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Your Guide to Pitkin's Well Workplace
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Use this Hub to learn about:
Well Workplace Policy
Dimensions of Wellbeing
Workplace Designations and Work Modalities
Expectations and Accountability
Service Level Agreement (SLA)
The County Workplace is a flexible and adaptive environment that supports various employee work arrangements based on service needs, job responsibilities, and departmental goals, while maintaining operational accountability and aligning with the County’s vision, mission, and values.
To promote work-life balance, health, well-being, and safety, the County offers a range of programs, including stipends, services, platform access, and educational courses focused on health, well-being, and safety.
For additional information and benefits, see the Employee Programs Guide.
Workplace Designations
See the Pitkin County Pay Plan for Positions and Work Designation
Onsite
Onsite
Position responsibilities must be performed in person and require a physical presence at a County location to effectively carry out the duties of the position; this may include “field” work. Work may be performed at County facilities, remote worksites, in the field, or other locations where County services are provided and may include interacting with colleagues and the public, responding to operational needs, and supporting County programs, infrastructure, or assets. These essential roles may receive certain, additional benefits such as seasonal incentives, standby pay, holiday pay, hazard pay, and flexible scheduling.
Hybrid
Hybrid
Positions allow employees to split their work time between a remote workspace and a County location. Hybrid employees must work on-site at a County location at least two days per week, unless an alternate agreement is approved by the Department Director. Directors may approve exceptions based on documented operational or individual circumstances. Decisions must consider job responsibilities, team collaboration and workload, internal and external service delivery, employee performance and accountability, operational needs, and equitable treatment of similarly situated positions. Approved arrangements must maintain departmental service standards and may be reviewed, modified, or discontinued as circumstances change. On-site work supports collaboration, connection, organizational culture, and effective communication.
Remote
Remote
Roles use the employee's home as the full-time workplace and may require occasional travel to a County location, depending on business needs. Currently, all remote employees must live in Colorado. For additional information on mileage reimbursement, see policy 6.10 Operational Standards. For additional information on using a County-owned unit in Aspen, contact housing@pitkincounty.com.
Work Modalities & Scheduling
Work modalities, including scheduling, methods, and location (where work is performed), vary across the County's 200+ diverse positions, reflecting the unique responsibilities and competencies. This variety adds both excitement and complexity to our service delivery, internally and in the community, and no two jobs are identical; service delivery methods will vary.
Managers and employees will work together to establish work schedules that balance flexibility, organizational needs, public and internal service delivery, and team collaboration. All employees interested in an alternate work modality are required to fill out the Work Modality Agreement. The County is committed to helping employees manage the demands of work, commutes, family, and other life responsibilities by offering a range of work modalities, including but not limited to:
Flextime aka Flexible Work Hours
Flextime aka Flexible Work Hours
Adjustments to the start and/or end times of work within established parameters while still working their required number of hours.
Example: Monday through Friday, 7 am to 3 pm
Compressed Workweek
Compressed Workweek
Compressed workweek allows employees to work their full weekly number of hours in fewer than five days, such as:
4/10s - four 10-hour work days per week
Example: Monday to Thursday, 6 am to 4 pm. Friday, Saturday, and Sunday off days/”weekend”
9/80s - eight 9-hour days and one 8-hour day over a two-week pay period, with one scheduled day off. Contact payroll to coordinate this.
Example: Monday to Friday, 8 am to 5 pm, plus the following week: Monday, Tuesday, and Wednesday, 8 am to 5 pm; Thursday, 8 am to 4 pm; with Friday off. This would repeat each pay period, so an employee would have every other Friday off to enjoy a 3-day weekend
Shift Based Schedules
Shift Based Schedules
Assigned work hours are determined by a designated shift rather than standard business hours, to ensure continuous operations, coverage, or public safety, and include:
Day, swing, or graveyard shifts
Fixed or rotating schedules
Weekends, holidays, or non-traditional business hours
Seasonal or operationally driven variations
On-call/stand-by duty
Example: Monday to Friday, 4 pm to 12 am
Alternate Workdays
Alternate Workdays
Work the regular number of hours on a day different from the traditional or posted workday to meet operational needs or address occasional personal or business requirements.
Example: Working on a holiday when not required and banking the holiday hours to use on another day
Phased Retirement
Phased Retirement
Gradual scheduling change as an employee approaches their retirement date. This allows an employee to transition and share knowledge as they decrease hours, rather than end abruptly.
Telework
Telework
Performs some or all job duties away from the designated County worksite, typically from a home office, for a sustained, approved period.
Can be full-time, hybrid, or temporary
Informal or intermittent remote work under 30 days per year will not require a formal agreement, but must be approved by your supervisor
Does not change job expectations, pay, benefits, or performance standards
Eligibility is based on essential job functions, ability to maintain service/availability, responsiveness, performance, accountability, and department and County operational needs
Must follow the Telework Expectation Guidelines and have access to high-speed internet
Must arrange for any caretaking needs
Employees must take regular meals and rest breaks in accordance with the Employee Handbook on page 36.
Telework carries a unique set of expectations that the County has detailed HERE
Accountability & Expectations
Accountability is the practice of being responsible for results, honoring commitments, and taking ownership, whether the outcomes are successful or require learning and adjustment.
We are each responsible for our behaviors and expect that:
Directors
Directors
Foster a positive, productive work environment by: promoting well-being and safety; coaching and giving timely feedback; ensuring policy compliance; meeting community operating hours; organizing team activities; modeling County values; setting clear expectations; developing service agreements; and delegating effectively.
Managers & Supervisors
Managers & Supervisors
Oversee day-to-day operations and team culture by: encouraging participation in well-being programs; timely communication; coaching and feedback; ensuring safe work practices; applying this policy consistently and equitably; being accessible; setting clear expectations for performance, service, and availability; supporting agreed-upon work modalities while maintaining accountability; modeling County values; updating role designations; and coordinating team-building.
Employees
Employees
Deliver essential service, infrastructure, and public safety by: using resources responsibly and ethically; following safety protocols and voicing concerns; meeting performance expectations; being reachable during work hours; maintaining updated calendars and voicemail; consistent communication; attending required meetings; adhering to policies (including data security and safety); modeling County values; and participating in development and team activities.
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