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tim curry: hello, everyone, and welcome toour continuing series of employee and labor relations roundtables. i'm tim curry. i'mthe deputy associate director for partnership and labor relations here at opm. today's roundtable will highlight gsa's transformationaljourney to implement a successful telework program, and models how any agency can usetelework as a catalyst for organizational change. gsa is a government leader on best practicesand lessons learned in the implementation of telework programs. today's roundtable willalso highlight opm's role in the telework enhancement act of 2010. our presenters bringa tremendous amount of enthusiasm and expertise

to this area. sit back and enjoy what i believeyou will find to be a very informative topic. don't forget, those of you joining via webcastcan submit questions for the speakers by sending them to plr@opm.gov. that's plr@opm.gov. we'llattempt to respond to as many questions as we can near the end of the broadcast. first, we'll have some introductory remarksfrom mr. justin johnson, the deputy chief of staff for director berry here at opm. mr.johnson brings a variety of public service experience to opm. he has served in the legislative and executivebranches of the federal government, in the non-profit sector, and in the private sectoras a newspaper reporter and editor.

justin is responsible for opm's high priorityperformance goal and telework. he is also actively involved in improving labor managementrelations at opm and across the federal government. he plays an ongoing role in director berry'spolicy initiatives, including new initiatives on performance management, accountability,and employee training and development. after justin will be dr. alexis adams. dr.adams joined opm as a personnel research psychologist in the assessment services branch of opm injuly, 1999. she currently conducts research on programsthat support federal employees in maintaining a healthy work-life balance in the work-lifehealth & wellness group of opm. in addition, dr. adams has worked on research projectsinvolving the utilization of telework across

the federal government. finally, after dr. adams, will be mr. anthonymacri. as a special assistant to gsa administrator, martha johnson, mr. macri works on the frontlines at gsa's enterprise-wide business management and cultural transformation. mr. macri iscurrently co-leading gsa's telework project management office to reboot gsa's flexibleworkplace capability. let's get started, and we'll start with mr.justin johnson. justin johnson: thank you so much, tim. iwant to give a special hello to everybody on the webcast. i think it's great that you'redoing it that way. we've got rainy weather here in dc, but everybody can join from whereverthey are and whatever their weather is.

i just want to make a couple quick pointsas we get started. i work, as tim said, on the labor relations side of the house andalso on telework. what we've found over time is that your ability to telework has almostbecome a proxy for trust between employees and supervisors. we have the latest employee viewpoint surveynumbers that were just released yesterday. i'm going to use broad percentages just togive folks a sense of what we found. consistent with the last finding, about 20 percent ofall federal employees are saying that they're teleworking to some extent. so, 20 percentof 2 million. you've got about 400,000 people in the federal government who self-identifyas teleworkers to one extent or another.

that leaves 80 percent who are not teleworkinggovernment-wide. what we found that's very interesting to me is that if you combine thenumber that say that they can't telework, because they have to be present to performtheir duties -- again, self-reported -- with the number of people who choose not to telework,you're about at half the workforce. you've got about half of the workforce who,through their self-reported data, have taken themselves off the table. my work doesn'tfit with this, or i'm not interested. you've got about half that are in that category. you've got 50 percent taking themselves offthe table, and 20 percent who are allowed to telework. you're left with 30 percent inthe middle, roughly. as it turns out, this

year, it's 33 percent that's in this group.you've got a small percentage who say that technology is the primary reason that i'mnot teleworking. it's a small number. you've got about a quarter of all of our employeeswho say that they should be able to telework, but for whatever reason, they're not beingallowed to. that's the group that, as labor and employee relations specialists, i thinkyou're going to be hearing from that group. they essentially feel like their duties fit,they should be allowed to telework, and for whatever reason they've been told that theycan't. the last point i would just make is that amongthat group, a quarter of the workforce is in that group, there are some who probablyreally shouldn't be teleworking. but there's

