Air Force Research Laboratory
Lightweight Portable Security (LPS), Software Protection Initiative Program - Recipient of the 2010 Telework Exchange "Telework Program with Maximum Impact on Government" Tele-Vision Award
The Software Protection Initiative offers a free, telework-friendly, portable tool that provides a safer, local environment for connecting to any network or cloud computing application. Lightweight Portable Security (LPS) creates a non-persistent computing environment from a mini-CD. LPS comes in two editions: LPS-Public for general browsing and the more secure LPS-Remote Access customized to access a specific organization's network. The free LPS-Public edition provides a safe, easy way to browse the Internet, access Department of Defense (DoD) Common Access Card (CAC)-enabled Web sites, and connect to remote networks without leaving a trace. To date, the U.S. Air Force has distributed more than 38,000 copies of LPS-Public. The LPS-Remote Access edition provides secure remote desktop access from an exceptionally locked-down operating system (OS) that may only connect to a pre-specified organization's resources.
LPS-Remote Access was deemed by the DoD as the easiest and least expensive telework solution for its geographically-dispersed workforce. Deployment entailed burning and distributing free CDs and inexpensive smartcard-readers to users, rather than having to issue and update government laptops or requiring users to install specialized software on their personal computing devices. LPS-Remote Access customization and Tier 2 support is available for all Federal agencies and many of their contractors. More than 30 organizations representing some 30,000 government employees have adopted LPS-Remote Access.
American Speech-Language-Hearing Association (ASHA)
ASHA distinguished two types of telework - flexplace and telecommuting. Flexplace is a cooperative arrangement that allows an employee to work on a specific project from home or other work site outside the National Office on an occasional basis. Flexplace is a less formal arrangement than Telecommuting. All staff are eligible to participate, subject to their coach's approval. If you are using Flexplace, ASHA’s expectations are that:
- You need to work on a particular project or tasks
- You want/need seclusion and may request not to be interrupted. (These requests must be pre-planned and discussed ahead of time with your coach)
- Someone should be able to contact you in the event of an urgent/critical need
- Flexplace is not to be used in lieu of childcare
- Opportunities are granted at the discretion of the coach
- Your coach may request that you adjust your plans if issues should arise related to providing adequate coverage in your unit
- Coaches should monitor productivity and availability and address issues that do not further the goals of the team
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Arizona Department of Administration
State of Arizona’s Telework Program - Recipient of the 2006 Telework Exchange "Excellence in State Program Leadership" Tele-Vision Award
The State of Arizona has been advancing the telework cause since 1989. Telework was mandated by Executive Order with the goal of having 20 percent of the 21,000 State employees in Maricopa County actively participate. Today, 3,700 employees, or more than 17 percent of the State workforce in Maricopa County, are teleworkers. Current estimates show that State teleworkers drive 4.5 million fewer miles annually, generate 75 fewer tons of air pollution, and endure 155,000 fewer hours of stressful driving time. State agencies are adopting flexible work options to reduce employee stress, turnover, and burnout, while increasing employee morale, productivity, and retention. With an employee replacement cost of $50 million per year, the telework program delivers significant potential savings to Arizona taxpayers, as a meaningful factor in the retention of qualified employees.
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Booz Allen Hamilton
Booz Allen Hamilton has been at the forefront of strategy and technology consulting for more than 90 years. Every day, government agencies, institutions, and infrastructure organizations rely on thefirm’s expertise and objectivity, and on the combined capabilities and dedication of our exceptional people to find solutions and seize opportunities. We combine a consultant’s unique problem-solving orientation with deep technical knowledge and strong execution to help clients achieve success in their most critical missions.
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Centers for Disease Control and Prevention
Telework Improvement Initiative - Recipient of the 2010 Telework Exchange "Best New Telework Initiative" Tele-Vision Award
The Centers for Disease Control and Prevention (CDC) recognized a need to create a more telework-friendly operating environment and took steps to support remote workforce options during 2009. The enterprise-wide telework program designated a ranking program manager empowered to develop and implement policies and procedures that encourage telework participation across the organization. The CDC goals for the program parallel the agency mission: focus on delivering timely and accurate critical information to the public, manage and contain costs, and maintain a skilled, satisfied workforce.
