Mobile Work: The Evolution of the Twenty-First Century Workplace Kathleen A. Alves

EXECUTIVE SUMMARY

The where and how we do our work has been trans- This case study looks at Alameda County Social formed dramatically over the past 45 years. Changes Service Agency’s (acssa) Mobile Work Program, have in part been driven by dwindling resources, an aspect of Telework. acssa’s willingness to utilize such as oil, efforts to decrease greenhouse gases, current technologies has improved service delivery and the focus of companies on cutting costs. These and increased employee job morale. The implemen- factors have shaped telecommuting as a method to tation of Mobile Work and the utilization of docu- address these issues. Over the years the substitution ment imaging and retrieval processes related to of computer-based technology for physical travel has records management align the agency with current led to a number of alternative work forms beyond business practices. home-based telecommuting. These include satel- Sonoma County Human Services Department lite centers, neighborhood work centers and mobile (schsd) can benefit from the use of appropriate work. The constant development and improvement technological tools and methods that provide effi- of information and communication technologies cient service delivery to clients. Recommendations enables us to work virtually anywhere. for schsd to evaluate current workplace practices in balance with organizational, personnel and budget- ary considerations are reviewed.

Kathleen Alves, Social Service Supervisor II, Sonoma County Human Services Department

117 118 BASSC EXECUTIVE DEVELOPMENT TRAINING PROGRAM Mobile Work: The Evolution of the Twenty-First Century Workplace Kathleen A. Alves

Introduction to support employees to efficiently and successfully Go to a coffee shop or library in Alameda County complete their work. To better understand how the and there, unbeknownst to you, may be an Alameda utilization of mobile technologies can help improve County Social Services Agency (acssa) employee service delivery and employee job satisfaction. In working diligently to provide services to the com- this case studt acssa’s Mobile Work Program is munity. Sitting next to you with laptop, cell phone, described as an instructive example of Telework. scanner and printer may be an In-Home Support Services worker from Adult and Aging Services, an Background of Tele-Commuting Appeals Officer, or a Team Decision-Making Facili- Modern day telecommuting was in part driven by an tator from Children and Family Services. These are effort to counter the effects of the OPEC oil embargo just a few of the 153 employee positions that are a part of the late 1970s. In 1989, the President’s Council on of the Mobile Work Program for acssa. The ways Management Improvement commissioned a govern- in which work is done have changed significantly. ment-wide telework pilot project for federal agencies. Employees are no longer strictly confined to a desk The Clean Air Act of 1990 and its 1996 amendments and cubicle to be productive. led to the establishment of the National Telework In the past 45 years, technological advances have Initiative aimed at reducing carbon dioxide and improved our communication tools, from answer- ground-level ozone levels by 25% and mandated all ing machines, faxes, voicemail, Internet, wireless businesses employing more than 100 people to reduce connectivity to cell phones, etc. It is difficult to employee commute time by 25% through methods imagine our work without these tools today in the such as car-pooling, public transportation incentives, Digital Age. Though it may seem obvious, technol- condensed work weeks, or telecommuting.1 The most ogy has reshaped not only the processes of work, but recent legislation to continue the movement towards also our expectations as to the amount of work to be telework is the Telework Enhancement Act of 2010, completed and the time necessary to complete the which was signed into law by President Obama. The task. Data analysis, data gathering methods, and the Telework Enhancement Act requires federal agen- tools used to evaluate public services twenty years cies to establish telecommuting policies and training ago seem almost archaic today. It is essential that we in which employees may be authorized to telework.2 utilize current technology to its fullest potential in order to best assist in meeting workplace expecta- tions, achieve mandated outcomes and provide effi- 1 Nayab, N. (May 26, 2011). History of Telecommuting. Retrieved from http://www.brighthub.com/office/home/articles/82023.aspx cient and accessible public service delivery. Equally 2 Brunelli, Lauren Miles, About.com Guide. Telework Enhancement important in the successful utilization of technol- Act of 2010. Law is aimed at increasing telecommuting by federal employees. Retrieved from http://workathomemoms.about.com/od/ ogy is the development of training and processes telecommuting/a/Telework_Improvements_Act.htm

