HomeMy WebLinkAbout309426 ELHAM SHIRAZI - CONTRACT - RFP - P914 TELEWORK ASSISTANCE1
PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT made and entered into the day and year set forth be ow, by
and between THE CITY OF FORT COLLINS, COLORADO, a Municipal Corp ration,
hereinafter referred to as the "City" and Elham Shirazi, an individual, doing
Elham Shirazi, hereinafter referred to as "Professional".
plank 4*4=1
In consideration of the mutual covenants and obligations herein
agreed by and between the parties hereto as follows:
as
it is
1. Scope
of Services. The
Professional agrees to provide sery
ces
in
accordance with the
scope of services
attached hereto as Exhibit "A", consi
ting
of
twelve (12) pages, and incorporated herein by this reference.
2. Time of Commencement and Completion of Services. The services to be
performed pursuant to this Agreement shall be initiated within five (5) days following
execution of this Agreement. Services shall be completed no later than December 31,
2004. Time is of the essence. Any extensions of the time limit set forth above must be
agreed upon in writing by the parties hereto.
3. Early Termination by City. Notwithstanding the time periods contained
herein, the City may terminate this Agreement at any time without cause by providing
written notice of termination to the Professional. Such notice shall be delivered at least
fifteen (15) days prior to the termination date contained in said notice unless
agreed in writing by the parties.
2/9/00
Deliverables Task 3:
■ Draft and Final Outline
■ PowerPoint /Training Guide. Supporting Templates and
Materials
■ Conduct Two Training Sessions
Task 4: Conduct Internal Training for Staff
Task 4A: Prepare Materials to Train SmartTrips Specialist
The ES Team will train SmartTrips Telework Specialist on the develc
implementation and evaluation of teleworking. The staff will receive in-depth s
going training on program design and implementation. There will be two formal
and roundtable sessions scheduled with the staff. These training sessions
conducted in person and scheduled based on site visits to pilots.
Task 4B: On the Job Training of Staff
The SmartTrips Telework specialist will participate in all pilot meetings and
calls. This will allow the Specialist to acquire skills by shadowing and obsery
Deliverables Task 4:
• On -the -Job training and coaching/shadowing
■ Two training sessions
Other
on -
be
Task 5A: Provide Promotional Events
At the inception of the project, the ES Team with assistance from SmartTrips Telework
Specialist will develop a 2-3 page marketing and outreach plan identifying strategies for
recruitment of pilots and for the promotion of teleworking. The ES Team will be a ailabl
for presentations and promotional events. It is highly recommended to minimize use of
direct expenses that these events be scheduled to concur with other in person tasks.
Task 5B: Develop Content for Website
The ES Team will develop content for the telework website including tools for pro ram
implementation such as templates for agreements and policies, selection guidelines,
technology glossary, do's and don'ts, implementation steps, sample proposal to
management, and the latest data on teleworking. The ES Team will also provide links to
other websites.
Task 5C: Develop Content for Brochures, Flyers or Poster
The ES Team will develop content for a brochure, flyers or posters. SmartTrips
responsible for the graphic design, production and website development.
Deliverables Task 5:
■ Develop 2-3 page marketing plan
■ Present at Sessions
■ Draft and Final Web Skeleton
■ Draft and Final Content on Approved Skeleton
■ Draft and Final Content on Brochures, Flyers and Posters
II be
Task 6: Track Results/Evaluation
Task 6A: Track Results
The ES Team will work with SmartTrips to track results of the programs. The overall
results based on the pilot programs and the training sessions will be tracked by the
consultant. We will work with SmartTrips to recommend tracking procedures for tracking
hits on website, impacts of print and other media.
Task 68: Develop On -Going Tracking Mechanism for Participations
The ES Team will set up tracking strategies for future of the program. Typically, pilots
report results annually and telework questions are developed for use in general
population surveys. Some of the tracking procedures developed in Task 6A Nill be
refined for Task 6B.
