TELEWORK DEMONSTRATION PROJECT · impact, the advantages far outweigh the disadvantages. The...

TELEWORK DEMONSTRATION PROJECT

Task 1: Research and Outreach Final Report

March 2013

IBI GROUP

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Table of Contents

Introduction ............................................................................................................................................ 1 Study Purpose .................................................................................................................................... 1 Purpose of Task Report ..................................................................................................................... 1

Review of Research ............................................................................................................................... 1 Focus Groups ......................................................................................................................................... 5

Telework Focus Groups Summary of Findings Public Sector Employers ........................................ 5 Telework Focus Groups Summary of Findings Private Sector Employers .................................... 12 Exercises .......................................................................................................................................... 15

Interview Findings ................................................................................................................................ 18 Purpose ............................................................................................................................................ 18 Procedural Issues ............................................................................................................................. 18 Summary of Telephone Conversations ............................................................................................ 19

Survey Findings ................................................................................................................................... 20 Survey Sample ................................................................................................................................. 21 Summary of Key Survey Findings .................................................................................................... 21

Demographic Analysis ......................................................................................................................... 25 Successful Telework Models ............................................................................................................... 31 2050 RTP Absorption Rate .................................................................................................................. 35

Identifying the Current or Baseline Rate of Telework in the SANDAG Region ............................... 35 Defining ―Telework‖ .......................................................................................................................... 36 Telework Potential in the Region ..................................................................................................... 37 The Federal Opportunity .................................................................................................................. 37 State and Local Government Opportunity........................................................................................ 38 Recommendations ........................................................................................................................... 39

Strategies to Address Barriers ............................................................................................................. 40 Appendix A – Focus Group Report Appendix B – Interview Report Appendix C – Sample Survey Report

TELEWORK DEMONSTRATION PROJECT TASK 1 FINAL REPORT

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List of Figures Figure 1 Major Occupational Categories – San Diego County Employees ....................................... 29 Figure 2 Zip Codes with Highest Educational Attainment among Residents ..................................... 30

List of Tables Table 1 Potential Telework Benefits for Public Sector Employers ..................................................... 10 Table 2 Potential Telework Challenges for Public Sector Employers ................................................ 11 Table 3 Potential Telework Benefits for Private Sector Employers .................................................... 17 Table 4 Potential Telework Challenges for Private Sector Employers ............................................... 18 Table 5 Largest Employers in San Diego County .............................................................................. 27 Table 6 Educational Achievement for Various Telework-Suitable Job Types in San Diego County Employees Age 25 and Above ............................................................................................................ 29 Table 7 Highest Educational Attainment in San Diego County by Zip Code ..................................... 31 Table 8 Summary of Telework Program Models ................................................................................ 33 Table 9 Methods to Address Barriers to Telework ............................................................................. 42


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Introduction

Study Purpose

The San Diego Association of Governments (SANDAG) has adopted trip reduction goals as part of the 2050 Regional Transportation Plan (RTP) to help reduce greenhouse gas emissions. One of the actions to support the achievement of these goals is increasing the number of teleworkers in the region. SANDAG commissioned the Telework Demonstration Project to conduct research on issues related to telework and design a demonstration project that would enable SANDAG to assist interested employers in initiating and expanding their use of telework.

Purpose of Task Report

The purpose of this report is to document the many aspects of the research that was conducted to better understand the use of telework in the San Diego region and the issues related to its potential expansion. The report includes documentation of the research review, results of the focus groups, a summary of one-on-one interviews, results of the scientific survey, and the demographic analysis. In addition, information on successful telework models is provided, along with an analysis of the viability of the telework adoption rate in the RTP, and potential strategies for address barriers. These data will be used in the development of the demonstration project in Task 2.

Review of Research

The consultant team, with SANDAG input, developed a set of recent research and information related to telework issues. The references are listed below along with summaries of their key information.

Bailey, D. and Kurland, N. ―A Review of Telework Research: Findings, New Directions, and Lessons for the Study of Modern Work,‖ Journal of Organizational Behavior, 23,383-400. The authors have conducted a thorough review of the telework literature. They provide the following conclusions. Male professionals and female clerical workers appear to be the dominant teleworkers. The development of telework programs is inhibited by the reluctance of managers who are concerned about control and cost. Managers also do not perceive that there is a need for teleworking. Employees’ motivation for teleworking is unclear and requires further research.

Georgia Telework Program: Top Lessons Learned, The Clean Air Campaign (Mike Williams), ACT Conference, 2012. This PowerPoint Presentation explains what has been learned about telework from various telework programs throughout the United States including those in the state of Georgia. Data show that telework is a cost effective alternative to the daily commute and has enormous benefits for both employers and employees. A major lesson to be learned is that the benefits of telework must be explained to employers so that they can readily understand that it is an alternative that is in their interest.

Hawkins, M. Soe, L. and Preiser-Houy, L. ―The Effectiveness of Telecommuting for the Employee, Employer, and Society‖, www.csupomona.edu/~jis/1999/preiser-houy.pdf. Telecommuting is one of the fastest growing trends in the world of business. However, in spite of its popularity, some businesses are still reluctant to offer this option to their


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workforce. The findings of the study, which includes data collected from various surveys of telecommuters and their managers, provide strong evidence that the benefits of telecommuting outweigh the costs. The key obstacles to telecommuting are technological problems, loss of personal interaction with coworkers, and legal issues pertinent to labor laws. In spite of these drawbacks, the findings suggest that most telecommuters have a high level of job satisfaction and view the telecommuting arrangement as a positive force in their careers.

Home-Based Workers in the United States: 2010, U.S. Bureau of the Census, by Peter J. Mateyka, et al, October, 2012. Based on the Survey of Income and Program Participation and the American Community Survey, this report examines recent historical trends in the number of people who work from home as well as socio-demographic and economic characteristics and metropolitan variation in home-based work.

How to Make Telework Work, www.blogs.cio.com/it-organization/16694/how-make-telework-work Teleworking has the potential to save money and the environment, but it is still underused. This article asserts that a major part of the problem is that many organizations’ IT infrastructures are not conducive to telework. To make teleworking a plausible organizational strategy, IT needs to be proactive. IT can make telework programs successful in the following ways: remote library access, improved e-mail, videoconferencing facilities, instrumented telework infrastructure, telework infrastructure testing, and education.

Bloom, N. et al. Does Working from Home Work? Evidence from a Chinese Experiment? www.Stanford.edu/~nbloom/WFH.pdf This article explains that a recent experiment by a Chinese company shows that people working from home are more productive and are at less risk for health problems. The company conducted the experiment to save money on rising real estate in Shanghai, recruiting 500 employees and asking half of them to work from home, while the other half reported to the office. The study’s results show that people who worked from home were 13 percent more productive than people working in an office. The study also showed that people working from home were more efficient.

Marketplace, My Life as a Telecommuting Robot, from The Wall Street Journal, August 8, 2012. Employers sometimes argue that teleworking does not allow the everyday interaction that is necessary in face to face meetings and impromptu office discussions. More specifically, teleworking spoils the culture of the organization. One invention that attempts to remedy this problem is the telecommuting robot. The robot moves about the office and enables the teleworker at a remote location to see and speak with managers and colleagues. The robot serves as a surrogate for the teleworker.

Mobility Lab Express, http://mobilitylab.org/2012/07/20/telework-series-part-4-earn-an-extra-8000-per-year/ The Mobility Lab Site completed a four part series on telework. It is found that the total number of Americans teleworking ranges from 5 million to 50 million. There has been no comprehensive study done on this in many years. It is known, however, that a conservative


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estimate is that about 20-30 percent of Americans telework at least some of the time. With 200 million people in the workforce, that amounts to 40 to 60 million people who are teleworking. The Mobility Lab Express mentions two other interesting issues: (1) Telework can help rural economic development by bringing jobs to people instead of their having to drive long distances to reach those jobs and (2) Telework can help people with disabilities enter and remain in the workforce. About one-half of the disabled people in the United States are unemployed and the main reason is lack of transportation.

Pros and Cons of Telework, www.teleworkresearchnetwork.com/pros-cons This article provides a detailed and clear explanation of the key advantages and disadvantages of telework from the viewpoints of both employers and employees. The authors conclude that while there are some very real inhibitors that need to be overcome such as management mistrust, worker isolation, data security, and concerns about career impact, the advantages far outweigh the disadvantages. The primary advantages explained in the article are as follows: teleworking reduces traffic jams, teleworking reduces attrition and unscheduled absences, teleworking increases productivity, and teleworking saves employers money.

Pulsar Advertising Team, Telework! VA Research – Focus Group Report, February 2004. www.commuterpage.com/research. This is a focus group report prepared by The Marketing Source, Inc. of the Pulsar Advertising Team. Four focus groups were conducted in Hampton Roads and two were conducted in Richmond. Participants were persons who determine employee policy. Groups in each market covered both large businesses (over 100 employees) and small businesses (under 100 employees). The following topics were addressed: attitudes toward employee commute, recruitment and retention issues, attitudes toward Telework (perceived employer benefits and barriers and perceived employee benefits and barriers), experiences with Telework arrangements, and developing a Telework Program in Hampton Roads. The focus groups proved to be an excellent forum for explaining the new Telework Program and creating interest. This type of ―small group‖ allowed interactive conversation that peaked interest in the Program. It was concluded that in moving forward, the best promotional tactics may be to strive for small group settings where the Telework!VA Program can be explained and discussed.

Shin, B. Sheng, O., and Higa, K. ―Telework: Existing Research and Future Direction,‖ Journal of Organizational Computing and Electronic Commerce, 10(2), 85-101 (2000). In this article, the authors summarize and characterize existing telework studies and suggest different evaluation criteria for consideration in designing future telework research. The literature review revealed a lack of rigor in the research methodology. Telework research has been somewhat unfocused, and this article was intended to encourage improvement of research practices in this area. It was concluded that telework is likely to produce more visible consequences when it is introduced to address front-end issues such as the reduction of overhead costs, increased productivity, and the enhancement of employee satisfaction and morale.

Telecommuters Don’t Feel Disconnected, www.teleworkresearchnetwork.com/telecommuters-dont-feel-disconnected/7223 According to a University of Wisconsin-Milwaukee study, employees who regularly telecommute do not feel attached to their organization. It was found that more


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communication does not create closer ties; in fact, the opposite is true. The more teleworkers communicated with others, the more stressed their identification with the organization. Increased face-to-face communication, email, instant messaging, and videoconferencing all stressed teleworkers by interrupting what they were doing.

Telework Exchange, The Telework Week 2012: Impact and Year-over-Year Benchmark, May 2, 2012 Following the success of Telework Week 2011, Telework Exchange and Cisco launched Telework Week 2012, an effort to encourage agencies, organizations, and individuals to pledge to telework from March 5 to March 9, 2012. The subsequent report illustrates the impact of this single week, captures feedback from participants, and documents year to year successes in terms of time, environment, and cost savings associated with growing Telework participation. Federal telework participation increased by 97% since 2011. Telework Week 2012 participants saw improved productivity (up to 71% in 2012 from 60% in 2011), and increased continuity of operations (up to 71 % in 2012 from 52% in 2011). Just one in five organizations encountered challenges, such as technical issues, during Telework Week 2012, versus nearly one in three during Telework Week 2011.

Telework Research Network, The State of Telework in the U.S., 2011 This report draws upon, compiles, and summarizes telework research that has been conducted throughout the country. The report highlights statistics associated with the benefits of telework for the employee, the employer, and the environment. For example, it is reported that the current 2.9 million U.S. telecommuters save 390 million gallons of gas and prevent the release of 3.6 million tons of greenhouse gases annually. Also, the greatest barrier to telecommuting, by a wide margin, is management fear and mistrust. The report emphasizes the benefits that could be attained if those who are eligible to telework did so.

Westgroup Research, Employer Telework Focus Group Report –Valley Metro, October 2008. www.valleymetro.org/.../2008_Telework_Roundtable_Report.pdf Valley Metro, as part of its telework research plan, commissioned two focus groups. The groups were conducted with representatives from the various businesses across the Valley. The first group was comprised of seven representatives from organizations that currently do not allow employees to telework but were considering it for the future. Seven representatives from Valley employers that currently allow telework participated in the second discussion. The similarities between the two groups were much more significant than the differences. Both groups felt that the positive impacts of teleworking are as follows: increased productivity, increased retention, lower costs, higher employee morale, recruiting benefits, better employee performance, and less absenteeism. Participants in both groups agreed that the negative impacts include loss of employee control, lack of accountability, perceived unfairness by non-teleworking co-workers, lack of security, and possible increased costs.

When to Let Employees Work from Home, www.entrepreneur.com/article/220683 The author suggests that careful planning for the implementation of a telework program is essential to its ultimate success. The direction and program must come from the top of the organization. Training, security, and communication must be taken into account. Employees should not feel isolated and they should be assured that they could move up the corporate ladder. During the hiring process, candidates should be screened on the basis of their


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interest and ability to work at remote locations. The author concludes by stating that employers agree more and more that teleworking just makes good sense.

Focus Groups

The consultant team conducted two focus groups on October 25, 2012. The detailed report can be found in Appendix A. The highlights of the sessions are provided below.

Telework Focus Groups Summary of Findings Public Sector Employers

Brief Summary

In general, the public sector group was not particularly enthusiastic about telework. Almost unanimously, their supervisors and upper management want to see their employees on site and are very resistant to the implementation of a telework program. Although they recognize the opportunity for substantial benefits to job satisfaction and morale, these employees see their work as highly interactive with the public and, therefore, not conducive to working out of their offices. They also referred to the need to pay heed to public perception that government employees have a strong working presence in their offices rather than at home or elsewhere Telework can work in special situations—generally only temporarily, and it does not offer much in the way of cost savings to their employers.

Introduction

The public sector group was represented by 11 participants from the following employers:

United States Department of Veterans Affairs (many employees in vanpools from Riverside County; many from Eastlake and some from Riverside County)

United States Department of the Navy (employees from four counties—Long Beach being farthest residential location---also very transient workforce)

University of California—San Diego (employees in clusters throughout the region—many in nearby zip codes but some from Riverside County and International Border)

California State University-San Marcos (many employees from Riverside County)

County of San Diego (many employees from Riverside County)

City of Coronado (not many from Coronado—some as far away as Riverside, Alpine or Mexico)

City of Encinitas (employees from Downtown San Diego to North County—all within San Diego county)

City of Oceanside (one-half of employees from Orange County and Riverside County)

San Diego County Water Authority (employees South Bay to North County)

San Diego County Regional Airport Authority (employees from Riverside County to East County plus some from international border area)

North County Transit District (employees spread throughout San Diego County)

As such, this public sector group was well represented by two federal employers, two State University employers, four local general governments, and three special districts. These employees held the following positions with their employers (the sequence listed below is not correlated to the list of employers in order to protect the anonymity of these participants, as was promised during the introduction by Dr. Louis M. Rea.

Commuter Coordinator

Human Resource Specialist

Controller


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Planner

Community Relations Supervisor

Transport Incentive Program Manager

Human Resources Manager

Administration Office Staff Officer

Deputy City Manager

Traffic Engineer

Commuter Solutions Manager These employers or the departments overseen by focus group participants represented as few as 60 employees and as many as 20,000 employees. The median size employer had 360 employees represented by the participant.

Commuting Business Practices

Commute Benefit Programs: Among these employers (and again in no particular order), the following commute benefit packages are available:

1. Free transit passes to employees are used by ―a good number of people‖—rail, in particular. 2. No subsidies—lots of free parking, so most drive, but some bicycle. 3. Currently disrupted by construction at work location. Transit encouraged, especially now.

The bus is conveniently located. Vanpools are down in use because of the construction. They use a ride matching program.

4. Free parking but still some vanpools and carpools. Employer pays one-half cost of transit pass. SANDAG’s iCommute website is good.

5. Employees have nine days of work every two weeks (compressed work week). One-half of transit cost is reimbursed but is minimally used. Much available parking.

6. Only two employees use iCommute. 7. Refer employees to Google for transit information—iCommute, too. Information available on

their own website. 60 vanpools operating. Shuttle system provides four million rides per year—equivalent to third largest transit system in County. Free or discounted transit offered (to be tightened in budget ―crunch‖), and parking is expensive. They have had a very significant increase in number of employees and other visitors/students over the years but the same number are driving alone—the rest using alternative modes.

8. Push iCommute and carpool. 9. Push iCommute.

General Impressions of Telework/Telecommute

Images of Home-Based Telework: When shown a series of four pictures of the working at home environment (see Appendix A), the following comments were made by participants:

Upper management does not like telework

Will not work—need to work with public on permits, counter jobs. Could be okay for administrative jobs

Will cause jealousy among employees

We pay consultants good money and do not want to hear children in the background.

Can work for employees in the field who can stop at a Starbucks rather than come all the way back to the office

Very few can work at home. There is need for collaboration.

Pictures that were selected are stereo-typical and do not help the case for telework-―This is what people think of…‖

Absurd not to consider telework

Need to have dedicated resources—computers, phone, printer, etc.


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Images from Starbucks-like Facilities or Telework Centers: When shown a series of 4 pictures of the working at a Starbucks-like facility or a telework center (see Appendix A), the following comments were made by participants:

Good for large organizations, but not for small government where people know you and would recognize you at Starbucks

Good work gets done at Starbucks

Tried telework center—did not work—software problems, but this was long time ago.

Managers want to see people sitting there

Technology better now—can track employees using GPS Suitable Positions for Telework: Particularly good when employee needs to focus and avoid interruptions.

Information Technology (IT)

Creative/Concept development/Marketing

Report writing

Research

Communications/Graphics Participants named the following types of equipment or technology that are necessary at a telework location:

Computer

Telephone

Internet

Separate room

Liability sign-off

Printer

Scanner

Copier

Shredder

Webcams

CAD software

Sensitive information must be protected

Some provision for face-to-face time Requests for telework have generally been driven by sick children or other family members, ―extreme ― emergencies, home repair appointments, special report writing, gas costs, or that work requires a full day on computer with no need to be in the office. Employers are more likely to accept compressed work week and are happy to have workers work at home during off hours after having been at work for their full shift. CSU San Marcos has satellite campus in Temecula—employees can work there 1-2 days per week—the culture at schools is to be there for the students. UCSD has a very thorough telecommute document that leads to very little telework. Managers generally frown upon telework.

Terminology—Telework vs. Telecommute/Definition of ―Telework‖

Respondents were asked whether they favored the term ―telework‖ or ―telecommuting.‖ They were also asked to comment on the following definition:


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―Telework is defined as performing your work duties during your normal work hours from home (or from a satellite facility that is closer to your home than the regular office) for the entire workday instead of commuting to the regular office.‖

Most preferred ―telework‖—one favored telecommute

Prefer ―work‖ in the term

Should be a different term for working at a satellite office because the worker is still getting in a car and going to work—does not take trips off the road

Finding a commonly agreed upon definition is important—managers need to know what it is.

What is meant by ―normal‖ hours? Teleworkers work flexible hours.

Benefits and Challenges

Telework Benefits: A list of potential benefits for telework was projected on the screen in groups by subject matter (see Appendix A). The participants commented on some of these potential advantages as indicated below.

Cost Savings: These make sense, but managers do not see things this way. The respondents did not really see much of a recruiting advantage, especially in the current economy where they are ―flooded‖ with applicants. Savings, if any, are offset by technology costs. Generally not really much of a cost savings.

Labor-related Advantages: These are more relevant and convincing than cost savings. Morale and job satisfaction plus fewer disruptions are particularly meaningful. Need very specific policies or else too much leeway will be sought. Everybody must know who is eligible and why. It is not telework so much as the worker—―People are going to work or not.‖

Employee Advantages: Some employees see telework as being ―made to stay at home.‖ Can work temporarily during recovery periods from surgery or illness or in later stages of terminal illness.

Green Policy: There was much agreement about the green/environmental advantages of taking cars off the road for two hours and the resulting savings in fuel and emissions. On the other hand, it was thought that offices are much more ―green‖ than are homes, so that working at home would use energy that would not be consumed in the office.

Telework Challenges: A list of potential disadvantages for telework was projected on the screen in groups by subject matter (see Appendix A). These participants commented on some of these potential disadvantages as indicated below.

Start-up costs, including strong firewalls

Jealousy and envy among workers

Management resistance

Telework can cause ―out of sight/out of mind‖ effect whereby employee loses out in promotions that are awarded to employees whose presence is more obvious.

Absence of collegial relationships with fellow employees.

Better to use consultant. Why have all the added costs of employee who is not there?

Employee who teleworks must learn to use e-mail very efficiently—when to e-mail, phone or come to work

How much does management really know about what you do when you are not there?

Can only work with very clear expectations from management and sometimes those are not known in advance and evolve with the project


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Exercises: Three forms were distributed to the focus group participants, as follows:

A list of the potential benefits of teleworking that were projected on the screen was provided to each participant. They were asked to rank each advantage from 1 (most beneficial) to 7 (not at all beneficial) as they relate to their organization.

A list of the potential challenges of teleworking that were projected on the screen was provided to each participant. They were asked to rank each challenge from 1 (not a challenge) to 7 (the greatest challenge) as they relate to their organization.

One final question asking the participants to rank how important or unimportant the development of a telework program is to their organization—scale 1= very important and 4 = not important at all.

The results are summarized below. Telework Benefits: The potential benefits of telework were rated by public sector participants as indicated in Table 1, with a rating of 1 being Most Beneficial and a rating of 7 being Not at All Beneficial. Based upon the mean ratings, most beneficial overall are Improves Morale and Job Satisfaction (mean = 2.4), Advances the Green and Sustainability Goals of Organizations (mean = 2.4), Accommodates Those with Health Problems or Disabilities (mean = 2.5), and Takes Advantage of Modern Efficiencies Such as Webcams and Teleconferencing (mean = 2.6). Those benefits with the most ratings of 1 = most beneficial were Reduces Disruptions due to Employees’ Inability to Get to Workplace, Accommodates Those with Health Problems or Disabilities, (each with four ratings = 1) and Telework Advances Green or Sustainability Goals plus Improves Morale and Job Satisfaction (each with three ratings = 1). On the negative side, the lowest rated benefits were Savings Reduce Need to Downsize (mean = 6.0), Taps Labor Markets from Geographically Remote Areas (mean = 4.7), Reduces Travel Costs for Employees (mean = 4.6). Potential for Tax Credits and Other Incentives (mean = 4.5), and Option for Relocating Employees (mean = 4.4). Telework Challenges: The challenges to teleworking among the public sector participants are shown in Table 2. The most significant challenges are Management Resistance and Skepticism (mean = 5.5), Start Up and Operating Costs (mean = 5.1), Jealous or Resistant Colleagues (mean = 4.9), and Employee Safety issues and Potential Liability (mean = 4.8). By far, the challenge that received the most challenging rating most often was Management Resistance and Skepticism (4 ratings = 7). Least challenging were Deciding Which Jobs are Telecommuting Appropriate (mean = 3.2), Security of Information and Files (mean = 3.3), Coordinate, Control, and Evaluate Staff (mean = 3.5), and IT Equipment and Support (mean = 3.6). Importance of a Telework Program: On a 1-4 scale, with 1 being very important and 4 being not at all important, public employees rated the importance of a telework program right in the middle (mean = 2.5), with one person rating telework at 1, four persons at 2, five persons at 3, and one person at 4.


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Table 1 Potential Telework Benefits for Public Sector Employers (number of respondents selecting particular rating are indicated in cells)

Please rate each potential benefit of telework as it relates to your organization. Use a scale from 1 to 7, where 1 = most beneficial and 7 = not at all beneficial. If you feel that a potential benefit is not on this list, please print that benefit in the other (specify) section and rate it in the same way as the others.

1= Most Beneficial 7 = Not at All Beneficial

Benefits 1 2 3 4 5 6 7 Mean

Improves morale and job satisfaction 3 3 4 1 2.4

Telework advances the green or sustainability goals of companies 3 5 1 1 1 2.4

Accommodates those with health problems or disabilities 4 2 2 2 1 2.5

Telework takes advantage of modern efficiencies such as webcams and Teleconferencing

2 4 2 2 1 2.6

Reduces disruptions due to employees’ inability to get to workplace (e.g. inclement weather, storms)

4 1 2 2 2 2.9

Increases productivity and job performance 1 1 6 2 1 3.1

Improves recruitment and retention of key employees – reduced hiring and training costs

1 3 1 3 2 1 3.7

An option for relocating employees 2 3 1 1 2 2 4.4

Potential for tax credits and other incentives 1 1 2 3 2 2 4.5

Reduces travel costs for employees – allows employer to pay less salary/wages 2 2 2 4 1 4.6

Taps labor markets from geographically remote areas – increased applicant pool 2 2 2 3 2 4.7

Savings reduce need to downsize 2 1 3 5 6.0


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Table 2 Potential Telework Challenges for Public Sector Employers (number of respondents selecting particular rating are indicated in cells)

Please rate each potential challenge of telework as it relates to your organization. Use a scale from 1 to 7, where 1 = not a challenge and 7 = the greatest challenge. If you feel that a potential challenge is not on this list, please print that challenge in the other (specify) section and rate it in the same way as the others.

1= Not a Challenge 7 = Greatest Challenge

Challenges 1 2 3 4 5 6 7 Mean

Deciding which jobs are telecommuting appropriate 3 1 1 3 2 3.2

Security of information and files 3 3 4 1 3.3

It may be harder to coordinate and control staff and monitor their performance 2 5 2 1 1 3.5

IT equipment and support costs 1 6 1 1 2 3.6

Need to change methods of evaluation that do not include the physical presence of employees

1 4 2 2 2 3.9

Not everyone is well-suited to work at home – need to evaluate employee Suitability

1 3 2 4 1 4.1

Management must find new and innovative ways of connecting to employees 2 4 4 1 4.4

Can disrupt ―teamwork’ and organizational culture; lack of brainstorming ability (employee’s isolation)

4 4 2 1 4.6

Employee safety issues and potential liability of worker’s comp issues (e.g. employee falling in home); other liability not covered by employer

1 1 1 4 4 4.8

Jealous and/or resistant colleagues 1 1 6 3 4.9

Start up and operating costs: telework policy, guidelines, training, evaluation 1 1 5 2 2 5.1

Management resistance and skepticism 2 1 1 3 4 5.5


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Telework Focus Groups Summary of Findings Private Sector Employers

Brief Summary

In general, the private sector group is more experienced with telework and more supportive of it than the public sector. As with the public sector, the biggest challenge is management. For most of these private employers, supervisors and upper management want to see their employees on site and are resistant to the implementation of a telework program. The private sector is more attuned to potential cost savings associated with telework, especially with regard to space needed for operations. The private sector is particularly sensitive to the potential isolation of telework and to the possibility of a reduced potential for advancement because of that isolation. As might be expected, the security of information and the need for more sophisticated technology are of importance to the private sector to a greater degree than to the public sector participants.

Introduction

The private sector group was represented by 14 participants from the following employers:

SAIC (manages 15 telecommuting employees ―all over the country.‖—otherwise, others generally within 30 miles of worksite)

Sony (mostly North County residents)

URS Corp. (most employees commute 10+ miles)

Intuit Consumer Tax Group (some teleworking already occurring)

Parsons Brinckerhoff (half live in central San Diego County and half live in North County)

Sharp Healthcare (multiple hospital and office locations throughout the County)

Cox Communications (employees reside North County to International Border—Highest concentration in East County and Chula Vista)

Solar Turbines, Inc. (employees Murrieta to Mexico—some from Arizona)

AECOM (employees Ramona to Tijuana)

BD Biosciences/Pharmingen (employees live from International Border to San Marcos to Spring Valley)

Barona Casino and Resort (East County concentration of employees)

Salk Institute (most employees live in the Golden Triangle/UTC area)

Kyocera International (employees Hemet to South Bay)

KTU&A (employees ―all over‖ San Diego County)

As such, this private sector group was well represented by defense contractors, consulting planners and engineers, manufacturers, High tech and Bio-tech employers, large medical and medical research firms, communications, and a resort/casino. These employees held the following positions with their employers—many administer their firm’s bicycle commute, iCommute, green team and sustainability programs. The sequence listed below is not correlated to the list of employers in order to protect the anonymity of these participants, as was promised during the introduction by Dr. Louis M. Rea.

Senior Benefits Administrator

Assistant to Facilities Director

Program Managers (3)

Engineers (2)

Senior Planner

Environmental Health and Safety Supervisor

Administrative Assistant

Systems Test Manager


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Transportation Planner

Senior Human Resources Consultant

Marketing Coordinator

These employers or the departments overseen by focus group participants represented as few as 15 employees and as many as 18,000 employees. The median size employer had 400 employees represented by the participant.


Commute Benefit Programs: Among these employers (and again in no particular order), the following commute benefit packages are available:

1. iCommute, subsidized bus passes ($200 per month), bike-to-work, subsidized vanpool, 50

employees working from home 2. Vanpools ($100 subsidy but dying out—was 5..now 2) and employee shuttles to Trolley

stations, staggered schedule over 24 hours (10 hour shifts) 3. Many Trolley commuters, iCommute, $72/month transit subsidy, showers for bicycle

commuters 4. Strong supporter of iCommute 5. iCommute, $20 transit subsidy/month 6. Very flexible schedules, iCommute and Bike-to-Work Challenge 7. Vanpools, carpools, bike-to-work, iCommute, bus pass subsidies 8. Telecommuters throughout country, shuttles from Coaster to office 9. Flexible work arrangements 10. Rideshare program (60 now carpool), $65 to bicycle commuters, $20 per carpool person,

flexible work hours 11. Have tried carpools/vanpools, but little success


Images of Home-Based Telework: When shown a series of 4 pictures of the working at home environment (see Appendix A), the following comments were made by participants:

1. One-year pilot project led to SAIC IT group all working at home 2. Telework is not a replacement for child care—must sign such an agreement 3. Ergonomic person comes to home to inspect. Staff loves it—some concern about lack of

social contact 4. Require a picture of workspace for review 5. Teleworkers were able to keep working when power went down a couple years ago—same

with other access problems such as sink hole. 6. Too much sophisticated equipment to work at home 7. Two people get to work at home—others are upset, as is management 8. Must take breaks and lunch—must be managed

Images from Starbucks-like Facilities or Telework Centers: When shown a series of four pictures of the working at a Starbucks-like facility or a telework center (see Appendix A), the following comments were made by participants:

Not acceptable with construction info on laptop

Not acceptable if laptop contains much customer information

Not acceptable for military work

One company’s offices already look like telework center. They do not want workers to ―nest‖ at their worksite. Pictures are ―exactly what it looks like.‖ Encourages telework to save costs.


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Suitable Positions for Telework: Particularly good when employee needs to focus and avoid interruptions.

Must work independently

EIR reports

Administration—can call in for meetings via teleconferencing

Will not work for scientists who need lab

Will not work for manufacturing

Will not work for service-oriented or client-based businesses

SAIC, Sony and Sharp have formal policies. Sony tried to get more people working at home, but they were afraid of ―out-of-sight-- out-of-mind.‖

Jobs with varying workloads—―Why wait in office when not busy?‖

Participants named the following types of equipment or technology that are necessary at a telework location:

Laptop Computer capable of handling large programs quickly (VPN)

Instant messaging

Cell phone

Internet connection

CAD software

GIS

Virtual center that connects to company computer from any device

High quality desk and chair for safety and work comp issues

Webcam

Some way to track/watch people working at home Requests for telework have generally been driven by sick children or other family members, or emergencies. Management has been opposed initially (―champions needed‖). Management takes position that if they are there, everyone should be there.

Terminology—Telework vs. Telecommute/Definition of ―Telework‖

Respondents were asked whether they favored the term ―telework‖ or ―telecommuting.‖ They were also asked to comment on the following definition:

―Telework is defined as performing your work duties during your normal work hours from home (or from a satellite facility that is closer to your home than the regular office) for the entire workday instead of commuting to the regular office.‖

The terms are really interchangeable—one thought that ―telework‖ could be part of a day but that ―telecommute‖ meant full day

Should use ―flexible work arrangement‖ in definition—―normal work hours‖ seems restrictive

Use term ―work shift‖ instead of ―hours‖

Expands work day over several time zones


Telework Benefits: A list of potential benefits for telework was projected on the screen in groups by subject matter (see Appendix A). The participants commented on some of these potential advantages as indicated below.


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Cost Savings: Sharp and Intuit are particularly focused on this advantage—real estate costs in particular. Retention and recruitment advantages are there but not huge and management has yet to ―buy-in‖ on these. Marketing person moved to Florida and could be retained.

Labor-related Advantages: More applicable than cost factors. Easier to reach someone at home vs. walking around halls of workplace. Definite increase in morale and job satisfaction.

Employee Advantages: Health and disability issues struck a very responsive chord among participants. Can work temporarily during recovery periods from surgery or illness.

Green Policy: There was not much discussion about this except that everyone agreed that it is a consideration.

Telework Challenges: A list of potential disadvantages for telework was projected on the screen in groups by subject matter (see Appendix A). The participants commented on some of these potential disadvantages as indicated below.

Jealousy and envy among workers—big issue

Management resistance—management wants you there and does not want to ―figure out‖ a different way of doing things

Collaboration (brainstorming) is difficult

Not all employees have laptops

Some jobs need much supervision

Information must be secure

Two employers require employees to only use company computers—they cannot bring in own equipment—virus risk

Telework can cause ―out of sight/out of mind‖ isolation effect whereby employee loses out in promotions that are awarded to employees whose presence is more obvious.

Teamwork disrupted

Can only work with very clear expectations from management and sometimes those are not known in advance and evolve with the project. Need to develop new evaluation procedures-need more teammate feedback.

Need to get manager ―on-board.‖ If managers are supportive, ―they’ll find a way.‖

Sounds great until you do it. Routine jobs are particularly problematic—hard to get motivated.

Exercises

Three forms were distributed to the focus group participants, as follows:

A list of the potential benefits of teleworking that were projected on the screen was provided to each participant. They were asked to rank each advantage from 1 (most beneficial) to 7 (not at all beneficial) as they relate to their organization.

A list of the potential challenges of teleworking that were projected on the screen was provided to each participant. They were asked to rank each challenge from 1 (not a challenge) to 7 (the greatest challenge) as they relate to their organization.

One final question asking the participants to rank how important or unimportant the development of a telework program is to their organization—scale 1= very important and 4 = not important at all.

The results are summarized below.


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Telework Benefits: Table 3 shows the arithmetic mean ratings of the potential benefits of telework as rated by private sector participants. These private sector participants find these features of teleworking to be more beneficial, across the board, than does the public sector. Most beneficial are Improves Morale and Job Satisfaction (mean = 1.6), Reduces Disruptions due to Employees’ Inability to Get to the Workplace (mean = 2.1), and Improves Recruitment and Retention of Key Employees (mean = 2.3). Those benefits with the most ratings of 1 = most beneficial were Improves Morale and Job Satisfaction (eight ratings = 1), followed by Reduces Disruptions due to Employees’ Inability to Get to the Workplace, Improves Recruitment , Retention of Key Employees, and Accommodates Those with Health Problems or Disabilities, (each with five ratings = 1). On the negative side, the lowest rated benefits were Savings Reduce Need to Downsize (mean = 3.8), and Reduces Travel Costs for Employees (mean = 3.7). Telework Challenges: The challenges to teleworking among the private sector participants are shown in Table 4. Just as the private participants see greater benefits from telework, they also do not view many of the challenges to be as daunting as do the public sector participants nor do they dismiss some of the challenges as easily as does the public sector. The most significant challenge is that Teamwork and Organizational Culture Can Be Disrupted (mean = 5.3). This is followed by a series of challenges—all with means of 4.6. These are Management Resistance and Skepticism, Harder to Coordinate, Control and Evaluate Staff, Security of Information and Files, Deciding Which Jobs are Telecommuting Appropriate, and Management Must Find New and Innovative Ways to Communicate. Two of these challenges (Coordination and Deciding Which Jobs for Telecommuting) were seen by the public sector as being among the least challenging factors to consider. The features that received the most challenging rating most often were Management Resistance and Skepticism (5 ratings = 7) and Disruption of Teamwork and Organizational Culture (4 ratings = 7). Least challenging were cost factors: IT Equipment and Support Costs (mean = 3.1) and Start up and Operating Costs (mean = 3.2). Start Up and Operating Costs were seen as a big challenge by the public sector. Importance of a Telework Program: On a 1-4 scale, with 1 being very important and 4 being not at all important, private sector employers rated the importance of a telework program higher in importance than did the public sector, with a mean of 2.0. Interestingly, private employers were much more pro or con than were public sector participants, with six participants indicating the highest degree of importance (in contrast to only 1 such response from the public sector) and three indicating no importance at all (in contrast, again, to only one from the public sector). There were no ratings of 3 = somewhat unimportant for private employers and, yet, that was the most cited rating among public employees (5 such responses). The most frequently selected rating among private employers was 2 = Somewhat Important.


