- /,} United States Administration and November 1996
/"7 / Environmental Protection Resources Management
1' Agency
&EPA FAMILY-FRIENDLY WORK
ARRANGEMENTS:
A Report to the National
Performance Review
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ERA'S FAMILY-FRIENDLY WORK
ARRANGEMENTS
EPA's Family-Friendly Work Arrangements report summarizes the benefits of being an
EPA employee. By "benefits," we do not mean the standard benefits package of life
insurance, health insurance, sick leave and annual leave. The benefits that are
outlined in the pages that follow are those "little extra" items that.make it easier for
each us to do our daily jobs; items like the availability of quality, affordable child care,
alternative work schedules, and access to information and resources for elder care.
Both employees and employers alike know that these programs and services can and
do make a big difference in creating a good work environment and in maintaining a
high level of quality of work life. They also know that the organizations that provide
quality services are the successful ones. By having these programs in place, it is much
easier for EPA employees to successfully balance their work and family life
commitments. EPA is a leader in ensuring that the balance of work and family exists.
Quality of work life means many things. At EPA, we take an holistic approach to
improving our family-friendly work arrangements to create a positive working
environment. The Federal government has been active in recent years to ensure that
Federal and private organizations do more to meet the needs of its employees. EPA
has been active for many years in developing a comprehensive program for all
employees regardless of their work location. While different program levels exist
throughout the Human Resources servicing areas, it is the intent of the Family-Friendly
Workplace Program to provide a consistent and equitable opportunity for all employees
to participate.
The items discussed in the report and in the enclosed "Quality of Worklife
Compendium" are management-generated, the result of new Federal programs, or, like
the compressed work week and elder care efforts, the result of employee-based
initiatives that the Agency's management has adopted.
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How does EPA offer assistance to empjpyees in securing
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Recently, EPA Headquarters assisted in the formation of a Board of Directors for the
Ronald Reagan Building Child Care Center, a joint-use space venture with the Agency
for International Development and the U.S. Customs. In this arrangement, EPA will
equally share Board representation and rent expenses with the two other agencies.
Initially, both Headquarters facilities will operate concurrently, making 100 child care
slots available to EPA employees. Future needs assessments for operating dual
facilities will be conducted as EPA makes its transition into the Federal Triangle
location.
EPA Region IV, Atlanta, serves as the lead agency in participation with approximately
22 other Federal agencies proposed as tenants in the new Atlanta Federal Center
(AFC). The AFC Child Enrichment Center will be a full service child care and
educational center. The new facility is expected to be operational by the Spring of
1997.
EPA Region IX, San Francisco, along with GSA, established a center in 1992.
Although the center, operated by a contractor, is an excellent child care center, it is not
affordable to most Federal families. The other corporate centers in the area subsidize
their care at least 50%. EPA provides no subsidy. Even though the center receives
some limited assistance from recycling funds from GSA and from the Combined
Federal Campaign, the Board can only provide 3-4 scholarships per year at
approximately 20% of the tuition cost. Currently, the Center serves 103 families, of
which 30-33% are Federal employees. The Region plans to research ways to gain
more support for the Center in the way of Federal subsidies and to raise additional
monies for scholarships to increase Federal employee participation.
Goals for 1997 and Measures of Success
Most EPA facilities plan to continue fundraising efforts for 1997 and to the extent
possible, maintain participation in the Combined Federal Campaign. EPA's Human
Resources Offices plan to market the Day Care facilities to EPA employees, provide
information and referral services, maintain quality standards that will result in
accreditation renewals (such as the National Association for the Education of Young
Children), and strive to improve Center staff turnover by utilizing alternative employee
recognition systems. Each facility will know it is successful when it reaches these goals
in the coming year.
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How does EPA provide elder care information and referral services?
Present Situation
Elder care issues have been a prominent concern for EPA employees for some time. In
response to employee inquiries and survey responses, EPA Research Triangle Park
developed a comprehensive elder care program that to date still serves as a model for
the Agency. The program is geared toward employees who provide or assist with the
physical, emotional, and/or financial support of an elderly person. In support of its
mission to develop initiatives that address employee concern, RTP continues to provide
employees with elder care assistance and information for immediate or future
caregiving responsibilities. Information is shared through a rich variety of
seminars/panels, orientation video, caregivers fair, personal counseling program, and
resource materials that include an Elder Care Information Kit, a Community Services
and Assistance Directory, a Survivor Benefits Manual, and an Elder care Locator
pamphlet.
