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Telework Demonstration Project

Interim Report

• Introduction
• Background and Implementation
• Demonstration Sites (Participants)
• Pre-Implementation Survey Results
• Post-Implementation Survey Results (Two Participants)
• Conclusions

Introduction

In 1997, the Commuter Connections Telework Resource Center initiated a year-long Telework Demonstration Project with eight organizations in the Washington metropolitan region to develop local telework case studies. This project is part of a regional alternative commute program adopted by the National Capital Region Transportation Planning Board (TPB) to help improve the region's air quality by reducing single-occupant vehicle commuting.

For the purposes of this project, telework is defined as "the use of information technology to reduce work-related travel" and includes working from home, a telework center, or satellite office. Under the scope of the project, the Metropolitan Washington Council of Governments (COG) provided professional consulting services to help selected sites start or expand a structured telework programs in exchange for using the sites as local case study examples. The selected sites included public, private, and non-profit organizations in the District of Columbia, suburban Maryland, and Northern Virginia. The size of the participating sites ranged from 75 to nearly 10,000 employees.

More than 100 teleworkers participated in this project. Most of the teleworkers lived in the Washington metropolitan region; however, several either lived in other parts of the country at the outset of the project or moved to other parts of the country, while continuing to work for their employer, during the course of this project. One site's teleworkers work at home on a full-time basis. Another site's employees have been teleworking for up to four years.

To document the effects of this project, COG conducted pre- and post-implementation surveys with the sites' teleworkers and their managers (telemanagers), co-workers, and clients. The sites also submitted detailed monthly cost/benefit worksheets. And, COG conducted five facilitated discussion groups with the sites' telework coordinators to document their progress in implementing their programs and allow for the exchange of information between sites.

This document provides excerpts from the initial project report and includes a description of how the project was implemented, a description of each of the participating sites, post-implementation survey results for two of the eight sites, and pre-implementation survey results for the other six sites. Post-survey implementation results for these six sites will be available in late-1998 or early-1999.

Project Background and Implementation

In January 1997, the Telework Resource Center conducted six focus groups with key decision makers from public, private, and non-profit organizations in the Washington metropolitan region. The purpose of the focus groups was to determine employer awareness of and interest in telework, identify telework barriers and solutions, and determine the best methods for promoting telework in the region.

One of the main findings was that employers expressed a strong need for reliable, objective information on the effects of telework on organizations similar to their own. Participants also viewed COG as a logical source for developing and conveying this type of information to employers. These findings were the basis for the Telework Demonstration Project initiated in 1997.

Under the terms of the project, COG provided professional consulting services to help selected organizations start or expand a telework program in exchange for being able to use the sites as local case study examples. Selected sites were responsible for designating a telework coordinator to oversee the project, participating in periodic focus groups, and distributing and collecting surveys; forming an internal telework team to develop and implement the program; and providing COG with financial information to assess each site's program.

The project was broken down into two phases, a Development Phase and an Implementation Phase. The Development Phase included an initial assessment of the sites by the telework consultants and submission of site-specific budgets for the completion of all project tasks. After each site's budget was approved by COG, then the consultants were given a written notice to proceed. The consultants then worked with the sites to develop or modify written telework policies and agreements, select teleworkers, and train teleworkers and telemanagers.

The Implementation Phase reflected the period when employees actually began teleworking. The telework consultants conducted focus groups with teleworkers and managers 30 to 45 days after initial implementation to identify and resolve any problems encountered. COG's objective was for each site to have a minimum six-month implementation period.

Concurrent with the Development and Implementation Phases, COG conducted a pre- and post-implementation surveys and held a series of facilitated discussion group session with the sites' telework coordinators. The pre- and post-implementation surveys were designed to provide detailed information on teleworkers' characteristics and attitudes of teleworkers, telemanagers, and co-workers before and after teleworking. Pre-implementation surveys were completed by new teleworkers before they began teleworking, usually at the beginning of the each site's training session. Telemanagers and co-workers were also surveyed during the same time frame. COG's measurement and analysis consultant prepared pre-implementation survey reports for each site, and a comprehensive pre-implementation survey report using combined data from six of the eight sites.

Post-implementation surveys were completed six months after each site's program began. A comprehensive post-implementation survey report based upon data from six of the eight sites will be available in late-1998 or early-1999. Cost-benefit reports, based upon monthly worksheets submitted by telework coordinators, will also be available later in 1998 or in early-1999.

