Flexwork Santa Barbara
Phase I Program
Final Report
Prepared by
Telecommuting Advantage Group and
SBCAG Traffic Solutions
July 11, 2006
Table of Contents
FlexWork Santa Barbara Phase I Report …………………………….….….. Pages 2 - 9
FlexWork Phase I Overview
……………………………………
Pages 2
Strategic Elements of the Phase I Program …………………………… Pages 2 - 3
Participating Organizations and Project Timeline……………………… Page 3 - 4
New Participating Organizations
……………………………………
Page 5
Phase I Consulting Components
……………………………………
Pages 5 - 6
Project Outcomes and Performance Measures………………………… Pages 6 - 9
Final Notes …………………………………… Page 9
Appendix A: Case Studies
..………………………………… Pages 10 - 47
UC Santa Barbara Case Study
……………………………………
Pages 10 - 17
City of Santa Barbara Case Study …………………………………… Pages 18 - 24
Cottage Health System Case Study …………………………………… Pages 25 - 29
SB Sheriff's Department Case Study ……………………………………
Pages 30 - 33
SBCAG Case Study
……………………………………
Pages 34 - 37
Veeco Systems Case Study
……………………………………
Pages 38 - 39
Superconductor Technologies Case Study …………………………… Pages 40 - 41
Goleta Water Case Study
……………………………………
Pages 42 - 43
Appendix B: Sample Documents and Tools …………………………...….. Pages 44 - 57
Sample FlexWork Policy
……………………………………
Pages 45 - 46
Sample FlexWork Agreement
……………………………………
Pages 47 - 48
Sample On-Line Survey Questions …………………………………… Page 49
Sample Website Components
……………………………………
Pages 50 - 57
Website Screenshots
……………………………………
Pages 50 - 51
Checklist …………………………………… Page 52
Work Suitability Assessment …………………………………… Pages 53 - 55
Employee Suitability Assessment………………………………… Pages 56 - 57
1
Flexwork Santa Barbara Phase I
Program Overview
Overview of FlexWork Santa Barbara Phase I Program
SBCAG Traffic Solutions has included telecommuting and flexible work schedules
(flexwork) as part of its overall Transportation Demand Management (TDM) program since
its formation in 1993. However, prior to 2004 flexwork was only passively promoted.
Traffic Solutions had produced a Telecommuting Manual for Managers and had included
flexwork information on its website, but no official programs had been pursued. In 2004,
SBCAG launched the 101 In Motion planning effort to address traffic congestion along
Highway 101. As part of this planning effort, a long list of "early action" congestion relief
projects, including flexwork were identified that would provide short term relief prior to
implementing the large capital improvements identified in the plan. Traffic Solutions
recognized the potential to increase flexwork along the Highway 101 corridors but did not
possess the specialized skills to implement flexwork programs in house. In May, 2004
after issuing a Request for Proposals for telecommuting consulting services, SBCAG
Traffic Solutions entered into a 2 year contract with The Telecommuting Advantage Group
(TAG) to implement the first phase the Flexwork Santa Barbara Program (FlexWork SB
Phase I program).
The goal of the FlexWork SB Phase I program was to recruit 7 to 10 employers to
implement pilot flexwork programs to help develop solid case studies that make the
business case for flexwork, thereby stimulating more flexwork throughout the county and
reducing traffic congestion and improving air quality along the Highway 101 corridors. The
pilot program employers were provided with free consulting services from TAG to develop,
implement and evaluate flexwork programs for their employees.
Strategic Elements of the FlexWork SB Phase I Program
The strategy included the following elements:
1) Recruit a cross-section of organizations within Santa Barbara County into the FlexWork
Phase I program, including at least one in each of the following categories:
a. Large government organization
b. Small government organization
c. Large private sector company
d. Small private sector company
e. High tech company
f. Healthcare organization
By including a cross-section of organizations, FlexWork SB Phase I program results
would more readily prove the concept to a variety of private and public organizations.
2
2) Recruit the largest public sector employers to insure a broad, coordinated effort to
reduce traffic congestion and improve air quality along the north and south Highway
101 corridor.
a. The University of California Santa Barbara, (UCSB), is the County's largest
employer and a highly visible organization. Including UCSB in the program
raised the "profile" of the effort and provided a source of significant
participation numbers.
b. The County of Santa Barbara is the largest government agency and one of
the largest employers in the county, with a workforce with a wide range of job
types and work sites throughout the county. As the County already had a
telecommuting policy in place, our goal was to identify what was needed to
expand participation across various forms of flexwork.
c. The City of Santa Barbara, like the County, is another large employer and
should be actively addressing issues facing the region. The City also had a
telecommuting policy and program although participation was low.
3) Develop TAG's "Flexwork Fundamentals" workshop to be held for the public. This
workshop was held once in July and again in early August and was open to the public.
Through SBCAG's organizational contact list, radio ads and phone calls TAG recruited
representatives to the workshops in order to promote the flexwork concept and
FlexWork SB Phase I program. The City and County of SB, Veeco Systems, UCSB
and Cottage Health were all originally introduced to the FlexWork SB Phase I program
through these workshops.
4) Deliver customized consulting, on-line tools and training. TAG varied the strategy and
content according to what different organizations needed to implement an effective
flexwork program. Some influential factors included:
a. Experience with a previous or existing flexwork program.
b. Existing policies, guidelines, and information on flexwork.
c. Types of benefits sought by the organization and/or issues the organization
is trying to address with the program (e.g. productivity gains, employee
retention, office space relief, etc.).
d. Experience and perceptions of the organization's supervisors and managers,
a key aspect to the acceptance and sustainability of a program.
e. Develop and track metrics around participation, for input into the business
case.
5) Compile pilot program data, assess the benefits and outcomes of the program and
develop case studies for making the business case for other employers in Santa
Barbara County.
FlexWork SB Phase I Program Participants and Project Timeline
Traffic Solutions and TAG worked with the following organizations during the FlexWork
Phase I program. Participation dates and additional details are included in the timeline
below.
3
ä Cottage Health. (Telework)
ä Veeco (Telework)
ä Superconductor Technologies (All Flexwork)
ä UCSB (All Flexwork)
ä The City of Santa Barbara (All Flexwork)
ä The County of Santa Barbara Sheriff's Department (Telework)
ä Goleta Water (All Flexwork)
ä Yardi Systems (All Flexwork)
ä SBCAG (All Flexwork)
City of Santa Barbara
SB Sheriff's Department
Superconductor Tech.
