HomeMy WebLinkAboutMINUTES - 07131993 - IO.4 TO: R BOARD OF SUPERVISORS I.O.-4 S__L
Contra
INTERNAL OPERATIONS COMMITTEE
FROM: c'4 E_ Costa
DATE:
�i..`y44
June 28, 1993 County
ST��i'ou�'
SUBJECT: REPORT ON PILOT TELECOMMUTING PROGRAM
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1. AUTHORIZE the Pilot Telecommuting Program to be continued
through June 30, 1994 and allow current telecommuters to
continue telecommuting, subject to departmental approval .
2 . REQUEST the Telecommuting Committee to make a further report
to the Board of Supervisors prior to the expiration of the
Pilot Telecommuting Program on June 30, 1994 .
3 . ADD as a criteria for selecting telecommuters (see Attachment
"A" to the Report from the Telecommuting Committee) the extent
to which it is possible to quantify the employee' s job so that
it is possible to measure productive output as objectively as
possible.
4 . APPROVE an expansion of the Pilot Telecommuting Program from
the current 35 employees to a new total of 105 employees, an
increase of 70 employees .
5 . APPROVE the attached revised Telecommuting Policy and
Procedures.
6 . REQUEST the Training Institute to schedule training for new
telecommuters and their supervisors in September, 1993 and
January, 1994 .
7 . AUTHORIZE staff to promote the telecommuting program through
articles in departmental newsletters, announcements,
informational meetings at County worksites and other means .
CONTINUED ON ATTACHMENT: YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOA •C M i E
APPROVE OTHER
NNE WRI PE X
SU GHT
SIGNATURPEW SMITH
E(S):
ACTION OF BOARD ON APPROVED AS RECOMMENDED X OTHER X
Jaly 13, 1993
The Board APPROVED the above recommendations, and in addition, COMMENDED
Ernie Vovakis of the Community Development Department for his efforts in
implementing the pilot telecommuting program, and DIRECTED that a letter be sent
to Mr. Vovakis and a copy of that letter placed in his personnel file.
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS IS A TRUE
X UNANIMOUS(ABSENT I ) AND CORRECT COPY OF AN ACTION TAKEN
AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD
ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
ATTESTED July 13, 1993
Contact: PHIL BATCHELOR.CLERK OF THE BOARD OF
CC., See Page 2 SUPERVISORS AND COUNTY ADMINISTRATOR
BY DEPUTY
I .O.-4
8. DIRECT the Director, GMEDA, to furnish copies of the
Telecommuting Committee's report to the Bay Area Air Quality
Management District, Contra Costa Transportation Authority,
the I-580/680 Telecommuting Consortium, Rich Wrall and Tom
Cook from Pacific Bell, Tom Anderson from G.T.E. and any other
individuals or organizations who have expressed interest in
and support of telecommuting.
9 . REMOVE this item as a referral to our Committee.
BACKGROUND:
On May 11, 1993, the Board of Supervisors referred back to our
Committee the subject of telecommuting for the purpose of receiving
and reviewing the report from the Telecommuting Committee on the
outcome of the pilot telecommuting program.
On June 28, 1993, our Committee met with Val Alexeeff, Chair of the
Telecommuting Committee; Ernie Vovakis from the Community
Development Department, who has been staffing the Telecommuting
Committee; and Bob Stitt from the Training Institute. We reviewed
the attached report and evaluation.
It is important to note, particularly at the time that we are
making so many reductions in staffing and programs throughout the
County, that the evaluation of the Pilot Telecommuting Program
concluded that telecommuting appears to improve the morale of the
involved employees and increases productivity, both in the view of
the employee and his or her supervisor.
We are asking that a copy of the evaluation questionnaire be
provided to the members of the Internal Operations Committee. Much
of the evaluation of increased productivity was apparently somewhat
qualitative and subjective because of the difficulty of quantifying
the output of many employees ' jobs. We are, therefore, asking that
the ability to quantify an employee' s job be added as one of the
criteria which will be used to select telecommuters .
