Telework Resource Center

The Telework Resource Center

The Telework Resource Center was established in 1996 as part of an expanded alternative commute program in the Washington metropolitan region. The program, know as Commuter Connections, is designed to improve air quality by reducing single-occupancy vehicle commuting. Commuter Connections is administered by the Metropolitan Washington Council of Governments (COG), an association of 17 local governments in the District of Columbia, suburban Maryland, and Northern Virginia.

The Telework Resource Center provides free information and assistance to help local organizations start or expand telework programs.  Services include a telework information kit and video, FREE seminars for employers and employees, and one-on-one assistance. 

Contact
Harriet West, Manager
Telework Resource Center
Phone:  (202) 962-3286 or 1-800-745-7433
Fax:  (202) 962-3202
E-mail:  hwest@mwcog.org 

Telework Goals


The Telework Resource Center's goal is to decrease nitrogen oxide emissions by 0.73 tons per day by 1999 and 0.52 tons per day by 2020. These emission reductions are based on increasing the number of teleworkers by 21,600 by mid-1999. This includes 17,200 employees working from home two days per week and 4,400 people working from telework centers five days per week. There are currently 17 telework centers in the greater Washington metropolitan region.

Telework is one of over 50 transportation control measures (TCMs) evaluated by COG staff in 1992 and 1993. Telework was found to be one of the most cost-effective measures for significantly reducing nitrogen oxides (NOx) emissions. A comparison of NOx emission reduction goals and cost per ton for several recently adopted TCMs is shown below:

As the result of this analysis, the telework measure was incorporated into the "Transportation Improvement Program for the Metropolitan Washington Area, FY 1995-2000" by the National Capital Region Transportation Planning Board in September 1994.

Telephone Household Survey

In September 1996, COG conducted a telephone household survey to obtain baseline information on the number of teleworkers, gather information on teleworker characteristics, and to determine the potential number of teleworkers in the region. A total of 1,025 telephone household surveys were completed and 54 teleworkers were interviewed. The survey error rate is plus or minus 3.2 percent.

The survey calling area included the District of Columbia; Frederick County, Maryland; Montgomery County, Maryland; Prince George's County, Maryland; Calvert County, Maryland; Charles County, Maryland; Loudoun County, Virginia; Fairfax County, Virginia; Prince William County, Virginia; Stafford County, Virginia; and Arlington County, Virginia.

For the purposes of this survey, "teleworkers" were defined as "wage and salary employees who at least occasionally work at home or a local telework center during their normal work hours."

Key findings are listed below:

• 151,000 employees (6.8 percent of the region's workforce) teleworks. This includes all frequencies, from occasionally to several days per week.
• 59,000 employees (2.6 percent of the region's workforce) telework two or more days per week.
• Approximately 18 percent of non-teleworkers indicated they would be interested in teleworking and that parts of their job could be done at a location other than the office. Based on this information, COG estimates that there are approximately 382,000 potential teleworkers in the region.
• 92 percent of teleworkers reported working at home and one percent working at a telework center. Two percent reported that they work at home and at a telework center. Five percent reported working at a location other than their home or a telework center, such as a local library.
• 73 percent of teleworkers reported driving alone as their primary means of getting to work. 15 percent reported that rail was their primary mode and eight percent reported that the bus was their primary mode. Two percent of teleworkers reported that walking was their primary mode and two percent reported that biking was their primary mode. None of the teleworkers interviewed reported carpooling or vanpooling as their primary mode of travel to work.
• 51 percent of teleworkers reported one-way commute lengths of 10 miles or less. 18 percent reported commutes of 11 to 20 miles and 24 percent reported commutes of 21 miles or greater.
• 26 percent of teleworkers reported one-way commute times of 15 minutes or less. 43 percent reported one-way commute times of 16 to 30 minutes, and 27 percent reported one-way commutes of 31 minutes or greater.
• 14 percent of telecommuters reported having been with the employers for less than one year. 48 percent reported having been with their employer for one to five years. 20 percent reported having been with their employer for between five and ten years and 18 percent reported having been with their employer for more than 10 years.

Employer Focus Groups

In January 1997, COG conducted a series of focus groups with employers in the Washington metropolitan region. The purpose of the focus groups was to determine employer perceptions towards telework, identify barriers and incentives, and identify the most effective way to promote telework.

Six focus groups were conducted--two in the District of Columbia, two in suburban Maryland, and two in Northern Virginia. In each location, one focus group consisted of employer representatives with some form of telework program in place, while the second group included representatives from organizations with no telework program in place. The participants were high-level decision makers (e.g., chief executive officers, general managers, division heads, executive directors, vice presidents, and human resource directors) within public, private, and non-profit organizations. Key findings are listed below:

• Telework Starts From the Bottom Up: Most participants reported that telework started within their organizations in response to a specific individual employee's need or a particular problem in a specific department or location. Only a few participants indicated an interest in trying telework in the absence of a specific situation that generated the need for flexibility. Several participants indicated that they would be receptive to a well-thought out proposal from an employee that showed how the employee and organization would benefit from such an arrangement.
• Technology Plays a Key Role In the Minds of Employers: Several participants reported that recent technological upgrades within their organizations made it possible for employees to telework. Other participants felt they were not in a position to permit telework because they did not have the appropriate technology.
• An Idea Whose Time Has Come - Cultural Change Required: Given the rapid advancements in technology in recent years, many participants reported that telework will inevitably become more common in the future. However, participants also noted that a change in the workplace will be required. Respondents generally agreed that for telework to become a standard business practice, the workplace culture must shift from "putting in hours" to "producing tangible results."
  

