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HomeMy WebLinkAboutRESPONSE - RFP - P914 TELEWORK ASSISTANCE PROGRAMA PROPOSAL FOR CITY OF FORT COLLINS-RFP P-914 November 6, 2003 Prepared by: Elham Shirazi In association with: Transportation Management Services 3. Experience of Firm Elham Shirazi 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 fimi in 1991.Ms. Shirazi is nationally and internationally recognized for her contributions 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 paining programs throughout California, and in Denver, Atlanta, DC, Houston, New Jersey, and Phoenix Elham has provided consulting services to various levels of government including the White House, US Congress, US Department of Transportation and numerous agencies at the regional and local level. Select Projects include: Atlanta Clean Air Campaign Developing components of a regional working program including website enhancements, implementing telework programs for employers, developing case studies and developing an incentive program. 2003 San Diego Association of Governments Assisting in developing resources for employer assistance in implementing alternative work schedule and telework programs. Conduct training and workshops. Enhanced 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 County, 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 New York, New Jersey and Connecticut. 2001 l elework Assistance Program City gJ'Fort Collins -Elham Shirazi Consulting Team 7 Metropolitan Washington Council of Governments Assisted in evaluating teleworking in the DC region through household surveys, and surveys of telework center users and managers. 2000-2002 Valley Teeework Project -Regional Phoenix TransitAuthority Assisted in implementing telework pilot programs for several employers in the Phoenix region. Companies include, City of Mesa, AAA, Community of Joy, Cigna and Banner Health. Conducted seminars and training. Developed web content. 2000-2003 County of Los Angeles, California Conduct teleworker and telemanager workshops. Approximately 200 new teleworkers 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 training 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. Developed a work program to promote home and center based telecommuting, and alternative officing in the Southern California region. Approximately 500 new teleworking programs 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 particular brand of products. Elham will that deliverables are completed in a timely manner and are of a high quality. I elework Assistance Program City of Fort Collins -Elham Shirazi Consulting Il ani The Elham Shirazi Consulting team (ES Team), composed of Ms. Elham Shirazi - Transportation, Telework and Telecommunity Consultant, and Mr. Peter Valk of Transportation Management Services, have played key roles in developing and implementing regional telework programs (Denver, Houston, Phoenix, and Atlanta) and numerous company -based telework programs. Some of the unique consulting experience of the ES Team includes: Direct and extensive experience in developing and implementing regional telework programs ES Team members have been involved in all aspects of developing 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, Houston, Washington DC, Baltimore, New York, and Denver. Elham was the lead consultant in developing programs and resources in Southern California, Denver, Houston and New York. Case studies, implementation resources and websites were developed for most of these regions. Hands-on work with employers to design, implement, market, and evaluate telework programs All ES Team members have worked with large, medium, and small public and private employers to implement programs. Elham Shmm has worked with employers such as Kaiser Permanente, British Petroleum, County of Los Angeles, Encoda, Hughes, and many others in developing programs. Peter 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. 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 Transportation and State Departments of Transportation in numerous states. Demonstrated ability to maximize use offunds by minimizing overhead and 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 mix of in- person time and virtual team building. To reduce development time for many of the required products and services, when possible, the Team will tailor tools developed for use in other regions to the needs of the SmartTrips' market. The Team has always completed projects within agreed upon timefi-ame and budget. klework Assistance Program City ofI or9 Collins 41ham Shirav Consulting 1 eam 9 Proiect Leader and Telework Consultant ELHAM SHHtAZI - Transportation, Telework and Telecommunity Consultant Elham Shirazi is a sole proprietor and woman business enterprise (WBE) with expertise in the development, marketing, implementation and evaluation of telecommuting programs. Ms. Shmm is nationally and internationally recognized for her contributions to teleworking. Her teleworker and telemanager training manuals were in entirety translated to Japanese by NTT, the national telephone company. She implemented and evaluated telework and training programs for numerous private and public sector employers (i.e., 60-70 organizations). She helped develop regional telework resources, and training programs throughout California, and in Atlanta, Denver, Houston, New Jersey, Phoenix, and Atlanta. Elham provided consulting services to various levels of government including the White House, US Congress, US Department of Transportation and numerous agencies at the regional and local level. Elham implemented one of the largest teleworldng pilot programs in the US for the County of Los Angeles. The County of Los Angeles now has over 5,000 teleworkers. From 2002-2003, Elham trained close to 280 County employees, supervisors and coordinators on teleworkmg. 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 California State University Northridge, California Department of Transportation, and the Southern California Telecommuting Partnership. Prior to being a consultant, Ms. Shirazi worked at Commuter Transportation Services, 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 telecommuting 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 Council. Telework Consultant PETER I VALK, President Peter Valk has assisted over 800 clients to develop and implement transportation programs, including telework arrangements, since founding TMS in 1985. Mr. Valk created a series of tools to help clients implement telework initiatives including policies, agreements, operating guidelines, monitoring procedures, and several training programs that are used to orient employees that are selected to telework and their supervisors. 