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Along with the motivation to save fossil fuels, office and communicate with the office using -elec companies in the 1980s began to increasingly focus tronic communication.3 on cutting costs and pointed to telecommuting as a means to reduce the expense of maintaining office Alameda County Social Service’s Model space. Over the years the substitution of computer- For Mobile Work based technology for physical travel has led to a Within the current budgetary climate and com- number of alternative work forms beyond home- munity needs, Alameda County Social Service based telecommuting. These include satellite cen- Agency (acssa) set out creating and implement- ters, neighborhood work centers and mobile work. ing Mobile Work. In 2008 a consultant firm was Together, these forms constitute “teleworking.” engaged to assist in the development of the Mobile What they have in common is a transition from Work Program (mwp). acssa defines its Mobile in-person supervision to remote managing, from Work Program as employees who are provided the face-to-face communication to telecommunications- technological tools necessary to have a mobile office mediated communication, from on-site working to a laptop, portable scanner/printer, portable files suit- off-site or multiple-site working, and, in the case of case, Internet Card and smartphone capable of tex- groups, form side-by-side collaboration to virtual ting and emailing. Training, guidelines, policies and teamwork. procedures are provided to the employee. In addition, acssa currently has 65 “hoteling” Telework Defined spaces throughout the county allowing employ- Home-based telecommuting refers to employees ees to come into an office as necessary to complete who work at home on a regular basis, though not tasks. A hoteling area is a bullpen area that offers an ­necessarily every day. A person can be a telecom- empty desk space that has technological connectiv- muter if the individual’s link to the office is as sim- ity. The employee can access the county network and ple as a telephone; however, telecommuters often temporarily sit when completing tasks at the office. use other communication media, such as electronic Mobile Work employees do not have an individual mail, personal computer links to office servers, and workstation. fax machines. acssa engaged the labor union in dialogue and In satellite offices, employees work both outside input related to the development of the Mobile Work the home and away from the conventional workplace Program. This engagement was an integral piece of in locations convenient to the employees and/or cus- partnering to help identify potential labor issues in tomers. A satellite office houses only employees from the Mobile Work Program. a single organization. Prior to its implementation of Mobile Work, A neighborhood work center is essentially identi- acssa had identified the needs related to document cal to a satellite office, but also includes the housing imaging. In 2004, acssa began identifying meth- of more than one company’s employees. Several orga- ods and technology to utilize for document imaging nizations may share the lease of an office building and automated retrieval processes. They currently and maintain separate office areas within the build- employ 24 full-time document scanners and index- ing for employees of each organization. ers and two full-time supervisors.4 Mobile workers are on the road or in the field 3 Kurkland, Nancy B, and Bailey, Diane E. (Autumn 1999). Telework: The using communications technology to work from Advantages and Challenges of Working Here, There, Anywhere, and Any- home, from a car, or other field location and; com- time. Retrieved from http://www.stanford.edu/group/wto/cgi-bin/docs/ Kurland_Bailey_99.pdf municating with the office as necessary from each 4 Panelo, Noel. (2007). Document Imaging and Automated Retrieval Sys- location. This is in contrast to telecommuters who tem: Harnessing the Power of Technology to Manage and Protect Client and Other Vital Records. Retrieved from http://cssr.berkeley.edu/bassc/ work from one designated location outside the main cases/2007/Noel_Panelo.pdf PARTICIPANTS’ CASE STUDIES • CLASS OF 2012 121

