OFFICE OF COUNCILMEMBER ANITA BONDS
CHAIR, COMMITTEE ON EXECUTIVE ADMINISTRATION AND LABOR
THE JOHN A. WILSON BUILDING
1350 PENNSYLVANIA AVENUE, NW
WASHINGTON, DC 20004
March 29, 2024
Nyasha Smith, Secretary
Council of the District of Columbia
1350 Pennsylvania Avenue, N.W.
Washington, DC 20004
Dear Secretary Smith,
Today, I am introducing the “Work Models Task Force Amendment Act of 2024”, along with
Councilmembers Vincent C. Gray and Zachary Parker. Please find enclosed a signed copy of the
legislation to create a Work Models Task Force that evaluates competitive work models for
District government employees.
COVID- 19 pandemic shifted work postures for many workplaces. Research has demonstrated
the value of remote work, as well as in-person interaction in the office, where hybrid models are
considered the common types of work models. Work models are defined as methods for
organizing a work environment and determining where employees conduct daily tasks, as well as
its implications towards accountability, and by extension, workplace culture.
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According to
Indeed’s Career Guide, there are four common work models: 1) fully remote; 2) office
environment; 3) hybrid; and 4) deskless.
Sources indicate that in a fully remote environment, employees have greater time efficiency
because travel time to work is reduced so employees have increased creativity, while an in -office
environment provides employers with increased ability to oversee employee activities and an
opportunity for employees to demonstrate higher levels of professionalism. Further, in a hybrid
environment that incorporates some in-person and some remote, employees have greater
flexibility, which improves employees’ morale.
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Additionally, hybrid models that combine some in-person and remote workdays have proven to
be varied and unique for many sectors. Academy to Innovate HR (AIHR) recently published an
article that lists 17 hybrid work model examples to demonstrate different arrangements and their
suitability for different sectors.
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Built-In’s article published on February 9, 2024 explained what
hybrid work schedules mean and outlined ways to implement it in different workplaces.
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As the world navigates through a post-pandemic “new normal,” it is important that we have an
open and fruitful dialogue regarding the direction that the District government is taking on
return-to-work models, especially as this Committee continues to hear concerns from the District
government workforce and the public regarding telework posture, physical office space issues in
agencies, high office vacancies, revenue impacts, and inflexibilities that impact employee
morale. Additionally, the Mayor’s recent t elework mandate for the District agencies under her
purview has generated ongoing concerns and dissatisfaction from current employees, and
prospective employees have joined the discourse indicating that District government is a less
competitive workplace because it limits opportunities for telework.
To navigate through this post-pandemic life and set “new norms”, this legislation aims to open
the conversation with experts and entertain feedback from employees and managers, labor
unions of government and private sector workforce, and various customers – all impacted
parties, to identify reliable approaches forward for an effective work environment for the good of
the District through a healthy, productive, and competitive work force. As such, establishing a
Task Force will facilitate the necessary conversations to move the DC government towards a
productive and effective workplace policy, backed by experience and data.
Should you have any questions about this legislation, please contact Aimellia Siemson, Senior
Advisor and Counsel at asiemson@dccouncil.gov or (202) 724- 8171.
Thank you,
Anita Bonds
At-Large Councilmember
Chairperson of the Committee on Executive Administration and Labor
_________
1
Indeed Editorial Team. (2022, July 22). Common types of work models (Plus tips for choosing one). Indeed Career
Guide. https://www.indeed.com/career-advice/career-development/types-of-work-model
2
Indeed Editorial Team. (2022, July 22). Common types of work models (Plus tips for choosing one) . Indeed Career
Guide. https://www.indeed.com/career-advice/career-development/types-of-work-model
3
Jay, S. (2024, March 25). 17 Hybrid Work Examples for organizations embracing new ways of work in 2024.
