Our Story

Blueprint 2020 @

The Correctional Service of Canada

A word from our Commissioner

Head’s Up!

CSC is implementing Blueprint 2020
through four key priority areas:




Human Resources

Since its launch in 2013,
Blueprint 2020 has taken root at the Correctional Service of Canada (CSC).

This vision for a world-class public service, equipped to serve Canadians now and into the future, isn't just a project for CSC. In fact, the enthusiasm and engagement of staff in contributing to it has shown us that Blueprint 2020 is influencing a true culture shift across all regions and levels.

How is this happening?

What does it look like?

That is what I want to share with you in this, CSC's progress report on what we have done to move forward the Blueprint 2020 vision.

This is not your typical report! Given the innovative nature of the subject matter, we have decided to provide our update via Let's Talk Express, CSC's primary corporate publication that is distributed online to all staff on a bi-monthly basis. In it we tell the stories of CSC, its staff and its mandate, in a way that speaks to the reader.

In this case, we wanted to tell the story of Blueprint 2020 at CSC, and that is what we have done. For instance, you will find four articles, each one telling the story of how we are implementing the vision within four key priority areas that we identified through consultations with staff:

  • Communications
  • Technology
  • Stewardship
  • Human Resources
Don Head, Commissioner, Correctional Service of Canada

Don Head, Commissioner, Correctional Service of Canada

As these stories will show you, CSC has been working hard to engage and empower all employees to share, connect, create, and contribute to the crafting of a modern public service. From the top down and bottom up, we have been busy coming up with new and innovative ideas to support Blueprint 2020, all while keeping the four guiding principles outlined by the Clerk of the Privy Council in mind.

We have done this through various means including GCconnex, which has been very effective at bringing together staff from coast to coast who otherwise never would have met. We have also implemented ”˜Ginger Groups' for all four priority areas within our Blueprint 2020 plan, as outlined above. A ginger group is a group within an organization that seeks to influence the direction and activity of the organization as a whole. At its core, it is a group of people who try to encourage other people to follow a new, more interesting, or more active way of doing things.

As you can imagine, they have been particularly successful at implementing Blueprint 2020 at CSC given the level of collaboration they create. And perhaps most importantly, they have served to break down the silos within our organization, bringing people together from all areas of expertise, all levels, and all regions across the country. This process has truly begun to bring this organization together in a way that we have never experienced before.

It's important to note that the staff who are driving this process aren't doing so as part of their everyday job requirements.

They are going above and beyond their regular duties simply because they have a passion for improving our organization and the public service as a whole.

Whether they are participating in the ginger groups or sending in feedback via various cross-country-wide conversations on GCconnex, many have said that this represents a valuable opportunity for them to have a say and be heard, at all levels of the organization, and to influence change.

Everything we have done throughout this process and will continue to do is to ensure that CSC continues to deliver the level of service that Canadians expect and deserve from us. Whether it's using new technologies to bring people together, developing new methods to better communicate with our staff on the frontlines, taking senior management away from their desks and onto the frontlines, or providing staff with new ways of communicating with managers,
change is happening at CSC and I couldn't be more proud of it.

Up the Conversation

Fuelled by a passion for communications, CSC’s Chelsey Donohue is opening up the channels of communication from coast to coast

Ever since Chelsey Donohue started her career with CSC almost seven years ago, she’s been a real go-getter, eager to learn and contribute within the Communications and Engagement Sector at National Headquarters (NHQ). Her creativity, her energy, and her commitment have been displayed time and time again as she tackles one project after another, all aimed at improving communications within the organization. It’s no surprise then that implementing Blueprint 2020 at CSC has become a passion for her, something she believes is making a difference.

“We are making major strides through Blueprint 2020,” she says. “It’s starting discussions that were never had before. It’s letting us talk to people across the country. It’s giving us the time to have these conversations. I feel like there’s a lot more dialogue going on amongst staff and that is very exciting.”

Chelsey Donohue and a colleague meeting

CSC has 17,525 indeterminate employees.

CXs account for 44.1% of these employees- that's 7,722 CXs!

Their average is 40. They represent almost 4% of all public servants.

CXs have unique needs, so tell us, how should we communicate with them?

Currently we use This Week at CSC as our primary way to communicate.

But we know they aren't sitting behind a computer all day.

We talked to some other correctional systems to see what they were doing.

