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Gayle Young-Monroe runs h~r management training company,Positive Organizations Inc.,~ I'romher: home in Sterling
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PHOTOCOPY
PRESERVATION
�Her husband. Sieve Monroe, a programmer, also works
from the couple's Sterling home. His "office" is in the corner
of an wmrushed basement, two feet from the washing
machine and dryer, while she occupies two converted
upstairs bedrooms. He hasn't bothered to decorate, as he will
soon reenter a corporate world that is williug lo bestow on
·techies like himself many more benefits than he could get
working on his own.
Having him around has been a major benefit, Young-Mon
roe said, sitting in her office, dressed comfortably in black
slacks, purple sweater and stocking feet.
"He's my computer support." she said. Wlule prepsring
training sessions, it isn't uncom
mon for her to turn to her com
puter, adorned with br4,>hlly col
ored stickers, and daslJ off a quick
e-mail to her husband, who has
cleverly networked aU eight of the
household's PCs., Because he is
often on the World Wide Web
anyway, he is usruilly happy to paD .
up information for her on custom
er support or whatever the topic
maybe.
TIle Monroes respect each oth
er's space when it comes to work,
and Steve oflen works at client
sites. But the couple, fonner high
school sweethearts from Kansas.
a1so take advantage of tJleir setup.
"What [has beenl great about
both of us working from home is
we would say, 'You know what,
there's a 4 o'clock movie, let's go
see it.'·
Personal trdiner Fred Foster's
wife, Vanc&<:a, works outside the
hoine. But her involvement in his
home-hasa:l business has helpetl
ea'ie her miud about tJle family's
finances.
"TIle' biggest [problem) right
now is when it comes to finances;
Fred Foster said. Since he started
his company three months ago, he
and his wife-and occasionally their 15-Ye'.Ir-old daughter
have had almost daily discussions aoout money. "In the old
days, they knew I got paid on such ami such a day: he said
"Now it's like, 'WeU,'we know you're getting money, but .. :"
Rather tJlan shelter his spouse from the ups and downs of
his cash flow, he asked her to help him.."She's actually what I
consider my controller," he said. He regularly fills her in on
when he expects to be paid, how much, and what he might
need to spend. TI!at way, she can remind him when certain
clients are late in paying him.
'The situation btives Vane&<;a Foster, an account exe...'Utive
for all insurance broker, peace of mind and. helps her husband
pay better uttentionto his finances.
'1t fit her personaUty, and it fit our lifestyle," he said of his
wife's role. Granted, there can be tension, he said-but not as
much as if he kept her in the (Jark:
Including f;:uruly members in business activities can help
create tight bonds. Young-Monroe often enlists her 24-year
old daughter, Heather, to help design marketing materials.
Working together turns into an occasion, Young-Monroe
said. "We get the music going, and it's better than if we were
in front of the TV or at the movie the'<lter."
Heather Monroe gets more than mother·daughter bonding
out of the deal, Her mother keeps track of her time. ·But
usually, the hours do not yield much of a Payoff, '1>ecause she
typicaUyowes me moncy," Young-Monroe laughs.
in a local grocery store. They both thought being part of such
a modern situation was a kick, Young-Monroe said, even if
theY were only helping their daughter count out candy for
.favor bags for her training classes.
"Creating boundaries is an old story," Bredin said. "The
bigger story is, there's no real right way" to run a home
business'.
Take Correnti and Faett. Beneath the chaotic surface, the
sisters-in-law have developed simple but solid methods of
mixillgwork and child care that have allowed them to grow a
company impressive enough to WOO c1jeht.~ such as America
Online Inc. and a member of the Washington Redskin&
"Sometimes we keep candy in every co~r of the house,·
Faett said. That way, wherever she picks' up the cordless
.phone, there is a pacifier within easy reach.
"If we get a call, one of us will entertain: Faett explained.
"ConferenCe ca1ls are the hardest, though: Correnti
added.
In emergencies, times when they must rush out to a client
site, the women often caD a trustworthy 12-year-{)ld girl who
lives up the street.
.
To Correnti and Faett, spendiug time with their children
is worth the occasional inconvenience.
'1 love being with the kids: Correnti expJained as a
couple of them wandered over to the dining room table to
get in on the conversation. Ahuge stress reliever, she added,
"is laying down on the floor and wrestling one of the kids."
Eight-year-{)Id Jordan Faett agrees that having total
access to Mom when he cOmes home from the third grade is
great.
..
"She can sometimes wrestle me, which I like: explained
Jordan, who hopes to someday chase twisters for a ~ving.
although he is not quite sure that "tornado chaser" is a real
job.
His cousin, 4-year-old Katie, also likes the arrangement.
She is often called upon to help label gift boxes while her
mother works. "I like to watch her: she said, the wings on
her butterfly hair clip fluttering as she bounces around.
Katie has decided she would like to own her own
business. "I think a kids company," she said, "with toys and
Custom Blending
toys andtoys and toys."
And because "you don't get to be in this house without
Watching a parent happy at work call be a great
helping me aile way or another: Yowlg-Monroe has even introduction to the business world for children, said
had her parent~ help when they come 10 town. Her father' Katherine, Crowley, a psychotherapist and small-business
spent his entire career with PepsiCo Inc., working his way consultant who specializes in self-employment;
from truck driver to vendor repairman. Her mother'worked
One of the pitfalls, however; is being able to expL'lin the.
. ifference between work fune and
d
pJay time to younger
children.'
Some parents do this through games. Correnti and Faett
often play "the quiet game" when a client has to come over:
'The first child to talk loses.
Crowley knows one father who'keeps a big sketch pad on
the door to his home office. If his children want to talk to
him. they have to draw a picture of what they want to
discuss and then knock. Dad does not hive to open right·
away. but the kids know he will look as soon as he can take a
break. .
.
Michael Arndt, a personal chef and Factt's neighbor in
Ashburn, found it difficult to
explain to his 7-year-01d the un
portance of a work phone call.
"The hardest is getting him to
understand that when I'm on the
phone it's a professional phone
call and that having a kid scream
ing in the background isn't reaDy
professiona1,· said the single fa
ther.
.
No Child's Play
One solution Arndt discovered
was a distinct "identity ring" for
his business telephone line that
lets Brian know right away when
a call is important. The distinct
ring a1so keeps Brian from be
corning an accidental reception'
ist. "He hears that aud lets it go:
Arndt said.
Arndt has a separate office in
his house. When he is not cook- .
ing, he often uses it to prepare'
menus or do administrative tasks
for his business, Culinary Con-,
venience. But for the mo&i; part,
he and Brian hang out together
around the house. If the clients
approve, Arndt . sometimes
brings Brian along on jobs. That
way, "he can visualize where I'm .
going" on the nights he has to
stay home with a sitter, Arndt said.
.
Mixing kids and clients is always risky. "You have to
carve out what works for you and what works for your
clients: Bredin said. "Some people think ii's neat when your
kids are in the background, but some people are not going to
tJUnk that's cool:
Correnti and Factt do not take chances. "We tell everyone
upfront," Correnti said. So far, most of their clients have
been accepting, and some of .them go out of their way to
make the women's lives easier.
"We were helping with an event at the Morino Institute, '
and for meetings they would call and say, 'Now can you get a
babysitter? • Correnti said with a laugh. .
Of course, she and Faett are the first to admit their
lifestyles are exhausting. "A treat for me is even just going to
Wal-Mart: Correnti sighed, as Faett sat witli the children
around a coffee table with an extra-thick glass top that
doubles as a dance !Ioor for the little ones.
Although Correnti's husband. David, occasionally belps
'the women on bi,gjobs, Faett said she rarely spends lime with
·her husband. Kirk, a car salesman who works 12·hour days.
And there are other drawbacks, as weU. It would be"scary" .
to have to set up a Web site, Correnti said. "Managing kids,
managing the business-couldn't handle that step right
now," she said, adding that any site they put up would have to
be good enough to impress t1leir high-tech clients.
David Correnti, who had just W'alked in the door, took
4'h-month-old Avery and got her ready for the drive back to
his and Aimee's house in Leesburg. .
Avery is the most subdued of the bunch. Awit Kristen
Faett is convinced thi~ was only because.of divine interven
tion.
.
"Somebody knew we needed a good bahy or we never
would have made it: Faett said.
PHOTOCOPY
PRESERVATION
l5
�SUNTUM_M@A1
08/05/97 12:39:00 PM
Record Type:
To:
Record
See the distribution list at the bottom of this message
cc:
Subject: 1997-8-5 Budget signing remarks of President
THE WHITE HOUSE
Office of the Press Secretary
For Immediate Release
AUgust 5, 1997
REMARKS BY THE PRESIDENT
AT SIGNING OF
THE BALANCED BUDGET ACT OF 1997
AND THE TAXPAYERS RELIEF ACT OF
1997
The South Lawn
11 :33 A.M. EDT
THE PRESIDENT: Thank you very much. Mr. Speaker, Mr.
Vice President, Senator Lautenberg, members of Congress, ladies and
gentlemen: We come here today, Democrats and Republicans, Congress
and President, Americans of goodwill from all points of view and all
walks of life, to celebrate a true milestone for our nation. In a
few moments I will sign into law the first balanced budget in a
generation -- a balanced budget that honors our values, puts our
fiscal house in order, expands vistas of opportunity for all our
people, and fashions a new government to lead in a new era.
Like every generation of Americans before us, we have
been called upon to renew our nation and to restore its promise. For
too long, huge, persistent and growing budget deficits threatened to
choke the opportunity that should be every American's birthright.
For too long it seemed as if America would not be ready for the new
century, that we would be too divided, too wedded to old arrangements
and ideas. It's hard to believe now, but it wasn't so very long ago
that some people looked at our nation and saw a setting sun.
�When I became President, I determined that we must '
believe and make sure that America's best days were still ahead,
After years in which the deficit drained our economy and dampened our
spirit, in which our ability to lead the world was diminished by our
inability to put our own house in order, after years in which too
many people doubted whether our nation would ever come together again
to address this problem, we set off on a new economic course -- to
cut the deficit, to create the conditions in which business could
thrive, to open more foreign markets to our goods and services, to
invest in our people so that all Americans would have the tools they
need to make the most of their own lives,
Today, our budget deficit has been cut by more than 80
percent It is now among the smallest in the industrialized world as
a percentage of our economy, Our businesses once again lead in world
markets, now made more open, more free, more fair than ever before
through our efforts. Our workers are clearly the most competitive on
Earth, and we have recast our old government so that a new one can
take shape that does give our people the tools to make the most of
their God-given abilities.
This year, we -- Democrats and Republicans alike -- were
given the opportunity and the responsibility to finish the job of
balancing the budget for the first time in almost 30 years, and to do
it in a way that prepares Americans to enter the next century,
stronger than ever. By large, bipartisan majorities in both Houses,
we have risen to that challenge.
The balanced budget I sign into law today will continue
our successful economic strategy. It reflects the most fundamental
values that brought us together. It will spur growth and spread
opportunity. Even after we pay for tax cuts penny by penny, there
will still be $900 billion in savings, including half a trillion
dollars in entitlement savings over the next 10 years. It opens the
doors of college to a new generation, with the largest investment in
higher education since the G.I. Bill 50 years ago. (Applause.)
