ACT Canada TDM Summit Halifax| October , 2008

Telework Pilot:The City of Calgary

Overview

− Background− How it Happened?− Who was involved?

− Conducting the pilot− Demographics− Pilot results & benefits− Conclusions− Recommendations− Next Steps− Lessons Learned

Background2002

− Telework Council Priority

2004

− Council endorses telework research with coalition of Calgary stakeholders

Background

Various City initiatives cite telework as potential tool to achieve their goals

−Transportation

−Environment

−Workplace strategy (HR)

−Pandemic planning (EMS)

Background2006

− City business units independently evaluate telework

− Office space

− Employee attraction retention

− Stakeholder group formed

− Lead by TDM

− Interested and enabling business units

− Developed outline for a telework project (SMART)

− Council motion passed

− To conduct a telework pilot in 2007

Conducting the pilot− Corporate Telework Committee formed− Best practices and technical solutions

examined− Tools developed (a guide, a website, FAQs) − Communications plan developed− Evaluation framework developed− Setting criteria for pilot participants− Assess network capacity− Consultant hired− Limited to the 10 business units− Only test one parameter

Conducting the pilotTelework Stakeholders

1. Transportation Planning2. Information Technologies3. Human Resources 4. Corporate Properties5. Customer Service Communications6. Emergency Medical Services7. Environment & Safety Mgmt8. Planning & Development Approvals 9. Law10. Finance & Supply

Conducting the pilotIT Challenges

− Ensure network and remote access capacity was in place to handle the demands of 100 teleworkers

− Distribution of equipment (cell phones and Secure ID tokens for remote access)

− Training on network access tools

− Compatibility of home office equipment

Conducting the pilotFindings

− Buy in from management and unions− Employee satisfaction (retention) − Medical accommodations− Less IT trouble calls than expected− Mac and Windows compatibility− Eighty percent continued to telework (post

pilot)

− Office sharing

Conducting the pilot−Collected enough information to

allow City Administration to make an informed decision on the viability of telework for City staff

−Report taken to The Administrative Leadership Team in February 2008)

Business Unit, N = 101 (July 2007)

Information Technology, 50

Transportation Planning, 3

Roads, 1

Development & Building Approvals, 17

Human Resources, 5

Customer Service & Communications, 8

Corporate Properties & Buildings, 1

Community & Neighbourhood

Services, 1Emergency Medical

Services, 7

Finance & Supply, 5

Law, 3

Teleworkers by Business Unit

Demographics

Frequency (Number of Days per Week) Teleworked N = 101 (as of July 20, 2007)

0 5 10 15 20 25 30 35 40 45

0-1 day/week

1 day/week

1-2 days/week

2 days/week

2-3 days/week

3 days/week

3-4 days/week

4 days/week

4-5 days/week

5 days/week

Not specified

Te

lew

ork

Fre

qu

en

cy

Response Count

Demographics

Teleworkers by Frequency

Age Group, N = 101 (July 2007)

0

5

10

15

20

25

30

35

40

<20 20-29 30-39 40-49 50-59 60+

Age Range

Co

un

t

Teleworkers by Age Group

Demographics

Years of Service Group, N = 101 (July 2007)

0

5

10

15

20

25

30

35

<5 5-9 10-14 15-19 20-24 25-29 30-34 35+

Years of Service Range

Co

un

t

Teleworkers by Years of Service

Demographics

Pilot Results & Benefits− Reduced traffic congestion, travel delays

and vehicle emissions− Contributed to City’s environmental goals − Improved employee satisfaction and

retention − Reduced employee absenteeism− Reduced office space requirements− Increased flexibility to maintain critical

services in event of disaster

Pilot Results & BenefitsTransportation and Environmental Impacts− 4 month telework pilot− 100 employees− 1,828 days− On average, the telework pilot participants

worked form home one out of four days (25 % of the time)

− 80,000 plus reduction in vehicle kilometres traveled

− 18,366 kilograms reduction of greenhouse gases

− 1,286 kilograms fewer particulate pollutants

Pilot Results & BenefitsReturn on investment − 1 year net savings with 300 teleworkers – over

$600,000

− 5 year net savings:– 300 teleworkers: $5.5 million – 500 teleworkers: $9.6 million

Conclusions− Effective work option for some jobs, some

employees, with minimal risk − Many benefits for The City− Risks to be mitigated going forward

− Flexible office strategy to allow realization of significant office space cost savings

− Management to avoid risk of social isolation of teleworker working from home

RecommendationsAdministrative Leadership Team was asked

to:

− Endorse development of a Telework Program− Transfer sponsorship of the Telework Program

from Transportation to Corporate Services (HR)− Direct Corporate Telework Committee to

develop an implementation plan for telework− Provide approval to reflect 2009-11 operating

and capital budget in HR and IT to support the on-going program

Next Steps

Program Launch 2009

Lessons Learned

− When opportunity knocks− Build on momentum− Political champion(s)− Timing