Yardi Systems
Goleta Water
SBCAG
SB County
Harbor
Patrol
Program Investigated. No Pilot Conducted
Programs On-Hold
Ongoing Programs
Traffic Solutions FlexWork Santa Barbara Phase
One Timeline
July, 2004
Traffic Solutions
FlexWork Phase One
Program Launch
July, 2004
August, 2004
September, 2004
Veeco Systems
October, 2004
October, 2004
November, 2004
May, 2006
April, 2006
March, 2005
May, 2005
June, 2006
Key
November, 2004
UC Santa Barbara
Cottage Health System
Nov, 2005
Feb, 2005
Jan, 2005
Jan, 2006
April, 2006
FlexWork SB Phase I New Participants
Towards the end of the first phase of the FlexWork Santa Barbara Program two
organizations approached Traffic Solutions. The initial stages of their programs have
begun.
4
The County of Santa Barbara Human Resources Department began their investigation in
earnest in April of 2006. The County Sheriff's Office provided an invaluable pilot and was
chosen as a non-traditional pilot for the overall County. The inclusion of the rest of the
County provides a significant opportunity to significantly expand overall participation, trip
reductions and emission reductions. The County as a whole is particularly interested in
how flexible schedules could help reduce the County's impact on peak period congestion
on Highway 101. Due to the location of many of the County's offices, flexwork will also
help reduce the pressure on downtown Santa Barbara parking during peak tourist season.
Productivity gains, employee retention and recruiting and employee satisfaction with the
County are also short-term goals for implementing flexwork more extensively.
The Santa Barbara Harbor Patrol began initial discussions with TAG, Traffic Solutions and
TDM from the City in May of 2006. The Harbor Patrol is looking to move from a traditional,
three eight hour shift to a compressed workweek model. This will allow employees to get
out of the commute, provide additional manpower during peak times of need and to
augment employee training and conditioning.
Some preliminary assistance was offered to these organizations, however due to the
limited time and resources available under Flexwork Phase I program, any further
assistance will need to take place under the FlexWork Phase II program.
FlexWork SB Phase I Program Consulting Components
The main components of each program included a set of foundational items, tools and
trainings. Samples of these tools are included in Appendix B. The following is a list of the
primary consulting tools provided to the pilot participants as the key role each play in an
effective flexwork/telework program:
1) Flexwork Policy . The flexwork policy includes the expectations of employees who
wish to participate in a flexwork program, the criteria for inclusion, performance
requirements, the acquisition and care for equipment, supplies, software and other
materials and any legal requirements of the organization.
2) Flexwork Agreement . The flexwork agreement provides the details for each flexwork
participant. The timeframe of their program, where they will work if not on-site, their
schedule, performance criteria while flexworking, who pays for equipment that is
required, how equipment maintenance is affected and who is required to approve the
program. The agreement is often the primary way of tracking employees' participation
in a flexwork program.
3) On-line Survey , (for managers or all employees). The on-line surveys are an efficient
and effective way to obtain information about employees' attitudes towards flexwork,
prior experience and their intentions to participate. For managers a survey may also
provide information about what goals they believe are attainable and what concerns
need to be addressed to obtain their support for the program.
4) Flexwork/Telework Website
a. Work Suitability Assessment , (WSA). The WSA is an on-line, interactive,
real-time tool that helps an employee determine which job-tasks are most
suitable for the various types of flexwork available to them. At the end of this
process the employee will have determined if their job-tasks are suitable to
5
flexwork, which are most suitable, what performance measures will help their
manager evaluate their performance while flexworking and a suitable
workgroup schedule.
b. Employee Suitability Assessment , (ESA). The ESA is an on-line
assessment that evaluates an employee's competency to
telework/telecommute in six critical areas. Personal competencies such as
Communication Skills, Results Management, and Remote Relationship
Management are evaluated. The employee is provided with a report, scores
for each competency and ways in which they can develop each competency.
c. Employee tools and information . "How-to" checklists and flowcharts,
assistance in using the on-line tools and assessments, how to work with their
manager in designing a program and general employee information help the
employee determine their most effective flexwork program.
d. Managers' tools and information . Information on collaborating with an
employee to design a flexwork program, how to evaluate a program and how
to use the on-line tools and assessments make the manger's job of
evaluating a program more effortless.
e. General flexwork/telework information . Information about other programs,
the "myths of telecommuting" FAQ's and other information assist both the
employee and manager.
f. Access to organization specific information . Software, remote access,
etc. that is unique to the organization. For example, many organizations
have licensing contracts with Microsoft making it simple and inexpensive to
upgrade the software on their computers.
5) Manager Workshops . Manager workshops are in-person workshops designed to
make managers familiar with the flexwork program, the policies, agreement, on-line
tools and other processes, to address their concerns and questions and make them
familiar with new types of situations they may experience.
FlexWork SB Phase I Outcomes and Performance Measures
Following are charts detailing the participation and emission reductions of the participants
of the Flexwork Santa Barbara Phase I Program. TAG works with its clients with a
standardized approach and foundational set of processes and tools. During the initial
stages of a program this standardized approach is customized for the needs of each client.
As a result, different programs vary in terms of the processes and tools they use and their
rollout of a flexwork program. The various types of organizational rollouts and types of
flexwork programs utilized by participants resulted in different impacts on reduced
commute trips, traffic congestion and air emissions. The following terms were used.
Pilot Program: Some participating organizations utilized pilot programs that included
specific workgroups or divisions and were set for a limited time. These organizations
collected data in terms of participation in the program.
6
Other organizations did not have a specific program. These organizations rolled the
program out to the entire organization.
Pilot Expansion: Each organization had a period either after their pilot, or their
organizational rollout that we termed the pilot expansion. During this period adjustments
were made based on the pilot or rollout and typically employee participation accelerated.
Several organizations, including UCSB and the City of Santa Barbara, conducted
additional manager orientation workshops. Remaining manager resistance declines and
employee interest increases during this period during a successful program.
Projected Numbers: Projected numbers are forecasts for the organization as the
program reaches maturity. These numbers are typically based on the pilot and pilot
expansion data, on-line survey data as well as data from case-studies of similar
organizations with mature programs.