Who did we contact? Internal Communications Advisory Committee, Department of National Defence, Canada Border Services Agency, Oregon, California, Alabama, Mississippi, Washington, Zambia, South Africa, UK, Ireland, Jamaica, Australia, New Zealand

What did they say?

Conducting consultations with employees in the institutions in order to revamp their Intranet. Using Twitter for internal messages.

Posts information at Sally Ports and in Training Rooms at each institution. Creates information videos that play on a loop in communal rooms.

Has an online newsletter available to staff at home that had 2.7 million page views in 2013.

Also has an online newsletter available for staff to access from home.

Has the "Single Ply" newsletter ’ a one-page paper newsletter posted inside every restroom stall weekly.

Produces a staff newsletter (online and printed) every two months. Produces a weekly e-newsletter called Frontline. Managers must reinforce the messages and instructions received via Frontline.

Department of National Defence ’ Distributes weekly e-newsletter. Uses GCconnex.

Sends out a paper newsletter for those on the frontlines. Has a QA officer. This person ensures that the French communication is still plain language and captures the same tone as the English.

Other best practices

Canada Border Services Agency has created a virtual world in Second Life (a gaming platform) to conduct some of their training.

They also use crosswords and word matches in conjunction with their training.

The Federal Bureau of Prisons uses a 3D simulation to walk CXs through an inmate extraction process.

We also talked to CSC's Internal Communications Advisory Committee

Talking with the ICAC

"It's a scary time right now for CXs because we're not getting the information we need." ’ CX from Kent

"Sometimes a correctional officer will go three weeks without reading an email."

"The French communication we receive has lots of errors, it' complicated and I get irritated reading it." ’ CX, Montee Saint-Francois

"The communication we receive isn't easy- it's hard to understand."

"I get 45 emails a day- how do I prioritize who to respond to? I only have eight hours in a day..." ’ Correctional Manager, Ontario Region

Talking with the ICAC cont.

"I don't need information about what's going on in Saskatchewan, I need to know what's going on in my own institution."

"Springhill Institution has two new units so we're going from a population of 450 to 750. There will be pressures with gym time, food services, etc. That is really stressing out offenders, and staff don't know what to tell them."

"A lot of our middle managers call unions for information instead of someone in CSC because it takes too long to get answers."

"The centralization of things like food and health services means a whole lot of the institution no longer reports to the warden, so that communication channel is now gone."

So what do we want from you?

You know where communication is working and where it's lacking.

You know what we're doing right...

And what we're doing wrong.

By telling us what we could and should do, you'll be helping shape a stronger CSC.

So tell us....what should internal communications look like at CSC?

You are our voice behind the walls.

Help us, help you!

As a leader within the Communications Ginger Group, Chelsey and 35 other employees from all regions are working together to inspire change specifically within communications, one of four priority areas identified in Blueprint 2020 consultations with staff. Using GCconnex, an invaluable tool for their work, they have started to develop concrete ideas and projects for making change happen. One example includes an internal communications strategy, aimed at improving how we communicate with staff on the frontlines.

Given the nature of the work we do at CSC, most of our staff can be found behind the fences of our institutions, manning posts, walking the ranges, and working directly with offenders day in and day out. Sitting at a desk in front of a computer all day often doesn’t happen, so sending email messages with key information from NHQ isn’t effective. That’s where Chelsey’s strategy comes in. The goal would be to tailor communications from the top down to ensure that messages are not only sent properly, but are also received. Simply put, one size does not fit all.

“Right now we have a mostly one-way channel. We are only communicating out, and not getting anything in return,” she says. “Ideally what should be happening is not ‘Ok, here’s one tool and one solution and that’s it.’ What should happen is we start making tailored tools depending on the target audience’s needs. Maybe that means one institution needs material for their central bulletin board while another needs material for internal memos.”

Click on a name below to see what they have to say.

One of the ways Chelsey and her colleagues in the ginger group plan to make this happen is by surveying staff across the country. In fact, they are about to launch a pilot project survey called “This is Not a Gen-Communiqué,” poking fun at the current way of communicating with staff via email messages. The survey, which will be short and concise, will be distributed to staff at Joyceville Institution first. Questions will include ‘What kinds of communications do you currently get in the institution and from whom?’ ‘What would you like to receive?’ ‘What’s working?’ ‘What’s not?’