For most other EPA Human Resources offices, elder care information is provided to
employees through the Employee Counseling and Assistance Program (ECAP). Some
portions of the program are managed by EPA staff and other portions are provided by
contracted services. ECAP assists employees with emotional support, referral to
counseling services, and community referral resources. Seminars are sponsored on
various elder care issues: "How to Prevent Caregiver's Burnout," Medicare and
Medicaid," "Long-term Care Health Insurance," "Protective Services for the Elderly,"
"Available Services to the Elderly," and "Memory and Aging."
For the most part, each Human Resources servicing area provides informational
brochures on services available in the local commuting area. For example, EPA
Cincinnati provides 'The Greater Cincinnati Older Adult Resource Guide," which
includes information on housing and health care facilities, caregiver support systems,
medical and health care services, emergency and counseling support services, 'referral
and community outreach, Medicare and Medicaid and medical insurance coverage, and
consumers help. Additional brochures are available to employees on "Problems in the
Family" and stress management.
Plans to Expand or Improve
As EPA employees confront the changing national demographics, the Human
Resources Offices need to have current, relevant, and accessible information available
to those who need it. Information on elder care issues cuts across EPA locations,
therefore, in those areas with electronic capabilities, brochures and pamphlets need to
be accessible electronically. Efforts to improve EPA "Intranet" communication tools are
well underway, and from a national program perspective, information will be posted on
the electronic information highway.
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In 1997, many EPA locations plan to invite health care providers, private organizations,
and 0PM to participate in seminars and training sessions. Employees will be able to
register for classes and attend at no cost or inconvenience.
EPA Cincinnati plans to explore the feasibility of a new local collaboration with the
Comprehensive Community Child Care and the Cincinnati Area Senior Services. This
joint venture would offer family programs for employers, including elder care
information.
Goals for 1997 and Measures of Success
EPA will conduct a national Elder Care program marketing campaign by electronically
providing employees with information at their desktops.
Because there has not been a great demand for elder care information in some EPA
locations, EPA needs to collect data and information on the amount of on-site time
spent in caregiving activities and the type of assistance employees need to meet the
demands of the workforce.
Success will be apparent by tracking the number of requests for information and by
collecting data on the use of electronic access.
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To what extent do EPA employees utilize flexihjle hours that enable
them to spend more time with family or in family and community
activities, especially their children's school functions? ,
Present Situation
EPA adopted a program in 1978 allowing employees to negotiate their starting times
with their supervisors. The Agency calls this "Flexitime," and it differs from the 0PM
Flexitour flexible schedule in that it is a fixed schedule and requires the supervisor's
permission to be changed. In 1989, EPA adopted a 5-4/9 compressed work schedule
which is normally used in conjunction with EPA Flexitime. The program appears to be
working well, at least from a participation standpoint. Currently, approximately 70% of
all EPA employees are on compressed work schedules. Many employees have
expressed satisfaction with being able to accomplish much of their personal business
on their compressed day off. Normally, employees are able to select the day of the
week that they routinely take off. Adoption of the compressed schedule has resulted in
a decrease in requests for medical leave for appointments because employees can
often schedule these activities on the scheduled day off.
An additional flexibility of the compressed work schedule is that an employee may
request their compressed day off be altered to accommodate changes in work place
situations or family needs (attending family, community or school events).
The Agency has not formally adopted flexible work schedules for major organizations.
However, EPA has allowed individual employees to work flexible schedules in cases
involving special work requirements, special medical circumstances, and disabled and
hardship cases. Recently, Region VII, Kansas City, adopted a daily flexible schedule
which gives employees the flexibility to schedule their work day. Generally, employees
must be present at work during the core hours of 9:00 a.m. - 2:45 p.m. and must
account for 80 hours bi-weekly. This work schedule also has the additional option of
earning credit hours to use for time off on subsequent days. Since May 1996, 60% of
Region VII's employees have elected to use this new work schedule.
EPA does allow up to 52 hours of excused absence in a work year for employees who
perform volunteer community services. Typical situations of employees who utilize this
flexibility are employees who use a lunch hour per week to perform volunteer tutor
services at local schools or hospitals. Some employees perfom intermittent volunteer
work to assist with community environmental services.
In addition to the options outlined above, the Agency does encourage the use of part
time work schedules and job sharing. These alternate work schedules are often used
to accommodate family needs such as child care and elder care. EPA has a "liberal"
leave approval policy that is endorsed by supervisors as another supportive option to
encourage attendance at school activities and caring for children on no school days.