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Table 3 Potential Telework Benefits for Private Sector Employers (number of respondents selecting particular rating are indicated in cells)

Please rate each potential benefit of telework as it relates to your organization. Use a scale from 1 to 7, where 1 = most beneficial and 7 = not at all beneficial. If you feel that a potential benefit is not on this list, please print that benefit in the other (specify) section and rate it in the same way as the others.

1= Most Beneficial

7 = Not at All Beneficial


Improves morale and job satisfaction 8 4 1 1.6

Reduces disruptions due to employees’ inability to get to workplace (e.g. inclement weather, storms)

5 4 3 2 2.1

Improves recruitment and retention of key employees – reduced hiring and training costs

5 3 4 1 1 2.3


Telework advances the green or sustainability goals of companies

4 5 2 2 1 2.6


An option for relocating employees 3 5 2 2 1 2.7

Telework takes advantage of modern efficiencies such as webcams and Teleconferencing

3 3 4 2 1 1 2.9

Taps labor markets from geographically remote areas – increased applicant pool

4 1 3 2 1 2 3.1


Reduces travel costs for employees – allows employer to pay less salary/wages

3 4 2 2 2 1 3.7

Savings reduce need to downsize 1 1 5 2 1 2 1 3.8

Other, please specify-----Saves employee time

1


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Table 4 Potential Telework Challenges for Private Sector Employers (number of respondents selecting particular rating are indicated in cells)

Please rate each potential challenge of telework as it relates to your organization. Use a scale from 1 to 7, where 1 = not a challenge and 7 = the greatest challenge. If you feel that a potential challenge is not on this list, please print that challenge in the other (specify) section and rate it in the same way as the others.

1 = Not a Challenge

7 = Greatest Challenge



Start up and operating costs: telework policy, guidelines, training, evaluation

2 2 6 1 1 2 3.2

Employee safety issues and potential liability of worker’s comp issues (e.g. employee falling in home); other liability not covered by employer

1 4 3 4 2 3.4

Need to change methods of evaluation that do not include the physical presence of employees

1 1 7 5 4.1

Jealous and/or resistant colleagues 1 1 5 1 1 3 2 4.2

Not everyone is well-suited to work at home – need to evaluate employee Suitability

2 2 3 4 1 2 4.4


It may be harder to coordinate and control staff and monitor their performance

1 2 6 3 2 4.6

Security of information and files 1 1 3 3 2 1 3 4.6

Management must find new and innovative ways of connecting to employees

1 2 4 3 3 1 4.6

Deciding which jobs are telecommuting appropriate

1 1 6 2 1 3 4.6

Can disrupt ―teamwork’ and organizational culture; lack of brainstorming ability (employee’s isolation)

2 2 2 4 4 5.3

Interview Findings

Purpose

The purpose of these telephone interviews is to refine and inform the information obtained in the focus group discussions. This information would be used in the development of the instrument for the formal scientific survey. The intent of this process is to contact major public and private employers in the San Diego region in an effort to obtain detailed information about each agency’s telework policies and/or options. There was also interest in speaking to agencies that do not permit telework options at all. A major goal was to speak with someone who represents upper management or at least someone in the Human Resources Department. The discussion guides, used for the telephone interviewing process, are available in Appendix B.

Procedural Issues


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Rea & Parker Research found that many employers refused to discuss their agency’s telework employee options. Others provided only limited information. Most agency representatives commented that the telework policies and/or options are highly sensitive and they would not want to see any information in this regard in a formal report. These individuals spoke about their telework options with the understanding that their agency policies or information about telework would be discussed only as part of a larger discussion and would not be specifically correlated with their agency by name. Other agency representatives called our attention to a formal survey that was in process at the same time as Rea & Parker Research was making these less formal calls. These individuals indicated that they already completed a survey by telephone or that they were contacted and did not want to disclose any information about telework.

Summary of Telephone Conversations

Specific Public Agencies

Camp Pendleton: Our contact at the Camp Pendleton Military Base was very forthright about telework policy at the Base and provided this policy to Rea & Parker Research. A summary of some key characteristics at Camp Pendleton follows: o All civilian employees are evaluated to determine their eligibility for telework; currently,

13% are eligible and of these 13%, 15% actually perform telework procedures (2% of all civilian employees). The Camp Pendleton telework goal is to increase telework participation to 25% of the eligible workforce; telework employees perform on average 120 hours of telework per year.

o Telework for eligible employees is supported and encouraged at all levels. o Telework is voluntary and entails a formal written agreement between the supervisor and

the teleworker.

City of San Diego: The City of San Diego produced a thorough telework policy in 2004 and it has not been updated since that time. This policy is no longer operational. The City of San Diego provides telework options but this is accomplished informally between the supervisor and the teleworker. It is interesting and instructive to note some of the key features of the 2004 City of San Diego Telework Policy: o The teleworking agreement required agreement and signatures from the teleworker, the

supervisor, and Deputy Director/Assistant Chief. o The teleworking agreement was always voluntary for the employee and his/her

supervisor, and could be terminated by either party any time without grievance. o The functions and tasks appropriate for teleworking need not comprise the employee’s

total job. However, an employee’s job duties must be able to accommodate a full day’s work away from the office.

o The City was not required to provide computer or other equipment for use at the home office and could choose telework employees partially based on the employee’s willingness to provide the necessary equipment on their own.

o Employees eligible for participation in the Telework Program should be self-motivated, well-organized, possess strong time management and communication skills, and require minimal supervision. These employees should have at least a satisfactory job performance evaluation or higher.

o Attendance at a telework training session was recommended for both the employee and his/her supervisor.

San Diego State University: San Diego State University does not have a telework policy and such a policy can only be developed through negotiations with the relevant unions. Teleworking among non-faculty personnel is discouraged in the absence of a policy. Some


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departments, however, permit some limited teleworking by staff employees at the discretion of the appropriate administrator.

Public Agencies (not mentioned above) and Private Agencies:

Representatives of three other public agencies were interviewed and these are as follows: City of Carlsbad, San Diego Unified School District, and Otay Water District. Rea & Parker Research interviewed six private agencies -- three of these agencies are as follows: Cox Communications, Qualcomm, and Sharp Healthcare. The other three private agencies cannot be identified.

Some of these agencies do not have a formal telework policy and some have few or no options available for employees to telework. These agencies actually discourage telework for their employees and provide the following reasons for their current attitude toward telework: o Jealousy and ill-will may occur among employees when it is found that some employees

are permitted to telework and others are not. o Management and supervisorial personnel do not feel that they will obtain the same level

of productivity from a teleworker that they would from someone who works on site.

Some agencies have a formal plan and/or informal telework options. The following points summarize plan features and attitudes toward telework: o Security associated with the telework employees is generally not an issue. Telework

employees use the same computer fraud prevention techniques as required on site in the traditional office. Further, telework employees provide no more risk to security than employees who take work home after work hours and on weekends.

o Generally, an employee is permitted to telework at the discretion of the immediate supervisor. Frequently, more traditional managers are not convinced that telework is a viable option.

o Some managers find that it is inconvenient when a teleworking employee is required to teleconference, especially when a meeting becomes necessary at the spur of the moment.

o Only a relatively small portion of the agency’s jobs are generally suitable for telework; thus, only a small proportion of an agency’s employees are usually eligible to telework.

o Job performance is almost always a major criterion for determining who is permitted to telework.

o Some agency representatives indicated that teleworking employees return to the office refreshed after their teleworking experience; moreover, they return with a renewed sense of commitment to the organization.

o Some agencies have strict safety requirements regarding a home office and the home office is subject to regular safety inspections.

o Most agencies have accountability measures in place. That is, generally, teleworking employees must sign in and sign out through their e-mail to indicate when they are at their work station and when they are not.

Survey Findings

Using the findings from the focus groups and the interviews, the consultant team developed a set of questions for a survey of San Diego County employers. The goal of the survey was to gather information on the following aspects of telework.

Determine the telework opinions and experiences of three types of organizations (1) organizations that have adopted formal telework policy (2) organizations that practice informal


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telework options without a formal plan, and (3) organizations that possess neither a formal telework plan nor practice informal telework options

Determine the type of work done by telework employees and identify the type of work not suitable for telework

Determine accountability and evaluation procedures for telework employees

Determine the size of telework operations and the frequency that telework takes place

Determine home office considerations including security, equipment, and technology

Determine perceived challenges to telework as well as perceived benefits

Determine the extent to which organizations welcome help from SANDAG to develop or enhance their telework operations.

Determine whether organizations would consider participating in a telework pilot program

Survey Sample

The survey was conducted by a random telephone sample of 400 respondents in order to secure a margin of error not to exceed +/-4.9 percent at 95 percent confidence. Team member Rea & Parker Research purchased a sample working population comprised of public and private organizations that are likely to have a substantial number of jobs suitable for telework. The list that was purchased also contained the number of employees in each organization. Specific departments were targeted and department heads or top corporate officers (whose names were included in the purchased file) were then called and asked to participate. Inasmuch as larger corporations could be expected to have a number of departments and that these departments could have differing telework policies, the survey sample was allowed to include up to three department heads for any one organization. The telework suitability was determined from the focus group results where telework oriented jobs were identified in part as information technology, concept development, marketing, report writing, research, communication/graphics, and word processing and data entry. Potential survey respondents were asked if they were able to answer questions about non-traditional work locations on behalf of their department or organization. If the person indicated that he/she was not able to answer such questions, they were asked for a referral. When respondents asked about the purpose of the survey, they were told ―this study is designed to help the San Diego Association of Governments improve transportation and commuting practices in the San Diego region.‖ The survey was conducted from January 8 to January 24, 2013. Among those listed parties who were reached by telephone, 51 percent participated in the survey, producing 400 respondents in total.

Summary of Key Survey Findings

Organizations with Formal Telework Plans

Development and Implementation of Telework Policy

Nearly one-fourth (24 percent) of organizations with formal telework plans are represented by the health care industry; one-fifth (20 percent) are represented by high-tech, communications, and defense, and another 11 percent are associated with retail.

Organizations adopted formal plans largely in response to employee requests (22 percent) followed by an initiative by upper management and an effort to retain and recruit qualified staff (each 20 percent).


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Nearly three-fifths (56 percent) of these organizations indicate that report writing is the dominant type of work performed by telework employees; information technology (51 percent) and word processing/data entry (49 percent) were also reported as significant telework activities.

Among the organizations that provide jobs not suitable for telework, over one-fourth (27 percent) indicated that hands-on/factory work is high on the list followed by jobs requiring face-to-face interaction (21 percent).

Nearly three-fourths (73 percent) of these organizations have not faced employee discontent regarding who is permitted to telework and who is not.

Frequency of Telework Operations

Among these organizations, over one-fourth (26 percent) of teleworking employees telework on average every weekday and another 43 percent telework on average 1-2 days per week.

In the last 2 years, nearly one-half (47 percent) of these organizations reported an increase in the number of teleworkers.

Home Office and other Offsite Work Locations

Among these organizations, nearly three-fourths (73 percent) of telework employees work from their home and another 20 percent work from their home sometimes and from another location at other times.

Among the organizations that have physical requirements for telework locations, one-third requires basic equipment such as a fax machine and Internet access; another 21 percent state that the telework location must be a dedicated workplace that is free of distractions.

Teleconferencing capability and special software are available to teleworkers in well over three-fifths of the organizations with a formal plan; when this equipment is required by the employer, the employer supplies it in the vast majority of the instances.

Four-fifths of organizations address security concerns in their formal telework plan. Accountability and Evaluation

Over two-fifths (42 percent) of the organizations hold their teleworkers accountable by requiring them to sign-in and out of duty; 49 percent have no accountability measures in place.

Most organizations (59 percent) judge the quality and quantity of the work done as an indication of the success or lack of success of the teleworker.

Benefits and Challenges of Telework

The primary benefits of telework are viewed as employee morale and job satisfaction (29 percent) followed by recruitment and retention of qualified employees (16 percent).

The main challenges to telework are the difficulty in coordinating and controlling telework staff (16 percent) followed by the notion that telework disrupts teamwork and the organizational culture (11 percent).

These organizations are moderately interested in obtaining help from SANDAG to improve or expand their telework programs – interest spans from financial assistance (29 percent) to training managers (24 percent) to technical assistance (20 percent).


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Organizations with Informal Telework Options (No Formal Plan)

Basic Telework Characteristics

1. Organizations with informal telework policies are most represented by the construction and hospitality/recreation industries (each 13 percent).

2. Report writing (56 percent) is the dominant type of work performed by telework employees (as was the case with formal plans), closely followed by word processing/data entry (55 percent); research analysis (52 percent) was also reported as a significant telework activity.

3. Among these organizations that provide jobs not suitable for telework, over two-fifths (44 percent) indicated that hands-on/factory work tops the list as not suitable for telework; accounting, administration, and human resources related jobs follow (21 percent).

4. Over two-fifths (43 percent) of organizations take job performance into account when determining eligibility for telework; 57 percent do not take job performance into account.

5. Nine in ten of these organizations have not faced any employee discontent regarding who is permitted to telework and who is not.

Security and Accountability

Seven in ten organizations address security concerns in their telework operations.

Over one-third (34 percent) of these organizations hold their teleworkers accountable by requiring them to sign in and out of duty; by contrast, 66 percent have no accountability procedures in place.


Among these organizations, 45 percent of their teleworking employees telework on average a few times per month or less and another 29 percent have employees that telework on average 1-2 days per week. Ten percent of these employees telework every weekday.

Consideration of a Formal Telework Policy

Less than one-third (29 percent) of these organizational representatives felt that the upper management of the organization would be in favor of developing a more formal telework policy;

It is thought that upper management may be motivated to adopt a formal plan if it is shown that telework leads to cost savings and business expansion.


The primary benefits of telework are viewed as employee morale and job satisfaction (20 percent) followed by productivity and job performance (19 percent).

The main challenges to telework are the difficulty in coordinating and controlling telework staff (18 percent) followed by the need to find new and innovative ways to communicate with employees as well as making a determination as to which jobs are suitable for telework (each 11 percent).

These organizations are moderately interested in obtaining help from SANDAG to formalize and expand their telework programs – interest spans from financial assistance (27 percent) to training managers (25 percent) to technical assistance (22 percent).


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Interest in a Telework Pilot Program

Well over one-fourth (29 percent) of these organizations would consider participating in a telework pilot program in an effort to find out if expanding telework would represent a positive direction for their organization.

Organizations with Neither Formal Telework Plans nor Informal Options

General Orientation to Telework Options

Organizations with neither a formal telework plan nor informal policies are represented to the greatest extent by the construction industry (14 percent) and the hospitality/recreation industry (13 percent); retail (11 percent) and high-tech/communications/defense (9 percent) follow in importance.

Nearly 7 in 10 of these organizations rated the types of jobs that they offer as either a big challenge or a very big challenge in instituting a telework program; security (45 percent), cost (36 percent), and employee accountability (34 percent) are next in line as either a big challenge or a very big challenge.

The primary telework benefits are viewed as travel cost savings for employees enabling employers to pay lower wages (14 percent), followed by morale and job satisfaction (12 percent) and productivity and job performance (10 percent).

When these organizations do approve telework requests, about two-thirds of them characterize the quality of the telework employee as either very beneficial (27 percent) to the organization or somewhat beneficial (39 percent).

These organizations are less interested in obtaining help from the San Diego Association of Governments for developing a telework policy and program – interest in financial assistance (15 percent) training managers and training employees (each 14 percent). Interest in Telework Pilot Program Approximately 1 in 8 (13 percent) of these organizations would consider participating in a telework pilot program in an effort to find out if such a program would represent a positive direction for their organization.

Conclusions and Recommendations

Organizations with a formal telework plan as well as those with informal telework options (no formal plan) expressed a moderately strong interest in obtaining assistance from SANDAG in the areas of financing, training, and technical expertise.

To meet the telework needs of these organizations, SANDAG may consider providing assistance in overcoming the following challenges to telework: suggestions to manage telework staff and recommend how an effectively implemented telework program can minimize disruptions to teamwork and organizational culture.

To further the use of telework as an alternative work option, SANDAG can also help to emphasize the benefits of telework already identified by these organizations: improved employee morale and job satisfaction and a mechanism to retain quality employees.

Organizations with formal plans and those with informal telework options (no formal plan) identify similar types of jobs that are suitable for telework as well as those that are not suitable. The telework suitable jobs are dominantly report writing, information technology, and word processing/data entry. Those jobs not suitable for telework entail


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hands-on factory oriented work, laboratory work, jobs requiring regular face-to-face interaction, customer service, and call center work.

SANDAG may wish to focus its attention and assistance on those firms and departments where there is a predominance of telework suitable jobs and minimize its efforts where telework non-suitable jobs are prevalent.

However, it is noteworthy that organizations from the retail sector and construction—two industries thought to be difficult ones for telework—did show interest in the pilot project and did evidence existing informal policies. As such, these employers do evidently offer jobs (e.g. office) that can utilize telework and they should not be overlooked.

There is evidence that upper management is influential in the development, management, and expansion of telework options. For example, among organizations with a formal telework plan, upper management manages the plan in about one-half of the cases.

Among organizations with informal telework options, there is some sentiment that upper management could be persuaded to adopt a more formal telework policy if it could be shown that telework leads to cost savings and facilitates business expansion.

SANDAG may wish to consider concentrating its efforts on upper management when attempting to instil the benefits of telework in organizations.

Among organizations with neither a formal telework plan nor informal options, there is considerably less interest in SANDAG’s assistance with telework as a flexible work option. It is noteworthy, however, that where telework was considered or even attempted in these organizations, two-thirds viewed telework as very or somewhat beneficial to the organization.

SANDAG may be able capitalize on these findings when addressing telework issues

among organizations with little or no telework experience.

Demographic Analysis

The purpose of this analysis is to determine the extent to which employers in the San Diego region are well-suited to providing telework options for their employees. Specifically, this report will identify the types of employers that have expressed interest in telework indicate the general location of these employers within the region discuss the types of jobs most associated with the telework option in the region The employment base for San Diego County is comprised to a great extent of large institutions including government agencies and health care providers. Table 5 depicts the 30 largest employers in San Diego County. It can be seen that five of the largest six employers are government employers and the other is a large public university. The next two largest employers are health care providers. A more detailed delineation of these 30 largest employers shows that 8 are governments or government agencies (other than health care providers) and 7 are health care providers. There are three universities, 1 community college district and 2 public school districts on this list. The remaining 9 employers consist of 4 defense contractors, 2 utilities, 1 manufacturer, 1 tourist destination, and 1 high technology enterprise.


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The focus groups and survey that were conducted as a part of this study identified governments as less enthusiastic than the private sector with regard to their receptiveness to the possibility of instituting telework programs; however, UCSD was quite enthusiastic and California State University, San Marcos demonstrated some interest. San Diego State University, on the other hand, has little provision or even consideration for this alternative commuting mode. SAIC was quite forward-looking in this regard as were some of the health care providers. Public school teachers, tourism industries and manufacturers would find telework more structurally difficult to implement given their types of jobs and necessity to be near customers and/or specialized equipment and machinery. It would seem, therefore, that this list of large employers offers some opportunities to encourage telework options in San Diego County. However, this opportunity is tempered by the significant obstacles that are perceived by public sector agencies, in particular smaller jurisdictions where the employees are well-known to the public that is accustomed to seeing them and receiving service from them at their offices..


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Table 5 Largest Employers in San Diego County

RANK EMPLOYER

NUMBER OF SAN DIEGO

COUNTY EMPLOYEES

1 United States Department of Defense 136,664

2 Federal Government 46,300

3 State of California 45,500

4 University of California, San Diego 27,393

5 North Island Naval Air Station/

Naval Base Coronado 27,000

6 County of San Diego 15,109

7 Sharp Healthcare 14,969

8 Scripps Health 13,830

9 San Diego Unified School District 13,730

10 San Diego State University 11,000

11 Qualcomm, Inc. 10,509

12 City of San Diego 10,211

13 Kaiser Foundation Hospital, San Diego 8,200

14 General Atomics 6,751

15 UCSD Medical Center 5,860

16 United States Postal Service 5,795

17 Sempra Energy 5,299

18 Rady Children’s Hospital, San Diego 4.700

19 YMCA of San Diego County 4,594

20 San Diego Community College District 4,310

21 Northrop Grumman Corporation 4,217

22 Chula Vista Elementary School District 4,177

23 Palomar Pomerado Health 3,995

24 AT&T, Inc. 3,885

25 Solar Turbines 3,800

26 Sea World San Diego 3,700

27 National University 3,657

28 Veterans Affairs of San Diego Healthcare Systems 3,419

29 SAIC 3,400

30 General Dynamics/NASSCO 3,300 Source: San Diego Source/San Diego Daily Transcript, 4/20/12

1

This list of the largest employers (Table 5) corresponds to the San Diego Association of Governments 2008 report entitled Building a Foundation to Achieve Global Competitiveness: San Diego Regional Economic Prosperity Strategy. In this report, County employers were classified into

1 A more recent list is available from the San Diego Business Journal; however, San Diego State is

not on that list, which is clearly not correct. Most of the Business Journal list agrees very strongly with Table 1; therefore, because of the inclusion of San Diego State, the Daily Transcript list is utilized in this report.


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clusters. There were 8 high technology and bio-technology clusters2 that consisted of 124,669

employees (9.7 percent of the County’s non-agricultural workforce—not dissimilar in magnitude from the employment distribution reflected in Table 5. The United States Census shows that 9.6 percent of San Diego County employees are market researchers, computer researchers, systems analysts, programmers, software developers, web developers, data base administrators, and network systems employees—in agreement, once again, with these other data. Examining the employment structure of San Diego County as it may be amenable to telework not only requires an examination of the employers in the County but also an examination of the job types. The focus groups and survey focused upon the following positions or job types as being particularly well-suited for telework.



Report writing

Research

Communications/Graphics

Administrative support/Report writing

That said, the focus groups and survey do lend themselves to the supposition that the major occupational groups shown in Figure 1 might offer significant telework opportunities in San Diego County. What is common to most of this discussion about the suitability of particular job positions is that the fields and job types involved are ones that generally require a fair degree of education. Table 6 depicts the educational achievement levels in San Diego County for various jobs that fit the telework model and shows the high level of education present among the employees working in computer research and software development, in particular, where more than four-fifths possess Bachelor’s degrees. It is also clear in Table 6 that these job types require more education than has been achieved by the average San Diego County employee, approximately one-third of whom possess Bachelor’s degrees.

2 These clusters consisted of communications, software, defense contractors, biotechnology,

computers and electronics, among others. Non-high technology clusters included entertainment, publishing, design, travel and hospitality, among others.


29

Figure 1 Major Occupational Categories – San Diego County Employees

Source: Bureau of Labor Statistics, May 2011

Table 6 Educational Achievement for Various Telework-Suitable Job Types in San Diego County Employees Age 25 and Above

Job Type

Percentage with Highest Level of 4-

Year College Degree

Percentage with Highest level of

Graduate or Professional

Degree

Total Percentage with Bachelor’s

Degree or Higher

All Employees in San Diego County

21.1% 12.7% 33.8%

Computer Research 57.6% 30.3% 87.9%

Software Developer 49.7% 34.2% 83.2%

Market Research 43.9% 29.2% 73.1%

Database Administration 54.8% 16.7% 71.5%

Programmer 51.4% 19.3% 70.7%

Systems Analyst 47.7% 21.1% 68.8%

Marketing/Sales Managers 48.8% 17.6% 66.4%

Web Developer 53.9% 9.9% 63.8%

Information Security 38.7% 22.5% 61.2%

Source: US Census Bureau, 2010 American Community Survey What is important as a focus for a telework outreach plan is that the broad geographic area with the highest educational level in San Diego County, as would be expected, is the North and Central

0.0% 2.0% 4.0% 6.0% 8.0%

10.0% 12.0% 14.0% 16.0% 18.0%

Office & Adminstrative

Support

Computer & Mathematical

Architecture & Engineering

Life, Physical & Social Science

17.6%

3.3% 2.9% 2.0%


30

Coastal portion of the County from Mission Beach and Pacific Beach to Carlsbad3 plus the adjacent

zip codes to the east (including Rancho Santa Fe, Sorrento Valley, Carmel Valley and Fairbanks Ranch, among others, and Interstate 15 zip codes of Scripps Ranch and Rancho Bernardo (Figure 2). Table 7 shows the percentages within these zip codes of persons over the age of 25 who have attained at least a Bachelor’s Degree, with the areas of highest educational attainment being Carmel Valley, University City and Sorrento Valley.

Figure 2 Zip Codes with Highest Educational Attainment among Residents

Source: Source: US Census Bureau, 2011

What emerges from these data is a picture of San Diego County as a region with a highly institutional employment structure that includes a considerable amount of government, health care, and educational employment. These employers have demonstrated a very dichotomous interest in telework, with certain institutions embracing it and others facing substantial management disapproval or obstacles associated with the structure of jobs that have thus far caused telework not to be considered on a widespread basis. On the other hand, defense contractors, high-technology and bio-technology, which are primary targets for potential telework programs, have demonstrated interest in this alternative method of commuting. These job sectors also are important in the County and are located in a manner consistent with the educational level necessary for employees of those industries—within the northern and coastal areas of the County.

3 The small gap on the coast between Solana Beach and Carlsbad is occupied by zip codes 92007 (Encinitas) and 92011

(Carlsbad), which fell just below the listed zip codes but are still high in educational attainment in relation to the rest of the County (56.7% and 54.5%, respectively).


31

Table 7 Highest Educational Attainment in San Diego County by Zip Code

Zip Code Community Percentage (Ages 25 and above) with Bachelor’s

Degree or Higher

92130 Carmel Valley 85.1%

92122 University City, Miramar 84.1%

92091 Bridges at Rancho Santa Fe 81.6%

92121 Sorrento Valley 77.2%

92145 Scripps Ranch, Poway 75.7%

92014 Del Mar, Fairbanks Ranch 75.5%

92037 La Jolla 73.3%

92131 Scripps Ranch 65.3%

92075 Solana Beach 63.6%

92128 Rancho Bernardo, Carmel Mountain,

Sabre Springs 63.6%

92067 Rancho Santa Fe 63.2%

92127 Rancho Bernardo 61.3%

92109 Pacific Beach, Mission Beach 60.6%

92009 Carlsbad 60.5%

Source: US Census Bureau, 2011

Successful Telework Models

In an effort to maximize the societal, organizational, and business benefits that telework offers, a number of state- and region- and workforce-wide telework promotional and incentive programs have been conducted over the last three decades. These programs generally fall into three categories, with some programs incorporating elements of more than one:

Promotional: Marketing campaigns, the provision of free educational resources (online and print)

Incentivizing: Providing financial assistance with telework-related costs (information technology, telecommunications, telework consulting costs); providing expert telework consulting and training free of charge; and allowing tax credits for individuals and/or businesses for telework-related expenses. Examples: o Telecommute Connecticut! o Minnesota’s eWorkPlace o Telework!VA o Georgia Telework Tax Credits o Virginia Telework Tax Credits o Metropolitan Washington Council of Governments Telework Resource Center

Mandating: Dictating that organizations put measures in place that are designed to increase telework, decreeing that specific percentages of eligible workers must be permitted to telework. Examples: o Telework Enhancement Act of 2010 (federal workforce) o Public Law 106-366, Section 359 (federal workforce) o Code of Virginia § 2.2-2817.1 (Virginia state government employees)

Through the years, such programs have met with varying success, and the availability of quantifiable, accurate data that demonstrates the results varies greatly.


32

For the purpose of informing the development of a telework program for the San Diego region, the representative programs summarized in this document are limited to examples of:

Those conducted (either commenced or continued) in the past five years,

Those that assisted a cross-section of employment sectors (private business, non-profits, and government entities),

Those that do not require modification to the state or local tax codes, and

Those for which quantifiable results are available Summary information for the representative programs is provided in Table 8.


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Table 8 Summary of Telework Program Models

Program State/Region

Years Managing Organization

Eligible Employers

Program Elements Strengths Weaknesses Outcomes

Telecommute Connecticut!, State of Connecticut 1996 - Present

Connecticut Department of Transportation

All private and public sector employers

Provides free HR and IT consultants to employers that implement a telework program.

Offers extensive telework resources online to both program participants and the public, including best practices, goal setting, policy-making, cost-benefit analysis, sample management proposals, case study examples, training tools, Webcasts and videos, technology needs analysis, pilot program guidelines, telecommuting agreements, measurement tools, and more.

Available to all employers in the state.

Assistance in two key areas (IT and HR) provided free of charge—no cost- sharing.

Web site offers excellent resources.

―Stable of consultants‖ must be selected by and overseen by managing organization, presumably requiring adherence to state procurement and contracting guidelines.

No financial assistance with IT/telecomm infrastructure costs.

Direct Program Impact

250 companies participating

More than 5,800 telecommuters

1 million vehicle trips reduced

Annual VMT reduction = 20 million miles Indirect Program Impact

Telecommuting in the state has increased by 86 percent since the program’s inception

One-third of Connecticut residents work from home at least occasionally

158,000 regular (at least one day per month) telecommuters taking almost 60,000 cars off the roads daily.

Telework!VA, Commonwealth of Virginia 2001 - 2011

Virginia Department of Rail and Public Transportation, partnering with Metropolitan Washington Council of Governments (2001 – 2007), Richmond Ridefinders, and TRAFFIX in Hampton Roads region. Estimated # of Employees/Consultants Varied through the years, but at the height of the program:

1 internal FTE

1 consultant

2 FTEs at partnering organizations

Employer outreach sales reps from 7 jurisdictions plus special project sales staff.

Contracted marketing/PR assistance.

Qualified private sector and non-profit employers in urban areas (Northern VA, Richmond, Hampton Roads) eligible for all assistance.

Public sector employers and all employers outside of urban regions eligible for in-house consultant assistance and telework training.

Up to $35,000 ($50K in small targeted zone) in financial reimbursements to help cover the cost of IT, telecommunication, outside telework consultant assistance, telework center space.

In-house telework consultant assistance on demand, including policy and telework agreement review, guidance on telework-related issues.

Cost-sharing required for IT/telecomm procurements, no cost-sharing required for outside telework consultant assistance.

In-person and/or online training for employees and managers

Flexible program offerings.

Dedicated staff to provide hands-on support, in-person training and assistance.

Provided much-needed financial assistance to small businesses struggling with IT issues.

Comprehensive web site included a wide variety of tools, resources, and interactive training modules for both employees and managers.

Complex reimbursement matrix—varying elements were assigned different ―match‖ rates.

Reimbursement calculations and processes are cumbersome.

Due to funding source, IT and other equipment must be leased, not purchased.

Automation of some processes would have increased efficiency and user-friendliness.


Approximate $4M investment

Over 170 participating employers

Estimated annual VMT reduction = 30 million miles

Annual ROI is estimated at $12,000,000

Estimated annual vehicle trip reduction = around 800,000


34

Program Managing Organization Eligible

Employers Program Elements Strengths Weaknesses Outcomes

MWCOG Commuter Connections, Washington, DC and surrounding VA/MD counties 1996 - present

Metropolitan Washington Council of Governments Estimated # of Employees/Consultants Varied through the years:

Ave. est. 1.5 internal FTE

Employer outreach sales reps from apprx. 10 counties/jurisdictions in DC/MD/VA

Several on-call telework consultants.

Eligibility for types of assistance has varied from year to year based on funding sources and employer’s geographic location.

Examples of current and past assistance offered:

Partnered with VA to promote Telework!VA to Northern Virginia employers from 2001 to 2007.

Has provided free telework training to employers in three jurisdictions (VA, MD, DC).

Provided marketing assistance to federal telework centers.

Has provided free telework consulting assistance to VA, DC, and MD employers.

Case studies and other resources available to the public on web site.

Broad range of services and assistance offered over a 16+ year period.

Closely tied into the region’s TDM staff and initiatives; able to maximize outreach through local TDM staff.

Excellent development of case studies.

Partnerships with synergistic organizations

Not a single, concrete program; rather an amalgamation of services and assistance that varies from year to year and across geographic boundaries due to funding sources.

Currently no staff dedicated solely to promoting telework.

Direct Program Impact • In 2008, daily vehicle trip reduction due to telework = 21,866 • In most recent evaluations, only current impacts for the MD

region were calculated, and thus trip reduction due to telework was under-reported.

Indirect Program Impact

Due to the synergy of the efforts of multiple groups and programs in the region (MWCOG, Mobile Work Exchange, Telework!VA, Northern Virginia Technology Council, local government efforts, VA Governor’s promotion of Telework Week, and more), telework in the region has grown significantly in the past 10 years.

Telework’s share of the mode split grew from 1.4% in 2001 to 5.7% in 2010.

The percentage of commuters who report teleworking at least occasionally rose from 12% in 1998 to 25% in 2010.

Between 2007 and 2010, federal telework rate increased from 16% to 27%, closing the gap that had historically been present between the private/non-profit sector and the federal government.

2010 trip reduction due to telework was 200,000 peak period commuting-related trips on weekdays.

Telework resulted in annual emissions reductions of more than 1,100 tons of smog-forming pollutants and 527,000 tons of carbon dioxide.

eWorkPlace, Minnesota (Twin Cities region) 2009 - 2011

Minnesota Department of Transportation, partnering with TMOs, transit, and ROWE Estimated # of Employees/Consultants

Partnership included R.O.W.E, 5 local TMOs, advertising & communication firm, University of Minnesota, Humphrey School of Public Policy.

Effort included implementation and evaluation.

―Difficult to estimate FTE equivalent.‖

Spent nearly $1M on marketing.

Public and private employers in the Twin Cities area

Provided free, online tools to participating employers.

Provided free telework consultant assistance to some employers

Online and consultant services include training, IT guidance, and a wide variety of online tools—turnkey process.

Extensive use of online tools streamlined both the start-up process for employers and the data-gathering process for program managers.

Support/buy-in from private sector partners (Citrix, ROWE)

Level of hands-on, personalized assistance is unclear


$3.2M investment yielded 9 to 1 ROI.

48 employers

4.200 teleworkers

VMT reduction of 7.5 million miles per year.

CO2 emissions reduction of over 8 million pounds per year.


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2050 RTP Absorption Rate

The current telework adoption rate established for the 2050 RTP was analyzed to determine if the rate is feasible with an established telework program in place.

GOAL: "A regional telework rate of 10 percent daily trip reduction by 2020 has been identified as a strategy in the 2050 Regional Transportation Plan for reaching our region's GHG emissions reduction targets per Senate Bill 375."

