wsdot’s telework pilot program interagency committee for state employed women quarterly meeting...

WSDOT’s Telework Pilot Program

Interagency Committee for State Employed WomenQuarterly meetingJanuary 21, 2014

Brooke HamiltonSustainability Projects Manager

WSDOT profile WSDOT owns, manages and maintains:Highways• 20,000 state highway lane miles (86 million

vehicle miles/day)• 225 lane miles of a planned 320-mile freeway

HOV system• More than 3,600 bridges and structuresFerries• 22 ferry vessels, 20 terminals and 500 daily

sailings (23 million passengers/year)

Passenger rail• Partner in Amtrak Cascades state passenger

rail (over 700,000 passengers/year)

Freight rail• Grain Train (89 grain cars)• 492 miles of public owned short-line rail (including the WSDOT-owned Palouse River and

Coulee City Rail System)

Transit support• Commute programs support more than 810,000

commuters statewide (61.5 million vehicle milestraveled reduced 2007 to 2009)

• Vanpool program includes more than 2,400 vans(Washington has the largest public vanpool fleet in the nation)

Aviation• 17 WSDOT-managed airports• 138 public use airports

Funding (includes 2010 supplemental budget)

$1.4 billion 2009-2011 operating program budget

$5.3 billion 2009-2011 capital program budget• State dollars - $3.4 billion• Federal dollars (non ARRA) - $1.0 billion• ARRA dollars (highways and rail) - $0.9 billion

2

Telework at WSDOTPast drivers

State commute trip reduction law (1991)

• Requires large employers in WA to implement commute trip reduction programs

State executive order (2001)• Mandates that all state

agencies have a telework policy

3

Telework at WSDOTPresent drivers

Sustainability

• 2007 law - report greenhouse gas emissions and develop a plan to reduce their emissions

• 2011 Telework Week - challenge from local planning organization

• 2012 Secretary’s Executive Order - sustainable business practices

Future drivers• Real-estate reductions

• COOP

Telework Pilot: Buy-in

Identifying fans– Champion managers

– Internal team

Making the business case– Current policy

– Strategy for multiple initiatives

– Benefits for agency and employee

– No new investments needed

Establishing a goal– 30% of employees in eligible

positions teleworking at least one day per week

5

Telework Pilot: Components

Definition of telework

“working from home or another acceptable location (closer to home) that is not the official duty station for one or more days per week, month or selected time period.”

Phased approach • Six-month pilots

Formalized approach for approval• Eligibility• Telework forms

Telework Pilot: Components

Participation requirements and expectations

• Regularly telework at least once a month but no more than three days a week

• Report data for six months

• Submit accountability tool

• Follow communication protocols

Use your champion manager to create “fans”

• Understand the culture

• Have an open discussion

• Conduct training

• Determine eligibility together

• Report progress throughout

Upper Management Engagement

Continued Engagement

Supervisor engagement

• Host an information session

• Direction from management

• Gauge interest/comfort

• Midpoint check-in

Employee engagement

• Information session

• Gauge interest/comfort

• Self-assessment

• Midpoint check-in

Phase 1.0

• HQ Public Transportation Division

• Aligned with mission

• Targeted 34 employees

• Some telework experience

• Similar job functions

• 21 employees applied and approved

10

Phase 1.0: Starting small and “safe”

Phase 1.0 Results: the numbers

Phase 1.0

Total employees 38

Employees who teleworked at least once a week pre-pilot

3

Employees who teleworked once a month pre-pilot

5

Telework-eligible positions 34

Employees who applied for eligibility 21

Employees approved for telework 21

Monthly telework pilot participants 8

Inclement weather only pilot participants

#

Weekly telework pilot participants 13

Pilot Goal (Weekly telework by 30% of eligible positions)

8

• Tripled the number of employees who telework regularly

• 62 % of employees in eligible positions applied and approved

• 34% of approved to telework weekly

• Exceeded the goal

Phase 1.0 Results: more numbers

• All participants reported they were just as or more productive while teleworking.

• 33% of supervisors with telework employees reported a loss in productivity.