For example, EPA Cincinnati, has had several successes pertaining to recent
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schedule and leave accommodations: a husband needing to care for his wife with an
terminal illness; part time work for new mothers; flexible hours and liberal leave for a
father of a child with a disability; a job share situation for a mother; leave approval for
attendance at school parties, programs and chaperone commitments; leave approval
for the care of a parent; approval of compressed work week; and leave to allow
volunteer work at a nature center.
Pians to Expand or Improve
The Agency is currently reviewing proposals from the Human Resources community to
permit flexible work schedules for entire organizations.
Goals for 1997 and Measures of Success
As previously mentioned, approximately 70% of the EPA workforce voluntarily
participates in the Compressed Work Schedule Program. We regard this degree of
participation as an indication that it is a conspicuous success. For employees who do
not feel that the compressed schedule meets their needs, regular or other special
schedules are used.
Currently, we have no means to distinguish particular how and why employees use
their time off from work. We have received noticeable informal and anecdotal feedback
from employees indicating that the Agency's work hour flexibilities have contributed to
improved family and community participation. Employees have volunteered information
that they are now able, primarily because of the move to the 5-4/9 compressed
schedule, to participate in family, school, and community activities that take place only
on weekdays. Allowing limited excused absence, in addition to any accrued or
accumulated annual leave, to employees involved in community volunteer service gives
them ample opportunity to participate in desired activities.
All indications are that EPA's flexible work schedule policies, flexibilities contained in
the Family Friendly Leave Act and the Family and Medical Leave Act, and the Agency's
Leave Sharing Programs, go a long way toward effectively supporting the Agency's
goal of supporting the family relative to the Federal workplace.
EPA is conscientiously striving to attain the best balance between accomplishing its
charter and mission and fostering flexibilities that enhance morale by affording
employees the means to structure their work schedules so that family and community
involvement does not surfer.
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To what extent are telecommuting options available to,
: -*>' V' - .* and utilized by EPA?; - '«:, ;.*'- ; *.:-:.
Present Situation
EPA has used telecommuting (or "Flexiplace") since 1990. The Agency was among the
14 pioneering Federal agencies chosen to participate in a pilot program administered
by 0PM. When the 0PM pilot ended in 1992, the Agency continued its Flexiplace
program, gradually expanding the number of participants, and the number of internal
organizations (at Headquarters and offices nationwide) who are actively using
Flexiplace.
The current statistics on Agencywide Flexiplace participation are:
d Approximately 800 -1,200 employees have current Flexiplace assignments.
d Individual arrangements vary, but Agencywide, they include:
- regularly scheduled arrangements ~ example: every other Monday an
employee works from home during pre-set hours.
- episodic - used for special one-time assignments, like report writing.
- medical - used for temporary medical conditions.
EPA administered Flexiplace in a manner which allows considerable discretion to local
managers and supervisors both in terms of the level of participation and in the type of
Flexiplace arrangement. Our Flexiplace policy sets the guiding principle that individual
Flexiplace arrangements are voluntary on the part of individual employees, and
discretionary on the part of individual supervisors. In sum, the Agency has taken a very
decentralized approach, an approach which has worked successfully.
Plans to Expand or Improve
The Agency has been working for a considerable period on updating the current
Flexipiace policy document, and will issue a draft document in the short term. The draft
document will not change major features of the current program but is expected to more
clearly distinguish the various work-at-home arrangements. We anticipate that the
updated Flexiplace policy will help promote the use of Flexiplace arrangements within
the Agency.
Goals for 1997 and Measures of Success
We expect that Flexiplace will continue to be one of many tools which supervisors and
employees can use to accomplish work assignments efficiently while accommodating
local needs and situations. Our measurement of success, on an Agencywide basis will
not be determined by set statistical measures or participation rates. Flexiplace is
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simply one of several means we use toward achieving a family-friendly workplace.
Flexiplace works in conjunction with others means - Flexitime, child care, etc. - which
vary in use and participation across the spectrum of our various Headquarters and
Regional offices.
In the past, we have not set strict goals, but instead provided extensive information on
the value of using these various tools - information directed to Human Resources
officials, employees, supervisors, managers, union officials, and special emphasis
groups such as Region I's Parents Network. The information provided is designed to
meet their specific needs and include regulations, procedures, benchmarks, and how-to
brochures. We have found that there is no particular mix or formula of tools to assure a
family-friendly workplace, but that by assuring the availability of these tools and an
understanding on how to best use is a winning approach. It has served the Agency
well in the past, and will in the future.
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fathers and mothers iii their children's lives?