To measure progress towards this goal and determine whether or not this goal is feasible, it is first necessary to:

Identify the current or baseline rate of telework in the region, and

Define ―telework.‖

Identifying the Current or Baseline Rate of Telework in the SANDAG Region

Regarding the identification of the current or baseline rate of telework in the region against which progress towards the 2020 goal can be measured, the SANDAG 2011 State of the Commute report states that just under 6% of all commute-related trips are conducted via telework, according to the U.S. Census Bureau’s American Community Survey (ACS)

4. However, using the ACS ―work at

home‖ data as an accurate measure of telework and trip reduction is problematic for several reasons:

The specific question in this survey only captures generalized commuting behavior, due to the wording of the question: ―How did this person usually get to work LAST WEEK? If this person usually used more than one method of transportation during the trip, mark (X) the box of the one used for most of the distance.‖ The respondents were giving a list of answers that included: car, truck, or van; bus or trolley bus; streetcar or trolley car; subway or elevated; railroad; ferryboat; taxicab; motorcycle; bicycle; walked; worked at home; and other method. Thus, respondents that worked from home less than the majority of the work week (in other words, less than two and a half days) would not be counted by the ACS as a teleworker. Since most research shows that teleworkers spend less than half of their workweek teleworking, it is likely that the ACS is undercounting the number of teleworkers. In contrast, the triennial Metropolitan Washington Council of Governments (MWCOG) State of the Commute survey and the Virginia 2007 State of the Commute survey polled respondents on their mode of travel to work for each day of the prior week, rather than simply asking which single mode of transportation they used the majority of their work days during the prior week, providing a more detailed and accurate snapshot of mode splits in general and telework rates in particular. The methodology use in these two surveys is unique in its ability to most accurately measure the rate of telework and telework’s share of the mode split. Performed with consistency at regular intervals, the MWCOG State of the Commute survey has provided a useful and statistically valid picture of the growth of telework in the Washington, DC region.

Conversely, the ACS estimate of ―work at home‖ employees does not differentiate between self-employed individuals who operate their business from their home (and thus do not create commute-related trips), and wage and salary employees who perform work for a business, government entity, or non-profit organization and normally commute to their employer’s workplace or client site on their non-telework days. In this regard also, the ACS

4 SANDAG State of the Commute 2011, page 7.


36

data cannot be used to accurately establish a telework baseline in the region for the purpose of accurately measuring the trip reduction that results from telework. Again, the MWCOG and Virginia State of the Commute surveys provide a better model in that they were carefully crafted to separate for statistical purposes those respondents who were self-employed and normally worked from home from ―workers who travel to a main work location on non-telecommute days.‖

5 Thus, their methodology made a distinction between the

teleworking/‖work at home‖ respondents who would otherwise be generating commute-related trips from those who would not normally be creating commute-related trips.

Due to the combination of both under-counting and over-counting the telework/‖work at home‖ behaviors that actually result in trip reduction, the ACS data does not provide enough information to estimate the current level of trip reduction attributable to telework, nor does it give an accurate picture of the rate of ―true‖ telework in the region. However, for comparison purposes, general inferences may perhaps be drawn by comparing the ACS data to accurate telework statistics gathered in another metropolitan region. For example, the 2010 ACS data shows a ―work at home‖ rate of 4.9% for the Washington, DC metropolitan region. According to the MWCOG 2010 State of the Commute report, 25% of the workforce in that region teleworks at least occasionally with a mean frequency of 1.3 days per week, which resulted in a 5.7% mode share for telework.

6 For the San Diego-Carlsbad-San Marcos region,

the 2010 ACS data documents a ―work at home‖ rate of just under 6%; thus telework’s mode share in the San Diego region may currently be as high as 6.7%, and as much as 29% of the workforce in the region may be teleworking at least occasionally. Caution must be used in making any sort of inter-regional extrapolations between the ACS data and actual telework rates or mode shares due to the differences in the workforce demographics, transportation infrastructure, existing incentive programs, and other unknown variables. The lack of a statistically-defensible current telework rate that is conducive to accurately estimating the baseline trip reduction currently attributable to telework so that progress towards the 2020 goal can be measured is a surmountable barrier that will be addressed in the ―Recommendations‖ section.

Defining ―Telework‖

SANDAG currently defines telework or telecommuting ―as including only those who have a formal arrangement with their employer to work from home or at a location outside of their office.‖

7

However, research in other areas of the country has shown that as many as 50% of teleworkers are doing so under an informal arrangement with their employer.

8 Lack of a formal program on the part

of the employer does not negate the trip reductions realized by informal teleworkers, and the MWCOG State of the Commute model sets a legitimate precedent for accurately measuring informal telework and integrating the trip reduction benefits into the total attributed to telework. Modifying SANDAG’s definition of telework to encompass both formal and informal telework arrangements while still specifying behavior that ensures trip reduction will provide a more accurate picture of the trip reduction that is occurring through telework and also move the region closer to the 2020 10% trip reduction goal. The MWCOG and Virginia State of the Commute surveys provide an excellent example of a measurement tool that incorporates a clear and precise definition of a teleworker as one whose

5 MWCOG 2010 State of the Commute Survey Report, page 47.


7 Cambridge Systematics, Inc., ―Senate Bill 375 Target Setting Methodology‖, Appendix B, page 5.



37

activities result in trip reduction (―wage and salary employees who at least occasionally work at home or at a telework or satellite center during an entire work day, instead of traveling to their regular work place.‖

9) with a follow-up question that measures formal versus informal telework

(―Does your employer have a formal telecommuting program at your workplace or do you telecommute under an informal arrangement between you and your supervisor?‖

10). While the

MWCOG and Virginia State of the Commute surveys do measure formal versus informal telework participation, both types are considered valid in the total measurement of the telework rates and mode splits in the region and the state.

Telework Potential in the Region

In general, the findings of the Rea & Parker survey, interviews, and focus groups indicate that the SANDAG region has excellent potential for telework growth. Even in the absence of an accurate baseline, the fact that 20% of surveyed employers that already have a formal telework program in

place indicated that their organizations have goals to increase telework11 is a positive finding. In addition, 67 employers with informal or no telework programs in place expressed interest in

participating in a SANDAG-sponsored telework pilot program.12

The Federal Opportunity

Historically, federal agencies in the SANDAG region, particularly Department of Defense (DoD) agencies, have not been perceived as a major potential source of teleworkers. However, with existing telework policies and practices already in place at the agency level, federal agencies may prove to be more fruitful grounds for telework opportunities than previously considered. According to the United States Office of Personnel Management’s 2012 Status of Telework in the Federal Government Report to the Congress, 17% of DoD civilian (not military) employees nationwide have been deemed eligible to telework, yet only 5% of DoD civilian employees nationwide are teleworking. Put another way, nearly three-quarters of DoD civilian employees that could be teleworking are not

doing so. 13 According to the same report, across the broad spectrum of federal agencies nationwide, 32% of civilian employees have been declared eligible to telework, yet less than 8% of all federal civilian employees are teleworking. The one-on-one interviews of employers in the San Diego region, conducted by Rea & Parker under Task 1b of the Regional Telework Demonstration Project, revealed that the status of telework at Marine Corps Base Camp Pendleton reflects this latent potential within the federal workforce. With 13% of civilian employees at Camp Pendleton eligible to telework, only 15% (2% of the base’s total civilian workforce) of those eligible are doing so. Furthermore, the base representative interviewed

stated that their goal is to ―increase telework participation to 25% of the eligible workforce‖.14 There is additional dormant potential for trip reduction through telework at this employer due to the finding that current Camp Pendleton teleworkers are only teleworking an average of 120 days per year, or 10 hours (slightly more than one workday, unless the employee is on a 4/40 schedule) per month. The trip reduction potential through increasing this employer’s number of teleworkers, as well as increasing the frequency of current teleworkers, may result in a significant contribution towards attaining the 2035 10% trip reduction goal. While direct financial telework incentives to federal agencies may not be used to encourage the growth of telework in the federal sector, a comprehensive telework program in the San Diego region could be crafted to include elements that leverage partnerships with organizations in the telework

9 Metropolitan Washington Council of Governments 2010 State of the Commute Survey Report, page 82.

10 Ibid, page 82.

11 Rea & Parker, ―Telework Survey Top-Line Findings‖, prepared for SANDAG, January 30, 2013.


13 United States Office of Personnel Management 2012 Status of Telework in the Federal Government Report to Congress, Appendix 8.

14 Rea & Parker, ―Summary of One-On-One Telephone Telework Interviews‖, prepared for SANDAG, January 30, 2013.


38

industry that have a proven track record and credibility within the federal community. With the federal government, particularly the DoD, as one of the major employers in the San Diego region, there may be more untapped telework potential in the federal sector than previously assumed. The Mobile Work Exchange (MWE, previously the Telework Exchange) is a public/private partnership that focuses on ―demonstrating the value of mobility and telework, and serving the emerging educational and communication requirements of the Federal mobile/telework

community.‖15 The organization engages in regular communication with over 26,000 federal managers, Chief Information Officers, Chief Human Capital Officers, telework coordinators, and other key federal stakeholders, and provides critical data regarding telework that is based on market research and best government practices. MWE hosts educational and collaborative events, many of which are conducted via webinar, on a regular basis and has made a significant contribution to the growth of federal telework. While its efforts have been primarily focused on the federal sector in the Washington, DC region, partnering with MWE to reach the federal agencies in the San Diego region could help maximize the federal telework growth opportunity here.

State and Local Government Opportunity

Another significant area of telework potential in the San Diego region lies in the state and local government sector. With approximately 45,500 California state employees in the area, an estimated telework rate of 5% within the state government workforce in 2011, and the potential eligibility of between 25% and 50% of the workforce according to various studies, this sector may also represent an opportunity for substantial telework growth. Local government agencies constitute well over 25,000 employees in the region, and based on the Rea & Parker’s findings, very little telework is occurring within those workforces. While anecdotal comments gleaned from the focus groups suggested that few local government employees would be eligible to telework due to the need for face-to-face interaction with the public, telework studies conducted over time commonly cite a telework eligibility rate in the local government sector that is consistent with state employee telework eligibility, or an estimated 25% to 50%. Further probing of local government telework reveals that while the County of San Diego has a policy in place that authorizes the Chief Administrative Office to implement and execute telework within the county workforce, and directs that individual to ―promulgate the necessary administrative procedures to

implement, execute, and evaluate the provisions of the teleworking policy‖16, the employee contacted for the SANDAG telework survey indicated that the county has no formal telework policy in place. They did, however, indicate interest in the county’s participation in a telework pilot project. Thus, the subjective findings of the focus groups and one-on-one interviews must be weighed with more global, statistically sampled research, as well as the interest in telework revealed by the Rea & Parker survey. Given the sum of available information, both subjective and objective, the state and local government sector may represent another significant opportunity to increase trip reduction through telework in the SANDAG region.

15

Mobile work Exchange web site, www.mobileworkexchange.com. 16

County of San Diego, California, Board of Supervisors Policy, Policy Number C-26, http://www.sdcounty.ca.gov/cob/docs/policy/C-26.pdf.


39

Recommendations

Based on widely-accepted practices in the transportation demand management community, a change in SANDAG’s definition of ―telework‖ to encompass informal telework arrangements is recommended:

"Telework" is defined as at least occasionally performing your work duties during your normal work shift from home (or from a satellite facility that is significantly closer to your home than the regular workplace) for the entire workday instead of commuting to the regular workplace.

This verbiage factors in feedback from the focus groups conducted by Rea & Parker Research in October 2012

In order to measure the current rate of telework, as defined above, in a manner that enables SANDAG to accurately calculate the trip reduction that can be attributed to telework, a region-wide telework survey utilizing a methodology similar to that used in the MWCOG and Virginia State of the Commute surveys is recommended. This survey could be integrated with other SANDAG surveying instruments, if appropriate, or conducted on a standalone basis, and should be repeated at regular intervals (every three to five years is recommended) to ensure that SANDAG is making continuous progress towards the 2035 10% telework-related trip reduction goal.

Heeding the recommendations in the report prepared by Cambridge Systematics, Inc., ―Senate Bill 375 Target Setting Methodology, Final Report‖, SANDAG should examine the ―rebound effect‖ of telework as it pertains to trip reduction. Research varies greatly on this subject. Notwithstanding the findings of the Cambridge Systematics, Inc. report, an examination of the data from approximately 10 telecommuting programs in California found the following: o ―Non-commute trips do not increase. o Telecommuters make proportionally fewer linked trips. o Telecommuters tend to shift activities to destinations closer to home. o Proportionally fewer peak period trips are made when telecommuting.‖

17

According to an analysis of the State of California Telecommuting Pilot Project, ―home-based telecommuting substantially reduced travel and was not offset noticeably by the generation of new trips. On telecommuting days, the telecommuters made virtually no commute trips, reduced peak-period trips by 60 percent, reduced total distance traveled by 75 percent, and reduced freeway miles traveled by 90 percent.‖

18 In addition, non-commute-related trips generated by teleworkers on their

telework days tend to be outside of the major congestion corridors, lessening the impact on congestion. While research varies on the quantity of additional non-commute-related trips that may be generated by teleworkers on the days that they are teleworking, one of three options regarding ―rebound effect discounting‖ could be considered:

17

Fitzgerald & Halliday, Inc., Technical Memorandum: VDOT/DRPT Telework Study, page 14. 18

Fitzgerald & Halliday, Inc., Technical Memorandum: VDOT/DRPT Telework Study, page 15.


40

Discount the number of telework-related trip reductions by 25%, in keeping with the methodology used by Cambridge Systematics in previous work.

19

Include in any discussion of telework-related trip reduction numbers a caveat explaining that the ―rebound effect‖ was not factored into the calculations due to the wide variance in research results concerning this subject.

Continue to monitor upcoming transportation and commuting-related research for a reliable, consistent, statistically sound, and universally applicable telework ―rebound effect‖ discount rate that may be applied in the future.

o Leverage the interest expressed by 67 employers20 in a telework pilot program to begin the process of increasing telework in the SANDAG region.

o In SANDAG's efforts to reach the 10% telework-related trip reduction by 2020 goal, examine ways to increase federal telework within the region, leveraging the existing policies and goals of the federal government, and incorporate these efforts into the SANDAG telework program.

o A critical element of any program will likely require incentive programs, education, marketing, outreach and partnering with organizations and individuals that have influence in each sector. Awareness of the benefits of teleworking is essential to both the private sector and public sector employers. In particular, not just what telework is, but how it can benefit the bottom line of the business or reduce costs and improve efficiencies in both the public and private sector. But advertising and messaging alone will not achieve the 2020 goal. It will require a strong outreach and ―sales‖ component armed with incentives, case studies and promotional materials must accompany any education and information effort. A strong Business to Business (B2B), Business to Government (B2G), and Business to Consumer (B2C) marketing and outreach campaign will be critical to achieving the goal.

Strategies to Address Barriers

This task sought to Identify and document potential strategies for addressing the barriers to implementing telework programs. The focus group sessions conducted in the SANDAG region by Rea & Parker identified and ranked the primary barriers to implementing telework programs. While there was some degree of dichotomy in the rankings between the public sector and private sector sessions, some primary common concerns emerged. The following list represents the top five perceived barriers identified by each sector. In some cases, an overlap occurred, thus only nine barriers are listed:

Management resistance and skepticism (public sector)

Start up and operating costs: telework policy, guidelines, training, evaluation (public sector)

Jealous and/or resistant colleagues (public sector)

Employee safety issues and potential liability of worker’s comp issues (e.g. employee falling in home); other liability not covered by employer (public sector)

Can disrupt ―teamwork’ and organizational culture; lack of brainstorming ability (employee isolation) (public and private sectors)

19

Cambridge Systematics, Inc., ―Senate Bill 375 Target Setting Methodology, Final Report‖ Appendix B, page 7.



41

Management must find new and innovative ways of connecting with employees (private sector)

It may be harder to coordinate and control staff and monitor their performance (private sector)

Security of information and files (private sector)

Deciding which jobs are telecommuting appropriate (private sector) The perceived barriers identified in the SANDAG focus groups are consistent with the findings of the Rea & Parker telework survey, as well as the barriers identified in many regions of the country for the past thirty years. Of note, ―IT equipment and support costs‖ ranked ninth and twelfth in the list of the twelve barriers presented to the public and private sector focus group sessions, respectively. This finding should be a key factor in the development of a telework program specifically suited to the needs of the employers in the San Diego region.

For the most part, the keys to addressing the barriers to telework in the region are the same as those in other parts of the country: awareness, education, and training. On the public sector side, laws, regulations, and policies already in place mitigate the concerns expressed in the identification of the barriers. While the ―telework message‖ may have been disseminated at the higher levels within state and federal agencies, (particularly in the Washington, DC region) awareness in the field and at the sub-agency level is not optimal. On the private sector side, telework case studies of businesses around the country in all segments of industry have documented both the business benefits of telework, and how the organizations engaged in a cultural transformation, overcoming the perceived barriers to telework. There is almost ―too much information‖ available, and the challenge for employers that would like to implement telework as a business strategy is finding a ―one stop shop,‖ affordable, readily-available resource that answers all of their questions and guides them through the process of integrating telework into their business model in a manner that is best suited for their specific needs. For this reason, state and regional telework program models that combine elements of hands-on assistance from telework experts as well as automated, online tools tend to produce the best results.

An additional, and potentially, extremely valuable resource could be networking with other successful telework programs across the country. For example, Pulsar has worked with both the Virginia Megaprojects and TRAFFIX (in Norfolk, Virginia) and has first-hand knowledge of successes with telework with some key defense agencies as well defense contractors. Utilizing a peer-to-peer network of these successful campaigns (especially within their own agency or company) could prove extremely valuable in converting interest to new telework programs. While the perceived barriers may, for the most part, be addressed through awareness, education, marketing and training, there are some differences in how these activities are appropriately carried out in the public sector, and how they may be carried out in the private sector. The following table very briefly highlights some key points regarding some general recommendations on addressing the nine top-ranked barriers to telework according to the focus group results. These general recommendations may be used to guide the formation of a more comprehensive and detailed plan for the SANDAG region’s telework program. However, careful consideration of and partnering with the overseeing bodies of the government workforces and any union-based workforce segments are necessary. Furthermore, current events, along with the SANDAG employer outreach staff’s knowledge of individual employers’ needs and circumstances, will assist in decisions concerning the best timing for initiating an employer’s participation in a SANDAG-sponsored telework pilot program. A summary of actions to address barriers is provided in Table 9.


42

Table 9 Methods to Address Barriers to Telework

Perceived Barriers

Methods of Addressing Barriers

Management resistance and skepticism. Can disrupt ―teamwork’ and organizational culture; lack of brainstorming ability (employee’s isolation). Jealous and/or resistant colleagues. Management must find new and innovative ways of connecting to employees. It may be harder to coordinate and control staff and monitor their performance.

Public Sector:

Establish relationships with local federal telework coordinators.

Create partnership with Mobile Work Exchange to educate region’s federal presence on current federal policies, best practices in ―managing by results‖ and adapting to mobile work, as well as benefits to agencies, to maximize telework amongst eligible federal workforce.

Leverage and promote OPM/telework.gov educational offerings for federal workforce.

Establish relationships with state and local government telework and HR professionals; explore the current status of telework within state and local governments and provide assistance as appropriate.

Offer free telework training specifically geared to the public sector workforce in collaboration with government agencies.

Private Sector:

Further develop SANDAG’s online resources into a comprehensive, user-friendly web site that provides quantifiable information about the business benefits of telework and how it can improve the employer’s bottom line (including case studies demonstrating the positive economic impact), online self-directed training courses, IT/telecomm resources, and more.

Host educational events and ―challenges‖ geared to the private sector with buy-in and promotion from respected community leaders, including (but not limited to) business and industry leaders, elected officials, high-profile public officials and governing bodies. Foster positive peer-to-peer influence amongst business leaders.

Generate positive public relations by partnering with employers with successful telework models in the San Diego region to highlight the benefits of telework to the employer and the public, not just the employee.

Partner with technology providers to educate businesses on latest remote collaboration tools.

Provide expert telework consulting assistance, ―culture shift‖, team-building/communications, and ―managing by results‖ training to employers that require more hands-on guidance.


43

Perceived Barriers


Start up and operating costs: telework policy, guidelines, training, evaluation.

Public Sector:

Establish relationships with state and local government telework and HR professionals; explore the current telework-related policies in place within these organizations, provide assistance as appropriate.

Establish relationships with local federal telework coordinators and agency-wide federal telework coordinators.

Create partnership with Mobile Work Exchange to educate region’s federal presence on current federal policies

Leverage and promote OPM/telework.gov educational offerings for federal workforce.

Offer free telework training specifically geared to the public sector workforce in collaboration with government agencies to maximize telework with the eligible federal workforce.

Private Sector:

Further develop SANDAG’s online resources into a comprehensive, user-friendly web site that contains sample telework policies, employee agreements, and other forms and documents from a variety of employer types and sizes.

Provide expert telework consulting assistance and training to individual employers that require more hands-on guidance.

Employee safety issues and potential liability of worker’s comp issues (e.g. employee falling in home); other liability not covered by employer.

Public Sector:

Emphasize that these subjects are already addressed by agency policy (federal, state, possibly local) and federal workplace regulations.

Private Sector:

Include up-to-date OSHA guidance in web-based resources, including safety checklists, self-certification of the remote worksite.

Ensure that subject matter is covered in educational events and employer-specific training.

Provide expert telework consulting assistance to organizations that require more hands-on guidance.


44

Perceived Barriers


Security of information and files.

Public Sector:

Emphasize the importance of incorporating existing agency IT and CII security into telework implementation (already covered by agency policy).

Private Sector:

Assist businesses and non-profits on a cost-sharing basis with IT/telecomm/security assessment and upgrades.

Partner with technology providers to educate employers on the latest developments in remote connectivity, cloud computing, mobility, and IT security.

Further develop SANDAG’s web site to include information on IT security and links to resources.

Deciding which jobs are telecommuting appropriate.

Public Sector:

Eligibility is decided at the agency and workgroup level; point organizations and individuals to their federal/state/local telework coordinators for guidance.

Private Sector:

Integrate automated tools and current research on subject into web-based resource.

Educate managers and employees to look at the actual tasks performed, rather than job titles; encourage segmentation of work where possible; emphasize that telework need not be five days/week.

Host educational events for the business community.

Provide expert telework consulting assistance to organizations that require more hands-on guidance.


45

Perceived Barriers


Resources could limit SANDAG’s ability to achieve goal.

Public Sector:

Some public agencies may not be eligible for employer-based, direct financial incentives, depending upon the funding source. However, resources are needed for technical assistance, training and outreach to this critical audience.

Train existing SANDAG outreach staff with telework specific knowledge and skills. This would enable existing outreach staff to sell telework as an additional tool in the toolbox supported by subject matter experts.

Create a team (no more than 2) of telework experts that would support the existing outreach team with technical assistance on everything from IT issues to management training to teleworking training to HR support with policies and procedures.

Marketing, advertising and communications materials must be made available to support the public sector outreach to spur awareness and to support the outreach efforts.

Private Sector:

In addition to the resources above for the public sector (which would be made available as well to the private sector), financial resources should be made available to support private sector usage of consultants and/or provide in-house resources to support the private sector development or expansion of telework programs.

The need for, and appropriate funding sources for, direct financial incentives (grants) to help pay for other telework-related expenses, such as IT/telecomm upgrades, should be evaluated on a regular basis.

TELEWORK DEMONSTRATION PROJECT TASK 1 DRAFT REPORT

Appendix A – Focus Group Report

Telework Focus Group Report—November, 2012 Rea & Parker Research

Telework Focus Group Report

November, 2012

REA & PARKER RESEARCH

P.O. Box 421079

San Diego, CA 92142

858-279-5070

www.rea-parker.com

http://www.rea-parker.com/

i Telework Focus Group Report—November, 2012 Rea & Parker Research

Table of Contents

Page

Methodology 1 Discussion Guide 5 Telework Focus Groups Summary of Findings 11 Public Sector Employers 11 Private Sector Employers 20 Appendix: Images Projected at Focus Group Sessions 29

List of Tables

Page Table 1: Potential Telework Benefits for Public Sector Employers 18 Table 2: Potential Telework Challenges for Public Sector Employers 19 Table 3: Potential Telework Benefits for Private Sector Employers 27 Table 4: Potential Telework Challenges for Private Sector Employers 28

1 Telework Focus Group Report—November, 2012 Rea & Parker Research

Methodology

Rea & Parker Research conducted two focus groups – one with representatives of public sector

organizations and the other with representatives of private companies. The discussion focused upon

business efficiencies and practices especially in the area of transportation and commuting. SANDAG was

particularly interested in learning about programs, opinions, and attitudes regarding flexible work

options (telework in particular) for the employees of these organizations. The goal was to determine

how telework type options serve to benefit the employer or the organization generally.

Rea & Parker Research prepared a draft of the focus group discussion guide and sent the draft to

SANDAG, IBI Group, and Pulsar for input and comment. Rea & Parker Research incorporated the

comments that were received and prepared a second draft. SANDAG made some minor revisions to this

draft and a final version of the discussion guide emerged—see succeeding pages. Besides engaging in a

1.5 hour discussion, participants were also asked to complete 3 separate exercises (without name or

affiliation identified) near the end of their meeting. These exercises involved ratings of telework

advantages, ratings of telework challenges and opinions regarding the importance of a telework

program to their organization. These exercises are included in the sections that follow summarizing the

results of the two focus group sessions

Plaza Research was the facility where the focus groups were conducted. Plaza Research is located at

9339 Genesee Avenue, San Diego, CA. 92121. Plaza Research staff recruited the focus group

participants. Participants were drawn from a list of 76 public and private organizations provided to Rea

& Parker Research by the staff of SANDAG. The potential respondents are members of SANDAG’s i –

commute Program. Each organization is associated with a contact name and telephone number. Rea &

Parker Research prepared recruitment guidelines for the recruitment of each focus group. These

guidelines are included below. It was necessary to stray from these guidelines to some extent when it

was found that some organizations were unable to participate.

Plaza Research recruited 13 public sector organizations and 11 of them ultimately participated in the

focus group discussion. Fourteen private sector companies were recruited and all 14 participated in the

discussion. The recruiters at Plaza Research used the following language to introduce the project to

potential participants:


o Good morning/afternoon. My name is and I am calling you on behalf of the San

Diego Association of Governments (SANDAG). We would like to extend an invitation

to you to participate in a focus group regarding transportation and commuting

issues. We are particularly interested in your views about flexible work options for

the employees in your organization.

The recruiter at Plaza Research offered each public sector participant $125 for their time and

transportation and each participant in the private sector was offered $150. Dinner was also provided

for the participants in each group.

The focus groups were held on October 25, 2012. The public sector group started at 5:00 PM and ended

after 90 minutes. The private sector group started at 7:15 PM and continued for 90 minutes as well.

Public Sector/Government Recruitment Guide

Group 1 – cities: Please obtain 5 cities for the focus group and please follow the following

guidelines and priorities.

The 4 cities in bold type have the highest priority:

City of San Diego (some representative must attend)

City of La Mesa (if La Mesa does not respond, obtain either El Cajon or Santee)

City of Del Mar

(if Del Mar does not respond, obtain either Carlsbad or Encinitas)

City of Coronado

(if Coronado does not respond, obtain either Chula Vista or National City)

Please select one of the following cities in the indicated order of priority to obtain the

fifth city: Solana Beach, Vista, Imperial Beach.

Group 2 – County of San Diego: Please obtain one representative of the County of San

Diego. It is a high priority that the representative be someone who is familiar with the

County offices in the Kearny Mesa area at Ruffin Road and/or Overland.

Group 3 – State or Federal Offices: Please obtain 2 of the following using the priority

listed:

CALTRANS District 11)


VA (U.S. Department of Veterans Affairs)

U.S. fish and Wildlife Services

Group 4 – Public Universities: Please obtain 2 of the following using the priority listed:

San Diego State University

University of California, San Diego

California State University, San Marcos

Group 5 – Military: Please obtain one of the following using the priority listed:

U.S. Navy (Coronado Base)

U.S. Marine Corps (USMC)

Group 6 – Special Districts and Not-for Profits: Please obtain 3 of the following using the

priority listed. The first agency in each pair has priority:

North Count Transit or the San Diego Metropolitan Transit System

San Diego County Water Authority or Sempra Energy

Port of San Diego or San Diego Regional Airport Authority

Private Sector Businesses

Group 1 – High Priority Businesses: Please make every effort to obtain all 7 of the

businesses in Group 1. If any of these are not obtainable, please inform me immediately.

Sharp Health Care (Kearny Mesa)

Sony (North County inland)

Time Warner Cable (Sorrento Valley)

Hewlett-Packard (North County Inland)

SAIC (UTC)

Intuit Consumer Tax Group (North County Inland)

URS Corporation (UTC)

Group 2 – Please obtain 2 of the following using the priority listed:

Parsons – Brinckerhoff (Downtown)

AECOM (Downtown)

Booz, Allen, Hamilton (Mission Valley)

Bae Systems (Barrio Logan)


Group 3 – Please obtain 2 of the following using the priority listed:

Brandes Investment Partners (Carmel Valley)

Deloitte (Downtown)

Jack Henry & Associates (Kearny Mesa)

San Diego County Credit Union (Sorrento Valley)

Group 4 – Please obtain 1 in order of priority:

San Diego Convention Center (Downtown)

San Diego Zoo Global (Uptown)

Balboa Travel Management (Sorrento Valley)


Crickett Communications (Kearny Mesa)

Kyocera International (Kearny Mesa)

DriveCam, Inc. (Kearny Mesa)


Qualcomm Communications (Sorrento Valley)

Cox Communications (Southeast San Diego)

Hamilton Sundstrand (becoming UTC Aerospace Systems) (Sorrento Valley)

Please note: The part of town where the business is located is in parenthesis. Please ensure that

there is at least one business from each of the following areas: Downtown, Sorrento Valley,

North County Inland, Kearny Mesa.


Focus Group Discussion Guide

October 25, 2012

Introduction:

Good evening, everyone. My name is Louis Rea. I’m with the market research firm of Rea & Parker

Research. We are working with the San Diego Association of Governments (SANDAG) to conduct this

discussion this evening because SANDAG wants to discuss with you certain business efficiencies and

practices especially in the area of transportation and commutation. In this discussion, SANDAG is

particularly interested in your views about flexible work options for your employees. There is no right or

wrong responses and it is perfectly acceptable and quite desirable to voice your honest opinions

especially in areas where you have strong views and/or where you disagree with others on certain

issues.

We are very appreciative that you are here and SANDAG appreciates it very much as well. What we

value the most is that you are taking the time to tell us your opinions and thoughts.

We are videotaping tonight’s meeting so that we can go back and review exactly what you had to say.

The video will remain in our possession for that purpose only and will not be shared with anyone else in

any form outside of a summary written report. Further, information that is reported will not have your

name associated with it. Your identity will remain confidential.

Background:

1. Introduction around the table – All. Each participant will be asked to provide the following information.

Introduce himself/herself and indicate the company he/she represents.

o Indicate the location of the company including branches or smaller offices. o Indicate the approximate length of time the business has been in operation in the

greater San Diego region. o What are your job responsibilities in the Company? How long have you been with

the Company?

Indicate the approximate number of employees in your company (or department if appropriate).

o Where do these employees live – generally? Are they dispersed? Concentrated? Live close or far from the office?

o How would you characterize the skill level of your employees? o How would you describe in general terms the educational level of your employees?


Discussion:

1. Commuting Business Practices

To what extent do transportation/daily commute or parking issues affect your employees

o Do you have any commute benefit programs for employees of your company/organization? Note: Probe for programs similar to the iCommute program offered through SANDAG (formerly ride-link); also free Trolley and COASTER passes, parking spots for vanpoolers, flexible work hours, etc.

o Explain why your company implemented them and how they address issues discussed. (Moderator: These programs and options may include telework type programs and such programs should be explored fully here).

2. Impressions of Work Environments: Participants will be shown two power point slides. The slides will be comprised of images that represent various work environments. These environments are as follows:

Slide 1 – Alternative home office environments

Slide 2 – More traditional office environments

Participants will be asked to comment on these slides within the following framework:

Comment on the environments depicted on the slides (Probe: organized, disorganized, frenetic, calm, etc.). What is it specifically about the slide that prompts you to make these comments?

Comment on the suitability of the environment(s) for producing work in your business. Describe the environment that is most suitable? Describe the least suitable?

3. Definitions of Telework

Definitions

o I would like to discuss with you the term “telework” more fully and systematically. When you hear this term, what does it mean to you? How would you define it? What about the term “telecommute?” In your judgment, is this different or the same as telework?


o Please consider the following definition of telework (Moderator will show definition on large screen). “Telework is defined as performing your work duties during your normal work hours from home (or from a satellite facility that is closer to your home than the regular office) for the entire workday instead of commuting to the regular office.” Do you agree with this definition? How would you change it to make it more accurate?


o Suitable positions/tasks: In general, what type of positions do you think are most suitable for telework employees – what types of positions or types of work are most amenable to telework?

Can you estimate how many employees in your company occupy positions that are amenable to telework? What percentage of all employees does this represent?

What types of equipment or technology do you think would be necessary at a telework location – outside of the formal office? Moderator: Probe with computers, FAX machines, specialized software, etc.

Does the physical distance the employee is from the base office make a difference in your judgment about the suitability of that employee’s job for teleworking? Explain.

o Employee Requests: Have there been requests in your organization from employees who wish to have telework options?

If so, what have been the reasons for their request? Probe: economic issues such as gas prices; equality – other employees in their organization or in similar organizations are able to telecommute.

In general, do you know your employees’ attitude toward telecommuting? How would you characterize those attitudes?

o Overall Management Impressions of Telework:

How would you say middle managers in your company feel about telework options? (Probe: embrace it, avoid it, disapprove of it).

How would you characterize the impressions toward telework from the highest decision-making levels of your company?


o Explore Options: Have you or anyone in your organization begun to consider or explore telework options – especially with an eye toward the development of a formal program?

If so, how far did you get?

What prompted these considerations?

Moderator: Pursue operational challenges of implementing a telework

program (e.g. Do supervisors/middle managers lack knowledge in how to

manage teleworkers; Do they recognize who are candidates of teleworking

and who are not)?

Do you feel that it is important to have formal telework programs or is it enough to simply have informal work-at-home options? Moderator: Explore only to the extent that this topic has not been fully explored in a previous discussion.

4. Benefits of Telework and Challenges to Implementation

Benefits of Telework

o Let’s discuss the potential benefits of telecommuting as you see them for your organization. Some potential or possible advantages of telework will be presented to you for discussion one at a time on the screen for all to see [SEE ATTACHED DOCUMENT]. Please consider each statement as a potential advantage of telework for your business. Please tell us in your opinion to what extent you feel these statements are advantages, if indeed, you feel they are advantages at all.

Now, are there any potential advantages of telework for your company that we have not covered so far? What are they?

Challenges and Drawbacks to Telecommuting

o Let’s discuss the potential challenges or drawbacks associated with teleworking from a management standpoint. Some potential or possible disadvantages of telework will be presented to you for discussion one at a time on the screen for all to see [SEE ATTACHED DOCUMENT]. Please consider each statement as a


potential disadvantage of telework for your business. Please tell us in your opinion to what extent you feel these statements are disadvantages, if indeed you feel they are disadvantages at all.

Now, are there any potential challenges or drawbacks of telework for your company that we have not covered so far?

5. Exercise – Telework Benefits and Challenges

I am going to hand out a list of potential benefits of telework programs. Please rank each potential benefit as it relates to your organization from 1 to 7, where 1 = most beneficial and 7 = not at all beneficial. Please do not put your name or your company’s name on the sheet. If a potential advantage is not on the list, print that advantage in the “other” section, and rank it along with the other advantages on the 1 – 7 scale.

Now, I am going to hand out a list of potential drawbacks/challenges to telework programs. Please rank each challenge as it relates to your organization from 1 to 7 where 1 = not a challenge and 7 = the greatest challenge. Again, please do not put your name or company on the sheet. If a potential disadvantage is not on the list, print that disadvantage in the “other” section and rank it along with the other disadvantages on the 1 – 7 scale.