Task 6C: Develop Method for Evaluation
The ES team will develop a final report on all activities and program results.
invoices will be prepared with appropriate attachments. The report will inclL
goals and results.
Deliverables Task 6:
■ Track Results
■ Write Final Report
2. Schedule and Budget
The ES Team will adhere to the final schedule as directed by City of Fort Collins
Any changes will be discussed with and approved by staff.
1. Develop/Implement Five Programs
2. Develop Case Studies
3. Develop/ Conduct ExternalTraining
4. Internal Training of SmartTrips staff
5. Develop Marketing/Outreach Prograi
6. Track Results/Evaluation
target
1. Develop/Implement Five Programs R 56 17 P73$ 9,355 $ P660$50 $
710 $ 10,065
2. Develop Case Studies
30
15
45
$ 5,925
$ 5,925
3. Develop/ Conduct ExternalTraining
20
20 $ 2,400
$ 660
$ 50
$
710
$ 3,110
4. Internal Training of SmartTri s staff
10
10 $ 1,200
$ 660
$ 50
$
710
$ 1,910
5. Develop Marketing/Outreach Program
20
20 $ 2,400
$ 660
$
$$ 2,400
6. Track Results/Evaluation
15
15 $ 1,800
$ 50
S
710
$ 2,510
Subtotal Hours
151
32
1830
Subtotal$
$18,120.04,960.00
$
$23,080
$ 2,640
$ 200
25,920
3. Experience of Firm
Elham Shiraz!
Elham Shirazi is a sole proprietor woman based enterprise (WBE) with expertiSE in the
development, marketing, implementation and evaluation of telecommuting programs. She
has been working in the telework field since 1984 and established her consulting firm in
1991.Ms. Shirazi is nationally and internationally recognized for her contribu ons to
teleworking. She has implemented and evaluated telework and training programs for
several (60-70) private and public sector, and non-profit employers. She has also helped
develop regional telework resources, and training programs throughout California, and in
Denver, Atlanta, DC, Houston, New Jersey, and Phoenix. Elham has provided co sulting
services to various levels of government including the White House, US Congress, US
Department of Transportation and numerous agencies at the regional and local leve .
Select Projects include:
Atlanta Clean Air Campaign
Developing components of a regional working program including website enh
implementing telework programs for employers, developing case studies and
an incentive program. 2003
San Diego Association of Governments
Assisting in developing resources for employer assistance in implementing
work schedule and telework programs. Conduct training and workshops.
website resources on alternative work schedules and telework. 2001-present
Denver Regional Council of Governments
Implemented 10 pilot teleworking programs. Some of the companies include: City of
Lakewood, Encoda Systems, Denver Regional Council of Governments, Jefferson ounty,
and Rocky Mountain Center for Health Promotion and Education. Responsibilities include
overall project management, website development, developing case studies and training
materials, conducting training and marketing of teleworking. 1998-present.
US Department of Transportation
Conducted assessment of teleworking in the greater New York region including N York,
New Jersey and Connecticut. 2001
Metropolitan Washington Council of Governments
Assisted in evaluating teleworking in the DC region through household surveys,
surveys of telework center users and managers. 2000-2002
Valley Telework Project -Regional Phoenix Transit Authority
Assisted in implementing telework pilot programs for several employers in the
region. Companies include, City of Mesa, AAA, Community of Joy, Cigna and
Health. Conducted seminars and training. Developed web content. 2000-2003
County of Los Angeles, California
Conduct teleworker and telemanager workshops. Approximately 200 new telework rs and
their managers were trained in 2002. 2001-present
New Jersey TMA Council
Developed and conducted one -day telework training for New Jersey based TMAs 2001
Houston Galveston Area Council
Developed a regional telework program for the Houston region. Responsibilities included
overall project management, developing 15 employer programs, conducting train ng and
marketing, and developing resource materials. Some of the employers include: British
Petroleum, United Space Alliance, State of Texas, Houston Galveston Area Council and
Lockheed. 1999-2002
National Environmental Policy Institute
Project leader for design and implementation of teleworking and emissions trading
programs in LA, DC, Denver, Houston and Philadelphia. 2000-2002
Metropolitan Washington Council of Governments
Evaluated the impacts of eight teleworking pilot programs. 1997-1999
Southern California Telecommuting Partnership
As Project Manager was responsible for one of the largest and most successful
telecommuting outreach, training, and evaluation programs worldwide. Develope a work
program to promote home and center based telecommuting, and alternative officir g in the
Southern California region. Approximately 500 new teleworking program were
implemented. Managed 15 contractors and a $2 million dollar budget. 1994-1996
4. Experience of Assigned Personnel
This section provides information on the project management and qualifications
of key staff. Elham Shirazi will be the project leader and manage the use of
consultants' time and assignments. Her specific duties will include: reporting to,
and obtaining approval from SmartTrips staff and management on all products
and services, developing resources, conducting internal and external training,
developing case studies, and working with employers. Peter Valk will also work
closely with Elham in implementing pilot programs and developing case studies.