Customer surveys indicate service levels were preserved or improved, regardless of where the CDC staff worked during the evaluation period. By making telework a strategic priority for the agency, it demonstrated its commitment to quality of service, while supporting employee work-life balance. Additionally, the agency has also realized tangible cost-savings by maximizing office hoteling, as well as space and equipment sharing models that combined, reduce overall operating budgets. CDC officials credit their success to the involvement of all stakeholders in the planning and implementation of the telework program, which has made this a collaborative, joint success for employees, supervisors, senior leadership, and organized labor groups.
Department of Rail and Public Transportation, Commonwealth of Virginia
Telework!VA - Recipient of the 2009 Telework Exchange "State and Local Government Telework Program" Tele-Vision Award
The Telework!VA program assists private-sector and non-profit employers in Virginia in their efforts to implement or expand the use of telework as a business strategy. The Telework!VA program is a unique and innovative partnership between state government and the private sector that recognizes telework as a business strategy that can improve the private sector’s bottom line, while reducing strain on public infrastructure and providing critical tax-dollar savings. It is the only state government telework program that offers both hands-on, expert telework assistance and direct financial incentives. This combination recognizes and highlights the critical factors of a successful telework program: appropriate technology as well as suitable policies, training, and oversight. The adoption rate of the Telework!VA program by Virginia businesses and non-profits increased by approximately 600 percent in 2008.
Defense Information Systems Agency (DISA), Department of Defense
DISA Telework Program - Recipient of the 2009 Telework Exchange "Telework Program with Maximum Impact on Government" Tele-Vision Award
The Defense Information Systems Agency’s (DISA) Telework Program was developed in 2001. Initially, the program authorized telework one day during every two week time period. As of January 2008, the policy allows employees to telework a maximum of three days per week with supervisor approval. The expanded telework program has became one of the key elements in DISA’s recruitment and retention plan following the Department of Defense base realignment plan that moved DISA Headquarters from Arlington, VA to Fort Meade, MD.
Under the new policy, DISA furnishes the equipment for teleworking, consisting of laptops and docking stations. The policy requires ongoing employee and supervisor training, and uses an innovative Web-based application to support the telework program in six DISA telework centers nationwide. Additionally, it provides templates for work plans to help managers and employees plan teleworking sessions and measure productivity. Approximately 45 percent of the agency’s workforce teleworks to some extent and DISA continues to look for ways to make improvements to its Telework Program.
DISA Telework SWAT Team - Recipient of the 2007 Telework Exchange "Best New Telework Initiative" Tele-Vision Award
DISA leadership recognized early on that the successful implementation of an expanded telework program would require extensive cultural change across all levels of management and the senior leadership. To meet these challenges, DISA chartered a telework "SWAT" team - led by a senior human resources manager and senior IT manager - to provide critical guidance and expertise to ensure the program was up and running within 90 days. In addition to making recommendations on the standard equipment for teleworkers and network security practices, the SWAT team developed and provided training to DISA employees and management. DISA also implemented a new policy for determining employee telework eligibility, resulting in more than 2,000 more eligible employees. Since this policy change, the number of participants teleworking on a regular and recurring basis increased eight-fold and continues to increase towards agency goals.
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Fairfax County Government
Fairfax County implemented a pilot telework program in 1995. As a result of a successful pilot which lasted approximately one year, the County decided to implement the program County-wide to all departments. In 2002 the then and current chairman of the Fairfax County board of supervisors, Gerry Connolly, was also the chairman of MW-COG. As the chairman of MW-COG he made telework his primary initiative for MW-COG and established a 20% participation goal for all of the jurisdictions of MW-COG. He asked that all jurisdictions meet a goal of having 20% of eligible employees participating in the telework program by the end of 2005. In Fairfax, board of supervisors chair Gerry Connolly directed the county executive to enhance the county’s existing telework program to meet the regional goal.
Click here to read the full case study
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Federal Aviation Administration (FAA)
FAA’s Flights Standards, Western Pacific Region, San Francisco International Field Office - Recipient of the 2006 Telework Exchange "Best New Telework Initiative" Tele-Vision Award
The FAA Flight Standards conducts Air Carrier/Repair Station certification and surveillance on 94 entities in the Asia Pacific region, responsible for issuing foreign entities FAA certificates to work on U.S. aircraft and products. To meet this mission, teleworking is being used for inspectors working with operators nationwide. In October 2005, this organization built an interactive website based on the FAA Knowledge Services Network (KSN) to manage virtual office operation. This information-sharing website enhances employee and industry communications, and tracks costs, approvals, inspector contacts, projects, and tasks. A primary objective of this new initiative is to implement a reliable telework management system with the necessary tools inspectors need to do their jobs.
