As part of the April survey, agencies were asked to "identify problems/barriers associated with increasing the number of telecommuters in your agency." In the November survey, we asked agencies to identify the steps they had taken to deal with these barriers.

The April survey uncovered the following barriers to telework, presented in descending rank order:

• managerial concerns about maintaining performance and productivity
• funding for equipment and services at the remote site and the cost of telework centers
• fair and equal treatment for those who telework and those who work on site
• concerns about the security of classified or sensitive documents
• employee concerns about feeling isolated from colleagues
• electronic connectivity to the office

Manager Concerns

Manager reluctance was the most frequently cited barrier to the greater use of telework. Some agencies expressed concerns about managing remote workers and the perceived loss of control over business operations. Many managers are accustomed to communicating face-to-face. They fear that lines of communication will close when an employee is working off-site. Insecurity about measuring and maintaining successful employee performance was also noted, as were concerns about allegations of disparate treatment from employees denied the opportunity to telework.

November survey respondents noted a wide range of activities targeting managers and management concerns. Twenty-six respondents described specific actions taken in this area including:

• expanded training addressing specific management concerns
• including such training in regular management training programs, conferences and orientation sessions;
• pursuing top-level management support for telework through education, outreach, and their inclusion in telework program development, reviews, assessments, and implementation;
• engaging Chief Information Officers and Chief Financial Officers in the development and implementation of telework programs;
• expanding telework programs to make supervisors and managers eligible to participate;
• providing individualized targeted attention and assistance to agency managers, including mentoring by agency telework coordinators;
• developing management training modules that focus on managing telecommuters and measuring performance in a telework environment;
• developing electronic time keeping forms and computerized case load and work output tracking systems;
• clearly identifying eligibility criteria and working with employee unions to minimize concerns about inequitable application;
• using information technology to enhance communications between employees and managers (e.g., providing two phone lines to permit uninterrupted telephone and email connections; providing a mechanism for employees to participate in office meetings via teleconference);
• scheduling teleworkers to work in the office and participate in office meetings and activities at least once or twice a week.

Funding

A second barrier cited in the April survey was the cost associated with telework. Agencies noted the cost of funding additional computer hardware and software for the off-site locations, equipment installation fees, hardware and software licensing fees, telephone installation at the employee's home, long distance billing on credit cards, and telework center space rental fees.

Six respondents in November described approaches they were using to address and minimize telework costs. They included:

• employees using their own equipment and personal internet providers to access their organization via the web;
• having several employees use one telework center space;
• purchasing laptops and docking stations instead of desk tops as part of normal hardware replacement cycles;
• using equipment that would normally have been excessed; and,
• involving financial and information management staff in the development and implementation of telework programs.

Security

The April survey found many agencies concerned about telework's impact on security, especially where an employee's job involves access to highly classified, top secret, or sensitive data. Not only were agencies concerned about office files that may be carried to the off-site location, they were also troubled by the potential for unauthorized persons to gain access to the agency's intranet or mainframe systems and information contained within firewalls.

November survey responses indicate that agencies are taking steps to increase security. They reported pursuing studies and research to address security issues. Agencies also noted the importance of fully involving Chief Information Officers and coordinating with agency security functions in the design, development and implementation of telework programs

Employee Concerns

Ten survey respondents in April cited employee reluctance as a barrier to more widespread use of telework. Some employees fear they will be "left out" or "out of the loop" if they work at a remote site. Others expressed concern that being out of sight would hurt their careers and they would lose out on training, special assignments, and promotions. Many employees simply prefer the social interaction and camaraderie that comes from working at the office and fear the lack of social interaction will result in feeling isolated.

November survey respondents described several approaches for addressing these concerns. Many have installed additional phone lines in the homes of teleworkers, allowing for full telephone and email connectivity with supervisors, customers, and co-workers. Others have scheduled teleworkers to work in the office at least once a week to minimize isolation as well as to assure adequate office coverage. Teleconferencing is also a popular strategy for maintaining the links between those on and off site. And agencies are also directly addressing employee concerns in telework training programs.

Information Technology

Ten agencies in our April survey expressed concerns about establishing reliable computer connectivity and connections with adequate speed. Four agencies reported concerns about providing adequate information technology support to teleworkers.

Seventeen agencies noted specific actions they have taken to improve and enhance connectivity. These actions include:

• expanding telecommunications capability by updating equipment and connection technology (e.g., increasing the capacity to access Remote Access Servers; implementing Virtual Private Networking; using the intranet, providing direct access to agency networks; using laptops and docking stations;
• enhancing telephone and email connectivity with supervisors, customers, and co-workers; providing cell phones, pre-paid phone cards, and call-forwarding;
• providing a consistent IT package for work in the office and at home;
• providing computer training;
• centralizing computer assistance and expanding and improving technical support; and
• coordinating program development and implementation with the Chief Information Officer and the agency's information technology staff.

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