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 California klework Assistance Program City, of'Fori Collins -Elham Shirazi C011s7uiting Team 10 As Director of Planning and Development, Mr. Valk served on Commuter Computer's executive management team and was responsible for annual and long-range planning, new service development and evaluation activities for the $5.0 million organization. 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 ridesharing 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 citywide parking management program. Mr. Valk has been called upon often to present his experiences in transportation 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, histitute of Transportation Engineers, and the Association for Commuter Transportation and the American Planning Association. 5. Availability Average Hours Available Per Month as of November 2003 Percent Availability Per Month As of November 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@cicanaircarnpaip.com Work Completed: Developed case studies, tools and templates for teleworking. Worked with CAC to develop a financial incentive program for teleworking. www.cleanaircarn ai com Ms. Susan Tiemey Valley Metro-RPTA 302 North First Ave, Suite 700 Phoenix, AZ 85003 (602) 262 4668 stiemey@valleymetro.org Work Completed: Implemented pilot program and developed case studies on teleworking. Developed web based resources. Conducted training. htto://www.vallevmetro orWRideshare/Telework/Index html 1elework Assistance Program City, of Fort Collins 41ham Shirazi Consulting Team 11 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. 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 Conducted training and million telework outreach effort in 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) %2 3313 nramfos@mwcog.org Work Completed: Led analysis of eight pilot telework programs and developed detailed reports for each site. klework Assistance Program City of Fort Collins-F,lhani Shirasi Consnlltng Team 12 Go orks „ Employer Programs AN quality A R"Ith Fighting Amog About Us Commute Solutions Telework ki=-- Commute Solutions as Teie,�orE Teleworkina FAOt Tafework LeadershoWhelheryou are an interested teleworker w an employer looking to start or m au a revamp a telework program, The Clean Air Campaign is here to help get you Telework Tools started. Free yourselffrom M9V0 Atlanta traffic and start teleworkingi Telework Leaders TelewakLm FAOs Telework Links Do you have questions about teleworking7 Here are some answers. Carpool The Telework Leadership Initiative provides resources to eight lucky Transit employers in an effort to mobilize more employers to start or errand faleworking programs. Verip"I Telework Time Floatlow Awide army aftools and resources for employers looking to develop leleworking programs. Ahernathre Achadul" Islawtsk Leaders Guaranteed Ride Nara+ There are a number of exemplary employers in metro Atlanta that have outstandine telawoddna oroarams. We've decided to highlight a few. Other Options Telework Cloaks l in4e to Useful telew orldng sties. Go Links is Ernployor Programs Air quality A H"Ith Fighting 8-9 About W Commute Solutions Taloworh EIRM*- Commute Solutions vv Teiew7c,, ra Telework Trieha Telavorkina FAOs Telework Tools r ershio n a ve lmplwnwpaTiat Checklist -Abrief lists of tasks that metl to be completed r,,4erl. Wore an employee starts telesmdang. i I ao k Le des Telework Linka r Word 6.01Win 95 j E Word Xo Corp" Talewwkw Nome pike Chad" - A checklist for a potential teleworker of Transit items that maybe needed at the home office. Vanpool W Wortl 6.01Win 95 ®Word X Flextime Telewalkw Nam OlAcePIO(atkaas- Guidelines for defining once AherrmtM echbuiss communications protocol while employees are leieworkdng. Owmnbae nu. home W Word 6.01 Win 95 I W Word Xp Other Optima lam TelewofktlagToft- A sign to be posted at the leleworkers workstation when hefshe is out of9w office to inform others ofteleworkers schedule and contact Information. W Word 6.01 Win 95 Word Xo Aadv,ess [40naP:rae,...asp _ Employer Pttgnms Fig" aaeg e Commute Solutions Air Quality A Heahh About Us TNwork H9ffid»Commuls Solutions I- TPJprgk I-7eAP 166 LFa6yr. lip; In:il_.ttde 7alexorkina FAos Tetewesk Leadership liftative Tel¢.1Jr i.eed4rslP,p 7eleuork 7oals Ttlework The Telework Leadership initiative is an effort to mOI)III a employers Oyere In me1r0 Televork Leaders Atlanta to start or expand telaworking programs. in 2003, eight employers In Televork Links the metro Atlanta region will be selected to receive professional consulling services andlnaneial resourcesto launch a teleworWng program orto build upon an eldsting program. With a value of up to $20,000 per employer, this Is Grpool an opportunity not to be miss edl Participating employers will be publicized to the media, provided with viSthft/ On this websle and used as a model for Transit other employers In the region looldng to become Telewoddng Leaders. Applicants must be wiling to designate a minimum of 10 teleworkers and van oel P allow employees to leleworkfor at least siv months. Interested in applying? I to download the program description and ckkher e to download Flextime the program application. Applications are due by WOW 31. so go yew alowatbn Intodw.. Aft"tive acheduNa Onranbad RIG hems Offer Ophcna Address Go U*5- Address.��lht�;//www.vdey�tru.a�Rideshere3(9Tebwaf:/TdewalAL20Mals/Index.hNH _... ® GO (irks T'ELEWORK: YOUR DIRECT LINE TO SUCCESS Would your company like to have employees who work harder and faster, and enjoy their jobs more? If so, telework could be your connection to business success. What is telework? Telework brings work to employees via technology rather than bringing employees to work via travel. Telecommunications advances now allow millions of people to perform their jobs without actually "going" to work. Instead of commuting, they work from home, at a nearby satellite facility, or from a "virtual office" wherever they are. Teleworking is generally a part-time option, with employees working outside the central office one, two or three days a week. Depending upon the nature of the job, teleworking can be accomplished with tools as simple as a phone, paper and pen, or it may involve computers, networks and other high-tech devices. What's in it for employers? hnproved productivity Teleworkers typically work longer and more efficiently without office -related distractions. United Airlines, American Express, AT&T, Travelers, Unisys and TRW attribute 10 to 20 percent increases in productivity to their telework programs. Reduced overhead Telework can substantially reduce the overhead costs associated with office space and equipment, employee panting and parking subsidies. Dupont,113M and Tandem Computers have saved millions of dollars by creating virtual work environments. Improved