It makes it possible for the 13th and 14th years of
college to become as universal as high school is today. It
strengthens our families with the largest expansion in health care
for children since the Medicaid program 32 years ago. It modernizes
Medicare and extends the life of the trust fund for a decade. It
helps our communities to rebuild, to move a million more people from
welfare to work, to bring the spark of private enterprise back to our
most isolated inner city neighborhoods. It provides the largest tax
relief to help families raise their children, save for the children
and pass on their home and a dream to the next generation. These tax
cuts are the equivalent of a $1,000 raise in take-home pay for the
average family with two children.
For so many Americans, what goes on here in Washington
�c,
often seems abstract and remote, unrelated to their daily concerns.
Well, this balanced budget deals with the big issues of the deficit
and long-term economic growth in ways that respond to the practical
challenges ordinary American citizens face every single day.
Because we have acted, millions of children all across
this country will be able to get medicine, and have their sight and
hearing tested, and see dentists and doctors for the first time.
Millions of young Americans will be able to go on to college.
Millions of Americans not so young will be able to go back to school
to get the education and training they need to succeed in life.
Millions of families will have more to spend on their own children's
needs and upbringing. This budget is an investment in their future
and in America's.
Today, it should be clear to all of us, without regard
to our party or our differences, that, in common, we were able to
transform this era of challenge into an era of unparalleled
possibility for the American people. I hope we can tap this spirit
of cooperation and use it to meet and master the many challenges that
remain before us.
I want to thank, in closing, the many people whose work
made this day possible. I want to thank SpeakerGingrich and Senator
Lott, Mr. Armey and the other members of the House and Senate.
leadership, especially Senator Domenici and Senator Kasich. And let
me thank Chairman Archer and Chairman Roth and the other leaoers of
the House and Senate committees. They were dedicated partners. They
fought hard for their priorities. I want to thank Senator Daschle
and Congressman Bonior and Congressman Fazio and Congressman Hoyer
and the other members of the House Democratic leadership who worked
with us.
I want to thank especially Congressman . Spratt arid
.
.
Senator Lautenberg, Congressman Rangel and the other members of the
House and Senate Democratic minority leaders in the committees for
the work the they did. I thank all the members of the Congress who
are here present and the many whom they represent who are already
back home, who could not be. All of them deserve our thanks, and I
would like to ask the members of the Congress who are here today to
stand and be recognized and appreciated by the crowd. (Applause.)
I'd like to thank the members of our budget team:
Erskine Bowles, Secretary Rubin, John Hilley, OMB Director Raines,
Gene Sperling, Jane Yellen, Rahm Emanuel, Jack Lew, Larry Summers,
Chris Jennings and many others, especially those who work in our
legislative shop, too numerous to mention, for the enormous work that
they did on this agreement. (Applause.)
.
I would like to thank the First Lady, Mrs. Gore, the
�Vice President for their concern for the health of our children, for
the mental health of the American people -- and the Vice President,
especially, who led the fight to protect our urban i(1itiatives anc!
.our environmental program and the interests of legal immigrants in .
Arnerica. We owe to them a great deal. (Applause.)
Again, I say to all, I thank you. I believe that
together we have fulfilled the responsibility of our generation to
guarantee opportunity to the next generation; the responsibility of
our generation to take America into a new century, where there is
opportunity for all who are responsible enough to work for it, where
we have a chance to come together across all of our differences as a
great American community, where we will be able to continue to lead
the world toward peace and freedom and prosperity. That is worthy
work and you have all contributed doing it.
We can say with pride and certainty that those who saw
the sun setting on America were wrong. The sun is risi(1g on America
again. And I thank you all. (Applause.)
END
Message Sent To:
11:43 A.M. EDT
�-
•
Clinton Presidential Records
Digital Records Marker
-
-,
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Pres1dential Library Staff.
This marker identifies the place of a publication.
Public,ations have not been scanned in their entirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
��"
;;
.
"
I
.
"
,Addendum to: A Review of ~l!:mily-FriendlY',Workplace Arrangements
Number of Telecomllmters 'by Agency'
October 30? 1998~
\ '
"
'.' .
.
,
'
,
The telecommuting survey data reported by Federal agencies on May 29, 1998, reflected,9,094
,telecommuters, The latest 'survey ,data reported ort October 30, 1998 reflected an increase of
15,795, resulting in 24,889 telecommuters or 1.4% ofthe'~ederal ~orkfor~e,
'
.
,
"
Ageric~/Department
,"
,
Telecommuters Reported
May 29, 1998"
..
.,
October 30, 1998
"
2,
,,15'
Agency for International Devetop'ment
1.
3.
36
'
I
'
'no data
,Central Intelligence Agency
4.
15
.36
Board 9fGovemors of the Federal Reserve
, ,System
Commission on Civil Rights
,
'
,
5.
COmmodity Futures Trading Commission
6.
°
",.
Consumer Product Safety Commission
,
:
"
no"data'
76
76
"
:2
7. '
8.'
pefense Nuclear Facilities Safety Board "
Department of Agriculture
4
Defense Special Weapons Agency"
10.
2
,
.'
9.
2
2
. Corporatio'n for National Service;
4
I
'
738
,.
,
"
"
738
"
"
11.
12.
13.
"
no data
' Depart~tmt of Defense
26 '
33'61"
Department of Commerce
3,361?'
I'
743
,,743
291
,~
Depa,rtment ofEduca,Fion
291
"
"
14.
Department of Energy
,
,
"
'
,
IS'.
Department of Health & HumaQ1Services
,
.
1,778
16.
Department of Housing &
. :qe~elopment '
Ur~an
no data
,
,
,1 ,778 '"
,
"
-
,
,
"
17.
Department of the Interior
no data
18.
Department of Justice
118
118
19.
-,Department of Labor
no data
1,685
-,
,
"
,
,
�,
I
Addendum (p. 2)
Agenc~lDepartmerit
, Telecommuters Reported
,
!
I
May 29, 1998
. ,
20.
...
Department of State
21.
Department of Transportation
22.
Department of the Treasury
.
,
20
October 30, 1998
20
"
no data
no data
J
"
1,050
11,160,
I
"
. ry,odata
23.
Department pfV <?terans Affairs
24:
Environmental Protection Agency
~,'OOO
25.
Executiv~ Office of the President·
no data,:,
26.
Farm Credit Administration
27.
Federal Communications Commission
"I
..
0
I
.'
I
..• ),000.
'
"J
"
30
.'
,
30
I
I
28.
'
..
Federal Deposit Insurance Corporation'
rio data
I
,29.
Federal Election' Commission,
30.
Federal Emergency Management Agency
13
3!.
Federal Energy Regulatory Commission
J
32.
Federal Housing Financ'e Board .
0
33.'
Federal Maritime Commission'
'
..
34.
·General Accounting Offic;e
35.
Inter-American Foundation
37.
,
•
'"
3
".
,
0
~
.'
I
Merit Systems Protec;tion Board.
•
13 .'
.
1
General Services Administration
36.
no data'
.,
"
no data
"
2
'.
..
"
:
....
\
777
I
no data
36
I.
J
."
36
I
'38.'
National Aeronautics and Space'
Administration
292
'no data
.,'
\
J"
39.
· National Archives and Records·
·'Ad~nistration
Admi~stration
40.
National Credit Union
41.
National Endowment fodhe Arts
','
42.
.
r, ,
National Gallery of Art
"
\
.'
no data
.
.,
5
5
.'
'0
2;
'2
,
�.
Addendum (p. 3) ,
I
Telecommuters Reported
Agenc):/Department
; May 29, 1998
,
October 30, 1998
43,
i
National Labor Relations Board
135
135
44.
National Science Foundation
22
22
34
,
45.
National Transportation Safety Board
34
46.
Nuclear Regulatory Commission
45
47.
Office of Government Ethics
0
48.
Office of Personnel Management
470
470
49.
On-Site Inspection Agency (OSIA)
1.
1
50.
Overseas Private Investment Corporation
0
51.
Peace Corps
no data
52.
Pension Benefit Guaranty Corporation
814
84
53.
Railroad Retirement Board
4
4
54.
Securities and Exchange Commission
23
23
55.
Selective Service System
no data
56.
Small Business Administration
0
138 (6-month
pilot project)
57.
Smithsonian Institution
np data
75-85
58.
Social Security Administration
no data
439
59.
Tennessee Valley Authority
no data
60.
U.S. Information Agency
nb data·
142' .
61.
U.S. Soldiers' and Airmen's Home
1
1
n/a
2
n/a
1
*Office of Special Counsel
,
'.
*National Endowment for the Humanities
1 Grand
19~o94,
Total
* Note: These agencies did noti participate in the original study.
.
~
,
.
'45
124,889
�,,
United States
Office of
,
Persomiel Management
Washin~on, DC
'
20415-0001
In Reply Refer To,
SUBJECT:
OPM Report to Congress, A Review of Federal Family-:Friendly'
Workplace Arrangements" An Addendum
"' ~
,
- '
1
Thank you for your timely response to our request for a r:eview ofth~ number of telecommuters
which was used to compile the aggregate data'contained in the Office of Personnel Management's
(OPM) report to Congress, A ~eview of Federal Ff!,mily:..FriendlyWorkplace Arrangements.
,',
,
."'
'.:.:1
" ' . . .. ,
'.
We ~elieve tha~ the attached addendum, based on your responses; reflects a 1TI0re accurate picture
of the number of Federal telecommuters--working at hom~or at an alternativ~ worksite. The '
increase of 15,795 telecommuters can be mostly a~tributed to the Department of the Treasury's
report. Overall, our figures nQw reflect an increase from .5 percent (9,094) to 1.4 percent
(24,889) in the reported number of employees who tel~ommute. The addendum will be inserted
into our report, A Review of Federal Family-Friendly Workplace Arrangements, prior to its '
distribution and,posted to the Internet at http://WWW.,opm.gov!wrkfam.,Also, located at this
Internet site is,OPM's Telecommuting Briefing Kit. The,f(it contains detaiied how-to tips for
conducting a briefing on telecommuting including talking points, visual aids, and handouts which
describe resources and videos.
'
OPM's Worl(/LifePrograms Centeris available to provide I technical assistance and advice to
•
.
agencies to help them develop or enhance family-friendly policies and programs, including
telecommuting. Center staff can be reached on (202) 606-2011,FAX on (202) 606-2091, or
email at workandfamily@opm.gov.
'.
" "!
"
Attachment
cc: Agency Work and Family Progr~m Represe~tatives
Agency Teleconimuting 'Representatives
, ,r
�Clinton Presidential Records
.Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton ,President'ial Library Staff.
,
. .
This marker identifies thepl~ce of a publication.
Publications have not been scanned in their ~ntirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
-
��· President's Management Council
National Telecommuting Initiative
Action Plan
FINAl
Approved
January 1996·
President's Management Council
Interagencv Telecommuting Working Group
�CONTENTS
Executive Summary .
Introduction
...........;.:........... ;..................... :.... ~ ......... :..................................... 1
Why Telecommute?
