"The
survey results validate what we have suspected all
along that teleworking is good, both to the employees,
and the City."
-
City Manager
Background
and Implementation
With
approval from the management team, the City implemented
a pilot telework program in 1999, inviting existing
and new teleworkers to join the program. Of 820 employees,
approximately 20 were selected for the pilot program.
These teleworkers represented a diverse cross-section
of City employees, and were from the Departments of
Employee Relations, Public Works/Transportation, Information
Technologies, Community Planning & Development and
Finance.
The
City's goals in implementing the program were to increase
productivity, reduce congestion and retain valuable
employees. One manager stated that "to concentrate
on assignments such as 'heads-down' programming, analysis
or documentation and to provide a flexible work schedule
and work environment alongside job demands" were
detailed program goals.
The
City drafted and adopted formal policies and procedures
for teleworking. In addition, guidelines were developed
to address the issues of compensation and work hours,
eligibility, termination of agreements, workspace, office
supplies, dependent care, liability, office design and
potential technology needs. The City's teleworkers were
then selected on an informal basis where the employees
volunteered for participation in the programs and the
managers approved the candidate. Once selected, all
employees and supervisors signed telecommuting agreements
and attended a two-hour training session.
The
City's pilot project lasted six months, during which
time focus groups were conducted to troubleshoot the
program. Generally, the employees were able to telework
one day per week and had the flexibility of choosing
that day. While the teleworkers had to provide their
own computer system for use at home, the City did provide
the modems and software necessary to access their office
PC.
Although
the City's telework officially began in 1999, several
staff members had been teleworking prior to the pilot
program. A survey, conducted at the completion of the
initial six-month pilot program, indicated that the
average length of time teleworking for City employees
participating in the pilot program was 15.7 months.
Also, on average, the teleworkers had been in their
positions for 6.8 years and had been working for the
same manager for about 3.5 years. Approximately 62 percent
were women and 38 percent were men. The teleworkers
saved, on average, about 52 minutes per day by teleworking.
They used that time to work more, exercise and spend
time with their family.
Results
Teleworking
is serving as a strong employee retention tool. For
example, 68 percent of the teleworkers stated that they
are less likely to look for another job because of teleworking.
Similarly, both the teleworkers and their managers thought
that productivity and work quality have improved as
result of teleworking, with little cost to the organization.
All the teleworkers and their managers thought that
teleworking is good for the organization. Some of the
common functions performed while teleworking include
writing/editing, word processing and conducting data
management.
The
teleworking program has reduced the city's drive-alone
rate from 93 percent prior to teleworking, to about
85 percent after the program had been implemented. On
an annual basis, the teleworkers reduce vehicle miles
traveled by about 19,200 miles, resulting in 720 pounds
of emissions reduced.
Due
to the success of the pilot program, the City will invest
time and resources in developing additional connectivity
capabilities for the teleworkers and expanding the program
to other departments.
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