All consultants will be vendor neutral and not promote use of any particuh
of products. Elham will that deliverables are completed in a timely manner
of a high quality.
The Elham Shirazi Consulting team (ES Team), composed of Ms. Elham
Transportation, Telework and Telecommunity Consultant, and Mr. Peter
Transportation Management Services, have played key roles in develop
implementing regional telework programs (Denver, Houston, Phoenix, and Atla
numerous company -based telework programs. Some of the unique a
experience of the ES Team includes:
brand
rid are
au -
Ik of
and
and
v Direst and extensive experience in developing and implementing regional
telework programs
ES Team members have been involved in all aspects of developi g and
implementing regional telework programs nationwide.
Elham and Peter have been consultants to regional employer telework programs
developed in Atlanta, Southern California, San Diego, Phoenix, Huston,
Washington DC, Baltimore, New York, and Denver. Elham was thq lead
consultant in developing programs and resources in Southern California, Denver,
Houston and New York. Case studies, implementation resources and w bsites
were developed for most of these regions.
v Hands-on work with employers to design, implement, market, and a aluate
telework programs
All ES Team members have worked with large, medium, and small public and
private employers to implement programs. Elham Shirazi has worked with
employers such as Kaiser Permanente, British Petroleum, County f Los
Angeles, Encoda, Hughes, and many others in developing programs. Pet r Valk
developed programs for clients such as Big Brothers Big Sisters, Carollo
Engineers, National Head Start Association, and Loudoun County (VA . The
team has worked in various environments and nationwide.
v Unsurpassed knowledge of teleworking
ES Team members are well known experts in teleworking and over the years
have contributed to the nationwide growth and acceptance of teleworking. Elham
and Peter have trained hundreds of professionals on teleworking and have
developed articles, manuals, training programs, videos and resources on
teleworking. Reports and manuals on teleworking produced by the Team have
been printed and widely circulated by the US Department of Transportati n and
State Departments of Transportation in numerous states.
v Demonstrated ability to maximize use of funds by minimizing overhead an � other
costs
Members of the ES Team have been working with employers and other clients
throughout the country for the past two decades. In many instances, we have
successfully completed projects with little face-to-face interaction, but with an
emphasis on communication with clients. The ES Team works well together and
has similar working styles. This will enable the Team to work easily with
employers and maximize the efficiency of trips to Fort Collins.