We believe that the Pilot Telecommuting Program has demonstrated
sufficient success that it should be continued and expanded. We
are, therefore, recommending that those employees who are currently
telecommuting be allowed to continue to do so, with the approval of
the department, and that an additional 70 employees be authorized
to telecommute, providing that many additional suitable potential
telecommuting candidates can be identified.
cc: County Administrator
Val Alexeeff, Director, GMEDA and
Chair, Telecommuting Committee
Ernie Vovakis, CDD
Bob Stitt, Training Institute
-2-
CONTRA COSTA COUNTY
COMMUNITY DEVELOPMENT DEPARTMENT
DATE: June 22, 1993
TO: Internal Operations Committee
FROM: Telecommuting Committee
SUBJECT: Recommendations on Pilot Telecommuting Program
RECOMMENDATION
The County Telecommuting Committee recommends that the Internal
Operations Committee consider the following recommendations to the
Board of Supervisors:
1. Authorize a continuation of the pilot telecommuting program
for an additional 12 months; allow current telecommuters to
continue telecommuting, subject to departmental approval.
2 . Approve the Revised Telecommuting Policy and Procedures.
3. Request the Training Institute to schedule training for new
telecommuters and their supervisors in September 1993 and
January 1994.
4. Promote the telecommuting program through articles in
departmental newsletters, announcements, informational
meetings at County worksites and other means.
BACKGROUND
On November 19, 1991, the Board approved in concept the development
of a telecommuting program for County employees. On January 14,
1992, the Board established the County Telecommuting Committee and
directed it to develop guidelines for a County Telecommuting
Program. On June 23, 1992, the Telecommuting Committee recommended
that the Board authorize the implementation of a six-month
telecommuting pilot program in accordance with policies and
procedures developed by the Committee. In September 1992, the
Board authorized the initiation of the pilot program. Training for
the pilot program was held at the County Training Institute on
November 2, 3, and 19 for telecommuters and on November 6 and 13
for supervisors. Initially about 40 employees enrolled in the
program, with about 35 continuing to the present.
A mid-term evaluation of the program occurred in February and a
final evaluation in May. The results of the final evaluation are
presented in Exhibit A.
1n
Internal Operations Committee
June 22 , 1993
Page 2
In general, the six-month pilot program was considered very
successful. Participating employees were able to work effectively
at home, a reduction occurred in work trips and travel costs,
productivity and employee morale increased, family life benefitted,
and participating supervisors were supportive of the program.
Clearly, training and proper planning were essential prerequisites
of successful telecommuters.
Problems which were encountered included lack of adequate
equipment, co-worker resentment, shortage of staff in the office
due to budget cuts, lack of management support, increased telephone
costs, and a failure to notify a new supervisor about the program.
Supervisors requested guidance in selecting potential
telecommuters. The consultant evaluating the program considered
that all of these "problems" were manageable and that the benefits
of the program substantially outweighed the costs.
In March 1993 , staff was notified by the BAAQMD that the County's
telecommuting program was eligible for a $27,250 grant. County
telecommuters identified the following equipment needs to support
home telecommuting: software, telephone connections, personal
computers, fax machines and modems. The Board voted to accept the
grant on June 8, subject to its subsequent approval to continue the
telecommuting program. At its June 17 meeting, the Telecommuting
Committee approved guidelines for the disbursement of the grant
funds. Staff has been informed that additional funds to support
the telecommuting program may be forthcoming from the Bay Area
Telecommuting Development Program.
In formulating the above recommendations, the Telecommuting
Committee took into account the consultant's evaluation of the
pilot program, the availability of grant funds, and the County's
current budget crisis. The Committee felt that extending the pilot
program for one year offered a way of continuing the pilot program
in a controlled and monitered format, while minimizing the
potential number of participants and the impact on County
operations. Grant funds could be utilized to correct equipment
deficiencies and could allow for evaluation before and after the
equipment was provided. The Committee identified a need for
increased promotion of the program and stronger management support.
The Committee recommends use of workshops, newsletter articles and
fliers prior to the enrollment period for training. Criteria for
selecting telecommuters are included in the revised Telecommuting
Policies and Procedures which the Committee amended and streamlined
(Exhibit B) .
Exhibits:
A Evaluation of Pilot Telecommuting Project
B Revised Telecommuting Policy and Procedures
EXHIBIT A
' Contra Costa County
Telecommuting Pilot Program
Final Evaluation
June 20, 1993
Executive Summary
This report is based on the preliminary analysis of the survey questionnaire
data collected as part of the final focus groups with the pilot telecommuting
program. The conclusions expressed in this summary are based on the criteria of
travel behavior impact, productivity changes of workers and impact on family and
community life of participants as specified by the Board of Supervisors order
initiating the program. We have forwarded under separate cover, the statistical
analysis of pre and post pilot questionnaires along with a transcript of the final
focus groups.