probably a big group that should be, and dependingon the extent of their duties, potentially to a great extent, more than once in a bluemoon. i would just encourage you as you get thesequestions from employers and from your managers, to be mindful of this one principle. it'sbeen a guiding principle of director berry is that decisions should be based primarilyon the duties of the position. as you develop a good telework relationshipbetween supervisors and employees, the questions that we like to ask are, what are your dutiesof those which could be performed from anywhere, and now knowing that, what does an effectivetelework relationship in situation look like. just before i bring up alexis, i'd just sayi have worked with tony, our primary speaker

today. they're doing amazing things at gsa,not to let any cat out of the bag or anything, but yesterday's report on uvs show that gsahas now become the number one teleworking agency in the government and opm is rightup there with them. both of us over 70 percent of our employees report that they are teleworkingto some extent. so without any further ado, let me turn overto dr. adams. dr. alexis adams: thank you, justin. it'sa pleasure to be here with all of you in person and online today as well. i want to talk alittle bit about what we're doing here at opm specifically out of the work-life health& wellness office, to support agencies across the government as they build and grow theirtelework programs.

as most of you probably know, agencies havealways had a great deal of discretion in how they implement their telework programs, andthat's something that opm largely supports. opm has been historically available to supportagencies. but we've had no real direct authority over agencies in terms of how they implementtheir telework programs. the telework enhancement act or the enactmentof the telework enhancement act still allows the agencies to determine that best way toimplement their programs, which again is something we support because agencies know how bestto roll out their telework programs inline with their mission and the practices and processesthat take place within those agencies. but the act does provide some government-widestructure that will help agencies to develop

their programs, and it also gives enough authorityto opm so that we can better assist programs, collect data on a more consistent basis, andwe'll be able to evaluate the effectiveness of telework across the government. the federal government has always been a leaderin the use of workplace flexibilities, including telework and that's something that we arevery excited about at this time. a well-designed workplace flexibility can really be a keycomponent to motivate employees and to increase employee satisfaction. when we talk about telework, we really liketo emphasize that telework really can be used as a business tool and really emphasize thefact that it can positively impact the bottom

line in ways of showing positive results withemployee recruitment, retention and employee satisfaction. it's exciting that we really do have top leadershipsupport as we try to encourage agencies to develop and improve their telework programs.president obama spoke in support of telework in the march 2010 white house forum wherehe shared the term that has become so popularly known now -- 'work is what you do, not whereyou do it.' we have support from the top, all the waydown through agencies as we also work to encourage agencies in their response to the passageof the recent law. the telework enhancement act was signed into law back in december 2010.

the telework enhancement act is unique andwas signed into law with the intention of advancing telework across federal agencies.it allows agencies, as i mentioned, a considerable amount of latitude in the way that they implementtheir telework programs. the goal really is to promote agency effectivenessto ensure the work of agencies and the federal government in the face of emergencies suchas snow storms, and supporting employee efforts to balance multiple life responsibilities,especially work in family, to promote the well being of employees and to increase theproductivity of workplaces. these are all really positive and wonderfulgoals that we're working toward in response to the legislation.

there are some key responsibilities that arecalled for on behalf of agencies and also on behalf of opm in response to the act. whilethe act allows the agencies wide latitude in their implementation of telework, it doesoutline a few specific requirements with the intention of facilitating the implementationof truly robust programs. agencies are required to establish a policyand to notify employees of the telework eligibility, to designate a telework managing officer -- whichwas required back in june -- to ensure that interactive training is made available toall prospective teleworkers and their mangers, to establish written agreements -- not justverbal agreements -- and to integrate telework into coop plans, and lastly, to establishand assess telework goals, collect that data,

and report it to opm. opm also has a number of responsibilitiesin response to the legislation. the act to secure opms', and specifically work-life health& wellness' consultative role with respect to federal agencies, and our leadership rolein research and evaluation of telework programs. it especially expands our research responsibilityand reporting functions. we are currently engaged in developing and/or administeringa number of instruments to collect data. we are always involved in our annual datacall. in addition to our annual data call, we are involved in literature reviews of existingresearch. we are conducting a number of focus groups at the current time -- focus groupswith telework coordinators and tmos from across