Mobile Work is a cost-avoidance program and and mobility to acssa employees. The mwp reduces not necessarily a cost-savings strategy. The savings overall operating costs by investing more in employ- come from in acssa improving its use of open space ees than in bricks and mortar. Cost savings are rather than renting new buildings for additional accomplished by maximizing efficient use of physical staff. acssa analyzed the cost of maintaining cur- space by recapturing under-utilized office space and rent workstations for approximately 170 employees adjusting the planning model relative to employee compared to the proposed Mobile Work Program. work and space patterns. Themwp engages in cur- According to the analysis, the translation of cost sav- rent business practices and assists acssa to be com- ings for 10,000 square feet of space would be approx- petitive in attracting and retaining talented and imately $3,000 per employee in one-time costs for skilled employees. purchasing equipment, installation of phone lines, The criterion for those participating in the mwp etc. for a total $5,000 per participant per year. acssa is that the position is field-based with employees was able to save approximately one million dol- working outside of the office due to job functions lars on building costs. The agency will recapture 13 at least 30% of the time. Participation is voluntary. spaces in seven buildings. Recapturing space means The requirements for work performance, workplace reassigning space that has been vacated by staff that safety, and policies and procedures are the same have become mobile workers. A small percentage of for those participating in Mobile Work as on-site the recaptured spaces was converted into hoteling employees. mwp employee’s files are accessed elec- spaces, with the remaining space being reallocated to tronically. Employees do not carry paper files; they other staff use. will fill out reports and scan documents received in acssa created a Mobile Work Program (mwp) the field and send them into the office electronically to increase productivity, employee job satisfaction to be processed. The Central/Primary Worksite for and morale by delivering greater levels of flexibility the employee is the officially assigned worksite where their supervisor is located. Conclusion and Considerations TABLE 1 ACSSA Positions as Mobile acssa’s implementation of Mobile Work allows Work Program Participants for continued service delivery to the public amidst challenging fiscal times. A willingness to engage cre- 23 Workforce and Benefits Administration atively in utilizing current technologies has allowed MediCal Outreach workers for improved service delivery in the field while pro- 50 Adult & Aging: In-Home Support Services (IHSS) Social Workers viding the necessary tools for employees to success- 10 Child Welfare Supervisors: Court Officers fully complete their work. At this time the primary 6 Child Welfare Services Supervisors: Team focus related to telework by acssa is the Mobile Decision Making Facilitators Work Program. acssa’s utilization of document- 13 Appeals Officers imaging and retrieval processes is an essential part of 4 Quality Assurance Technicians bringing records management into the 21st Century 1 Departmental Personnel Officer in the Human and for providing a technologically mobile work- Resources Division force within the agency. Labor Union engagement 11 TACT Staff Development Specialists is a critical piece of collaboration as the mwp has a 5 Social Workers in the SSI Advocacy Program: number of workforce issues that are best clarified at Workforce and Benefits Administration the beginning of planning in order to aid in a suc- 30 Child Welfare Workers cessful transition related to program implementa- tion and labor-related issues. 122 BASSC EXECUTIVE DEVELOPMENT TRAINING PROGRAM

The Mobile Work Program will continue to telework; home-based telecommuting, satellite be a work in progress. Technologies will continue offices, neighborhood work centers and mobile to advance and shape the ways that work is accom- work have ­particular advantages and disadvantages. plished. Alameda County’s mwp has utilized the Flexibility in employee work scheduling affords current workplace practices and technologies to enhanced customer­ service and greater accountabil- position themselves well to meet the needs of a tech- ity. Improved work-life balance increases employee nologically driven society that has come to expect morale, which in turn generally leads to enhanced expedient service delivery. customer service. Through the use of telework in its various forms, Advantages and Disadvantages of Telework organizations recognize the expanded ability to use Though acssa’s current telework emphasis is technology to communicate and respond to cus- on Mobile Work, each of the various forms of tomers/clients in a timely manner. Sick leave usage