The ES Team's philosophy is to nurture employers and clients with a mi
person time and virtual team building. To reduce development time for r
the required products and services, when possible, the Team will tail(
developed for use in other regions to the needs of the SmartTrips' mark
Team has always completed projects within agreed upon timeframe and b
Proiect Leader and Telework Consultant
ELHAM SHIRAZI - Transportation, Telework and Telecommunity Consultant
Elham Shirazi is a sole proprietor and woman business enterprise (WBE) with exp
the development, marketing, implementation and evaluation of telecommuting pn
Ms. Shirazi is nationally and internationally recognized for her contributions to tele%
Her teleworker and telemanager training manuals were in entirety translated to JE
by NTT, the national telephone company. She implemented and evaluated telew
training programs for numerous private and public sector employers (i.e.,
organizations). She helped develop regional telework resources, and training pi
throughout California, and in Atlanta, Denver, Houston, New Jersey, Phoenix, and
Elham provided consulting services to various levels of government including thi
House, US Congress, US Department of Transportation and numerous agencies
regional and local level.
of in -
any of
tools
t. The
in
k and
60-70
White
at the
Elham implemented one of the largest teleworking pilot programs in the US for the County
of Los Angeles. The County of Los Angeles now has over 5,000 teleworkers. Fro 2002-
2003, Elham trained close to 280 County employees, supervisors and coordina ors on
teleworking.
Elham developed programs for Kaiser Permanente, Hughes, AT&T, British Petroleum,
Southern California Edison, the Rocky Mountain Center for Health and Education, AAA,
United Space Alliance and many others. She trained hundreds of employers in the field of
teleworking. She developed various telework programs for entities such as CaliforniaState
University Northridge, California Department of Transportation, and the Southern Ce lifornia
Telecommuting Partnership.
Prior to being a consultant, Ms. Shirazi worked at Commuter Transportation Servi,
Inc. (CTS), for six and a half years, where she was responsible for the design and
implementation of several telecommuting programs and training sessions, and the
development of a detailed guidebook for employers on implementing telecommutii
programs.
Ms. Shirazi has Masters Degrees in Urban Planning and in Political Science from UCLA,
and a Bachelor's degree in Political Science from Wellesley College. She chaired first
elected chair and one of founding members) the Telecommuting Advisory Council from
June 1991 to February 1993 and was Director at Large from 1993-1995, and is a
member of Transportation Research Board's Telecommunications Committee. She
currently is the co-chair of the Association for Commuter Transportation's Telework
Council and also a Board Member of the International Telework Association and C uncil.
Telework Consultant
PETER J. VALK, President
Peter Valk has assisted over 800 clients to develop and implement transportation
programs, including telework arrangements, since founding TMS in 1985. Mr. Val
created a series of tools to help clients implement telework initiatives including pol cies,
agreements, operating guidelines, monitoring procedures, and several training programs
that are used to orient employees that are selected to telework and their supervisc rs.
Clients include engineering, health management, school districts, local public agencies,
non-profit organizations, sales companies, and insurance firms.
Prior to founding TMS in 1985, Mr. Valk was employed for nearly eight years by
Commuter Computer, the regional ridesharing organization for Southern Californi
As Director of Planning and Development, Mr. Valk served on Commuter Corr puter's
executive management team and was responsible for annual and long-range planning,
new service development and evaluation activities for the $5.0 million organizati n. Mr.
Valk was responsible for organizing one of the nation's first evaluations of third -party
vanpooling, and developing an evaluation function for the nation's largest ride haying
agency. Mr. Valk's prior experience was with the California Department of Transportation
and the Mayor's Office in the City of Los Angeles where he helped develop a itywide
parking management program.
Mr. Valk has been called upon often to present his experiences in transp rtation
management at conferences and workshops across the country. He is a lead instructor
for the nation's first TDM Certificate Program at UCLA as well as having taught
transportation planning in the California State University system. Mr. Valk holds a Master
of Arts in Urban Planning from the University of California at Los Angeles and a Bachelor
of Arts degree in Environmental Design from the State University of New York at Buffalo.
He is a member of the Transportation Research Board, Institute of Transp rtation
Engineers, and the Association for Commuter Transportation and the American P anning
Association.