Peak Commute Trips Eliminated: Several of the organizations tracked the participation
of employees utilizing flexible schedules. Flexible schedules have the benefit of moving an
employee from the peak commute times to off-peak times. While we do not experience
the benefit of a reduced automobile trip, we do experience the benefits of removing that
automobile from the peak commute and reducing air emissions raised due to stop-and-go
traffic.
Performance Measure
Phase I
(Monthly)
Projected
(Annual)
# Participants
363
846
# Trips Eliminated (telework)
1,566
51,984
# Peak Commute Trips Eliminated (flexible schedule
and telework)
2,112 57,216
Vehicle Miles Traveled Eliminated
46,980
1,559,520
Pollutant Emissions Saved:
ROG (Lbs)
6,821
733,764
NOx (Lbs)
6,115
657,720
CO (Lbs)
66,280
7,129,704
PM10 (Grams)
73,499
7,906,368
CO2 (Lbs) 1,706,403 183,556,896
Gasoline Saved, (est. 25 miles/gallon) 1,879
62,376
Employee Auto Savings, (IRS 44.5 cents/mile est.)
$20,906
$693,984
7
Monthly Trip Reductions
1,566
4,332
2,112
4,768
0
1,000
2,000
3,000
4,000
5,000
6,000
Current
Forecasted*
Monthly
Trips
Eliminate
d
Total Trips EliminatedPeak Period Trips Eliminated**
* Forecasted monthly totals are likely to be reached within 2 years once the pilot
programs fully mature. Total annual peak period trips eliminated forecasted to be
57,216.
ROG, NOx Emission Reductions, (Pounds/Year)
81,857
73,380
733,764
657,720
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
ROG
Nox
Expanded Pilot TotalsForecasted Totals
CO Emission Reductions, (Pounds/Year)
795,360
7,129,704
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
Expanded Pilot Totals
Forecasted Totals
Particulate Emission Reductions, (Grams/Year)
881,988
7,906,368
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
CO2 Emission Reductions, (Pounds/Year)
20,476,836
183,556,896
0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000
160,000,000
180,000,000
200,000,000
Expanded Pilot Totals
Forecasted Totals
Expanded Pilot Totals
Forecasted Totals
8
Final Notes:
The SB Sheriff's Department already heavily utilizes several compressed workweek
schedules. This benefits the County in terms of reduced trips and non-peak commute
travel, but these numbers were not included in the data. Only new flexwork participants
due to the Flexwork Phase I Program were included.
The City of Santa Barbara also had a significant number of flexworkers, mainly those
utilizing compressed workweeks and flexible schedules. Again, these employees were not
included in the Flexwork Phase I Program numbers.
Cottage Health is preparing to launch its telecommuting pilot. As the results of the pilot
and expanded pilot, will have a significant impact on which workgroups will join their
program in the future. We did not include a forecast number for Cottage Health. Thus, the
potential for a significant boost to forecasted trip and emission reduction numbers is very
feasible.
Due to confidentiality reasons, program information from Yardi was not released.
9
University of California Santa Barbara
Start Date:
5/18/2004
Type(s) of Flexwork: Telework
Compressed Workweeks
Flexible Schedules
Program Goals:
Employee Retention
Employee Recruiting
Employee Work/Life Balance
Productivity Gains
Reduce Parking Congestion
Main Hurdle:
Developing a Program that
Managers/Supervisors Actively
Promote
Biggest Surprise: Manager Post Pilot Involvement
10
About the University of California Santa Barbara:
UCSB's enrollment in 2005 included 19,799 students pursuing more than 200 majors, degrees, and
credentials that are offered through UCSB's five schools and the Graduate Division.
UCSB's has 975 FTE faculty members and a total of 6,005 FTE employees. In addition to five winners
of Nobel Prizes, UCSB's faculty includes many elected members or fellows of the American Academy
of Arts and Sciences (21), the National Academy of Sciences (25), the National Academy of
Engineering (26), and the American Association for the Advancement of Science (38).
A UCSB Work/Life Survey was conducted in 2002. Staff cited the ability to have flexible work
arrangements as the single most important need in trying to balance work/life issues. The results of
that survey indicated that 87% of female staff and 92% of male staff were moderately to very
interested in flexible work arrangements. In December 2002,
the Chancellor asked Human Resources to develop a program
to increase the use of flextime and telecommuting for staff.
In 2003, UCSB was invited to join a Telework Task Force g
headed by the Traffic Solutions division of the Santa Barbar
County Association of Governments (SBCAG). UCSB wa
first pioneering organization to join the Flexwork SB program. UCSB's pilot flexwork program was
launched on July 1st, 2005 and the full program was rolled out on January 15th, 2006.
roup
a
s the
UCSB's Flexwork Program Goals:
The goals for flexwork developed after the 2002 work/life sturdy were based on studies that showed
that flexible work arrangements improve morale, quality of life, and productivity by taking into account
each employee's individual differences in work styles, optimal work times, family responsibilities, and
personal and career interests. As a result, planned and unplanned absences are reduced and fewer
personal tasks are done during the employee's workday. In times of budget cuts and downsizing,
flexwork arrangements can be an effective and low/no-cost method that employers can offer to assist
employees with work/life needs.
Flexwork Pilot:
Program Rollout:
7/01/2005 - 10/30/2005
3/02/2006
"Flexwork is the biggest hassle
that isn't. - Flexwork Steering
Committee Member
11
By offering its employees the option of flexwork, (flex schedules), the goals of the program are to
promote better work/life balance for its employees, to benefit the Santa Barbara community through
less traffic congestion and air pollution, and to realize productivity gains for the University.
UCSB implemented flexible-schedules, telework and compressed workweeks as options for all of its
employees in the four workgroups who participated in the pilot. Later, the program was announced to
the entire campus and trainings were offered to managers and supervisors who were interested in
offering the program to their departments.
UCSB's Flexwork Pilot Program:
The UCSB Flexwork Pilot Program was conducted in the late summer/early fall of 2005. The pilot
was designed to include departments that provided a cross-section of job-tasks for the University.
The four-month pilot program ran from July 1, October 30. There were four participating pilot
departments: Admissions, Human Resources, Information Systems & Computing, and Physics. Out of
the 139 employees in the participating departments, 37 employees filled out a flexwork agreement
approved by their supervisor and department head.
ä Through the use of on-line surveys determine the impact of the flexwork pilot on flexworkers job
satisfaction, performance and effects on managers and co-workers of flexworkers.