Two sites, Unisys Federal and Unisys Outsourcing, had existing teleworkers but did not have any new teleworkers entering the program at the time the pre-implementation surveys were conducted. A modified survey incorporating pre- and post-implementation survey questions was used for these two sites. The consultant prepared a report for each site based on survey results.

COG also used a consultant to conduct four focus groups with the sites' telework coordinators. The focus groups provided COG with information on how each site's program was progressing and they allowed the telework coordinators to share information with one another.

The budget for the Telework Demonstration Project was $428,250; actual expenses were $358,730. The budgeted cost of telework consulting services ranged from $14,400 to $70,300 per site. Actual costs averaged $32,000 per site. An additional $37,700 has been set aside for measurement and analysis work to be completed in Fiscal Year 1999.

None of the sites opted to use the telework centers; however, Southern Management Corporation utilized one of its own facilities to enable several of their teleworkers to work at a location closer to their homes. These employees needed specialized software that was available at the alternative work location, but would have been too expensive to acquire for use in their home offices.

Project funding was provided through the Telework Resource Center's Fiscal Year 1997 and 1998 budgets. Fifty-eight of the center's total annual funding comes from Federal sources with a 14% match provided by the District of Columbia and Virginia, and an additional 28% in state funds provided by Maryland.


Telework Demonstration Sites


Following is a description of each of the participating sites and their respective telework programs.

The Acacia Group (Acacia), located in Bethesda, Maryland, is a diversified financial services organization which provides financial planning advice for investment management, insurance, and banking. Thirty-five of Acacia's 250 employees participated in the project: 17 teleworkers, 11 managers, and seven co-workers.

• Acacia's participation in the project is consistent with their philosophy of evaluating new ideas. Acacia lost valuable employees when they relocated from the District of Columbia to suburban Maryland in 1997. Acacia hopes that the implementation of a telework program will prevent further loss of employees who have long commutes.
• One of Acacia's main concerns regarding the project is making sure that teleworkers do not suffer any adverse effects or hardships. There is also some concern regarding the ability of the company's technology infrastructure to support the program.
• Prior to participating in the Telework Demonstration Project, Acacia had implemented a formal telework program for employees in the Information Management Systems Department.
  
  

BDM International, Inc. (BDM) located in McLean, Virginia, is a Fortune 1000 multinational information technology company that provides systems, services, and solutions to both public sector and commercial customers. BDM has 9,000 employees and operates in more than 110 locations worldwide. Seventy-nine BDM employees participated in the program: 27 teleworkers, 13 telemanagers, and 39 co-workers.

Most of BDM's teleworkers live in the Washington metropolitan region; however, three live in the western United States (Colorado, Utah, and Idaho). BDM's teleworkers include programmers, analysts, engineers, technical writers, human resource employees (administrative), and software code testers.

• BDM implemented its telework program in order to create a work environment that attracts, motivates, and retains employees, and because the project supports their commitment to the community. Teleworking is consistent with BDM's corporate philosophy of providing a flexible work place to maximize employee potential.
• BDM also anticipates future cost reductions resulting from telework. BDM plans to implement a hoteling program--the use of office space on a shared basis by an organization's employees--to reduce their office space needs when their corporate office relocates from McLean to Reston, Virginia.
• One of BDM's main concerns is that managers are not accustomed to "managing by results" while not being able to "see" employees. BDM also expressed concerns about complying with Federal time-keeping requirement and the potential effects on Federal contracts. Maintaining customer service is also a priority for BDM.
• Prior to participating in the Telework Demonstration Project, some BDM employees teleworked informally; however, the organization did not have a formal program in place.
  
  

The Marasco Newton Group Limited (Marasco Newton), located in Arlington, Virginia, is a consulting firm with 260 employees in four locations, including 220 employees at it Arlington headquarters location. Marasco Newton provides management, information technology, and environmental systems consulting to the Federal Government. Twenty of Marasco Newton's 210 employees in Arlington participated in the program: five teleworkers, 10 telemanagers, and five co-workers. Marasco Newton's teleworkers include computer programmers, policy analysts, and writers.