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Federal Deposit Insurance Corporation (FDIC)
FDIC’s Telework Program - Recipient of the 2006 Telework Exchange "Innovative Application of Technology to Support Telework" Tele-Vision Award
The FDIC’s voluntary telework program supports the Corporation’s goal to enhance employee flexibility and improve work/life balance, while meeting FDIC workload and mission demands. The FDIC offers a suite of remote access services, including a Remote Client Network (RCN), a Virtual Private Network (VPN), and a dial-up service. Recently, the FDIC rolled out a token-based system that delivers all FDIC employees secure remote access from any computer with Internet access and a web browser. The Web Enabled Remote Client Network (WebRCN) makes is possible for every eligible FDIC employee with access to a computer to participate in the Telework Program. In 2005 more than 2,300 FDIC employees participated in program working a combined total of more than 266,000 hours.
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General Services Administration
The General Services Administration (GSA) has a history of leadership in telework that continues today through its partnership with the Office of Personnel Management. The agency first established its telework policy in 1996, and in 2007, announced the “Telework Challenge,” which focused on increasing telework participation and established GSA as a role model for other Federal agencies. The initial “challenge“ goal called for 20 percent of GSA’s eligible workforce to telework at least one day a week by the end of 2008. GSA surpassed this goal for both 2008 and 2009, reporting that 43 percent of eligible employees telework at least one day a week.
In 2008, GSA implemented an updated and enhanced policy that reflects current telework needs and includes a Telework Agreement for use by all employees as well as a Telework Technology Plan for local-level use to ensure telework “readiness.” The new policy recognizes that telework supports GSA’s mission and role as a leader in environmental sustainability, enhances its ability to respond to emergency situations, and helps employees balance work and personal responsibilities.
GeoConcepts Engineering, Inc.
GeoConcepts was one of the first firms to join the Telework Virginia! Program in 2000. Vivian Lewis, the President of GeoConcepts, had prior experience with telework and decided that the benefits could be leveraged into aiding in the start-up of their new business. GeoConcepts’ telework program officially began in 2001. "Telework Virginia! was a great mechanism to help us jump start our business, attract employees and increase morale." GeoConcepts’ primary goal for their telework program was to retain and attract highly qualified employees who might otherwise be concerned by the length of their commutes. GeoConcepts is a family oriented company that is committed to being an employer of choice in the Metropolitan Washington region. At the conclusion of the two-year pilot program with Telework Virginia! GeoConcepts had five people teleworking, mainly women who were allowed to balance their work and family requirements more easily and improve their quality of life.
Click here to read the full case study
Internal Revenue Service (IRS)
IRS, Agency-Wide Shared Services Virtual Office Program - Recipient of the 2007 Telework Exchange "Innovative Application of Technology to Support Telework" Tele-Vision Award
The IRS Virtual Office initiative expects to dramatically expand traditional telework within the agency, making employees’ home offices their primary workplace. The IRS Virtual Office initiative established three pilot configurations for telework, tailored to the specialized needs of specific job functions in a virtual office environment. In addition, the agency established new and reusable processes for remote maintenance and troubleshooting. The IRS deployed a range of technologies to support its remote workforce, including SharePoint team rooms, secure messaging, Virtual Private Networks (VPN), multi-functional printing devices, and remote communications routing. As a result, the agency was able to maintain operations during the June 2006 flooding that closed much of the headquarters building. The agency projects a real estate savings of approximately $585,000 for 150 pilot participants. They noted the Virtual Office initiative has and will be an invaluable recruiting advantage.
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KPMG, LLP
KPMG’s telework program allows eligible employees to perform some of their work at home or at an alternative work location. The program is an integral part of KPMG’s culture of flexibility and one of the many Alternative Work Arrangements (AWA) available at the Audit, Tax and Advisory firm. In order to remain a competitive employer of choice in its industry, KPMG decided long ago that it needed to be flexible regarding where and when people work. "We wanted to be more attractive to both potential and current employees," explains Kristen Piersol, Manager of Workplace Solutions - Midatlantic Area.