employee retention and recruitment Teleworking is such an appealing work option that companies with programs can recruit skilled professionals from across town, across the state or across the nation — an important asset in a tight labor market. Reduced absenteeism Studies show that employees who telework take two to four fewer sick days each year than other employees. Even on days when they have a sick child, a midday appointment or car trouble, they frequently find time to compete their work. How do employees benefit? Improved morale Employees love teleworking. They appreciate being trusted by their employers. They enjoy a higher quality of home and work life. And they save money. Reduced commuting stress and time No more traffic jams, road rage or searching for parking. Teleworkers can save from one to three hours per day by not commuting — time they can use for work, family activities, classes, exercise and simply living a more fulfilling life. Greater flexibility Teleworking offers employees greater flexibility in balancing work and personal needs. They can arrange their schedules to work during their own biological peak hours and to accommodate child-care duties, medical appointments or school. Reduced costs Teleworkers spend less on clothing, dry cleaning, eating out, gasoline, parking and other expenses traditionally associated with working at an office. What about benefits for the community? Reduced traffic congestion and pollution When fewer people commute, there is less traffic and air pollution, a cleaner environment, and reduced road and highway maintenance expenses. Enhanced economic development Residents who live and work in the same community shop at and use nearby businesses, bolstering the local economy and encouraging new development. Want to make the telework connection? Plug into Telework Colorado! Telework Colorado is a free telework consulting service for employers in the Denver metro area. We're a one - stop resource for information, materials, expert advice and hands-on assistance to create a telework program tailored specifically to your company and your employees. Free of charge, Telework Colorado offers a comprehensive package of technical assistance services, including: One-on-one consultation with telework experts Presentations on teleworking designed for upper and middle management Design and implementation of telework programs Identification and selection of telework candidates Development of telework policies, procedures and agreements Sample materials, case studies and implementation kits Training sessions for employees and managers Program evaluation guidelines and strategies Elham Shirazi Transportation, Telework and Telecommunity Planning Consultant rJ Mr. John Stephen CPPO, CPPB, Senior Buyer City of Fort Collins Purchasing Division 215 North Mason Street, 2id Floor Fort Collins, Colorado November 16, 2003 Dear Mr. Stephen, It is with pleasure that I present to you a proposal for "City of Fort Collins-Telework Assistance Program — Proposal Number P-914." Four copies of the proposal are enclosed. The team of Elham Shirazi, Transportation, Telework and Telecommunity Consultant, in association with Peter Valk, Transportation Management Services possesses unique qualities to complete this project successfully. All of these individuals and their firms are well respected across the country for their extensive work in teleworking, transportation demand management, and remote access. Our team has been actively involved in the teleworking field for the past 19 years. We have implemented similar programs in Atlanta, Los Angeles, San Diego, Washington DC, Houston, Denver, New Jersey and Phoenix. ■ Our team structure is based on the right mix of expertise in implementing teleworking, conducting training, developing telework resources, and overall experience in working with regional entities, employers, and employees. Our team has no learning curve. We have developed a scope of work that is reflective of many lessons learned from other regional programs. If selected, I will be the lead contractor and Project leader and, as my portfolio indicates, I have been involved in all aspects of implementing telework. I hereby acknowledge receipt of Addendum 1 to this proposal. I appreciate this opportunity to submit a proposal on this RFP and look forward to serving the City of fort Collins in its telework efforts. Best Regards, Elham .Shirazi Principal 6215 Drexel Ave, Los Angeles, CA 90048 6v) 323 931 7672 (J) 323 9318494 (e-nail) elhansh a aol. con? Case Studies Pagel of 2 Rocky Mountain Center for Health Promotion and Education 7 believe that telework has helped us recruit and retain qualified employees. Generally, the benefits of telework far outweigh the barriers. We are now applying for grant funds that would require us to hire at least six new staff, all of whom will be teleworkers. I believe that telework will keep us at the cutting edge in our business. " Mary Doyen, Fxecutive Director The Rocky Mountain Center for Health Promotion and Education (RMC) is a private, non-profit corporation that provides health education training, technical assistance and resources for children, youth, and their communities. The center employs 15 staff. Background and Implementation RMC implemented a telework program in 1999 to improve employee morale, recruitment and retention. RMC has three teleworkers who telework from one -three days per week. One teleworker was recruited as a home -based worker (three days at home, two in the office) and was provided equipment and furniture. The others were full-time office -based employees and were given equipment previously used in the office or they provided their own. Technical support is available to all teleworkers. The employees do pay the costs for a second phone line, but can access the company network from home. Teleworkers also have access to office laptops. The teleworkers' schedules are communicated through a shared -files network and through white boards in the office. The teleworkers receive calls at home from clients and co-workers and typically work hours similar to what they would work if they were in the office. While teleworking, these employees read, write, word process, develop training modules and conduct business by phone. RMC developed formal policies for the telework program. These policies describe the telework arrangement as voluntary, and not as a universal employee benefit. The core company hours are to be maintained by the teleworkers. Restricted access materials such as personnel or financial records are not to be taken home without prior consent. The telework policies also indicate that the work responsibilities, benefits, status and compensation do not change due to participation in the telework program. All three