• Marasco Newton is participating in the project in order to retain employees, reduce required work space, and enhance flexibility. Concerns include assessing the effects of telework on client and internal management perceptions, equipment costs, the number of hours needed to support teleworking, and the level of risk regarding worker's compensation.
• Prior to participating in this project, five Marasco Newton employees teleworked; however, the site did not have a formal telework program.

The Maryland Department of Transportation (MDOT) conducted a successful telework program for headquarter's employees between October 1996 and March 1997. While MDOT was trying to expand its telework program, a bill introduced into the Maryland General Assembly mandated telework training at the agency. These initiatives coincided with the initiation of COG's Telework Demonstration Project; hence MDOT officials submitted an application to become a demonstration site. Sixty-seven MDOT employees are participating in the program: 24 teleworkers, 25 managers, and 18 co-workers.

Southern Management Corporation (SMC) owns and manages 64 residential apartment communities. SMC has 75 employees at their headquarters in Vienna, Virginia. SMC also has employees located at property locations and a satellite office in suburban Maryland. One of SMC's primary reasons for participating in the Telework Demonstration Project was to minimize the hardship on employees due to a relocation. Twenty-one SMC employees participated in the program: 10 teleworkers, five telemanagers, and 6 co-workers.

Unisys Corporation, Federal Systems Division (Unisys Federal) is a Federal information management and services contractor located in McLean, Virginia. Unisys Federal representatives estimated that 100 to 150 of their 700 employees telework on an ad hoc basis. The telework coordinator and team had hoped to select 40-50 additional teleworkers to participate in the Telework Demonstration Project; however, they were unable to get management approval to do so.

• A modified pre-implementation/post-implementation survey was conducted with the existing teleworkers, telemanagers, and co-workers in May 1998. Fifteen surveys were completed by seven teleworkers, three telemanagers, and five co-workers.
  

Unisys Outsourcing (Outsourcing), located in Reston, Virginia, provides technical, business process, and operations outsourcing services worldwide. Outsourcing has service centers located throughout the country with a total U.S. employee population of 900. Outsourcing implemented a company-wide telework program in January 1997--prior to the start of the Telework Demonstration Project--to reduce costs, attract and retain employees with high demand information technology skills, and increase employee productivity by reducing travel.

• Outsourcing became involved in the Telework Demonstration Project to evaluate its existing telework program. Even though Outsourcing's program was well underway at the time the Telework Demonstration Project began, the site was selected to participate in the program to document the unique aspects of full-time teleworking and related cost savings.
• Outsourcing's teleworkers, telemanagers, and co-workers completed a modified pre-implementation/post-implementation survey in May 1998. Surveys were completed by 22 of the site's 115 teleworkers. Ten managers and seven co-workers also completed surveys.
  
  

United Planning Organization (UPO) is a community action and human services non-profit organization located in the District of Columbia and has 280 employees. UPO hopes that teleworking will result in increased motivation and attendance, improved morale, and reduced costs. Additionally, UPO hopes that teleworking will reduce commute-related problems for employees due to a move to new office space within the District of Columbia during the course of the demonstration project. Twenty-two UPO employees participated in the project: eight teleworkers, four telemanagers, and 10 co-workers.

Pre-Implementation Survey Results for Six of the Eight Sites

Pre-implementations surveys were conducted at six of the eight sites (Acacia, BDM, Marasco Newton, MDOT, SMC, and UPO) prior to the beginning of the Implementation Phase when employees actually began teleworking. A total of 287 pre-implementation surveys were distributed to teleworkers, telemanagers, and co-workers at the six sites listed below and 244 were returned for an overall response rate of 85%. Survey respondents for each site are shown in the table below.

Telework Demonstration Project Survey Respondents

1. This is a matrixed organization and some employees have multiple managers; hence, the larger number of telemanagers than teleworkers.

The results of the pre-implementation surveys provide interesting insights on the teleworkers' characteristics. Following is a summary of the key findings:

• 72% are between the ages of 35 and 54.
• 57% had a pre-tax household income of at least $55,000 in 1996.
• 92% live within the Washington metropolitan region (53% live in Maryland, 33% live in Virginia, and 6% live in the District of Columbia).
• 7% live outside the region (4% live in Pennsylvania and 3% live in the western United States); 1% did not provide information on where they live.
• Average tenure with their employer is 9 years, average tenure with their current supervisor is 3 years, and average time in their current position is 4 years.
• 40% report taking no sick days within the past six months, 47% report taking between one and four six days, and 11% report taking at least five six days in the past six months.
• Average commuting distance is 27 miles. Average commuting time to work is 46 minutes and average commuting time home is 51 minutes.
• 77% report that, before teleworking, they commute by driving alone; 5% carpool/vanpool; 5% take rail; and 2% walk. (None reported commuting by bus or biking.)
• The Average Vehicle Occupancy (AVO) after teleworking is expected to increase from 1.19 to 1.60. (This AVO is based on the teleworking population only.)
  