The following barriers were identified:

• Customer Acceptance is a Concern: The effect that telework could have on customer service and acceptance was expressed as a concern by many participants. This was especially true of participants involved in contracts with the federal government. These participants were very concerned about how federal contract administrators and auditors view telework, and whether work performed by teleworkers would be questioned or disallowed in some instances.
• Managers Also Have Concerns: Participants expressed a concern that telework is only suitable for a particular type of employee. Many stated they were unsure about how to handle requests to telework from employees they believe are unlikely to make good candidates. Other concerns include the effect on other co-workers in the office, especially those not selected to telework.
• Performance Measurement--In and Out of the Office--is a Concern: For many participants, the issue of accountability for work performed out of the office is an issue. Participants with existing methods for measuring work performance generally felt more comfortable with telework. When performance measurement is less clearly defined, then telework is more of a concern. However, participants also noted that measuring performance for employees located in the office is also a challenge. Some participants stated that the introduction of telework has helped foster adoption of performance-based standards throughout their organizations.
  

Despite the barriers, participants in each session generated a long list of potential advantages to be gained from telework. These benefits are summarized below:

• Employees Want to Telework - Expands Labor Pool and Helps Retain Good People: One of the primary reasons participants said their organizations are interested in telework is because employees are increasingly interested in this type of work arrangement. Many reported that telework was introduced in their organizations as a means of retaining a valued employee. Participants recognize the demands on employees and clearly see telework as a tool for attracting and retaining good workers.
• Telework May Improve Employee Productivity: Virtually every participant with telework experience reported increases in productivity in employees who telework; however, these increases are rarely quantified or measured. Person after person reported above-average output and superior work quality as a major benefit of their telework programs.
  

Some participants attributed these increased productivity levels to the selection of high-performing employees as teleworkers. Others said that the telework environment itself fosters better work performance. Still others felt that it was likely that employees put forth extra effort, especially at the beginning of their telework experience, to demonstrate that the arrangement is working.

• Potential Space Savings: Some participants reported that they adopted telework because lack of space limited their ability to add new employees when needed. Reducing the need for space was also seen as a potential benefit; however, participants recognized that actual space savings would require changes in the main office setting. Participants viewed space savings as a true "bottom line" issue and felt this would be a strong selling point within their organizations.
  

Participants had the following recommendations for promoting telework in the Washington metropolitan region:

• Introduce Through Existing Organizations and Associations: Participants recommended that COG's promotional campaign include introducing telework to top-management through presentations at association and business meetings.
• Conduct "How-To" Seminars for Employers Beginning Telework Programs: While making it clear that they would need to be sold on telework as a concept before attending this type of seminar, participants said that such sessions would be very useful in their implementation efforts.
• Provide Training for Managers on How to Supervise Teleworkers: Most participants were interested in the idea of manager/supervisor workshops to instruct staff on how to manage employees involved in telework. Sessions such as this, held before the telework program begins, would help build understanding and enthusiasm for the program, and would provide an opportunity to address fears and concerns of managers who had not yet fully accepted the idea.
• Foster Bottom-Up Approach to Telework: To most effectively promote telework in the region, participants said it would be necessary to communicate with both decision-makers and employees, who are needed to provide the necessary "bottom-up" push within their organizations.
• Provide Case Histories: Participants expressed an interest in hearing about other organizations like theirs that have used telework successfully. Interest in these case histories goes beyond simple claims of success. They need detailed, objective, and actionable case history information that can be applied to their own organizations.
• Increase Awareness of Telework Centers: Participants viewed the regional telework centers as a resource that may be of use in certain specific situations, but not for use by most employees, who are believed to prefer working from their homes. There was very little awareness of the telework center on the part of focus group participants.
• Provide Information on the Internet: Participants suggested using the Internet to provide information. Many stated that the Internet is one of the first place they look when conducting research. Others noted that the information could be accessed any time of the day or night, providing a level of convenience not possible through other means.

Information Kits

Free information kits are available by calling 1-800-745-7433. The kit contains a manual for starting a telework program, list of frequently asked questions and answers, information on regional telework centers, and a list of telework resources.

Telework Demonstration Project


In keeping with the recommendations from COG's employer focus groups, COG conducted a telework demonstration project during Fiscal Year 1998 (July 1, 1997-June 30, 1998). Under the terms of this project, COG provided professional telework consulting services to selected employers to start or expand a telework program in exchange for being able to use these organizations as local case study examples. COG measured the effects of this program on employee travel behavior, performance, and cost/benefit to the organizations.

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.

For 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, see the interim report. Post-survey implementation results for these sites is available in the case studies summaries.

Updated November 3, 1999.