ä Demonstrate that a formalized, structured telecommuting program would increase overall
participation.
ä Gather evidence of increased employee performance,
ä Develop a process by which telecommuting could be used to augment employee recruitment.
UCSB's Flexwork Pilot Outcomes:
The pilot departments for the Flexwork Pilot Program were Admissions, Human Resources,
Information Systems & Computing, and Physics. The composition of these departments is:
Department
Total # of
Employee
# of
Exempt
Employees
% of Exempt
Employees
# of Non-
Exempt
Employees
% of Non-
Exempt
Employees
Admissions
39
11
28%
28
76%
Human Resources
35
23
66%
12
34%
Information
Systems and
Computing
34
11
50%
17
50%
Physics
42
12
28%
30
71%
Total
150
63
42%
87
58%
Twenty two (22) pilot participants had schedules with flexible hours (e.g. early start/early finish or late
start/late finish). Seven employees had a telecommuting arrangements and 8 employees worked
compressed work weeks (e.g. 9/80 schedule). Eight of the Flexwork Pilot participants were on the
START program. Twelve participants had a "mixed" schedule comprised of telecommuting/
compressed work week/flexible hours.
12
Effect on Parking, Commutes, and Highway Congestion:
Twelve (32%) of the participants lived in Santa Barbara, 24% (9) lived in Goleta, 11 (30%) lived
in North County (Buellton, Santa Ynez), and 5 (14%) lived in South County (Ventura, Ojai).
Participants with flexible work hours helped reduce the peak hour congestion on the 101 coming
into and going out of campus. Telecommuting and compressed work weeks reduced the need for
68 parking spaces, though most of those spaces were on Fridays.
Impact on Pollution and Gas Savings:
The pilot participants reduced gas emission particulates by 30,414 pounds per week. Gas emission
particulates are comprised of large amounts of CO2, as well as various Nitrous Oxide particles. These
calculations are based on a formula developed by the Environmental Protection Agency and modified
by the State of California to meet our specific weather and environmental factors. The seven (7)
telecommuting participants averaged 31.4 miles each way and the eight (8) participants using
compressed work weeks averaged 32.9 miles each way. Participants who lived within twelve (12)
miles of UCSB saved an average of $19.07 in gas expenses and $57.03 in operating costs per month.
Participants who lived further than 30 miles from UCSB saved an average of $54.25 in gas expenses
and $152.06 in operating costs per month.* Nine (60%) of the employees using telecommuting or
compressed work weeks lived within ten (10) miles of UCSB. The benefits for these participants
appear to be work/life balance and the ability to work a limited amount of time in a non-disruptive work
environment, rather than reduction in commute time or gas savings.
Flexwork Pilot's Impact on Department Functioning:
The highest number of respondents (approximately 53%) reported that working with new flexwork
participants had no impact on their ability to get their work done, timeliness and quality of work
received from flexworkers, and ease of contacting flexworking co-workers. More importantly, 40% said
that there was a very positive impact on the quality of work received from flexworkers. 20% of the
respondents reported that there was a somewhat negative impact on ease of contacting flexworkers,
while 18% of the respondents reported a positive impact on the same issue. 31% of the respondents
indicated that there was a positive impact on his/her ability to get work done and 33% of the
respondents reported a positive impact on the timeliness of work received from flexworkers.
Generally, there was either no impact or a positive impact on department functioning due to
flexworking employees.
Impact of Flexwork on Non-Flexworkers
% negatively
impacted
% not impacted
% Positively
impacted
Ease of Contacting
Employees
20%
49%
18%
Ability to Get My Work Done
10%
56%
31%
Timeliness of Work
Received from Flexworkers
12%
48%
33%
Quality of Work Received
from Flexworkers
4%
57%
40%
13
Flexwork Pilot's Impact on Individual Productivity and Morale:
In both the pre-survey and the post-survey results, having flexibility in their work schedule positively
affected morale in a large majority of survey respondents (90% in pre-survey, 86% in post-survey).
Having work schedule flexibility also positively affected productivity in over half of survey respondents
(76% in pre-survey, 60% in post-survey).
Positive Impact of Flexible Work Schedules of Flexworkers
# who reported
flexibility affected
them very little
% who reported
flexibility affected
them very little
# who reported
flexibility affected
them very much
% who reported
flexibility affected
them very much
Productivity
23
14%
34
60%
Morale
8
40%
48
86%
Absenteeism
30
54%
26
46%
Quality of Work
29
52%
27
48%
Likelihood of
Quitting Job
32
58%
23
42%
Likelihood of
Being Fired
44
83%
9
17%
Manager perspectives on flexwork participants:
60% of managers who participated in the Flexwork Pilot Program reported feeling more in favor of
flexwork after the pilot was concluded. The only slightly negative impact of flexwork reported by 29%
of managers was regarding communication between flexworkers and their co-workers not on flexwork
schedules. The results indicate that improved communication between flexworkers, their departments,
and the campus will enhance the future success of the program. 76% of the managers reported a
positive impact on attitudes towards work, 42% reported a positive impact on productivity, 29%
reported a positive impact on quality of work, 29% reported a positive impact on creativity, 47%
reported a positive impact on relationships with co-workers, and 41% reported a positive impact on
communication.
Impact of Flexwork on Supervisors/Managers
% of Supervisors
reporting a negative
impact on work with
flexworking
employees
% of Supervisors
reporting no
impact on work with
flexworking
employees
% of Supervisors
reporting a positive
impact on work with
flexworking
employees
Productivity
0%
59%
42%
Quality of Work
0%
71%
30%
Creativity
0%
69%
30%
Communication With
Co-Workers
29%
29%
41%
Attitude Towards
Work
0%
24%
76%
Relationship With Co-
Workers
6%
47%
47%
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Written Comments:
Some of the questions in the pre and post surveys were open-ended and respondents were asked to
express their opinions on flexwork issues. Many of the comments indicated that quality of life,
commute times, morale, and increased productivity were positive outcomes of having a flexwork
schedule. Some employees who did not participate in the Flexwork Pilot Program commented that
they occasionally had to handle walk-in traffic and/or telephone calls for flexworkers and
communication/coordination of flexworkers' schedules was an issue at times. In general, most of the
comments were very positive about the impacts of flexwork on individual and department functioning.