.................... :.................................. ...... ............... .... ........ 3 .
Telecommuting Strategies
...................... :....... ;........ :............ .. ........... ........ .. .. . 7
Implementing the Telecommuting Action Plan ......................... ;.................. :... 9
Organizational Roles and Responsibilities
Action Steps
Criteria for Success
.......... .......................... .. .. .. 10
..................................................................................... 14
..... ... .......... ................................. .. ................................... 26
Appendix A.. Outline of A~ion Steps .
Appendix B. National' Telecommuting Initiative Action Plan Timeline
Appendix C. Resources and Contacts
Appendix D. Workiilg Group,Members
�EXECUTIVE SU,MMARY
Telecommuting -- working in an environment outside of the traditional office one or more
days per week -- is not a new concept. In the past 20 years, the number of private sector .
telecommuters has grown to . between seven and nine million employees.
But
telecommuting is underutilized in the Federal government -- particularly in light of its
'potential as a strategy to address management- and policy-related challenges. Today,only
3000-4000 Federal employees are involved in telecommuting programs. A widespread
telecommuting initiative is called for ,now more than ever, as individual agencies and the
government as a whole seek to address the challenges, of:
• Limited Funding: As 'we recognize the need to reduce the federal deficit,
telecommuting is necessary to cut government real estate costs, operate more
productively, and reduce the 'demand for new infrastructure construction.
• Customer Service: We can improve government's service delivery through
better use of technology and co-locating services.
• Emolovee Needs: This Administration is committed to exerclsmg every
option to provide family-friendly workplaces, opportunities for employees with
.
disability or illness, and a positive quaiity of work life.
We. can reduce automobile-related
• Energy Consumption:
consumption through the telecommuting strategy.
energy
• Air Quality and Global Warming: Telecommuting means reduced pollution
emissions from transportation sources and compliance with Clean Air Act
provisions. It will slow fossil fuel consumption' w~ich produces almost one
. third of the nation's carbon dioxide emissions.
• Traffic Congestion and Safety:, Less travel demand means less congested
highways and fewer accidents.
This National Telecommuting Initiative is an opportunity for the Federal government to
put telecommuting to work in-meeting these objectives. Building on several successful
government pilot teleco,mmuting projects during the last five years, the Initiative calJs for a
five-phase plan, to be implemented over a three-year period beginning in January 1996, to
increase Federal participation to 60,000 telecommuters by the end ofFY 1998. According
to GSA, this level of telecommuting (roughly three percent of the Federal civilian
workforce) is 'expected to generate facility cost savings of $150 million annually.
Moreover, GSA estimates that were Federal telecommuting to rise to 15 percent of the
workforce during the next seven years (160,000 telecommuters), cumulative facility cost
savings would exceed $2 billion by the end of FY 2002. The five phases of the Action
Plan are:
�Phase I: SurVey ofthe Status Quo
Currently, we can only estimate the number of Federal employees involved in '
telecommuting programs. This phase ,wiU ,confirm our current, participation and
then define the potential for telecommuting 'across the Federal government o'n an
agency-by-agency basis -- both in terms, of which employee positions may be
appropriate for telecommuting and the agency resources available for support of
programs. ,
Phase II: LOgistical Preparation
, This phase leads to a flexible program' but one built on consistent information.
Steps will address technology, security,labor, liability, facilities, training, and
. evaluation issues. The groundwork for addressing management inertia is laid" by
clarifying ,definitions. and 'existing Federal policy", and procedure, updating
telecommuting guidance material, and designating a "Training Team" to be a
, central sourc~ of telecommuting information for pilot program participants.
Phase/II: Promotin1f the Initiative
Initiative success 'hinges, in large part on this phase. ,Telecommuting must be
promoted thro~gh,out the agencies -- ~specially in field offices and to employees,
, like inspectors, with positions especially, suited to telecommuting. Federal, state
and local contacts ml,lst be' developed to provide a network of people who will '
eventually make up Local Project Teams and Agency Support Teams -- two
groups with the primary responsibility of implementing programs. Finally, the
phase wiU focus on creating and nurturing intergovernmental and public-private
partnerships to implement joint use offacilities (telecenters) and customer service
centers (the u.~. General Store model).
Phase IV: Implementing the Program
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Building on the information collected about current agency' activities" preparatory
promotional andlogistical.work; and'relationships developed In previous phases,'
Federal agencies will initiate internal piiot projects or,.continue implementing
proven programs at an accelerated pace. Goals for ,numbers of telecommuierswill
be set and financial resources will be identified. From July 1996 to the end of FY ,
'1998, agencies will select appropriate' telecommuting strategies to spur program
implementation and growth' and determir:te their pr?grams of implementation.
Four telecommuting strategies are widely used:
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Home-based telecommuting.' Employees spend part of their time'
performing tasks' from home.
It
Community-based telecenters: AJternative work sites in facilities generally
shared byfwo or more agencies provide'space for employees to work
nearer their home instead of in their main office .
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�• Mobile offices: Employees "on the road" perform most of their work in the
field using portable equipment.
• The
u.s. General Store: An accessible, one-stop, customer service center.
The programs of implementation may include such details as:
• Training for managers and employees
• Establishing telecenters or U.S. General Store operations, or using
partnership 'networks in order to become' collaborators in existing
organizations
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• Providing employees with the equipment needed to work from home
• Closing small field offices, and equipping employees for working from the
road, as well as providing administrative support services for those
employees
• Reconfiguring and releasing space in the principal office
• Assessing technological needs
• PI8.nning for future program expansion
Phase V: Evaluation
This phase is designed so that evaluation and sharing of "best practices" happens
throughout the initiative. It begins with use of the National Information
InfTastructure and other communications resources to make available information
about program participants. The NIl is also an effective forvm for networking and
problem solving., Throughout the initiative, agencies win evaluate their own
programs and share that information with the, Working Group. Finally, the
Working Group will examine,the progress toward meeting national environmental, ,
economic and quality of life goals.
I
The Federal government has been experimenting with flexible workplace arrangements
and telecOmmuting for the last six years. The success of telecommuting programs in
corporate America is proof that telecommuting has the potential to be a powerful tool in
government as we emphasize a more cost-efficient, customer-oriented approach and a
more family-friendly workplace. We have the' technological tools to make it possible to
work virtually anywhere. A Federal coriunitment is needed: the time is now.
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INTRODUCTION
Tetecomm'\Jting -- working in an environment outside of the traditional office one or more days
per week -- is not a new concept. But it is an underutilized one. A widespread telecommuting
initiative is catted for now more than ever as.the Federal government addresses senous
environmental, economic and quality of life issues.
The establishment of flexible workplace arrangements is driven by efforts to improve the quality
of :work life, employee productivity, the balance of. work and personaVfamily life, the
environment, energy utilization, and other social and economic conditions. The telecommuting
movement is facilitated by innovations in human resources management, changes in the nature of.
work, and new· technology. . Many current workers can perform their work from virtually
anywhere.
. Both the National Performance Review (NPR) and President Clinton's Climate Change Action
PhlO .identify telecommuting as one solution to help us to achieve environmental goals~ to
conserve resources by controlling the demand for transportation, energy, and real estate; and to
enhance the quality' of work life. . The initial NPR report recommended that GSA and OPM
develop a legislative proposal to allow flexiplace and telecommuting arrangements for Federal
employees. The report further recommended that the US. Department ofTransportation (DOT)
create and evaluate telecommuting programs and underscore the role of the Federal Government
as a model employer.
The Federal telecommuting experience formally began in 1990. In June of that year, the
President's Council on Management Improvement began implementing the Federal Flexible
Workplace Pilot Project (ItFlexiplace lt ). Flexiplace is a voluntary program designed to pilot work- .
at-home and telecenter options. The Government-wide program included 1,000 home-based
telecommuters from 15 agencies across the nation. and was operated and evaluated by the Office
of Personnel Management (OPM) and the General Services Administration (GSA).
In 1992, telecommuting Americans saved 3.7 billion vehicle miles traveled, 178 million gallons of
gasoline, and 156 million annual hours in commuting time; however, Federal employees were only
a small percentage of total telecommuters. Less than 1I1Oth of one percent of the Federal
workforce -- 2000 employees -- .were' officially' telecom.muting.Many Federal positions are
·especially well-suited for telecommuting. Little information has. been collected on Federal
telecommuting arrangements since the F1exiplace pilot project. Yet, telecommuting can be an
important force in meeting many of our goals for the Federal government -- and (or the entire
nation. It is still vastly underutilized.
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Today, while nationwide an estimated seven to nine million Americans now telecommute, ·there
are no more than 3000-4000 Federal employees currently participating in formal telecommuting
programs. To accelerate the pace of change, the President's Management Council (PMC) has
authorized a govel1l.li1ent-wide telecommuting project aimed at dramatically increasing these
.
numbers during the next three years. It has established an Interagency Telecommuting Working
Group, led, by DOT. and GSA, to plan,
,implement, and evaluate such an initiative.
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�The initial goal is to increase the number of Federal employee telecommuters to 60,000 by the end
of FY 1998. This figure represents three percent of the Federal civilian workforce and, while
challenging, is a realistic 'target given -the number of agencies that· have already established .
flexiplace policies and programs. .Viewed as part of an overall reinvention strategy, .achieving this
goal should help' organizations meet other requirements necessitated by agency streamlining
most notably, the need to reduce overhead costs and maintain program effectiveness with fewer
staff.
In its recent report to the Congress on telecommuting, GSA has estimated that this level of
telecommuting should generate savings 'to the government of $150 million annually in reduced
facility costs alone. Moreover, if telecommuting were to rise to 15 percent of the eligible Federal
- workforce by FY 2002 (or 160,000 Federal telecommuters); GSA has projected that cumulative
facility cost savings during the seven-year period would likely exceed $2 billion. It should be
noted -that these projected budgetary impacts do not include additional savings in the form of
improved worker productivity, the benefits of improved employee health, transportation -and
environmental dividends, and improved service to program recipients and the American taxpayer.
The Telecommuting W9rking Group includes members from a broad cross-section of Executive
Branch agencies. Currently,. the Working Group includes active representatives from the
'Departments of Agriculture, Defense,: Education, Energy, Health and Human Services, Interior,
State, Transportation,· and Veterans' Affairs, the -Environmental Protection Agency, the Small
Business Administration, the Social Security Administration, OPM, and GSA. The Working
Group has ~eveloped four sub-groQp task forces to aggressively address issues of (I) planning
and evaluation~ (2) organization and administration; (3) facilities and technology~ and (4),
customer service. By working together, they have :developed an action.;.oriented plan to increase
telecommuting throughout the government., This Action Plan .calls on each agency and
.department, to make telecommuting part of its overall strategy to improve government services to
the, American people. While DOT and GSA will continue proViding overall project leadership, it
is expected that interagency sub-groups will be responsible for monitoring ,major actions during
the three-year project period. Also, the Working Group will continue meeting periodically to.
track implementation, make policy decisions, assist with individual, agency involvement, and
, report to and seek support from the PMC.