Teleworkers anticipate working at home from one to five days per week. The three most frequently reported types of work they expect to do are: 1)   writing/typing/editing; 2)  reading; and 3)  word processing.

Teleworkers, telemanagers, and co-workers were also asked a series of attitudinal questions to measure the anticipated impact of teleworking on a productivity, morale, social/psychological issues, management issues, and co-worker issues. Respondents were asked to indicate their position on numerous statements about teleworking. Not all statements were presented to all respondents. Of thirty-three total statements, 12 were asked of teleworkers, telemanagers, and co-workers; eleven applied to teleworkers and telemanagers only; and two applied to teleworkers and co-workers only. Two questions were presented to teleworkers only, four to telemanagers only, and three to co-workers only. Generally, all three respondent groups reacted positively towards teleworking prior to participating in the project. Following is a summary of the key findings:

Teleworker Productivity

• Teleworkers--The teleworkers were generally positive regarding the impact of teleworking. They agreed that productivity will improve, that more work will be completed, that work will be completed on time, and that they will work more hours.
• Telemanagers--The telemanagers believe job productivity will improve as a result of teleworking, but they were neutral regarding whether teleworkers will work fewer hours, whether some teleworkers will work less, and whether teleworkers will complete more work. They did not believe that teleworking will negatively impact quality of work or timeliness.
• Co-workers--The co-workers thought that the teleworkers' productivity and work quality will improve and that work will be completed on time, but they were neutral on whether teleworkers will work fewer hours, whether some teleworkers will work less, and whether teleworkers will complete more work.
  

Morale and Motivation

• Teleworkers--Teleworkers agreed that their morale will improve, that they will be more motivated to work, and that they will have greater flexibility in their work and family life. Teleworkers were somewhat neutral on whether they will have greater work autonomy.
• Telemanagers--Telemanagers thought that teleworkers' morale will improve, that teleworkers will be more motivated to work, and that teleworkers will have greater flexibility regarding their work and personal lives, but they were somewhat neutral regarding teleworkers having greater work autonomy as a result of teleworking.
  

Social/Psychological Issues

• Teleworkers--The teleworkers did not think that they will be more stressed, feel lonely, or lose a sense of belonging to the firm. They were neutral regarding sharing an office as a condition of teleworking.
• Telemanagers--The managers also did not think that teleworkers will be more stressed. They were somewhat neutral on whether teleworkers will lose a sense of belonging to the firm.
  

Supervisory Issues

• Teleworkers--The teleworkers thought their managers have a positive attitude towards teleworking, and did not foresee communications with others as being a problem. They were neutral regarding their supervisor's expectations and somewhat neutral regarding their relations with managers improving as a result of teleworking.
• Telemanagers--The telemanagers also believe that they have a positive attitude about teleworking. They were neutral on several issues including the impact of teleworking on their relations with staff, whether they will have higher expectations of staff, whether communications will be a problem, and whether they will worry about work being completed.
• Co-workers--The co-workers also believe that telemanagers have a positive attitude regarding teleworking and they do not think that communications with teleworkers will be a problem.
  

Co-worker Issues

• Teleworkers--The teleworkers did not foresee problems with non-teleworkers. They thought that non-teleworkers will support teleworking.
• Telemanagers--The telemanagers were neutral on whether non-teleworkers will support teleworking, and on whether non-teleworkers will have a problem with teleworkers.
• Co-workers--The co-workers were supportive of teleworking. They were neutral on whether teleworking will change the way they work and on whether they will experience more interruptions from teleworkers.
  

Short-Term Management Issues

• Teleworkers--The teleworkers agreed that clients will notice an improved quality of work. They did not think group meetings will be hard to convene.
• Telemanagers--The managers also tended to agree that clients will notice an improved quality of work. They were neutral on whether group meetings will be hard to convene. They were neutral regarding their awareness of what staff does in the office and whether more time will be needed to supervise teleworkers.
• Co-workers--The co-workers disagreed that their work load will increase and that group meetings will be hard to convene.
  