Our overall conclusion is that the pilot telecommuting program for Contra
Costa County is successful. Thirty-four (34) people participated in the pilot
program. They averaged 20 telecommuting days during the six month trial, or
approximately 3.3 days per month. This figure is somewhat below the Institute's
database overall average of 6 days per month for other pilots. However, even with
this low frequency of telecommuting the following significant results were found
during our evaluation.
Travel Behavior
Employees made a total of 361 fewer work related trips due to participation in
the pilot program. They also totaled as savings of 746 travel miles and reported an
average savings of$15.11 per month in gasoline costs.
Productivity
Employees reported an average increase in productivity of 21.2% for the time
they were telecommuting, as compared to non-telecommute days. This figure is a
little higher than our overall average of 15% for other studies. Major factors
related to increases were (1) uninterrupted time to work, (2) less distractions and
(3) substitution of work time for travel time.
Stress levels: Employees reported significantly decreased stress levels which
they attributed to their participation in the pilot program. On a scale of(1) - stress
decreased quite a bit, to (5) - stress increased quite a bit, they reported an average
score of 1.94 signifying stress decreased in almost all cases. This is significant in
the workplace, from the perspective that lower levels of stress enable the employee
to be more productive in terms of the quality or the amount of work being produced.
Family mm2acts
Quality of life: Telecommuters reported that telecommuting allowed them to
spend more time with their family and that 43% reported that this factor was
'extremely important' to them. This same percentage reported a 'considerable
increase' in the overall quality of their life and 55% stated that telecommuting
allowed them more freedom to make choices in their lives. Most respondents (70%)
stated that they used the extra time available for leisure and recreation.
Participants reported significant decreases in personal stress during the
pilot study. Fifteen of the 34 participants reported that decreased stress was the
most significant change in their lifestyle noted during the pilot.
Recommendations
Based on our analysis of this data, and in comparison to other pilot
programs, we conclude that telecommuting works well for Contra Costa county
employees. Telecommuting should be considered as a viable work schedule
alternative and be developed as a regular human resource management policy.
However, expansion of the pilot program is a management decision which must be
made within existing budgetary constraints. One alternative, at this time, would
be to continue the pilot telecommuting program for another 12 months. This would
allow Contra Costa County to take advantage of additional funding recently made
available for the purchase of technology to support telecommuting.
A concentrated effort needs to be made to educate department directors about
the positive benefits of a telecommuting program in these fiscally austere times.
Support for the pilot program among upper management has been mixed. We
believe this lack of enthusiasm is due to a lack of information about the program
and its positive impacts on the county's most precious resource, its employees.
Our experience with other local government agencies is that visible and
vocal support from upper management is a key ingredient in making these
alternative work style programs successful.
Future Actions
We will forward complete statistical analysis of the data collected at a later
date. We are also documenting the individual impact of telecommuting by
conducting several videotaped interviews with selected participants during late
June. These tapes, once edited, will be forwarded as well. We suggest that these
videos and other data from this pilot project can form the basis for a management
education program for Contra Costa County as it moves towards making
telecommuting a normal way of working.
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Contra Costa County
Six-Month Telecommuting Pilot Project Close
May 20, 1992
Final surveys were distributed and the following points were
brought up for consideration.