Long-term goals for the flexwork program:
ä Include flexwork options in the recruitment of new employees.
ä Gather data on the financial savings of utilizing flexwork in the recruitment of new employees.
Significant Hurdles to Implementing:
ä Approval of guidelines, agreement and other documents through University departments,
management and union.
ä Supervisor and management resistance, mainly based on the informal use of flexwork
arrangements on campus.
Biggest Surprises:
ä Over 100 supervisors and managers who attended the six Flexwork Manager Trainings conducted
by Wendy Nishikawa.
ä Surges in enrollment after each Flexwork Manager Training showing how critical management
support is to employee enrollment.
ä A steady stream of new applicants, from six to fourteen per week, since the program was launched.
Key FlexWork Policies and Tools:
The tools developed for this program included a UCSB Flexwork web site, written guidelines,
and an agreement form. The web site provided access to policies, assessments, guidelines, and
information and had components specifically for the department manager or the flexworker. The
guidelines met the goals of the program for the University of California and the specific needs of
our campus. These included eligibility requirements for the program, policies around obtaining
and maintaining equipment and supplies, data security, usage of equipment, off-site office safety,
and ergonomic guidelines. The agreement included employee information, and details on their
specific flexwork program (e.g. dates, location, etc., duties to be performed while flexworking,
system access and technical support, types of hardware, software, supplies and other items needed
for the flexwork arrangement).
ä Written guidelines and an agreement form.
ä On-line Work Suitability Assessment (WSA).
ä On-line Employee Suitability Assessment (ESA).
ä On-line surveys
ä A UCSB Flexwork website.
ä Access to guidelines and agreement form.
ä On-line assessments.
ä "How-to's" for managers and employees.
ä Additional flexwork information.
15
Key Statistics:
49 employees participated in UCSB's flexwork pilot
ä 7 Telecommuters
ä 8 Compressed Workweeks
ä 22 Flexible Schedules
ä 12 Mixed Flexwork Schedules
* 257 flexworkers as of June 30th, 2006
ä 42 Telecommuters
ä 49 Compressed Workweeks
ä 108 Flexible Schedules
ä 58 Mixed Flexwork Schedules
**526 Projected flexworkers
ä 120 Telecommuters
ä 180 Compressed Workweeks
ä 156 Flexible Schedules
ä 75 Mixed Flexwork Schedules
* The total number of flexworkers and the participation by type are estimated from files downloaded
from UCSB's flexwork website, usage of the Work Suitability and Employee Suitability Assessments
and statistics from the flexwork pilot program.
** The projected number of teleworkers are estimated by participation numbers at other University
flexwork programs that have been in place a minimum of two years, (University of Central
Washington, Long Beach, Iowa, Poznan).
Next Steps
ä Manager trainings will be offered upon request
Program
Initiated
Steering
Committee
Formed
Policy, Agreement,
Metrics, Rollout Plan
Complete
Flexwork
Pilot
January 2005
July 2004
August 2006
January 2006
7/04 - 9/049/04 - 2/05
5/05 - 7/057/05 - 10/05
1/06 - 3/063/06 - 8/06
Flexwork
Launch
UC Santa Barbara
Flexwork Timeline
Internal
Approval
Process for
Survey
Pre-Pilot
Survey
Complete Survey, Begin
Flexwork Pilot
Union
Approval
11/05
Review
Pilot
Results
Manager Workshops,
Ongoing Program
Expansion
Progress
Made
Implementing
Flexwork
Program
16
Participation and Traffic Reduction, (Monthly)
49
257
526
178
992
2,610
352
1,728
2,496
0
500
1,000
1,500
2,000
2,500
3,000
Pilot
Expanded Pilot
Projected
# Participants # Trips Eliminated # Peak Commute Trips Eliminated
Participation and Emission Reductions Data, (Monthly)
Pilot Expanded Pilot Projected
ROG, (Pounds)
199
6,039
47,286
NOx, (Pounds)
178
5,413
42,385
CO, (Pounds)
1,933
58,676
459,455
Particulates, (Grams)
2,143
65,067
509,505
CO2, (Pounds)
49,760
1,510,625
11,828,832
# Participants
49
257
526
# Trips Eliminated
178
992
2,610
# Peak Commute Trips Eliminated 352
1,728
2,496
CO
17
CO2 Emission Reductions, (Pounds/Month)
49,760
1,510,625
11,828,832
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
Pilot
Expanded Pilot
Projected
Particulate Emission Reductions, (Grams/Month)
2,143
65,067
509,505
0
100,000
200,000
300,000
400,000
500,000
600,000
Pilot
Expanded Pilot
Projected
Emission Reductions, (Pounds/Month)
1,933
58,676
459,455
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
Pilot
Expanded Pilot
Projected
ROG, NOx Emission Reductions, (Pounds/Month)
199
6,039
47,286
178
5,413
42,385
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
Pilot
Expanded Pilot
Projected
ROGNOx
City of Santa Barbara
18
Start Date:
7/05/2004
Type(s) of Flexwork: Telework
Compressed Workweeks
Flexible Schedules
Program Goals:
Employee Retention
Employee Recruiting
Employee Work/Life Balance
Productivity Gains
SOV commute reduction
Main Hurdle:
Developing a Program that
Managers/Supervisors Actively
Promote
Biggest Surprise: Manager Support for Program
Expansion
Pilot Launch:
Program Rollout:
8/01/2005
1/15/2006
"I was skeptically pulled into
[flexwork] by my workgroup. I
have to admit its working." -
Supervisor of a City maintenance
About the City of Santa Barbara:
Headed by the City Council, which is composed of a Mayor and six Council Members, the Santa
Barbara City Government is an organization dedicated to serving the people of Santa Barbara. The
City has a broad range of responsibilities in maintaining the city's infrastructure, serving Santa
Barbara's citizens as well as to help administer up to 25,000 visitors on weekends. The City employs
approximately 1,480 employees.
The City's Flexwork Program Goals:
Managers of the City recognize that rapid technological advances, regional housing and traffic
changes, and employee work/life needs have changed the traditional work environment. It is
increasingly possible and mutually beneficial, for both the City and employees, to allow some work to
be accomplished at off-site locations and/or during non-standard operating hours.
At the outset of the City's involvement with Flexwork Santa Barbara, a flexible
work schedule and telecommuting program already existed as a component of t
City's Family Friendly Work Policy. The program was not widely com
and through an on-line survey it was found that managers and supervisors wou
feel much more comfortable supporting a program if additional information, tools
and trainings were available.