5. Availability
Average Hours Available Per
Month as of November 2003
Percent Availability
Month As of November
Per
2003
Elham Shirazi
90
50%
Peter Valk
90
50%
6. References
Ms. Ellen Macht, Executive Director
The Clean Air Campaign
1401 Peachtree Street, NE, Suite 320
Atlanta, Georgia 30309
1 (877) Clean Air
emacht@cleanaircampaign.com
Work Completed: Developed case studies, tools and templates for teleworking.
with CAC to develop a financial incentive program for teleworking.
www.cleanaircampaign.com
Ms. Susan Tierney
Valley Metro-RPTA
302 North First Ave, Suite 700
Phoenix, AZ 85003
(602) 262 4668
stierney@valleymetro.org
Work Completed: Implemented pilot program and developed case studies on
teleworking. Developed web based resources. Conducted training.
http://www.valleymetro.org/Rideshare/Telework/Index.htmi
Ms. Betty McCarty, Chief Administrative Office
Denver Regional Council of Governments
4500 Cherry Creek Drive South, Suite 800
Denver, CO 80246-1531
(303) 480 6703
bmccarty@dreog.org
Work Completed: Developed Telework Colorado programs and resources.
training and evaluation. http://www.teleworkcolorado.org
Ms. Susan Herman, resident SHC
Chair -Southern California Telecommuting Partnership
901 Wellesley Avenue
Los Angeles, CA 99049
(310) 820 3001
susnherman@aol.com
Work Completed: Served as Project Manager for $1.5 million telework outreach
Southern California. Developed resources and case studies. Worked with four
consulting teams.
Nick Ramfos, Chief Commuter Connections
Metropolitan Washington Council of Governments
777 North Capitol Street, NE, Suite 300
Washington, DC 20003-4239
(202) 962 3313
nramfos@mwcog.org
Work Completed: Led analysis of eight pilot telework programs and developed
reports for each site.
in
1. DnT!P lemrnt Plve Programas
2. Develop Case Studies
56
30
EXHIBIT
17
15
B
73
45
S 9,355
$ 5,925
$
660
MEN
$ 50
S
710
S
S
10,065
5,925
3. Develop/ Conduct Eiternaff
20
20
$ 2,400
$
660
S 50
$
710
$
3,110
4. Internal Training of SmartTrips
staff 10
10
S 1,200
$
660
$ 50
$
710
S
1,910
5. Develop Madre outreack Program 20
20
$ 2,400
$
-
S
2,400
2,510
6. Track Results/Evaluation 15 15 $ 1,800 $ 660 $ 50 $ 710 $
Subtotal Hours 151
32
183
Subtotal$ $18,120.00 $4,960.00
$23,080
S 2,640
S 200
$ 2,840
S
25,920
2
All notices provided under this Agreement shall be effective when mailed, r ostage
prepaid and sent to the following addresses:
Professional:
City:
With Copy to:
Elham Shirazi
City of Fort Collins, Purchasing
City of Fort Collins,
Smarttrips
6215 Drexel Avenue
P.O. Box 580
P.O. Box 580
Los Angeles, CA 90048
Ft. Collins, CO 80522
Ft. Collins, CO 80522
Attn: John Stephen
Attn: Sylvia Cra
mer
In the event of any such early termination by the City, the Professional shall be paid for
services rendered prior to the date of termination, subject only to the
performance of the Professional's obligations under this Agreement. Such payment shall
be the Professional's sole right and remedy for such termination.