Telecommuters' Comments
Benefits of Telecommuting
• mileage costs decreased
• morale booster
• better streamlined procedures in the office
• better adjusted methodology of office interactions to cover
unanticipated "drop in" customers
• after monitoring productivity in one dept. telecommuting allowed
the same amount of work to be accomplished in 44 hrs as opposed
to 160 hours in the office
• improved organizational skills
Barriers
• lack of equipment at home
• manager concerned with phone coverage while employee is
telecommuting - worked out rotating schedule to cover
• new administrator was uanware of the extent of the pilot -
feedback on the benefits helped to accept and participate
Coworker Issues
• jealousy could be reduced by including more volunteers in
program
• need to communicate the benefits and results of pilot
• help coworkers evaluate the right "fit" required for
telecommuting
• inform coworkers of the benefits of telecommuting
• job specialization may help minimize workload issues
• cross training may be another answer to workload issues
Suggestions for Improvement
• maintain meeting schedules - reinforces face time with
coworkers particularly with 9/80 and telecommuting
alternatives
• keep group calendar to avoid difficulty when scheduling
• take advantage of future technological advancements
• change the structure of working as we know it, mostly because of
technology
• change the mindset of how we are accustomed to working
• technical training for everyone, not just telecommuters
• encourage volunteers and participation from other than "line"
employees
• to implement telecomuting effectively additional $ needs to be
alotted for equipment such as modems and computers
Family Issues
• increased quality time with children
• initially one spouse had to adapt to work schedule and the rules
of working at home - accepted and achieved
• most spouses were described as very supportive and
understanding of work schedules in the home office
• overall those with families strongly recommended telecommuting
to those with the need to juggle family work and family
responsibilities
Managers Comments
Benefits of Telecommuting
• morale booster
• productivity increase
• organizational skills improved
• employee and county gains use of better equipment at home office
Areas of Concern
• increases in phone bill at the office
• how can supervisors successfully telecommute
• coworker jealousy and organizing uanticipated workload on days
telecommuter works at home
• isolation issue of one employee who lives alone and
telecommutes
• restricting flexibility inhibits benefits of telecommuting
• restricting amount of days allowed to telecommute may prohibit
productivity
• rigid controls placed on telecommuter may also prohibit the
positive benefits and productivity gains
Suggestions for Improvement
• expand visibility of program to increase management acceptance
• acquire better home equipment
• provide general education about telecommuting
• promote environmental benefits in quantifiable terms
• overcome communication glitches between home workplace and
office
• address workload issues for concerned or affected coworkers
• train coworkers as well as telecommuters on new work methods
• schedule telecommute "goal" days with understanding of
inevitable changes in scheduling
• maintain flexibility that will enable a successful telecommute
program
Additional Comments
For one manager it was easier to reach employee on telecommuting
days due to the amount of field work employee was involved with
The pilot group is establishing the "culture" of future telecommuters
EX�IIBIT B
CONTRA COSTA COUNTY
TELECOMMUTING POLICY AND PROCEDURES
I. OBJECTIVE
The telecommuting program is part of Contra Costa County's employee Transportation
Demand Management (TDM) program. The objectives of the telecommuting program
is a to een4ibute to fegienal e&fts toreduce peak hour traffic congestion, air
pollution, and demand. for parking spaces by allowing selected employees to work at
home or at a satellite location near their home, as provided in an agreement between the
employee and management. As a secondary benefit, the County believes that
telecommuting will increase productivity and improve the morale of employees.
II. TELECOMMUTING POLICY
A. Participation in Telecommuting
The telecommuting program allows County employees, upon approval of their
supervisor and department head, to work at a home or a satellite work facility.
The specific arrangements for telecommuting will be set forth in an agreement
between the employee and management. Telecommuting is a privilege and not
a right. Participation in telecommuting may be terminated at the request of either
the employee or management. tatti< ;:::.;.::: ids > ueie >t
.............g ; g
B. Working Hours
Work hours, compensation and vacation schedules will conform to the County
Ordinance Code, MOU provisions, Fair Labor Standards Act (FLSA)provisions,
and to terms otherwise agreed upon by the telecommuting employee and the
supervisor. The telecommuter will spend a minimum of one regular work day
per week in the office or usual place of work. No employee shall work more
hours than his/her normal work week as a result of telecommuting unless he/she
has received prior overtime authorization and is compensated for that overtime
(except if that employee is exempt from overtime).
C. Communications
Telecommuting employees will agree with their supervisor on a method for
receiving and responding to communications,including mail, telephone messages,
electronic mail, departmental and County memoranda and announcements,
training opportunities, and other. This method will be specified in the
telecommuting agreement.
D. Measuring Work Activity
Telecommuting employees will agree with their supervisor on the objectives and
work assignments to be accomplished during the telecommuting period. The
agreement will also identify the method of measuring productivity. The
..........
telecommuting program is not intended to extme !." more work form
employees than normally accomplished, nor to encourage employees to work
uncompensated hours.
E. On-Site Visits
When the work site is located in an employee's residence, ate
County fow
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fepfesenWive, trained fef-the puTese of the Yisit, may ::........ 6irg..I
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ft"'conduct an on-site visit. A minimum of 48 hours advance notice of the visit
.:.
will be provided to the employee. The purpose of the visit would be to determine
that the worksite is suitable, ensure that any confidential records used by the
employee are secure, and, if applicable, to maintain, repair, inspect or retrieve
County-owned equipment.