teleworkers have signed the teleworking policies and have agreed to abide by the guidelines. To identify problems and develop solutions, RMC has used internal discussion forums with the teleworkers and non-teleworkers. Results The RMC teleworking program has been extremely successful. Both employees and the managers agree that teleworking has improved productivity and has resulted in improved employee morale, greater job retention and enhanced recruitment capabilities. RMC estimates that it costs approximately $15,000 to recruit, relocate and train new program staff and, therefore, has recognized a potential savings of http://teleworkcolorado.org/casestudy_rmc.httn 11/16/2003 Case Studies Page 2 of 2 WOO by retaining three staff members who might have left if teleworking had not been an option for them. RMC teleworkers estimate that on average they save about 120 minutes per teleworking day by not commuting to and from work. They use the saved time by doing more work, spending more time with the family and exercising. On an annual basis, the three RMC teleworkers are reducing vehicle -miles - traveled by 31,500 miles and are preventing about 1,200 lbs. of pollution. In 1999, RMC applied for a state grant that required prospective employees to reside in several different sections of the state. The grant application was recently approved, strengthened by having a telework program in place, and RMC is currently recruiting six full-time teleworkers from around the state. "Communication among staff has always been a critical issue for us, particularly because we operate in a team environment and often have staff traveling to participate in workshops and conferences. Teeeworking provided us an opportunity to think about our communication issues in a new light. It forced us to be intentional about how we communicate when we are away from the office for any reason, and gave us the opportunity to develop new structures that help us communicate more effectively. I think teleworking has enhanced our ability to function in teams because we pay attention to communication issues more closely than before. " Donna Du& Project Director Contact: Donna Duffy, Project Coordinator at donnad@rmc.org Tips for Success Focus Groups Sample Documents Tools Home I Telework Benefits I Getting Started I Tools I FAO's I Upcoming Events I Contact Us I Links http://teleworkcolorado.org/casestudy_rmc.htm 11/16/2003 Industry: Engineering Location: Phoenix, Arizona Statistics: . 10 teleworkers in the pilot program . Program began in January 2001 .1 or 2 days of teleworking per week Business benefits: ■ Increased productivity . Decreased employee absenteeism . Retention of valuable employees ■ Reduced commute trips <*carOLLO "We wanted to know if teleworking could work for Carollo. We applied teleworking to all aspects of our company, and it did not fail us." — Carollo Engineers John Heckler, Principal Implementation factors: • Cost of equipment • Forwarding of phone calls to teleworkers' homes • Posting notices in offices • Internal communications • High-speed data lines • Diaries to document activities and issues • Tracking on timecards Transportation & Air Quality Impacts: • The 10 teleworkers will reduce 459 pounds of pollutants annually if they telework only one day each week • Teleworking one day each week, the 10 teleworkers will reduce 17,000 miles traveled in one year • Each teleworker will save more than an hour in commute time on average each day they telework Steering committee has representatives from: • Administration • Technology • Facilities Why telework: • Be able to work anywhere • Demonstrate industry leadership • Improve quality of life for employees Selection criteria for teleworkers: • Representatives from all departments • Trust • Various types of jobs Teleworker jobs: • Computer -aided design • Information technology • Project managers • Accounting • Administrative aide Elements of the program: • Steering committee • Written pilot program guidelines • Training program • Full office equipment and communications services How the program got its start: Carollo Engineers, Inc., founded in 1933 and based in Phoenix, provides planning, design, and construc- tion management services of water and wastewater projects for public agencies, private developers, and industrial companies. Carollo has offices throughout the western United States with its Phoenix facility housing 100 employees that work on and off -site. The firm's work requires employees to be able to work at a variety of locations in and away from the office including local and out- of-town client sites as well as at other Carollo offices. The firm's business plan includes a representing professional and support jobs throughout the organization including administration, project management, design, and information technology units. What effects has the telework program had on... ...productivity: For the most part, Carollo teleworkers were more productive when working away from the office. Carollo found that teleworkers were able to get work done at home on days they would have otherwise called in sick. The teleworking CADD operator had problems with transferring dense computer files and needed the "over the shoulder" goal of being able to Carollo sought help from the work anywhere and to be Valley Telework Project to recognized as an industry leader in the use of technology. test how well teleworking Assignments where Phoenix- could contribute to based employees work at other Carollo offices showed Carollo's bottom line. management that many jobs are amenable to working at ... pery rs. Carollo locations away from an employee's office. Carollo's prior experience with teleworking to reduce commute travel included permitting selected employees to work at home when the employee could not travel to the Phoenix office every day. interaction with designers that telework could not offer. Carollo Engineers sought help from the Wiley Tele woA Project (VTP) to develop a pilot program that would fgmlaltze telework nq in order to test how wall Prepared by valley Metro 302 N. 1 st Ave., Suite 700 Phone: (602) 262-7433 • www.valleymetro.org ...teleworkers: Teleworkers thought they were more pro- ductive working at home since they were not interrupted as often. Most teleworkers report that they were able to get more work done since they were able to work during what would normally be their travel time. supervisors were behind the telework option as long as their team members were in the office on days they were needed, such as during team meetings or when computer -aided design projects were underway. This scheduling concern compromises teleworkers' ability to regularly work away from the office two or three days per week, but can $till accommodate a flexible, once - per -week telework schedule. • Phoenix, AZ 85003 FAX: (602) 534-1939 Funded by the Madcopa Association of Governments, with Federal Highway Administration Congestion Management Air Quality Funds f/ A de to retain a key king s chest le. he!dfko, that Elham Shirazi-List of Projects Telework Training, Program Design, Implementation and Evaluation Atlanta Clean Air Campaign Developing components of a regional working program including website enhancements, implementing telework programs for employers, developing case studies and developing an incentive program. 