Finally, on this final sheet, please indicate on a four point scale, how important or unimportant the development of a telework program is to your organization? Note: 1 = very important, 2 = somewhat important, 3 = somewhat unimportant, and 4 = not important at all.

6. Wrap up

Is there anything else you would like to say about telework programs or the telework issue in general? Is there any experience, statement, or insight you would like to underscore?

This concludes our discussion this evening. Your comments and input have been very helpful and will be very useful in informing decisions about the future of commuting needs in this region.


Potential Telework Advantages for Employers

1. Saves on real estate costs for office space and parking requirements

2. Increases productivity and job performance

3. Reduces disruptions due to employees’ inability to get to workplace (e.g. inclement weather,

storms)

4. Savings reduce need to downsize

5. Reduces travel costs for employees—allows employer to pay less salary/wages

6. Accommodates those with health problems or disabilities

7. Improves morale and job satisfaction

8. Improves recruitment and retention of key employees. Reduced hiring and training costs.

9. Taps labor markets from geographically remote areas; increased applicant pool.

10. Potential for tax credits and other incentives

11. An option to relocating employees

12. Telework advances the green or sustainability goals of companies

13. Telework takes advantage of modern efficiencies such as webcams, teleconferencing.

Potential Telework Disadvantages for Employers

1. Start up and operating costs: telework policy, guidelines, training, evaluation, etc.

2. Jealous and/or resistant colleagues

3. Management resistance and skepticism

4. IT equipment and support costs

5. It may be harder to coordinate and control staff and monitor their performance

6. Security of information and files

7. Employee safety issues and potential liability of worker’s comp issues (e.g. employee falling in

home); other liability not covered in employer’s insurance coverage

8. Can disrupt “teamwork” and organizational culture; lack of brainstorming ability (because of

employee isolation)

9. Need to change methods of evaluation that do not include the physical presence of employees.

10. Management must find new and innovative ways of connecting to employees

11. Not everyone is well-suited to work at home – necessity of evaluating employee suitability.

12. Deciding which jobs are telecommuting appropriate


Telework Focus Groups Summary of Findings

Public Sector Employers October 25, 2012

5:00pm

Brief Summary

In general, the public sector group was not particularly enthusiastic about telework. Almost

unanimously, their supervisors and upper management want to see their employees on site and are very

resistant to the implementation of a telework program. Although they recognize the opportunity for

substantial benefits to job satisfaction and morale, these employees see their work as highly interactive

with the public and, therefore, not conducive to working out of their offices. Telework can work in

special situations—generally only temporarily, and it does not offer much in the way of cost savings to

their employers.

Introduction

The public sector group was represented by 11 participants from the following employers:

United States Department of Veterans Affairs (many employees in vanpools from Riverside

County; many from Eastlake and some from Riverside County)

United States Department of the Navy (employees from 4 counties—Long Beach being farthest

residential location)

University of California—San Diego (employees clustered in nearby zip codes but some from

Riverside County and International Border)

California State University-San Marcos (many employees from Riverside County)

County of San Diego (many employees from Riverside County)

City of Coronado

City of Encinitas (employees from Downtown San Diego to North County—all within san Diego

county)

City of Oceanside (one-half of employees from Orange County and Riverside County)

San Diego County Water Authority (employees South Bay to North County)

San Diego County Regional Airport Authority (employees from Riverside County to East San

Diego County plus some from International Border area)

North County Transit District (employees spread throughout San Diego County)

As such, this public sector group was well represented by two federal employers, two State University

employers, four local general governments, and three special districts.

These employees held the following positions with their employers (the sequence listed below is not

correlated to the list of employers in order to protect the anonymity of these participants, as was

promised during the introduction by Dr. Louis M. Rea.


Commuter Coordinator

Human resource Specialist

Controller

Planner

Community Relations Supervisor

Transport Incentive Program Manager

Human Resources Manager

Administration Office Staff Officer

Deputy City Manager

Traffic Engineer

Commuter Solutions Manager

These employers or the departments overseen by focus group participants represented as few as 60

employees and as many as 20,000 employees. The median size employer had 360 employees

represented by the participant.


Commute Benefit Programs: Among these employers (and again in no particular order), the following

commute benefit packages are available:

Free transit passes to employees are used by “a good number of people”—rail, in particular.

No subsidies—lots of free parking, so most drive, but some bicycle.

Currently disrupted by construction at work location. Transit encouraged, especially now. The

bus is conveniently located. Vanpools are down in use because of the construction. They use a

route matching program.

Free parking but still some vanpools and carpools. Employer pays one-half cost of transit pass.

SANDAG’s iCommute website is good.

Employees have 9 days of work every two weeks (compressed work week). One-half of transit

cost is reimbursed but is minimally used. Much available parking.

Only two employees use iCommute.

Refer employees to Google for transit information—iCommute, too. Information available on

their own website. 60 vanpools operating. Shuttle system provides 4 million rides per year—

equivalent to third largest transit system in County. Free or discounted transit offered (to be

tightened in budget “crunch”), and parking is expensive. They have had a very significant

increase in number of employees and other visitors/students over the years but the same

number are driving alone—the rest using alternative modes.

Push iCommute and carpool.

Push iCommute.



Images of Home-Based Telework: When shown a series of 4 pictures of the working at home

environment (see Appendix), the following comments were made by participants:

Upper management does not like telework

Will not work—need to work with public on permits, counter jobs. Could be okay for

administrative jobs

Will cause jealousy among employees.

We pay consultants good money and do not want to hear children in the background.

Can work for employees in the field who can stop at a Starbucks rather than come all the way

back to the office

Very few can work at home. There is need for collaboration.

Pictures that were selected are stereo-typical and do not help the case for telework-“This is

what people think of…”

Absurd not to consider telework

Need to have dedicated resources—computers, phone, printer, etc.

Images from Starbucks-like Facilities or Telework Centers: When shown a series of 4 pictures of the

working at a Starbucks-like facility or a telework center (see Appendix), the following comments were

made by participants:

Good for large organizations, but not for small government where people know you and would

recognize you at Starbucks.

Good work gets done at Starbucks.

Tried telework center—did not work—software problems, but this was long time ago.

Managers want to see people sitting there

Technology better now—can track employees using GPS

Suitable Positions for Telework: Particularly good when employee needs to focus and avoid

interruptions.



Report writing

Research

Communications/Graphics


Participants named the following types of equipment or technology that are necessary at a telework

location:

Computer

Telephone

Internet

Separate room

Liability sign-off

Printer

Scanner

Copier

Shredder

Webcams

CADD software

Sensitive information must be protected

Some provision for face-to-face time

Requests for telework have generally been driven by sick children or other family members, “extreme “

emergencies, home repair appointments, special report writing, gas costs, or that work requires a full

day on computer with no need to be in the office. Employers are more likely to accept compressed

work week and are happy to have workers work at home during off hours after having been at work for

their full shift. CSU San Marcos has satellite campus in Temecula—employees can work there 1-2 days

per week—the culture at schools is to be there for the students. UCSD has a very thorough

telecommute document that leads to very little telework. Managers generally frown upon telework.

Terminology—Telework vs. Telecommute/Definition of “Telework”

Respondents were asked whether they favored the term “telework” or “telecommuting.” They were

also asked to comment on the following definition:

“Telework is defined as performing your work duties during your normal work hours

from home (or from a satellite facility that is closer to your home than the regular office)

for the entire workday instead of commuting to the regular office.”

Most preferred “telework”—one favored telecommute

Prefer “work” in the term.

Should be a different term for working at a satellite office because the worker is still getting in a

car and going to work—does not take trips off the road.

Finding a commonly agreed upon definition is important—managers need to know what it is.

What is meant by “normal” hours? Teleworkers work flexible hours.



Telework Benefits: A list of potential benefits for telework was projected on the screen in groups by

subject matter (see Appendix). The participants commented on some of these potential advantages as

indicated below.

Cost Savings: These make sense, but managers do not see things this way. The respondents did

not really see much of a recruiting advantage, especially in the current economy where they are

“flooded” with applicants. Savings, if any, are offset by technology costs. Generally not really much of a

cost savings.

Labor-related Advantages: These are more relevant and convincing than cost savings. Morale

and job satisfaction plus fewer disruptions are particularly meaningful. Need very specific policies or

else too much leeway will be sought. Everybody must know who is eligible and why. It is not telework

so much as the worker—“People are going to work or not.”

Employee Advantages: Some employees see telework as being “made to stay at home.” Can

work temporarily during recovery periods from surgery or illness or in later stages of terminal illness.

Green Policy: There was much agreement about the green/environmental advantages of taking

cars off the road for 2 hours and the savings in fuel and emissions that would result. On the other hand,

it was thought that offices are much more “green” than are homes, so that working at home would use

energy that would not be consumed in the office.

Telework Challenges: A list of potential disadvantages for telework was projected on the screen in

groups by subject matter (see Appendix). These participants commented on some of these potential

disadvantages as indicated below.

Start-up costs, including strong firewalls.

Jealousy and envy among workers

Management resistance

Telework can cause “out of sight/out of mind” effect whereby employee loses out in promotions

that are awarded to employees whose presence is more obvious.

Absence of collegial relationships with fellow employees.

Better to use consultant. Why have all the added costs of employee who is not there?

Employee who teleworks must learn to use e-mail very efficiently—when to e-mail, phone or

come to work.

How much does management really know about what you do when you are not there?

Can only work with very clear expectations from management and sometimes those are not

known in advance and evolve with the project.


Exercises


1. A list of the potential benefits of teleworking that were projected on the screen was

provided to each participant. They were asked to rank each advantage from 1 (most

beneficial) to 7 (not at all beneficial) as they relate to their organization.

2. A list of the potential challenges of teleworking that were projected on the screen was

provided to each participant. They were asked to rank each challenge from 1 (not a

challenge)) to 7 (the greatest challenge) as they relate to their organization.

3. One final question asking the participants to rank how important or unimportant the

development of a telework program is to their organization—scale 1= very important and 4

= not important at all.


Telework Benefits: The potential benefits of telework were rated by public sector participants as

indicated in Table 1, with a rating of 1 being Most Beneficial and a rating of 7 being Not at All Beneficial.

Based upon the mean ratings, most beneficial overall are Improves Morale and Job Satisfaction (mean =

2.4), Advances the Green and Sustainability Goals of Organizations (mean = 2.4), Accommodates Those

with Health Problems or Disabilities (mean = 2.5), and Takes Advantage of Modern Efficiencies Such as

Webcams and Teleconferencing (mean = 2.6).

Those benefits with the most ratings of 1 = most beneficial were Reduces Disruptions due to Employees’

Inability to Get to Workplace, Accommodates Those with Health Problems or Disabilities, (each with four

ratings = 1) and Telework Advances Green or Sustainability Goals plus Improves Morale and Job

Satisfaction (each with three ratings = 1).

On the negative side, the lowest rated benefits were Savings Reduce Need to Downsize (mean = 6.0),

Taps Labor Markets from Geographically Remote Areas (mean = 4.7), Reduces Travel Costs for

Employees (mean = 4.6). Potential for Tax Credits and Other Incentives (mean = 4.5), and Option for

Relocating Employees (mean = 4.4).

Telework Challenges: The challenges to teleworking among the public sector participants are shown in

Table 2. The most significant challenges are Management Resistance and Skepticism (mean = 5.5), Start

Up and Operating Costs (mean = 5.1), Jealous or Resistant Colleagues (mean = 4.9), and Employee Safety

issues and Potential Liability (mean = 4.8). By far, the challenge that received the most challenging

rating most often was Management Resistance and Skepticism (4 ratings = 7).


Least challenging were Deciding Which Jobs are Telecommuting Appropriate (mean = 3.2), Security of

Information and Files (mean = 3.3), Coordinate, Control, and Evaluate Staff (mean = 3.5), and IT

Equipment and Support (mean = 3.6).

Importance of a Telework Program: On a 1-4 scale, with 1 being very important and 4 being not at all

important, public employees rated the importance of a telework program right in the middle (mean =

2.5), with one person rating telework at 1, four persons at 2, five persons at 3, and one person at 4.


Table 1

Potential Telework Benefits for Public Sector Employers (number of respondents selecting particular rating are indicated in cells)

Please rate each potential benefit of telework as it relates to your organization. Use a scale from 1 to 7, where 1 = most

beneficial and 7 = not at all beneficial. If you feel that a potential benefit is not on this list, please print that benefit in the other

(specify) section and rate it in the same way as the others.

1= Most Beneficial



Improves morale and job satisfaction 3 3 4 1 2.4



Telework takes advantage of modern efficiencies such as webcams and

Teleconferencing 2 4 2 2 1 2.6

Reduces disruptions due to employees’ inability to get to workplace (e.g.

inclement weather, storms) 4 1 2 2 2 2.9


Improves recruitment and retention of key employees – reduced hiring

and training costs 1 3 1 3 2 1 3.7

An option for relocating employees 2 3 1 1 2 2 4.4


Reduces travel costs for employees – allows employer to pay less

salary/wages 2 2 2 4 1 4.6

Taps labor markets from geographically remote areas – increased applicant

pool 2 2 2 3 2 4.7

Savings reduce need to downsize 2 1 3 5 6.0


Table 2

Potential Telework Challenges for Public Sector Employers (number of respondents selecting particular rating are indicated in cells)

Please rate each potential challenge of telework as it relates to your organization. Use a scale from 1 to 7, where 1 = not a

challenge and 7 = the greatest challenge. If you feel that a potential challenge is not on this list, please print that challenge in

the other (specify) section and rate it in the same way as the others.

1= Not a Challenge



Deciding which jobs are telecommuting appropriate 3 1 1 3 2 3.2

Security of information and files 3 3 4 1 3.3

It may be harder to coordinate and control staff and monitor their

performance 2 5 2 1 1 3.5


Need to change methods of evaluation that do not include the physical

presence of employees 1 4 2 2 2 3.9

Not everyone is well-suited to work at home – need to evaluate employee

Suitability 1 3 2 4 1 4.1

Management must find new and innovative ways of connecting to employees 2 4 4 1 4.4

Can disrupt “teamwork’ and organizational culture; lack of brainstorming

ability (employee’s isolation) 4 4 2 1 4.6

Employee safety issues and potential liability of worker’s comp issues (e.g.

employee falling in home); other liability not covered by employer 1 1 1 4 4 4.8

Jealous and/or resistant colleagues 1 1 6 3 4.9

Start up and operating costs: telework policy, guidelines, training,

evaluation 1 1 5 2 2 5.1



Telework Focus Groups Summary of Findings

Private Sector Employers October 25, 2012

7:15pm

Brief Summary

In general, the private sector group is more experienced with telework and more supportive of it than

the public sector. As with the public sector, the biggest challenge is management. For most of these

private employers, supervisors and upper management want to see their employees on site and are

resistant to the implementation of a telework program. The private sector is more attuned to potential

cost savings associated with telework, especially with regard to space needed for operations. The

private sector is particularly sensitive to the potential isolation of telework and to the possibility of a

reduced potential for advancement because of that isolation. As might be expected, the security of

information and the need for more sophisticated technology are of importance to the private sector to a

greater degree than to the public sector participants.

Introduction

The private sector group was represented by 14 participants from the following employers:

SAIC (manages 15 telecommuting employees “all over the country.”)

Sony (mostly North County residents)

URS Corp. (most employees commute 10+ miles)

Intuit Consumer Tax Group

Parsons Brinckerhoff (half live in central San Diego County and half live in North County)

Sharp Healthcare

Cox Communications (employees reside North County to International Border—Highest

concentration in East County and Chula Vista)

Solar Turbines, Inc. (employees Murrieta to Mexico—some from Arizona)

AECOM (employees Ramona to Tijuana)

BD Biosciences/Pharmingen (employees live from International Border to San Marcos)

Barona Casino and Resort (East County concentration of employees)

Salk Institute (most employees live close to Institute)

Kyocera International (employees Hemet to South Bay)

KTU&A (employees “all over” San Diego County)

As such, this private sector group was well represented by defense contractors, consulting planners and

engineers, manufacturers, High tech and Bio-tech employers, large medical and medical research firms,

communications, and a resort/casino.


These employees held the following positions with their employers—many administer their firm’s

bicycle commute, iCommute, green team and sustainability programs. The sequence listed below is not

correlated to the list of employers in order to protect the anonymity of these participants, as was

promised during the introduction by Dr. Louis M. Rea.

Senior Benefits Administrator

Assistant to Facilities Director

Program Managers (3)

Engineers (2)

Senior Planner

Environmental Health and Safety Supervisor

Administrative Assistant

Systems Test Manager

Transportation Planner

Senior Human Resources Consultant

Marketing Coordinator

These employers or the departments overseen by focus group participants represented as few as 15

employees and as many as 18,000 employees. The median size employer had 400 employees

represented by the participant.


Commute Benefit Programs: Among these employers (and again in no particular order), the following

commute benefit packages are available:

iCommute, subsidized bus passes (200 per month), bike-to-work, subsidized vanpool, 50

employees working from home

vanpools ($100 subsidy but dying out—was 5..now 2) and employee shuttles to Trolley

stations, staggered schedule over 24 hours (10 hour shifts)

many Trolley commuters, iCommute, $72/month transit subsidy, showers for bicycle

commuters

strong supporter of iCommute

iCommute, $20 transit subsidy/month

very flexible schedules, iCommute and Bike-to-Work Challenge

vanpools, carpools, bike-to-work, iCommute, bus pass subsidies

telecommuters throughout country, shuttles from Coaster to office

flexible work arrangements

Rideshare program (60 now carpool), $65 to bicycle commuters, $20 per carpool person,

flexible work hours

Have tried carpools/vanpools, but little success



Images of Home-Based Telework: When shown a series of 4 pictures of the working at home

environment (see Appendix), the following comments were made by participants:

One-year pilot project led to SAIC IT group all working at home

Telework is not a replacement for child care—must sign such an agreement

Ergonomic person comes to home to inspect. Staff loves it—some concern about lack of social

contact

Require a picture of workspace for review

Teleworkers were able to keep working when power went down a couple years ago—same with

other access problems such as sink hole.

Too much sophisticated equipment to work at home.

Two people get to work at home—others are upset, as is management

Must take breaks and lunch—must be managed

Images from Starbucks-like Facilities or Telework Centers: When shown a series of 4 pictures of the

working at a Starbucks-like facility or a telework center (see Appendix), the following comments were

made by participants:

Not acceptable with construction info on laptop

Not acceptable if laptop contains much customer information

Not acceptable for military work

One company’s offices already look like telework center. They do not want workers to “nest” at

their worksite. Pictures are “exactly what it looks like.” Encourages telework to save costs.

Suitable Positions for Telework: Particularly good when employee needs to focus and avoid

interruptions.

Must work independently

EIR reports

Administration—can call in for meetings via teleconferencing

Will not work for scientists who need lab

Will not work for manufacturing

Will not work for service-oriented or client-based businesses

SAIC, Sony and Sharp have formal policies. Sony tried to get more people working at home, but

they were afraid of “out-of-sight-- out-of-mind.”

Jobs with varying workloads—“Why wait in office when not busy?”


Participants named the following types of equipment or technology that are necessary at a telework

location:

Laptop Computer capable of handling large programs quickly (VPN )

Instant messaging

Cell phone

Internet connection

CADD software

GIS

Virtual center that connects to company computer from any device

High quality desk and chair for safety and work comp issues

Webcam

Some way to track/watch people working at home

Requests for telework have generally been driven by sick children or other family members, or

emergencies. Management has been opposed initially (“Champions needed”). Management takes

position that if they are there, everyone should be there.

Terminology—Telework vs. Telecommute/Definition of “Telework”

Respondents were asked whether they favored the term “telework” or “telecommuting.” They were

also asked to comment on the following definition:

“Telework is defined as performing your work duties during your normal work hours

from home (or from a satellite facility that is closer to your home than the regular office)

for the entire workday instead of commuting to the regular office.”

The terms are really interchangeable—one thought that “telework” could be part of a day but

that “telecommute” meant full day

Should use “flexible work arrangement” in definition—“normal work hours” seems restrictive

Use term “work shift” instead of “hours”

Expands work day over several time zones


Telework Benefits: A list of potential benefits for telework was projected on the screen in groups by

subject matter (see Appendix). The participants commented on some of these potential advantages as

indicated below.


Cost Savings: Sharp and Intuit are particularly focused on this advantage—real estate costs in

particular. Retention and recruitment advantages are there but not huge and management has yet to

“buy-in” on these. Marketing person moved to Florida and could be retained.

Labor-related Advantages: More applicable than cost factors. Easier to reach someone at home

vs. walking around halls of workplace. Definite increase in morale and job satisfaction.

Employee Advantages: Health and disability issues struck a very responsive chord among

participants. Can work temporarily during recovery periods from surgery or illness.

Green Policy: There was not much discussion about this except that everyone agreed that it is a

consideration.

Telework Challenges: A list of potential disadvantages for telework was projected on the screen in

groups by subject matter (see Appendix). The participants commented on some of these potential

disadvantages as indicated below.

Jealousy and envy among workers—big issue

Management resistance—management wants you there and does not want to “figure out” a

different way of doing things

Collaboration (brainstorming) is difficult

Not all employees have laptops

Some jobs need much supervision

Information must be secure

Two employers require employees to only use company computers—they cannot bring in own

equipment—virus risk

Telework can cause “out of sight/out of mind” isolation effect whereby employee loses out in

promotions that are awarded to employees whose presence is more obvious.

Teamwork disrupted

Can only work with very clear expectations from management and sometimes those are not

known in advance and evolve with the project. Need to develop new evaluation procedures-

need more teammate feedback.

Need to get manager “on-board.” If managers supportive, “they’ll find a way.”

Sounds great until you do it. Routine jobs are particularly problematic—hard to get motivated.


Exercises


1. A list of the potential benefits of teleworking that were projected on the screen was

provided to each participant. They were asked to rank each advantage from 1 (most

beneficial) to 7 (not at all beneficial) as they relate to their organization.

2. A list of the potential challenges of teleworking that were projected on the screen was

provided to each participant. They were asked to rank each challenge from 1 (not a

challenge)) to 7 (the greatest challenge) as they relate to their organization.

3. One final question asking the participants to rank how important or unimportant the

development of a telework program is to their organization—scale 1= very important and 4

= not important at all.


Telework Benefits: Table 3 shows the arithmetic mean ratings of the potential benefits of telework as

rated by private sector participants. These private sector participants find these features of teleworking

to be more beneficial, across the board, than does the public sector. Most beneficial are Improves

Morale and Job Satisfaction (mean = 1.6), Reduces Disruptions due to Employees’ Inability to Get to the

Workplace (mean = 2.1), and Improves Recruitment and Retention of Key Employees (mean = 2.3).

Those benefits with the most ratings of 1 = most beneficial were Improves Morale and Job Satisfaction

(eight ratings = 1), followed by Reduces Disruptions due to Employees’ Inability to Get to the Workplace,

Improves Recruitment , Retention of Key Employees, and Accommodates Those with Health Problems

or Disabilities, (each with five ratings = 1).

On the negative side, the lowest rated benefits were Savings Reduce Need to Downsize (mean = 3.8),

and Reduces Travel Costs for Employees (mean = 3.7).

Telework Challenges: The challenges to teleworking among the private sector participants are shown in

Table 4. Just as the private participants see greater benefits from telework, they also do not view many

of the challenges to be as daunting as do the public sector participants nor do they dismiss some of the

challenges as easily as does the public sector. The most significant challenge is that Teamwork and

Organizational Culture Can Be Disrupted (mean = 5.3). This is followed by a series of challenges—all

with means of 4.6. These are Management Resistance and Skepticism, Harder to Coordinate, Control

and Evaluate Staff, Security of Information and Files, Deciding Which Jobs are Telecommuting

Appropriate, and Management Must Find New and Innovative Ways to Communicate. Two of these

challenges (Coordination and Deciding Which Jobs for Telecommuting) were seen by the public sector as

being among the least challenging factors to consider. The features that received the most challenging

rating most often were Management Resistance and Skepticism (5 ratings = 7) and Disruption of

Teamwork and Organizational Culture ( 4 ratings = 7).


Least challenging were cost factors: IT Equipment and Support Costs (mean = 3.1) and Start up and

Operating Costs (mean = 3.2). Start Up and Operating Costs were seen as a big challenge by the public

sector.

Importance of a Telework Program: On a 1-4 scale, with 1 being very important and 4 being not at all

important, private sector employers rated the importance of a telework program higher in importance

than did the public sector, with a mean of 2.0. Interestingly, private employers were much more pro or

con than were public sector participants, with six participants indicating the highest degree of

importance (in contrast to only 1 such response from the public sector) and three indicating no

importance at all (in contrast, again, to only one from the public sector). There were no ratings of 3 =

somewhat unimportant for private employers and, yet, that was the most cited rating among public

employees (5 such responses). The most frequently selected rating among private employers was 2 =

Somewhat Important.


Table 3

Potential Telework Benefits for Private Sector Employers (number of respondents selecting particular rating are indicated in cells)

Please rate each potential benefit of telework as it relates to your organization. Use a scale from 1 to 7, where 1 = most

beneficial and 7 = not at all beneficial. If you feel that a potential benefit is not on this list, please print that benefit in the other

(specify) section and rate it in the same way as the others.

1= Most Beneficial



Improves morale and job satisfaction 8 4 1 1.6

Reduces disruptions due to employees’ inability to get to workplace (e.g.

inclement weather, storms) 5 4 3 2 2.1

Improves recruitment and retention of key employees – reduced hiring

and training costs 5 3 4 1 1 2.3




An option for relocating employees 3 5 2 2 1 2.7

Telework takes advantage of modern efficiencies such as webcams and

Teleconferencing 3 3 4 2 1 1 2.9

Taps labor markets from geographically remote areas – increased applicant

pool 4 1 3 2 1 2 3.1


Reduces travel costs for employees – allows employer to pay less

salary/wages 3 4 2 2 2 1 3.7

Savings reduce need to downsize 1 1 5 2 1 2 1 3.8

Other, please specify-----Saves employee time__________________________

1


Table 4

Potential Telework Challenges for Private Sector Employers (number of respondents selecting particular rating are indicated in cells)

Please rate each potential challenge of telework as it relates to your organization. Use a scale from 1 to 7, where 1 = not a

challenge and 7 = the greatest challenge. If you feel that a potential challenge is not on this list, please print that challenge in

the other (specify) section and rate it in the same way as the others.

1= Not a Challenge




Start up and operating costs: telework policy, guidelines, training,

evaluation 2 2 6 1 1 2 3.2

Employee safety issues and potential liability of worker’s comp issues (e.g.

employee falling in home); other liability not covered by employer 1 4 3 4 2 3.4

Need to change methods of evaluation that do not include the physical

presence of employees 1 1 7 5 4.1

Jealous and/or resistant colleagues 1 1 5 1 1 3 2 4.2

Not everyone is well-suited to work at home – need to evaluate employee

Suitability 2 2 3 4 1 2 4.4


It may be harder to coordinate and control staff and monitor their

performance 1 2 6 3 2 4.6

Security of information and files 1 1 3 3 2 1 3 4.6

Management must find new and innovative ways of connecting to employees 1 2 4 3 3 1 4.6

Deciding which jobs are telecommuting appropriate 1 1 6 2 1 3 4.6

Can disrupt “teamwork’ and organizational culture; lack of brainstorming

ability (employee’s isolation) 2 2 2 4 4 5.3


APPENDIX

Telework Images Telework Benefits and Challenges


Appendix B – Interview Report

1

Summary of Telephone Telework Interviews

Major Employers

San Diego Region

Purpose and Procedure

Purpose

The purpose of these telephone interviews is to refine and inform the information

obtained in the focus group discussions. This information would be used in the

development of the survey instrument for the formal scientific survey.

The intent of this process is to contact major public and private employers in the San

Diego region in an effort to obtain detailed information about that agency’s telework

policies and/or options. There was also interest in speaking to agencies that do not permit

telework options at all. A major goal was to speak with someone who represents upper

management or at least someone in the Human Resources Department. The discussion

guides, used for the telephone interviewing process, are available in the Appendix.

Procedural Issues

Rea & Parker Research found that many employers refused to discuss their agency’s

telework employee options. Others provided only limited information. Most agency

representatives commented that the telework policies and/or options are highly sensitive

and they would not want to see any information in this regard in a formal report. These

individuals spoke about their telework options with the understanding that their agency

policies or information about telework would be discussed only as part of a larger

discussion and would not be specifically correlated with their agency by name.

Other agency representatives called our attention to the formal survey that was in process

at the same time as Rea & Parker Research was making these less formal calls. These

individuals indicated that they already completed a survey by telephone or that they were

contacted and did not want to disclose any information about telework.

Summary of Telephone Conversations

Specific Public Agencies

Camp Pendleton: Our contact at the Camp Pendleton Military Base was very

forthright about telework policy at the Base and provided this policy to Rea &

2

Parker Research. A summary of some key characteristics at Camp Pendleton

follows:

o All civilian employees are evaluated to determine their eligibility for

telework; currently, 13% are eligible and of these 13%, 15% actually

perform telework procedures (2% of all civilian employees). The Camp

Pendleton telework goal is to increase telework participation to 25% of the

eligible workforce; telework employees perform on average 120 hours of

telework per year.

o Telework for eligible employees is supported and encouraged at all levels.

o Telework is voluntary and entails a formal written agreement between the

supervisor and the teleworker.

City of San Diego: The City of San Diego produced a thorough telework

policy in 2004 and it has not been updated since that time. This policy is no

longer operational. The City of San Diego provides telework options but this

is accomplished informally between the supervisor and the teleworker. It is

interesting and instructive to note some of the key features of the 2004 City of

San Diego Telework Policy:

o The teleworking agreement required agreement and signatures from the

teleworker, the supervisor, and Deputy Director/Assistant Chief.

o The teleworking agreement was always voluntary for the employee and

his/her supervisor, and could be terminated by either party any time

without grievance.

o The functions and tasks appropriate for teleworking need not comprise the

employee’s total job. However, an employee’s job duties must be able to

accommodate a full day’s work away from the office.

o The City was not required to provide computer or other equipment for use

at the home office and could choose telework employees partially based

on the employee’s willingness to provide the necessary equipment on their

own.

o Employees eligible for participation in the Telework Program should be

self-motivated, well-organized, possess strong time management and

communication skills, and require minimal supervision. These employees

should have at least a satisfactory job performance evaluation or higher.

o Attendance at a telework training session was recommended for both the

employee and his/her supervisor.

San Diego State University: San Diego State University does not have a

telework policy and such a policy can only be developed through negotiations

with the relevant unions. Teleworking among non-faculty personnel is

discouraged in the absence of a policy. Some departments, however, permit

some limited teleworking by staff employees at the discretion of the

appropriate administrator.

3

Public Agencies (not mentioned above) and Private Agencies:

Representatives of three other public agencies were interviewed and these are as follows:

City of Carlsbad, San Diego Unified School District, and Otay Water District. Rea &

Parker Research interviewed six private agencies -- three of these agencies are as follows:

Cox Communications, Qualcomm, and Sharp Healthcare. The other three private

agencies cannot be identified.

Some of these agencies do not have a formal telework policy and some have

few or no options available for employees to telework. These agencies

actually discourage telework for their employees and provide the following

reasons for their current attitude toward telework:

o Jealousy and ill-will may occur among employees when it is found that

some employees are permitted to telework and others are not.

o Management and supervisorial personnel do not feel that they will obtain

the same level of productivity from a teleworker that they would from

someone who works on site.

Some agencies have a formal plan and/or informal telework options. The

following points summarize plan features and attitudes toward telework:

o Security associated with the telework employees is generally not an issue.

Telework employees use the same computer fraud prevention techniques

as required on site in the traditional office. Further, telework employees

provide no more risk to security than employees who take work home

after work hours and on weekends.

o Generally, an employee is permitted to telework at the discretion of the

immediate supervisor. Frequently, more traditional managers are not

convinced that telework is a viable option.

o Some managers find that it is inconvenient when a teleworking employee

is required to teleconference, especially when a meeting becomes

necessary at the spur of the moment.

o Only a relatively small portion of the agency’s jobs are generally suitable

for telework; thus, only a small proportion of an agency’s employees are

usually eligible to telework.

o Job performance is almost always a major criterion for determining who is

permitted to telework.

o Some agency representatives indicated that teleworking employees return

to the office refreshed after their teleworking experience; moreover, they

return with a renewed sense of commitment to the organization.

o Some agencies have strict safety requirements regarding a home office and

the home office is subject to regular safety inspections.

4

o Most agencies have accountability measures in place. That is, generally,

teleworking employees must sign in and sign out through their e-mail to

indicate when they are at their work station and when they are not.

5

APPENDIX

Discussion Guides for the Telework Telephone Interviews

6

Telework Telephone Interview Questions

Questions for organizations with a formal

telework program or policy (written)

1. Please describe how your telework policy is implemented.

a. Why did your organization develop a telework policy? Probe: management

initiative, response to employee requests; effort to save money or attain a

higher level of efficiency; effort to retain qualified staff.

b. What is the name of your telework program or policy?

c. What type of work in your organization is done through telework? Are there

specific types of work that would not be suitable for telework? If so, what are

they?

d. What other criteria are at play? (Do the criteria screen for type of job; does the

employee’s record or job performance enter into the selection process?

e. Who manages the Program? Probe: At what level of the organization is the

telework program implemented – middle management, upper

management? Is there a specific person or team of persons or department

responsible for implementing the telework program?

f. How are employee requests to telework handled? Probe: Explain the

process whereby a request by an employee to telework is addressed. Who

makes the decision regarding an employee’s request to telework –

immediate supervisor, upper management, etc.?

What conditions or circumstances are likely to prompt a

negative response to an employee’s request to telework?

g. What telework–related training is required of/provided to teleworkers? To

managers of teleworkers?

h. What procedures are in place to address abuses of telework arrangements

and/or performance issues, if any?

2. How many employees in your local organization telework?

a. What percentage of your employees does this represent?

b. On the average, how frequently do the teleworkers telework (every weekday,

3 or 4 days per week, 1 or 2 days per week, occasionally – a few times per

month at most). Probe: Pursue variations in telework frequency and

determine the rationale for part time telework employees versus full time

teleworkers. c. Has telework increased or decreased or remained about the same within your

organization in the last 2 years?

7

d. Does your telework policy permit requests by employees to telework on an ad

hoc basis? For example, would your organization entertain requests to

telework to accommodate family emergencies or home repairs?

e. Does your organization have goals for the number of employees that

telework? If so, what are those goals?

3. What would you say are the two most important benefits of your Telework Program for

your organization? What are the two most important challenges of your telework

program?

4. Do your telework employees work from home, from some telework location not in the

home, or both? Please explain. If employees work from home, does your organization

expect that the home office meet specific physical requirements? If so, please explain.

Does the organization require a physical inspection of the home office?

5. What technologies, programs, or equipment do teleworkers in your organization now

use? Does your firm provide any of the technologies or equipment? Is your IT

infrastructure and support sufficient to handle remote connectivity requirements?

6. How do you evaluate your teleworkers? (Probe: Is it performance based – work

product and meeting deadlines or some other method)? How is this different from

evaluating non-telework employees, if at all? Does this differ from how you evaluate

non-telework employees?

7. Do you have a system of accountability for your teleworkers? (for example, a system

whereby an employee signs in and out of their work station/network). Does this system

differ from the system of accountability for non-telework employees?

8. Does your telework policy address security concerns you may have about the use of

sensitive materials outside of the office? If yes, how does the policy address these

concerns?

9. Has your organization quantified the savings or increase in productivity from the

telework program? Has there been any impact in operations or facilities planning or costs

(e.g. office space, decrease in parking costs, reduced employee turnover)?

10. Do you actively promote your telework program with your employees and management

team? If so, how? (e.g. online promotion, one on one manager to employee, special

events).

11. In your opinion, is there any assistance the San Diego Association of Governments

(SANDAG) can provide that would help you improve or expand your telework program?