4. Design, Project Indemnity and Insurance Responsibility. I The
Professional shall be responsible for the professional quality, technical accuracy timely
completion and the coordination of all services rendered by the Professional,
but not limited to designs, plans, reports, specifications, and drawings and shall,
additional compensation, promptly remedy and correct any errors, omissions, Or other
deficiencies. The Professional shall indemnify, save and hold harmless the City, its
officers and employees in accordance with Colorado law, from all damages
claimed by third parties against the City; and for the City's costs and
attorneys fees, arising directly or indirectly out of the Professional's negligent
performance of any of the services furnished under this Agreement. The Professional
shall maintain commercial general liability insurance in the amount of
combined single limits,
5. Compensation. In consideration of the services to be performed
to this Agreement, the City agrees to pay Professional a fixed fee in the amount of
Twenty-five Thousand Nine Hundred Twenty Dollars ($25,920.00) plus reimbursable
direct costs. All such fees and costs shall not exceed Twenty-five Thousand Nine
Hundred Twenty Dollars ($25,920.00). The parties acknowledge that Peter Valk of
"M
91
Transportation Management Services is not party to this agreement. However, th
listed for services to be provided by these subcontractors shall be the rate paid
City to the Professional for these services. If the amount charged by
subcontractors exceeds the rates listed in Exhibit "B" the excess amount shall
paid or owed by the City. The limitation on increases in prices set forth in se
herein shall apply to all rates listed in Exhibit "B" including subcontractor rates. I
partial payments based upon the Professional's billings and itemized stateme
permissible. The amounts of all such partial payments shall be based uF
Professional's City -verified progress in completing the services to be performed p
hereto and upon the City's approval of the Professional's actual reimbursable exi
Final payment shall be made following acceptance of the work by the City. Up
payment, all designs, plans, reports, specifications, drawings, and other
rendered by the Professional shall become the sole property of the City.
6. City Representative. The City will designate, prior to commence
work, its project representative who shall make, within the scope of his or her a
all necessary and proper decisions with reference to the project. All requ
contract interpretations, change orders, and other clarification or instruction
directed to the City Representative.
7. Project Drawings. Upon conclusion of the project and befi
payment, the Professional shall provide the City with reproducible drawing,
project containing accurate information on the project as constructed. Drawings
of archival quality, prepared on stable mylar base material using a non -fading
prove for long storage and high quality reproduction.
8. Monthly Report. Commencing thirty (30) days after the date of
of this Agreement and every thirty (30) days thereafter, Professional is n
provide the City Representative with a written report of the status of the
rates
by the
these
iot be
;tion 4
lonthly
its are
m the
final
lent of
hority,
sts for
call be
final
of the
call be
;ess to
to
with
0XV1i]
4
respect to the Scope of Services, Work Schedule, and other material infor ation.
Failure to provide any required monthly report may, at the option of the City, susp nd the
processing of any partial payment request.
9. Independent Contractor. The services to be performed by Profe sional
are those of an independent contractor and not of an employee of the City f Fort
Collins. The City shall not be responsible for withholding any portion of Profes ional's
compensation hereunder for the payment of FICA, Workers' Compensation, oth r taxes
or benefits or for any other purpose.
10. Personal Services. It is understood that the City enters into this
Agreement based on the special abilities of the Professional and that this Agreement
shall be considered as an agreement for personal services. Accordingly, the
Professional shall neither assign any responsibilities nor delegate any duties larising
under this Agreement without the prior written consent of the City.
11. Acceptance Not Waiver. The City's approval of drawings, designs4 plans,
specifications, reports, and incidental work or materials furnished hereunder sha I not in
any way relieve the Professional of responsibility for the quality or technical aCCL racy of
the work. The City's approval or acceptance of, or payment for, any of the services shall
not be construed to operate as a waiver of any rights or benefits provided to t e City
under this Agreement.
12. Default. Each and every term and condition hereof shall be deemed to be
a material element of this Agreement. In the event either party should fail or refuse to
perform according to the terms of this agreement, such party may be declared in
13. Remedies. In the event a party has been declared in defaul , such
defaulting party shall be allowed a period of ten (10) days within which to cure said
default. In the event the default remains uncorrected, the party declaring defa It may
elect to (a) terminate the Agreement and seek damages; (b) treat the Agreement as
09YIR,
5
continuing and require specific performance; or (c) avail himself of any other remedy at
law or equity. If the non -defaulting party commences legal or equitable actions against
the defaulting party, the defaulting party shall be liable to the non -defaulting party for the
non -defaulting party's reasonable attorney fees and costs incurred because of the
default.
14. Binding Effect. This writing, together with the exhibits hereto, con titutes
the entire agreement between the parties and shall be binding upon said pantie , their
officers, employees, agents and assigns and shall inure to the benefit of the respective
survivors, heirs, personal representatives, successors and assigns of said parties.