2003 Atlanta Clean Air Campaign Conducted an assessment of "teleworking in Atlanta." Developed recommendations for designing and implementing a regional technical assistance program. 2003 San Diego Association of Governments Assisting in developing resources for employer assistance in implementing alternative work schedule and telework programs. Conduct training and workshops. Enhanced website resources on alternative work schedules and telework. 2001-present Denver Region Council of Governments Implemented 10 pilot teleworking programs. Some of the companies include, City of Lakewood, Encoda Systems, Denver Region Council of Governments, Jefferson County, and Rocky Mountain Center for Health and Education. Responsibilities include overall project management, 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 New York, New Jersey and Connecticut. 2001 Metropolitan Washington Council of Governments Assisted in evaluating teleworking in the DC region through household surveys, and 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 Phoenix region. Companies include, City of Mesa, AAA, Community of Joy, Cigna and Banner Health. Conducted seminars and training. Developed 2000-present County of Los Angeles, California Conduct teleworker and telemanager workshops. Approximately 200 new teleworkers and their managers were trained in 2002. 2001-present Clean Air Campaign, Atlanta Developed training curriculum and conducted three half -day sessions on teleworking. 2002-2003 Regional Phoenix TransitAuthority Assist in conducting extensive analysis of teleworking in the Phoenix area through focus groups, interviews and surveys of employees, commuters, and community leaders. 1999- present New Jersey TMA Council Developed and conducted a 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 training 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 Baltimore Metropolitan Council Selected as one of seven consultants to provide employers in the Baltimore and Washington D.0 metropolitan areas with teleworking assistance. 1999-present Metropolitan Washington Council of Governments Evaluated the impacts of eight teleworking pilot programs. 1997-1999 City of Thousand Oaks Telecommunity Center Worked with the City of Thousand Oaks to assess the feasibility of a Telecommunity Center offering public access stations, distance education, access to the Internet, telecommuting stations, and a community network. 1997-1999 Nagano Assembly, Japan Advised several assembly members of the Nagano region Japan on telecommuting and telework centers. 1997 California State University Northridge Telecommunity Center Conducted a feasibility study to identify the potential for a Telecommunity Center at CSUN. The Telecommunity Center would provide public access stations, access to the Internet, telecommuting stations, and videoconferencing. 1997 3 Highland Telebusiness Center Developed a comprehensive business plan, marketing plan, and strategic plan for the Highland telecenter. Responsible for marketing the center to potential partners and users. March 1996-1997. Southern California TelecommutingPartnership As Project Manager was responsible for one of the largest and most successful telecommuting outreach, training, and evaluation programs worldwide. Developed a work program to promote home and center based telecommuting, and alternative oflicing in the Southern California region. Approximately 500 new teleworking programs were implemented. Managed 15 contractors and a $2 million dollar budget. 1994-1996 Santa Cruz Redevelopment Agency Conducted a feasibility study for a telecenter in Santa Cruz. 1996 City of Anaheim Developed a marketing plan and outreach for the Anaheim Telebusiness Center. 1996 California Telecenters Program Developed three workshops for telecenter managers on the basics of implementing telecommuting programs, recruiting employers, writing business plans and the diversification of telecenter operations. This program is administered by UC Davis and funded by Caltrans. 1995-1996 Kaiser Permanente Developed a telecommuting training program for Kaiser pilot participants. Conducted an evaluation of the pilot telecommuting program and its impact on travel behavior, telecommuters, and the telemanagers. 1995-1996 University of California, Los Angeles Taught a course at the School of Public Policy on Telecommunications and its Impact on Travel Behavior. Winter 1995 California State University, Northridge Developed and conducted a course on telecommuting basics for interested employers or telecommuters. This project was being funded by a Ford Foundation grant. January 1995- February 1996 South Bay Association of Cities Conducted a telecenter feasibility study for the cities of Torrance, Rancho Palos Verdes, and Redondo Beach. April -September 1995 California Telecenters Program Developed Telecenter training for site managers, telecommuters, and telemanagers. This program is administered by UC Davis and funded by Caltrans. November 1994-February 1995 City of EncinitavSan Diego Developed a market feasibility of a telecenter is Encinitas. December 1994-May 1995 Coronado TMAISan Diego Reviewed the San Diego regional telecommuting program and provided guidance on the development of a $500 per year incentive program for employers who have the equivalent of one person full time per week telecommuting. August 94-March 1995 Keep Middlesex Moving TAM Developed a manual and an executive guide on telecommuting. June 1994-October 1994 The Bay Area Teeecommuting Development Program Developed a white paper on the regulatory, institutional, legal, and technological barriers/opportunities for telecommuting. March 1993-January 1994 Los Angeles County Metropolitan Transportation Authority Conducted evaluations of two telecenter programs in Pomona, and Antelope Valley. February 93-October 1995 Hughes/Long Beach Assisted in developing pilot project for Hughes employees. Conducted 6-month evaluation of the impacts of telecommuting on management, travel, and employees. January 93-June 94 GTEL Trained 30 supervisors and telecommuters on how to successfully telecommute. 