'
This Initiative will continue, to pro~ote telecommuting 'as a means of reducing traffic congestion,
improving air quality, and conserving energy resources. Some agencies have telecommuting
programs dedicated to persons with disabilities and to reducing the number and duration of
worker compensation cases. Others are considering, telecommuting in conjunction with office
space reduction. The challenges motivating this Telecommuting Initiative are evident. The
factors enabling us to put telecommuting to work -- technological innovation, a commitment to
serving our customers, organizational change, -and 'employee desire _ balance work, family and
to
community ~-: are available: The time is now,
2
�WHY TELECOMMUTE?
Federal· Executive agencies are charged with both creating efficient and effective work
enviro·nments and producing real results under financial and time constraints. Telecommuting is a
tool that will help the Federal government meet these goals. Telecommuting has been in'use for
20 years, mostly as a work-at-home option: Today, air quality concerns, employee quality of
work life issues, traffic congestion, and fiscal realities are challenges which· cannot be ignored.
These pressing needs call for many solutions - a significant commitment to telecommuting will
help us address these challenges. The time is now, The financial benefits and productive work
possible through telecommuting will come only if a significant commitment is made to
implementing a program designed around specific goals and tailored to meet the different .needs of
Federal agencies.
'.
The Federal goveminent has been experimenting with flexible workplace arrangementS and
telecommuting for the last· six years. The success"· of telecommuting programs in corporate "
America is proof that telecommuting has the potential to be a useful tool for government as we
move toward a customer-oriented approach. From June· 1990 through June 1992, OPM and GSA.
operated and evaluated a government-wide, home-based, Flexiplace pilot program that included
100.0 participants. Most recently, telecommuting, has been used to meet emergency workplace
requirements in the wake offlood and hurricane damage, earthquakes, and other disasters.
With this Initiative, agencies are encouraged to implement telecommuting programs designed to
help the government meet challenges in the management and policy areas of:
•
•
.•
•
•
". • .
Limited Funding
Customer Service
Employee Needs
Energy Consumption
Air Quality and Global Warming
Traffic Congestion and Safety
The PMC has several related priorities within the scope of their interests. . The PMC
Telecommuting Initiative is a way to address these priorities and strengthen the Federal
government's commitment to using innovative tools to address management and policy concerns:
•
•
•
•
•
•
Agency Reinvention/Streamlining Plans
Improving Customer Service
Family Friendly Workplace.
Environmental Protection Initiatives
Field Office Structure ~ U.S. Store
Promoting ~he National Information Infrastructure
3
�,The ChaUenges'
Limited Funding
. The need to reduce the Federal budget deficit faces each agency with difficult financial decisions.
'
In.the long run, telecommuting ,can help ease those bur~ens by:
,
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• Reducing the amount' of real estate needed. for work spaces. GSA estimates that
agencies and Departn:tents can achieve significant cost savings by reducing the number
o( dedicated workstations in the principal office (including space, furniture, and
" equipment) and reconfiguration of space for intermiuent users (telecommut~rs) as
"virtual workspace." If three percent of the Federal workforce is telecommuting by
FY 1998, savings are expected to be $150 million annually. If 15 percent of the
,workforce is telecommuting by FY 2002, savings could add ,up to as much as $2
billion.
'
Yet another example of telecommuting as an effective cost-reduction strategy is in
small field offices and rural areas. Field offices with less than five employees could be
replaced with home~based telecommuting in combination with "hoteling" (checking-in
to a shared office space), or administrative sUpport services shared with several other
agencies or private-sector partners.
• Inc:reasing employee productivity. Studies have' shown,·that' employee productivity
increases once the new telecommuting arrangemerit" is in place, Telecommuting
arrangements for people in inspection positions -- whether they' are from the Federal .
Drug Administration, the Occupational Health and Safety Administration, the Federal '
Highway Administration, or any number of positions within the agencies that require a
large amount of travel -. are espeCially effective in reducing unnecessary tripS. Instead
of visiting a' site and then traveling back to a central office to finish paperwork, the
telecommuter can work from wherever they are using portable' information
technology. More efficient use of time translates into better customer service and a
better ability to get things done .
.0>
Streamlining planning. The methods of implementing a telecommuting ·program
allow the Federal government to address many issues simultaneously. In addition, our
state, regional and local partners can do so as well, reducing their administrative costs,
combining planning for environment, transportation and management, and creating
better links through technology., "
Customer .~ervice
.
American citizens ate customers of governmentse'rvices. TelecoITlIl1uting alt'ows the Federal
government to better serve its'citizen customers through co-location of customer services in
mUlti-purpose US. General Store centers, enabling inspectors to work in the field more closely
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�with people, and better use of technology.' Across the government there are examples of
customer services that can be improved through telecommuting strategies:
•
•
•
•
•
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•
•
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Social Security services
Public assistance programs
,,
Housing and Urban Development loan offices
Empowerment ZonelEnterprise Community prograrils
Department of Health and Human Services Rural Health Technical Assistance
Internal Revenue Service field offices
The U.S. Postal Service
Citizen access to the National Information InfraStructure
Voter registration
Employee Needs
. Perhaps more than any other driving force, changing social values',and more diverse and flexible
life-styles are having an impact on the American workplace. Two- and three-hour daily commutes
added to an eight- or nine-hour workday keep family members apart far too long for quality
relationships to flourish: While telecommuting is' not a substitute for child or other dependent
care, it is a ~ubstitute for those lost hours in transit.
"
•
In a July 11, 1994, Memorandum for the Heads' of Executive Departments and Agencies on
Expanding Family-Friendly Work Arrangements in the Executive Branch, President Clinton
, directed the head of ea~h executive department or agency to establish programs to encourage and
support the expansion of flexible family-friendly work arrangements - iricluding telecommuting. '
Flexible workplace arrangements have demonstrated they can help improve employee quality of
life., In the National Performance Review, Vice President Gore wrote, ,liThe Federal government
would be smart to keep abreast of ~~rkplace ,trends. Our increasingly diverse work force
struggles to manage... personal commitments, while working conditions become even more.
important. ReCent studies suggest that our ability to recruit and retain the best employees -- and'
motivate them to be productive -- depend~ on our ability to create a satisfying work
environment. "
Well beyond the family, telecommuting reaches out~' or rather, a11~ws the employee to reach out:. '
into the community. It gives the individual more time and energy to devote to community
projects, volunteerism, 'and other civic activities. Disabled employees or employe~s who need to
accommodate extended illness are enabled throu~ telecommuting to adjust their lifestyles while
, continuing their important and productive work. As, a responsible employer, the Federal.
'governnient must make a significant cominitment to, puttirig the telecommuting tool to use.
, Energy Consumption
In 1990, the U.S. consumed nearly 85 quadrillion BTU's of energy, which produce .1,367 metric
5
�tons' (MM'is) of carbon. As we continue to develop renewable wind, water and sOlar energy
sources, we must simultaneously look for ways to decrease non-renewable energy consumption.
Telecommuting reduces the number and length of gas-intensive commutes, and in the long run, it
can reduce the amount of commercial teal estate space held by the Federal government and the
private sector. In 1990, commercial buildings accounted for nearly 11% of total end-use energy
consumption: However, co~ercial buildings consumed over 30% of all electricity, primarily for
lighting, heating, cooling and air handling. A significant cotiunitment to telecommuting, allows the
Federal government to be a leader in reducing both commercial and personal energy consumption.
,
,
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Air Quality andGlohal Warming "
Transportationis a major contributor to the air pollution problem throughout most urban areas.
Problems with ozone and carbon monoxide non-attainment have been driving forces behind many
alternative 'Y{orkplace' arrangements, including tetecommuting. Carbon dioxide from fossil fuel
energy production and US~ is the, largest <contributor to greenhouse gas emissiorls' and global
warming. The combination of fossil fuets to move people and' goods consumed' 35% of the
nation'S energy in 1990 and 'produced over 32% of U.S. carbon dioxide emissions. Transportation
will be the fastest growing source of carbon dioxide emissions through the year 2000. ' The Clean
Air Act, 'as, amended in 1990, places particular' emphasis on transportation and air quality
planning: The President's Climate Change Adion Plan challenges GSA and DOT tosignificantIy
increase the federal and private use of telecommuting as an innovative strategy to help reduce the
demand for transportation and move toward cleaner air and less global, warming in the future.
, , Traffic Congestion and Safety ,
'"'.
Telecommuting ,is widely seen as a pot~ntially valuable travel demand management measure to.
reduce congestiori and meet national air quality goals. . An April 1993 report, Transportation
. Implications of Telecommuting,. shows that. increases in teleconlmuters -- conservatively
, projected to rise from two mlllion in 1992, 'to 6.2 milliOn by 1997, and up to 15 million in 2002 -
" could'
.",
' " ',:'
'
:
'
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• Increase saviflgs in Vehicle Miles Traveled (VMf) from 3.7 to 12.9 to 35.1 billion
• Provide an accompanying increase in gasoline savings: current savings is 178 million
,gallons, and could be as high as 1,679 million gallons by 2002.
.
. 'Reduce the annual number of hours spent commuting so'that by 2002, fanlilies would
have an average of 110.3 mo~e hours tog~ther, instead ofon the road.
.
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. • • .
•
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,Telecommuters also lower 'their risk:of'injury and death by reducing the amount of time they
. spend inrush-hour traffic. In 1992 it was, estimated.that 87 lives were saved and 28;520 accidents
were avoidedbeeause ofthe reduction in vehicle,miles traveled from telecommuting. With a
. significant commitment to teleCommuting across the.country, by ,1997 300 lives could be saved,
and 65,770 accidc;nts avoided; by 2002, the figures jump to 815 deaths and J 17,700 accidents that
would be avoided.
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6
�TELECOMMUTING STRATEGIES
,
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'.'
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!""'"
~,
:,: ':
'.~
..
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Simply defined, telecommuting, is working in an 'environment outside of the traditional office one
or more days per'week. Because agencies have different goals for telecommuting, and managers
and employees have different needs, several methods of telecommuting have developed. The
menu ofchoices allows an agency to be flexible - adoptmg one or more ,of the strategies to best
meet the agency needs and goals.
.
• Home-based telecommuting: A home-based telecommuter usually spends time in both the
traditional office, as well as using information technology and communications packages
to perform work from home. The typical home-based teleCommuter spends time writing,
researching or programming, among other tasks. Telecommuting is not a substitute for
dependent or child care, but it allows the employee more time with his or her family,
instead of time in transit. Telecommuting also works well for employees as they can
adjust their work schedules to accommodate their peak performance times.
• Community-based telecenters:
Telecenter~
are remote office arrangements' shared by
multiple wprkers in the same geographical area but distant from the central office location.
The telecenter may be remote and shared by multiple agencies and other public and
private partners, or a "satellite'~ office of a single agency.
Several successful Federal telecenter operations are underway. Beginning in Spring 1993,
after receiving Congressional appropriations, GSA began establishing partnerships in
southern Maryland and northwestern Virginia to plan, manage and market the telecenter
effort. Centers are now open in Fredericksburg, Stafford, Manassas and Winchester,
Virginia, and Hagerstown and Charles County, Maryland. Telecenters have been used in
the wake of earthquakes (San Francisco and Los Angeles) and other disasters (Oklahoma
City). The Federal Executive Board of Seattle has also created a telecommuting pilot
project.