15. Law/Severability. The laws of the State of Colorado shall govern the
construction, interpretation, execution and enforcement of this Agreement. In th event
any provision of this Agreement shall be held invalid or unenforceable by any ourt of
competent jurisdiction, such holding shall not invalidate or render unenforceable any
other provision of this Agreement.
THE CITY OF FORT COLLINS,
By:13Ci%1-"& .
Jar es B. O'Neill II, CPPO, FNIGP
Direct r of Purchasing & Risk Management
DATE:
Elham Shirazi
Doing bu ' as h
By: -
Title: /l� ^
CORPORATE PRESIDPENT OR VICE PRES DENT
Date: k 10 6[® 4
2/9/00
EXHIBIT A
Table of Contents
Page
1.
Scope of Work
2
2.
Schedule and Budget
6
3.
Experience of Firm
7
4.
Experience of Assigned Personnel
8
5.
Availability
11
6.
References
12
Attachments
Web Page Design & Content
Clean Air Campaign
Telework Colorado
Valley Metro
Brochure Copy
Telework Colorado
Case Studies
Carollo Engineers, Valley Metro
Rocky Mountain Center, Telework Colorado
Qualifications
Elham Shirazi
Transportation Management Services
Scope of Work
Teleworking is a work practice that returns tangible benefits to employ
employees while improving the environment. Employers consider and adopt tel
if, and when, it offers a solution to a problem or creates an opportunity
improving productivity, reducing overhead costs, and/or introducing flexibility it
lifestyles. The success of the Fort Collins' effort to launch a regional telework
will be based on several factors including:
and
irking
ch as
hectic
■ Identifying organizations with a genuine interest in teleworking
■ Overcoming obstacles to teleworking such as concerns for commun cation,
supervision, and costs
■ Being able to offer expert advice that accelerates program development and
reduces costs
■ Showing results to employers and agencies funding telework programs
■ Forming key partnerships that accelerate the rate of adoption of teleworki g.
To ensure success in developing a Telework Assistance Program, the approach of
Elham Shirazi's (ES) Team is based on several principles:
Telework program may have a long start-up period. This start-up perio often
involves consensus building, the testing of technology, the development of polices and
agreements, selection, training, and accomplishing many different milestones This
process can take three to six months. We will work with employers to develop a
streamlined approach.
Telework programs need to be tailored to a company's corporate culture. The
telework policies, selection procedures, management principles, and overall fl xibility
need to mirror existing company practices.
Telework programs are never perfect. Telework programs will require fine tuning.
Telework is a human program and often requires troubleshooting in the first few months.
Focus groups meetings at three month interval with teleworkers and their managers will
allow us to identify and resolve problems expeditiously.
Marketing should utilize local bottom -line examples. Our Team will utilize the latest
and most relevant case studies providing information on costs, productivity i pacts,
overhead savings, and testimonials from managers.
Successful regional programs are based on private -public partnershi s. In
creating partnerships with other entities, regional programs gain access to ac ditional
mediums for advertising, opportunities for co -sponsoring events, and additional f nancial
and in -kind resources. These partnerships help secure the longevity of efforts beyond
the initial public funding phase and assist in generating leads for the pilot program.
Task 1 • Develop/Implement Five Successful Telework Programs
Task 1A: Initial Meeting to Develop Plan
Upon notification to proceed the the ES Team will meet with SmartTrips staff to
scope of work and schedule for the project. A timeline and budget have been pi
for the purposes of the RFP and will be refined as needed per discussions with st;
Task 18: Work with Five Companies
The ES Team will assist up to five employers (recruited by SmartTrips) with
implementation of pilot programs. Typical consultant activities in assisting employ)
includes: helping to organize and coach a steering committee, guiding the develo
of policies and agreements, assisting with the selection of teleworkers, conductinc
technology needs assessment, training teleworkers and their managers, and prog
evaluation/troubleshooting. Based on number of organizations that may be consii
pilot programs and discussions with SmartTrips staff, the ES Team can use group
workshops to maximize some of the time spent with pilots. The ES Team will alsc
allocate approximately 12 hours of direct contact with each pilot. If less than five
organizations are recruited, the ES Team will be able to work more closely with p
and allocate increased hours per pilot. Our experience has proven that implemen
pilots can be time consuming and reducing the number of pilots to three of four m
more realistic.