1992 Commuter Transportation Services, Inc. Conducted evaluations of telecenter projects in Riverside, San Bernardino, and Apple Valley. The evaluation assessed impact of telecommuting on travel behavior, air quality, fuel consumption, the employer and employees. Developed training programs for all three centers. 1991-1993 County of Los Angeles Designed and implemented an award winning work at home program for over 5000 telecommuters. Trained the initial 500 telecommuters and telemanagers. Conducted a comprehensive evaluation on impacts on travel behavior, the employer, and employees. 1989-1993 AT&T Designed the first pilot program and conducted training for 80-90 Southern California participants. 198 9-1990 Elham Shirazi 6215 Drexel Ave Los Angeles, CA 90048 Phone (323) 931-7672 Fax (323) 931-8494 E-mail elhamsh@aol.com EDUCATION: University of California, Los Angeles California Ph.D. Advanced to candidacy Concentration: Transportation Planning University of California Los Angeles California M.A. Urban Planning, June 1984 Concentration: Urban and Regional Development University of California. Los Angeles California M.A. Political Science, December 1981 Concentration: Public Administration Wellesley College Wellesley Massachusetts B.A. Political Science, June 1980 PROFESSIONAL EXPERIENCE: Transportation and Telecommuting Consultant - June 1991-Present Consulting on a variety of transportation and telecommuting planning projects. Clients include: San Diego Association of Governments, Atlanta's Clean Air Campaign, Telework Colorado, Southern California Telecommuting Partnership, Kaiser Permanente, American Management Association, Southern California Rideshare, and others. Commuter Transportation Services, Inc., (CTS) Los Angeles, California 1984-1991 (Held progressively responsible positions) Director - Specialized Services (Oct. 1990 - June 1991) Responsible for the transportation planning department, product development department, and Transportation Demand Management (TDM) workshops and training. Managed approximately 15 full-time professional staff. Participated in strategic planning, work plan development, and budgeting. Manager -Workshops and Training (Nov. 1989 - Oct. 1990) Developed, implemented and managed South Coast Air Quality Management District's Rule 1501 training program and series of educational workshops on transportation planning for transportation coordinators. Supervised staff. Product Manager - Development Division (April 1987 - Nov. 1989) Developed new products and services for the company including alternative work hours and tlecommuting. Senior Planner - Development Division (July 1985 - April 1987) As supervisor of development section developed annual work plan and budget, identified staffing needs, and performed general project management duties. Managed TDM consulting services for employers. PUBLICATIONS: Planner - Development Division (Nov. 1984 - June 1985) Designed employee transportation programs. Developed training manual for transportation coordinators on designing, marketing and implementing commute management programs. Los Angeles Olympic Organizing CommitteelMedia Transportation and Operations Information Agent/Protocol Staff (March 1984 - Aug. 1984) Assisted in designing the Olympics transportation system for the international press. Elham Shirazi et al. "Teleworking in the Greater Metropolitan New York Region," USDOT, 2002. Elham Shirazi and Carol Nolan, Strategies for Successful Telecommuting• Guides for Telecenters Managers Telecommuters and Telemanagers, UC Davis/Caltrans, 1995. Elham Shirazi and Stuart Anderson, "Telecommuting• Designing a Program," Keep Middlesex Moving Transportation Management Association, New Jersey, 1994, forthcoming. Elham Shirazi, "Telecommuting• Legal Regulatory Institutional and Technological Issues/Opportunities,' Metropolitan Transportation Commission, 1994. Mary Ann Jones and Elham Shirazi,"The Role of Pricing and Market -Based Strategies," Symposium Summary, Public Policy Program, UCLA Extension, October 18-20, 1992. Elham Shirazi et al., Telecommuting- A Handbook to Help You Set Up a Program at Your Company, Caltrans, 1991 Brian Taylor and Elham Shirazi, "The Transportation Land Use AirQuality Connection: A Policy and Research Symposium," Symposium Summary, Public Policy Program, UCLA Extension, November 6-8, 1991. Richard Wilson and Elham Shirazi, "Transportation Demand Management Policy Implications of Recent Behavioral Research," The University of California Transportation Center, UC Berkeley, Working paper No. 29, Nov 1991. Elham Shirazi, Stuart Anderson and John Stesney, "Commuters' Attitudes Towards Traffic Information Systems and Route -Diversion," Transportation Research Board Stuart Anderson, Kathy Gerwig and Elham Shirazi, "A Guide to Transportation Demand Management Plans for Employers," U.S. Department of Transportation, Report No. DOT-T-88-22, September 1988. Ned Levine, Martin Wachs, and Elham Shirazi, "Crime at Bus Stops: A Study of Environmental Factors," Journal of Architectural and Urban Plannin Research, Volume 3, Number 4, November 1986, pp. 339-361 Elham Shirazi and Kim Payne, "Some Transit Crime Reporting Systems in Southern California: Towards an Altemative Method," in Martin Wachs and Ned Levine, Factors Affecting the Incidence of Bus Crime in Los Angeles, US Department of Transportation, Urban Mass Transportation Administration, January 1985, pp. Dl-D14. Firm Name: Elham Shirazi 6215 Drexel Avenue Los Angeles, California 90048 (323)931-7672 Principal: Elham Shirazi Contact Person: Elham Shirazi Staff: Elham Shirazi Sub Consultants: Peter Valk, Transportation Management Services HONORS, AND AWARDS: County of Los Angeles, Proclamation, Design of Telecommuting Program, 1994 Telecommuting Advisory Council Award of Merit, 1994 City of West Hollywood Proclamation for Outstanding Citizen, 1992 PROFESSIONAL SERVICE: Board of Directors, International Telework Association and Council, 2002-2005 Co -Chair, Association for Commuter Transportation, Telework Council 2003 Member, TRB Committee on Telecommunications and Travel Behavior, 1993-present Board of Directors, Women's Transportation Seminar, Los Angeles Chapter, 1987-89 Member, City of West Hollywood Transportation Commission, 1988-1990 (September) Chair, City of West Hollywood Transportation Commission, 1989-1990 Member, Transit Advisory Committee, City of West Hollywood, 1987-1990 Chair, TSM/TDM Subcommittee, City of West Hollywood, 1987-1990 Member, TRB Subcommittee on Telecommuting and Travel Behavior, 1989-1993 Chair, Telecommuting Advisory Council (TAC), 1990-Feb 1993 Director, Telecommuting Advisory Council (TAC), March 1993-1996 Transportation Management Services (TMS) TMS delivers nearly 20+ years of experience in helping clients address congestion, mobility, access, and environmental issues related to transportation, traffic, and parking at work sites, residential