the government -- to collect more informationthat we will, not only learn ourselves, but also share with agencies so that they canbenefit from that information. in our role in response to the act, we workwith telework managing officers and top executive agencies leadership to further underscoretop leadership support, which is so important when we're talking about the success of telework. in terms of our annual data call, there hasbeen some change in response to the legislation. up until the passage of the enhancement act,most agencies have voluntarily participated in the data call. the act now mandates participationin opm telework data collection and our report to congress. the act requires that each agencymeasure employee participation in telework,

the frequency of employee participation, andagency participation end goal obtainment. the act includes a list of agencies goals-- which are well-worth working toward -- such as employee preparedness, employee recruitmentand retention, and how telework can positively impact all of these goals, and encouragesagencies to measure and access these goals on a regular basis. in terms of next steps and what you can lookforward to seeing from opm in terms of our continuous work with telework, we will continueto pursue a rigorous program of telework research as we continue to provide guidance to agencies.you can stay tuned for response from us as we learn from the federal employee viewpointsurvey data -- as justine mentioned -- as

we learn from the information we are collectingfrom telework coordinators and tmos in our focus groups, and as we administer our 2011federal telework data call, which will be launched next month. we are also getting ready to release our revisedtelework training which will be made available through telework.gov. without further ado, i want to leave timefor our featured speaker to share with us from gsa. thank you. anthony macri: all right. thank you justineand dr. adams for that really kind introduction and setup. i really appreciate it. thank youfor the invitation to be here as well.

i too want to do a quick plug for everyoneout there in webinar land. i think this is an awesome indication of how the technologycan support mobility, and flexibility, and just kind of the new way of work. we're livingit. we're doing it. that's very much kind of their message here. today, i'd like to spend a little time talkingabout gsa's journey and what we've been able to do under the auspices of the telework enhancementact, and from that, hopefully inspire all of you out there to maybe take up pieces ofthis, if you can relate to it, and so forth. i want to quickly run through our agenda here.i'm going to quickly just talk about gsa's mobility vision and the role of leadershipin all of this, and then our strategy -- talking

about the project management office and how,that approach, we took to it. then, i want to talk about the case for telework-- making the case and why that's critical and important, especially when we're talkingabout labor relations part. the part is -- why bother? why are we bothering to put all thisenergy into telework? most importantly, what happens if we don't do anything? the caseis really important. i think the case being clear and strong from the outside can helpeveryone with any type of labor relations as we move forward. we'll then go into a deep dive -- talk aboutgsa's transformational journey, power challenges, what gsa did to just start moving, to startacting on our current policy based on current

rules as we start to working through our newstuff, and then a little bit further onto each of our areas of work. we're going totalk about policy and labor relations, communication, measurement, technology, and skill development.that will all flow in. i promise to do this within a half hour andleaving at least 10 minutes for questions for folk out there and here in the room. i set this presentation up a little bit asa play. we have a [indecipherable 0:15:51] of course. what i want to talk about is wheretelework mobility opens the window. i also want to say this presentation and conversationis a little higher level. what i'm going to try to do is, throughout this, talk aboutand weave in the labor relations part and

how the case and the vision can support asyou go through and do the relations component of it. what's really cool about telework is thatit opens the window on a whole breast of conversations you can have out there that are relevant andimportant to different folk. specific to gsa, you can talk space designand utilization within your own building. a lot of us are going through a reductionin physical footprint. what does that mean as we reduce our space? how does telework-- player in that? the furniture you choose, the type of equipment that you're buying,the type of technology, the furniture selections, how that relates, especially when you're talkingabout collaborative work environments, and

so forth -- hoteling. entitlement -- entitlement has become a reallyinteresting conversation in all of this as we talk about space design, and telework,and mobility. the notion of who has the big corner offices in government, they tend tobe the high-ups, the executives, the ses. who also tends to be there the least -- thosefolks themselves, the ses, the execs. you have a real expensive burden on the real estatecosts. they are the ones, usually, out being mobile, out teleworking, out just doing theirjob of promoting the vision of the agency, and so forth. it opens a window in that. employee trust -- justine spoke to that alittle bit. it's a great tool.