TABLE 2 Organizational Advantages and Challenges of Teleworking*

Advantages Challenges Home-Based · Greater productivity · Performance monitoring · Organization loyalty Telecommuting · Lower absenteeism · Performance measurement · Interpersonal skills · Better morale · Managerial control · Availability · Greater openness · Mentoring · Schedule maintenance · Fewer interruptions at office · Jealous colleagues · Work coordination · Reduced overhead · Synergy · Internal customers · Wider talent pool · Informal interaction · Communication · Lower turnover · Organization culture · Guidelines (e.g. expenses) · Regulation compliance · Virtual culture · Technology Satellite Office · Greater productivity · Performance monitoring · Jealous colleagues · Better morale · Performance measurement · Virtual culture · Wider talent pool · Managerial control · Internal customers · Lower turnover · Customer proximity · Regulation compliance · Corporate culture intact Neighborhood · Greater productivity · Performance monitoring · Informal interaction Work Center · Better morale · Performance measurement · Organizational culture · Wider talent pool · Managerial control · Virtual culture · Lower turnover · Jealous colleagues · Organization loyalty · Customer proximity · Synergy · Schedule maintenance · Regulation compliance · Work coordination · Internal customers Mobile Work · Greater productivity · Performance monitoring · Organization loyalty · Lower absenteeism · Performance measurement · Availability · Customer proximity · Managerial control · Schedule maintenance · Synergy · Work coordination · Informal interaction · Communication · Organization culture · Guidelines (e.g. expenses) · Virtual culture · Technology

* U.S. General Services Administration. (October 2011). Customer Satisfaction Case Study: The Links Between Telework and Customer Satisfaction. Retrieved from http://www.gsa.gov/graphics/admin/CustomerSatisfactionCaseStudyFINAL.pdf PARTICIPANTS’ CASE STUDIES • CLASS OF 2012 123 declines since telework allows employees the flexibil- related to various forms of teleworkingfor both organi- ity to schedule medical appointments on telework zations (Table 2) Individuals (Table 3). days and then return to finish the work day rather than having to schedule the whole day as out of the Recommendations For Implementation office. Organizations have the potential to realize In Sonoma County real estate savings due to reduced space and energy Technology is a powerful tool. It can be used to needs. Telework and reduced commuter travel can more efficiently provide services to clients and to also help the agency meet greenhouse gas emissions help shape the way an organization functions. It reductions. is essential for Sonoma County Human Services Tables 2 and 3 list considerations based on acssa’s Department (schsd) to assess how to best utilize information as to Mobile Work and feedback from the various forms of telework and mobile technolo- studies that focus on the advantages and challenges gies to meet the increasing demands on employee

TABLE 3 Individual Advantages and Challenges of Teleworking*

Advantages Challenges Home-Based · Less time commuting · Social isolation · Conducive home Telecommuting · Cost savings · Professional Isolation environment · Less stress · Organization culture · Focusing on work · No need for relocation · Reduced office influence · Longer hours · More autonomy · Work/family balance · Access to resources · Schedule flexibility · Informal interaction · Technical savvy · Comfortable work environment · Fewer distractions · Absence of office politics · Work/family balance · Workplace fairness · More job satisfaction Satellite Office · Less time commuting · Professional isolation · Access to resources · Cost savings · Reduced office influence · Less stress · No need for relocation · Work/family balance · More job satisfaction Neighborhood · Less time commuting · Social isolation · Reduced office influence Work Center · Cost savings · Professional isolation · Access to resources · Less stress · Organization culture · No need for relocation · More autonomy · Absence of office politics · Work/family balance · More job satisfaction Mobile Work · More autonomy · Social isolation · Longer hours · Schedule flexibility · Professional isolation · Access to resources · Absence of office politics · Organization culture · Technical savvy · Reduced office influence