developments, multi -use activity centers, in communities, and throughout regions. TMS delivers well -reasoned analysis, practical recommendations, and helps implement actions that manage transportation resources and travel demand The firm blends practicality and creativity in designing solutions that work as well in the `real' world as they do on the drawing board. Representative Telework Experience The Atlanta Regional Telework Leadership Program - TMS, as part of a consulting team, has been retained by The Clean Air Campaign, to 1) assess opportunities for teleworking, 2) develop a regional telework program, and 3) provide telework assistance to employers throughout metropolitan Atlanta. TMS responsibilities included assembling and analyzing data regarding conditions in Atlanta that affect teleworking, interviewing employers with and without telework programs, assessing strengths, weaknesses, opportunities, and threats, developing materials and services to be provided to employers, crafting program guidelines, assisting in creation of a website, helping to select qualifying employers, and offering a range of services to assist employers with implementation and management of telework programs. Development and Implementation of Telework Programs (Phoenix, AZ) - TMS assisted employers in Phoenix to create and implement telework programs. TMS work involved setting up and working with company steering committees, assessing company needs, developing guidelines, crafting practices and policies, designing forms, training employees and supervisors, staging focus groups, and developing tracking techniques. Clients included engineering, health care, and high technology firms as well as public agencies. State ofTelecommuting in Southern California - TMS was retained by the Southern California Telecommuting Partnership to conduct primary research on telecommuting among 700 businesses and 700 commuters. This effort provided a better understanding of 1) how organizations consider implementing telecommuting and 2) the attitudes and behavioral characteristics of individual workers in Los Angeles, Orange, Riverside, San Bernardino, and Ventura counties as they pertain to telecommuting. This information was used to develop the Partnership's $1.5 million marketing effort including a marketing plan, sales tools, training videos, collateral materials, and sales/service tactics. Evaluation of Telework Demonstration Programs in Metropolitan Washington DC - The Metropolitan Washington Council of Governments engaged TMS, as part of a consulting team, to conduct an evaluation of a telework pilot program. TMS responsibilities included: development of pre- and post - project questionnaires for teleworkers, their managers, co-workers, and customers; analysis of survey data; development of mid- and post -project recommendations; and calculation of travel impacts. Survey of Telecommuters in the Phoenix Metropolitan Area - The Regional Public Transportation Authority retained TMS to help develop and analyze responses from three surveys focused on telecommuting in the Phoenix metropolitan area. TMS helped develop employer and employee questionnaires, an interview guide for leading community opinion leaders, and guidelines for focus groups. Responses were reviewed to develop implications for the development and delivery of marketing programs including advertising, sales, and customer support activities. Marketing of Neighborhood Telecenters - TMS was retained by the University of California, Davis, to market actively the Neighborhood Telecenters to employers throughout California. Using a marketing plan based on recent findings developed by TMS on how employers make decisions about telecommuting, TMS' field team created leads, qualified prospects, and conducted sales activities throughout the state. This included working actively with local business groups, Transportation Management Associations, rideshare organizations, transportation service providers, and community groups to make employees and employers aware of the telecenters, their features, and how these facilities can help achieve organizational objectives. Various sales tools, pricing incentives, and promotional activities were pursued to gain the attention of employers that are resistant to changing work practices. Baltimore Region Telework Demonstration Project - TMS assisted five employers in the Baltimore area to develop, implement, and evaluate teleworking as part of a region wide project to increase the use of teleworking. TMS is providing selected employers with guidance on corporate policies, techniques for managing telework and teleworkers, and methods for measuring the contribution of telework to an organization's activities. Clients include a large heath care provider, financial management firm, energy/natural resources, high technology manufacturer, and publications firm. Table of Contents Page 1. Scope of Work 2 2. Schedule and Budget 6 3. Experience of Firm 7 4. Experience of Assigned Personnel g S. 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 Oualifications Elham Shiraz! Transportation Management Services T elework Assistance Program City. of !'orl CoAins-1;7ham Shirazr Consul ing Team 1 Scope of Work Teleworking is a work practice that returns tangible benefits to employers and employees while improving the environment. Employers consider and adopt teleworking it and when, it offers a solution to a problem or creates an opportunity such as improving productivity, reducing overhead costs, and/or introducing flexibility into hectic lifestyles. The success of the Fort Collins' effort to launch a regional telework program will be based on several factors including: ■ Identifying organizations with a genuine interest in teleworking • Overcoming obstacles to teleworking such as concerns for communication, 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 teleworking. 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 period often involves consensus building, the testing of technology, the development of policies 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 flexibility 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 fast 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 impacts, overhead savings, and testimonials from managers. Successful regional programs are based on private -public partnerships. In creating partnerships with other entities, regional programs gain access to additional mediums for advertising, opportunities for co- sponsoring events, and additional financial 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. I elework Assistance Program City of Fort Collins -Elham Shirazi Consulting Team 2 Task 1: Develon/Imnlement Five Successful Telework Programs Task IA: Initial Meeting to Develop Plan Upon notification to proceed the the ES Team will meet with SmartTrips staff to finalize scope of work and schedule for the project. A timeline and budget have been prepared for the purposes of the RFP and will be refined as needed per discussions with staff. Task 1 B. 