Long-Term Management Issues

• Teleworkers--The teleworkers felt that teleworking is good for the organization and that it will not interfere with promotions. They thought clients will support teleworking. They were almost neutral on teleworking's impact on employee relations.
• Telemanagers--The telemanagers also felt that teleworking is good for the organization an that it will not interfere with promotions. They were almost neutral regarding clients' support of teleworking. They were almost neutral on teleworking's impact on retaining employees and on providing the firm with a competitive advantage.
• Co-workers--The co-workers agreed that teleworking is good for the organization and they thought clients will support teleworking.
  
  

Survey Results for Unisys Federal and Unisys Outsourcing

Since neither of these sites had new teleworkers participate in the Telework Demonstration Project, respondents (teleworkers, telemanagers, and co-workers) completed one survey that incorporated pre-implementation and post-implementation survey questions. Key findings from each site's survey results are summarized below.

Unisys Federal

Fifteen surveys were completed by seven teleworkers, three telemanagers, and five co-workers. Following are key findings from these surveys:

• 86% of teleworkers are between the ages of 35 and 54; approximately 14% are between the ages of 25 and 34.
• 29% had a 1996 pre-tax household income of over $75,000; another 29% had household incomes between $55,000 and $74,999; and another 29% had household incomes of $35,000 to $54,999.
• 71% live in Virginia and 29% live in Maryland.
• Average tenure with Unisys Federal is 11 years; average tenure with current supervisor is 4 years; and average length of time in current position is 5 years.
• 51% report taking no sick leave in the previous six months; 43% report taking between one and four sick days in the previous six months.
• Average commuting distance is 26 miles. Average commuting time to work is 46 minutes and average commuting time home is 48 minutes.
• None of the teleworkers have moved their residence since teleworking.
• One teleworker is planning to move farther from work and the ability to telework was the most important factor.
• Unisys Federal employees have been teleworking, on average, 18 months.
• Teleworking schedules vary from person to person. All of the telemanagers stated they have teleworkers who work at least four days per week.
• The most frequently reported work activity while teleworking was writing/typing/editing. Four other activities were ranked second: word processing, talking on the phone/sales, administration/coordination, and reading. The third most frequently reported activity was data management/computer programming.
• The percentage of teleworkers driving alone to work decreased from 100% to 48%.
• AVO after teleworking increased from 1.00 to 1.88. (This is only representative of the teleworking population).
• Teleworkers gain an average of 110 minutes on teleworking days by not commuting to and from work. The three most frequently reported uses of this time are: 1) doing more work for their employer; 2) spending more time with their family; and 3) sleeping.
• 143 daily vehicle miles were reduced after accounting for: 1) commute trips that were actually reduced; 2) non-commute trips that were eliminated; and 3) additional non-commute trips made by teleworkers.
• Teleworkers work an average of 45 minutes longer on telework days, usually by starting work at 8:15 a.m. rather than 9:00 a.m.
  

Following are the results of attitudinal questions asked of teleworkers, telemanagers, and co-workers:

Productivity

• Teleworkers--The teleworkers were generally positive about the impact of teleworking, agreeing that productivity improved, that more work was completed, and that work was completed on time. Teleworkers reported they worked more hours and that there were significantly fewer distractions when teleworking.
• Telemanagers--The telemanagers were neutral regarding the impact of teleworking on productivity. They did agree, however, that more work was completed, and was completed on time.
• Co-workers--The co-workers were generally positive regarding most issues related to productivity. They indicated they did tend to get more work done while others were teleworking.
  

Morale and Motivation

• Teleworkers--The teleworkers thought that their morale improved and they were more motivated to work. They stated that they had the same level of work autonomy, but much more flexibility in work and personal life.
• Telemanagers--The telemanagers thought that morale improved, staff was more motivated to work, and teleworkers had greater flexibility regarding their work and personal lives. Managers also stated that teleworkers had the same level of autonomy when teleworking.
  

Social/Psychological Issues

• Teleworkers--The teleworkers stated that they experience less stress when teleworking. They were neutral about sharing office space as a condition of teleworking. Teleworkers were also neutral about feeling lonely while teleworking and about losing a sense of belonging to the firm.
• Telemanagers--The managers stated that teleworkers' stress level was the same. They were slightly concerned about teleworkers losing a sense of belonging to the firm.
  