SmartTrips will conduct targeted marketing to recruit the 3-5 pilots based on a
competitive selection process.
Task 1 C: Refine Pilot Programs
The ES Team will stage discussion groups with teleworkers and mana
organizations participating as pilots about half way through the pilot program
refine teleworking practices and to provide information for case studies. The E.
will work with employer representatives to plan and stage the events and will do
the meetings in memos to be provided to the employer and SmartTrips staff.
Deliverables Task 1:
■ Finalized Scope of Work and Schedule
■ Group Workshops with Pilot Companies.
■ One on One Meetings with Pilot Companies
■ Tailored Assistance Based on Needs
■ Monthly Status Report on Pilot Programs
■ Pilot Resource Materials
■ Discussion Forum Results
Task 2: Develop Case Studies
Task 2A: Develop Evaluation Methodology
The ES Team will develop an evaluation methodology that includes survey in
and logs for tracking costs and savings. As appropriate, results of the discussi
will be included in the case studies. The information collected from each
include: attitudinal information on program results, numbers of teleworkers, p
of teleworkers per work site, average one way distance, number of days to
VMT savings, impacts on air quality and impact on productivity, absenteeism,
a
ering
be
ars at
o help
Team
ument
forums
ilot will
as reported by the employers. It may be more cost effective and less cumber
collect information from teleworkers and telemanagers at the six month inl
opposed to pre and post pilot. Most case studies are now being developed
results.
e to
I as
post
Task 2B: Distribute and Collect Pre and Post Surveys of Participants
The ES Team will work with SmartTrips staff to assist pilot organizations to di tribute
and collect surveys. If possible, the teleworkers and telemanagers can submit survey
results electronically.
Task 2C: Analyze and Report Evaluation Data
The purpose of conducting the evaluation is two -fold: first, to gauge how effe
program was in changing travel behavior and, second, for employers to learn
about implementation that they can make decisions about if, and how, to
teleworking. The work in this task will develop the data needed to assess the p
effectiveness and provide analysis of survey responses.
Task 2D: Develop Case Studies
Case studies are a powerful tool for marketing teleworking. Case studi
document bottom -line impacts of programs and represent diverse experii
implementing teleworking. The ES Team will compile information on each of
programs. The information for the case studies will be based on surveys of tel,
and telemanagers, results of three month focus group meetings with telewor
telemanagers, internal company based tracking information and interviews
personnel. Case studies will emphasize employer, employee and community
issues. Sample case studies produced by the ES Team are included as an at
in this proposal.
Deliverables Task 2:
■ Develop survey methodology and instruments, re%
methodology (including survey instruments and logs) with
■ Administer oast -project surveys
■ Prepare a brief analysis of results for each participating cc
■ Develop case studies
■ Present Results
Task 3: Conduct Training for Employers
Task 3A: Prepare Training Handbook and Resource
The ES Team will develop a draft outline, PowerPoint/Training Guide a
supporting materials for the training. The ES Team will advise SmartTrips
techniques for recruiting workshop participants.
Task 3B: Conduct Training Sessions
The ES Team will work with SmartTrips staff to schedule and conduct two
seminars for employers that are part of the pilot program or may be inten
teleworking. Possible topics can include program design and implementation, 1
in the public sector, technology issues, business continuity and emergency re
developing a proposal to management and other topics of interest to employers,
for teleworkers and telemanagers. The sessions will be up to three hours in durE
e the
lough
itinue
ram's
must
es in
pilot
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s and
i key
refits/
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r the
other
ff on
in