* U.S. General Services Administration. (October 2011). Customer Satisfaction Case Study: The Links Between Telework and Customer Satisfaction. Retrieved from http://www.gsa.gov/graphics/admin/CustomerSatisfactionCaseStudyFINAL.pdf 124 BASSC EXECUTIVE DEVELOPMENT TRAINING PROGRAM time and compliance requirements, all amidst ongo- ■ Evaluating the agency’s potential growth areas ing financial constraints. There are a number of areas to identify current and future office space needs; to consider in developing a successful and effective and, telework program. Each method should be weighing ■ Beginning development of a Mobile Work Pro- the various organizational, personnel and budgetary gram to manage cost increases due to projected considerations. needs. A tiered approach would consist of first assess- It is important to the successful development of ing the current methods of document imaging and a Telework Program to have management support automated retrieval processes as this is a critical part and encouragement of teleworking. There is a con- of bringing records management in line with more cern among managers that employees will be more current business practices. This approach would also easily distracted working in a less formal environ- position schsd to develop a successful telework pro- ment and less focused due to multi-tasking. This gram. Other first steps would include assessing the challenge is coupled with a concern arising from the current technological tools being utilized within inability of managers to physically see their employ- job functions and provide the right tools for each ees doing work. These concerns need to be discussed employee to do his or her job. For example, laptop and seen as part of the process in changing workplace usage for field positions would aid employees in practices. An important aspect of planning that can meeting compliance mandates and reduce trips back address some of these management concerns is to to the office to input notes. This ultimately improves establish clear performance expectations, goals and a service delivery and compliance measures, increases range of employee flexibility. Developing a thorough employee job satisfaction, and benefits the agency assessment of schsd’s organizational needs and with potential cost savings and more efficient work identifying the best technological tools to effectively processes. Another important consideration is the deliver services will strategically position the agency utilization of technologies that facilitate communi- to meet future demands that will most certainly be cation and responsiveness with clients and colleagues. defined by future technological developments. Further recommendations include; Acknowledgements ■ Identifying job classes where telecommuting I would like to thank my project host, Dina Brock- would be appropriate and develop criteria, poli- man, Alameda County Social Service Agency Man- cies and procedures; ager, for coordinating my interviews and spending ■ Engaging in a dialogue with labor unions the time answering my questions and ensuring that early in the planning process to address poten- I had a cross-section of representation within the tial labor issues and aid in successful program agency as to the Mobile Work Program. I would development; also like to acknowledge the various individuals ■ Identifying other county buildings or organiza- who took the time to meet and provide information. tions that would match well with schsd in the Their input helped to translate the technology into development of satellite offices or work centers, the practice. thereby promoting the reduction of green house gases and improved service delivery; PARTICIPANTS’ CASE STUDIES • CLASS OF 2012 125

References Panelo, Noel. (2007). Document Imaging and Auto- Brunelli, Lauren Miles, About.com Guide. Tele- mated Retrieval System: Harnessing the Power work Enhancement Act of 2010. Law is aimed at of Technology to Manage and Protect Client and increasing telecommuting by federal employees. Other Vital Records. http://cssr.berkeley.edu/ Retrieved from http://workathomemoms.about. bassc/cases/2007/Noel_Panelo.pdf com/od/telecommuting/a/Telework_Improve- U.S. General Services Administration. (October ments_Act.htm 2011). Customer Satisfaction Case Study: The Nayab, N. (May 26, 2011). History of Telecommuting. Links Between Telework and Customer Satisfac- Retrieved from http://www.brighthub.com/office/ tion. http://www.gsa.gov/graphics/admin/ home/article/82023.aspx CustomerSatisfactionCaseStudyFINAL.pdf Kurkland, Nancy B, and Bailey, Diane E. (Autumn 1999). Telework: The Advantages and Challenges of Working Here, There, Anywhere, and Any- time. Retrieved from http://www.stanford.edu/ group/wto/cgi-bin/docs/Kurland_Bailey_99.pdf 126 BASSC EXECUTIVE DEVELOPMENT TRAINING PROGRAM