'
• MobilelVirtual Offices: Portable information technology and communications capability
enables "road warriors" to function in multiple locations or environments, including
customer sites, hotels, cars or even at home. This concept supports the activities of field'
representatives, mobile managers, traveling technical support employees and inspectors.
• U.S. General Store: This accessible, one,;.stop service center was started in Houston,
In
Texas, as a way of centrally locating government services.
the future, U. S. general
stores could provide on-stop access for services such as: income tax filing" post office
services, social security, housing and child assistance, and kiosk information options. ,
Many of these telecommuting options are succe~sfully performed with the support of a
Cooperative Administrative Support Unit (CASU), "hoteling" operation, or other type of
contracted administrative support service. For example, an inspector with a portable job -- one
that does not require the employee to be onsite constantly -- may use a virtual office (laptop
7
�computer, cellular phone and other communications teChnology) for-most of his or her work. For
photocopying, and printing needs, the CASU, which has the potential to serve several agencies,
,could provide those administrative services as well as temporary office space which ~he employee
can check in and out of for short periods of time. 'This is an ideal situation for employees with
inspection,-type or traveling positions. The benefits of inter-agency collaboration become evident
as these strategic possibilities expand,
.
Telecommuting is a strategy that can be employed in both rural and urban areas. The success ofa
telecommuting program depends on employee-manager suitability, computer and communication
technology, training and support, and financial resource availability: This action plan outlines
PM~steps toward a'successful initiative.
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�IMPLEMENTING THE TELECOMMUTING ACTION PLAN
.Telecommuting is a flexible' workplace arrangement which allows an employee to work away
from the traditional office in· either 1) his or her home, 2) in a telework center near his or her
home, or 3) through a mobile office setting. It also includes initiatives such as the U.S. General
Store, and can involve the use of hoteH.ng or Cooperative Adnlinistrative Support Units (CASUs)
. for employees working outsid~ of the traditional office setting who need "drop-in" administrative
support or file storage. For the purposes of measuring results in this initiative, telecommuting is
defined as, at a minimum, participating in one of these alternative working arrangements one day
per pay period.
Only 3000-4000 Federal employees currently partiCipate in telecommuting programs fitting these
definitions. Most of these employees work at home one or two days a week and spend the
remainder of the workweek at a principal workplace. Little information has been collected on
these arrangements since a two-yearflexiplace· pilot project administered jointly by OPM and
GSA was completed in June 1992. Also, there is no information system currently in place to
gather data by agency and by nonattainment area. .
Telecommuting is an efficient and effective strategic tool to achieve policy goals if implemented in
significant proportion to the total number of employees. In order to recognize substantial benefits
in improved air quality, reduced traffic congestion, decreased need for expensive office space, and
conservation of energy, the PMC must encourage each agency to implement an aggressive
telecommuting program within the organization, while reaching out to their state,' regional and·
local partners to help them do the same.
The Working Group has set an initial goal of 60,000 Federal telecommuters by the end of fiscal
year 1998. The achievability of this goal will be detennined upon completion of the first step of
the Telecommuting Initiative: a period of review of the current status of and potential for
telecommuting in the Federal agencies. Once this phase is complete, agencies will set goals to
expand or initiate programs commensurate with a percentage of the eligible. positions for.
telecommuting. This Initiative provides flexibility for each agency to choose strategies that will
best help them address issues important to the agency.
.
Thirty cities were identified in an initial Proposed National Telecommuting Initiative
memorandum from Secretary of Transportation Federico Pefia and· General Services
Administrator Roger Iohnson to the PMC as primary targets for telecommuting projects based
on: traffic congestion, ozone and carbon monoxide air quality non-attainment problems; potential
for government to improve customer service; size of the local Federal community and its ability to
provide leadership; and geographic dispersion. In addition to focusing telecommuting activities in
these cities, agencies could also target positions in smaller field offices and rural areas, where
there is prospect for significant reduction in real estate, especially in offices with five· or fewer
people. This action plan provides a five phase plan to carry out the National Telecommuting
Initiative.
9
�ORGANIZATIONAL ROLES AND RESPONSmILITIES
t:
The organizations and individtials involved in this initiative are: .
• :The President1s Management Council
• The PMC Working Group onTelecommuting .'
• The Working Group Sub-Groups
• . The Telecommuting Training Team
• Heads of Departments or Agencies
• Agency Telecommuting Coordinators (ATCs)
• Agency Support Teams (ASTs)
• LO,cal Project Tearns
.• State and Local Government
. •. Public-Private Partners •.
• Federal Managers
• . Federal Executive Boargs and Associations
• Employees
Clear roles and a solid communications strategy are important to any telecommuting arrangement:
this Initiative is no exception. As a Federal jnitiative, it requires coordination both in headquarters
offices and in ,the field. In concert with the principles ·of reinvention, public-private partnerships
. are a key component, especially with procurement, service contracting, technology consultation,
and space sharing. Each action step lists one or more individuals/groups responsible for carrying
out that step. To further clarifY the. responsibilities of some key players which may not be
apparent in the action steps, a more complete discussion is provided below. Every effort has been
made to keep the organization of this Initi~tive flexible and amenabl~ to the different needs of
agencies.
TJle President's .A;lcmagement Council·
To assist with efforts'by departments and agencies the PMC should
Cl' '
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Challenge each agency to dramatically increase their employee participation
telecommuting.
In
Coordinate field office efforts for maximum, sustained impact
9,Foster cooperation and coordination among agencies to identitY streamlining
.' . opportunities, overcome barriers and resolve interagency conflicts. '
It .•.
Publicize telecommuting successes to motivate others..
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• As approptiate, seek White House involvement to provide visibility, legitimacy and a
centralized Administration focus to telecornr~lUting initiatives,
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• Promote cultural change. Telecommuting is a strategy that requires transformation
from rigid, bureaucratic structures to flexible, entrepreneurial models of management
and customer· 'service. ' Management concerns are a significant, barrier, to
telecommuting, and a cornrpitment to telecommuting requires changes in the ways ,that
managers and employees think and act. Both the National Performance Review and
agency reinvention teams could play significant roles in reeducating employees and
managing cultural change.
' '
The Heads ofExecutive Departments and A~encies
The heads of departm~nts and agencies are central to providing the leadership' within their
organization for telecommuting. They will make the agency commitment to their telecommuting ,
goal and strategy in, several ways. While the roles of this group are not explicitly assigned within
the action steps, the departments and agencies must take the lead in:
• Committing to, the agency goal and providing the leadership necessary to follow
through to meet that goal.
• Designating the Agency Telecommuting Coordinator and Agency Support Team
• Informing staff of changes., Advocacy for' the benefits of telecommuting, ,
encouragement for managers and employees to participate in the program, and
consistent communication of support will be crucial to the success of this Initiative.
,
,
• Finding the funding. The start~up costs associ8.;ted with equipping work-at-home
employees and mobile offices will be significant. Placing employees in telecenters
typically requires "renting" space in the center as well. Costs will be associated with
planning, implementation and evaluation' phases. Adequate funding for telecommuting
arrangements is paramount to initiative success. Wherever possible, initiatives should
be funded through cqst savings, or, through .trade-offs within the budgets of
participating agencies'and Departments. '
• Measuring progress. Evaluation steps have been built into the action plan. Accurate,
thorough evaluation can identifY barriers, help to minimize costs, and guide everyone
toward success in this initiative.
The PMC Working Group
The Working Group is ultimately responsible for making decisions that will guide the Initiative
forward. Its sub-groups and Training Team are active participants in mallY of the action steps.
11
�TheWorktng Group Sub-Groups'
Currently, there are four'sub-groups which have beeri designated by the PMC Working Group to
"
concentrate in the areas of:
• Planning and Evaluation
• ., Organization and Administration
• Facility and Technology Issues
• Customer Service .
,',
.
These sub-groups are comprised of staff-level representatives from participating agencies, Each
'
sub-group has' several responsibilities throughout the action steps.
The Telecommuting Training Team
This Training Team, designated by the Organization and Administration sub-group of the PMC
. Working Group, will be a central source of people knowledgeable about the detailed aspects of
implementing telecommuting programs. Similar in structure to the Agency Support Teams, with
"experts" in technical, personriel, and training issues, the Training Team will be a point of contact
for any agency or Initiative partner that needs resource for training and technical assistance. '
Basically, this organizational structure provides a very specific set of contacts' to provide
information and assistance in' implementation of programs.'
a
Members of the Training Team will serve as trainers for the Agency Telecommuting Coordinator,
and Agency Support Teams, and as a resource for program implementation across the country,
As a "front line" of educators for the telecommuting initiative, this training team will be phased
,out by the end. of the, pilot 'program --' by beginning, with a "train the trainers" approach,
information and responsibility for the ·programs are quickly passed to the, agencies in the pilot
phase while allowing the Training Team to remain' a resource. The program will be similar to the
approach used :for the Flexiplace pilot project and is curren~ly' in use as part of the Washington
. area telecenter project. .
" .
Agency Telecommuting Coordinator 'and Agency Support Teams
A team-approach, with a designated agency telecommuting coordinator, is suggested to
coordinate agency participation in this Federal initiative. This Agency Support Team should be
composed of
•
A member ofthe personnelJhuman resources staff .
iJ . An individual involved in information technology
o
A member of the policy staff, if telecommuting has policy implications for that agency
- A manager supervising employees in a telecommuting setting
G
An employee participating in the telecommuting program
• ' Including, where appropriate, union partners
12
�This team will be responsible for the ultimate program, coordination, support of participants, and .
reporting to their representative to the,Working Qroup.
Local Project Teams
The success of the telecommuting initiative outside of Washington, D.C., depends' on the
coordination of field offices and public-private partnerships. By creating Local Project. Teams,
which should include representatives from as many agencies located in similar geographic ~eas as
possible, as well as representatives from the private sector, mechanisms are established that enable
. organizations to enter into joint telecenter projects, support Cooperative Administrative Service
Units, coordinate hoteling arrangements, and network for information about telecommuting in
general. This collaboration will create economies of scale and coordinated resources needed to
implement cost.;.effective and efficient telecenter and U.S. General Store operations.
Federal Executive Boards (FEBs), Federal Executive Associations (FEAs), metropolitan planning
organizations (MPOs)," and Cooperative Adminjstrative Support Units (CASUs) are four
examples of organizations which are excellent sources of coordination of telecommuting activities
in urban areas. The Seattle, Washington, FEB serves as the point of coordination for a telecenter
project in that area. MPOs are truly intergovernmental in focus, and also rely on the participation'
of the private sector in their planning activities.
.
Telecommuting is not limited to urban areas: small field offices and inspection positions --likely ,
to be the targets of telecommuting programs by putting the employees to work in home-based or
mobile office situations --are often located in rural communities. As well, inany private sector'
companies are locating operations outside of cities. Coordination is needed in these areas as well.