F. Overall Obligation's":
"
Telecommuting employees renes-:::Awi��obligated to comply with:::�i::'a
AVV- e.
County rules, policies, practices and instructions. Employees are responsible for
clarifying any questions regarding the applicability of rules, policies, practices
and instructions through discussions with their supervisor. No negative impaet
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employee's performance evaluationkilt ef their- peder-manee whil
te4eeefafnefing.
G. Flexibility to Departments
It is the intent of these policies and procedures that department heads have the
maximum flexibility in developing telecommuting agreements that reflect the
nature of work of their department and characteristics of their employees.
TELECOMMUTING PROCEDURES
A. Set-Up
1. Application Procedures
To become eligible to telecommute, an employee must submit to their
supervisor an application requesting consideration for telecommuting
2
3pti ). Applications for telecommuting will be
reviewed by the employee's supervisor for a recommendation. All
applications, regardless of the supervisor's recommendation, will be
forwarded to the department head for approval or disapproval. Copies of
all approved applications will be submitted to the Perser el a a:
.:. p :Vie:..:. xxxxxx
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2. Telecommuting Training
Prior to initiation of telecommuting, both supervisor and employee must
participate in training designed to survey and identify the following: job
responsibilities and physical arrangements necessary to support
telecommuting; supervision and measurement of performance; methods of
communication; and procedures or use of tools/equipment to be used in
telecommuting. Training will emphasize the organizational and planning
skills necessary for telecommuting.
3. Agreement
,� :;>,., cttno> e.. :....::<rteeeQiminutiu...,...:. rzs><....,.. �4-written
.::.:<.>:..........................................................................................................................................................
agreement Must be signed by theetiuve `<l
employee and supervisor--wh".,,:'::::al sets forth the terms for
telecommuting, including work schedule, work location, work to be
performed while telecommuting, method of communicating with the
office, use of County equipment and supplies, and any other terms
......................
t agreed to by the empleyee and the supefyi
4. Termination
A telecommuting agreement may be terminated by either party with at
least two weeks notice unless both parties agree otherwise. Termination
of a telecommuting agreement by the supervisor or department head shall
not be a grievable issue and no negative impaet.willotreflect t'
on the employee.
S. Participation in Telecommuting Studies
Employees and their supervisors/managersrparticipate
in all studies ices vpe s and analyses relating to telecommuting for
di
the County. Invidual survey responses will remain anonymous, unless
authorized for release. Otherwise, aggregate employee responses may be
compiled and made available to the public, without identification of the
study participants. Non-telecommuters will also be surveyed to identify
any adverse impact resulting from telecommuters. All studies shall be
reviewed by the Telecommuting Committee.
3
B. Operations
1. Employee Benefits
All existingbenefits will—Fema n the
for
telecommuting employees as fef empleyees at Getinty sites. An employee
is covered by Workers' Compensation whether working at home or for
work-related travel. Requests-to-esetk sick leave, vacation or other
leave must be approved by the telecommuter's supervisor/manager in the
same manner as the employee who does not telecommute. If a
telecommuter becomes ill while
tt , he/she must report the hours actually worked and use sick
leave for those hours not worked.
2. Clerical Support
The need for clerical support will be identified and addressed in the
agreement between the supervisor and the employee.
3. Requests for Training
All requests for training, other than telecommuting training, and all other
activities will be handled in accordance with existing County policy.
4. Program equipment and Supplies
The equipment and supplies necessary to telecommute will be provided by
either the employee, the department, or a combination of both employee
and department. The County will endeavor to make available to an
employee wishing to purchase equipment, any discounts for hardware,
software, or equipment to be used to complete assigned work. County
assigned equipment and supplies shall not be loaned by the telecommuter
..........
to anyone unless��.€.<................... by his/her supervisor. The
telecommuter and supervisor are responsible for including a plan to
safeguard confidentiality of work and protection of equipment as part of
the telecommuting agreement.
Participants that are assigned County-owned hardware and software will
provide written acceptance before being given custody of the items. The
responsible supervisor/manager and employee, along with the help of a
representative from Data Processing Services, if necessary, will define
what tools are needed beyond what is available. Once this is determined,
a request should be submitted to the appropriate department head for
approval to obtain identified items.
Materials needed to support the telecommuting effort will be provided by
the department. All requests must be submitted by the responsible
supervisor/manager to the department head for approval, if feasible.