Probe: technical assistance, financial assistance, training

8

12. Is there anything else you would like to say about your telework policy or telework

generally?

13. Can we receive a copy of your telework policy?

Questions for organizations without a formal telework program but informal telework

options are permitted.

Please consider the following definition of telework: ―Telework is defined as performing your

work duties during your normal work hours from home (or from a satellite facility that is closer

to your home than the regular office) for the entire work day or for part of the work day instead

of commuting to the regular office.‖

1. Please explain how your organization addresses telework? Consider the following:

a. How many employees in your organization telework?

b. What percentage of your local employees does this represent?

c. On the average, how frequently do they telework (every weekday, 3

or 4 days per week, 1 or 2 days per week, occasionally – a few

times per month at most). Probe: Pursue variations in telework

frequency and determine the rationale for part time telework

employees versus full time teleworkers. d. What type of work in your organization is done through telework?

Are there specific types of work that would not be suitable for

telework? If so, what are they?

e. What other criteria are at play? (Do the criteria screen for type of

job; does the employee’s record or job performance enter into the

selection process?

f. How are employee requests to telework handled? Probe: Explain

the process whereby a request by an employee to telework is

addressed. Would your organization entertain requests to

telework to accommodate family emergencies or home repairs? g. What conditions or circumstances are likely to prompt a negative

response to an employee’s request to telework?

h. What telework–related training is required of/provided to

teleworkers? To managers of teleworkers?—

i. Has your organization faced any employee discontent regarding

who is permitted to telework and who is not?

9

2. Have you considered implementing a formal telework policy?

a. Would upper management be in favor of a more formal telework program or

would upper management not encourage such a program?

b. What has hindered your organization from developing a formal telework

policy?

c. What do you think would motivate management/decision-makers to adopt a

more formal telework program or to expand the existing telework options?

d. What do you see as the advantages of telework for your organization, if any?

Probe: saves office space and parking requirements; reduces travel costs;

improves morale and job satisfaction

e. What do you see as the disadvantages of a telework program? Probe: Are

you concerned about the use of sensitive materials outside of the office? f. Would you consider developing a telework pilot program in an effort to find

out if expanding telework would represent a positive direction for your

organization?

3. Do your telework employees work from home, from some telework location not in the

home, or both? Please explain.

4. What technologies or equipment does your organization provide your teleworkers, if any,

when they work away from the office? Is your IT infrastructure and support sufficient to

handle remote connectivity requirements?

5. How do you evaluate your teleworkers? (Probe: Is it performance based – work product

and meeting deadlines or some other method)? How is this different from evaluating non-

telework employees, if at all?

6. What is your opinion about a system of accountability whereby an employee who is

teleworking must sign out electronically when he/she is not at their work station and then

sign in again when they return?

7. Even though you do not have a formal telework program, do you promote the concept of

telework in any way with your employees? If so, how is this accomplished?

8. In your opinion, is there any assistance the San Diego Association of Governments

(SANDAG) can provide that would help you expand your telework options or develop a

telework program? Probe: technical assistance, financial assistance, training

10

Questions for organizations with no telework policy/program and no telework options

permitted even informally:

1. What are the primary two challenges or concerns that explain why you do not

offer telework options? Probe: Is it a cost issue in terms of providing

employees with equipment, technology, and IT support? Is there a

security issue in terms of sensitive materials leaving the confines of your

office? Does upper management support telework? (If not, what concerns

have they expressed)? Are you concerned about employee accountability?

Is the type of job a concern to you in the potential consideration of

telework for your organization? Has your organization allowed telework

in the past but has discontinued it?

2. Do you see any potential advantages of having a telework policy or program

for your employees or even some informal telework options? If so, what are

they? Probe: saves office space and parking requirements; reduces

travel costs; improves morale and job satisfaction

3. Have any of your employees requested telework options? If so, what are the

reasons for their request? How do you handle these requests?

4. Can the San Diego Association of Governments (SANDAG), in your opinion,

help you overcome any challenges or barriers to developing a telework

program or policy or to even start to offer employees some telework options?

Probe: technical assistance, financial assistance, training.

5. Would your organization consider participating in a telework pilot program?

If so, what would be your conditions for participating?


Appendix C – Sample Survey Report

Rea & Parker Research

P.O. Box 421079

San Diego, CA 92142

858-279-5070

www.rea-parker.com

2/12/2013

Telework in San Diego County: Sample Survey Report

i

Telework Survey Report Rea & Parker Research

IBI Group/SANDAG February, 11, 2013

Table of Contents Page

Summary of Key Survey Findings ii

Introduction and Methodology 1

Sample 2

Sample Characteristics 3

Survey Findings 5

Organizations with Formal Telework Plans 5

Development and Implementation of Telework Policy 6

Frequency of Telework 10

Home Office and other Offsite Work Locations 12

Accountability and Evaluation 16

Benefits and Challenges of Telework 17

Organizations with Informal Telework Options (No Formal Plan) 19

Basic Telework Characteristics 19

Security and Accountability 21

Frequency of Telework 24

Consideration of a Formal Telework Policy 24

Benefits and Challenges of Telework 26

Interest in a Telework Pilot Program 28

Organizations with Neither Formal Telework Plans nor Informal

Options 28

General Orientation to Telework Options 29

Interest in a Telework Pilot Program 33

Conclusions and Recommendations 35

Appendix 37

Exhibit A: Frequencies and Open-Ended Responses 38

Exhibit B: Survey Instrument 102

Exhibit C: List of Organizations with Formal Telework Plans 116

Exhibit D: List of Organizations with Informal Telework Policies 118

Exhibit E: List of Informal Policy Organizations Interested in

Pilot Project 124

Exhibit F: List of Organizations with Neither Formal Telework

Plan nor Informal Policies 126

Exhibit G: List of Organizations with Neither Formal Plan

nor Informal Policy but are Interested in Pilot Project 134

ii



Telework Sample Survey Report

San Diego County Employers

Summary of Key Survey Findings



Nearly one-fourth (24 percent) of organizations with formal telework plans are

represented by the health care industry; one-fifth (20 percent) are represented by

high-tech, communications, and defense, and another 11 percent are associated

with retail.

Organizations adopted formal plans largely in response to employee requests (22

percent) followed by an initiative by upper management and an effort to retain

and recruit qualified staff (each 20 percent).

Nearly three-fifths (56 percent) of these organizations indicate that report writing

is the dominant type of work performed by telework employees; information

technology (51 percent) and word processing/data entry (49 percent) were also

reported as significant telework activities.

Among the organizations that provide jobs not suitable for telework, over one-

fourth (27 percent) indicated that hands-on/factory work is high on the list

followed by jobs requiring face-to-face interaction (21 percent).

Nearly three-fourths (73 percent) of these organizations have not faced employee

discontent regarding who is permitted to telework and who is not.


Among these organizations, over one-fourth (26 percent) of teleworking

employees telework on average every weekday and another 43 percent telework

on average 1-2 days per week.

In the last 2 years, nearly one-half (47 percent) of these organizations reported an

increase in the number of teleworkers.

Home Office and other Offsite Work Locations

Among these organizations, nearly three-fourths (73 percent) of telework

employees work from their home and another 20 percent work from their home

sometimes and from another location at other times.

Among the organizations that have physical requirements for telework locations,

one-third requires basic equipment such as a FAX machine and Internet access;

another 21 percent state that the telework location must be a dedicated workplace

that is free of distractions.

iii



Teleconferencing capability and special software are available to teleworkers in

well over three-fifths of the organizations with a formal plan; when this

equipment is required by the employer, the employer supplies it in the vast

majority of the instances.

Four-fifths of organizations address security concerns in their formal telework

plan.

Accountability and Evaluation

Over two-fifths (42 percent) of the organizations hold their teleworkers

accountable by requiring them to sign-in and out of duty; 49 percent have no

accountability measures in place.

Most organizations (59 percent) judge the quality and quantity of the work done

as an indication of the success or lack of success of the teleworker.


The primary benefits of telework are viewed as employee morale and job

satisfaction (29 percent) followed by recruitment and retention of qualified

employees (16 percent).

The main challenges to telework are the difficulty in coordinating and controlling

telework staff (16 percent) followed by the notion that telework disrupts

teamwork and the organizational culture (11 percent).

These organizations are moderately interested in obtaining help from the San

Diego Association of Governments to improve or expand their telework

programs – interest spans from financial assistance (29 percent) to training

managers (24 percent) to technical assistance (20 percent).



Organizations with informal telework policies are most represented by the

construction and hospitality/recreation industries (each 13 percent).

Report writing (56 percent) is the dominant type of work performed by telework

employees (as was the case with formal plans), closely followed by word

processing/data entry (55 percent); research analysis (52 percent) was also

reported as a significant telework activity.

Among these organizations that provide jobs not suitable for telework, over two-

fifths (44 percent) indicated that hands-on/factory work tops the list as not

suitable for telework; accounting, administration, and human resources related

jobs follow (21 percent).

Over two-fifths (43 percent) of organizations take job performance into account

when determining eligibility for telework; 57 percent do not take job

performance into account.

Nine in ten of these organizations have not faced any employee discontent

regarding who is permitted to telework and who is not.

iv




Seven in ten organizations address security concerns in their telework operations.

Over one-third (34 percent) of these organizations hold their teleworkers accountable

by requiring them to sign in and out of duty; by contrast, 66 percent have no

accountability procedures in place.


Among these organizations, 45 percent of their teleworking employees telework on

average a few times per month or less and another 29 percent have employees that

telework on average 1-2 days per week. Ten percent of these employees telework

every weekday.


Less than one-third (29 percent) of these organizational representatives felt that the

upper management of the organization would be in favor of developing a more

formal telework policy;

It is thought that upper management may be motivated to adopt a formal plan if it is

shown that telework leads to cost savings and business expansion.


The primary benefits of telework are viewed as employee morale and job satisfaction

(20 percent) followed by productivity and job performance (19 percent).

The main challenges to telework are the difficulty in coordinating and controlling

telework staff (18 percent) followed by the need to find new and innovative ways to

communicate with employees as well as making a determination as to which jobs

are suitable for telework (each 11 percent).

These organizations are moderately interested in obtaining help from the San Diego

Association of Governments to formalize and expand their telework programs –

interest spans from financial assistance (27 percent) to training managers (25

percent) to technical assistance (22 percent).


Well over one-fourth (29 percent) of these organizations would consider participating

in a telework pilot program in an effort to find out if expanding telework would

represent a positive direction for their organization.

v





Organizations with neither a formal telework plan nor informal policies are

represented to the greatest extent by the construction industry (14 percent) and the

hospitality/recreation industry (13 percent); retail (11 percent) and high-

tech/communications/defense (9 percent) follow in importance.

Nearly 7 in 10 of these organizations rated the types of jobs that they offer as either a

big challenge or a very big challenge in instituting a telework program; security (45

percent), cost (36 percent), and employee accountability (34 percent) are next in line

as either a big challenge or a very big challenge.

The primary telework benefits are viewed as travel cost savings for employees

enabling employers to pay lower wages (14 percent), followed by morale and job

satisfaction (12 percent) and productivity and job performance (10 percent).

When these organizations do approve telework requests, about two-thirds of them

characterize the quality of the telework employee as either very beneficial (27

percent) to the organization or somewhat beneficial (39 percent).

These organizations are less interested in obtaining help from the San Diego Association of

Governments for developing a telework policy and program – interest in financial assistance (15

percent) training managers and training employees (each 14 percent).

Interest in Telework Pilot Program

Approximately 1 in 8 (13 percent) of these organizations would consider participating in a

telework pilot program in an effort to find out if such a program would represent a positive

direction for their organization.


Organizations with a formal telework plan as well as those with informal telework options (no

formal plan) expressed a moderately strong interest in obtaining assistance from the San Diego

Association of Governments (SANDAG) in the areas of financing, training, and technical

expertise.

To meet the telework needs of these organizations, SANDAG may consider providing assistance

in overcoming the following challenges to telework: suggestions to coordinate and control

telework staff and recommend how an effectively implemented telework program can minimize

disruptions to teamwork and organizational culture.

To further the use of telework as an alternative work option, SANDAG can also help to

emphasize the benefits of telework already identified by these organizations: improved employee

morale and job satisfaction and a mechanism to retain quality employees.

Organizations with formal plans and those with informal telework options (no formal plan)

identify similar types of jobs that are suitable for telework as well as those that are not suitable.

The telework suitable jobs are dominantly report writing, information technology, and word

vi



processing/data entry. Those jobs not suitable for telework entail hands-on factory oriented work,

laboratory work, jobs requiring regular face-to-face interaction, customer service, and call center

work.

SANDAG may wish to focus its attention and assistance on those firms and departments where

there is a predominance of telework suitable jobs and minimize its efforts where telework non-

suitable jobs are prevalent.

However, it is noteworthy that organizations from the retail sector and construction—two

industries thought to be difficult ones for telework—did show interest in the pilot project and did

evidence existing informal policies. As such, these employers do evidently offer jobs (e.g. office)

that can utilize telework and they should not be overlooked.

There is evidence that upper management is influential in the development, management, and

expansion of telework options. For example, among organizations with a formal telework plan,

upper management manages the plan in about one-half of the cases.

Among organizations with informal telework options, there is some sentiment that upper

management could be persuaded to adopt a more formal telework policy if it could be shown that

telework leads to cost savings and facilitates business expansion.

SANDAG may wish to consider concentrating its efforts on upper management when attempting

to instill the benefits of telework in organizations.

Among organizations with neither a formal telework plan nor informal options, there is

considerably less interest in SANDAG’s assistance with telework as a flexible work option. It is

noteworthy, however, that where telework was considered or even attempted in these

organizations, two-thirds viewed telework as very or somewhat beneficial to the organization.

SANDAG may be able capitalize on these findings when addressing telework issues among

organizations with little or no telework experience.

1



Telework Sample Survey Report

San Diego County Employers

Introduction and Methodology

Preliminary research suggests that while there is a demand for telework among employees,

employers in the San Diego region have not yet embraced telework as a beneficial business

strategy. Accordingly, the San Diego Association of Governments has proposed to work with

government and the business community to better understand the obstacles to telework

implementation and develop a strategy for overcoming these obstacles in order to take advantage

of the many benefits that telework provides. Task 1 of this project involves the identification and

documentation of real and perceived barriers to implementing telework programs as well as the

identification of clear benefits of telework that can serve as an outreach and marketing tool for the

expansion of telework options.

Task 1 consisted of four research efforts as follows: (1) two focus groups comprised of public

and private employers to learn their perspectives, opinions, and attitudes regarding flexible work

options (telework in particular), (2) one-on-one telephone interviews with employer

representatives in upper management – purpose was to refine and inform the information

obtained in the focus group sessions, (3) a demographic analysis that focused largely upon worker

skills, agency location, and other characteristics that would be consistent with a successful

telework environment, and (4) a scientific, formal sample survey that focuses upon employers in

the San Diego region and is designed, in part, to ascertain information about the challenges to the

development and expansion of telework programs – all previous research stages served to inform

the development of the survey instrument.

The research gathered and analyzed in Task 1 will be used in Task 2 – the development of a

Telework Demonstration Project and Pilot Program for the San Diego region.

This report provides the results of the sample telework survey. The primary purpose of the

research is summarized as follows:

2



Determine the telework opinions and experiences of three types of organizations (1) organizations

that have adopted formal telework policy (2) organizations that practice informal telework

options without a formal plan, and (3) organizations that possess neither a formal telework plan

nor practice informal telework options

Determine the type of work done by telework employees and identify the type of work not

suitable for telework

Determine accountability and evaluation procedures for telework employees

Determine the size of telework operations and the frequency that telework takes place

Determine home office considerations including security, equipment, and technology

Determine perceived challenges to telework as well as perceived benefits

Determine the extent to which organizations welcome help from SANDAG to develop or enhance

their telework operations.

Determine whether organizations would consider participating in a telework pilot program

Survey Sample

The survey was conducted by a random telephone sample of 400 respondents in order to secure a

margin of error not to exceed +/-4.9 percent @ 95 percent confidence. This figure represents the

widest interval that occurs when the survey question represents an approximate 50 percent-50

percent proportion of the sample. When it is not 50 percent-50 percent, the interval is somewhat

smaller. For example, in the survey findings that follow, 49.0 percent of organizations in the

survey have either a formal telework plan or informal telework options. This means that there is a

95 percent chance that the true proportion of organizations represented by the sampled

organizations that have either formal plans or informal options is between 53.9 percent and 44.1

percent (49.0 percent +/- 4.9 percent).

Rea & Parker Research purchased a sample working population comprised of public and private

organizations that are likely to have a substantial number of jobs suitable for telework. The list

that was purchased also contained the number of employees in each organization. Specific

departments were targeted and department heads or top corporate officers (whose names were

included in the purchased file) were then called and asked to participate. Inasmuch as larger

corporations could be expected to have a number of departments and that these departments could

3



have differing telework policies, the survey sample was allowed to include up to 3 department

heads for any one organization. The telework suitability was determined from the focus group

results where telework oriented jobs were identified in part as information technology, concept

development, marketing, report writing, research, communication/graphics, and word processing

and data entry.

Potential survey respondents were asked if they were able to answer questions about non-

traditional work locations on behalf of their department or organization. If the person indicated

that he/she was not able to answer such questions, they were asked for a referral. When

respondents asked about the purpose of the survey, they were told ―this study is designed to help

the San Diego Association of Governments improve transportation and commuting practices in

the San Diego region.‖ The survey was conducted from January 8 to January 24, 2013. Among

those listed parties who were reached by telephone, 51 percent participated in the survey,

producing 400 respondents in total.

Sample Characteristics

Table 1 portrays the key sample characteristics. The sample is comprised largely of private

sector organizations (88 percent private; 12 percent public). The sample departments and

organizations are represented by several primary industries including hospitality/recreation (13

percent), construction (12 percent), high-tech, communications, and defense (11 percent), and

health care (9 percent). Interviews were ultimately conducted with department heads, managers,

and supervisors including department heads of human resources departments (57 percent).

Another 18 percent of interviews were conducted with CEOs, CFOs and COOs, along with vice

presidents who oversaw many departments and were, therefore, considered more similar to the C-

class personnel (CEO, CFO, COO) than to department heads.

The median size of organizations in the sample is 90 employees and the number of organizations

with 500 or more employees is 26 (6.5 percent of all organizations). Telework plan status is

organized into three categories: Organizations with a formal telework plan or policy (11 percent),

organizations without a formal telework plan but with informal telework options (36 percent), and

organizations with neither a formal telework plan nor informal options or did not know the

current status of their organizations’ telework policies (53 percent).

4



Table 1

Sample Characteristics

Ownership

Private Organization 88%

Public Organization 12%

Industry/Primary Occupation

Hospitality/Recreation 13%

Construction 12%

High-Tech, Communications, Defense 11%

Health Care 9%

Retail 8%

Manufacturer 8%

Education 7%

Finance, Insurance, Real Estate 6%

Number of Employees

Median 90

Range 50-10,000

Number of Organizations with 500 or More Employees 26

Number of Organizations with 1,000 or More Employees = 20

Interviewee

CEO, CFO,COO 14%

Vice-President—Multiple Departments 4%

Department Head—Human Resources 20%

Other Department Head, Unspecified General Manager, Supervisor 37%

Human Resources—Below Department Head 10%

Other 15%

Telework Plan Status and Organization Size

Formal Plan 11%

Median Size = 120 employees


Informal Options 36%



Neither Formal Plan nor Informal Options or Do Not Know 53%



5



This survey report has been divided into the following information components:




Home Office and Other Offsite Work Locations


Benefits and Challenges to Telework





Consideration of a Telework Policy

Benefits and Challenges to Telework


Organizations with Neither Formal Telework Plan Nor Informal Options



Charts have been prepared for each of these major components depicting the basic survey results.

Complete survey frequencies, lists of open-ended responses to survey questions and the survey

instrument are contained in the Appendix as Exhibit A (frequencies and open-ended responses)

and Exhibit B (survey instrument).

Survey Findings


As indicated above, 11 percent (n = 45) of the sample organizations have a formal telework plan.

The median size of these organizations is 120 employees. The largest employer has 10,000

employees and there are 6 organizations with 1000 employees or more. These 45 organizations

are listed as Exhibit C in the Appendix.

6




Chart 1 shows that nearly one-fourth (24 percent) of organizations with a formal plan are

represented by the health care industry. One-fifth (20 percent) are represented by high-tech,

communications, and defense industries, and another 11 percent are associated with retail. Chart

2 demonstrates that organizations adopted formal plans largely in response to employee requests

(22 percent) followed by upper management initiative and an effort to retain and recruit qualified

staff (each 20 percent). In nearly one-half (49 percent) of these organizations, upper management

manages the formal telework plan while one-fifth (20 percent) of the organizations utilize a

department head or other ranking executive to manage their Plan (Chart 3).

0%

5%

10%

15%

20%

25% 24%

20%

11%

9% 9% 9%

4% 4% 4%

Chart 1 Industries Represented by Organizations with Formal Plans

(Only main industries shown--Does not sum to 100%)

7



0%

5%

10%

15%

20%

25%

Response to Employee Requests

Initiative by Upper

Management

Effort to Retain and Recruit

Qualified Staff

Effort to Save Money

Establish Balance

between Work and Life

Outside of Work

22% 20% 20%

16%

7%

Chart 2 Major Reasons for Adoption of Formal Plan

(Only main reasons indicated -- percentages, therefore, do not sum to 100%)

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Upper Management

Department Head or Other

Ranking Executive

Special Department

Special Person or Team

Other/Do Not Know

49%

20% 16%

11%

4%

Chart 3 Who Manages Formal Telework Plan?

8



Chart 4 shows that nearly three-fifths (56 percent) of organizations with formal plans indicated

that report writing is the dominant type of work performed by telework employees. Information

technology (51 percent) and word processing/data entry (49 percent) were also reported as

significant telework activities. Among the organizations that reported that they provided jobs that

are not suitable for telework, over one-fourth (27 percent) indicated that hands-on/factory work is

highest on the list followed by jobs requiring face-to-face interaction (21 percent). Human

resource related jobs and jobs requiring a high degree of confidentiality (each 15 percent) follow

as less suitable for telework (Chart 5).

Chart 6 indicates that nearly 7 in 10 organizations (69 percent) with a formal telework plan take

into account job performance when determining eligibility for telework. One-half of rejections

are a result of poor employee job performance and/or poor employee attendance. Nearly three-

fourths (73 percent) of organizations with a formal plan have not faced any employee discontent

regarding who is permitted to telework and who is not (Chart 7).

0%

10%

20%

30%

40%

50%

60% 56%

51% 49%

40% 40%

31%

9% 7%

Chart 4 Types of Work Performed by Teleworking Employees--Formal Plan

(Respondents could indicate more than one type of work; therefore percentages

sum to greater than 100%)

9



0%

5%

10%

15%

20%

25%

30% 27%

21%

15% 15% 12%

Chart 5 Main Types of Work Not Suitable to Telework--Formal Plan

(Among 78% of respondents that indicated organization had such job types--- Only main responses indicated -- percentages, therefore, do not sum to 100%)

Yes, 69% No, 22%

Do Not Know, 9%

Chart 6 Is Job Performance Taken into Account in Formal Plan for

Determining Eligibility for Telework?

50% of all rejections due to poor job performance/poor attandance 21% of all rejections due to job "needing" to be done in office

10



Frequency of Telework

Chart 8 reports that, according to department heads and other executives, the median percentage

of teleworkers in their departments is 33 percent, representing a median of 5 individuals. It is

further reported that, according to corporate officers with a broader view than department heads,

the median percentage of workers in their organizations who telework is 10 percent. Chart 8

further shows that, among organizations with a formal plan, over one-fourth (26 percent) of

employees that telework do so on average every weekday and another 43 percent telework on

average 1 – 2 days per week.

In the last 2 years, nearly one-half (47 percent) of departments/organizations with a formal

telework plan reported an increase in the number of teleworkers; 38 percent remained the same

and only 4 percent indicated that their teleworkers decreased (Chart 9). Chart 10 shows that

one-fifth (20 percent) of departments/organizations with a formal telework plan have a goal to

increase the number of employees who telework. Among these departments/organizations, the

Yes, 16%

No, 73%

Do Not Know, 11%

Chart 7 Employee Discontent/Jealousy--Formal Plan

11



median goal within the next 2 years is to have 50 percent of all employees teleworking.

Every weekday, 26%

3-4 days per week, 14%


Few times per month or less,

17%

Chart 8 Frequency of Teleworking--Formal Plan

Department Heads and other executives indicated that the median percentage teleworking in their departments is 33%, representing a median of 5 individuals. Corporate officers indicated a median of 10% of their workers teleworking.

12



Home Office and other Off-Site Work Locations

Increased, 47%

Stayed Same, 38%

Decreased, 4% Do Not Know, 11%

Chart 9 Change in Number of Teleworkers--Past Two Years--Formal Plan

Yes, 20%

No, 69%

Do Not Know, 11%

Chart 10 Goal to Increase Number of Teleworkers--Formal Plan

Median goal among 20% that responded "yes" = 50%

13



Chart 11 shows that, among departments/organizations with a formal telework plan, nearly three-

fourths (73 percent) of telework employees work at their home and another 20 percent work at

their home sometimes and at another location at other times. Among the 56 percent of

departments/organizations that have physical requirements for the telework location, one-third

(33 percent) require basic equipment such as a FAX machine and Internet access. Another 21

percent state that the telework location must be a dedicated workplace that is free of distractions

while 17 percent require that the off-site telework location meet certain security and safety

standards (Chart 12). Chart 13 indicates that three-fourths (75 percent) of

departments/organizations with a formal plan do not require a physical inspection of the home

office; only 16 percent require such an inspection.

Home, 73%

Location outside Home,

7%

Both Home and Location

Outside Home, 20%

Chart 11 Where Telework Performed--Formal Plan

14



0%

5%

10%

15%

20%

25%

30%

35%

Basic Equipment (Fax, Internet Access, etc.)

Dedicated Workplace--Free of Distractions

Meet Security and Safety

Requirements

Ergonomically Configured

33%

21%

17%

13%

Chart 12 Most Frequently Mentioned Physical Requirement for Telework

Location--Formal Plan (56% of organizations have requirements. These are the ones most

frequently mentioned and do not, therefore, sum to 100%)

15



Chart 14 shows the technology and equipment used by teleworkers in the departments and

organizations with a formal telework plan. Teleconferencing capability and special software are

available to teleworkers in well over three-fifths (64 percent each) of the

departments/organizations with a formal telework plan. When this equipment is required by the

employer, the employer supplies it in the vast majority of instances (86 percent for

teleconferencing and 96 percent for special software). Chart 15 shows that four-fifths (80

percent) of departments/organizations address security concerns in their formal telework plan.

Nearly two-fifths of departments/organizations formally address special training for managers

and employees who are involved in telework (38 percent for each group of employees).

Yes, 16%

No, 75%

Do Not Know, 9%

Chart 13 Physical Inspection of Telework Location by Organization?

16



0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Teleconferencing Special Software

64% 64%

86%

96%

Chart 14 Special Equipment for Telework--Formal Plan

Used By Teleworker Supplied by Organization

0%

10%

20%

30%

40%

50%

60%

70%

80%

Security Concerns Addressed

Special Training for Managers

Special Training for Employees

80%

38% 38%

Chart 15 Specific Requirements Included in Formal Plan

(Respondents could identify any or none of these requirements--Does not sum to 100%)

17




Chart 16 indicates that over two-fifths (42 percent) of organizations/departments hold their

teleworkers accountable by requiring them to sign-in and out of duty; 49 percent have no

accountability measures in place. Just under 1 in 10 (9 percent) use accountability measures other

than the sign-in and out procedure and these other measures generally involve some

communication between the teleworker and his/her supervisor. Nearly three-fifths (59 percent) of

departments/organizations with formal plans use the quality and quantity of the work product to

evaluate the work of teleworkers. Another 23 percent use ―meeting deadlines‖ as a measure of

evaluation (Chart 17).

Teleworkers Required to Sign-In/Out,

42%

Other Accountability Required, 9%

No Accountability Measures, 49%

Chart 16 Teleworker Accountability--Formal Plans

Other accountability methods involve some communication between worker and supervisor

18




The primary telework benefits identified by departments/organizations with formal telework

plans are employee morale and job satisfaction (29 percent) followed by recruitment and

retention of qualified employees (16 percent) (Chart 18). It is noteworthy that 16 percent of

these departments/organizations did not identify any benefits. Chart 19 shows the main

challenges to telework among departments/organizations with formal telework plans. High on

the list is the notion that it is hard to coordinate and control telework staff (16 percent) followed

by the assertion that telework disrupts teamwork and the organizational culture (11 percent). It is

significant that 42 percent did not identify any challenge to telework.

Departments/organizations with formal plans are moderately interested in obtaining help from the

San Diego Association of Governments (SANDAG) to improve or expand their telework

programs. For example, 29 percent are interested in financial assistance, 24 percent would

entertain receiving assistance to train their telework managers (25 percent) and employees (18

percent), and another 20 percent would like SANDAG to provide technical assistance (Chart 20).

Quality and Quantity of Work

Product, 59%

Meet Deadlines, 23%

At Work Station and Available

When Needed, 7%

Other Unspecified and Do Not Know,

11%

Chart 17 Method of Evaluating Work Done by Teleworker--Formal Plan

19



0%

5%

10%

15%

20%

25%

30%

Morale and Job

Satisfaction

Recruitment and Retention

of Qualified Employees

Save Real Estate Costs

(Office Space, Parking)

Productivity and Job

Performance

Flexibility

29%

16%

11% 9% 9%

Chart 18 Main Telework Benefits Identifed--Formal Plans (Only major benefits listed--does not sum to 100%.

16% of respondents had no idea what/if benefits were being obtained)

0%

2%

4%

6%

8%

10%

12%

14%

16%

Hard to Coordinate and Control Staff

Disrupts Teamwork, Organizational Culture

Must Find New and Innovative Ways to Communicate with

Employees

16%

11%

7%

Chart 19 Main Challenges to Telework--Formal Plan

(Only major challenges listed--does not add to 100% 42% of respondents had no idea what challenges existed)

20



Organizations with Informal Telework Options

As indicated above, 36 percent (n = 144) of the sample organizations have informal telework

options for their employees but do not have a formal telework plan or policy. The median size of

these organizations is 85 employees. The largest employer has 4000 employees and there are 8

organizations with 1000 employees or more. Exhibit D in the Appendix provides the names of

these organizations


Chart 21 shows that departments/organizations with informal telework options are largely

represented by the construction and the hospitality/recreation industries (each 13 percent). High-

tech/communications/defense and manufacturing (not high-tech) industries follow (each 10

percent).

0%

5%

10%

15%

20%

25%

30%

Financing Train Managers Technical Assistance

Train Employees

29%

24% 20%

18%

Chart 20 SANDAG Can Help Formal Plan Employers with....

(Respondents could indicate as many or as few of these as they wished--Does not sum to 100%)

21



Chart 22 indicates that, among departments/organizations with informal telework options, report

writing (56 percent) is the dominant type of work performed by telework employees closely

followed by word processing/data entry (55 percent). Research analysis (52 percent) was also

reported as a significant telework activity. Among the organizations that reported they offered

jobs that are not suitable for telework, well over two-fifths (44 percent) indicated that hands-

on/factory work is highest on the list followed by jobs associated with human resources,

accounting, and administration (21 percent) (Chart 23).

Chart 24 indicates that over two-fifths (43 percent) of departments/organizations with informal

telework options take into account job performance when determining eligibility for telework; 57

percent do not take job performance into account. Over three fifths (65 percent) of the rejections

are a result of the job ―needing‖ to be done in the office and/or poor employee job performance.

Nine in ten (90 percent) organizations with informal telework options have not faced any

employee discontent regarding who is permitted to telework and who is not (Chart 25).

0%

2%

4%

6%

8%

10%

12%

14% 13% 13%

10% 10%

7% 7% 6% 6% 6% 6%

Chart 21 Industries Represented by Organizations with Informal Options

(Only main industries shown--Does not sum to 100%)

22




Chart 26 shows that nearly 7 in 10 (69 percent) of departments/organizations with informal

telework options address security concerns in their telework operations. It is also shown in Chart

26 that over one-third (34 percent) of organizations/departments hold their teleworkers

accountable by requiring them to sign-in and out of duty; by contrast, 66 percent of these

organizations have no accountability procedures in place.

0%

10%

20%

30%

40%

50%

60% 56% 55% 52%

48% 44%

26%

10%

Chart 22 Types of Work Performed by Teleworking Employees--Informal

Options (Respondents could indicate more than one type of work; therefore percentages

sum to greater than 100%)

23



0% 5%

10% 15% 20% 25% 30% 35% 40% 45%

44%

21%

13% 12% 7%

Chart 23 Main Types of Work Not Suitable to Telework--

Informal Options (Among 85% of respondents that indicated organization had such job types--- Only main responses indicated -- percentages, therefore, do not sum to 100%)

Yes, 43%

No, 57%

Chart 24 Is Job Performance Taken into Account in Informal Options for

Determining Eligibility for Telework?

36% of all rejections due to job "needing" to be done in office--physical presence required 13% of all rejections due to "general needs of organization 9% of all rejections due to security

24



Yes, 10%

No, 90%

Chart 25 Employee Discontent/Jealousy--Informal Options

0%

10%

20%

30%

40%

50%

60%

70%

Security Concerns Addressed Require Employee to Sign-In/Out

69%

34%

Chart 26 Specific Requirements Included with Informal Options

(Respondents could identify either or neither of these requirements--

Does not sum to 100%)

25




Chart 27 reports that, according to corporate officers, department heads and other executives, the

median percentage of teleworkers in the organization or departments is 5 percent, representing a

median of 2 individuals. Chart 27 further shows that, among organizations with informal

telework options, 45 percent of their employees that telework average a few times per month or

less doing so and 29 percent telework 1-2 days per week.


Chart 28 shows that less than one-third (29 percent) of employer representatives felt that the

upper management of the organization would be in favor of developing a more formal telework

policy. In the opinion of the respondents, upper management of organizations with informal

telework options might be motivated to adopt formal plans if it could be shown to them that

Every weekday, 10%



Few times per month or less,

45%

Chart 27 Frequency of Teleworking--Informal Options

Corporate officers, department heads and other executives indicated that the median percentage teleworking in the organization or departments is 5%,

representing a median of 2 individuals.

26



telework leads to cost savings and also facilitates business expansion (each 23 percent) (Chart

29).

Yes, 29%

No, 71%

Chart 28 Would Upper Management of Organizations with Informal Options

be in Favor of Developing Formal Policy?

0%

5%

10%

15%

20%

25%

Cost Savings Allow for Expansion

Nothing Current Options Have Diffculties that a New Plan Could Address

23% 23%

18%

10%

Chart 29 What Might Motivate Upper Management of Organizations with

Informal Options to Adopt Formal Plan? (Only main motivations are listed; therefore, percentages do not sum to 100%)

27



Advantages and Challenges of Telework

The primary telework benefits identified by departments/organizations with informal telework

options are employee morale and job satisfaction (20 percent) followed by productivity and job

performance (19 percent) (Chart 30). It is noteworthy that 17 percent of these

departments/organizations did not identify any benefits. Chart 31 shows the main challenges to

telework among departments/organizations with informal telework options. High on the list is the

notion that it is hard to coordinate and control telework staff (18 percent) followed by the need to

find new and innovative ways to communicate with employees as well as making a determination

as to which jobs are suitable for telework (each 11 percent). It is significant that 21 percent did

not identify any challenge to telework.

Departments/organizations with informal telework options are moderately interested in obtaining

help from the San Diego Association of Governments (SANDAG) to formalize and expand their

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

Morale and Job Satisfaction

Productivity and Job Performance

Travel Cost Savings--Can Pay

Less Salary/Wages

Flexibility/Child Care

Accommodated

20% 19%

13% 12%

Chart 30 Main Telework Benefits--Informal Options

(Only major benefits listed--does not sum to 100%. 17% of respondents had no idea what/if benefits were being obtained)

28



telework programs. For example, 27 percent are interested in financial assistance, 25 percent

would entertain receiving assistance to train their telework managers, 24 percent would seek help

in training employees and another 22 percent would like to have some technical assistance

(Chart 32).