A goal of the flexwork program was to add information, tools and training as well
as to rework the City's policy and agreement forms to include a broader range of
alternative work arrangements and have the ability to be able to track participation. Additional goals
of the program included:
he
municated
ld
ä Having a positive impact on employee satisfaction.
ä Proving a positive effect on employee performance.
ä Providing a tool for recruitment efforts.
ä Reducing Single Occupant Vehicle trips to the workplace.
19
After the launch of the flexwork program the City Administrator gave the approval to rework the
flexwork components of their TDM program.
The Flexwork Committee:
Representatives from TAG worked with the City's TDM coordinator, Dru van Hengel, housed in the
Transportation Division of the Public Works Department. Representatives from Parks & Recreation;
Finance; Human Resources; Information Services; Public Works; and the Library participated in
reviewing and revising written agreements and policies, and crafting surveys.
The City's Flexwork Rollout:
The City's Flexwork Program was rolled out in January of 2006. Prior to the rollout several key
activities were completed to ensure an effortless rollout and a sustainable program.
The existing telecommuting policy and agreement was rewritten to include all previous MOA's and
aspects agreed to by City managers, unions and other policy makers. Additional guidelines were
added for the following reasons:
ä To include compressed workweeks, flexible-schedules and "mixed" flexwork models to the
telecommuting policy and agreement.
ä To include aspects that needed additional attention. Examples of these included expectations
around handling City equipment and information as well as including Risk Management
representatives in the meeting ergonomic and home-office safety and setup requirements.
ä The original telecommuting policy was 22 pages long. If possible, the Flexwork Committee
wanted to shorten the document to make it more accessible.
The City Flexwork Website:
A flexwork website was developed for the City's Intranet. The website consists of areas focused on
the employees, (potential flexworkers), managers of flexworkers as well as general information and
access to other City resources, software and information. For potential flexworkers the website
includes the tools for them to "Make The Case" for their flexwork program. This allows the employee
to design the type of program their job is suitable for, their performance metrics, their schedule and
other aspects before approaching their manager. Specific aspects of the City's flexwork website
include:
ä On-line assessments. The Work Suitability Assessment, (WSA), and Employee Suitability
Assessment, (ESA), were included on the flexwork website.
ä "How To" tools for employees.
ä "How To" tools for managers.
ä Additional information about flexwork, ergonomics and home-office setup and safety.
Several updates were presented to Department Heads throughout the program redevelopment, in
order to increase awareness that the program was being revised.
A presentation was given at a regularly scheduled quarterly Managers' Meeting. The goals of the
program, tools and information available, pilot and rollout plans were communicated to the City's
managers. Manager interest in the program was high.
Pre-Launch Flexwork Survey:
As part of an overall Commute Survey, the employees of the City of Santa Barbara were asked about
their perceptions of flexwork, the probability of their participation and the experience of employees
already participating in the existing flexwork programs.
When asked if they would choose an alternative work arrangement 31% responded that they like their
schedule as it is, over 50% responded that they would move to a compressed workweek, 29%
responded that they would telework one or more days per week and 30% would utilize a flexible
schedule. It is possible to mix various types of flexwork and utilize more than one.
20
If available, which of the following alternative work arrangements would you choose?
(check all that apply)
No Change, I like my schedule as it is
31.1%
Change to a 9-80 schedule
22.2%
Change to a 4-10 schedule
28.6%
Telework one or more days per week
28.6%
Lengthen my work day to include a longer lunch break
6.9%
Have flexible start and finish times while still working an 8 or 9 hour day
29.6%
Working fewer hours for less pay
7.9%
Participate in job sharing, (work half time)
5.1%
Work part of the day from home and travel to/from work during light commute
times
18.1%
Other (please specify)
12.5%
Well over 50% of the employees responded a positive impact on productivity, morale, reduced
absenteeism, quality of work and the likelihood of staying with the City.
To what extent does having a flexible work schedule and telecommute program affect the
following aspects of the City of Santa Barbara as an organization? Flexibility improves:
Productivity
71%
Morale
93%
Absenteeism
68%
Quality of Work
66%
Likelihood of Staying
91%
Post Launch On-Line Survey:
After the program was launched city-wide an on-line survey was conducted. Flexworking employees,
their managers, and employees not participating in flexwork were all surveyed to gauge the effects of
the flexwork program on their work experience and their perceptions of flexwork.
As the table below shows, the flexwork program had a significantly positive effect on employees'
attitude towards the City, the Quality of their work, the ability to be creative, their stress level, job
satisfaction and likelihood of staying with the City of flexworking respondents. The only area where
there was a negative impact more significant than the positive was in flexworkers' communication with
and availability to co-workers.
For Flexworkers: How Does Flexwork Positively or Negatively Affect Flexworkers In the
Following Areas?
Negatively
(%)
No Impact
(%)
Positively
(%)
N/A
(%)
My Overall Attitude Towards the City
5
5
80
0
My Communication with/Availability to Co-Workers
37
37
27
0
Quantity of My Work
5
47
48
0
Quality of My Work
6
39
56
0
My Ability to be Creative in My Work
5
37
58
0
My Ability to Hit Deadlines
11
42
47
0
My Timeliness In Responding to Coworkers
21
37
42
0
My Own Stress Level
11
5
84
0
The Cohesion of my Workgroup
5
58
37
0
My Overall Job Satisfaction
6
6
89
0
The Likelihood That I Will Stay Employed at The
5
16
73
5
21
City
* Some survey recipients did not answer each item resulting in some not equaling 100%.
The flexwork program had a mainly neutral or positive impact on the coworkers of flexworkers, even
though they themselves were not participating in the program. The program had significantly positive
affects on their overall attitude towards the City, job satisfaction and likelihood of staying with the City.
Their ability to communicate with flexworkers was one area in which the negative impact, at 39% of
respondents, was more negative than neutral or positive.
For Co-Workers of Flexworkers: How Does Having Flexworkers in Your Group Positively or
Negatively You in the Following Areas?