State Rural Development Councils are a starting point for cooperation and information exchange
in rural areas. Several SRDCs are already involved in telecommuting projects centered around
the establislunent of customer-oriented one-stop service centers. 'Use of organizations in both
urban and rural areas will help the Initiative be more successful in reaching out beyond the Federal
community in Washington, D.C. and into the field. ' , '
.. .
13
�. ACTION. STEPS .
.• After the heads of departments and agencies' designate Agency Telecommuting Coordinators and
Agency Support Teams (described in "Organizational Roles and Responsibilities") in early
January 1996, implementation of the lnitiativecan begin. Phases are designed to describe groups
of activities: steps will run concurrently, even if in ·different phases. An outline of the action
steps, Appendix A, follows this'section. A complete timeline showing concurrent steps and
phases is included as Ap·pendix B. The description of each step includes the individual or group
. .r~sponsible for the action, to whom the information should· be directed or distributed, the purpose
of the action;' and a deadline.
PHASE ONE: SURVEY OF STATUS QUO
.1. Inven.tory of existing arrangements
Individual/Group Responsible for Action: Agency Telecommuting Coordinators (ATCs)
.lnforma.tionfor: Working Group, agency.
'
. Pupose: Step toward' setting agency goals; provides information on status quo
Deadline: 2 / 9 6 '
,
This inventory will be performed 'in each agency through theATC. This inventory, in the
formofa report addressed to the Working Group, win describe:
',.' '
"
.
'.. Numb~r,of eritployees participating in a telecommuting program or other alternative
work arnmgements, ,broken down by type of work arrangement and location
• 'Telecommuting strategies used
• Method of comm~ting and distance commuted per day of those employees
Goa1s. of the pr:ogram' ,
~ Structures for managing and overseeing telecommuting
• Evaluation of program strtmgths and weciknesses'
It
Obstacles to be overcome
(9
2. Identify eligible positions
Responsible: Personnel member ofthe AST
Information/or: ATC, to be shared with others participating in the initiative.
Purpose.; Beginning point for agency goal setting
. ' . Deadline: 2/96·
The persOnnel. member of the Agency Support Team (AST) will survey an agency's
. position descriptions and workforce objectives and activities with the agency to determine
the number and type of positions with potential for adopting some telecommuting
. arrangement. This will facilitate recruitment of telecommuters and, in combination with
the resource assessment, will provide a,realistic base for goal-setting. These results will be
communicated· to the agency coordinator and shared With other agencies. Position
. descriptions may be similar across agencies and cooperation should strearriline the process.
14
�3. Assessment or agency resources
Responsible: AST members
'
,,',
'
Info111Jationfor: ATC, to'be shared with others participating in the Iriitiative
,Purpose: Step toward setting agency goals; identifies barriers, future plarining needs,
Deadline: 4/96
'
' ,
Telecommuting requires' a strong commitment of information technology resources,
personnel support, and start-up costs which are unrecoverable in the short-term. The
information techDology member of the AST will survey existing network capacity and
equipment potential. The ATC should also work with the management representative to
,the AST to estimate the cost, of placing employees in telecommuting arrangements and
investigate funding sources for start-up costs. Those sources include, but may not be
limited to, existing appropriations, via user fees at telework centers, or by mobilizing
underutilized space and equipment
All results should be communicated to the ATC for the purpose of assisting the
coordinator in developing the agency telecommuting goal. ATCs are encouraged to share
results with the Working,Group and other ATCs.
4. Continue'Existing Telecommuting Programs.
Several agencies already have programs underway. These programs should continue and
grow as the Initiative develops. '
C~rrently, the two primary forms of teleconlmuting are working at hom~ and working at a
telecommuting center (telecenter).' Federal telecenters are multi-agency facilities that
operate via cooperative support arrangements among participating public and/or private
sector organizations. Designed as geographically convenierit alternate worksites for
employees who commute long distances; they provide varying levels of ' up-to-date
equipment, . services, workstations, conference rooms, communications and ot~er facilities.
..
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'
,
5. Collection and synthesis of agency information
Responsible: Sub-group on Plaiming and Evaluation
Informationfor: Working Group, ATCs
'
Purpose: Improved planning, networking opportunities,
Deadline: 5/96 '
'
The Sub-Group on Planning and Evaluation will collect survey information from the
agencies. Centralized data will be available;for the PMC; Congress, and public and private
partners.
15
�PHAsE Two: LOGISTICAL PREPARATION
J'
This program will offer heads of Executive agencies the opportUnity to select strategies which are
consistent With their actiVities ,and goals. ' Many of these actions' rely on coordination by the
AgencyTelecommuting Coordinator. The Agency Support Team and their' staff is encouraged to
participate in those actions whenever possible.
.
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"
1. Clarify definitions and eDsting Federal policy and ,procedure
/, Responsible: Sub-group on Organization and Administration
, /1Jformationjor: All involved in initiative
,
'
,Purpose: Unified approach and understanding of initiative "
Deadline: 1/96
'
" The sub-group should collect and prepare in a' simple, universally useful format, a package
of information about telecommuting which includes a clarification of definitions.
'
,2. Designate tbe Teleeo-.muting Training Team.
Responsible: Sub-group on Organization and Administration
Informationfor: Training Team
Purpose: To establish a core group of people to assist ATCs with training and
, ,implementation
'
Deadline:, 1/96
"',
. ,"
The Training Team should 'be chosen by the Organization and Administration sub-group
" from agency ,persorinel who already have some experience in ',implementation of and
employees who have participated in teleconUnuting. These should be individuals who are
r~cognized as having expertise, in technical ~ssues, personnel issues; or training. , An effort
should be made to recruit members from across the agencies. .
,
Once"designated, th~Ti'airiing Team" should begin 'to meet 'regularly and d~velop their
,,training · strategies and determine. their programmatic needs. " Both managers and
employees are· targets for tr8ining; management inertia has been recognized as a key
obstacle to te.lecommuting, thus, work with managers is of primary importance. .The'
purpose of the Training Team., however, is to have a 'core group of people as a central
resour~ for irifonnation about the different aspects of telecommuting for the people who
will work most closely to provide training -- the ATCs and ASTs.
16
�3. Design Initiative-wide evaluative mecbanisms.
Responsible:- Sub-groups on Planning and Evaluation, and Customer Service
Information for: All illvolved In the initiative, especially those participating in evaluation
.
processes
.
Purpose: Provide unified approach to data collection in both content and format
Deadline: 4/96. Mechanisms must be in place for first quarterly evaluation after program
begins.
These mechanisms will allow. the Working Group to' measure the impacts. of
telecommuting on management and policy goal areas. If mechanisms currently exist, they
should be combined to provide a unified approach to evaluation while recognizing that
agencies are employing different strategies and focused to different ends.
The evaluation will also include an in-depth environmental impact assessment that employs
DOT, EPA, and Department of Energy methodologies developed over the past three
years. Using travel data collected from employee surveys, the assessment will deterrrune
environmental, safety, energy, traffic congestion, and related impacts.
The system should be designed so information can be sorted by agency, geographic area,
and telecommuting strategy. For evaluation steps,' the objective is to employ simple
materials, such as printed forms that the Working Group and sub.;groups can design and
distribute electronically or ph6tocopy~ which can be easily logged into a computer system.
Ideally, the National Information Infrastructure (Information Superhighway) would serve
as a primary means for collecting information.
.
/'
.
4. Address facilities issues: coordination for new and existing spaces
ReSponsible: Sub-group on Facilities and Technology
Information for: ATC's, all other participants
Purpose: Streamlined planning and coordination
Deadline: 4/96
.
The Sub-group on Facilities and Technology, led by' GSA's Public Buildings Service, .will
. establish information, guidance, and procedures on facilities issues relating to the
telecommuting initiative.. This step allows the Working Group to provide' coordination,
. counseling, and/or brokering regarding implementation activities related to facilities.
Federal Executive Boards are strongJy suggested as the central organization for ~elecenter
coordination if they exist in the city where a more than one agency is participating. FEBs
may serve to coordinate the use of space between several agencies and provide
collaborative administrative support. Public-private partnerships, and involvement of
. regional entities, such as Metropolitan Plarining Organizations, when planning telecenters
and other telecommuting programs; are important to creating economies of scale and
efficient telecommuting measures.
17
�.'
,
The elimination of unnecessary ~orJcstationsthrough the u~, of alternative workspace
design concepts is .essential to' achieving savings and space-reduction. goals through
telecommuting.. Currently, the voluntary nature of programs keeps costs fairly low for
agencies.
This initiative :is designed .to significantly increase participation in
telecommuting programs, impacting real estate. and augmenting space issues.
In this step, the sub-group, . along with the appropriate agency contacts, should develop
and . implement a' strategy· for coordinating telecenter and other alternate worksite
identification and arrangements. ,In addition, they should develop strategies for existing
space reconfiguration and provide support to agencies with reconfiguration needs. .
5. Update telecommuting guidance material
Responsible: Information for specific agencies ~ ATC
Government-:wide publications - Authors, responsible agencies
Information for: AU involved in initiative
Purpose: Provide best .information possible for a successful program .
Deadline: 5/96' "
The review, of handbooks, question and answer material, model programs, brochures,
model agreements, etc., for revision as needed. GSA, OPM and DOT are sources of many
of the training materials and guides on developing telecommuting programs. A list of
. major resources and contacts is included in Appendix C. ,
.. .
.
..
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..
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6. Address implementation issues: Technology, Security, Labor, Liability
Responsible:' The sub-groups on Facilities and Technology, and Organization and
Administration while working with agency support team members
Information for: All participants
.
Purpose: Issues must be addressed before program can begin and will be ongoing
Deadline,' 6/96,
.
.
, These issues will be addressed within'a unified strategy adaptable to the culture and. needs .
. . of indivi'dual agencies and their managers. Organizing these issues from' the Working
Group sub-group )evel provides a focal point for collaboration between agencies and a
central source of information. .
.
rot
Technology:· . Using the Assessment· of. Agency Resources, the Facilities and
, Technology sub-group will work with information. technology representatives on the
agency support· teams to identify and develop a checklist .of various','
telecommunications and technology-related items/issues. to be considered for each
alte,rnatjve workplace arrangement. The sub-group will develop a list of government
and privat~ sources/contacts for telecommunications and technology-related services
to provide a base for shared information: and solving common problems. The teams
should draw upon the extensive knowledge of the private-sector partners, as well as
work previously accomplished by GSA and OPM.
'
18
�.'
.:
• Security: In coordination with the Federal Protective Service (FPS), the Facilities and
Technology sub-group will identify and develop a checklist of security concerns/issues
associated with'each telecommuting 'strategy. The checklist will address: personal and
physical security issues; papelWork' and electronic security issues; and concerns that
may be associated with shared work areas. By coordinating with state, local and
private contacts, develop a list of regional sources for, acquiring security-related
services.
• Labor: Employees and managers are the individuals most affected by telecommuting.
Their involvement should be paramount from the beginning of the initiative.
Communication by heads of Departments and agencies, seminars and discussions to
address concerns, and briefings on the status of the Initiative as it affects managers and
employees should be standard throughout the phases.' In addition, agencies will pursue
negotiation, if necessary, with appropriate labor organizations through appropriate
channels' in their agency with support from the Organization and Admirustration sub
group.