Click here to read the full case study
Loudoun County, Commonwealth of Virginia
Loudon County Telework Program - Recipient of the 2007 Telework Exchange "State and Local Government Telework Program" Tele-Vision Award
Loudoun County re-launched its telework program enabling County workers the option to telework, with a goal of reaching 10% participation among non-public safety employees in 2006 and 20% participation by the end of 2007. The County has taken a bottoms-up and top-down approach to implementing telework, evaluating department and work group goals and soliciting feedback from employees and managers. As a result of the program changes, the County met its participation goal for 2006 and is on track to reach the 20% in 2007 as it prepares to convert entire work groups to become full-time teleworkers. The County benefited in 2006 from a turnover rate among teleworkers that was 10.4% lower than the overall County turnover rate, and unscheduled leave used by teleworkers averaged 5% less than the County-wide average.
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Macro International Inc.
Macro International Inc. - a consulting firm that specializes in research and evaluation, management consulting, marketing and communications, and information technology - employs approximately 950 full- and part-time people nationwide, with most concentrated in its two Washington, D.C. area offices (located in Bethesda and Calverton, Maryland). The company began its formal telework program in 2003, although some employees teleworked on an informal basis for years prior to that time.
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Minnesota Department of Transportation
eWorkPlace - Recipient of the 2010 Telework Exchange "State and Local Government Telework Program" Tele-Vision Award
In 2009, the Minnesota Department of Transportation sponsored and developed the eWorkPlace initiative to reduce congestion in the Minneapolis and St. Paul areas. The program encourages local employers to offer a telework option, and the companies involved have reported significant cost-savings, increased recruitment and retention rates, and productivity increases attributed to the eWorkPlace initiative. Simultaneously, their employees benefit from reduced commuting time, aggravation, and cost, and report increased job satisfaction with a more improved work-life balance.
National Institutes of Health (NIH)
Telework initially began at NIH as a flexible workplace arrangement benefit that was primarily used by employees as an accommodation to meet short-term medical needs. A successful one year pilot in 2001 to examine its benefits, costs, and impacts on employees, management, and the organization resulted in an expansion of the early initiative to a fully implemented program. Participation has grown steadily as a result of several things, recruiting and retention efforts, a new leadership team, and continuity of operations planning. "Telework has proven itself to be a win-win strategy for increasing both employee satisfaction and productivity", says Christine Major, Director of the NIH Office of Human Resources. "Ours is an evolving model, with staff in a growing number of positions able to work effectively wherever they are and enjoy the benefits of telework." The goal of the program is to help staff be successful and effective with teleworking so that in the long term, they contribute to a business solution trusted by managers, peers and the organization - a responsibility not taken lightly by NIH.
Click here to read the full case study
National Wildlife Federation
Background National Wildlife Federation launched its telework program about five years ago. The motivation for starting the program was twofold. Telework fits the Federation’s mission as a conservation organization, helping it to reduce traffic and thus giving it "a chance to walk the talk," explains human resources director Maria Litman. The Federation’s second reason: attract and retain employees by helping people achieve work-life balance. Telework enhanced the Federation’s flexible work schedule program by providing employees with another option: They could work a condensed-hour day (4/10), a half-day every two weeks, or telework. People also have the option of working around a certain number of hours versus days.
Click here to read the full case study
Southern Maryland Electric Cooperative (SMECO)
In 2006, a committee was formed consisting of IT, Customer Service, HR, and Security as well as union representatives. The committee surveyed other cooperatives in an attempt to research other programs and best practices. SMECO found only one COOP in the Midwest that has implemented a telework program establishing themselves as a telework pioneer on the East Coast. The committee drafted telework procedures, remote office space procedures and requirements, technology needs and guidelines around the acceptable use of the Internet. In some cases existing policies and procedures were modified to accommodate the telework program Pre teleworking, SMECO had policies and procedure in place with regard to the use of the Internet, work procedures and equipment. The new procedures addressed uses from a home office location.
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Tinker Air Force Base
Oklahoma City Air Logistics Center at Tinker Air Force Base, who is responsible for keeping large military bombers and transports at peak operating condition, deployed a wireless mobility solution to assist with the tracking of maintenance forms so technicians can record, update, and access critical information at the point-of-maintenance. The Tinker Air Force Base offers a successful wireless deployment that can be used as a best practice model and repurposed, considering wireless solutions benefit teleworkers and the environments in which they work.