Present Situation
EPA is cognizant of the important role that fathers and mothers play in the rearing of
their children and the support that they give each other. The Agency participates in
many programs designed to both facilitate that role and yet maintain a productive
workforce characterized by high morale. Family involvement is encouraged in a
number of ways: parenting seminar series; approval of family friendly leave
arrangements for fathers as well as new mothers; flexible work schedules, part time
employment options; job sharing arrangements; continual promotion of the Employee
Assistance Program for help in family matters; Leave Bank and Leave Transfer
accommodations; and on-site child development centers where parents can visit
children during lunch. Many offices actively invite the children to participate in Earth
Day activities, entertain employees at awards functions, attend organization sponsored
picnics, and sometimes even have the children "trick or treat" throughout the
employees' offices.
EPA participates in "Take Your Daughter to Work Day" and has expanded it to 'Take
Your Children to Work Day." Several locations encourage the participation of fathers
and mothers in this event where films, talks, hands-on experiments and demonstrations
help children to understand what their parents do at EPA and encourage them to be
environmentally aware citizens. Last year at EPA Cincinnati, more than 40 children
participated in the day's events.
Plans to Expand or Improve
Recently, several employee-initiated groups have formed to specifically address the
needs of employees in balancing their work and family commitments. EPA, Region I,
Boston, has the Parents Network that works to improve/enhance balancing work and
family responsibilities. This group meets monthly and makes recommendations to the
Human Resources Office and senior management on ways to improve these situations.
In Headquarters, the New Mothers Group has been instrumental in providing for and
the maintenance of the Headquarters Lactation Rooms. Based on feedback from these
groups, as we!! as other groups, progress has been made to provide these types of
services at other EPA locations.
Based upon proposals received from various organizations, Headquarters will be
researching and evaluating plans to offer daily flexible schedules.
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Goal for 1997 and Measures of Success
An agency goal is to better incorporate the on-going programs into a formal Family
Leave Policy and Manual that would be available to all employees in hard copy format
as well as on the Agency's Electronic Information Systems. Success will be measured
when employees feel more comfortable and are better able to balance their work
requirements with their family commitments. We support parents' commitment to family
life and continually strive to make available employee programs and benefits which
enhance these family-friendly work arrangements.
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What mechanism is available for EPA employees to suggest ways in
which the Agency could be moreresponsive;to^ tKelf fieecfe^ ifamlly
members and enhance their productivity?
Present Situation
EPA Human Resources Offices nationwide are dedicated to providing quality customer
service to their clients in all areas, including those of family matters. With an open
door policy, employees are able to raise issues or questions through mechanisms such
as:
C Employee Service Centers;
C Employee surveys on quality of work life;
C New employee orientation on all aspects of benefits programs;
O Human Resources Customer Satisfaction Surveys;
C Human Resources Councils within their organizations;
C Human Resources liaisons working in the employees' organization;
G Union representation;
C Employee initiated interest groups, such as the Parents Network.
C All employee staff meetings and informal "Brown Bag" sessions;
C Electronic Mail Suggestion Boxes and Voice Mail Boxes; and
D Representation within the Office of Civii Rights.
In 1995, EPA Region I, Boston, conducted two surveys of managers from the
organization and from EPA's state partners on the use of work-at-home and
compressed work schedules. EPA's state partners do not have the kind of flexible
arrangements available within EPA nor do they endorse the kinds of family-friendly
work arrangements possible within the Federal sector. These survey results are part of
the on-going dialogue about telecommuting and work-at-home in the Regional Office.
In addition, EPA Region I, has conducted two Organizational Health Surveys, one in
1992 and the other in 1995. One of the questions asked was: Does EPA-New England
recognize your need to balance job requirements and personal life? In 1992, 23% of
the Region responded " to a great extent" and 72% responded "somewhat". In 1995
when the same question was asked, 22% of the Region responded "to a great extent"
and 70% responded "somewhat".
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Plans to Expand or Improve
Plans are underway in many locations to establish Local Area Network (LAN)
mailboxes for suggestions on a full range of EPA activities and policies. In addition,
many events that are planned for the corning year, such as parent education classes
and elder care seminars, will contain a feedback component to generate feedback from
employees on how EPA can better meet their needs.
Recently, EPA Headquarters, as part of a Human Resources office-wide
reorganization, established an Employee Service Center to better serve the needs of
individual EPA employees both at Headquarters and nationwide. Issues such as leave
without pay, part time work schedules, leave bank/leave transfer, family-friendly leave,
career counseling, employment information, child care and elder care information are
just a sampling of the many services available. Employees are able to meet with
Human Resources Advisors on an appointment or walk-in basis and complete a
customer service survey.