Depending on the success of this first attempt, they are hoping to roll it out across the country to gain a better understanding of communications needs. Information collected will feed into the strategy, which for Chelsey, has come about thanks to the opportunity for true collaboration that the ginger group has presented.

“I’ve been here for a while now and this is the first time I’ve been in a group with a parole officer, and an Aboriginal liaison officer, and neither of them are at NHQ, which is really cool! Two years ago I never would have just been able to send a survey to staff at an institution, but now I have backing from management and I have connections in these institutions and that’s all because of Blueprint 2020. It and GCconnex have let me reach all these people across the country that I never would have spoken to before. I never would have found them.

“Plus it’s been great because we’ve seen champions come out of this, and leaders come out of it, and people get passionate about it, and there's all these great ideas coming out of it. Our pilot survey is just one idea, but there are three other sets of leaders within the ginger group working on their own projects and they’re doing that while consulting with staff across the country. These are people that communications may never have been part of their job, but they just have a side interest in it so suddenly they get to be champions for something they otherwise never would have touched in their job."

What’s important to note is that Chelsey also isn’t doing this as part of her daily responsibilities with her job. This is extra. But she loves it and has no intentions of slowing down. She believes in the importance of quality communications from the top down, bottom up, and everywhere in between. And she’s working on a few other things as well.

Guess what?

CSC is getting a new InfoNet!

Over the next two years, the Corporate and e-Communications team will be working with CSC employees across the nation to build a brand new intranet site.

What's wrong with what we have?

System Instability


Official languages

Context: focuses on user needs, not departments.

Content is organized by themes and top tasks.

This approach to web is in line with international best practices.

InfoNet Renewal ’ Getting in line

Mirror approach

Structured by theme

Plain language research & tools

Style guide

Controlled vocabulary

Built properly



What will it look like?

Organized by subject

Updated, plain language content

Informed publishers' community

So far...


May: Initiation of project

September: EXCOM approval-in-principle to proceed

December: Kick-off meeting of working group


January ’ April: Intranet architecture consultations

April: Project on hold pending EXCOM approval of business case

July: EXCOM funding and approval to proceed

Summer ’ fall:
Reduced number of publishers (from 1600 to 320)

Change Management

Engage often

Involve anyone and everyone

Bring on the fun!


Proper governance


Next steps

Naming contest

Public card sorting

Task testing

Design vote

Hire and train resources

Identify subject matter experts

Begin the writing phase

The Plan...

Plan, plan plan

Consultation throughout

Writing in phases

Mandatory training


Take for instance CSC’s intranet site, an important communications tool for the organization, but one that is bloated and outdated. As part of her job within the Corporate and e-Communications team, Chelsey and her colleagues recently launched a two-year-long intranet renewal project aimed at modernizing it. To say it’s a massive undertaking is an understatement, but for Chelsey, it’s another way for her to influence change at CSC. This and her work within Blueprint 2020 is all worth it, she says, when you can see the difference it’s making, not only within CSC but the public service as a whole.

“I’m really excited about where we are headed. Even just a couple years ago, if I was tasked with writing a communications plan, I would literally be starting from scratch. But now, the moment I’m tasked with something, the first thing I do is go on GCconnex and GCpedia and search out people who have already done it and get their information. There’s a lot more information sharing government-wide and a lot more best practice sharing. In fact right before this meeting I was doing a WebEX with someone and she was walking me through her intranet site. Not long ago that never would have happened. Then there’s CSC’s GCconnex page. Anyone can join it, anyone can start a conversation, anyone can comment on something, and you can add colleagues. I’ve had people add me from the regions that I’ve never met, but it’s interesting to follow them and have discussions with them. That wasn’t possible when I first started.”

Chelsey Donohue and a colleague in conference

“Overall, Blueprint 2020 has made it so that people are finally able to say, ‘Hey, I have an interest in working on this,’ whereas before it was all about your defined role. Now you can be a part of something even if it’s not totally related to what your job is. I feel like this is leveraging staff a lot more. It’s making this a great place to work and I can’t wait to see CSC ten years from now.”


How technology is bringing people
together at CSC, all in the name of innovation

SAIF/CEIS logoThe Hackathon came to be as part of CSC's Structured Assessment and Intervention Framework, better known as SAIF. The ultimate goal of SAIF is to bring greater structure to the assessments and interventions conducted by parole officers so that they can spend more time working with the men and women on their caseload, and less time wrapped up in administrative tasks. Bringing greater automation to case management through the development of innovative tools and applications is just one of the ways to accomplish SAIF goals.

