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Teleworking often is viewed as a
benefit solely for the employee,
providing reduced commuting time,
better work-life balance, increased
productivity, and other perks.
But how many consider telework as a
key component to our collective national
preparedness, or even, improved
national security? More and more
people do, according to an increasing
number of government advocates -
among them, the Federal Emergency
Management Agency (FEMA), the
Office of Personnel Management (OPM),
Congressmen Frank Wolf and Tom
Davis, the Government Accountability
Office (GAO), and the General Services
Administration (GSA). But this is not
a new topic of interest among these
agencies and individuals. Telework has
long been viewed as an essential
element for operational continuity.
Recent events are a reminder of the
need for contingency planning across
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government organizations. Hurricanes
along the Gulf Coast and in Florida have
put Continuity of Operations (COOP)
plans to the test for many Federal,
state, and local agencies. These events
have reminded others of the need to
conduct COOP exercises to prepare for
disruptions in critical infrastructure
and mission accomplishment. More
than ever, telework is a viable option
for Federal agencies’ COOP plans.
To take a step back, the 1998
Presidential Decision Directive 67
mandated that all agencies must have
COOP plans in place by October 1999.
To aid the agencies in developing these
programs and plans, FEMA released
a document to guide them - Federal
Preparedness Circular (FPC) 65. In
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A new study sponsored by Intel
Corporation shows, in real terms, just
how detrimental our culture of the
"five-days-a-week commute" can be to
our lives and our planet. But the same
study offers hope by confirming that
telework can improve the current
situation - it can save our sanity,
our environment, and even some
impressive amounts of money.
Released November 16, the study, titled
"Federal Telework: No Free Ride,"
surveyed approximately 3,500 Federal
government employees registered as
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There is no time like the new year to
make changes, and there is certainly no
better time to re-tool or equip your home
office with the latest technology for 2006.
Conditions for this "telework/home
office audit" are ideal: vendors offer
deep discounts, the technology is readily
available, and teleworking has become
a necessity for government agencies.
Buying technology is not as daunting
as some might think. The average
teleworker does not need more than
the fundamentals: a desktop or laptop
computer, secure Internet connectivity,
a printer, and a phone line.
If you are a current or retired government
employee, you probably qualify to
purchase technology products under
a government employee purchasing
program. A number of vendors who
provide computers, printers, and other
peripheral equipment offer competitive
prices to civilian government and
military employees for home use. Check
vendor Web sites or ask before you
buy. These offers may not apply to all
products, but can deliver substantial
discounts to qualified current and former
government employees.
Desktop or Laptop. Today’s laptops
perform as well as larger desktops. If
you are looking for
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mobility between
home, office, and travel, a laptop is the
way to go - and you can enjoy mobility
within your house, too, through a
wireless network setup. Not limited to
the home, you can work on your laptop
at a local Internet cafe and other public
wireless hot spots.
Wireless Network. More and more
Americans rely on wireless networks
to enable multiple users and locations
for computing in and around their
homes. A range of wireless modems is
available - most under $100. Wireless
networks often require additional
security measures, such as encryption
options to ensure online privacy.
Consult with your IT department to be
sure you are operating and connecting
to your office network securely.
Printer. Considering the reasonable
price point and flexibility, teleworkers
should consider a multi-function
machine - you can print, fax, copy,
and scan using one machine. Not only
do these multi-function devices take up
less space, they also equate to fewer
pieces of technology that may need
repair and troubleshooting. For printing,
most teleworkers will be happy with
an inkjet printer - the print quality
is good for both text and color images.
Laser printers still have their place
though, especially if you regularly need
to print multi-page documents quickly.
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Internet Connectivity. For Internet and
e-mail access, and to easily deal with
large datasets, text files, or imagery,
either a cable modem or DSL connection
is the choice. With these connection
types, you are "always" connected
and file transfer speed is very quick.
Both are very reliable, and costs are
comparable. Naturally, you will need to
work with your IT department to ensure
secure communications meet your
agency requirements for network access.
What are the savings in a
"Purchase Program?"
Often, between 2-12% savings,
depending on the products and
level of service you choose.
Great deals on peripherals and
accessories (batteries, printers,
handhelds, multimedia, etc).
From laptops to desktops, there are
discounts on most home computing
products.
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Many agencies use "virtual private
networks" (VPN), or other secure
communications channels, and may
have specific recommendations for the
optimal type of connection for your
remote work requirements.