4
5. Software and Required Hardware
The cost of software and hardware modifications will be paid by the
department. The supervisor/manager, after consulting with Data
Processing Services, will obtain the necessary equipment. The software
and all files and databases shall remain the property of the department.
All software copyright laws will be strictly adhered to; no unauthorized
copies will be made of County-owned software.
6. Repairs to Equipment
The cost of repairs of employee owned equipment will, ' , be
paid by the employee. When County equipment is provided to the
telecommuter, it is his/her responsibility to ensure that the equipment is
used properly. Repair costs for equipment owned by the County will be
paid for by the department.
Upon determining that there is a problem with County-owned hardware,
the employee should notify his/her department as soon as practical and
inform them of the problem. The department will decide whether or not
to repair or replace any items identified.
If there is a delay in the repair or replacement of the equipment or any
other circumstance under which it would be impossible for the
telecommuter to work off-site, then he/she will be reassigned to a County
facility until the repair has been made or circumstance has been corrected.
7. Designated Work Space
The telecommuter will designate a work space, at the off-site area` . for
y equipment to be used while telecommuting' r .
..... . n... This work space should be maintainediaUld1ts<
safe condition, free from hazards to people and equipment, and should
comply with County VDT standards. Every attempt will be made t
assum that the Gounty's VDT pehey is implemented in the heffle. The
County will provide guidelines for VDT and ergonomic standards ander
visit as many hemesites as pessib provide assistance to telecommuters
WMM complying with these standards.
eentinuous VDT-
.................:::::::
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...................................
8. Costs Directly Attributed to Telecommuting
Costs incurred as the direct result of telecommuting, such as billings for
local and long distance County calls, and the costs of a direct line for a
computer modem, will be reimbursed to the employee by the department,
upon verification as agreed between the department and the employee.
The employee must maintain an adequat
5
ay< <udfflrt :.:.;:::::::h4nece� made on behalf of the Count
(Bihibit B). Alternatively, the department may provide calling cards to
telecommuting employees. The department and employee should work
together to minimize the direct costs attributed to telecommuting. This
method will aid in the verification of the calls being paid for by the
department. No form of reimbursement will be made without this or
similar proof.
IV. PILOT PROGRAM
In order to test the feasibility of a telecommuting program for County employees and to
resolve any problems inherent in such a program, the County wiH-conduct a six-month
nThe pilet.
telecommuti pilot ro ram<btvv of >art «
g P P g .::.: ::.:;<::.;:.;:.;:.;:.:
pregrain will begin en 9-eweb—
pelieies and pr-eeedttfes abeye will apply te the pilot pmgram fified herein.
Teleeefmnuting . Employees who are telecommuting at the conclusion of the
pilot program may continue to telecommute, at the discretion of their supervisors and
department heads, pending the decision of the Board of Supervisors on permanent
implementation.
mmtPol&Proc.Red
6
"ATTACHMENT A"
HOW TO SELECT TELECOMMUTERS
There is no secret combination of characteristics which will ensure a successful telecommuter.
The most important factor in determining who will telecommute is to provide the employees with
the option of volunteering to participate in the telecommuting program. In professional level
jobs, employees are skilled at self assessing their potential for telecommuting. In entry level
jobs, self perception is not quite as clear. The most common characteristics of a successful
telecommuter are as follows:
• Demonstrates self-motivation
• Exhibits a positive attitude toward telecommuting
• Possesses strong time-management skills
• Maintains a high level of productivity
• Requires minimal supervision
• Works well with family members
• Prefers home environment
• Is moderately people-oriented
• Possesses a high level of skill and job knowledge
• Exhibits strong organization skills
The telecommuting program must remain flexible enough for employees to use it for their
benefit and for meeting the needs of the organization. If a telecommuter is experiencing
difficulty at home (s)he should have the capability of suspending telecommuting until such time
as it becomes reasonable to return home to resume telecommuting.
The most successful telecommuting programs recognize flexibility on the part of the
telecommuters and the organization to creatively address problems.
Source: Pacific Bell, The Telecommuting Resource Guide.
tmut/pacbeUnn
ATTACHMENT B
CONTRA COSTA COUNTY
TELECOMMUTING APPLICATION/AGREEMENT
INSTRUCTIONS: Applicants for telecommuting complete questions PART 10 - 9),
and submit to supervisor for completion of questions PART II (10 - 17). If approved
by supervisor, sign and submit to department head. If disapproved by supervisor,
submit to department head with reason for disapproval.
