To: Board of County Commissioners
Prepared By:
prepared
Bryan D. Weimer, PWLF, Director, Public Works and Development Department
end
presenter
Presenter: Bryan D. Weimer, PWLF, Director, Public Works and Development Department; Karl Herrmann, MPA, Deputy Clerk and Recorder, Clerk and Recorder’s Office
end
Subject:
title
1:00 PM *Work from Home Policy Update
end
Purpose and Request:
recommended action
This study session will provide an update on the proposed Work from Home (WFH) policy, a proposed policy adoption schedule, overview of a WFH survey, and plans for assessing the policy after implementation. We are requesting feedback from the Board of County Commissioners (BOCC) regarding the draft policy and implementation plan.
end
Background and Discussion:
The County has an established telecommuting/flexible remote work policy since 2017. The COVID-19 pandemic shifted a majority of employees to remote work, resulting in a more in-depth assessment of remote work as part of the SEAL Team project.
In February 2021, SEAL Team 2020 presented the results of their project, which was the future of working from home. The BOCC directed the E-team to further evaluate and develop a post-pandemic work from home policy. Karl Herrmann and Bryan Weimer were designated as Co-Chairs of a sub-committee that would take on the task of developing a post-pandemic work from home policy. In addition to the Co-Chairs, members of the post-pandemic sub-committee are:
Ron Carl, County Attorney
Manisha Singh, Director - Strategy and Performance
David Bessen, Director - Information Technology
Todd Weaver, Director - Finance
Michelle Halstead, Director - Commissioners’ Office
Dick Hawes, Director - Fleet and Facilities
Patrick Hernandez, Director - Human Resources
The sub-committee held their first meeting on March 3 to establish a schedule and work plan for development of a policy, which included the following steps;
Policy Development Steps
1. Identify the Need for a Policy
2. Research Policies
3. Determine Stakeholders & Involvement
a. Survey
4. Develop Schedule
5. Determine Policy Content
a. Purpose statement.
b. Specific Regulations/Requirements
c. Implementation section.
d. Effective date.
e. Glossary
6. Obtain Stakeholder Support
a. Department/Offices
b. Employees?
7. Communication Plan with Employees
8. Training Plan
9. Update Schedule and Revise the Policy with Lessons Learned
A survey was developed and sent to County work groups to understand how each of their various departments/offices have used a remote work model during the pandemic and their plans for a post-pandemic remote work model. A summary of the survey results are attached for reference. In general, 94.1% of the various work groups in the County are currently using a form of remote working. Of these reporting work groups, 91.1% indicated they will again use a form of remote work in the future. The specific results for these various work groups post-pandemic is as follows:
The major theme on the ability to perform remote work was - “Does the Business Need and/or Job Function Allow for a Work From Home Model?” The other major theme was that Offices and Departments should have flexibility on how they implement a work from home model.
Based on the results of the survey, the work of SEAL Team 2020, and input from the Offices and Departments, the attached Work from Home policy draft has been structured as an “umbrella policy.” The intent is that Offices and Departments can operationalize and implement the policy as it best applies to their various work groups. The purpose of the policy is to allow (and encourage when appropriate) employees to work at home all or part of their workweek. The use of remote work can help attract and retain a diverse and talented work force, reduce costs, encourage affordable traffic mitigation, improve productivity among employees, better address work and family demands, and further local, state, and national policy goals.
The policy is a voluntary and approval-based process, with the potential for specific positions to be mandatory if warranted by business needs. Arapahoe County should consider remote work to be a viable, flexible work option when the job function is suited to such an arrangement. We recognize that remote working may be appropriate for some employees and jobs but not for others.