• Liability: Research on liability issues has been done :in both the private sector and in
the Federal government. The Organization and Administration sub-group should'
disseminate this information widely. If further issues arise, the sub-group, working
with the ATCs and Offices of General Counsel, will investigate legal concerns
(workers compensation, insurance, theft or damage of ,property) and disseminate
findings to agency contacts.
PHASE THREE: PROMOTING THE INITIATIVE
1. Promote increased awareness of telecommuting in agencies
Responsible: PMC Members, Working Group members, ATCsand ASTs, Training Team
Information for: All participants
Purpose: Information and promotion is key to program success
Deadline: Ongoing, beginning immediately
PMC Members will challenge their respective organizations to actively participate in the
initiative and promote and encourage participation at significant levels by their' agency
employees.
The ATC and AST should find resources for agency telecommuting coordinators and
telecommuting teams to educate managers and employees concerning the goals, benefits,
and obstacles of telecommuting. The Training Team is available to assist the agencies in .
this step.
19'
�2. Develop Federal, State and local contacts
Responsible: ATCs, ASTs, Working Group, and Sub-group on Customer Service'
Information for: Initiative participants, especially those promoting telecommuting outside
Washington, D.C.
Purpose: Collaboration, streamlined planning
Deadline: Ongoing
ATCs lind ASTs will promote telecommuting to their field offices and employees at the
Federal level, as well as contacting their state and local partners (e.g. U.S. DOT with State
. DOT and Metropolitan Planning OrgalUzation cooperation). After assessing position
suitability, agencies should designate a. field contact in the ·appropriate city or geographic
region. The ASTs will assist thoseJocal contacts in developing Local Project Teams.
3. Promote intergovernmental and pUblic-private partnenhips
Responsible: PMC Members, Working Group, ATCs, and Sub-group on
Customer Service
Information for: Initiative participants, especially those promoting collaborative efforts
Purpose': Collaboration, streamlining planning, information sharing
.
Deadline: Ongoing'.
These partnerships are key to creating economies of scale for agencies and companies
. wishing to develop telecenter operations, maximize the use of their existing real estate,
and creating centralized customer-service operations such as the U.S. General Store..
Strong partnerships are a challenge to create and maintain. However, the educational and
networking possibilities are significant.
One proposal to create these partnerships. is to seek out private partners that currently
have strong telecommuting programs as well as operations in multiple cities and regions
across the United States.' Working with. these companies would allow the Federal
government to tap their training, information tecMology, and experiential resources. .
A second method of partnership creation seeks out networks which already exist between
the Federal government and the private sector. One 'such network is the Telecommute
America! partnership between AT&T, The Association for Commuter Transportation, the
U.S. Department of Commerce, EPA, GSA, and DOT. Public-private local project teams
have been organized, to some extent, through the Telecommute America! seminars which
have taken place in several metropolitan areas. There are regional telecommuting
associations also in existence currently which would provide gateways to opportunities. .
A· third. approach is to work with existing state and regional organizations, such as
Metropolitan Planning Orgartizations that are charged with reducing traffic congestion and
air pollution. Federal Executive Boards have great potential to help coordinate agencies
. outside of Washington, D.C. One example of successful FEB action is the creation of a
telecenter in Seattle, Washington.
20
�PHASE FOUR: IMPLEMENTING THE PROGRAM
The actions in Phase Four build on steps from· oiher phases that ·establish information about the
current status of telecommuting, lay the logistical groundwork for the program, and promote
This· phase outlines
telecommuting and the partnerships essential to make it work.
. implementation steps within the Initiative, but does not lay down specific requirements; . flexibility
in the agencies is key to a successful program. Within the implementation phase, the Working
Group, its sub-groups and training team are encouraged to be available for support, to provide a
central point for networking and information exchange, and a focus on Federal goals' and
government-wide outcomes. The programmatic specifics are left to individual participating
agencies and organizations.
'
1. Develop agency goals
Responsible: ATCs working with the Working Group
Informationfor: Working Group, ATC and' AST
Purpose: To help the Federal government meet its telecommuting goals
Deadline: 5/96
The, Phase I, Step Two, the identification 'ofeligible positions, will provide the baseline
number from which the PMC Working Group will' promote and encourage agencies to
determine their goal number of telecommuters. These agency-specific goals should be set
so agencies can accomplish their own goals through telecommuting, and to significantly
increase the number of Federal telecommuters. Special attention should be paid to
positions in small field offices, where space could be consolidated among agencies or
offices for highly mobile positions eliminated entirely.
'
2. Investigate available financial resources
Responsible: ATCs and ASTs
Informationfor: Agency participants·
Purpose: .Funding of program
Deadline: 5/96
After assessing the current agency resources (phase I, Step Three), it is likely that
agencies will need to explore other resources necessary to expand or initiate their
programs. There are funds available for the planning and implementation of programs that
impact air quality and transportation. DOT ISTEA (Intermodal Surface Transportation
Efficiency Act) funds are one· example., ISTEA funds can be applied to support
. compliance of the Clean Air Act and' to improve the efficiency of the existing
transportation .infrastructure. Telecommuting programs qualify as a travel demand
management measure, and funds can be used to plan, develop; and market. regional
telework strategies. An example is an ef,fort launched by the California Department of
.Transportation to create several telecommuting centers across the state of California
through partnerships with local governments and the private sector.
21
�3. Agency selection or appropriate telecommuting strategies
Responsible: ATCs and ASTs
Information for: Agency participants
Purpose: Allows ~he agency to tailor its telecommuting program to its needs
Deadline:, 6/96 '
'"
'Agencies Win choose their telecommuting strategy or strategies based on the number of
eligible positions (phase I, Step 2), desired 'outcomes and availability 'of resources (phase
I, Step 3). It is not expected that the pr,ogram operate at 100% of the agency's goal
'initially, but, rather it is hoped that the program develop to include 100% of those
personnel by 1998.
The Sub-group on Organization and Admiriistration win help coordinate agency
participation so that each telecommuting strategy is employed somewhere in the Federal
government. 'In addition, the Working Group will help agency's share information about
their programs.
'
,
,
.
.
.
Agency programs will include employees based on position suitability, and personnel, ,
'
suitability for telt~commuting, regardless of geographic location.
4. Training for agency participants
Responsible: Coordination for training should be done through the ATe. Assistance will
be available from the Training Team
Information for: Managers and employees parti,cipating in program. It is important to
work with noll-telecommutmg employees as wen because telecommuting
arrangements also affect their positions.
Purpose: Successful program implementation
, Deadline: 7-8/96
"
The most critical implementation step is'.the training of both managers and employees to
make the telecommuting arrangement as successful as possible:
The 'Training Team will provide support'to agency telecommuting coordinators and field
, 'personnel through training and low-cost materials. Many types of materials have already
,been developed through the Telecommute America! public-private undertaking, by the
GSA, DOT, and by other Federal and state agencies which can be easily replicated.
The Training Team is encouraged to consider the use of a "train the trainers" approach to
pass along information and allow the ASTs within each agency to provide the primary
training and support in that agency, and then proVide assistance for those teams if
requested as the ASTs work with employees and'man,agers. Training should include, but
not be limited to: communications issues, cultural effects of telecommuting, developing
clear expectations of both employee and employer, 'establishing criteria for performance
, evaluation, and technical issues (information technology, space configuration, etc,).
22
�5. Initiate prrograms
Responsible: ATCs, ASTs
Deadline: 7/96 - 12198
PHASE FIVE: EVALUATION
1. Develop a database of participating employees and their. managers
Responsible: Sub-group on Customer Service, AtCs
Information for: Initiative participants
Purpose: Information, evaluation and networking
Deadline: Development: 1/96;' maintain throughout program
This action' will require ATC to provide the Sub-group. on Customer Service with
information on their agency participants. The sub-group should design a standard format
for ease of information collection. The database will be used to identifylhe concentration
of Federal employees dispersed throughout targeted metropolitan communities .. Data will
be sorted by agency and zip code to assist in establishing alternate work sites (e.g.
telecenters, shared satellite facilities, etc.) and to market. these facility arrangements to
potential customer agencies. Further, application of this information to a communication
mechanism, such as an Internet bulletin board system, can be a source of information
about conflict resolution, crisis management, and new ideas.
2. Share "best practices"
Responsible: ATC through the Working Group
Information for: All participants
Purpose: Streamline planning, improve programs
Deadline: Ongoing
There are two aspects to this step. The first is sharing information before strategies are
selected and programs are initiated. ATCs are encouraged to hold "brown bag lunches"
or forums where ideas are presented .from· within their agency's existing telecommuting
strategy. This allows coordinators and agency support teams to share ideas as they form
telecommuting programs.,
Second, during the program, the National Information Infrastructure, quarterly reports, .
and the Working Group should serve as mechanisms for sharing "best practices" and
networking through challenges.
.
23:
�, I.'
3. Design intra-agency evai~a:tivemechanisms
Responsible: ATC, with assistance and coordination from Training Team and Sub·group
on Planning and Evaluation
Information for: Information can be used by all participants
Purpose: Evaluation of program success, identification of barriers
.
Deadline: Begin immediately upon selection of telecommuting strategies (6/96)
Evaluation should be requested at regular intervals during the Initiative period, Evaluation .'
by agencies will include information from telecommuters, supervisors, agencies and
customers. Content should include such relevant information as: .
• Telecommuters
Travel information
. Family/personal life
Sick leave usage
. Work-related stress
Morale
Productivity
.
Other quality ofwork measures
.Organization performance
Use oftechnology
.
Group task performance
• Supervisors
Managing telecommuters
Organization performance .
Individual performance .
. •
ill
Agencies
Cost reports .
.Customer service issues .
FacUity savings 'reports
. Supervisor/management morale .
Customers/citizens'
Adequacy and convenience oftelecenter/General Store operations
:24
�4. Report on progress of Working Group Action Steps
Responsible: Working Group
Information for: PMC .' '
Purpose: Track progress
Deadline: Ongoing, as requested by PMC
Reports should be made' quarterly to th~ PMC in 1996, and twice per year in 1997 and'
1998, .with the preparation of a final report at the end of the three-year initiative. Other
reporting will be done as required by the PMC. Efforts will be made during the initiative
to target funding for a final report which includes cost data/models for the purposes of
illustrating potential, costs and cost comparisons! savings associated with the various
workplace alternatives ..
5. Report agency progress toward telecommuting goals
Responsible: ATCs
Informationfor: Working Group
Purpose: Track progress and identify barriers to success
Deadline: Quarterly
Agencies are encouraged to report their progress in meeting both outcome-related and
Working' Group goals' quarterly following the commencement of the Initiative. A
Working Group Sub-Group will be responsible for preparation of summary charts'.
showing progress by agency, by geographic location, and by mode of telecommuting for
distribution to the Working Group members and participating agencies.
Report on telecommuting strategy success toward meeting national environmental,
economic and quality of life' goals.