Phone Communications. Many
teleworkers choose to use their home
phone as their business phone while
teleworking, forwarding their office
phone lines to their home numbers.
Others prefer a second phone line
dedicated to business. A traditional
second line can be expensive, especially
once you tack on services like caller ID,
voice mail, and call waiting. These
days, increasing numbers of teleworkers
use Voice over Internet Protocol
(VoIP) as a cheaper alternative. VoIP
technology, in a nutshell, is a way to
use your Internet connection - cable
modem or DSL - as a phone line. This
technology, now widely available, is
less expensive than a traditional line,
and still functions as a phone even
when you are working online.
Technical Support. We all know how
it feels to finally finish a document,
only to have the system seize up and
swallow it whole. What kind of help
do teleworkers rely on when they
need technical support? Most call
their department’s designated help
desk. During the initial setup of your
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Contnued from above
this original 1999 FPC, there was no
mention of teleworking.
Not until 2001, in its FPC 67, did FEMA
offer this suggestion to COOP planners:
"Maximum use should be made of
existing field infrastructures and other
options, such as telecommuting
locations, work-at-home, virtual offices,
joint, or shared facilities." With the
tragic events of September 11, 2001 as
an impetus, FEMA updated the original
FPC 65 in 2004 to include an entire
annex on human capital planning -
and telework is recommended as
one of the flexibilities managers
should consider when designing their
organizational COOP plan.
"COOP: A Wake Up Call Study"
A December 2005 study released
by the Telework Exchange and
Citrix reveals challenges in Federal
agencies’ COOP preparedness.
Results indicate:
45% of respondents do not have
guidance on how to respond to a
man-made or natural disaster
40% of respondents note their agency
is not prepared to continue business
operations in the wake of a disaster
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Even before the era of heightened
terrorist threats, OPM’s Federal
Interagency Telework Working
Group issued a 2001 "Continuity of
Operations Program" final report, which
recommends: "Agencies should utilize
their COOP authorities and experiences
to familiarize the entire workforce with
the advantages and effectiveness of
working at a remote location."
Agencies should incorporate telework
options into their COOP plans and
assure that managers and employees
are aware of this option in the event of
an emergency.
OPM reiterated these recommendations
in its May 2003 Telework Manual,
which began by declaring telework to
be integral in agency Continuity of
Operations planning. "Telework allows
the Federal government to remain
responsive to the nation at all times."
This manual still provides basic guidance,
and OPM remains an advocate for
including telework in COOP plans.
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While FEMA has the overall
responsibility for ensuring adequate
COOP plans are in place for Federal
government agencies, the agency now
partners with OPM to offer human
capital-oriented COOP instruction.
Using a train-the-trainer approach,
FEMA had provided education sessions
in each of its 10 U.S. regions as of
mid-2005. The FEMA courses include
an OPM segment on the different human
capital tools available to ensure continued
operations during a crisis. That segment
points to telework as an important
tool for emergency planners in a
COOP-related event.
Telework has the attention of members
of Congress as well. Chairman Tom
Davis (R-VA) agrees that "telework
is not just common-sense efficiency,
but an important national security
consideration. The decentralization of
Federal agency functions inherent in a
healthy telework strategy can greatly
increase the survivability of those
agencies in the event of a terrorist
attack or other disruptive crisis."
In Congressional testimony in April 2005,
GAO and OPM stressed the importance
of Federal government involvement in
telework. Linda Koontz, Director of
Information Management Issues at GAO,
testified that, "Telework is an important
and viable option for Federal agencies
in COOP planning and implementation
efforts, especially as the duration of an
emergency event is extended."
OPM Director for Human Capital
Leadership and Merit System
Accountability, Marta Brito Pérez,
confirmed the agency’s goal is to make
telework an integral part of operations.
"I assure you that OPM will continue
to champion telework as a key human
capital strategy and do everything
possible to facilitate its incorporation into
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agency overall operations and emergency
preparedness planning and use."
A COOP plan also is useful for times
when, although not necessarily an
emergency, there is an unexpected
interruption or disruption in government
operations. Billy Michael, a Senior
Telework Program Analyst at GSA’s
Office of Governmentwide Policy, notes
that teleworking already has been used
effectively to continue business as usual
in some Washington, D.C. government
offices. "During large scale protests and
other disruptive activities in the city,
agencies have encouraged eligible
employees to telework," he says.
