- 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.
- 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.
case studies, federal, telework
- 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
- 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.
- 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.
- 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.
- 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.
- Defense Information Systems Agency (DISA), Department of Defense: 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.
- 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.
- 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.
- Featured WTOP Spots for March 2006’s Mobility Month
Listen to local telework leaders offer the latest information and tips on teleworking.
- 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.
- 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.
- GAO Report - Agency Telework Methodologies: Departments of Commerce, Justice, State, the Small Business Administration, and the Securities and Exchange Commission
This memo from the Government Accountability Office outlines the results of their review of telework methodologies at various Federal agencies
- 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.
- Generation Y in the Federal IT Workplace
This study from Telework Exchange and Defense Information Systems Agency (DISA) provides insight into Generation Y opinions related to work/life issues, communication practices, and the overall Federal government.
- 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.
- Implementing Telework: Lessons Learned from Four Federal Agencies
This report, through these case studies, as well as survey and other research, offers recommendations on how to implement the Telework Enhancement Act of 2010.
case studies, federal
- 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.
- 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.
- Loudoun County, Commonwealth of Virginia: Loudoun 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.
- 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.
- 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.