last but not least, performance planning -- manyof us do the annual performance planning conversation. you have your half year and then your year.it kind of gets tiring -- the same conversation over and over again. you can talk about teleworkand talk about performance in a mobile, virtual environment, and in essence, talk about yourperformance, and outcomes, and the work in line. it's an interesting tool that you can usefor a plethora of conversations. here at gsa, this here is kind of our overallstrategic themes -- kind of higher level beyond telework, and how it ties in and teleworksupports. innovation -- the administrator is reallybig on gsa innovating. the president has a

win the future notion. to be an innovativeculture, we need to bring on notions of flexible work environments. telework, mobility, collaborativework spaces and so forth. collaboration is the next one. the work environmentthat we live in and work in every day is critical to collaborative thought. we've all seen theimages from google and what not, those kind of collaborative firms. you don't get collaborationhiding in an office three walls back. you get it from an open work environment. withthat, telework can support. zero environmental footprint. these will weavethroughout the presentation. of course, as we reduce our physical footprint, consolidateour space, improve telework, we're supporting our environmental footprint from a government'sperspective.

effectiveness, the ability to do our work.we can empower a staff to work where they need to be, when it's most appropriate forthem, and if we have the technology, they can be more effective. transparency, the notion of no surprises.again, it goes to performance. if you're teleworking, have a conversation on transparency abouthow you can be available, and the technology that supports that, through chats, your onlinepresence, if you will. how you communicate. i'm teleworking today. you email all yourteam. you say, and i am working on a-b-c topics, and the best way to contact me is throughcell phone, chat, video chat, whatever that may be from where you sit. so, these notionsand conversations on transparency. presence,

being present for your team and your staffwhen needed. a theme you will see throughout all of thisis that we're really, really, trying through our work here to empower team-based collaborativework environments. as i talk about our policy, you'll see it is less prescriptive than before.it's lighter than before. what it's doing is it's empowering those conversations forfolks in their particular scope of work to figure out what's best for them. we're empoweringthem and their teams to have those conversations. that will weave throughout. we believe we're doing this, we're at thebeginning of a shift, this is gsa, but i believe it's relevant to all, in how employees work.obviously, we're doing more group work, and

more staffs are working remotely. it's justthe way the world is moving. how things get done, technology is playing a huge role. this is a perfect example. in our business,we're working more closely and a strong relationship with our customers. from gsa's perspective,we have to be out with our customers. it doesn't do us any good hiding behind our office orin our cube. the ability to telework, to work mobily andremotely and flexible is critical to meet the needs of our customers. in our profile -- this i think is the mostimportant part, and, again, helps with the case. we are preparing for a new generationof workers who have a different set of expectations

in work styles. a lot of people today aredoing a lot of online universities, online dating is huge. there's this whole notionof mobility and so forth. this is one of my favorite slides. again,i'm making the case, trying to tie it into labor relations. these are pictures of adsthat i took around town as i was mulling around the city doing my day-to-day life. my favoriteone is virgin atlantic, here in the middle. work way offsite, wifi and outlets at yourseat. what is this advertising telling you? it'stelling you that virgin america airlines probably hired a really top-notch marketing firm innew york, and they did some research, and they determined, you're customers are mobile.your knowledge worker customers who are flying

around the country are mobile, and they havean expectation of connectivity wherever, whenever. the airline is meeting that demand, that need. that implies that our incoming workforce orcurrent workforce, if they are in fact knowledge workers, and to be innovative, win the future,do all the things that we're saying we're doing, we need to promote and have the flexibilityand telework capability out there. you can order pizza on your ipad, cisco telepresencethat gsa is bringing on is a huge tool, and you can do your banking when passing time,like say waiting for the bus. we live in a mobile environment, this is where we're going.there's no point in fighting it. we're moving this way.