The private sector can offer strategic
advice for government plans. Tom
Simmons, Area Vice President,
Government Systems, Citrix Systems,
sponsor of the December 2005 study,
"COOP: A Wake Up
Call," says, "the Federal government
must increase awareness of and
education in business continuity plans
for employees, in addition to adopting
telework as a contingency plan in
COOP. Telework is a practical option
to ensure business continuity."
Please visit www.teleworkexchange.com
for resources on COOP planning and
teleworking.
Government’s Next Steps in Examining COOP Plans
GAO plans to release a report on
alternative facilities in April 2006. It
will be made public within 30 days
after submission. "This report will
also provide an update on the
extent to which agencies have made
the necessary preparations to use
telework in COOPs."
- Linda Koontz, Director of
Information Management Issues, GAO
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Nearly 75 percent of employees
telework in the Office of Real Property
Management, Office of Government-wide
Policy (OGP), General Services
Administration (GSA). To accommodate
this flexible work strategy, the
department has a shared office space -
called "the café" - for those working
in the office on a periodic basis.
"It’s a sort of ‘hot desking’ situation,"
says Billy Michael, a Senior Telework
Program Analyst with OGP. "We have
a couple desktop computers that we
share, and there are docking stations
for laptops." Of course, the café has
phones, a conference room, a small
kitchen, and other necessities. But
Michael uses this space only about two
or three times each month.
The rest of the time, he works from
his home in Gaithersburg, Maryland.
His teammates are scattered across the
Washington Metropolitan area, some
working from home and others from
GSA-funded Federal Telework Centers.
"But we’re constantly connected and
communicating," says Michael.
The team stays in touch through a
few key mechanisms. Although there’s
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I work for a state government,
and I currently telework one day a
week. Although I’ve been trying to
convince my management that I
would be more productive and my
quality of work would increase by
teleworking more, my management
does not yet see the value. Do you
have any tips for potential state and
local teleworkers?
In most state telework policies,
there are no barriers to teleworking
more than one day a week. In this
case, perhaps a disconnect exists
between you and your supervisor. The
first step to overcoming these issues is
to define them and understand the
current policy. It is recommended that
you check with your human resources
manager to determine if your agency
has policies that would prevent
teleworking additional days per week.
It might also be helpful to work with
your supervisor to understand exactly
why additional telework is viewed
with reluctance and to determine
if a specific plan can be designed to
address pending concerns.
A few state-related sites about
teleworking and improving commutes:
Arizona - www.teleworkarizona.com
California - www.dpa.ca.gov/
telework/teleworkmain.shtm
Georgia - www.gms.state.ga.us/
employee/telework.asp
North Carolina -
http://teleworking.osp.state.nc.us
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Oregon - http://egov.oregon.gov/
ENERGY/TRANS/
Telework/telehm.shtm
Virginia - www.teleworkva.org
Washington - www.wsdot.wa.gov/tdm/
Washington, D.C. - www.mwcog.org/
commuter/ccindex.html
Viruses and spyware are a
huge problem on personal computers
these days. What is the best way
for government agencies to protect
themselves from being infected by
viruses introduced by remote users?
If I get a virus while working at home,
how far could that spread?
Because a virus from a home
computer can quickly spread
throughout the entire agency network
once connected, this is an excellent
question. In addition to having a
general security policy about not
opening unknown e-mail attachments
and not downloading software from
unfamiliar Web sites, technology can
help here.
As remote users connect to the
network, today’s technology can
check their PCs or laptops to make
sure they are secure and protected
from viruses before they are allowed
onto the network, both protecting
the network and letting the user know
if there is a security problem with
their machine. - Don Wheeler,
Solutions Marketing Manager at
Juniper Networks
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Each issue of The Teleworker will highlight a question or two from the Web
site’s Water Cooler. To see other topics, ask questions, or share with your peers,
visit the Water Cooler on www.teleworkexchange.com.
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Continued from above
nothing high-tech about it, the most
important tool is a daily or weekly
update. "Our protocol is to send out
a regular message to our associates,
letting them know where we are and
what our schedule is," says Michael.
He noted that even his appointment to
meet The Teleworker for this article
was on his schedule for the team to see.
Other traditional collaboration tools
keep the team connected too - e-mail,
conference calls, and mobile phones.
Michael calls these tools invaluable for
"quick huddles." They also make use of
Web-based meeting software when a
situation calls for a more structured
collaborative approach, with formal
presentations and virtual white board
capabilities.