PART 1. (APPLICANT COMPLETES THIS PART):
1. Name: Date•
2. Department: Phone#:
3. Proposed telecommuting schedule (indicate days and work hours):
4. Proposed Work Location:
Employee's Home_County Facility_Other
(explain, if other)
5. Equipment to be used while telecommuting (indicate if personal or County-
owned equipment will be used):
6. Work to be performed while telecommuting:
7. Job Title:
8. What technology is required for the job: (check as many as apply)
Telephone _
Fax _
Copier _
Modem (Speed )
PC _
Other _ (if so, describe:)
9. What is the distance between your home and work location? Miles
PART 11. (SUPERVISOR COMPLETES THIS PART):
10. Method of communicating with the office while telecommuting:
11. Method of providing clerical support:
12. Method of measuring work completed while telecommuting:
13. Term of Agreement:
(from) (to)
14. Additional terms as agreed by employee and supervisor:
15. Length of employment in department:
16. Can this person work without direct supervision? Yes No
17. Is there anything in this person's job which requires them to be in a specific
work location? Yes_ No
If yes, briefly describe:
I have read the Contra Costa Telecommuting Policy and Procedures and agree to abide
by the terms and conditions therein. I understand that:
1. Telecommuting is a privilege, not a right.
2. 1 am expected to participate in training for telecommuting with my supervisor
prior to participating in the telecommuting program.
3. 1 am not expected to work more than a normal work day on telecommuting
days.
4. 1 will receive prior authorization from my supervisor for overtime work.
5. In the event I am assigned to a new supervisor or department head, I will
request that he/she also approves this agreement.
6. On-site visits to my telecommuting site may be conducted by County personnel
to determine that the worksite is suitable. Advance notice of at least 48 hours
will be provided to my prior to such a visit.
7. 1 am expected to comply with all applicable County rules,policies, practices and
instructions.
8. This agreement does not affect my employee benefits. Requests for vacation,
sick leave, or other time off will be handled according to existing County and
departmental policies.
9. This agreement may be terminated by either party at any time.
10. 1 agree to respond to any surveys and inquiries conducted by the County to
evaluate the effectiveness of telecommuting. I understand that my responses
will be treated confidentially unless I authorize their release.
Signature: Date:
(employee)
Recommendation by Supervisor: Approval _ Disapproval
Signature: Date:
(supervisor)
If disapproved, state reason:
ACTION BY DEPARTMENT HEAD: Approved _Disapproved
Signature: Date:
(department head)
tmut:Agreemrrt.frm
Attachment C
Page of
Name:
Department: TELECOMMUTING
Month:
TELEPHONE LOG
CONTRA COSTA COUNTY
DATE PHONE NUMBER NAME/PURPOSE OF CALL AMOUNT
TOTAL
(this Page)
The Board of Superviors Contra ",--Tf)- � til Batchelor
k of the Board
and
County Administration BuildingCosta /�? �� YJZ& .L tyAdministrator
651 Pine St., Room 106
J ( ✓ 10)646-2371
Martinez, California 94553 County C�/ v'�••-
Tom Powers,1st District
Jeff Smith,2nd District
Gayle Bishop,3rd District �
Sunne Wright McPeak.4th District `
Tom Torlakson,5th District
'Pv•a�ir
July 19, 1993
The Honorable Darrel "Jay" Tucker, Chairman
Contra Costa Transportation Authority
1340 Treat Boulevard, Suite 150
Walnut Crete CA 94596
Dear Mr�er:
It is our understanding that the Contra Costa Transportation
Authority, at its meeting on June 16, 1993, agreed to assume the
responsibility for the Paratransit Coordinating Committee. On July
13, 1993, the Board of Supervisors concurred with the decision.
The Board of Supervisors has authorized me to advise you formally
that we will consider the Contra Costa Transportation Authority as
responsible for the Paratransit Coordinating Committee as of August
1, 1993, pursuant to the attached Board Order.
Please have your staff contact Daniel J. Pulon of our
Transportation Planning Division at 646-2835 to work out any
additional details which may be required to complete the transfer.
Very, yours,
1OYI
TOM TORLAKSON, Chairman
cc: Val Alexeeff, Director
Growth Management & Economic Development Agency
Harvey Bragdon, Community Development Director
Daniel J. Pulon, Transportation Planner
Community Development Department