Click here to read the full case study
Treasury Inspector General for Tax Administration (TIGTA)
TIGTA’s Telecommuting Program - Recipient of the 2006 Telework Exchange "Excellence in Telework Leadership" Tele-Vision Award
TIGTA’s telework program grew out of a task group that had been formed to make TIGTA a better place to work and to position the agency as an employer- of-choice. Every time the task group met, its members talked about wanting the flexibility to work from anywhere. "Telework just seemed to fit the bill," recalls Donna Leach, Human Resources Specialist & Telework Program Manager. The task group talked with the inspector general (IG - the head of the agency) and proposed a pilot program. TIGTA itself was formed January 1999. The agency implemented its telework pilot in September 2000. The pilot was supposed to last nine to 12 months, but after six months the agency cut it short and made plans to move ahead. Program implementation began in August 2001.
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United States Department of Agriculture (USDA)
The United States Department of Agriculture (USDA) uses a Telework Management System (TMS) as an automated tracking system. The system provides detailed information about teleworkers, including grade level and occupation, location, frequency and type of telework, and whether the work is ad hoc or regular basis. USDA’s IT department is notified of employee telework approvals and arrangements by e-mail to streamline the equipment planning and support needs.
Since the program’s inception, three USDA agencies have deployed the system, and as of 2007, there were 225 teleworkers in the system with 400 more on the way. The TMS is a system that could be easily employed by other Federal agencies.
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United States Navy
Virtual Command Pilot Program - Recipient of the 2009 Telework Exchange "Best New Initative" Tele-Vision Award
The U.S. Navy’s Virtual Command Pilot Program allows for selected active duty Navy Officers and senior enlisted personnel to be assigned to shore duty commands in locations like Washington, D.C. while remaining in their current geographic location. Using existing technology available through the Navy and Marine Corps Intranet, these individuals work remotely for their new command through telework. This cutting edge concept improves the quality of life for military members and their families while reducing the costs of permanent change of station transfers. The program provides a virtual command relationship between the parent command in one geographic location and the service member located, in another.
Telework is the foundation of this program, as participants work from their homes or alternate sites, and access the Navy’s Intranet by use of the Broadband Remote Access System. Thus far, the program has allowed geographic stability and increased transportation savings for service members and their families.
United States Patent and Trademark Office (USPTO), Department of Commerce
Enterprise Remote Access (ERA) Portal - Recipient of the 2010 Telework Exchange "Innovative Application of Technology to Support Telework" Tele-Vision Award
The Enterprise Remote Access (ERA) Portal was designed to extend telework as a versatile and economically-viable option by providing access to employee desktops and files through user-furnished equipment. Each portal user receives comprehensive pre-telework training and a USPTO-supplied secure ID token for sanctioned network access. The ERA Portal delivers an alternate solution to agency business units seeking to deploy safe, secure, and low to no-cost telework access for eligible employees.
Previously, USPTO telework programs required government-furnished equipment (GFE) at an average cost of $2,800 per user. By contrast, the ERA Portal approach allows USPTO operating units to deploy teleworkers with user-furnished equipment for as little as $105 per user. Since the ERA Portal launch in early 2009, more than 350 USPTO staff members have been trained and deployed to telework, an option not previously available to these employees. A key component of the program’s success to-date is the mandatory training for each user with a focus on telework best practices, common questions, and essentials for secure remote operations – to prepare employees to work from home within the agency’s operating guidelines. It has been a successful solution for agency teleworkers and another means for the agency to meet its mission and business goals.
Office of General Law Telework Program - Recipient of the 2009 Telework Exchange "Best Use of Innovation and Technology to Support Telework" Tele-Vision Award
The Office of General Law (OGL) Telework Program is one of the only telework programs for a Federal government general counsel’s office. The goal of the OGL Telework Program is to attract and retain highly-skilled employees by providing work-life balance while advancing operational goals in productivity, responsiveness, efficiency, and space planning. Following a telework pilot, completed in 2007, the OGL Telework Program was fully implemented and expanded in 2008 to include 100-percent participation by eligible employees. The program improved employee retention and recruiting efforts as well as assisted OGL in managing office-space shortages.