Negatively
(%)
No Impact
(%)
Positively
(%)
N/A
(%)
My Overall Attitude Towards the City
9
18
68
5
My Ability to Communicate With Flexworkers
39
28
23
9
My Availability to Coworkers and Customers
30
33
25
12
The Number of Unscheduled Tasks That Come
Up For Me To Do During The Day
24
52
12
12
The Quantity of Work I Am Able to Get Done
7
69
15
10
The Quality of My Work
2
71
17
10
My Ability to be Creative in My Work
0
69
22
10
My Ability to Hit Deadlines
15
59
17
10
My Timeliness In Responding to Coworkers
29
52
9
10
My Own Stress Level
10
55
29
7
The Cohesion of my Workgroup
21
40
31
7
My Overall Job Satisfaction
10
40
43
7
The Likelihood That I Will Stay Employed at The
City
0
43
53
5
Future Participation:
16% of the respondents indicated that they have the intention of applying for a flexwork program in
the near future.
Impact on Managers of Workgroups with Flexworkers:
36% of managers responding to the survey stated that they were more supportive of flexwork since
the flexwork pilot and rollout were conducted. 42% stated that it had no impact and 4.5% were more
negative about flexwork.
Managers rated that the flexwork program had a positive impact on flexworker productivity, attitude
and workgroup cohesiveness rather than a negative or neutral impact.
87.5% of managers were supportive of the expansion of the flexwork program in their workgroup and
the organization. 9% were more supportive in the organization but not in their workgroup. None of
the managers responded that they would not support the flexwork program anywhere in the City.
The long-term goals for the flexwork program include:
ä Include flexwork options in the recruitment of new employees.
ä Gather data on the financial savings of utilizing flexwork in the recruitment of new employees.
ä Gather data on the personal savings of employees utilizing Flexwork.
ä Increase participation of existing employees in Flexwork.
ä Remove culture of fear around submittal of future applications.
22
Significant Hurdles to Implementing:
ä Change the culture of management staff to seriously consider all applications.
ä Finding a "home" for the program.
Biggest Surprises:
ä Even after the City-wide rollout, many respondents to the survey indicated that flexible work
and telework schedules were still not available to them.
ä The high level of support for the expansion of the program. Not only among employees, but
overwhelmingly among supervisors and managers as well.
Key FlexWork Policies and Tools:
The tools developed for this program included a City Flexwork web site, written guidelines, and an
agreement form. The web site provided access to policies, assessments, guidelines, and information
and had components specifically for the department manager or the flexworker. The policy and
agreement met the needs of employees and managers involved in the flexwork program. These
included eligibility requirements for the program, policies around obtaining and maintaining equipment
and supplies, data security, usage of equipment, off-site office safety, and ergonomic guidelines. The
agreement included employee information, and details on their specific flexwork program (e.g. dates,
location, etc., duties to be performed while flexworking, system access and technical support, types of
hardware, software, supplies and other items needed for the flexwork arrangement). The on-line
surveys were critical components for the investigation, development, and on-going expansion and
"tweaking" of the flexwork program.
Key Statistics:
The City of Santa Barbara already had a flexwork program. Participation was difficult to track as the
program was relatively informal. The data we are using for the "through June 30th" numbers include
new flexworkers as of January 2006.
New Flexworkers During Pilot Expansion:
ä 9 new Teleworkers
ä 16 new Compressed Workweeks
ä Employees utilizing flexible schedules are not required to fill out flexwork agreements. An
estimated 24 new flexible schedules are in place based on interviews with managers and data
from the on-line surveys.
The forecasted number of flexworkers are based on the pre-pilot survey and data acquired from
flexwork program in other cities within California and the U.S. These numbers do not include City
employees flexworking prior to January 1st, 2006, estimated at 242. The most common flexwork
arrangement currently in the City are compressed workweeks. As a result, the number of potential
new employees utilizing this arrangement is not as dramatic.
Forecasted Teleworkers:
ä 53 new Teleworkers
ä 111 new Compressed Workweeks
ä 142 new Flexible Schedules
Next Steps
ä Additional manager orientations
ä Staff recruitment into program
ä Migration of program into Human Resources Division
Program
Initiated
Steering
Committee
Formed
1/05
8/2004
8/2006
1/06
8/04 - 10/04
10/04 - 5/05
5/05 - 8/059/05 - 11/051/06 - 3/066/06 - 8/06
Flexwork
Launch
City of Santa Barbara
Flexwork Timeline
Internal City
Approval
Process for
City-Wide
Survey
On-Line Survey
City Website Complete
Manager Workshops,
Ongoing Program
Expansion
Policy, Agreement, On-
Line Survey Developed
Progress
Made
Implementing
Flexwork
Program
23
Participation and Traffic Reduction, (Monthly)
24
150
384
189
1,134
2,272
0
500
2,500
2,000
1,500
1,000
# Participants
# Trips Eliminated
# Peak Commute Trips
Eliminated
Pilot Expansion
Projected
Participation and Emission Reductions Data, (Monthly)
Pilot Expansion Projected
ROG
225
13,257
NOx
202
11,883
CO
2,188
128,816
PM10
2,426
142,848
CO2
56,330
3,316,419
# Participants
24
189
# Trips Eliminated
150
1,134
# Peak Commute Trips Eliminated
384
2,272
24
ROG, NOx Emission Reductions, (Pounds/Month)
225
13,257
202
11,883
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Pilot Expansion
Projected
CO Emission Reductions, (Pounds/Month)
2,188
128,816
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Pilot Expansion
Projected
ROGNOx
Particulate Emission Reductions, (Grams/Month)
2,426
142,848
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Pilot Expansion
Projected
CO2 Emission Reductions, (Pounds/Month)
56,330
3,316,419
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
Pilot Expansion
Projected
Cottage Health System
Start Date:
9/18/2004
Type(s) of Flexwork: Telecommuting
Program Goals:
Employee Retention
Employee Recruiting
Employee Work/Life Balance
Productivity Gains
Reduce Parking Congestion
Main Hurdle:
Perceptions of Telecommuting
within a healthcare organization
Biggest Surprise: Acceptance of concept by
"skeptical" managers
Flexwork Pilot:
25
Program Rollout:
8/2006 - 12/2006
TBD
"The structure of the program
helps me feel better about
telecommuting as a manager."