0% 2% 4% 6% 8%

10% 12% 14% 16% 18%

Hard to Coordinate and Control

Staff

Must Find New and Innovative

Ways to Communicate

with Employees

Determine Which Jobs are

Appropriate

Security Not Everyone is Able to Work

at Home

18%

11% 11%

6% 5%

Chart 31 Main Challenges to Telework--Informal Options (Only major challenges listed--does not add to 100%

21% of respondents had no idea what challenges existed)

0%

5%

10%

15%

20%

25%

30%

Financing Train Managers Train Employees Technical Assistance

27% 25%

24% 22%

Chart 32 SANDAG Can Help Informal Option Employers with....

(Respondents could indicate as many or as few of these as they wished--Does not sum to 100%)

29




Chart 33 shows that well over one-fourth (28 percent) of departments/organizations with

informal telework options would consider participating in a telework pilot program (see Exhibit E

in the Appendix) in an effort to find out if expanding telework would represent a positive

direction for their organization. Certain industries that represent organizations with informal

telework options are particularly interested in a telework pilot program. The industries with the

highest level of interest are as follows: hospital/recreation (15 percent), construction, education,

and business services/payroll/staffing (each 10 percent) (Chart 34).


As indicated above, 53 percent (n = 211) of the sample organizations have neither formal

telework plans nor informal options (Exhibit F in the Appendix). The median size of these

Yes, 28%

No, 72%

Chart 33 Interested in Participating in Telework Pilot Program--

Informal Option Employers

30



organizations is 80 employees. The largest employer without a plan has 4000 employees and

there are 6 organizations with 1000 employees or more.


Chart 35 shows departments/organizations with neither a formal telework plan nor informal

options are largely represented by the construction industry (14 percent) and the

hospitality/recreation industry (13 percent). Retail (11 percent) and high-

tech/communications/defense (9 percent) follow in importance.

Chart 36 portrays an evaluation of the perceived potential challenges faced by

departments/organizations, without telework options, in instituting a telework program. Each

perceived challenge was rated on the following scale: not a challenge, not much of a challenge,

moderate challenge, a big challenge, and a very big challenge. Nearly 7 in 10 (69 percent)

departments/organizations rated the types of jobs they provide as either a big challenge or a very

0%

2%

4%

6%

8%

10%

12%

14%

16% 15%

10% 10% 10%

8% 8% 8%

Chart 34 Industries of Organizations with Informal Options Expressing

Interest in Pilot Program (Only main industries indicated--Does not sum to 100%)

31



big challenge. Security (45 percent), cost (36 percent), and employee accountability (34 percent)

are next in line as either a big challenge or a very big challenge to instituting a telework program.

0%

2%

4%

6%

8%

10%

12%

14% 14% 13%

11%

9% 8% 8%

7%

Chart 35 Industries Represented by Organizations with Neither Formal Plans

nor Informal Options (Only main industries shown--Does not sum to 100%)

0% 10% 20% 30% 40% 50% 60% 70%

69%

45% 36% 34% 30%

Chart 36 Main Challenges to Instituting a Telework Program--Organizations

with Neither Formal Plans nor Informal Options (Percentages represent the percentage of organizations that indicated these

challenges to be "Big" or "Very Big" Challenges)

32



The primary telework benefits identified by departments/organizations with neither a formal

telework plan nor informal options are travel cost savings for employees enabling employers to

pay lower wages (14 percent) followed by morale and job satisfaction (12 percent) and

productivity and job performance (10 percent) (Chart 37). It is noteworthy that 42 percent of

these departments/organizations did not identify any benefits.

Chart 38 shows that slightly more than one-half (51 percent) of the organizations with neither a

formal telework plan nor informal options occasionally approve employee telework requests.

Among the organizations that do occasionally approve such requests, about two-thirds

characterize the quality of the telework employee as either very beneficial to the organization (28

percent) or somewhat beneficial to the organization (39 percent) (Chart 39).

0%

2%

4%

6%

8%

10%

12%

14% 14% 12%

10%

7%

5%

Chart 37 Main Telework Benefits--Neither Formal Plans nor Informal Options

(Only major benefits listed--does not sum to 100%. 42% of respondents had no idea what/if benefits would be obtained)

33



Yes, 51% No, 49%

Chart 38 Approve Occasional Telework Requests--Neither Formal Plan nor

Informal Options

Very Beneficial to Organization,

28%

Somewhat Beneficial to Organization,

39%

Employee Did Not Accomplish

Much, 10%

Other (Unspecified),

5%

Do Not Know, 18%

Chart 39 Quality of Work Done When Telework Occasionally Approved by

Oragnizations with Neither Formal Plans nor Informal Options (among 51% that do occasionally approve such requests)

34



Departments/organizations with no telework options are less interested in obtaining help from the

San Diego Association of Governments (SANDAG) to help develop a telework policy and

program than are those organizations with formal plans or informal policies already in effect. For

example, 15 percent are interested in financial assistance, followed by training managers and

training employees (each 14 percent) (Chart 40). In contrast, organizations with formal plans

demonstrated interest ranging from 18 percent-to-29 percent, and those with informal policies

ranged from 22 percent-to-27 percent.


Chart 41 shows that approximately 1 in 8 (13 percent) departments/organizations with neither a

formal telework plan nor informal options would consider participating in a telework pilot

program in an effort to find out if such a program would represent a positive direction for their

organization (Exhibit G in the Appendix). There are certain industries representing these

organizations that are particularly interested in a telework pilot program. The industries with the

highest level of interest are as follows: construction (26 percent) and hospitality/recreation,

0%

2%

4%

6%

8%

10%

12%

14%

16%

Financing Train Managers Train Employees Technical Assistance

15% 14% 14%

13%

Chart 40 SANDAG Can Help Organizations with Neither Formal Plans nor

Informal Option with.... (Respondents could indicate as many or as few of these as they wished--Does not

sum to 100%)

35



education, high-tech/communications/defense, and finance/insurance/real estate (each 11 percent)

(Chart 42).

Yes, 13%

No, 87%

Chart 41 Interested in Participating in Telework Pilot Program--Organizations

with Neither Formal Plans nor Informal Options

0%

5%

10%

15%

20%

25%

30% 26%

11% 11% 11% 11%

Chart 42 Industries of Organizations Expressing Interest in Pilot Program--

neither Formal Plans nor Informal Options (Only main industries indicated--Does not sum to 100%)

36




Organizations with a formal telework plan as well as those with informal telework options (no

formal plan) expressed a moderately strong interest in obtaining assistance from the San Diego

Association of Governments (SANDAG) in the areas of financing, training, and technical

expertise.

To meet the telework needs of these organizations, SANDAG may consider providing assistance

in overcoming the following challenges to telework: suggestions to coordinate and control

telework staff and recommend how an effectively implemented telework program can minimize

disruptions to teamwork and organizational culture.

To further the use of telework as an alternative work option, SANDAG can also help to

emphasize the benefits of telework already identified by these organizations: improved employee

morale and job satisfaction and a mechanism to retain quality employees.

Organizations with formal plans and those with informal telework options (no formal plan)

identify similar types of jobs that are suitable for telework as well as those that are not suitable.

The telework suitable jobs are dominantly report writing, information technology, and word

processing/data entry. Those jobs not suitable for telework entail hands-on factory oriented work,

laboratory work, jobs requiring regular face-to-face interaction, customer service, and call center

work.

SANDAG may wish to focus its attention and assistance on those firms and departments where

there is a predominance of telework suitable jobs and minimize its efforts where telework non-

suitable jobs are prevalent.

However, it is noteworthy that organizations from the retail sector and construction—two

industries thought to be difficult ones for telework—did show interest in the pilot project and did

evidence existing informal policies. As such, these employers do evidently offer jobs (e.g. office)

that can utilize telework and they should not be overlooked.

There is evidence that upper management is influential in the development, management, and

expansion of telework options. For example, among organizations with a formal telework plan,

upper management manages the plan in about one-half of the cases.

Among organizations with informal telework options, there is some sentiment that upper

management could be persuaded to adopt a more formal telework policy if it could be shown that

telework leads to cost savings and facilitates business expansion.

37



SANDAG may wish to consider concentrating its efforts on upper management when attempting

to instill the benefits of telework in organizations.

Among organizations with neither a formal telework plan nor informal options, there is

considerably less interest in SANDAG’s assistance with telework as a flexible work option. It is

noteworthy, however, that where telework was considered or even attempted in these

organizations, two-thirds viewed telework as very or somewhat beneficial to the organization.

SANDAG may be able to capitalize on these findings when addressing telework issues among

organizations with little or no telework experience.

38



APPENDIX

39



EXHIBIT A:

SURVEY FREQUENCIES AND

OPEN-ENDED REPONSES

SURVEY SAMPLE CHARACTERISTICS

Public/Private

Frequency Percent Valid Percent Cumulative

Percent

Valid

Private 352 88.0 88.0 88.0

Public 48 12.0 12.0 100.0

Total 400 100.0 100.0

Primary service/product


Percent

Valid

Education 26 6.5 6.5 6.5

Construction and Building

services 49 12.3 12.3 18.8

Health 36 9.0 9.0 27.8

Community Services 18 4.5 4.5 32.3

Hospitality/Recreation 51 12.8 12.8 45.0

Finance/Insurance/Real

Estate 23 5.8 5.8 50.7

Consulting/Legal/Professional 17 4.3 4.3 55.0

Transportation/Freight 19 4.8 4.8 59.8

Retail 32 8.0 8.0 67.8

40



High

Tech/Communications/Defen

se

42 10.5 10.5 78.3

Manufacturing (including non-

high tech) 30 7.5 7.5 85.8

Automotive 13 3.3 3.3 89.0

Public Safety 7 1.8 1.8 90.8

Business

Services/Payroll/Staffing 19 4.8 4.8 95.5

General Government 8 2.0 2.0 97.5

Water 7 1.8 1.8 99.3

Unknown 3 .8 .8 100.0

Total 400 100.0 100.0

Company/Agency size


Percent

Valid

50 71 17.8 17.9 17.9

51 2 .5 .5 18.4

52 1 .3 .3 18.6

53 3 .8 .8 19.4

54 5 1.3 1.3 20.7

55 11 2.8 2.8 23.4

56 1 .3 .3 23.7

57 1 .3 .3 23.9

58 2 .5 .5 24.4

59 3 .8 .8 25.2

60 24 6.0 6.0 31.2

62 1 .3 .3 31.5

63 2 .5 .5 32.0

64 1 .3 .3 32.2

65 5 1.3 1.3 33.5

66 2 .5 .5 34.0

67 2 .5 .5 34.5

41



68 2 .5 .5 35.0

69 1 .3 .3 35.3

70 10 2.5 2.5 37.8

71 1 .3 .3 38.0

72 4 1.0 1.0 39.0

73 1 .3 .3 39.3

74 2 .5 .5 39.8

75 9 2.3 2.3 42.1

76 5 1.3 1.3 43.3

78 1 .3 .3 43.6

80 17 4.3 4.3 47.9

84 1 .3 .3 48.1

85 5 1.3 1.3 49.4

86 1 .3 .3 49.6

89 1 .3 .3 49.9

Company/Agency size


Percent

Valid 90 5 1.3 1.3 51.1

91 1 .3 .3 51.4

95 1 .3 .3 51.6

97 1 .3 .3 51.9

98 1 .3 .3 52.1

99 12 3.0 3.0 55.2

100 48 12.0 12.1 67.3

104 1 .3 .3 67.5

105 2 .5 .5 68.0

109 1 .3 .3 68.3

110 8 2.0 2.0 70.3

112 1 .3 .3 70.5

114 1 .3 .3 70.8

115 3 .8 .8 71.5

118 2 .5 .5 72.0

120 11 2.8 2.8 74.8

42



122 1 .3 .3 75.1

123 3 .8 .8 75.8

125 6 1.5 1.5 77.3

126 1 .3 .3 77.6

127 1 .3 .3 77.8

129 1 .3 .3 78.1

130 7 1.8 1.8 79.8

132 1 .3 .3 80.1

134 2 .5 .5 80.6

135 3 .8 .8 81.4

138 1 .3 .3 81.6

140 4 1.0 1.0 82.6

142 1 .3 .3 82.9

145 1 .3 .3 83.1

147 1 .3 .3 83.4

150 14 3.5 3.5 86.9

Company/Agency size


Percent

Valid 153 1 .3 .3 87.2

160 1 .3 .3 87.4

167 2 .5 .5 87.9

180 1 .3 .3 88.2

200 5 1.3 1.3 89.4

230 1 .3 .3 89.7

240 1 .3 .3 89.9

250 2 .5 .5 90.4

270 1 .3 .3 90.7

280 1 .3 .3 90.9

300 4 1.0 1.0 91.9

308 1 .3 .3 92.2

321 1 .3 .3 92.4

337 1 .3 .3 92.7

400 2 .5 .5 93.2

43



450 1 .3 .3 93.5

500 3 .8 .8 94.2

550 1 .3 .3 94.5

600 1 .3 .3 94.7

999 1 .3 .3 95.0

1000 2 .5 .5 95.5

1200 1 .3 .3 95.7

1300 1 .3 .3 96.0

1500 2 .5 .5 96.5

1600 1 .3 .3 96.7

1740 1 .3 .3 97.0

2000 1 .3 .3 97.2

2500 3 .8 .8 98.0

3000 2 .5 .5 98.5

3098 1 .3 .3 98.7

3500 1 .3 .3 99.0

4000 2 .5 .5 99.5

Company/Agency size


Percent

Valid 5000 1 .3 .3 99.7

10000 1 .3 .3 100.0

Total 397 99.3 100.0

Missing System 3 .8

Total 400 100.0

Company/Agency Size--categorized


Percent

Valid

50-99 220 55.0 55.0 55.0

100-999 160 40.0 40.0 95.0

1000 or more 20 5.0 5.0 100.0

Total 400 100.0 100.0

44



Position in company/agency


Percent

Valid

CEO, CFO, COO 54 13.5 13.5 13.5

VP--Multiple Departments 14 3.5 3.5 17.0

Department Head, Other

Ranking Dept.

Official;supervisor

227 56.8 56.8 73.8

office management 24 6.0 6.0 79.8

admin. assist/exec assist 14 3.5 3.5 83.3

H.R. below supervisor level 40 10.0 10.0 93.3

clerical 5 1.3 1.3 94.5

other 22 5.5 5.5 100.0

Total 400 100.0 100.0

Department--coded


Percent

Valid

HR Department 78 19.5 51.0 51.0

General Manager, supervisor

-- no Dept. specified 42 10.5 27.5 78.4

other 33 8.3 21.6 100.0

Total 153 38.3 100.0

Missing System 247 61.8

Total 400 100.0

45



ORGANIZATIONS WITH FORMAL

POLICIES/PLANS

Formal Plan?


Percent

Valid

Yes 45 11.3 11.3 11.3

No 334 83.5 83.5 94.8

Do Not Know 21 5.3 5.3 100.0

Total 400 100.0 100.0



Percent

Valid

Health 11 24.4 24.4 24.4



Estate 2 4.4 4.4 37.8



Retail 5 11.1 11.1 62.2

High


se

9 20.0 20.0 82.2


high tech) 2 4.4 4.4 86.7

Automotive 1 2.2 2.2 88.9

Business



Total 45 100.0 100.0

46



Public/Private


Percent

Valid

Private 39 86.7 86.7 86.7

Public 6 13.3 13.3 100.0

Total 45 100.0 100.0

Company/Agency size


Percent

Valid

50 6 13.3 13.3 13.3

53 1 2.2 2.2 15.6

59 1 2.2 2.2 17.8

60 1 2.2 2.2 20.0

63 1 2.2 2.2 22.2

80 3 6.7 6.7 28.9

89 1 2.2 2.2 31.1

90 1 2.2 2.2 33.3

99 2 4.4 4.4 37.8

100 4 8.9 8.9 46.7

110 1 2.2 2.2 48.9

120 1 2.2 2.2 51.1

123 1 2.2 2.2 53.3

129 1 2.2 2.2 55.6

134 1 2.2 2.2 57.8

135 1 2.2 2.2 60.0

140 1 2.2 2.2 62.2

150 4 8.9 8.9 71.1

153 1 2.2 2.2 73.3

167 1 2.2 2.2 75.6

200 2 4.4 4.4 80.0

240 1 2.2 2.2 82.2

47



280 1 2.2 2.2 84.4

500 1 2.2 2.2 86.7

1200 1 2.2 2.2 88.9

1300 1 2.2 2.2 91.1

1740 1 2.2 2.2 93.3

3000 1 2.2 2.2 95.6

5000 1 2.2 2.2 97.8

10000 1 2.2 2.2 100.0

Total 45 100.0 100.0



Percent

Valid

50-99 17 37.8 37.8 37.8

100-999 22 48.9 48.9 86.7

1000 or more 6 13.3 13.3 100.0

Total 45 100.0 100.0



Percent

Valid

CEO, CFO, COO 3 6.7 6.7 6.7



Ranking Dept.

Official;supervisor

26 57.8 57.8 71.1



other 2 4.4 4.4 100.0

Total 45 100.0 100.0

48



Why Formal Telework Plan--reason #1


Percent

Valid

Initiative by Upper

Management 7 1.8 15.6 15.6

Response to Employee

Requests 9 2.3 20.0 35.6

Effort to Save Money/Gain

Efficiency 5 1.3 11.1 46.7

Effort to Retain Qualified Staff 6 1.5 13.3 60.0

work/life balance 2 .5 4.4 64.4

other 6 1.5 13.3 100.0

Do Not Know 10 2.5 22.2 86.7

Total 45 11.3 100.0


Total 400 100.0

Why Formal Telework Plan--reason #2


Percent

Valid

Initiative by Upper

Management 2 .5 18.2 18.2

Response to Employee

Requests 1 .3 9.1 27.3

Effort to Save Money/Gain

Efficiency 2 .5 18.2 45.5

Effort to Retain Qualified Staff 3 .8 27.3 72.7

work/life balance 1 .3 9.1 81.8

other 2 .5 18.2 100.0

Total 11 2.8 100.0


Total 400 100.0

49



Telework type of work--word processing/data entry


Percent

Valid Yes 22 5.5 100.0 100.0


Total 400 100.0

Telework type of work--research/analysis


Percent

Valid Yes 18 4.5 100.0 100.0


Total 400 100.0

Telework type of work--information technology


Percent

Valid Yes 23 5.8 100.0 100.0


Total 400 100.0

Telework type of work--report writing


Percent

Valid Yes 25 6.3 100.0 100.0


Total 400 100.0

50



Telework type of work--communications/graphics/marketing


Percent

Valid Yes 18 4.5 100.0 100.0


Total 400 100.0

Telework type of work--call center/cust support


Percent

Valid Yes 14 3.5 100.0 100.0


Total 400 100.0

Telework type of work--other-coded


Percent

Valid

accounting/financial 4 1.0 28.6 28.6

sales 5 1.3 35.7 64.3

administrative work 3 .8 21.4 85.7

other 2 .5 14.3 100.0

Total 14 3.5 100.0


Total 400 100.0

51



Work not suitable for telework?


Percent

Valid

Yes 35 8.8 77.8 77.8

No 10 2.5 22.2 100.0

Total 45 11.3 100.0


Total 400 100.0

Type of work not suitable--coded


Percent

Valid

face to face meetngs 7 1.8 21.2 21.2

customer service/call center 4 1.0 12.1 33.3

security/confidentiality 5 1.3 15.2 48.5

technical/hands-on/factory 9 2.3 27.3 75.8

HR 5 1.3 15.2 90.9

other 3 .8 9.1 100.0

Total 33 8.3 100.0


Total 400 100.0

TYPE OF WORK NOT TELEWORK SUITABLE--VERBATIM

Word processing, payroll We must have people available onsite for functions such as HR relations and for ongoing meetings vs. telework

Various functions in regard to patient care required to be on-site vs. telework/telecommute The Grossmont Hospital Corporation is a healthcare facility. They have doctors and support staff that must be present at the hospital for patient-care and therefore, these types of positions would not be suitable for telework/telecommuting. Also, staff must be on hand to work with not only the patients, yet also with the patient's family(s)/relatives. Furthermore, in regard to coding and medical records, persons who wish to retrieve or receive copies of their medical data must go through a process that requires one-on-one meetings (by HIPPA law) and can't be conducted via telework/telecommute.

Stocking overnight, in-store maintenance and email with co-workers.

Some employees Some employee work with confidential files wouldn’t be secure, hourly employee not allowed to telework

Security, check-in, passengers and bags.

52



Production

Payroll

One on one meeting

Not able to attend meetings.

Meeting

Medical record processing due to HIPPA rules & regulations

Manual labor, tech skills

Labor, garden design, matching colors, customer hands' on design.

IT, cady drafters, designers modeling software

HR director, receptionist, engineering, field biology, archaeologist

Hands on type positions in the factory

Face to face with employee, HR, coaching employee development

Face to face meetings

Engineer work Due to the fact that this is a US military group, there are positions which are classified and do not lend themselves to telework/telecommute.

Directors and reporters that have to be on site to report the news.

Different programs that cannot be accessed without being in the office, some data entry work

Customer service through the phone

Customer service

Customer facing Cleveland National Forest service is a federal governmental organization that manages parks & forest assets. Under the guise and auspices of the service they have the fire-prevention and fire-fighting attachments along with teams of biologists who are required to be at their respective assigned facilities or in the field, e.g., fighting fires, collecting plant specimens, etc.

Call center At surface optics corporation, the employees in the following departments would not be suitable telework/telecommuting: shipping & receiving, receptionist, human resources, purchasing, and accounting.

Anything confidential, security safety, IT. Or supervision

Policy take into account job record?


Percent

Valid

Yes 31 7.8 68.9 68.9

No 10 2.5 22.2 91.1

Do Not Know 4 1.0 8.9 100.0

Total 45 11.3 100.0


Total 400 100.0

53



Conditions that trigger negative telework--coded


Percent

Valid

poor job performance/poor

attendance 12 3.0 50.0 50.0

need to be in office or specific

location 5 1.3 20.8 70.8

other 7 1.8 29.2 100.0

Total 24 6.0 100.0


Total 400 100.0

NEGATIVE RESPONSE--VERBATIM

Understanding job duties and the promptness of work The request to telecommute/telework by the various employees is of course vetted for past work performance along with the consideration of the type of work being applicable to telework/telecommute guidelines. Along with this, the active telework/telecommute employees are continually reviewed for their performance and compliance and can be suspended and/or denied participating further if found to be deficient in their duties.

The needs of the employees...if they're sick and could do their work from home.

The location where they will be telecommuting.

The duration of employment, proven successful track record, and able to work with no supervision

Someone that is not able to stay on task

Responsibilities of workers on certain days

Past performance job production

Not another employee to fill in

None

None

No child care

Monitoring performance quality

Lack of performance attendance

Inability to support job technically

If the employee does not continue to do the required work as prescribed.

If a customer requests that an employee needs to be in a specific location.

Favoritism

Employees with no corrective action, as well as maintain a level of action score

Employees want to telework, yet the decision makers have basically rejected the approach except for

54



having valuable employees -- who work out of state -- who are allowed to telework

Employees not meeting deadlines would not be eligible

Employees needing to be in office

Background check, drug screen All employees of the service sign employment agreements that require them to telework/telecommute if in case a situation were to occur where they were not able to work at their assigned work-stations (due to problems such as fires, floods, lack-of-electricity, etc.), so there aren't the negatives.

Manages telework


Percent

Valid

Entirely by Upper

Management 22 5.5 48.9 48.9

Special Department 7 1.8 15.6 64.4

Specific Person ot Team in

Organization 5 1.3 11.1 75.6

Department Head or other

Dept. Executives 9 2.3 20.0 95.6

Other 1 .3 2.2 97.8

Do Not Know 1 .3 2.2 100.0

Total 45 11.3 100.0


Total 400 100.0

Employee discontent


Percent

Valid

Yes 7 1.8 15.6 15.6

No 33 8.3 73.3 88.9

Do Not Know 5 1.3 11.1 100.0

Total 45 11.3 100.0


Total 400 100.0

55



Number of teleworking employees in department


Percent

Valid

0 4 1.0 26.7 26.7

2 1 .3 6.7 33.3

3 1 .3 6.7 40.0

4 1 .3 6.7 46.7

5 3 .8 20.0 66.7

7 1 .3 6.7 73.3

12 1 .3 6.7 80.0

47 1 .3 6.7 86.7

100 1 .3 6.7 93.3

150 1 .3 6.7 100.0

Total 15 3.8 100.0

Missing

999 2 .5

9999 1 .3

System 382 95.5

Total 385 96.3

Total 400 100.0

Percentage of teleworking employees in department


Percent

Valid

1 1 .3 9.1 9.1

3 3 .8 27.3 36.4

6 1 .3 9.1 45.5

33 1 .3 9.1 54.5

45 1 .3 9.1 63.6

75 2 .5 18.2 81.8

100 2 .5 18.2 100.0

Total 11 2.8 100.0


Total 400 100.0

56



Know percentage of teleworking employees in organization


Percent

Valid

Yes 22 5.5 48.9 48.9

No 9 2.3 20.0 68.9

Do Not Know 14 3.5 31.1 100.0

Total 45 11.3 100.0


Total 400 100.0

Percentage of teleworking employees in organization


Percent

Valid

1 4 1.0 18.2 18.2

3 1 .3 4.5 22.7

4 1 .3 4.5 27.3

5 1 .3 4.5 31.8

7 2 .5 9.1 40.9

10 5 1.3 22.7 63.6

25 2 .5 9.1 72.7

30 2 .5 9.1 81.8

40 1 .3 4.5 86.4

75 1 .3 4.5 90.9

80 1 .3 4.5 95.5

100 1 .3 4.5 100.0

Total 22 5.5 100.0


Total 400 100.0

57



Telework frequency--average


Percent

Valid

Every weekday 9 2.3 25.7 25.7

3-4 days per week 5 1.3 14.3 40.0

1-2 days per week 15 3.8 42.9 82.9

Few times per month at most 6 1.5 17.1 100.0

Total 35 8.8 100.0

Missing

Do Not Know 10 2.5

System 355 88.8

Total 365 91.3

Total 400 100.0

Change in # teleworking--2 years


Percent

Valid

Increased 21 5.3 46.7 46.7

Decreased 2 .5 4.4 51.1

Remained about the same 17 4.3 37.8 88.9

Do Not Know 5 1.3 11.1 100.0

Total 45 11.3 100.0


Total 400 100.0

Goals to increase teleworking?


Percent

Valid

Yes 9 2.3 20.0 20.0

No 31 7.8 68.9 88.9

Do Not Know 5 1.3 11.1 100.0

Total 45 11.3 100.0


Total 400 100.0

58



Goal: % telework


Percent

Valid

2 1 .3 11.1 11.1

20 1 .3 11.1 22.2

25 2 .5 22.2 44.4

50 1 .3 11.1 55.6

90 1 .3 11.1 66.7

99 2 .5 22.2 88.9

100 1 .3 11.1 100.0

Total 9 2.3 100.0


Total 400 100.0

Location where telework performed


Percent

Valid

Employee's home 33 8.3 73.3 73.3

Telework center, Starbucks,

etc. (not home) 3 .8 6.7 80.0

Sometimes home and

sometimes other (not home) 9 2.3 20.0 100.0

Total 45 11.3 100.0


Total 400 100.0

Requirements for home office?


Percent

Valid

Yes 25 6.3 55.6 55.6

No 20 5.0 44.4 100.0

Total 45 11.3 100.0


Total 400 100.0

59



Requirements for home office--coded


Percent

Valid

dedicated workplace, free of

distraction 5 1.3 20.8 20.8

ergonomically set up work

station 3 .8 12.5 33.3

necessary equipment

(computer, FAX, phone)

Internet Access

8 2.0 33.3 66.7

meet security and safety

regulations 4 1.0 16.7 83.3

other 4 1.0 16.7 100.0

Total 24 6.0 100.0


Total 400 100.0

REQUIREMENTS FOR HOME OFFICE--VERBATIM A dedicated work place away from family living space; get work done in a timely manne;r must have internet access

All OSHA requirements. All telework/telecommute office settings must conform to the exacting standards of the physical hospital facility/office areas, e.g., desk, chair, lighting, separation (of space from living area, not in the middle of the living room ), etc.

Being at the counter

Certain types of internet connectivity and certain types of software

Company equipment and virtual private networks

Desk has basic tools, no personal items.

Equipment like computers, fax machine, phone etc.

Ergonomics

Ergonomics and security materials leaving the office

Ergonomics, security, training.

Going to the workplace.

HIPPA regulations

Home assessment, a quiet area and equipment to telework from home.

Internet access and privacy

Internet access, video conferencing, landline faxing capability

Must be professionally sound and be free of distractions like daycare etc.

60



NA

Primarily, the requirements deal with security issues and rules.

Providing equipment

Providing the employees with equipment they may need to telework from home. The work space must meet ergonomic, fire, life & safety, ADA (if a disability exists), and other general requirements. We have a safety officer whose duties include home site visits to the various home locations to assure compliance to state requires.

They have to have daycare

Type of equipment in house (not provided) and an ergonomically set-up work station

Physical inspection required?


Percent

Valid

Yes 7 1.8 15.6 15.6

No 34 8.5 75.6 91.1

Do Not Know 4 1.0 8.9 100.0

Total 45 11.3 100.0


Total 400 100.0

Teleconferencing required?


Percent

Valid

Yes 29 7.2 64.4 64.4

No 16 4.0 35.6 100.0

Total 45 11.3 100.0


Total 400 100.0

Specific software required?


Percent

Valid

Yes 29 7.2 64.4 64.4

No 16 4.0 35.6 100.0

Total 45 11.3 100.0


Total 400 100.0

61



Other requirements--coded


Percent

Valid

cell phone, computer, FAX,

printer 5 1.3 71.4 71.4

other 2 .5 28.6 100.0

Total 7 1.8 100.0


Total 400 100.0

Teleconferencing supplied by employer?


Percent

Valid

Yes 25 6.3 86.2 86.2

No 4 1.0 13.8 100.0

Total 29 7.2 100.0


Total 400 100.0

Specific software supplied by employer?


Percent

Valid

Yes 28 7.0 96.6 96.6

No 1 .3 3.4 100.0

Total 29 7.2 100.0


Total 400 100.0

62



Other requirements supplied?


Percent

Valid

Yes 9 2.3 81.8 81.8

No 2 .5 18.2 100.0

Total 11 2.8 100.0


Total 400 100.0

Security concerns addressed in policy?


Percent

Valid

Yes 36 9.0 80.0 80.0

No 9 2.3 20.0 100.0

Total 45 11.3 100.0


Total 400 100.0

Special training for managers?


Percent

Valid

Yes 17 4.3 37.8 37.8

No 24 6.0 53.3 91.1

Do Not Know 4 1.0 8.9 100.0

Total 45 11.3 100.0


Total 400 100.0

63



Special training for employees?


Percent

Valid

Yes 17 4.3 37.8 37.8

No 28 7.0 62.2 100.0

Total 45 11.3 100.0


Total 400 100.0

Teleworkers required to sign in/out?


Percent

Valid

Yes 19 4.8 42.2 42.2

No accountability measures

in place 22 5.5 48.9 91.1

No, but we have another

method 4 1.0 8.9 100.0

Total 45 11.3 100.0


Total 400 100.0

method of accountability--coded


Percent

Valid

communication between

employee and supervisor 2 .5 66.7 66.7

unsure 1 .3 33.3 100.0

Total 3 .8 100.0


Total 400 100.0

64



method to evaluate teleworkers


Percent

Valid

Determine if teleworkers meet

scheduled deadlines 10 2.5 22.7 22.7

Determine whether

teleworkers are at their work

station when expected and

are available upon request

3 .8 6.8 29.5

Evaluate quantity and quality

of work product 26 6.5 59.1 88.6

Other 3 .8 6.8 95.5

Do Not Know 2 .5 4.5 100.0

Total 44 11.0 100.0


Total 400 100.0

Telework benefits


Percent

Valid

Saves on real estate costs--

office space and parking

requirements

5 1.3 11.1 11.1

Increases productivity and job

performance 4 1.0 8.9 20.0

Reduces disruptions due to

employees' inability to get to

workplace (e.g. weather)

1 .3 2.2 22.2

Improves morale and job

satisfaction 13 3.3 28.9 51.1

Improves recruitment and

retention of key employees 7 1.8 15.6 66.7

Telework takes advantage of

modern technologies 1 .3 2.2 68.9

Flexibility 4 1.0 8.9 100.0

65



Other 3 .8 6.7 75.6

Do Not Know 7 1.8 15.6 91.1

Total 45 11.3 100.0


Total 400 100.0

Telework challenges


Percent

Valid

Start up and operating costs

(training, evaluation, etc.) 2 .5 4.4 4.4

IT equipment and support

costs 1 .3 2.2 6.7

Harder to coordinate and

control staff 7 1.8 15.6 22.2

Security of information and

files 1 .3 2.2 24.4

Disrupt teamwork,

organizational culture,

brainstorming

5 1.3 11.1 35.6

Need to change methods of

evaluation of employees 2 .5 4.4 40.0

Must find new and innovative

ways of connecting with

employees

3 .8 6.7 46.7

Not everyone is well-suited to

working at home 1 .3 2.2 48.9

Deciding which jobs are

telecommuting appropriate 1 .3 2.2 51.1

Other 3 .8 6.7 57.8

Do Not Know 19 4.8 42.2 100.0

Total 45 11.3 100.0


Total 400 100.0

66



Can SANDAG help with tech assistance?


Percent

Valid Yes 9 2.3 100.0 100.0


Total 400 100.0

Can SANDAG help with financing?


Percent

Valid Yes 13 3.3 100.0 100.0


Total 400 100.0

Can SANDAG help with training employees?


Percent

Valid Yes 8 2.0 100.0 100.0


Total 400 100.0

Can SANDAG help with training managers?


Percent

Valid Yes 11 2.8 100.0 100.0


Total 400 100.0

67



ORGANIZATIONS WITH

INFORMAL POLICIES

Informal Plan?


