Loading...
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 )rkers s and i key refits/ invent r the other ff on in