but, of course, as government, we have tohave all our rules and numbers and so forth, so we have a lot of stuff supporting it. ofcourse, you have the telework enhancement act which served as the catalyst for the workthat's why we're here today, and the work that the telework pmo has done at gsa. wehave our executive order on increasing subtle employment with individuals with disabilities.that, of course, supports telework, and supports that constituency. we have gsa's high priority performance goalto decrease our physical footprint. the presidential memorandum of disposing unneeded governmentreal estate. telework supports all of these, and they all pull and push each other to helpus make the case for why we're doing what

we're doing. what's odd about this is i can't judge theaudience, because everyone is out there. hopefully, everyone is following along, and we're doingok. the vision. work is what you do, not whereyou are. it was awesome to hear that the president has also stated that and adopted that. i willjust say that gsa has been saying that for a long, long time. but, it's great to hearthe president adopt that vision as well. it's really true. it is what you do, not whereyou are. this allows you to focus on outcomes of the work. let the work drive the need.the telework, let the work drive it. how does this relate to gsa? we created whatwe call the extreme challenge. this is what

is our burning platform, and it's drivingus. the extreme challenge is what would it take to move all of washington area gsa into1800 f street. for those that are across the country, 1800 f is our headquarters and isgetting renovated under the stimulus act. it's getting renovated, and one of the things we're doing, to walkthe walk, if we're going to help our customers meet the president's request of reducing ourphysical footprint, as the government's real estate experts, we have to reduce our physicalfootprint. what we're doing here is we are collapsingour other three buildings here in dc. we have four total. 1800 f is our headquarters whichis getting renovated. we have crystal city which holds our federal acquisition services.willow wood and our national capital region.

the plan is once the headquarters, 1800 f,is renovated, we will collapse or remove our lease in those other three buildings. ncr,which we own, another government agency can perhaps move in there. we will put everyoneinto the 1800 f building. currently, it housed, as of last year, 2,224employees. when we're done, we will double it and house 4,000. how are we going to do that? well, we're goingto do it through open space design, collaborative space design that empowers and builds up innovation.we're going to do it by increasing telework. we're going to do it by reducing the notionof entitlement in the corner offices and collaborative environment.

telework is one of the key components of thisformula. if we don't get the telework part right, we won't all fit. for that reason,and to model it, the administrator has a real vision of gsa builds first. she wants us todo this first, to model it for the government, and to give every other agency there a senseof calm to say, hey, they did it, we can do it too. they not only did it with their spacedesign, they not only did it with moving to open architecture, but they did it with telework.and this is how it's going, and hoteling. that's our extreme challenge, and that iswhy we have to get it right, and that is why i'm here today. leadership. of course, the administrator anddirector berry are out there speaking on this

topic, as justin was saying. gsa really believesit's about our geographic and our electronic address. technology plays a huge role in this.i'm going to speed it up. one of the things we do, as far as leadershipis concerned, the administer has a blog. it talks to everyone, and people can write in,it's completely open, it's not monitored. i just want to show this one video. hopefully,people out in the virtual world can see it ok. again, telework is critical to the successof our challenge. with that, the administrator has taken a key role in the messaging of it.i want to show this quick video. if you could play it real quick.

[video plays] martha johnson: hello, gsa. i now am a mobileworker, as many of you are, and more of you will become. to be a mobile worker, you haveto be kind of organized. let me just take you through the list that i need to go throughevery time i leave my desk to go work someplace else or to go home and work. i have my listin font 36 here on my desk. it starts with my badge. then it goes to my glasses, my redglasses, those are my reading glasses. then it goes to my regular glasses. then it goesto my flash drive. then i have to have my internet drive, and then my keys. my keys are in my pocket. oh dear, i don'thave my keys yet. i'll find my keys. then

it goes to my phone. no, my blackberry, andmy phone, and my purse, which is where my keys are. that's what you need to mobile work.don't forget your computer. [video ends] anthony: a little messaging goes a long way.the message here really is the administrator strongly believes that senior leaders haveto model the behavior. they have to model it. she's showing that she teleworks. sheis doing it, and she is empowering her staff to do it. she's also modeling a couple other thingshere. that is her office. that is her cube in her office. that cube and office is onthe hoteling system whenever she's not around.