A long-term fan and advocate of telework,
Michael has been working from home
for seven years with GSA. Before that,
he worked on telework policy at the
Office of Personnel Management (OPM). He
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credits his GSA supervisor, Stan
Kaczmarczyk, for being a flexible
and supportive manager. "He is a senior
executive, and he teleworks too," says
Michael. "Our performance is measured
on the same criteria as others who do not
telework, and Stan has no issues with
our team’s teleworking arrangements.
We are easy to reach, our teamwork is
effective, and our customers are happy."
Working from home also has boosted
Michael’s confidence in technology -
a real benefit of teleworking that is not
so commonly mentioned. "When you’re
in the office and your computer is acting
quirky, your first reaction is to call the
Billy Michael’s Home/Mobile Office
- Laptop computer (provided by GSA)
with wireless card, for broadband
connectivity wherever he travels
- Cable modem for Internet
connectivity (provided by GSA)
- All-in-one printer/fax/scanner/
copier (personally owned)
- Landline telephone and second
phone line (personally owned)
- Mobile phone (provided by GSA)
- Consumable supplies
(provided by GSA)
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help desk," he says. "Then, you most
likely wait for someone to come fix
the problem - more productivity lost."
Michael says he has become more
savvy about troubleshooting and fixing
routine problems himself when they
arise. But he is quick to point out that
GSA’s help desk is a valuable resource
to the agency’s teleworkers, and that
he still relies on their expertise at times.
Ask Michael about the downsides to
telework, and he can only think of one.
"Files are taking over my house," he
laughs. "It’s more of a work style issue
than a teleworking issue. I tend to keep
everything. If you gave me a piece of
paper two years ago, I probably have
it here...somewhere."
See How It Works
If you want to see how Billy Michael’s
team accommodates teleworkers and
office workers alike, you can request
a copy of their CD, "Telework 2004:
The Future is Now," through
www.telework.gov. Click on "GSA
Telework Pages," and fill out the
CD order form. The video features
Congressman Frank Wolf (R-VA),
GSA leaders, and, of course, several
teleworking GSA employees.
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On November 16th, the House
Committee on Government Reform
convened its Subcommittee on the
Federal Workforce and Agency
Organization to discuss the impact of
recent gasoline price increases on the
Federal and American workforce. The
Subcommittee chairman, Jon Porter
(R-NV), invited a diverse group of
witnesses to share concerns and
recommendations on how to minimize
the effects of volatile fuel costs on
businesses and their employees across
the nation.
Because teleworking factors greatly
into this discussion, the Telework
Exchange was invited to testify before
the Subcommittee. Below is a brief
summary of the session; to view full
documents from the hearing, visit
www.reform.house.gov/FWAO.
The Honorable Frank Wolf (R-VA), a
recognized and long-standing supporter
of telework initiatives, spoke on the many
benefits - for the public and private
sectors - of expanding telework,
including improved air quality, energy
conservation, enhanced quality of life
and productivity, traffic abatement,
and support to Continuity of Operations
(COOP) plans. He added that the U.S.
government should serve as a "model
employer" in demonstrating these
benefits. Although Wolf expressed
some disappointment in the voluntary
participation of Federal government
telework programs to date, he also
underscored his continuing commitment
to encourage improvements across all
Federal agencies. He noted that the
Securities and Exchange Commission
has done an "incredible job" with its
telework program.
The Honorable James Moran (D-VA)
is another long-time advocate of
teleworking. He spoke of the urgent
need to build redundant capabilities
that would allow nearly uninterrupted
continuation of government operations
in the event of a future incident, threat,
or disaster that keeps employees away
from their offices.
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The Honorable Tom Davis (R-VA),
Chairman of the House
Committee on Government Reform, echoed Wolf’s
observations and lamented that the
Federal government’s adherence to
traditional commuting-to-work models
are outmoded - "so 20th Century."
He applauded Wolf’s and Moran’s
continued support and collaboration to
promote telework across the Washington,
D.C. Metropolitan area. All three
Congressmen vowed to continue joint
efforts to encourage agency telework
programs.
Daniel Green of the U.S. Office of
Personnel Management (OPM) stated that
the participation by Federal government
employees in telework programs is
steadily increasing each year, although
the numbers are not yet where they
should be. To encourage adoption of
telework across agencies, OPM conducts
training for managers and employees on
best practices for effective teleworking,
offers Web-based training for participants,
and visits agencies to discuss specific
departmental requirements and offer
telework options. Finally, OPM also
co-hosts with GSA the www.telework.gov
site that provides useful resources to
support teleworkers and their managers.