Percent

Valid

Yes 144 36.0 43.1 43.1

No 176 44.0 52.7 95.8

Do Not Know 14 3.5 4.2 100.0

Total 334 83.5 100.0


Total 400 100.0



Percent

Valid

Education 9 6.3 6.3 6.3


services 19 13.2 13.2 19.4

Health 9 6.3 6.3 25.7




Estate 10 6.9 6.9 50.7



Retail 3 2.1 2.1 65.3

High


se

15 10.4 10.4 75.7

68




high tech) 14 9.7 9.7 85.4



Business


Water 4 2.8 2.8 98.6

Unknown 2 1.4 1.4 100.0

Total 144 100.0 100.0

Public/Private


Percent

Valid

Private 130 90.3 90.3 90.3

Public 14 9.7 9.7 100.0

Total 144 100.0 100.0

Company/Agency size


Percent

Valid

50 22 15.3 15.5 15.5

51 1 .7 .7 16.2

53 1 .7 .7 16.9

54 3 2.1 2.1 19.0

55 1 .7 .7 19.7

56 1 .7 .7 20.4

58 2 1.4 1.4 21.8

59 1 .7 .7 22.5

60 8 5.6 5.6 28.2

62 1 .7 .7 28.9

65 2 1.4 1.4 30.3

66 2 1.4 1.4 31.7

69



67 2 1.4 1.4 33.1

68 2 1.4 1.4 34.5

69 1 .7 .7 35.2

70 3 2.1 2.1 37.3

72 2 1.4 1.4 38.7

73 1 .7 .7 39.4

75 4 2.8 2.8 42.3

76 2 1.4 1.4 43.7

80 7 4.9 4.9 48.6

84 1 .7 .7 49.3

85 3 2.1 2.1 51.4

90 2 1.4 1.4 52.8

95 1 .7 .7 53.5

98 1 .7 .7 54.2

99 5 3.5 3.5 57.7

100 18 12.5 12.7 70.4

105 1 .7 .7 71.1

109 1 .7 .7 71.8

110 3 2.1 2.1 73.9

120 5 3.5 3.5 77.5

Company/Agency size


Percent

Valid 122 1 .7 .7 78.2

125 2 1.4 1.4 79.6

127 1 .7 .7 80.3

130 1 .7 .7 81.0

132 1 .7 .7 81.7

140 1 .7 .7 82.4

142 1 .7 .7 83.1

145 1 .7 .7 83.8

147 1 .7 .7 84.5

150 4 2.8 2.8 87.3

230 1 .7 .7 88.0

70



270 1 .7 .7 88.7

300 1 .7 .7 89.4

308 1 .7 .7 90.1

321 1 .7 .7 90.8

400 1 .7 .7 91.5

500 1 .7 .7 92.3

550 1 .7 .7 93.0

600 1 .7 .7 93.7

999 1 .7 .7 94.4

1000 1 .7 .7 95.1

1500 1 .7 .7 95.8

1600 1 .7 .7 96.5

2500 2 1.4 1.4 97.9

3000 1 .7 .7 98.6

3500 1 .7 .7 99.3

4000 1 .7 .7 100.0

Total 142 98.6 100.0


Total 144 100.0



Percent

Valid

50-99 83 57.6 57.6 57.6

100-999 53 36.8 36.8 94.4

1000 or more 8 5.6 5.6 100.0

Total 144 100.0 100.0

71





Percent

Valid

CEO, CFO, COO 30 20.8 20.8 20.8



Ranking Dept. Official;

supervisor

73 50.7 50.7 76.4




clerical 1 .7 .7 96.5

other 5 3.5 3.5 100.0

Total 144 100.0 100.0

Telework type of work--word processing/data entry


Percent

Valid Yes 79 19.8 100.0 100.0


Total 400 100.0

Telework type of work--research/analysis


Percent

Valid Yes 71 17.8 100.0 100.0


Total 400 100.0

72



Telework type of work--information technology


Percent

Valid Yes 64 16.0 100.0 100.0


Total 400 100.0

Telework type of work--report writing


Percent

Valid Yes 81 20.3 100.0 100.0


Total 400 100.0

Telework type of work--communications/graphics/marketing


Percent

Valid Yes 63 15.8 100.0 100.0


Total 400 100.0

Telework type of work--call center/cust support


Percent

Valid Yes 38 9.5 100.0 100.0


Total 400 100.0

73



Telework type of work--other-coded


Percent

Valid

accounting/finance/sales 16 4.0 45.7 45.7

management 6 1.5 17.1 62.9

research/development/reports 4 1.0 11.4 74.3

IT/e-mail 5 1.3 14.3 88.6

other 4 1.0 11.4 100.0

Total 35 8.8 100.0


Total 400 100.0

Work not suitable for telework?


Percent

Valid

Yes 121 30.3 84.6 84.6

No 22 5.5 15.4 100.0

Total 143 35.8 100.0


Total 400 100.0

Type of work not suitable--coded


Percent

Valid

work requires presence of

employee on site (not

customer service or face to

face interaction)

52 13.0 44.4 44.4

customer service 15 3.8 12.8 57.3

employee face to face

interaction required 14 3.5 12.0 69.2

security issues 8 2.0 6.8 76.1

74



accounting, HR,

administrative tasks,

contracts

25 6.3 21.4 97.4

other 3 .8 2.6 100.0

Total 117 29.3 100.0


Total 400 100.0

TYPE OF WORK NOT SUITABLE--VERBATIM

Work for non-exempt employees or any work that needs to be supervised

When face to face time is needed

We're a service company so most or all company is a service

Welding and the production line.

We are a wholesale bakery and we need our employees on site. We are a taxi cab (yellow cab) company that manages and dispatches vehicles, they must have their drivers on the streets vs. home.

We are a manufacturing company and the applicability of telework for our workplace is limited. United Flora Exchange is a wholesale/retail floral supplier who requires that the majority of their workforce be present to process product/orders. The Zoological society of San Diego operates the San Diego zoo and its sister-park: the wild animal park. The zookeepers and general zoo personnel need to be with the animals, mammals, etc. The HR department needs to meet with the job applicants -- in person -- and would not be able to do this task remotely. The Zoological society is very interested in formalizing and expanding the existing telework program to address other staff needs. The two areas where Wordsmart Corporation requires their employees to work onsite are in Research & Development, and in Accounting. The Stoneridge country club is a golf club that requires the golf course workers to be on the course vs. teleworking/telecommuting. The San Marcos Unified Public School District requires their teachers, staff, administrative, and supportive personnel to be on-site vs. telework/telecommuting for the schools. Along with the aforementioned personnel, there are bus drivers, custodians, healthcare, etc. Employees who must be physically present. The San Diego Metro Transit System operates the bus, light-rail (trolley), Coaster, and Sprinter transit operations, the majority of the employees work within the system(s) and telework would not be conducive. The San Diego county Assessor's office must have employees available to engage the general public -- both walk-in and by telephone -- in regard to property taxation and ownership(s), and this work cannot be done remotely. Along with the aforementioned, the clerical, notary, and legal-recording staffs must be present for document preparation and execution. The payroll, accounts receivables/payables, etc. Must be conducted in-house vs. via telework/telecommute The firefighters and ambulance staff need be present so to be on call for 911 response(s) and could not telework/telecommute. Along with the aforementioned, the mechanics and personnel who

75



service the equipment need also be on-site.

The company supplies meat that they process, the meat processors, i.e., butchers, etc. Must be there to perform their job duties. Other administrative positions are able to participate on a case-by-case basis dependent upon the type of work that they do. The company provides security and guards to various locales and sites and that type of work would not be workable in a telecommute situation The company is a plumbing contractor where the employees have to be at the construction site or repair location -- not at home The Cajon Valley Elementary School D consists of schools and requires that their teaching and ancillary staff be present on campus vs. via teleworking/telecommuting.

The area of security, can't see it working

Teaching Teachers/room instructors, receptionists, DUI counselors, maintenance, weatherization/energy support.

Supplies employees it department customer service employee Structures West, Inc. is a concrete contracting company and the work done by the employees is not conducive to telework/telecommuting options. The other positions within the organization are limited and they only have one position that would be applicable to the telework option Stanford Sign & Awning company manufactures and sells signage and awning items that require that the workers be in the factory making the inventory vs. Teleworking/telecommuting. Along with the factory floor workers, the customer sales and support staff must be present to interface with the customers.

Staff meetings

So much of our work is directly with our customers and we just have to be there for them.

Sensitive material

Scanning documents

Relationship work, were a community service organization. Racelegal.com is an event company which holds events at multiple locations around San Diego County -- using temp event staffing. These events do not require any telework assist.

Proprietary information and or confidential information

Project management.

Production and manufacturing

Production

Processing membership

Positions that require enhanced security and confidentiality. Pickford Reality, Inc. Is a real estate sales company which consists of a workforce of primarily independent contractors (1099ers) who already work remotely vs. in-office/on-site. The receptionist is needed to be present at the company office to meet & greet the clients/customers and potential buyers.

Payroll, contacts, and project management.

Payroll management and some day to day activities.

Payroll for one. HR needs face to face contact with employees.

Payroll and order supplies

Payroll

76



Payroll

Order processing, account manager

Only the administrative managerial positions at the site.

No access to their work computers.

Most work done here

Manufacturing/maintenance

Manufacturing, customer service, engineering, and quality control

Manufacturing work, administration

Manufacturing employees

Manufacturing

Manufacturing

Managers; they have to be on the floor

Management and payroll

Land surveyor

Jobs that require face to face contact Jack Powell Chrysler/Jeep/Dodge is an automotive sales/service dealership that requires their sales, accounting, HR, service staffs to be onsite vs. via telework/telecommuting.

IT, design engineering

In store grocery In consideration of the fact that Neyenesch printers, Inc. is a printing supply company, it requires that there are sales representatives at the office/plant who can be present to engage the customers who walk in. Also, part of their sales force does cold-calling which requires them to be mobile yet not in the same sense as telework/telecommuting. In and at this department of San Diego State University -- an institution of higher learning -- a lot of the staff must be on-hand and able to be in person to interface with their customers (the students), so telework/telecommuting would not be conducive.

Housekeeping, maintenance etc... Helix Water District provides water to their areas and needs their employees to be at the physical plant vs. at home

Hardware repairs

Guest services & physical inventory counts

Greeting clients, attending meeting Generally speaking, the San Diego County Sheriff's Office requires their deputy sheriffs be present in and at their assigned areas, e.g., county jail facilities, county courthouses, sheriff stations, and areas that they are assigned to patrol. The people who are permitted to telework /telecommute, are primarily administrative and ancillary in their positions.

General office administration along with accounting and human resources. Gamma 2 (squared) is a high-tech manufacturing corporation and the employees consist mostly in the factory setting and this type of work is not conducive for telework/telecommuting.

Franchise services

File and mail room employees and the secretaries. Field work where the employees must drive into the office to pick up company vehicle. To go to job sites

77



Field work

Face to face with employee,

Face to face meetings and events

Face to face meetings

Face to face issues

Everything in accounting

Engineering work

Engineering and estimating

Employee relations; need to be face to face with employee, meetings

Employee relations

Employee relations El Cajon Minor Emergency Center treats patients onsite, thus the majority of their employees need be present at the facility. Dimension Development Two LLC / Courtyard By Marriott is a hotel operation that requires that the workers, i.e., housekeeping, front desk, restaurant, maintenance, etc., be present on the property -- accept for -- salaried management who generally complete a portion of their workload via telework/telecommute.

Customer support

Customer service

Customer service

Customer interface

Costumer service

Cooking and warehousing.

Contract signing and payroll

Contract administration

Consulting employees, managers in HR matters

Clerical and customer direct support Calloway golf company manufacturers golf equipment, i.e., golf- bally, clubs, bags, tees, apparel, etc., and these items cannot be produced via telework/telecommute. Also, other work such as envelope stuffing needs to be done on-site vs. off-site.

Bids and contracts, outreach programs

Being able to communicate when out of the office. Behind the scenes, Inc. is a catering company that requires the employees to either be both (back of house) or at the catered site/location. The only time an employee is allowed to do telework/telecommuting, is when their position/time dictates that they can't be at their home facility. Barona is primarily a gaming operation that operates a casino. With the federal, state, and tribal rules and regulations, it does not allow for off-site/telework.

Artistic production, fund raising, and finance

Anything with security issues

Anything to do with personal info on employees

Anything to do with employee files

Any type of work besides information tech

An auto dealership: sales, service, HR, payroll, accounting, benefits, managers, etc

78



Administrative wk

Accounts payable, web designers, HR department

Accounting, projects and some office work.

Accounting

Accounting

Take into account job record?


Percent

Valid

Yes 61 15.3 42.7 42.7

No 82 20.5 57.3 100.0

Total 143 35.8 100.0


Total 400 100.0

Conditions that trigger negative telework--coded


Percent

Valid

poor job performance/poor

attendance 16 4.0 28.6 28.6

physical presence at site

required/job not conducive to

telework

20 5.0 35.7 64.3

security issues 5 1.3 8.9 73.2

only an option for exempt

employees 4 1.0 7.1 80.4

general needs of

business/agency 7 1.8 12.5 92.9

other 4 1.0 7.1 100.0

Total 56 14.0 100.0


Total 400 100.0

79



NEGATIVE RESPONSE--VERBATIM

Years of service and management level

Trust

Time accountability

There past performance There is no telecommuting with employees. This is more likely benefits, through benefit tech. work. Telecommuting is just an option given to those if needed. (not done frequently)

There are some job types that just don't lend themselves to telecommuting.

Their jobs need to be onsite

The receptionist

The amount of work or number of people involved

Strict deadlines or out of state events

Scope of the work

Role specifics-

Results from prior employee telework

Production issues

Position level Other than getting the job done, or if were unable to contact the employee or employee dose not respond to any calls.

Onsite job performance or the physical need for them to be in the office

Only from past poor job performance.

Only exempt employees

Nothing

Not an option for non exempt employees

Non-essentials

None

None

None

Non management

Necessity, and if not beneficial to company

NA

NA

Mainly the job performance

Mainly job description

Job type

Job not being completed in a timely manner.

Job duty / functions as well as security concerns

Its more based on the position requirements

If we know we are going to have a busy phone day. We will want someone here to man the office.

If there work duties don’t lend to the telework

If there are security aspects that can't be addressed remotely

If their work was sketchy & incomplete in the past (having experienced their past telework, they

80



would likely disqualify them from future telework.

If their work -- in the past -- has not been successfully completed If the type of job requires employee to be in the office i.e.: graphics or production, employees needing to work as a team

If the quota are not met then they would have to do more office work If the position(s) requesting telework/telecommute-type work arrangements involves employees who are unionized, it would cause a problem with the existing collective bargaining agreement(s) in place. If the employee(s) were not cleared for enhanced security and confidentiality so to perform the appointed duties.

If employee request to telework full time

Face to face issues

Employee needing to be physically at work

Documents needing to be signed off

Documents are confidential they do not leave office

Discipline employees on file

Department needs

Decided on a case-by-case basis by the office manager(s)

Culture does not go over well with the employees

Client needs

Business needs

Attendance

Any exemplary positions, no hourly positions

An employee’s exempt status like employees that work salary.

Also a key consideration is the employee's experience.

Accountability

Accessibility

Absenteeism

Employee discontent


Percent

Valid

Yes 14 3.5 9.8 9.8

No 129 32.3 90.2 100.0

Total 143 35.8 100.0


Total 400 100.0

81



Security concerns addressed?


Percent

Valid

Yes 98 24.5 68.5 68.5

No 45 11.3 31.5 100.0

Total 143 35.8 100.0


Total 400 100.0

Number of teleworking employees in department/organization


Percent

Valid

0 23 5.8 18.3 18.3

1 24 6.0 19.0 37.3

2 17 4.3 13.5 50.8

3 12 3.0 9.5 60.3

4 6 1.5 4.8 65.1

5 14 3.5 11.1 76.2

6 6 1.5 4.8 81.0

7 3 .8 2.4 83.3

8 1 .3 .8 84.1

10 5 1.3 4.0 88.1

12 3 .8 2.4 90.5

15 4 1.0 3.2 93.7

20 1 .3 .8 94.4

21 1 .3 .8 95.2

30 1 .3 .8 96.0

32 1 .3 .8 96.8

36 1 .3 .8 97.6

60 2 .5 1.6 99.2

80 1 .3 .8 100.0

Total 126 31.5 100.0

Missing

999 17 4.3

System 257 64.3

Total 274 68.5

Total 400 100.0

82



Percentage of teleworking employees in department/organization


Percent

Valid

0 23 5.8 18.4 18.4

1 20 5.0 16.0 34.4

2 7 1.8 5.6 40.0

3 2 .5 1.6 41.6

4 4 1.0 3.2 44.8

5 9 2.3 7.2 52.0

7 1 .3 .8 52.8

8 3 .8 2.4 55.2

10 15 3.8 12.0 67.2

15 4 1.0 3.2 70.4

16 1 .3 .8 71.2

20 4 1.0 3.2 74.4

25 4 1.0 3.2 77.6

30 6 1.5 4.8 82.4

33 2 .5 1.6 84.0

40 2 .5 1.6 85.6

43 1 .3 .8 86.4

50 5 1.3 4.0 90.4

60 2 .5 1.6 92.0

66 1 .3 .8 92.8

70 1 .3 .8 93.6

80 2 .5 1.6 95.2

90 1 .3 .8 96.0

100 5 1.3 4.0 100.0

Total 125 31.3 100.0

Missing

99 18 4.5

System 257 64.3

Total 275 68.8

Total 400 100.0

83



Telework frequency--average


Percent

Valid

Every weekday 12 3.0 10.3 10.3

3-4 days per week 19 4.8 16.4 26.7

1-2 days per week 33 8.3 28.4 55.2

Few times per month at most 52 13.0 44.8 100.0

Total 116 29.0 100.0

Missing

Do Not Know 27 6.8

System 257 64.3

Total 284 71.0

Total 400 100.0

Teleworkers required to sign in/out?


Percent

Valid

Yes 48 12.0 33.6 33.6

No 95 23.8 66.4 100.0

Total 143 35.8 100.0


Total 400 100.0

Would upper management favor more formal plan?


Percent

Valid

Yes 42 10.5 29.4 29.4

No 101 25.3 70.6 100.0

Total 143 35.8 100.0


Total 400 100.0

84



Formal plan motivation--coded


Percent

Valid

reduce cost/enhance profit 9 2.3 22.5 22.5

make case telework allows

for business expansion 9 2.3 22.5 45.0

rectify problems with current

telework options 4 1.0 10.0 55.0

increased demand from

employees 3 .8 7.5 80.0

improved IT systems 2 .5 5.0 85.0

need new policy/legal

research/work with unions 3 .8 7.5 92.5

Other 3 .8 7.5 100.0

Nothing/NA 7 1.8 17.5 72.5

Total 40 10.0 100.0


Total 400 100.0

MOTIVATE MANAGEMENT--VERBATIM

Would need to be a corporation. We are always working on new policies and procedures. We will be updating our employee handbook shortly and this will be reflected in this.

Very difficult because we’re a manufacturing company

Push from employees

Proof it would increase productivity and profit margin

Other than the labor laws in CA about the hours worked in a day or week, over time issues...

Nothing at this time

Nothing Not sure if there would be any motivation, due to it is the HR dept. (they don’t really have this policy, again just a last minute option.)

NA

NA

More than a 2% participation

More research and facts about policy

More employees

85



More admin. Work or different industry

More cloud applications

Money.

Money saved

Make sure that the system is in place first

Lack of work

It’s just not a good time for our company to telework It would have to make sense in regard to having the program, yet, if there was a need for additional employees doing other tasks and, not having room to physically accommodate them, we would consider it.

It has to be a need for it

If we had an increase of need If they were to weigh territory expansion possibilities along with the associated costs involved and find that by using an expanded option of teleworking/telecommuting, they could both increase sales and profits. If there was information provided to the organization that explained the inner-workings and resultants, i.e., benefits, costs, assistance, etc. If the various options for telework/telecommuting were explained in regard to the applicability of the work If the upper management was shown a way to provide secured telecommunications for the employees who telework/telecommute.

If the economy picked up and we were busier. If the company were to expand, then they would not have the space to office the staff, thus the idea of telework would be more attractive If someone came in with a very good presentation on why we would benefit from it, or if a problem or abuse came into play If a conflict arises like too many disputes where more guidelines were needed to manage the employees

Expanding more employees

Depends on job description and if there are any cost savings.

Dealing with past issues regarding telework (problems)

Cost, saving office space limitations Convincing the upper management that a program designed to allow support (admin, etc.) personnel to work remotely would be feasible from a budget and work performance stance.

Attendance

Abuse of current program

A larger amount of request by the employees

86



Telework benefits


Percent

Valid



requirements

4 1.0 2.8 2.8


performance 27 6.8 18.9 21.7

Reduces disruptions due to

employees' inability to get to

workplace (e.g. weather)

2 .5 1.4 23.1

Savings from telework reduce

the need to downsize 2 .5 1.4 24.5

Travel cost savings for

employees allow employer to

pay lower salary/wages

19 4.8 13.3 37.8

Accommodates employees

with health problems and

disabilities

2 .5 1.4 39.2





Taps labor markets from

remote areas--increases

applicant pool

1 .3 .7 62.9


modern technologies 1 .3 .7 63.6

Flexibility/accommodates

balance 17 4.3 11.9 100.0

Other 10 2.5 7.0 70.6

Do Not Know 25 6.3 17.5 88.1

Total 143 35.8 100.0


Total 400 100.0

87



Telework challenges


Percent

Valid

Start up and operating costs

(training, evaluation, etc.) 2 .5 1.4 1.4

Jealous or resistant

colleagues 4 1.0 2.8 4.2

Management resistance 5 1.3 3.5 7.7

IT equipment and support

costs 6 1.5 4.2 11.9

Harder to coordinate and

control staff 26 6.5 18.2 30.1

Security of information and

files 8 2.0 5.6 35.7

Disrupt teamwork,

organizational culture,

brainstorming

6 1.5 4.2 39.9

Need to change methods of

evaluation of employees 4 1.0 2.8 42.7

Must find new and innovative

ways of connecting with

employees

16 4.0 11.2 53.8

Not everyone is well-suited to

working at home 7 1.8 4.9 58.7

Deciding which jobs are

telecommuting appropriate 15 3.8 10.5 69.2

Other 14 3.5 9.8 79.0

Do Not Know 30 7.5 21.0 100.0

Total 143 35.8 100.0


Total 400 100.0

88





Percent

Valid Yes 31 7.8 100.0 100.0


Total 400 100.0



Percent

Valid Yes 39 9.8 100.0 100.0


Total 400 100.0



Percent

Valid Yes 35 8.8 100.0 100.0


Total 400 100.0



Percent

Valid Yes 36 9.0 100.0 100.0


Total 400 100.0

89



Participate in pilot program?


Percent

Valid

Yes 40 10.0 28.0 28.0

No 103 25.8 72.0 100.0

Total 143 35.8 100.0


Total 400 100.0



Percent

Valid

50-99 21 52.5 52.5 52.5

100-999 15 37.5 37.5 90.0

1000 or more 4 10.0 10.0 100.0

Total 40 100.0 100.0

INTERESTED IN PILOT--Position in company/agency


Percent

Valid

CEO, CFO, COO 9 22.5 22.5 22.5



Ranking Dept.

Official;supervisor

24 60.0 60.0 87.5



other 1 2.5 2.5 100.0

Total 40 100.0 100.0

90



ORGANIZATIONS WITH NO

FORMAL OR INFORMAL

POLICIES

Public/Private


Percent

Valid

Private 183 86.7 86.7 86.7

Public 28 13.3 13.3 100.0

Total 211 100.0 100.0



Percent

Valid

Education 17 8.1 8.1 8.1


services 30 14.2 14.2 22.3

Health 16 7.6 7.6 29.9




Estate 11 5.2 5.2 53.6



Retail 24 11.4 11.4 70.6

High


se

18 8.5 8.5 79.1


high tech) 14 6.6 6.6 85.8

91





Business



Water 3 1.4 1.4 99.5

Unknown 1 .5 .5 100.0

Total 211 100.0 100.0

Company/Agency size


Percent

Valid

50 43 20.4 20.5 20.5

51 1 .5 .5 21.0

52 1 .5 .5 21.4

53 1 .5 .5 21.9

54 2 .9 1.0 22.9

55 10 4.7 4.8 27.6

57 1 .5 .5 28.1

59 1 .5 .5 28.6

60 15 7.1 7.1 35.7

63 1 .5 .5 36.2

64 1 .5 .5 36.7

65 3 1.4 1.4 38.1

70 7 3.3 3.3 41.4

71 1 .5 .5 41.9

72 2 .9 1.0 42.9

74 2 .9 1.0 43.8

75 5 2.4 2.4 46.2

76 3 1.4 1.4 47.6

78 1 .5 .5 48.1

80 7 3.3 3.3 51.4

85 2 .9 1.0 52.4

92



86 1 .5 .5 52.9

90 2 .9 1.0 53.8

91 1 .5 .5 54.3

97 1 .5 .5 54.8

99 5 2.4 2.4 57.1

100 26 12.3 12.4 69.5

104 1 .5 .5 70.0

105 1 .5 .5 70.5

110 4 1.9 1.9 72.4

112 1 .5 .5 72.9

114 1 .5 .5 73.3

Company/Agency size


Percent

Valid 115 3 1.4 1.4 74.8

118 2 .9 1.0 75.7

120 5 2.4 2.4 78.1

123 2 .9 1.0 79.0

125 4 1.9 1.9 81.0

126 1 .5 .5 81.4

130 6 2.8 2.9 84.3

134 1 .5 .5 84.8

135 2 .9 1.0 85.7

138 1 .5 .5 86.2

140 2 .9 1.0 87.1

150 6 2.8 2.9 90.0

160 1 .5 .5 90.5

167 1 .5 .5 91.0

180 1 .5 .5 91.4

200 3 1.4 1.4 92.9

250 2 .9 1.0 93.8

300 3 1.4 1.4 95.2

337 1 .5 .5 95.7

400 1 .5 .5 96.2

93



450 1 .5 .5 96.7

500 1 .5 .5 97.1

1000 1 .5 .5 97.6

1500 1 .5 .5 98.1

2000 1 .5 .5 98.6

2500 1 .5 .5 99.0

3098 1 .5 .5 99.5

4000 1 .5 .5 100.0

Total 210 99.5 100.0

Missing System 1 .5

Total 211 100.0



Percent

Valid

50-99 120 56.9 56.9 56.9

100-999 85 40.3 40.3 97.2

1000 or more 6 2.8 2.8 100.0

Total 211 100.0 100.0



Percent

Valid

CEO, CFO, COO 21 10.0 10.0 10.0



Ranking Dept.

Official;supervisor

128 60.7 60.7 72.5




clerical 4 1.9 1.9 92.9

other 15 7.1 7.1 100.0

Total 211 100.0 100.0

94



Challenge--Cost


Percent

Valid

Not a challenge 52 13.0 24.6 24.6

Not much of a challenge 24 6.0 11.4 36.0

Moderate challenge 28 7.0 13.3 49.3

A big challenge 19 4.8 9.0 58.3

A very big challenge 57 14.2 27.0 85.3

Do Not Know 31 7.8 14.7 100.0

Total 211 52.8 100.0


Total 400 100.0

Challenge--Security


Percent

Valid

Not a challenge 54 13.5 25.6 25.6





Do Not Know 25 6.3 11.8 100.0

Total 211 52.8 100.0


Total 400 100.0

95



Challenge--Upper Management


Percent

Valid

Not a challenge 55 13.8 26.1 26.1





Do Not Know 47 11.8 22.3 100.0

Total 211 52.8 100.0


Total 400 100.0

Challenge--Job types not suitable


Percent

Valid

Not a challenge 24 6.0 11.4 11.4





Do Not Know 14 3.5 6.6 100.0

Total 211 52.8 100.0


Total 400 100.0

96



Challenge--Employee accountability


Percent

Valid

Not a challenge 56 14.0 26.5 26.5





Do Not Know 28 7.0 13.3 100.0

Total 211 52.8 100.0


Total 400 100.0

Challenge_Other_coded


Percent

Valid

geographic considerations 2 .5 12.5 12.5

accountability issues 2 .5 12.5 25.0

communication/customer

service needs 4 1.0 25.0 50.0

other 8 2.0 50.0 100.0

Total 16 4.0 100.0


Total 400 100.0

97



Challenge_other_rated


Percent

Valid

Not much of a challenge 1 .3 6.3 6.3



Do Not Know 1 .3 6.3 100.0

Total 16 4.0 100.0


Total 400 100.0

Advantage #1 if formal policy developed


Percent

Valid



requirements

10 2.5 4.8 4.8






25 6.3 12.0 25.0



disabilities

4 1.0 1.9 26.9





Taps labor markets from

remote areas--increases

applicant pool

1 .3 .5 38.5

Option available to relocating

employees 1 .3 .5 38.9


modern technologies 4 1.0 1.9 40.9

98



Flexibility /Child care 11 2.8 5.3 100.0

Do Not Know 87 21.8 41.8 94.7

Other 25 6.3 12.0 52.9

Total 208 52.0 100.0


Total 400 100.0

Advantage #2 if formal policy developed


Percent

Valid



requirements

1 .3 2.7 2.7






5 1.3 13.5 29.7



disabilities

1 .3 2.7 32.4




retention of key employees 1 .3 2.7 54.1

Advances green and

sustainability goals of

organization

3 .8 8.1 62.2


modern technologies 2 .5 5.4 67.6

Flexibility/Child care 4 1.0 10.8 100.0

Other 2 .5 5.4 73.0

Do Not Know 6 1.5 16.2 89.2

Total 37 9.3 100.0


Total 400 100.0

99



Approve occasional requests?


Percent

Valid

Yes 108 27.0 50.9 50.9

No 104 26.0 49.1 100.0

Total 212 53.0 100.0


Total 400 100.0

Quality of work done away from office


Percent

Valid

Very beneficial to the

organization 30 7.5 27.8 27.8

Somewhat beneficial to the

organization 42 10.5 38.9 66.7

Employee did not accomplish

much. Organization better off

is employee uses sick day or

vacation day.

11 2.8 10.2 76.9

Other 5 1.3 4.6 81.5

Do Not Know 20 5.0 18.5 100.0

Total 108 27.0 100.0


Total 400 100.0



Percent

Valid Yes 27 6.8 100.0 100.0


Total 400 100.0

100





Percent

Valid Yes 31 7.8 100.0 100.0


Total 400 100.0



Percent

Valid Yes 29 7.2 100.0 100.0


Total 400 100.0



Percent

Valid Yes 30 7.5 100.0 100.0


Total 400 100.0

Participate in pilot program?


Percent

Valid

Yes 27 6.8 12.7 12.7

No 185 46.3 87.3 100.0

Total 212 53.0 100.0


Total 400 100.0

101



INTERESTED IN PILOT--Primary service/product


Percent

Valid

Education 3 11.1 11.1 11.1


services 7 25.9 25.9 37.0

Health 2 7.4 7.4 44.4



Estate 3 11.1 11.1 66.7

Retail 1 3.7 3.7 70.4

High


se

3 11.1 11.1 81.5


high tech) 1 3.7 3.7 85.2



Total 27 100.0 100.0



Percent

Valid

50-99 17 63.0 63.0 63.0

100-999 9 33.3 33.3 96.3

1000 or more 1 3.7 3.7 100.0

Total 27 100.0 100.0

102



INTERESTED IN PILOT--Position in company/agency


Percent

Valid

CEO, CFO, COO 5 18.5 18.5 18.5


Ranking Dept.

Official;supervisor

16 59.3 59.3 77.8


clerical 1 3.7 3.7 85.2

other 4 14.8 14.8 100.0

Total 27 100.0 100.0

103



EXHIBIT B:

SURVEY INSTRUMENT

Telework Telephone Survey Form

Hello, my name is ___________. I'm calling from______________. We’re conducting a research study on behalf of the San Diego Association of Governments – SANDAG. SANDAG would like to have a better understanding of telework or telecommuting options provided by employers in the San Diego region. Through this interview, SANDAG is particularly interested in your views about flexible work options for your employees especially with regard to your policies or practices in permitting employees to work at home or at another work location that is not at the traditional office. This interview will take approximately 5-10 minutes. Your responses are completely confidential, and all results will be reported in summarized form only. Are you able to answer questions about non-traditional work locations on behalf of your department or organization? [IF NO, GET REFERRAL TO RIGHT PERSON]

Could you take a few minutes right now to help us out with your opinions? [IF NO, ARRANGE CB]

IF ASKED "WHAT'S IT FOR?"

This study is designed to help the San Diego Association of Governments improve transportation and commuting practices in the San Diego Region. IF ASKED FOR A CONTACT NAME:

Please call Richard Parker, Rea & Parker Research 858-279-5070. IF TOLD "NO TIME":

Could I schedule a more convenient time? "LM":

This is... calling from_____________________. It's..(DATE and TIME). We’re conducting a research study on behalf of the San Diego Association of Governments (SANDAG). We’ll try again another time. Thank you. "LM":

This is...calling from____________________. We’ve been trying to reach you for a few days regarding our study on behalf of the San Diego Association of Governments (SANDAG). Could you please call us at ___________ and leave a message with the best times to reach you? Enter from sample list:

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EMP: Interviewee’s Company/Government Jurisdiction _______________________________ SIZE: Size of San Diego County Workforce __________________

POS: Would you characterize your position as a

1. Officer or representative of your organization—not any department specifically

2. Department head or other departmental executive

2a. [IF POS = 2] Department : ____________________

3. Other ____________________________________

Basic Screening

Q1. Does your organization have a formal, written telework policy?

1 – Yes (GO TO Q3) 2 – No (GO TO Q2) 3 – DK (GO TO Q42) Q2. Does your organization permit informal, telework options? Yes (GO TO Q27) No (GO TO Q42) DK (GO TO Q42) Part A Development and Implementation of Telework Policy Q3a-b. Why did your organization develop a telework policy? (check up to 2 most important reasons) 1 - initiative by upper management 2 - response to employee requests 3 - effort to save money/attain higher level of efficiency 4 - effort to retain qualified staff 5 - Other (please specify) ___________________ CATI PROGRAM: From this point forward, where Department/Organization is indicated, use “department” if POS = 2 and “organization” if POS = 1

Q4a-g. What type of work in your department/organization is done by teleworking employees? (check all that apply)

105



1 – routine word processing, data entry

2- research and analysis 3. information technology (IT) 4 Report writing 5. Communications/Graphics/Marketing 6—Call center/customer support 7 – other (please specify) ______________________ Q5. Are there certain types of work in your department/organization that would not be suitable for telework? 1 – Yes 2 - No, just about all of the work in our department/organization is suitable for teleworking. (GO TO Q6) Q5a [IF Q5 = 1]. Please specify the types of work that are not suitable for telework __________________________________________________________ Q6. Does your telework policy take into account an employee’s job record or job performance when he/she is being considered for a telework option? 1 – Yes - No DK/REF Q7. Please tell us what conditions or circumstances other than job performance or type of work done are likely to prompt a negative response to an employee’s request to telecommute? __________________________________________________________________ Q8. Who manages/implements your telework program? 1 - implemented entirely by upper management 2 - managed/implemented by a department in the organization 3 - managed/implemented by a specific person or team of persons in the organization 4 – implemented by individual department heads – middle managers 5 – other, please specify ________________________ Q9 Has your organization faced any employee discontent regarding who is permitted to telework and who is not? 1 – Yes 2 -- No

106



3 -- DK Size of Telework Operations Q10. [IF POS = 2] How many employees in your department telework currently to some extent during a given week? ________________ [IF Q10 = 0 or DK= -1, GO TO Q11] Q10a. [IF POS =2 and Q10>0] Approximately, what percentage of the total number of employees in your department does this represent? __________ Q11. Do you know or have an approximate idea about how many employees in your entire San Diego-based organization currently telework to some extent during the week? 1 -- YES 2 -- NO or DK [GO TO Q12] Q11a. [IF Q11=1]. Approximately, what percentage of the total number of San Diego-based employees in your company does this represent? __________ Q12. On the average, how frequently do the telework employees in your department/organization telework? 1 – every week day 2 – 3 or 4 days per week 3 – 1 or 2 days per week 4 – occasionally – a few times per month at most Q13. In the last 2 years, has the number of teleworkers in your department/organization 1 – increased 2 – decreased 3 – remained about the same Q14. Does your department/organization have goals to increase the number of employees who telework? 1 - Yes 2 – No (GO TO Q15) 3 -- DK (GO TO Q15) Q14a. Approximately, what percentage of your employees would you like to have teleworking within the next 2 years? _________________

107



Home Office Considerations Q15. Do your telework employees 1 – work from their home 2 – work from a location (e.g. Telework center, Starbucks-like facility) not in their home 3 - work from their home sometimes and from another location not in their home sometimes Q16. Does your organization require that the home office meet specific physical requirements, such as a private office space or specific requirements about equipment? 1 – Yes 2 - No (GO TO Q17) Q16a. Please specify these requirements ____________________________ Q17. Does your organization require a physical inspection of the home office? 1 – Yes 2 - No Q18a1-3. What technologies, programs, and equipment other than a computer, fax, phone and printer do teleworkers in your organization now use? Please check if provided by your organization. Yes No Q18 b-1-3 provided by organization? Teleconferencing capability Software specific to organization Other, specify ____________ Q19. Does your telework policy address security concerns you may have about the use of sensitive materials used outside of the office? 1 – Yes 2 - No

108



Q20. Do department managers and other middle management personnel receive special telework training? 1 -- YES 2 -- No 3 -- DK Q21. Does your department/organization require any specific training for telework employees? 1 – Yes 2 - No Accountability and Evaluation Q22. Do you require that teleworkers sign in and out of their workstation or network as a way of enforcing accountability during the course of the day? 1 – Yes (GO TO Q23) 2 - No, there are no accountability procedures in place (GO TO Q23) 3 - No, but we have another method to enforce accountability Q22a. IF Q22 = 3. What method is that regarding accountability? _________________________________________________________ Q23. What is the primary method you use to evaluate the job performance of your telework employees? 1 -- Determine if teleworkers meet scheduled work deadlines 2 -- Determine whether teleworkers are at their work station when expected and that they are available upon request 3 -- Evaluate quantity and quality of work product 4 -- Other, specify _______________________ Advantages and Challenges of Telework Q24. What would you say is the most important benefit of your telework program for your organization? CODE USING THE FOLLOWING LIST BUT DO NOT READ

1 -- Saves on real estate costs for office space and parking requirements

2 -- Increases productivity and job performance

3 -- Reduces disruptions due to employees’ inability to get to workplace (e.g. inclement

weather, storms)

4 -- Savings provided by telework reduce the need to save by downsizing

109



5 -- Reduces travel costs for employees—allows employer to pay less salary/wages

6 -- Accommodates those with health problems or disabilities

7 -- Improves morale and job satisfaction

8 -- Improves recruitment and retention of key employees.