- CH Manager
About Cottage Health System:
Cottage Health System, formed in 1996 as the not-for-profit parent organization of Santa Barbara
Cottage Hospital (including Cottage Childrens' Hospital), Goleta Valley Cottage Hospital, and Santa
Ynez Valley Cottage Hospital is guided by a volunteer board of directors from the greater Santa
Barbara community and provides the residents of the Central a
care, continuous improvements in medical practice, and a
commitment to our communities. With a combined total of
approximately 2,500 employees, nearly 500 beds, over 20,00
annual admissions, over 50,000 annual ER visits and 2,800
births each year, the Cottage Health System hospitals excel a
patient care and patient satisfaction. The medical staff of ov
500 physicians includes specialists in all major clinical areas,
many of whom participate in the training and education of som
of the top medical residents in the country in our internal
medicine, general surgery, and radiology residency programs. The mission of Cottage Health Syste
is to provide the highest standard of healthcare services through a commitment to continuous
improvements in quality, safety, patient satisfaction, health education, research, efficiency, and
community health.
nd South Coast with exemplary health
0
t
er
e
m
Cottage Health's Flexwork Program Goals:
Cottage Health joined the FlexWork Santa Barbara Phase I Program to reduce the everyday peak
period commuting stress on its long distance commuting employees. As a holistic organization
focused on every aspect of the health of its patients, Cottage is also committed to the health of its
employees. Through their flexwork pilot Cottage Health will be determining the impact on employee
turnover and reduced efforts in terms of employee recruitment.
Cottage Health will be making flexible scheduling, telework and compressed workweeks available to
all of its employees though some job types will be restricted in the types of flexwork arrangements
available to them.
Another outcome of Cottage Health's flexwork program will be reduced office space needs for some
of its employees. Combining their flexwork program with an office sharing program will allow these
26
employees to enjoy an even greater reduction in their time spent "on the road" while providing Cottage
Health with an additional return on investment for their flexwork program.
Cottage Health's Timeline:
ä Patrice Ryan, Vice President of Human Resources at Cottage Health attended the second
Flexwork Fundamentals workshop in July 2004.
ä Participation in the Flexwork Santa Barbara Phase I program was approved and the first meeting
was held in September to discuss the program, its outcomes and issues to address.
ä May 2005 the initial policy and finalized goals of the program were complete.
ä July 2005 the telework program was presented to the executive committee and approval was
given to continue with the program.
ä September 2005 the implementation plan was complete.
ä Resource issues and the priority of other projects at Cottage Health caused a delay in the program
for the remainder of 2005 and the beginning of 2006.
ä Kathryn Rothberg was designated to lead program in February 2006.
ä A telework committee met in May 2006.
ä By June, 2006, the committee had completed the review of the policy and procedures, telework
website, on-line tools and pilot program.
Long-term goals for the flexwork program:
ä Tie telework into the reduction in office space needs.
ä Include flexwork options in the recruitment of new employees.
ä Gather data on the financial savings of utilizing flexwork in the recruitment of new employees.
Significant Hurdles to Implementing:
ä Devoting the key time and resources within a 24/7 operation to the program.
ä Turnover within the Human Resources department.
ä Significant changes being made to Cottage Health's employee medical, dental, life and disability
programs during the early stages of the program competed for resources.
Biggest Surprise:
Understanding the amount of details that go into designing a sound and well thought-out
comprehensive telecommuting program.
Key FlexWork Policies and Tools:
Cottage Health System is implementing a Telecommuting web site, written guidelines, and an
agreement form. The web site will provide access to policies, assessments, guidelines, and
information as well as components specifically for the department manager or the flexworker. The
policy includes information around eligibility requirements for the program, performance expectations,
policies around obtaining and maintaining equipment and supplies, data security, usage of equipment,
off-site office safety, and ergonomic guidelines. The agreement includes employee information, and
details on their specific flexwork program (e.g. dates, location, etc., duties to be performed while
flexworking, system access and technical support, types of hardware, software, supplies and other
items needed for the flexwork arrangement).
Additional tools include:
ä Written guidelines and an agreement form.
ä On-line Work Suitability Assessment (WSA).
ä On-line surveys
ä Manager orientation workshops
Key Statistics:
ä 24 telecommuters are available to participate in the pilot. Several of these will be full-time
telecommuters.
ä Its estimated that ten (10) additional telecommuters will join after the initial pilot
ä Transcriptionists will maintain productivity and quality metrics during the pilot.
ä As the program matures additional groups of employee types will be available to join the
telecommuting program. This will be partially dependent on the pilot and expansion of the program.
As a result, the projected number of total telecommuters is unknown at this point.
Next Steps:
ä The pilot program will be launched in August 2006.
ä The pilot will be extended to additional groups as the program matures.
Program
Initiated
Program Outcomes,
Metrics and
Implementation Plan
1/05
9/2004
6/2006
1/06
9/04 - 3/05
3/05 - 7/05
9/05 - 11/05
2/06 - 4/064/06 - 6/06
Policy, On-
line Tools,
Pilot Plan
Cottage Health
Telecommuting Timeline
Resource
Issues,
Program
Priorities
Resources
Allocated, New
Program
Implementation Plan
Program, Policy
and Agreement
Approved
Implementation Plan,
Resources
6/05 - 8/05
Progress
Made
Implementing
Flexwork
Program
27
Participation and Traffic Reduction, (Monthly)
24
34
182
276
0
50
100
150
200
250
300
Pilot
Expanded Pilot
# Participants # Trips Eliminated
Participation and Emission Reductions Data, (Monthly)
Pilot
Expanded Pilot
ROG, (Pounds)
521
357
NOx, (Pounds)
467
320
CO, (Pounds)
5,059
3,465
Particulates, (Grams)
5,610
3,843
CO2, (Pounds)
130,251
89,220
# Participants
24
34
# Trips Eliminated
182
276
28
29
ROG, NOx Emission Reductions, (Pounds/Month)
521
357
467
320
0
100
200
300
400
500
600
Pilot
Expanded Pilot
ROGNOx
CO Emission Reductions, (Pounds/Month)
5,059
3,465
0
1,000
2,000
3,000
4,000
5,000
6,000
Pilot
Expanded Pilot
Particulate Emission Reductions, (Grams/Month)
5,610
3,843
0
1,000
2,000
3,000
4,000
5,000
6,000
Pilot
Expanded Pilot
CO2 Emission Reductions, (Pounds/Month)
130,251
89,220
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Pilot
Expanded Pilot
Santa Barbara County Sheriff's Department
Start Date:
10/12/2004
Type(s) of Flexwork: Telework
Compressed Workweek