you better believe it. she's not around verymuch. she's traveling, she's working the message, she's visiting the offices. she doesn't spendmuch time at her desk, as i think is the case with many senior leaders, and senior executives,and many of us out there as knowledge workers. this used to be her old office across thestreet at 1800 f. this is what she had. this is kind of the traditional, customary thoughtof where a senior leader sits. it goes back where space and the environment you're indemonstrated power and authority. we're now in a different world. knowledge, and yournetworks, and your ability to connect, and influence demonstrate your value and performance. in the new building, this is just going tobe a ceremonial space. this will not be the

administrator's office. she went from this,from a kind of isolated, to this collaborative space. you see her there talking to her chiefof staff, the deputy sits directly on the other side of that orange wall. i'm at theend, her executive assistant is right in front, and it's completely open. this is our temporary space that we're inwhile they renovate our building. we're using this as a pilot, in essence, and to transformand get the agency used to it, and learn. also a powerful tool throughout the negotiationsas it's needed for our work environment. you can see even the staff office and the staffarea is completely open. what's cool here for staff is that the offices, if there areany, are not in the corners. all that light

you see in the upper right, that's the actualwindows, so the light is coming in. there are some offices, you can see on the bottomleft, they have glass fronts, so the light penetrates. now, what's really cool here, i mentionedthose transformational themes at the very beginning. you may remember zero environmentalfootprint was one of them. what did we use to justify this? we didn't use telework, wedidn't use reduction of space, we didn't use just suck it up, we're putting you in an officewith glass in front of you. we used lead certification. we said we want our building to have platinumcertification in the design phase when we were negotiating with all the senior staff.we said a critical element of lead certification,

by the way, we are the government's buildingpeople, so we know this, we have to model this, is the ability of light to penetrateto the center of the building. the degree and the amount of natural light that penetratesto the center of the building gets you extra points on lead certification. what does that mean? that means offices needto be open and need to have glass fronts, which encourages collaboration and encouragestransparency. all those strategic themes. we can use them to help transform, to helpnegotiate, to meet the vision, if you will. some senior leaders have offices, but theydo have glass. we're moving forward. "telepresence," on thebottom right, that's an emerging technology.

agencies will have access to that. it's agreat way to have virtual meetings. again, just open space. our strategy. we have a whole workplace transformationstrategy. i'm sorry, i realize that the slide just isn't really working too well. sorry,if you see the back of my head, everyone, for a bit. this is our continuum. these are the areasof work that we're doing on our workplace transformation. there's infrastructure, environment,interior design, and so forth. the part i want to focus on is the mobile working lane,which is where it really does the teleworking. we had this whole back-and-forth. "is it telework?is it mobile work?" i'm not going to get into

that. it's telework for telework's purposes. the notion is you migrate left to right, froman earlier to a more advanced stage, as you move rightward. we assume that the entireagency isn't going to be at one particular place -- different offices, different parts,different parts of the country, different regions. we'll be at different places at differenttimes, and that's fine. it's just a model for migration, to help peopleunderstand where they are and where they're going, and give them some guidance. if youstart all the way left, we're just saying that employees can work from home. in ourmind, that is the most basic definition of telework. you can work from home. you knowhow to do it. you have the technology to do

it, and so forth. employees can work from any desired location.you can work from that virgin america airline. 30,000 feet in the air, if you need to. youcan work from the airport. you can work from a conference. some people are doing that.others aren't. highly dispersed workforce and teams. thatteams don't need a sense that they have to be centralized in one headquarters or onespot. they can be national and connect virtually through different tools and technology. lastly, optimized hoteling and it to supporthigh degree of workforce mobility. this notion of, "this is where we're going." you do notown your space. the desk you have is not yours.

