may the n approve the order as drafted, or redraft the order, taking full advantage of the preliminary in for mation compiled by the New Appeals Specialist.

Saved approximately New Appeals Specialist hours per year in drafting recommendations, as the y now have electronic for ms to complete for each type of order. The draft orders denying appeal prepared by the New Appeals Specialists now serve a dual purpose as memoranda to the judges. Saved approximately judicial hours per year, as the y no longer have to draft deny orders from scratch, only make corrections to the draft orders when needed a substantial number need no corrections.

Substantial improvement in quality of recommendations due to enhanced consistency in drafting recommendations by NAS and prepackaged legal analyses. Training tools for implementation of the improvement serve as desk manuals for New Appeals Specialists on relevant legal authorities.

New Appeals section personnel developed and implemented the macros. By learning to more fully use resources available through Word, reliance on In for mation Services staff expertise is reduced. A support staff person had to separate the status sheets and match each one to the appropriate file an average of files per week.

Hearings schedulers used the status sheets to make a handwritten record of events, which were the n entered in the computer system. The Board implemented BESS Board Electronic Status Sheets by the end of , which substantially reduced the duplication of ef for ts by staff in inputing data into the computer system. One result of that change is that the schedulers now input data directly into the computer system, which produces an electronic status sheet. This eliminated the need for the initial carbonless status sheets.

Time savings for support staff person who separated the status sheets and connected the m to the appeal files. Errors and omission of data were common, as were billing errors as the data is also used to bill shippers for the ir participation in the program. Errors and omissions have virtually been eliminated.

Customers have access to the data pertaining to the ir company and can use it to analyze production and generate reports, and commissions and associations have the data the y need in a timely and accurate manner. Duplicate data entry has been eliminated on over , Shipping Permits annually. Accurate invoices are automatically generated. Customers receive correct invoices.

State -sponsored commissions and associations use the data to generate assessment revenue. They now have immediate and direct access to this data. Staff time used for data entry has been reduced by over one FTE and this time is available to per for m o the r work.

Not all of the se locations are currently connected to the agency Local Area Network LAN , nor would it ever be technically or economically feasible to do so. Some employees did not have connection to the LAN and the re for e did not have access to email or current data.

O the r employees had only infrequent access to email and current data, making it necessary to return to main of fices to complete the ir work e. Employees can now access the ir own files, documents, and data from remote locations with response time almost as fast as if the y were at the ir desks. Additionally, a pro of - of -concept ef for t is underway to allow secure remote access via the Internet and by means of any Internet Service Provider.

Provides secure remote access for employees from any location with telephone or SCAN capability. Work is stored directly on the agency's LAN eliminating the need to transfer files to disk or CD when working at a remote location. Provides a way for employees in remote locations to have access to Inside Washington , the state's Intranet.

Provides true "telework" functionality by allowing users at remote locations to work effectively " of f-site. Eliminates the use of previous s of tware and services that charged connection and per minute line charges. The use of this s of tware, combined with a full business analysis, has the potential to replace the current methods of replicating data to multiple locations. This process was done on an as needed basis, of ten with very short notice. This caused delays for the exporters waiting for an available Plant Services Inspector to certify the shipment.

Plant Services staff found a better way. Now, lumber companies are inspected on a weekly basis and inspections are per for med for all lumber that will be exported. The required phytosanitary certificates are produced by Plant Services staff and sent to the exporter in overnight mail. Staff saves time per for ming inspections, and industry no longer has to wait for an inspector be for e the y ship the ir product. Two Plant Service Inspectors have reduced the ir time by half for inspecting and certifying lumber.

Complying companies can get phytosanitary certificates within 24 hours of notifying the department of a pending shipment. Billing is easier to track. There was no set schedule for inmates to follow to receive notary services. Staff would of ten cancel notary services because the y were unable to leave the ir post for this additional duty.

Notary staff was unsure what items could be notarized. The staging area, the area where new inmates to the institution and outgoing inmates are processed by correction staff, medical staff, records staff and property staff, would become backed up with additional inmates waiting for notary services, creating some chaos.

The location of the notary services was moved to the Law Library. The Law Librarian was designated as the main notary available to all inmates two hours every week. Scheduling times are clearly designated. Additional notary staff was added to provide back up to the Law Librarian and notary services for staff.

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