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 employers includes: helping to organize and coach a steering committee, guiding the development of policies and agreements, assisting with the selection of teleworkers, conducting a technology needs assessment, training teleworkers and their managers, and program evaluation/troubleshooting. Based on number of organizations that may be considering 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 also 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 pilots and allocate increased hours per pilot. Our experience has proven that implementing pilots can be time consuming and reducing the number of pilots to three of four may be more realistic. Task I C: Refine Pilot Programs The ES Team will stage discussion groups with teleworkers and managers at organizations participating as pilots about half way through the pilot program to help refine teleworking practices and to provide information for case studies. The ES Team will work with employer representatives to plan and stage the events and will document 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 instruments and logs for tracking costs and savings. As appropriate, results of the discussion forums will be included in the case studies. The information collected from each pilot will include: attitudinal information on program results, numbers of teleworkers, percentage of teleworkers per work site, average one way distance, number of days teleworked, VMT savings, impacts on air quality and impact on productivity, absenteeism, overhead as reported by the employers. It may be more cost effective and less cumbersome to collect information from teleworkers and telemanagers at the six month interval as opposed to pre and post pilot. Most case studies are now being developed on post results. Ielework Assistance Program City of Fort Collins -Elham Shirazzi Consulting Team 3 Task 2B: Distribute and Collect Pre and Post Surveys ofPartieipants The ES Team will work with SmartTrips staff to assist pilot organizations to distribute 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 effective the program was in changing travel behavior and, second, for employers to learn enough about implementation that they can make decisions about if, and how, to continue teleworking. The work in this task will develop the data needed to assess the program's effectiveness and provide analysis of survey responses. Task 21): Develop Case Studies Case studies are a powerful tool for marketing teleworking. Case studies must document bottom -line impacts of programs and represent diverse experiences in implementing teleworking. The ES Team will compile information on each of the pilot programs. The information for the case studies will be based on surveys of teleworkers and telemanagers, results of three month focus group meetings with teleworkers and telemanagers, internal company based tracking information and interviews with key personnel. Case studies will emphasize employer, employee and community benefits/ issues. Sample case studies produced by the ES Team are included as an attachment in this proposal. Deliverables Task 2: ■ Develop survey methodology and instruments, review the methodology (including survey instruments and logs) with staff • Administer re -project surveys. Administer Rast-project surveys ■ Prepare a brief analysis of results for each participating company ■ Develop case studies ■ Present Results Task 3: Conduct T ' ' for Employers Task 3A: Prepare Training Handbook and Resource The ES Team will develop a draft outline, PowerPointrrraining Guide and other supporting materials for the training. The ES Team will advise SmartTnps staff on techniques for recruiting workshop participants. Task 3B: Conduct Training Sessions The ES Team will work with SmartTrips staff to schedule and conduct two training seminars for employers that may be interested in teleworkmg, but are not participating in the pilot program. Possible topics can include program design and implementation, telework in the public sector, technology issues, business continuity and emergency response, developing a proposal to management and other topics of interest to employers, training for teleworkers and telemanagers. The sessions will be up to three hours in duration. Deliverables Task 3: ■ Draft and Final Outline ■ PowerPoint /Training Guide. Supporting Templates and Other Materials ■ Conduct Two Training Sessions IeleworkAssistance Program City of Fort Collins -Elham Mirazzi Consulting Team 4 Task 4: Conduct internal T_raininR for Staff Task 4A: Prepare Materials to Train SmartTrips Specialist The ES Team will train SmartTrips Telework Specialist on the development, implementation and evaluation of teleworking. The staff will receive in-depth and on -going training on program design and implementation. There will be two formal training and roundtable sessions scheduled with the staff These training sessions will be conducted in person and scheduled based on site visits to pilots. Task 4B: On the Job Training of Stq ff The SmartTrips Telework specialist will participate in all pilot meetings and conference calls. This will allow the Specialist to acquire skills by shadowing and observation. Deliverables Task 4: On -the -Job training and coaching/shadowing Two training sessions Task 5: Develop a Marketing and Outreach Program to Promote Telework to Emvlovers Task SA: 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 available 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 SB: Develop Content for Website The ES Team will develop content for the telework website including tools for program 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 SC: Develop Content for Brochures, Flyers or Poster The ES Team will develop content for a brochure, flyers or posters. SmartTrips will be 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 l'e%work Assistatzce Program City of Fort Collins -Elham Shirazi Consulting Team 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 6B: 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 will be refined for Task 613. Task 6C: Develop Method for Evaluation The ES team will develop a final report on all activities and program results. Monthly invoices will be prepared with appropriate attachments. The report will include target 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 staff. Any changes will be discussed with and approved by staff. Teeework Assistance Program City ofF'or7 Collins-1,,1ham Shirazi Consulting Team 6