AIHR. https://www.aihr.com/blog/hybrid-work-model-examples/
4
Griffis, H. (2024, February 9). Hybrid Work Schedule: What it is, examples and how to
implement. Built In. https://builtin.com/remote -work/hybrid-work-model 1
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_______________________________ ______________________________ 3
Councilmember Vincent Gray Councilmember Anita Bonds 4
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Councilmember Zachary Parker 9
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A BILL 16
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IN THE COUNCIL OF THE DISTRICT OF COLUMBIA 21
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To amend the District of Columbia Comprehensive Merit Personnel Act of 1978 to establish a 27
Work Models Task Force that evaluates competitive work models for District 28
government employees. 29
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BE IT ENACTED BY THE COUNCIL OF THE DISTRICT OF COLUMBIA, 31
That this act may be cited as the “Work Models Task Force Amendment Act of 2024”. 32
Sec. 2. Section 1201 of the District of Columbia Comprehensive Merit Personnel Act of 33
1978, effective March 3, 1979 (D.C. Law 2 -139; D.C. Official Code § 1-612.01), is amended by 34
adding new subsections (f), (g), (h), (i), (j), and (k) to read as follows: 35
“(f) By the end of the first quarter of Fiscal Y ear 2025, the Mayor shall establish the 36
Work Models Task Force (“Task Force”), to evaluate competitive work model s for District 37 2
government employees and the feasibility for implementing such model s in the District. The 38
Task Force shall publish a report on its findings and provide the report to the Mayor, Council, 39
and the Department of Human Resource (“DCHR”) no later than June 30, 2025. 40
“(g) The Task Force shall be composed of: 41
(1) The following Mayoral appointees : 42
(A) Two labor union representatives ; 43
(B) One representative from DCHR; 44
(C) One representative from the Department of General Services ; 45
(D) One representative from the Workforce Investment Council; 46
(E) One representative from the Department of Employment Services ; 47
(F) Two representatives from the Office of the City Administrator, one of 48
whom shall serve as the Task Force’s facilitator; 49
(G) One member of the community with current experience and expertise 50
as senior leadership with personnel experiences; 51
(H) One member of the community in an entry-level position; 52
(I) One member of the community in a middle-management position; 53
(J) Two members of the real estate development community; 54
(K) One member of a non- profit organization for workforce 55
development; 56
(L) The Chairperson of the Council c ommittee with oversight over DCHR, 57
labor, and workforce development; and 58
(M) Two members of the public , appointed by the Chairperson of the 59
Council c ommittee with oversight over DCHR, labor, and workforce development, at least one 60 3
of whom shall have current experience in education, childcare, mental health, statistical data , or 61
technology. 62
“(h) The Task Force shall: 63
“(1) Conduct bi-monthly meetings to evaluate and discuss current workplace 64
models in public and private sectors and assess viable options for alternate and competitive 65
workplace models, and ultimately provide options for future workforce plans. 66
“(2) By January 31, 2025, the Task Force shall prepare a s tatus report that is 67
focused on the organization and preliminary plans of the Task Force that sets out its meeting 68
plans, members, protocol, and methodology in developing the final report; 69
“(3) By March 31, 2025, the Task Force shall prepare a Report that: 70
“(A) Describes the various workplace models currently in practice in 71
public and private sectors; 72
“(B) Provides the Task Force’s recommendations for all work models that 73
are feasible for District government employees; and 74
“(4) By June 30, 2025, the Task Force shall p rovide the final 2 recommendations 75
on any necessary changes, including estimated costs associated with adopting competitive work 76
models for District government employees, and plans for ongoing monitoring of work models 77
implemented in the District government. 78
“(i) The Office of the City Administrator shall provide appropriate funding, staffing, and 79
associated costs in facilitating the Task Force’s work through completion of the required Report. 80
“(j) The members of the Task Force shall serve without compensation and shall either 81
reside or work within the District. 82
“(k) The Task Force shall sunset upon completion and submission of the Report , but not 83 4
more than 18 months.”. 84
Sec. 3. Fiscal impact statement. 85
The Council adopts the fiscal impact statement in the committee report as the fiscal 86
impact statement required by section 4a of the General Legislative Procedures Act of 1975, 87
approved October 16, 2006 (120 Stat. 2038; D.C. Official Code § 1- 301.47a). 88
Sec. 4. Effective date. 89
This act shall take effect following approval by the Mayor (or in the event of veto by the 90
Mayor, action by the Council to override the veto) and a 30-day period of congressional review 91
as provided in section 602(c)(1) of the District of Columbia Home Rule Act, approved December 92
24, 1973 (87 Stat. 813; D.C. Official Code § 1- 206.02(c)(1)). 93
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