CSC employees are invited to visit the SAIF Infonet site for more information.

When Dave Hunt first saw the call-out on GCconnex for participants in CSC's first-ever Hackathon, he jumped at the opportunity. So quickly, in fact, that he was the very first registrant. After spending 21 years in various roles at CSC, including his current one as Manager of Assessment and Intervention at Mountain Institution, the innovation, collaboration, and potential the event presented grabbed his attention right away. This, he thought, would be a great experience. And it was.

"This was one of the most exciting experiences of my career," he says. "It was amazing. It was motivating. And the ideas that came out of it have the potential to save people lots of time and money. look at how quickly it all happened. Just 48 hours."

The Hackathon, whose name is a combination of "Hacking" and "Marathon," took place on November 20 and 21. It was a virtual event aimed at using technology to improve workflow for parole officers (i.e. cool and innovative tools and applications). How did this happen? Well, that's where the matchmaking ’ and GCconnex — come into play.

Organizers of the event took to GCconnex to encourage CSC employees specifically within the field of offender case management to submit their ideas for tools and applications that would help make their jobs a lot easier. They were encouraged to dream, and dream big, with the potential for one or more of the ideas to actually make its way to production and eventually, desktops and tablets across the country. But at the end of the day, the dreamers just had the ideas. They still needed someone to make them happen. Enter, computer programmers.

It wasn't long before conversations started that brought together people from all regions and all areas of expertise, each with a keen interest in influencing change in case management.

Hackathon organizers played matchmaker, bringing together the subject matter experts in the field (i.e. the dreamers) with the people who could make it happen (i.e. the programmers). And together they formed the teams that would hack away, fueled by caffeine and adrenaline, on developing some really new and innovative applications.

Hackathon Results across Canada. Pacific: 39%; Prairies: 3%; Ontario: 13%; NHQ: 34%; Quebec : 5%; Atlantic: 6%

In all there were 10  teams and 64 participants, with representation from all regions across the country. It was a resounding success and one that has left Dave with a renewed energy and excitement not only for the future of the field in which he works, but also for the opportunity it presents to CSC as a whole.

"How the Hackathon came to be was about technology breaking down barriers. GCconnex allowed for someone from the field to connect with someone in Ottawa to bring our dreams to life. That's what made it all worthwhile. Here on the frontlines, getting technological support is very difficult. The dreams don't get priority. If my computer needs to be fixed, it gets fixed. But if I want a cool tool, I'm waiting a long time. But then along came someone from Ottawa who said, ”˜Hey, tell us about your cool tools!' And that was very exciting.

"What this event showed us is that we have an organization that's willing to try something different, something new. I think it's going to inspire a lot of people because it was somewhat counter culture, and it was exactly what people with dreams and ideas were looking for."

Participant in Hackathon

As CSC moves forward with implementing the Blueprint 2020 vision, we know that using new and innovative technology is an essential element within the process. Without GCconnex, a tool that fosters collaboration and communication from coast to coast, the Hackathon likely wouldn't have happened, and the exciting tools and applications that could potentially be developed as a result of it would never have been made.

Shantia Thompson, an Acting Project Management Specialist with Information Management Services (IMS) at CSC, agrees. She participated in the management of the Hackathon project from the technological side of things. The planning committee was made up of people from multiple sectors including IMS, Correctional Operations and Programs, as well as Communications and Engagement, just to name a few. Clearly, collaboration was the name of the game.

"GCconnex was the driver behind this," she says. "It was all about collaboration. Collaboration across sectors, collaboration across geography, collaboration between developers and subject matter experts. GCconnex was huge.

"There's one saying that really sticks with me and that is ”˜With collaboration and innovation, the possibilities are endless.' The Hackathon really demonstrated that for me. If you take people who are engaged and want to make change happen, give them the avenue to do it, and they will. It's just really incredible. I think what this is showing is that we are trying to use a new method to get options, trying to use crowd sourcing as a way of getting ideas, so that it's not only the senior executives at the top who are giving ideas about what they want, it's actually the people doing the day to day work who have a say as well.