Supervisory Issues

• Teleworkers--The teleworkers thought that their managers had a very positive attitude towards teleworking, and disagreed that there were problems communicating with others. They stated that their manager's expectations were the same and their relations with managers stayed the same as well.
• Telemanagers--The telemanagers also believed they had a positive attitude about teleworking, and disagreed there were communications problems. They also believe there has been no impact on their relations with staff and in terms of having higher expectations. They are not worried about work getting done when staff is teleworking.
• Co-workers--The co-workers also believe telemanagers had a positive attitude about teleworking. They disagreed that communications with teleworkers was a problem.
  

Co-worker Issues

• Teleworkers--The teleworkers did not indicate problems with non-teleworkers. They thought non-teleworkers supported teleworking.
• Telemanagers--The telemanagers also believe the non-teleworkers supported teleworking, and that non-teleworkers did not have problems with teleworkers.
• Co-workers--The co-workers were supportive of teleworking. They did not think that teleworking changed the way they work or that there were more interruptions for non-teleworkers. They did not think lack of interaction with co-workers was a problem.
  

Short-Term Management Issues

• Teleworkers--The teleworkers reported that clients noticed improved quality of work. They did not think that group meetings were hard to convene.
• Telemanagers--The telemanagers stated that clients noticed the same quality of work. They did not indicate that group meetings were hard to convene. They were neutral about their awareness of what staff does in the office. Telemanagers stated the same amount of time was needed to supervise teleworkers.
• Co-workers--The co-workers stated their work load did not increase and disagreed that group meetings were hard to convene.
  

Long-Term Management Issues

• Teleworkers--The teleworkers felt teleworking is good for the organization and disagreed that it interferes with promotions. They thought clients supported teleworking. They agreed that teleworking positively effected employee retention. Teleworkers are very satisfied with teleworking.
• Telemanagers--The telemanagers also felt that teleworking is good for the organization, and disagreed that it interferes with promotions. They also thought that clients supported teleworking. They agreed that teleworking has a positive effect on employee retention and strongly agreed that teleworking provides the firm with a competitive advantage. Telemanagers were also satisfied with teleworking.
• Co-workers--The co-workers agreed that teleworking is good for the organization, and stated clients highly supported teleworking. Co-workers are satisfied with teleworking.
  
  

Unisys Outsourcing

Following are key findings from the surveys completed by 22 teleworkers, 10 managers and, seven co-workers:

• 59% of the teleworkers are between the ages of 35-54; approximately 23% are between the ages of 25-34.
• 68% had a pre-tax household income of over $75,000 in 1996.
• 54% live in the Washington metropolitan region (45% in Virginia and 9% in Maryland); 31% live outside the region (14% in Pennsylvania, 9% in California, 4% in Montana, and 4% in Georgia); 14% did not provide information on where they live.
• Average tenure with Outsourcing is 8 years and average tenure with current supervisor is one year; average time in current position is 2 years.
• 59% report taking no sick days in the past six months and 23 report taking one to four sick days in the past six months.
• Average commuting distance is 17 miles. Average commuting time to work is 34 minutes and average commuting time home is 35 minutes.
• Five teleworkers have moved their residence since they began teleworking. Two moved closer to work and three moved farther from work (one relocated within the Washington metropolitan region, one moved to Montana, and one moved to California). For three of the five teleworkers who moved, the ability to telework was an important factor.
• One teleworker is planning to move closer to work by relocating within the Washington metropolitan area and one is planning to move farther away from work to Colorado.
• Outsourcing employees have been teleworking for an average of 12 months.
• Employees telework from one to five days per week; 80% of telemanagers reported that the teleworkers work at home at least four days per week.
• The three most frequently reported work activities while teleworking include: 1) talking on the phone/sales; 2) administration/coordination; and 3) writing/typing/editing.
• The percent of teleworkers driving alone to work decreased from 100% to 25%.
• AVO for teleworkers increased from 1.00 to 3.39.
• Teleworkers gained an average of 80 minutes per day by not commuting to and from work. The three most frequently reported uses of this time include: 1) doing more work for their employer; 2) spending more time with their family; and 3) doing household chores.
• 371 daily vehicle miles were reduced after accounting for: 1) the commute trips that were reduced; 2) non-commute trips that were eliminated; and 3) additional non-commute trips made.
• Teleworkers tend to work one hour longer on telework days by stopping work at 6:30 p.m. instead of 5:30 p.m.
  