The policy as currently drafted and included as an attachment to this agenda item has the following sections;
o Purpose
o Scope
o References
o Definitions
o General Policy
o Policies and Procedures
§ Applicability
§ Eligibility
§ Employee Schedules
§ Equipment and Technology
§ Access, Confidentiality and Security
o Contingency Plan
These sections of the policy will be discussed during the study session. The draft of the policy requires Elected Officials and Department Directors to determine what positions would be eligible for working from home based strictly on job function and business needs. The policy has been drafted to be a “voluntary” request of the employee with the capability for Offices and/or Departments to mandate participation as may be necessary, again based on business or operational needs. The approval process would be at the Office/Department level, which would require ad Remote Work Agreement execution between management and the employee. Furthermore, the employee will be required to complete self-certifications regarding technology adequacy of the remote work space and safe/ergonomic remote work space.
From a programmatic perspective, Human Resources has identified various training opportunities for both employees and managers. The plan would be to assess the work from home program at 6-months from implementation and 1-year, which would include lessons learned, pros and cons being experienced, efficiencies gained or lost, etc. This evaluation would have both quantitative information, as well as qualitative measures. In addition, Fleet and Facilities Management is also planning on assessing the space availability and associated opportunities that working remotely may provide.
As far as the schedule, the goal is to have the final policy before the BOCC on June 1, 2021, for adoption. The specific steps between now and then is as follows:
▪ May 4 - BoCC Study Session #1
▪ May 7 - Sub-Committee Meeting
▪ May 12 - E-Team Update
▪ Week of May 17 Sub-Committee Meeting (Final Version Review/Comments)
▪ May 19 - E-Team (Special Meeting) Approval
▪ May 25 - BoCC Study Session #2
▪ June 1 - BoCC Adoption
Fiscal Impact:
The true fiscal impact (either positive or negative) is uncertain at this point with a remote work model, as it can vary across the various aspects of the County. With that said, Offices and Departments have identified both short-term benefits/detriments as well as some potential long term benefits/detriments. Without identifying specific costs, the survey result themes offered the following:
Short-Term
|
Benefit |
Detriments |
|
Less utilities use, paper use and printing and less gasoline for a fleet of vehicles being driven less |
Increase in Equipment if County provides for both work environments |
|
long-term savings on printing/supplies |
Might need to use personal vehicles for all client engagements and travel if we are not in the office and proximity to pool vehicles. |
|
Reduce in-person traffic and drive more service to kiosks, online, phones and drop-boxes |
No savings or increases |
|
Repurpose of Office Space for work units that available space is currently no available |
Expect savings in mileage, costs of office supplies such as paper, etc. But, could see short-term increase in costs to equip remote workers with monitors, docks, accessories, etc. |
|
Retention and the cost avoidance associated with training new staff |
|
|
Expect a significant cost avoidance in not having to relocate to another building or remodel current space to allow for more work stations. All other costs are expected to be about the same under a hybrid teleworking model. |
|
Long Term
|
Benefits |
Detriments |
|
Potential for reduced costs for office space, utilities, and maintenance |
|
|
We could see savings in reduced footprint, mileage and increase productivity. We could also see productivity increase if we reduce our time to hire by expanding our candidate pool to anywhere in Colorado. |
|
|
County Building Consolidation and/or leasing out unused buildings or space. Possibly selling those buildings that are no longer needed as a work location for County Employees |
|
|
Utility costs, office supplies and increased productivity. |
|
|
Employee retention and creativity born from a better work-life balance |
|
|
Consolidation of office space and potential for pooled administrative intake resources. |
|
Alternatives:
We are asking if the BOCC has feedback on the working draft of the Work From Home Policy and in particular the direction the policy is headed, as well as the schedule for adoption. Furthermore, we ask if the BOCC would like to have a quick presentation from each Office and Department on how they plan to operationalize/implement the final policy at the May 25 Study Session, as time has been built into that study session for that to occur.
Alignment with Strategic Plan:
☒Be fiscally sustainable
☒Provide essential and mandated service
☒Be community focused
Staff Recommendation:
The sub-committee and E-Team recommend that we continue to finalize the policy and supporting documents and present to the BOCC for final concurrence and adoption in accordance with the schedule outlined previously.
Concurrence:
The E-Team has reviewed the working draft of the Work From Home Policy and is in general consensus as to the direction the policy is headed.