"That's why the Blueprint 2020 tie is so key. We are using collaborating tools and methods, and applying them to our own business needs. What I often hear is ‘Well, we've always done it this way.’ Well, the Hackathon was something completely different that got people who have never met together, and it leveraged their skills in a way that could advance CSC as a whole. It is pretty exciting."

Click on a name below to see what they have to say.

From the Boardroom to the Frontlines

CSC's Commissioner Don Head and his fellow executives leave their desks behind to shadow correctional staff at various institutions

If we could travel back in time to 1979 at William Head Institution, we might encounter a young correctional officer by the name of Don Head. He would just be starting out his career with CSC, learning the ropes from those who came before him. Today you'll find that same man, sitting in the Commissioner's suite at National Headquarters, providing leadership for the organization as a whole. But that doesn't mean he's forgotten where he came from. That, he says, is what brings him back behind the fences to shadow frontline employees.

Young correctional officer Don Head

"Given my roots in the organization, I know that much of the work we do is what happens in the institutions and the parole offices. With all of the changes that have been going on over the last six or seven years, it was important for me to see how that was impacting staff directly, what their views and perspectives on it are, and what other ideas they may have. NHQ is not necessarily the place that has all the answers to every issue, so sometimes you have to get down and talk to the staff that are on the frontlines and hear what they have to say."

Commissioner Don Head with two correctional officers

Implementing Blueprint 2020 at CSC would be impossible without input from staff about how things can be done differently and what changes need to be made. The ginger groups have done exceptional work in supporting this process, but for the Commissioner, face to face visits with staff is his preferred way of getting the feedback he needs.

"Being on shift with them, being in uniform with them, doing what they are doing, that all gives us a really good sense as to how things have unfolded and how communications is flowing in the organization," says Commissioner. "It was important for me to open up several channels of dialogue both in terms of issues the organization has been pushing forward but also in terms of any other things that are top of mind for them."

John Turner, a correctional officer and local vice president of the Union of Canadian Correctional Officers at Collins Bay Institution, was working the night the Commissioner came to work a midnight shift. The Commissioner, he says, was in uniform and had just one request.

"He wanted to actually work a post himself," says John. "He said right off the bat, ”˜I want to do what a multi-function correctional officer does on the midnight shift. So that's what we did."

The shift started at 6:30 p.m. At first the Commissioner was introduced to staff, and then shown around the new maximum security unit that is scheduled to open in the new year. Then they headed over to the recreational building where the Commissioner had a chance to meet with the inmate committee.

"When he first walked into the committee office," says John, "we kind of got a chuckle because basically nobody knew who he was. Of course the inmates gave him a little bit of attitude, but when he said ”˜I'm the Commissioner of Corrections,' their eyes got a little bit bigger and the music was turned down. I thought it was kind of comical."

The rest of the visit was spent doing all of the typical tasks of someone on shift at that time including counts and conducting a 45-minute perimeter walk of the buildings to ensure doors and gates were locked.

Commissioner Don Head, Lori MacDonald, A/Senior Deputy Commissioner and Fraser Macaulay, Assistant Commissioner, Correctional Operations and Programs

Overall, the Commissioner's visit to Collins Bay was well received by staff and inmates alike, and seen as a genuine effort to hear from frontline staff about the issues they face in their day to day responsibilities, their concerns, and their ideas for how to make things better. So much so that despite his close to 37 years with CSC, the Commissioner still managed to walk away having learned something new that evening.

"The dialogue and engagement with staff was tremendous," he says. "We got to talk about changes and some of the things that were important to them. For example, some of the things that are most important to frontline staff might be the fact that the chair they have to use in a control center for eight or twelve hours a day is broken. The levers don't work. Or the glazing that they look out through the window has become fogged or scratched and has made it difficult to watch staff go down the ranges. Hearing and seeing those things for myself makes it a lot easier to say, ok, let's fix that because if that's of concern for staff, trying to get them engaged and enthusiastic about the bigger priorities in the organization just isn't going to happen. Take care of the little things and the big things will take care of themselves."

John and his colleagues appreciated the opportunity to meet the Commissioner. Inviting him into their world for even just one shift gave them a chance to say things they might never have had the chance to say otherwise.

"He was definitely well received by staff," says John. "He was well welcomed. He talked with people, he was open, and he always introduced himself with a big handshake. And for the man to come over on his time off, and on a midnight shift at that, it showed that he wanted to hear from us. I think it was successful.