Productivity

• Teleworkers--The teleworkers were generally positive regarding the impact of teleworking, agreeing that productivity improved, that more work was completed, and that work was completed on time. Teleworkers reported that they worked more hours and experienced significantly fewer distractions.
• Telemanagers--The telemanagers were also positive regarding the impact of teleworking on productivity, the amount of work that was completed, and the time frame in which work was completed.
• Coworkers--The coworkers were generally positive about most issues related to productivity. They were neutral on how teleworking impacted the work they did.
  

Morale and Motivation

• Teleworkers--The teleworkers reported that their morale improved, they were more motivated to work, and that they had greater work autonomy and flexibility in their work and personal life.
• Telemanagers--The telemanagers thought that teleworker's morale improved and that they were more motivated to work, that teleworkers had greater flexibility regarding their work and personal lives, and that teleworkers had greater work autonomy.
  

Social/Psychological Issues

• Teleworkers--The teleworkers did not think they were more stressed, felt lonely, or lost a sense of belonging to their employer. They were neutral regarding office sharing as a condition of teleworking.
• Telemanagers--The telemanagers also did not think that teleworkers were more stressed. They were neutral on teleworkers losing a sense of belonging to the organization.
  

Supervisory Issues

• Teleworkers--The teleworkers thought that their managers had a very positive attitude towards teleworking and did not indicate that there were problems communicating with others. They reported that their manager's expectations were the same and that their relations with managers remained the same.
• Telemanagers--The telemanagers also believed that they had a positive attitude regarding teleworking, and did not indicate communications problems. They are also neutral regarding the impact of teleworking on their relations with staff and in terms of having higher expectations of teleworkers. They are not worried about the work getting done when staff is teleworking.
• Co-workers--The co-workers also believe that the managers had a positive attitude about teleworking. Co-workers did not find communications with teleworkers to be a problem.
  

Co-worker Issues

• Teleworkers--The teleworkers did not indicate problems with non-teleworkers and reported that non-teleworkers supported telewoking.
• Telemanagers--The telemanagers were neutral on whether non-teleworkers supported teleworking and on whether non-teleworkers had problems with teleworkers.
• Co-workers--The co-workers were supportive of teleworking. They did not think that teleworking changed the way they work, or that there were more interruptions for them. They did not think lack of interaction with teleworkers was a problem.
  

Short-Term Management Issues

• Teleworkers--The teleworkers reported that clients noticed the same quality of work. They did not think that group meetings were hard to convene.
• Telemanagers--The telemanagers also almost agreed that clients noticed the same quality of work. They did not report that group meetings were hard to convene. They were neutral regarding their awareness of what staff did in the office, and on whether more time was needed to supervise teleworkers.
• Co-workers--The co-workers were neutral on whether their work load increased. They did not report that group meetings were hard to convene.
  
  

Long-Term Management Issues

• Teleworkers--The teleworkers felt that teleworking is good for the organization and were neutral on whether or not it interfered with promotions. They thought clients supported teleworking. They agreed that teleworking positively impacted employee retention and that they are very satisfied with teleworking.
• Telemanagers--The telemanagers also felt that teleworking is good for the organization. They disagreed that it interfered with promotions. They were almost neutral regarding clients' support of teleworking. They agreed that teleworking positively impacted employee retention but they were neutral on whether teleworking provided the firm with a competitive advantage. Telemanagers were also satisfied with teleworking.
• Co-workers--The co-workers agreed that teleworking is good for the organization, but they were neutral on whether clients supported teleworking. Co-workers are satisfied with teleworking.
  
  
  

Conclusions

COG's Telework Demonstration Project has proven to be an effective method for helping selected employers start or expand a structured telework program. This project adds to the growing volume of research documenting the positive effects of telework on reducing vehicle miles traveled, improving air quality by reducing single-occupant vehicle commuting, and employer benefits (e.g., increased ability to attract and retain employees, increased productivity, and reduced costs). Additionally, the project documents the effects of full-time teleworking and long-distance teleworking.

The case studies developed from this project will be useful to help other employers evaluate telework as a business strategy and the general approach for this project may serve as a guide for other metropolitan areas to use in developing regional telework programs.