Patents Hoteling Program - Recipient of the 2007 Telework Exchange "Best New Telework Initiative" Tele-Vision Award
The Patents Hoteling Program (PHP) is the primary telework program for USPTO’s Patent Examiners. Started in January 2006, the PHP now includes 910 participating examiners who work from home four days per week and share reserved office space one day a week on the agency’s Alexandria, Virginia campus. Major PHP components include remote online access to required USPTO patent business systems, job performance tools, patent information, and patent application documentation. Examiners working from home also have access to collaborative communication technologies which enable collaboration among colleagues and supervisors. USPTO plans to have 3,000 Patent Examiners working from home, at least four days per week, by 2011.
Trademark Work at Home Program - Recipient of the 2006 Telework Exchange "Telework Program with Maximum Impact on Government" Tele-Vision Award
The Trademark Work at Home program began in 1997 as a feasibility pilot of eighteen teleworkers. Today, TWAH is a comprehensive program involving more than 220 employees (80 percent of eligible examining attorneys) who spend the majority of their workweek at home and share office through a hoteling arrangement. Each employee is provided with the necessary equipment for secure remote access to the agency’s network and automated systems enable users to perform all of their trademark examination duties electronically. The TWAH program has proven to be an innovative telework prototype. By incorporating measurable performance goals in the evaluation of worker performance, Trademarks has created a model of an extremely successful telecommuting program for government agencies.
Trademark Work at Home Program - Testimonials from Trademark Work-at-Home participants
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Virginia Department of Taxation
Telework Program - Recipient of the 2010 Telework Exchange "Excellence in Telework Leadership" Tele-Vision Award
During the past year, the Department of Taxation has increased its telework participation by more than 300 percent. More than 60 percent of the nearly 700 teleworking employee workforce currently works from home one day per week and more than half are now permanently home-based. As a result, the Department expects to save $130,000 annually and initial metrics indicate that productivity for home-based staff has increased significantly.
The agency was able to use innovative technology to support the rapid adoption of telework, including implementing live chat and an advanced supervisory software. As a result, the number of applicants eligible for customer service positions increased by creating home-based jobs in geographically-dispersed and economically-depressed regions in the Commonwealth. Access to this expanded talent pool and regional diversity has been mutually beneficial for taxpayers, employees, and agency officials. The Virginia Department of Taxation shows how combining situational knowledge, leadership, technology, and workplace flexibility can improve an agency’s performance – even under challenging economic conditions.
Washington State Department of Transportation
When the Washington State Legislature assigns more work but fewer employees, comprehensive change in how a public agency does business is required. In 1993, the Washington State Department of Transportation embarked on a long-term mission to change its decision-making and work processes, inverting its old-fashioned hierarchy. Along the way, WSDOT management discovered that encouraging work options, including compressed workweeks, flextime and telework, fits hand in glove with finding more efficient ways to get work done, while retaining and recruiting top-performing employees.
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News Highlights for Other Telework Success Stories
Tele-Vision Awards Showcase Telework Leadership and Innovation - September 2010
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This article highlights the 2010 Telework Exchange Tele-Vision Awards recipients and the speech Bill McAlpin, Chief, Manpower and Personnel Systems Support Division at the Defense Information Systesms Agency gave on June 8, 2010
Telework Proponent Congreesman Connolly Recognizes 2009 Tele-Vision Award Winners - September 2009
The Teleworker
This article highlights the 2009 Telework Exchange Tele-Vision Awards recipients and the speech Congressman Connolly (VA-11th) gave during the ceremony on June 2, 2009
Best in Class: 2008 Tele-Vision Award Winners Showcase Benefits of Telework - July 2008
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Highlights recipients of the 2008 Telework Exchange Tele-Vision Awards who were announced at the Spring 2008 Town Hall Meeting on April 22, 2008
Head of the Class - Telework Exchange 2007 Tele-Vision Awards - August 2007
The Teleworker
Highlights recipients of the second annual 2007 Telework Exchange "Tele-Vision" Awards reception on June 7
NIH Takes Pain Out of Telework Approval Process - August 2007
The Teleworker
This article discusses how the National Institutes of Heath (NIH) recently automated their entire approval and renewal process for employees participating in telework programs
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