9 -- Taps labor markets from geographically remote areas; increased applicant pool.

10 -- Potential for tax credits and other incentives

11 -- An option to relocating employees

12 -- Telework advances the green or sustainability goals of companies

13--Telework takes advantage of modern efficiencies such as webcams, teleconferencing.

Q25. What would you say is the most important challenge associated with the telework program for your organization)? CODE USING THE FOLLOWING LIST BUT DO NOT READ

1 -- Start up and operating costs: telework policy, guidelines, training, evaluation, etc.

2 -- Jealous and/or resistant colleagues

3 -- Management resistance and skepticism

4 -- IT equipment and support costs

5 -- It may be harder to coordinate and control staff and monitor their performance

6 -- Security of information and files

7 -- Employee safety issues and potential liability of worker’s comp issues (e.g. employee

falling in home); other liability not covered in employer’s insurance coverage

8 -- Can disrupt ―teamwork‖ and organizational culture; lack of brainstorming ability

(because of employee isolation)

9 -- Need to change methods of evaluation that do not include the physical presence of

employees.

10 -- Management must find new and innovative ways of connecting to employees

11 -- Not everyone is well-suited to work at home – necessity of evaluating employee

suitability.

12 -- Deciding which jobs are telecommuting appropriate

Q26a-d. In your opinion, can the San Diego Association of Governments help your organization improve or expand your telework program by providing any of the following: Yes No Technical assistance Financial assistance Training for Telework Employees Training for Telework Managers

110



END SURVEY Part B How the Department/Organization Addresses Telework

Please consider the following definition of telework: Telework is defined as performing

your work duties during your normal work hours from home (or from a satellite facility

that is closer to your home than the regular office) for the entire workday instead of

commuting to the regular office.

Q27a-g. What type of work in your department/organization is done through telework? (check all that apply)

1 – routine word processing, data entry

2- research and analysis 3. information technology (IT) 4 Report writing 5. Communications/Graphics/Marketing 6—Call center/customer support 7 – other (please specify) ______________________ Q28. Are there certain types of work in your department/organization that would not be suitable for telework? 1 – Yes 2 - No, just about all of the work in our department is suitable for teleworking. (GO TO Q29) Q28a. Please specify the types of work that are not suitable for telework __________________________________________________________

Q29. Is an employee's job record or job performance taken into account when he or she is being considered for a telework option?" 1 – Yes 2 - No Q30. Please tell us what conditions or circumstances other than job performance or job type are likely to prompt a negative response to an employee’s request to

111



telecommute? _____________________________________________________________________ Q31. Has your organization faced any employee discontent regarding who is permitted to telework and who is not? 1 – Yes 2 - No Q32. Does your organization address security concerns you may have about the use of sensitive materials used outside of the office? 1 – Yes 2 - No Size of Telework Operations Q33. How many employees in your department/organization telework currently to some extent during a given week? ________________ Q33a. Approximately, what percentage of the total number of employees in your department/organization does this represent? __________ Q34. On the average, how frequently do your teleworkers telework? 1. a few times per month at most 2. Once per month 3. A few times per year 4. Once per year or less Accountability and Evaluation Q35. Do you require that teleworkers sign in and out of their workstation or network as a way of enforcing accountability during the course of a day that they telework? 1 – Yes 2 - No, there are no accountability procedures in place

112



Consideration of a Formal Telework Policy Q36. In your opinion, would the upper management of your organization be in favor of developing a more formal telework policy? 1 – Yes, I think upper management would be in favor of developing a formal telework policy [GO TO Q38] 2 – No, I think upper management would discourage the development of a formal policy. Q37. [IF Q36 = 2] What, in your opinion, would motivate the management or decision makers in your organization to consider the development of a formal telework program? _____________________________________________________________________ Advantages and Challenges of Telework Q38. What would you say could be the most important benefit of a telework program for your organization? (CODE USING THE FOLLOWING LIST BUT DO NOT READ)




weather, storms)











Q39. What would you say is the most important challenge that a telework program for your organization might face? CODE USING THE FOLLWING LIST BUT DO NOT READ

113



1 -- Start up and operating costs: telework policy, guidelines, training, evaluation, etc.

2 -- Jealous and/or resistant colleagues

3 -- Management resistance and skepticism

4 -- IT equipment and support costs

5 -- It may be harder to coordinate and control staff and monitor their performance

6 -- Security of information and files

7 -- Employee safety issues and potential liability of worker’s comp issues (e.g. employee

falling in home); other liability not covered in employer’s insurance coverage

8 -- Can disrupt ―teamwork‖ and organizational culture; lack of brainstorming ability

(because of employee isolation)

9 -- Need to change methods of evaluation that do not include the physical presence of

employees.

10 -- Management must find new and innovative ways of connecting to employees

11 -- Not everyone is well-suited to work at home – necessity of evaluating employee

suitability.

12 -- Deciding which jobs are telecommuting appropriate

Q40a-d. In your opinion, can the San Diego Association of Governments help your organization formalize and expand your telework program by providing any of the following: Yes No Technical assistance Financial assistance Training for Telework Employees Training for Telework Managers Q41. Would you consider participating in a telework pilot program in an effort to find out if expanding telework would represent a positive direction for your organization? 1 – Yes 2 – No END SURVEY Part C Challenges in the Development of Telework Options for Employees

114



Q42a-b. What are the primary challenges or concerns that explain why you do not

offer telework options? (Check up to 2)

1 -Is it a cost issue in terms of providing employees with equipment, technology, and IT

support?

2 - Is there a security issue in terms of sensitive materials leaving the confines of your

office?

3 - Does upper management not support telework?

4 – Are you concerned that the types of jobs in your organization are not suitable for

telework

5 - Are you concerned about employee accountability?

6 - Are you concerned about security whereby sensitive materials may leave the confines

of your offices.

7 – other, please specify ______________________

Q43. Do you see any potential advantages of having a telework policy or program for

your employees or even some informal telework options?

1 – Yes

2 - No (GO TO Q44)

Q43a-b. In your opinion, what are the primary advantages of having a policy for

telework? (Check up to 2)

(CODE USING THE FOLLOWING LIST BUT DO NOT READ)




weather, storms)











.

115



Q44. Does your organization approve occasional requests by employees to work away from the office to accommodate their personal circumstances such as family emergencies or home repairs? 1-- YES 2-- NO [GO TO Q45] Q44a. [IF Q44 = 1] Have you found that the work done under those circumstances has been Very beneficial to the organization Somewhat beneficial to the organization The employee did not accomplish much and the organization would be better off were that day taken as a sick day or vacation day. Other ____________________________________ Q45a-d. In your opinion, can the San Diego Association of Governments help your organization develop a telework policy and program by providing any of the following: Yes No Technical assistance Financial assistance Training for Telework Employees Training for Telework Managers Q46. Would you consider participating in a telework pilot program in an effort to find out if a telework program would represent a positive direction for your organization? 1 – Yes 2 – No

116



EXHIBIT C:

ORGANIZATIONS WITH FORMAL

TELEWORK PLANS

FORMAL PLANS


Percent

Valid

American Eagle 1 2.2 2.2 2.2

BEI Sensors & Systems Co

Inc 1 2.2 2.2 4.4

Broadway Typewriter

Company, Inc. 1 2.2 2.2 6.7

California Health Care 1 2.2 2.2 8.9

City of San Diego 3 6.7 6.7 15.6

Command Naval Surface

Warfare Force US Navy 1 2.2 2.2 17.8

Community Health Group 1 2.2 2.2 20.0

Continental Graphics Corp. 1 2.2 2.2 22.2

Council of Community Clinic 1 2.2 2.2 24.4

County of San Diego 1 2.2 2.2 26.7

Covance 1 2.2 2.2 28.9

Cox Communication Inc. 1 2.2 2.2 31.1

DUDEK 1 2.2 2.2 33.3

EDAW Inc. 1 2.2 2.2 35.6

Ernst & Young 1 2.2 2.2 37.8

Federal Express Corp. 1 2.2 2.2 40.0

Federal Gov - Cleveland

National Forest 1 2.2 2.2 42.2

Grossmont Hospital

Corporation 1 2.2 2.2 44.4

Home Depot USA Inc 1 2.2 2.2 46.7

117



Iserve Residential Lending

LLC 1 2.2 2.2 48.9

Jet Source Inc 1 2.2 2.2 51.1

Kaiser Foundation Hospitals 1 2.2 2.2 53.3

Kohls Corporation 1 2.2 2.2 55.6

La Mesa Health Care Center 1 2.2 2.2 57.8

Life Generations Healthcare

LLC 1 2.2 2.2 60.0

Lowes Home Centers Inc 1 2.2 2.2 62.2

Maritime Museum 2 4.4 4.4 66.7

McGraw-Hill Broadcasting

Co. Inc. 1 2.2 2.2 68.9

Medtronic Ablation Frontiers 1 2.2 2.2 71.1

Natural Alternatives Intl. Inc. 1 2.2 2.2 73.3

Northrop Grumman Space &

Mission Systems 1 2.2 2.2 75.6

One Park Boulevard LLC 1 2.2 2.2 77.8

Poway Toyota Scion Inc 1 2.2 2.2 80.0

S & S Management Services 1 2.2 2.2 82.2

Santarus Inc. 1 2.2 2.2 84.4

SFK Condition Monitoring,

Inc. 1 2.2 2.2 86.7

Sharp Healthcare 2 4.4 4.4 91.1

Solar Turbine 1 2.2 2.2 93.3

Surface Optics Corporation 1 2.2 2.2 95.6

Syzygy Technologies, Inc. 1 2.2 2.2 97.8

URS 1 2.2 2.2 100.0

Total 45 100.0 100.0

118



EXHIBIT D:

LIST OF ORGANIZATIONS WITH

INFORMAL TELEWORK

OPTIONS, BUT NO FORMAL PLAN

INFORMAL TELEWORK OPTIONS


Percent

Valid

A&D Fire Protection Inc. 1 .7 .7 .7

Able Control & Guard 1 .7 .7 1.4

Administrative Services San

Diego (Yellow Cab) 1 .7 .7 2.1

Algert Engineering 1 .7 .7 2.8

Alliance Air Products LLC 1 .7 .7 3.5

Allianz Global Investors

(formerly Nicholas-Ap 1 .7 .7 4.2

Alts Tool Machine Shop 1 .7 .7 4.9

Americana Assets Trust 1 .7 .7 5.6

AMN Healthcare Inc 1 .7 .7 6.3

Amron International 1 .7 .7 6.9

Anderson Direct Marketing 1 .7 .7 7.6

Apical Industries Inc 1 .7 .7 8.3

Arena Pharmaceuticals 1 .7 .7 9.0

ARRK Product Development

Group 1 .7 .7 9.7

ATK Space System 1 .7 .7 10.4

Aware Point Corporation 1 .7 .7 11.1

Baked in the Sun 1 .7 .7 11.8

Barona Resort & Casino 1 .7 .7 12.5

Bartell Hotels 1 .7 .7 13.2

Behind the Scenes, Inc. 1 .7 .7 13.9

119



Ben F Smith, Inc. 1 .7 .7 14.6

Bernardo Heights Country

Club 1 .7 .7 15.3

Bob Stall Chevrolet 1 .7 .7 16.0

Brinks Inc. 1 .7 .7 16.7

Cajon Valley Elementary

School District 1 .7 .7 17.4

Cal Southern Sound Image

Inc 1 .7 .7 18.1

Calloway Golf Company 1 .7 .7 18.8

Carl Zeiss Vision Inc. 1 .7 .7 19.4

Cash Cycle Solutions 1 .7 .7 20.1

Cement Cutting 1 .7 .7 20.8

Chopra Center 1 .7 .7 21.5

Cliniqa Corp. 1 .7 .7 22.2

Competitive Edge Research

Comm. Inc 1 .7 .7 22.9

Conam Management Corp. 1 .7 .7 23.6

Covario, Inc 1 .7 .7 24.3

Cubic Transportation

System 1 .7 .7 25.0

Davidson Communities LLC 1 .7 .7 25.7

Defenseweb Tech. Inc 1 .7 .7 26.4

DELTA 1 .7 .7 27.1

DIG Corporation 1 .7 .7 27.8

Dimension Development

Two LLC / Courtyard by M 1 .7 .7 28.5

Division 8 Incorporated 1 .7 .7 29.2

Dresser-Rand Company 1 .7 .7 29.9

DUDEK 1 .7 .7 30.6

Eagle Creek Inc 1 .7 .7 31.3

El Cajon Minor Emergency

Center 1 .7 .7 31.9

EMN8 Inc. 1 .7 .7 32.6

120



Fallbrook Fire Protection

District 1 .7 .7 33.3

Ferro 1 .7 .7 34.0

Food Services Office 1 .7 .7 34.7

Forecast Product

Development Corp. 1 .7 .7 35.4

Fuddruckers 1 .7 .7 36.1

Gamma 2, Inc. 1 .7 .7 36.8

Geogrid Retaining Walls

System 1 .7 .7 37.5

Gordon & Rees LLP 1 .7 .7 38.2

GS Levine Insurance SVCS

Inc. 1 .7 .7 38.9

Hampstead Lafayette Hotel

Inn 1 .7 .7 39.6

Harvest Meat Company, Inc. 1 .7 .7 40.3

Harvey Inc 1 .7 .7 41.0

Hawthorne Machinery Co 1 .7 .7 41.7

Helix Water District 2 1.4 1.4 43.1

IMS Recycling Services Inc. 1 .7 .7 43.8

Jack Powell

Chrysler/Jeep/Dodge 1 .7 .7 44.4

Jaguar S.D. 1 .7 .7 45.1

Javo Beverage Comp. Inc. 1 .7 .7 45.8

Jazzercise Inc 1 .7 .7 46.5

Jewish Family Services San

Diego 1 .7 .7 47.2

Joey Powers 1 .7 .7 47.9

Kaplan College 1 .7 .7 48.6

Kforce Inc 1 .7 .7 49.3

Kiewit Infrastructure West 1 .7 .7 50.0

Koch-Armstrong 1 .7 .7 50.7

KSWB Inc. 1 .7 .7 51.4

L3 1 .7 .7 52.1

121



La Constructora Better

Homes Company 1 .7 .7 52.8

Lakefield Wind Project LLC 1 .7 .7 53.5

Layfield Environmental

Systems Corp. 1 .7 .7 54.2

Lewis Brisbois Bisgaad &

Smith LLP 1 .7 .7 54.9

Lincoln Financial Media 1 .7 .7 55.6

MAAC Project 1 .7 .7 56.3

Mail Boxes Etc. 1 .7 .7 56.9

MC Consultants Inc. 1 .7 .7 57.6

McCain Corporation 1 .7 .7 58.3

Medsphere Systems

Corporation 1 .7 .7 59.0

Merna Crane Real Estate &

Mortgage 1 .7 .7 59.7

Messenger Express 1 .7 .7 60.4

MicroMade Products, Inc. 1 .7 .7 61.1

National Air Inc 1 .7 .7 61.8

Neyenesch Printers, Inc. 1 .7 .7 62.5

Nuvasive, Inc. 1 .7 .7 63.2

Pacific Green Landscape

Inc. 1 .7 .7 63.9

Packard Hospitality Group

LLC 1 .7 .7 64.6

Packetvideo Corporation 1 .7 .7 65.3

Pickford Reality, Inc. 1 .7 .7 66.0

Planned Parenthood 1 .7 .7 66.7

Plum Healthcare Group LLC 1 .7 .7 67.4

Primeco Painting &

Construction 1 .7 .7 68.1

Project Design Consultants 1 .7 .7 68.8

Pryor Products 1 .7 .7 69.4

Pulse Electronics Inc 1 .7 .7 70.1

RaceLegal.com 1 .7 .7 70.8

122



Ralphs Grocery Company 1 .7 .7 71.5

Rancho Bernardo Golf

Course 1 .7 .7 72.2

RAX Inc 1 .7 .7 72.9

RBE Inc. 1 .7 .7 73.6

Recon Environmental 1 .7 .7 74.3

Risk Management

Strategies Inc. 1 .7 .7 75.0

Roger Artz Ministry 1 .7 .7 75.7

Saber Plumbing, Inc. 1 .7 .7 76.4

San Diego County

Assessor's Office 1 .7 .7 77.1

San Diego County Sheriffs

Dept 1 .7 .7 77.8

San Diego Hebrew Day

School 1 .7 .7 78.5

San Diego Metro Transit

System 1 .7 .7 79.2

San Diego Opera

Association 1 .7 .7 79.9

San Diego State University 1 .7 .7 80.6

San Marcos Unified Public


Skyline Church 1 .7 .7 81.9

Southern Contractors 1 .7 .7 82.6

Spinergy Inc. 1 .7 .7 83.3

Stanford Sign & Awning

Company 1 .7 .7 84.0

Starbucks 1 .7 .7 84.7

Stoneridge Country Club 1 .7 .7 85.4

Structures West, Inc. 1 .7 .7 86.1

Sunrise Senior Living 1 .7 .7 86.8

Sweetwater Authority 1 .7 .7 87.5

Sweetwater Union High


123



Teledyne Advance Pollution

Instrumentation 1 .7 .7 88.9

Thornes Bartolotta &

McGuire 1 .7 .7 89.6

Tower Glass Company 1 .7 .7 90.3

United Floral Exchange 1 .7 .7 91.0

University Auxiliary &

Research Services Corp. 1 .7 .7 91.7

Urban Corps of San Diego 1 .7 .7 92.4

UTC Aerospace Systems 1 .7 .7 93.1

Versaform Corporation 1 .7 .7 93.8

Vista Irrigation District 1 .7 .7 94.4

Vista Unified School District 1 .7 .7 95.1

Volt Management 1 .7 .7 95.8

Vons 1 .7 .7 96.5

Wordsmart Corporation 1 .7 .7 97.2

X3 Management Services,

Inc. 1 .7 .7 97.9

YMCA of San Diego County 2 1.4 1.4 99.3

Zoological Society of San

Diego 1 .7 .7 100.0

Total 144 100.0 100.0

124



EXHIBIT E:

ORGANIZATIONS WITH

INFORMAL POLICIES THAT ARE

INTERESTED IN PILOT PROJECT

INTERESTED IN PILOT—INFORMAL PLANS


Percent

Valid

Able Control & Guard 1 2.5 2.5 2.5

Alliance Air Products LLC 1 2.5 2.5 5.0

Allianz Global Investors

(formerly Nicholas-Ap 1 2.5 2.5 7.5

Americana Assets Trust 1 2.5 2.5 10.0

Anderson Direct Marketing 1 2.5 2.5 12.5

Apical Industries Inc 1 2.5 2.5 15.0

ATK Space System 1 2.5 2.5 17.5

Baked in the Sun 1 2.5 2.5 20.0

Bob Stall Chevrolet 1 2.5 2.5 22.5

Cal Southern Sound Image

Inc 1 2.5 2.5 25.0

Calloway Golf Company 1 2.5 2.5 27.5

Carl Zeiss Vision Inc. 1 2.5 2.5 30.0

Competitive Edge Research

Comm. Inc 1 2.5 2.5 32.5

Division 8 Incorporated 1 2.5 2.5 35.0

Fallbrook Fire Protection

District 1 2.5 2.5 37.5

Ferro 1 2.5 2.5 40.0

Forecast Product

Development Corp. 1 2.5 2.5 42.5

GS Levine Insurance SVCS

Inc. 1 2.5 2.5 45.0

125



Helix Water District 1 2.5 2.5 47.5

Jack Powell

Chrysler/Jeep/Dodge 1 2.5 2.5 50.0

Kaplan College 1 2.5 2.5 52.5

La Constructora Better

Homes Company 1 2.5 2.5 55.0

MAAC Project 1 2.5 2.5 57.5

Pacific Green Landscape

Inc. 1 2.5 2.5 60.0

Packard Hospitality Group

LLC 1 2.5 2.5 62.5

Planned Parenthood 1 2.5 2.5 65.0

Roger Artz Ministry 1 2.5 2.5 67.5


Dept 1 2.5 2.5 70.0

San Diego Hebrew Day

School 1 2.5 2.5 72.5

San Diego Metro Transit

System 1 2.5 2.5 75.0

Stanford Sign & Awning

Company 1 2.5 2.5 77.5

Starbucks 1 2.5 2.5 80.0

Sweetwater Union High

School District 1 2.5 2.5 82.5

United Floral Exchange 1 2.5 2.5 85.0

Urban Corps of San Diego 1 2.5 2.5 87.5

Vista Irrigation District 1 2.5 2.5 90.0

Wordsmart Corporation 1 2.5 2.5 92.5

X3 Management Services,

Inc. 1 2.5 2.5 95.0

YMCA of San Diego County 1 2.5 2.5 97.5

Zoological Society of San

Diego 1 2.5 2.5 100.0

Total 40 100.0 100.0

126



EXHIBIT F:

LIST OF ORGANIZATIONS WITH

NEITHER FORMAL PLAN NOR

INFORMAL POLICY

NO FORMAL PLAN OR INFORMAL OPTIONS


Percent

Valid

ABM Janitorial 1 .5 .5 .5

Adesa Corp.LLC 1 .5 .5 .9

Advantage Sentry Protection

Inc 1 .5 .5 1.4

Alamo Rental 1 .5 .5 1.9

Alliant Insurance Services

INC. 1 .5 .5 2.4

ALSCO, Inc. 1 .5 .5 2.8

AM Ortega Construction 1 .5 .5 3.3

American Faucet 1 .5 .5 3.8

Americare Health &

Retirement 1 .5 .5 4.3

Amerillum LLC 1 .5 .5 4.7

Association for Retarded

Citizens 1 .5 .5 5.2

Autogenomics inc 1 .5 .5 5.7

Autoliv Safety Technology

Of Mexico 1 .5 .5 6.2

Aztec Shops 1 .5 .5 6.6

Bald Eagle Security SVCS

INC 1 .5 .5 7.1

Barona Creek Country Club 1 .5 .5 7.6

BD Bioscience 1 .5 .5 8.1

127



Beauty Services INC 1 .5 .5 8.5

BH Partnership 1 .5 .5 9.0

Big Lots Stores Inc 1 .5 .5 9.5

BJ's Restaurant Inc. 1 .5 .5 10.0

BMW of San Diego 1 .5 .5 10.4

Brighton Gardens Inc. 1 .5 .5 10.9

Brookdale Senior Living

Communities 1 .5 .5 11.4

Buck Consultants 1 .5 .5 11.8

California Building

Maintenance 1 .5 .5 12.3

Care with Dignity Healthcare 1 .5 .5 12.8

Carter Electric 1 .5 .5 13.3

Casa de Amparo 1 .5 .5 13.7

Casa Pacifica 1 .5 .5 14.2

CBRE, Inc 1 .5 .5 14.7

Chateau La Jolla Inn 1 .5 .5 15.2

Children of Rainbow, Inc. 1 .5 .5 15.6

CHILIS 1 .5 .5 16.1

Christian Brothers Flooring

Company 1 .5 .5 16.6

Chula Vista Elementary


City of Escondido Fire

Department 1 .5 .5 18.0

City of Poway 1 .5 .5 18.5

City of San Diego 2 .9 .9 19.4

City of San

Diego/Transportation Dept. 1 .5 .5 19.9

Coast Citrus Dist. 1 .5 .5 20.4

Coast Environmental Inc. 1 .5 .5 20.9

Colsa Corporation West

Coast 1 .5 .5 21.3

Con-Way Freight 1 .5 .5 21.8

Considine & Considine 1 .5 .5 22.3

128



Costco Wholesale Inc 1 .5 .5 22.7

Cottonwood Canyon 1 .5 .5 23.2

County Of San Diego 1 .5 .5 23.7

County of San Diego

Assessor’s Office 1 .5 .5 24.2

D & P Specialty Products 1 .5 .5 24.6

Daylight Solutions 1 .5 .5 25.1

Del Mar Union School Dist. 1 .5 .5 25.6

Del Mar Union School

District 1 .5 .5 26.1

Delta Design INC 1 .5 .5 26.5

Dillon Companies 2 .9 .9 27.5

Dimension Development

Two Inc. 1 .5 .5 28.0

DLA Piper LLP 1 .5 .5 28.4

Dodge Chrysler 1 .5 .5 28.9

Double Tree Hotel 1 .5 .5 29.4

Doubletree Hotel/San Diego

Downtown 1 .5 .5 29.9

Downtown San Diego

Partners inc 1 .5 .5 30.3

Driscoll Inc. 1 .5 .5 30.8

Duckett-Wilson 1 .5 .5 31.3

El Cajon Valley Union


Emeritus Corp. 1 .5 .5 32.2

Erin Briggs 1 .5 .5 32.7

Escondido Unified School

District 2 .9 .9 33.6

F J Willert Contracting

Company 1 .5 .5 34.1

Famous Ramona Water

Company 1 .5 .5 34.6

Federal Express Corp. 1 .5 .5 35.1

Fedex Freight West Inc 1 .5 .5 35.5

129



Firstat Nursing Service INC 1 .5 .5 36.0

Franklin's Industries San

Diego Inc 1 .5 .5 36.5

Global Domains INT. 1 .5 .5 37.0

Go-Staff 1 .5 .5 37.4

Gompers Preparatory

Academy 1 .5 .5 37.9

Greenlee Textron, Inc. 1 .5 .5 38.4

Greenwald's Autobody

Frameworks 1 .5 .5 38.9

H K Plastics Engineering,

Inc. 1 .5 .5 39.3

Hawthorne Machinery Co 1 .5 .5 39.8

Health Fusion 1 .5 .5 40.3

Highway Patrol 2 .9 .9 41.2

Hilton Garden Inn 1 .5 .5 41.7

Hollister Ohio LLC 1 .5 .5 42.2

Humetrix Inc 1 .5 .5 42.7

Ickler Electric Company 1 .5 .5 43.1

Impact Solutions, LLC 1 .5 .5 43.6

JC Penney Inc 1 .5 .5 44.1

K-Tech Machine Inc. 1 .5 .5 44.5

Kabler Construction 1 .5 .5 45.0

Kammerer Enterprises Inc. 1 .5 .5 45.5

Kaplan College 1 .5 .5 46.0

Ke-Burgmann USA Inc. 1 .5 .5 46.4

KMA Architects 1 .5 .5 46.9

Kmart 1 .5 .5 47.4

Kmart Corp. 1 .5 .5 47.9

Kobey Corporation, Inc. 1 .5 .5 48.3


La Mesa RV Center Inc. 1 .5 .5 50.2

Lawrence Family Jewish

Community Center 1 .5 .5 50.7

Leemarc Ind. 1 .5 .5 51.2

130




LLC 1 .5 .5 51.7

LIKE MY STYLE 1 .5 .5 52.1

Marco Crane & Rigging Co. 1 .5 .5 52.6

Marie Callender Pie Shops 1 .5 .5 53.1

Markstein Beverage 1 .5 .5 53.6

Marmaxx Operating Corp 1 .5 .5 54.0

Marriot International Inc 1 .5 .5 54.5

Marriott International inc 1 .5 .5 55.0

McMillin Real Estate &

Manufacturing Co, Inc. 1 .5 .5 55.5

Merrill Lynch Pierce Fenner 1 .5 .5 55.9

Mirstone Plastering Inc. 1 .5 .5 56.4

Mossy Automotive Group 1 .5 .5 56.9

Navy Exchange 1 .5 .5 57.3

Neighborhood House

Association 1 .5 .5 57.8

Nelson-Rose Inc 1 .5 .5 58.3

New Albertsons Inc 1 .5 .5 58.8

New School of Architecture 1 .5 .5 59.2

North County Times 1 .5 .5 59.7

Oceanside Unified School

District 1 .5 .5 60.2

OJ Insulation LP 1 .5 .5 60.7

Old Town Trolley Tours 1 .5 .5 61.1

Olive Hill Greenhouses 1 .5 .5 61.6

OnCore Manfacturing 1 .5 .5 62.1

Pacira Pharmaceuticals Inc. 1 .5 .5 62.6

Pacord Inc. 1 .5 .5 63.0

Palomar Hospital 1 .5 .5 63.5

Pancho Villa, Inc. 1 .5 .5 64.0

Penny Farthing

Development 1 .5 .5 64.5

Pep Boys 1 .5 .5 64.9

131



Pharmerica Long-Term Care

Inc 1 .5 .5 65.4

Point Loma Rehabilitation

Ctr LLC 1 .5 .5 65.9

Pottery Barn 1 .5 .5 66.4

Poway Unified School

District 1 .5 .5 66.8

Precision Metal Products 1 .5 .5 67.3

Preferred Employers 1 .5 .5 67.8

Probuild Company LLC 2 .9 .9 68.7

Propulsion Controls

Engineering 1 .5 .5 69.2

Provide Commerce Inc. 1 .5 .5 69.7

Rainbow Municipal Water

District 1 .5 .5 70.1

Ralphs Grocery Company 1 .5 .5 70.6

Rancho Bernardo

Community Presbyterian

Church

1 .5 .5 71.1

Rancho Bernardo Partners

Ltd / Radisson Hotel 1 .5 .5 71.6

Rancho Del Oro Comp. Inc. 1 .5 .5 72.0

Recreational Equipment Inc 1 .5 .5 72.5

Red Lobster 1 .5 .5 73.0

Revlon/CND 1 .5 .5 73.5

Rhino Building Services 1 .5 .5 73.9

Ross Stores Inc 1 .5 .5 74.4

Rust & Sons Trucking Inc. 1 .5 .5 74.9

San Diego Community

College District 1 .5 .5 75.4


Dept 1 .5 .5 75.8

San Diego Hotel Marriott 1 .5 .5 76.3

San Diego Service LLC 1 .5 .5 76.8

San Diego State University 1 .5 .5 77.3

132



San Diego Symphony 1 .5 .5 77.7

Santaluz Club Inc. 1 .5 .5 78.2

Santee School District 1 .5 .5 78.7

SB Restaurant Company 1 .5 .5 79.1

Sea Country Insurance

Group 1 .5 .5 79.6

Segway of Coronado 1 .5 .5 80.1

Sharp Grossmont Hospital 1 .5 .5 80.6

Sherwood Mechanical Inc. 1 .5 .5 81.0

South Bay Sandblasting and

Tank Cleaning 1 .5 .5 81.5

South Coast Heating & Air 1 .5 .5 82.0

South Coast Welding &

Manufacturing Inc. 1 .5 .5 82.5

Southland Electric Inc 1 .5 .5 82.9

Southland Envelope

Company, Inc. 1 .5 .5 83.4

Southwest Construction Co.

Inc. 1 .5 .5 83.9

Starlight Center 1 .5 .5 84.4

Steelcase Inc 1 .5 .5 84.8

Steve Duich Inc 1 .5 .5 85.3

Superior Mobile Medics Inc 1 .5 .5 85.8

Superior Ready Mix

Concrete LP 1 .5 .5 86.3

Surfride Charter. Inc. 1 .5 .5 86.7

Tamarack Beach Condo

Owners Association 1 .5 .5 87.2

Tapestry Solutions Inc. 1 .5 .5 87.7

Target Corporation 1 .5 .5 88.2

Tax Compliance Inc. 1 .5 .5 88.6

TEKWORK 1 .5 .5 89.1

Thomas Jefferson School of

Law 1 .5 .5 89.6

Todai Restaurant Group 1 .5 .5 90.0

133



Tom Ranglas Inc. 1 .5 .5 90.5

Toro 1 .5 .5 91.0

Torres General Inc. 1 .5 .5 91.5

Torrey Pines Golf Course 1 .5 .5 91.9

Trader Joes Inc 1 .5 .5 92.4

Tradesmen International,

Inc. 1 .5 .5 92.9

True Tech Global 1 .5 .5 93.4

Trugreen Limited

Partnership 1 .5 .5 93.8

United Power Contactors

Inc. 1 .5 .5 94.3

United States Department of

the Navy 1 .5 .5 94.8

Valley Center Water District 1 .5 .5 95.3

Vanguard Space Tech 1 .5 .5 95.7

Victoria Special Care

Center, Inc. 1 .5 .5 96.2

Villas De Carlsbad Ltd. 1 .5 .5 96.7

Vista Valley Country Club 1 .5 .5 97.2

Volt Information Systems 1 .5 .5 97.6

Wal-Mart Stores Inc. 1 .5 .5 98.1

Weber Distribution

Warehouses Inc. 1 .5 .5 98.6

Western Pump 1 .5 .5 99.1

Westin Hotel 1 .5 .5 99.5

Windsor Healthcare

Management 1 .5 .5 100.0

Total 211 100.0 100.0

134



EXHIBIT G:

NO FORMAL PLAN NOR

INFORMAL POLICY—BUT

INTERESTED IN PILOT PROJECT

INTERESTED IN PILOT—NO FORMAL PLAN OR INFORMAL OPTIONS


Percent

Valid

Alliant Insurance Services

INC. 1 3.7 3.7 3.7

AM Ortega Construction 1 3.7 3.7 7.4

Amerillum LLC 1 3.7 3.7 11.1

Autogenomics inc 1 3.7 3.7 14.8

Autoliv Safety Technology

Of Mexico 1 3.7 3.7 18.5

Children of Rainbow, Inc. 1 3.7 3.7 22.2

City of San Diego 1 3.7 3.7 25.9

Coast Citrus Dist. 1 3.7 3.7 29.6

County Of San Diego 1 3.7 3.7 33.3

Downtown San Diego

Partners inc 1 3.7 3.7 37.0

Driscoll Inc. 1 3.7 3.7 40.7

H K Plastics Engineering,

Inc. 1 3.7 3.7 44.4



LLC 1 3.7 3.7 51.9

LIKE MY STYLE 1 3.7 3.7 55.6

Mossy Automotive Group 1 3.7 3.7 59.3

Oceanside Unified School

District 1 3.7 3.7 63.0

OJ Insulation LP 1 3.7 3.7 66.7

135



Probuild Company LLC 2 7.4 7.4 74.1

Rhino Building Services 1 3.7 3.7 77.8

San Diego State University 1 3.7 3.7 81.5

Surfride Charter. Inc. 1 3.7 3.7 85.2

Tax Compliance Inc. 1 3.7 3.7 88.9

Torres General Inc. 1 3.7 3.7 92.6

True Tech Global 1 3.7 3.7 96.3

Volt Information Systems 1 3.7 3.7 100.0

Total 27 100.0 100.0

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