Responsible: Working Group
If,Jormation for: PMC, The President, Initiative participants
Purpose: To evaluate the Initiative and lead into other telecommuting programs' as
determined by the PMC
Deadline: Within six months of pilot program completion
6.
This final step in the program is a point of departure for other telecommuting endeavors,
the Working Group will collaborate with Initiative participants to produce a report
discussing the impacts of telecommuting in agencies and across the government.
.
25
�CRITERIA. FOR SUCCESS
Five criteria, similar. to those used in other· PMC initiatives, are applicabJe to detennining· the
overalJ suc~ess of this initiative.
'I,
GOal Orientation'
2. Practicality
3, Cost
Does the initiative move us closer to meeting environmental, social,
and economic goals? Is it consjstent with the NPR and the
President's agenda? .Does it foster streamlining, erihance customer
$ervice and prom.ote a family-qiendly workplace?
Is .the iniliative sensible to managers, employees and customers? Is
is actionable, marketable, incentive-oriented and flexible? Does it
reflect current and future conditions? Are there political costs?
Have c'osts'been minimized, including opportunity·and transition
costs? . Is the initiative cost-effective? Does it promote efficient use
of human and technological resources? Are results measurable?
· Does it encourage innovative use ofexisting fund~ and cooperative
" efforts as cost-minimizing strategies?
4. Mandates
I
· s the initiative affected by existing law? Does it consider existing,
and potential contractual obligations? Does it place undue burdens
on any single individual or group without providing resources for
compensation? Does it empower employees and managers to work
b
· ~tter? ·I)oes it empower agencies to establish realistic, flexible
programs?
·5, Leverage··
Are the uniq~e strengths of those involved effectively leveraged?
·Are public and private partnerships and interagency strengths
captured?
26
�APPENDIX A
OUTLINE OF ACTION STEPS
I.
Phase One: Survey of Status Quo'
Step 1.
Step 2.
Step 3.
Step 4.
Step 5.
II.
Phase Two: Logistical Preparation,
Step 1. '
Step 2.
Step 3.
Step 4.
Step 5.
Step 6.'
m.
Promote increased awareness of telecommuting in agencies
Develop Federal, State, and Local contacts
Promote intergovernmental and public-private partnerships
Phase Four: Implementing the Program
Step 1.
Step 2.
Step 3.
Step 4.
, Step 5.
V.
ClarifY definitions and existing Federal policy and procedure
Designate Training Team
Design Initiative-wide evaluative mechanisms
Address facilities issues: coordination for new and existing spaces
Update telecommuting guidance material
Address implementation issues: Technology, Security, Labor, Liability
Phase Three: Promoting the Initiative
Step 1.
Step 2.
Step 3.
IV.
Inventory of existing arrangements
Assessment of agency resources
IdentifY eligible positions
Continue existing telecommuting programs
Collection and synthesis of agency information
Develop agency goals
Investigate available financial resources
Agency selection of appropriate telecommuting strategies
Training for agency participants
Initiatiate programs
Phase Five: Evaluation
Step 1.
Step 2.
Step 3.
Step 4.
Step 5,
Step 6.
.
,
Develop a database of participating employees and their managers
Share "best practices"
Design intra-agency evaluative mechanisms
Report on progressofPMC Working Group Action Steps
Report agency progress toward telecommuting goals
Report on telecommuting strategy success toward meeting national
environmental, economic,and quality of life goals.
�A.PPENDIXC·
. R.l;SOURCES AND CONTACTS .
. As implementation ofthe National Telecommuting Initiative begins in 1996 and continues
through .1998, agencies may need access to' information . about telecommuting
supplemental to this report. The following resources are available: .
1.
Internet
An internet search in a World Wide Web .browser (such as Netscape or Mosaic) on the
subject of "telecommuting" will result in several telecommuting-related URLs. Most Web
sites provide links to other relevant pages. The Telecommute America! home page.
(http://www.att.comlfelecommute_America) is a source of recent data about
telecominuting, a list of published references and resources" and other telecpmmuting
information..
In addition to Web sites, OPMand GSA each maintain electronic bulletin board systems
which make many telecommuting publications available for downloading .and provide
. discussion forums. TeleConX, an electronic communications and information system
developed, operated and maintained by the GSA Office of Workplace Initiatives, is a
bulletin board system open to anyone interested in telecommuting information. Direct
modem access is available by dialing 202 501.7741~ or telnet to Fedworld.gov to the
Fedworld BBSand select the TeleConX gateway (number 56). OPM's Mainstreet
Bulletin Board ,System Work and Family Forum (dial 202 60~4800). is also available to
.any interested individual and is a source of all OPM telecommuting publications.
2.
Federal Government
The Federal community has published several documents on implementing telecommuting
as well as the impacts of telecommuting. Selected departments and agencies which have.
published widely used documents include:· .
Irs. General Services Administration
Contact. WarrenMaster, Office of Workplace Initiatives, 202273-4660
.
. lilterim Report: Federal Interagency Telecommuting Centers. March 1995,
also available for downloading via TeleConX.
"Reinventing the Workplace: Interagency Telecommuting Centers." Article in
The Public M.anager, Fall 1993.
.
"Promoting Telecommuting: An Application ofthe NIl." The Information
Illfrastrocture: Reaching Society's Goals. U.S: Department of'
Commerce, September 1994.
,;
.
�U.S. Department of Transportation
Contact Ed Weiner, Office of Transportation Policy, 202 366-5403
.
. . ',
,.
,
~
"
"
Orientation to 'Telecommuting: Trainef's Guide and Participant Workbooks and
. Implementing Telecommuting, joint pul}lications ofDOT and GSA.
'
Transportation Implications of Telecommuting. April 1993
"Telecommuting: Moving the WorJetothe Workers." September 1991
,
'
"
U.S. Office ofPersonnel Management'
.
Contact BillyMichael, Work and Family Program Center, 202 606-5520
. Balancing Work and Family Through Telecommuting (OLRWP-15), available on
.'
the'Mainstreet BBSs.
".
..
"Telecommuting Fact Sheet," 1995. .
.
"Alternative Workplace Arrangements (Flexiplace),"'OPM Memorandum to
: PersoMel Directors, October 21.. 1993.
Flexiplace Questions and Answers'on Computer and Telephone Issues, copies
available upon, request or on TeleConX.
.
Video available for loan: Telecommuting: Management Toolfor the 90 's.
. Prepared by the states of Arizona, Oregon, arid Washington.
u.s. Department ofEnergy'
.
. Contact Lew Fulton, Office 'of Policy, Planning and Project Evaluation, 202586-1197.
. .
. . '
.
Energy, Emissions, andSocial Consequences of Telecommuting. December 1993.' .
,
,
,
I
In addition, a report entitled The Federal Flexible Workplace Pilot Proje(:t Work-at
Home Component (OPM Final report, PRD-92~ 15, January 1993) is available by
contacting Wendell Joice, GSA Office of Workplace Initiatives, 202273-4664, and is also
, available for doWnloading from TeleConX and from the OPM Mainstreet BBS.·
3.
Other Sources
Outside the Federal government, several individuals and organizations are heavily involved
,in'telecommuting. Jack Nilles (author of Making Telecommuting Happen, Van Nostrand.
Reinhold, Florence, Kentucky, 1994) and Gil Gordon ("Telecommuting Review: The
Gordon Report" monthly newsletter) are two authorities on telecommuting with published
works.
. ;
,
. he Telecommuting Advisory Council is an: international netWork of telecommuting
T
experts based in Washington, D.C. (phone 202 547-6157).
•
.
i
For information on the state. of C8.Iifornia teiecommuting experience, contact Michael
Seaman (California Department of Transportation) at 916 653-1991, or Patricia
Mokhtarian (University of California - Davis) at 916 752-7062.
�,
. " APPENDIX D . . " . ' "",' .' '.
. PMC TELECOMMUTING WOR.IqNGGROUP MEMBERS,
, ,
.
•
,Elizabeth Daly
.' Lee Ellis
.
Ventris Gibson
James 'Herbert
Wendell Joice
Lew Kaiser
. . Patricia Kinney.
Paula Koda
Frank E. Kruesi
John N. Lieber
.Working Group Co-Chair'
Toni Lenane
.
Warren Master '
. '. AIiice Nelson
. : Calvin Nolphin
Karen Norell
Paul Rossbac~
James Rowe~,' ...
" ,Sandra Streets'
., Edward Weiner
, Faith Wohl '
'.' Working Group Co-Chai'r
',':"','
,
~
• ,I
'
Social Security Admirustration
General Services Aq,nunistration
, .' Offi~e ofPersonnel Management
. ,Department ofEducation
, Department ofHealth and Human Services
.
Department of:Defense ~"
!?epartment ofEnergy" .
Department ofthe Interior
. :Department of Tran~p6rtation . '
'General Services Administration
'",
,
.'
}1,
,'J
,
•
.Department of Agriculture
Environmental Protection Agency
'. " .Department of Veterans Affairs
General Services Administration
General Seivices Administration
,Social Security Administration
,Departmeht of State
'
" Department ofEducation
. Department of Transportation
.' , Depart~ent of Transportation
,,'
)
'.'
,
'",'
"
.,
�
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
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Ruby Shamir - Subject Series
Creator
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First Lady's Office
Ruby Shamir
Is Part Of
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<a href="http://clinton.presidentiallibraries.us/items/show/36351" target="_blank">Collection Finding Aid</a>
<a href="http://catalog.archives.gov/id/7763277" target="_blank">National Archives Catalog Description</a>
Identifier
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2012-0565-S
Description
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Ruby Shamir held the position of Policy Advisor and Assistant to the Chief of Staff in the First Lady’s Office. Previously, she served as Assistant Director for Domestic Policy in the Domestic Policy Council. This series of Subject Files contains materials relating to domestic policy topics, especially on children’s issues such as health, education, child care and youth violence. The records include memorandum, faxes, letters, reports, schedules, and publications.
Provenance
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Clinton Presidential Records: White House Staff and Office Files
Publisher
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Clinton Presidential Library & Museum
Format
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Adobe Acrobat Document
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236 folders in 15 boxes
Date
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1999-2001
Text
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Original Format
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Paper
Dublin Core
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Title
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Nonstandard Worker/Work at Home/Telecommute
Creator
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First Lady's Office
Ruby Shamir
Subject Files
Identifier
An unambiguous reference to the resource within a given context
2012-0565-S
Is Part Of
A related resource in which the described resource is physically or logically included.
Box 11
<a href="http://www.clintonlibrary.gov/assets/Documents/Finding-Aids/Systematic/2012-0565-S-Shamir.pdf" target="_blank">Collection Finding Aid</a>
<a href="http://catalog.archives.gov/id/7763277" target="_blank">National Archives Catalog Description</a>
Provenance
A statement of any changes in ownership and custody of the resource since its creation that are significant for its authenticity, integrity, and interpretation. The statement may include a description of any changes successive custodians made to the resource.
Clinton Presidential Records: White House Staff and Office Files
Format
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Adobe Acrobat Document
Publisher
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Clinton Presidential Library & Museum
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Reproduction-Reference
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7/22/2013
Source
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2012-0565-S-nonstandard-worker-work-at-home-telecommute
7763277