OPM is charged with collecting statistics
and producing an annual report to
Congress on telework usage across all
executive branch departments.
The Honorable Eleanor Holmes-Norton
(D-DC) said that given the Federal
government’s position as the biggest
workforce in the country by far, "our
collective responsibility to evaluate
the impact of higher fuel prices on the
American worker, including
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possible solutions such as teleworking, represents
an act of great public responsibility."
She noted that we need a better
understanding of managers’ and
employers’ reluctance to adopting
alternate work approaches.
Daniel Matthews, Chief Information
Officer of the U.S. Department of
Transportation (DOT) at the time, noted
that some of the DOT’s organizations,
such as the Federal Railroad
Administration (FRA) and Federal
Transit Administration (FTA), have more
than 50 percent of eligible workers
actively participating in its telework
program. Given its mission, the DOT is
keenly focused on avoiding unnecessary
fuel consumption by employees, while
delivering the essential agency services
without interruption. Matthews said the
agency has successfully addressed
technical challenges, such as broadband
availability and secure communications.
Tom Calcagni, Managing Director
for Public Relations at the American
Automobile Association, told the
Subcommittee that individuals can
take steps to mitigate the consequences
of high fuel prices. He stated that "only
15 percent of daily trips are for
commuting" and that many Americans
can economize on fuel by limiting
discretionary travel and planning travel
in more gas-efficient ways.
Stephen W. T. O’Keeffe, Executive
Director of the Telework Exchange,
focused on the effect of high gas prices
on the Federal workforce, citing examples
from the Telework Exchange "It’s No
Gas" study. The gasoline price hikes of
September 2005 cost the average
Federal employee a real-income salary
reduction of approximately $526, and
a 42.6 percent increase in American
commuting costs. The Telework Exchange
recommends that Federal agencies continue
to aggressively pursue telework
solutions for all eligible employees. In
addition to previously-mentioned
benefits, O’Keeffe noted that teleworking
options also improve the Federal
government’s ability to attract and
retain top-notch Generation Y talent,
maintain continuity of operations, as
well as to reduce fuel consumption and
conserve energy.
William Mularie, Chief Executive Officer
of the Telework Consortium, said, "The
fundamental commuter model has to
change." He discussed a number of
telework pilot programs that have had
promising results for public and private
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Five government agencies have once
again had their telework programs
scrutinized. These agencies already
have been highlighted by Congress as
organizations needing improvement in
making telework options more accessible
for eligible employees.
The FY 2006 SSJC Appropriations bill
requires the Departments of Commerce,
Justice, and State; the Small Business
Administration (SBA); and the Securities
and Exchange Commission (SEC) to
prove more employees are teleworking
or risk losing $5 million in funding.
Why these five agencies?
Congressman Frank Wolf is
Chairman of the House
Appropriations Subcommittee that
has jurisdiction over these agencies.
As such, he requested that GAO
examine their progress on promoting
and implementing telework.
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In a September report, the Government
Accountability Office (GAO) reviewed
the agencies’ telework methodologies.
The GAO concluded no clear rules exist
that define how to determine who is
eligible to telework. Nor are there set
ways to measure how many eligible
employees are taking advantage of
teleworking opportunities. The GAO
found a range of methods for building
awareness among eligible employees -
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from internal broadcast e-mails to
passive postings on agency Intranets.
The agencies vary in their approaches to
managing telework. For example, at SBA
and SEC, all positions are eligible for
telework, and each employee arrangement
is considered individually. At the larger
agencies (Departments of Commerce,
Justice, and State), workers’ telework
eligibility is based upon numerous
considerations, including position,
assignment, and job performance.
The report finds internal system
limitations have thwarted department
efforts to measure telework participation.
One significant constraint has been time
and attendance reporting systems that
cannot easily enable tracking of actual
telework. The Departments of Commerce
and Justice are implementing new
Web-based time and attendance
systems that will provide a way to
count actual telework participation
beginning sometime in 2006.
Telework participation can grow through
effective agency promotion. The report
details the different approaches agencies
are taking. Some require employee
training and written telework agreements,
while others are focused on eliminating
barriers to telework where practical.
The SEC and Department of Justice
are taking steps forward by providing
management training to help supervisors
understand best practices, and how
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to identify candidates and manage teleworkers
effectively.
The detailed GAO report provides insights
that can be used by other government
organizations working to expand
and refine their telework programs.