• 73% of all supervisors reported telework boosts morale • Roughly 292 telework days logged• Participants saved $6,500• After the pilot more employees applied

Phase 2: Expansion and Diversity

Phase 2.1

• HQ planning division

• Similar job functions


• Little telework experience

• 23 applied and approved


Phase 2.1

Total employees 138


3


4






#



26

• Tripled the number of employees who telework regularly

• 26% of employees in eligible positions applied and approved

• 8% of approved to telework weekly

• Did not meet the goal


• 94% of participants reported they were just as or more productive while teleworking

• 25% of supervisors with telework employees reported a loss in productivity

• 73% of all supervisors reported telework boosts morale

• Roughly 133 telework days logged

• Participants saved $4,000

• After the pilot more employees applied and approved

Phase 2: Expansion and Diversity

Phase 2.2

• More diverse job functions

• Regional project offices


• No telework experience

• Heavy computer applications

• 18 applied and approved


Phase 2.2

Total employees 99


1


2






#



22

• Increased by six-fold the number of employees who telework regularly

• 24% of employees in eligible positions applied and approved

• 20% approved to telework weekly

• Did not meet the goal


• 82% of participants reported they were just as or more productive while teleworking.

• Only 1 supervisor with telework employees reported a loss in productivity.

• 68% of all supervisors reported telework boosts morale and helps employee concentrate.

• Roughly 214 telework days logged• Participants saved $7,200• After the pilot more employees applied and approved

Overall Pilot ResultsParticipation benefits

• Improved work-life balance

• Saved money

• Happier on the job

• Feel productive and accountable

Agency benefits• Fosters a more efficient and satisfied workforce• Increases office morale• Improves workload organization and prioritization• Fits within the culture • Reduces participant commute travel and office energy consumption• Reduces participant personal leave use• Retains employees

Pilot Summary: the numbersPhase 1.0 2.1 2.2 All

Total employees 38 138 99 275


5 3 1 9


3 4 2 9

Telework-eligible positions 34 88 76 198

Employees who applied for eligibility 24 29 18 62

Employees approved for telework 24 29 18 68

Monthly telework pilot participants 10 16 3 29

Weekly telework pilot participants 16 13 15 44


8 26 22 60

“Most of my work is at sites in Pierce County which are

closer to my home than they are to the Office. Site visits and meetings with property owners would take less time out of my day If I was able to

telework.”

“The program is very clear

about expectations and is well defined and organized.” “I found myself a little

apprehensive at first not knowing how my focus on the job would be at home, but to my surprise I found

myself more productive more focused and less distracted

from home than when at work.”

“Teleworking has trained me to focus on what I can do for that day only. This training is being used more in my work

planning while I am in the office as well, and this is so

valuable.”

“Teleworking forced me to prioritize my

tasks for the following day and be

accountable. “

“Communicating with Teleworkers has been a non-issue and think

very positively of the concept. I'll

probably upgrade my Internet service at some point and

sign up for Teleworking.”

“Teleworking helped me reduce interruptions on

time critical tasks identified by my

supervisor.”

“I appreciate the opportunity and would like the program to

continue.”

“I enjoyed teleworking and would like to the option to telework.”

“Telework is a great

tool.”

Lessons Learned

• Management support affects participation

• Messaging impacts employees understanding

• Employees need more IT guidance

• Supervisor training is essential

• Non-teleworkers benefit too

• Telework helps reduce space needs

• You can modify your goal

• Bring the right players to the table at the beginning

• Formal approach and accountability tool works

Expanding the Pilot

• Reasonable work accommodation in certain circumstances using forms

• Revised inclement weather policy• Mini-pilot in Olympic Region offices • Technical assistance nationally, and state and local

agencies• Numbers increasing

Pilot to Program

• Secretary support– Pilot summary with action items

• New policy components– Goals– Timelines– Determinations– Requirements– Reasonable accommodation– Inclement weather– Information security– Out of state telework

• Union negotiations

Pilot to Program

• Suitability determinations• Training

– Human Resources– Appointing authorities – IT

• Messaging – Pilot language– Old policy

Program Next Steps

• Roll out plan– Management– Employees

• Baseline• Measurement• Reporting

zeal●ot \'zel-ət \ noun: a person who is fanatical about a belief or causeSynonyms: fanatic, fan, enthusiast, follower, champion, advocate, radical, supporter, devotee, partisan

“You converted a dragon into a zealot”

Kevin DaytonRegional

AdministratorOlympic Region

Brooke Hamilton

Sustainability Projects Manager

[email protected]

Questions? More information?

mailto:[email protected]

wsdot’s telework pilot program interagency committee for state employed women quarterly meeting...

Documents

wsdot profile wsdot

state agencies

state highway lane miles

estate reductions coop

wsdotmanaged airports

vanpool program

week report data

operating program budget