"He's the one that makes the decisions at the end of the day for us all, so it was nice for him to come and it made me feel that he did care about what goes on inside the walls. How often do you get to walk along with the Commissioner of CSC, and actually talk to him like a normal human being? He was very easy to talk to and he did listen to our issues. He took everything into consideration."

The Commissioner and his fellow executives have visited a number of institutions to work shifts including Matsqui, Collins Bay, and Pacific. The following provides a glimpse into their experiences, as well as staff reactions.

Click on a name below to see what they have to say.

Helping People

How Coaching Circles can bring people together, fostering new working relationships and professional support systems regardless of time zones

George Manthorne has been a correctional officer with CSC for 18 years. Working at Springhill Institution, there isn't much he hasn't seen. And with close to two decades of experience under his belt, that's of no surprise. But what may surprise you is that despite all of this, George says he still has a lot to learn. That's not to say he doesn't know his job — he does, like the back of his hand — but for George, there's always room to grow and learn. And what better way to do this, he says, than with the support of colleagues through Coaching Circles.

"What better resource to help you with challenges or struggles you're having in your job than someone who has done that job too or is in the same job as you and has quite possibly encountered the same issues in their career before? And even if they haven't, working in the same field as you, they can offer you suggestions and ideas that can help you through it.

"Although correctional officers basically do the same job across the country, each institution is like its own little community and they do things in different ways than other institutions would do. Just by talking to other correctional officers you can learn a lot. It could be something as simple as how you run a security post. We may be running it one way but have this particular problem, and somebody will say, ”˜Well we had that problem too and this is how we fixed it'.”

"Coaching circles would be an unlimited resource. There's thousands of correctional officers across the country and the chances of you getting to talk to somebody who has dealt with the same issues you're facing is pretty good. It would help people do their jobs in a more efficient manner."

George Manthorne

Click on a circle below for more information.

A coaching circle is a small group of individuals with common goals who want to work on those goals in a supportive and motivating environment. All members have their turn in the "hot seat" during which the rest of the group serves as that person's Board of Advisors. Group members offer each other honest feedback, brainstorming, cheerleading, and much needed truth-telling.

This idea came out of CSC's Human Resources Ginger Group as part of our Blueprint 2020 activities. It was just one idea of several that was discussed as a possible way to help employees at CSC, and it has caught management's attention as something to pursue. But for Veronica Felizardo, a member of the ginger group along with George, and Manager of the Performance Management Program at NHQ, this isn't about management. It's about the staff. As a former correctional officer and frontline worker for most of her career, she understands the need.

"I think people are longing for a sense of camaraderie and a sense of support amongst their colleagues. The idea of coaching circles really provides the solution to that because it brings people together that have common interests, common needs, and common issues that they would like support on from their colleagues. And when you do coaching circles by occupational group, it allows a safe space for this collaborative sort of support to happen. I think coaching circles would provide correctional officers and other groups an opportunity to get together and actually flesh out some ideas, and it would help them connect and come together."

And while it could be easy for someone in the field to mistake this as a top-down, corporate idea, Veronica says not so. All of the ownership for the groups would stay with the members. Coaching circles would be strictly for the benefit of those who need the support.

Veronica Felizardo, member of the ginger group

"This isn't about CSC's hierarchy. We want to have buy-in and work from the ground up. The way we envision it is that we would initiate it as a ginger group through a call-out targeting certain groups, such as correctional officers, and we would also engage with the unions. The idea would really be to have partnerships with the bargaining agents because this is really supporting their membership.

"For staff, it would be part of their personal development plan in their performance management agreement. I want them to see this as an initiative that they could own. It isn't just another pie in the sky idea that's going to be gung-ho the first month and then die off. I really want the group members to feel a sense of ownership over the process and feel motivated that things can change if you have the right people at the table and you fully participate. This will be your group. This is about you. It's a safe place with no one there reporting to anyone else. There would be confidentiality within the group and parameters put in place to ensure that."

George agrees. He says that while it may take some time to get the buy-in because it's change, it's worth it because it's change for the better.

"It will take some time to get people warmed up to the idea possibly, but once they start using them and start seeing the effects and positive spin-offs of them, the more people will jump on board. This will be helpful for us and helpful for CSC too. If you can come up with a better way to deal with a daily situation that you can't quite fix all while making some new friends across the country, that's a positive thing. It will make the job easier and more efficient."

Date modified: 2015-01-07