Goal for 1997 and Measures of Success
EPA will continue to promote and publicize new information on family-friendly work
issues and continue to provide on-going opportunities for employee involvement.
Success will be measured by the number and nature of responses received through the
numerous mechanisms currently available to EPA employees.
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How is the importance of family-friendly work arrangements
./\ communicated to EPA employees? " :'VN~;-.,
Present Situation
Information is communicated to employees through all-staff memoranda and Local Area
Network (LAN) messages outlining family-friendly initiatives. Many EPA locations use
all employee bulletins, newsletters and/or bulletin boards. All Presidential
correspondence is sent to Agency employees via electronic mail and is also maintained
in the LAN system. Several offices have informal networks of communication through
the Parents Network, the New Mothers Group, the Federal Women's Program, Special
Emphasis Groups, etc.
Many EPA sites, like Headquarters, have video monitors located at high traffic areas
that announce changes in legislation, events occurring, meetings, training classes, etc.
Plans to Expand or Improve
EPA Headquarters plans to distribute the enclosed updated "Quality of Worklife
Compendium" to Human Resources Offices for dissemination to employees. The
compendium outlines many family-friendly programs and provides contact and
resources information.
Plans are underway to update regional family leave manuals to include recent changes
in legislation and to incorporate the family-friendly work arrangement information in
new employee orientation programs.
EPA Region I, Boston, plans to work in concert with the Human Resources Council to
recommend the timing of the next organizational health survey and management
feedback survey for all staff.
Goal for 1997 and Measures of Success:
EPA's goal is to continue to disseminate all types of family-friendly information on a
regular basis, including this report, primarily through electronic means. Success will be
measured through feedback from employees and usage rates of the electronic media
as well as monitoring changes in the levels of participation of the various components
of the family-friendly work arrangements.
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How does EPA senior management show support, communicate or
participate in the various options of work arrangements?
Present Situation
EPA Administrator, Carol M. Browner, has asked all supervisors to join her in
supporting the continuation and expansion of EPA flexible personnel programs for
employees. Ms. Browner wants to ensure that EPA's "Quality of Worklife" is among the
best in the Federal government. As such, many Regional offices have developed and
issued their own family leave manuals and policies, providing the basis for a variety of
options for parents' transition back to the workplace after the birth or adoption of a
child. Since then, Headquarters and Regional leadership have been active in
communicating the changes and upgrades to Agency and Federal policy. In addition,
decisions pertaining to the use and approval for various family-related and work issues
have been delegated to the lowest level of authority in order to demonstrate the
Agency's commitment to support staff on balancing work and family issues.
Recently, Human Resources Offices surveyed their managers as to the existence of
potential staff meeting the criteria for the retroactive substitution of sick leave for
annual leave for adoption related purposes. As of September 30,1996, the Agency
was able to return annual leave to five employees who over the last several years had
adopted children. Without the networks of communication and the commitment of
managers to assist their staffs, the Agency would not have been able to assist these
five employees.
Many activities exist throughout the Agency that reinforce and communicate senior
leadership's support for family-friendly arrangements: memoranda, focus groups,
senior face-to-face leadership seminars, group activities such as picnics, approval of
alternative work schedules, liberal approval of famiiy-friendly/medical leave requests,
and personal contributions towards the EPA Leave Bank and Transfer programs.
In order to capture all levels of activity, participation, feedback, etc., the Office of
Human Resources and Organizational Services in concert with the Regional Human
Resources Offices worked collaboratively to provide the information for this report. As
evidenced by the responses provided, the interest, support and understanding of
family-friendly issues has never been greater.
Plans to Expand or Improve
The Agency anticipates a full discussion from senior leadership, managers and
supervisors, employees, and union officials as we complete the Flexiplace policy
development process and as we work to expand the Agency's family-friendly work
environment.
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Many locations plan to update and reissue their family-friendly work arrangements
policy documents and informational brochures. A key component of the process will be
the leadership's role in assuring that all employees have access to the most current
and relevant information possible. Now more than ever, we need to market the good
things about working at EPA, especially when employees are experiencing difficulty in
their family situation.
Goal for 1997 and Measures of Success
The Agency's goal for 1997 is to continue management support for family-friendly work
arrangement programs. Success will be measured primarily by the level of
participation, in addition to the customer satisfaction assessment tools used to evaluate
most of the Agency's human resources programs.
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