Several of the GAO observations and
recommendations are applicable to many
government agencies in support of
efforts to make telework programs more
consistent, measurable, and effective.
In 2006, GAO will once again review
these five agencies, and add two more
departments: NASA and the National
Science Foundation. All of these
organizations fall under the jurisdiction
of the House Appropriations
Subcommittee on Science, State, Justice,
Commerce, and Related Agencies,
whose Chair is a telework proponent,
Congressman Frank Wolf (R-VA).
In an era of high fuel costs, natural
disasters, possible health threats such as
the avian flu, and the specter of terrorist
actions, telework is fast becoming a
more attractive option for managers
and employees alike. This report sheds
light on how several agencies and
departments are striving to meet the
teleworking mandate and offer this
alternative to more of its workforce.
Follow this link for the full report:
http://www.gao.gov/new.items/
d051055r.pdf
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Continued from above
members of the Telework Exchange.
Of those registered, 20 percent are
teleworkers, 58 percent are interested
in teleworking, and five percent are
managers of teleworkers.
First, the study shows the hard-toswallow
numbers about the average
Federal employee:
- Spends an average of $10,580 a year
in after-tax commuting costs
- Each disperses approximately eight
tons of pollutants into the environment
annually
- Invests 245 hours commuting
each year
- Typically spends more time commuting
than on vacation
Then the findings offer some hope. If
that average Federal employee would
telework just two days each week,
these would be the results:
- Save $4,372 per year of personal
income
- Get 98 hours of their life back to put
toward more productive use
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- Spare the environment 3.6 tons of pollutants each year
The study proves that such results, and
savings, already are being seen by
Federal employees registered at the
Telework Exchange. Based on the
survey’s results, these registrants saved a
collective $5,951,906, and in 2005 alone
have reduced environmental pollutants
by 4,513 tons through teleworking.
Results also remind us that, although
interest in teleworking is at an all-time
high, there is still ample work to be
done in educating Federal employees
about teleworking opportunities and
strategies. While 56 percent of those
interested in teleworking said their
agency had a teleworking plan, only
21 percent had access to the plan and
only five percent knew the name of
their agency telework coordinator.
Federal employees want to telework.
America needs to conserve fuel and
reduce pollutants. Members of
Congress are paying increasing
attention to and promoting discussion
of telework across the public sector.
Hope abounds, and there is no doubt
the savings we are seeing in this
study’s numbers will only increase.
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Continued from above
teleworking technology, your IT
department also should provide
you with contact information for
technical assistance.
And don’t forget the substantial
technical support offered by most
major hardware, software, and
telecommunications service providers.
For product-specific questions and
troubleshooting, this should be your
first call or e-mail for help and
technical advice.
So, skip the traditional resolutions
this year, and resolve to create a better
work-life balance through telework. As
part of this plan, take a few moments
to conduct a "home
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office audit" to ensure you are making the most of the
technology you have working for you.
Consider adding functionality, speed,
and capacity to complement your
current system - and to make you
more productive wherever you work.
Prices range from budget laptops at
$800 (or even a bit less), to trim and
lightweight models at $1,500 and
up. For desktops, you can get a fully
loaded machine for $800 or less, or
up to $3,000 for a speedy, versatile,
multimedia workhorse. Printer prices
vary wildly, depending on speed and
print quality: from as low as $100 to
$700 and up for more sophisticated
laser printer models.
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Continued from above
sector employers in the Washington,
D.C. Metropolitan area. The Telework
Consortium programs focus on leveraging
multi-media telecommunications
technologies and strategies to enable
telework in diverse work environments.
Steven Hill, President of Silver State
Materials Corporation, operates a
concrete, sand, and gravel supply
business in the Subcommittee Chairman’s
home district of southern Nevada. He
discussed the direct cost impact on his
business in the greater Las Vegas area.
With his need to buy 140,000 gallons
of fuel monthly, September’s increased
prices will cost him an additional $2.2
million in 2005 alone. This is particularly
significant in a fuel-dependent industry
where commuting distances are great.
There is very little affordable housing
near most employment, mass
transportation is limited, and many
regional industries do not lend
themselves to extensive telework options.
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The Teleworker, Main Number: 703-883-9000, Fax: 703-883-9007, For Enquiries: Cindy Adams at 703-883-9000 ext. 101
Write to Us: 921 King Street, Alexandria, VA 22314 or info@teleworkexchange.com.
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October 2005
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