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Telework Case Studies

U.S. Postal Service Office of Inspector General (OIG)
Arlington, VA

The U.S. Postal Service Office of Inspector General (OIG), an independent agency within the Postal Service, employs more than 1,100 auditors, investigators, and professional support staff located in more than 90 offices nationwide. The OIG plays a key role in maintaining the integrity and accountability of America’s postal service, its revenue and assets, and its employees. With $73 billion in revenue, the Postal Service is at the core of a $900 billion mailing industry that employs more than nine million people. The more than 700,000 employees of the Postal Service comprise
the largest civilian federal workforce in the country. Read Case Study


Marriott International
Bethesda, MD

Marriott International, Inc., is a leading lodging company. Its heritage can be traced to a root beer stand opened in Washington, D.C., in 1927 by J. Willard and Alice S.Marriott. Today, Marriott International has more than 3,200 lodging properties located in the United States and 66 other countries and territories.People first—the foundation of Marriott's corporate culture and success for over 80 years! Marriott's belief is that our associates are our greatest assets. Marriott Culture is
the experience we create for our customers, which is demonstrated by the behavior of our associates. It is people serving people. "Green Marriott" is our company's commitment to sustainable environmental practices. Read Case Study


Defense Information Systems
Agency (DISA)

As the result of the 2005 DISA Employee Satisfaction survey, a recommendation was made to expand DISA's telework program. During the same time period, DISA was selected under the Base Realignment and Closure Committee recommendations for relocation of its Headquarters function in Northern Virginia to Fort Meade, Maryland. With 75% of the DISA workforce living in the Northern Virginia area, a solid strategy was needed for retention of this experienced, highly qualified workforce as well as one for recruitment of exceptionally qualified employees for the Fort Meade location. It was determined that the expansion of the telework program would serve as an excellent tool for both retention and recruitment.
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Noblis
Falls Church, VA

Noblis is a nonprofit science, technology and strategy organization that helps clients solve complex systems, process and infrastructure problems in ways that benefit the public. Our unique impartial, independent stance—free of any ties to commercial or sponsor interests—assures clients that our counsel and implementation support is offered purely in their best interest.At the forefront of those expectations were the program’s stated goals (to attract and retain staff and be cost neutral), but the team also expected environmental benefits, such as reduced gasoline consumption and increased productivity from telecommuters. Read Case Study


Booz Allen Hamilton
Mclean, VA

Booz Allen Hamilton has been at the forefront of strategy and technology consulting for more than 90 years. Every day, government agencies, institutions, and infrastructure organizations rely on thefirm’s expertise and objectivity, and on the combined capabilities and dedication of our
exceptional people to find solutions and seize opportunities. We combine a consultant’s unique problem-solving orientation with deep technical knowledge and strong execution to help clients achieve success in their most critical missions. Read Case Study


Loudoun County, Virginia
Leesburg, VA

Although Loudoun County’s Board of Supervisors adopted a telework policy in 1996, the program was not actively promoted and the acceptance and implementation by management was not
achieved until a decade later. In 2006, the County Administrator, Kirby Bowers hired a
dedicated Telework Coordinator, Diane O’Grady, with a directive to update the program and increase participation while still maintaining the excellent customer service that the county is known for. Read Case Study


Interstate Commission on the Potomac River Basin (ICPRB)
Rockville, MD

The Interstate Commission on the Potomac River Basin (ICPRB) was created by an act
of Congress in 1940 to protect, conserve, and enhance the Potomac River and its tributaries. ICPRB is an interstate agency of its jurisdictional states including Maryland, Virginia, Pennsylvania, West Virginia, and the District of Columbia. ICPRB is a small organization with less than 25 employees. Read Case Study


Discovery Communications, LLC
SilverSpring, MD

Discovery Communications, headquarteredin downtown Silver Spring, MD, is committed to recruiting and retaining the best talent in all areas of its operations. As the world's number-one nonfiction media company, Discovery offers a stimulating and exciting work environment that challenges,rewards and encourages personal and professional growth and career development. Discovery views employees asvalued contributors, seeking different points of view and broad input into strategic planning and decision making on all levels, and providing ongoing opportunities for growth and development through mentoring and education. Read Case Study



Southern Maryland Electric Cooperative, (SMECO)
Hughesville, MD

In 2006, a committee was formed consisting of IT, Customer Service, HR, and Security as well as union representatives. The committee surveyed other cooperatives in an attempt to research other programs and best practices. SMECO found only one COOP in the Midwest that has implemented a telework program establishing themselves as a telework pioneer on the East Coast. The committee drafted telework procedures, remote office space procedures and requirements, technology needs and guidelines around the acceptable use of the Internet. In some cases existing policies and procedures were modified to accommodate the telework program Pre teleworking, SMECO had policies and procedure inplace with regard to the use of the Internet, work procedures and equipment. The new procedures addressed uses from a home office location. Read Case Study


GeoConcepts Engineering, Inc.
Ashburn, VA

GeoConcepts was one of the first firms to join the Telework Virginia! Program in 2000. Vivian Lewis, the President of GeoConcepts, had prior experience with telework and decided that the benefits could be leveraged into aiding in the start-up of their new business. GeoConcepts’ telework program officially began in 2001. “Telework Virginia! was a great mechanism to help us jump start our business, attract employees and increase morale.” GeoConcepts’ primary goal for their telework program was to retain and attract highly qualified employees who might otherwise be concerned by the length of their commutes. GeoConcepts is a family oriented company that is committed to being an employer of choice in the Metropolitan Washington region. At the conclusion of the two-year pilot program with Telework Virginia! GeoConcepts had five people teleworking, mainly women who were allowed to balance their work and family requirements more easily and improve their quality of life. Read Case Study


American Speech-Language-Hearing Association (ASHA)
Rockville, MD

ASHA distinguished two types of telework – flexplace and telecommuting. Flexplace is a cooperative arrangement that allows an employee to work on a specific project from home or other work site outside the National Office on an occasional basis. Flexplace is a less formal arrangement than Telecommuting. All staff are eligible to participate, subject to their coach's approval. If you are using Flexplace, ASHA’s expectations are that:

• You need to work on a particular project or tasks

• You want/need seclusion and may request not to be interrupted. (These requests must be pre-planned and discussed ahead of time with your coach.)

• Someone should be able to contact you in the event of an urgent/critical need.

• Flexplace is not to be used in lieu of childcare.

• Opportunities are granted at the discretion of the coach.

• Your coach may request that you adjust your plans if issues should arise related to providing adequate coverage in your unit.

• Coaches should monitor productivity and availability and address issues that do not further the goals of the team. Read Case Study...


National Institutes of Health
Bethesda, MD

Telework initially began at NIH as a flexible workplace arrangement benefit that was primarily used by employees as an accommodation to meet short-term medical needs. A successful one year pilot in 2001 to examine its benefits, costs, and impacts on employees, management, and the organization resulted in an expansion of the early initiative to a fully implemented program. Participation has grown steadily as Contact Shirley LaBella NIH Telework Coordinator 301-496-2288 labellas@od.nih.gov a result of several things, recruiting and retention efforts, a new leadership team, and continuity of operations planning. “Telework has proven itself to be a win-win strategy for increasing both employee satisfaction and productivity”, says Christine Major, Director of the NIH Office of Human Resources. “Ours is an evolving model, with staff in a growing number of positions able to work effectively wherever they are and enjoy the benefits of telework.” The goal of the program is to help staff be successful and effective with teleworking so that in the long term, they contribute to a business solution trusted by managers, peers and the organization – a responsibility not taken lightly by NIH. Read Case Study...