that belongs to the enterprise. when you're in an office, and you need air,you can sign on to the hoteling space and you can get that space. or there's a teamarea. you have an area to land, in that team area. the hoteling. you will, depending onyour work, as your work shifts, you will shift with the work. you will move to different teams. a matrix-basedunderstanding. that is the most advanced notion. some people are doing it. others want anotherway to go. that's our continuum. the pmo, the administrator took a unique approachto doing this, in that she said she created a project management office that reporteddirectly to her. we pulled from our advanced

leadership development course, which lpm isprobably very familiar with. our graduates. we sent out a note to them,saying, "we want you. we want 50 percent of your time. you've been trained. you're 13s,14s, looking to become 15s or scs. you've been trained in this advanced leadership development.we'd like you to join us for six months, 50 percent utilization to help on this specialpriority project." those folks, we got a whole bunch. we interviewedthem, and we picked six to lead these lanes of work. policy, to redo our policy. skillsdevelopment, to come up with training modules and so forth. customer experience, how dowe maintain high-level customer experience while working remotely? technology, communicationsand marketing, and finally, measurement.

this was the team. what we did was we gotthose advanced leadership development experts, and then we paired them up with subject matterexperts from the fields. obviously, we had hr experts on the policy team. they weren'tleading it. the leads were folks that just had good leadershipskills. the lead for the policy team works in our finance office, in kansas city. thesame is true of across all of those. the people that are the subject matter experts servedas subject matter experts. the leads came out of nowhere and led it. and then we builta team. a virtual team. these are our slogans, if you will. "workis what you do." "telework is a team sport." that one's critical. it's this notion thatif one person on the team is teleworking,

everyone is teleworking. you have to understandthe nuances of what that means. you have to make sure that your chat windowis up and active, so that other folk can easily connect. that your presence, even if you'rein the office, is active. "i'm out to lunch." "i'm in a meeting." this way, people knowwhere you are and what's going on. it goes to that entire notion of transparency.this is about transforming all of gsa, not just about telework. we're using this to talkabout performance measurement, talk about how we need to model ourselves for our services.and collaborate some as we move forward. our transformational journey, doing well.about another six minutes, guys, then we'll go to questions. what we did was to jump startit, we identified an enterprise-wide challenge.

it just so happened, as fate would have it,we partnered with the telework exchange, who was having telework week on february 14ththrough 18th. we used our current policies. of course, we hadn't negotiated our policy.as far as negotiations, we heard a little feedback from the union, saying, "you've alreadystarted doing stuff, and you haven't negotiated with us." no. "we're doing stuff based oncurrent rules. we're just highlighting it, and we're doing it, and we're working it,and we're pushing it." it was an excellent tool to open the conversation.it pushed everyone. our leaders, here you have the administrator and the commissionersof public building services, federal acquisition services, and sharon wall, who is the leaderof our pmo.

that's the other thing we did. the leaderfor the pmo was a regional commissioner that was pulled out. the administrator really believesin moving senior leaders around, allowing her deputies to assume her roles. constantmovement, if you will. they presented it. they said, "we're goingto push it. we're going to push it for a week, and we want to push the envelope as far aswe possibly can, encourage it." it was awesome. we had 25 percent of gsa teleworking on valentine'sday. that was the first day. then we had a check-in with our technologyevery single day to pulse-check it, and fix stuff on the dot. we have our data here onthe bottom. i'm not going to go through it. we were able to monitor. it was a huge lessonlearned for our it infrastructure. but it

also took taking risk. the administrator hasa good statement. "fail fast, fail forward, fail fruitfully." part of our transformation is encouraging,teaching these senior executives and leaders and project managers that risk is a part ofthe formula for innovation. you're not going to innovate if you don't take risks. you betterbelieve that when i was trying to launch this, i got calls from people saying, "the systemis going to crash," or "i'm not going to be able to function. martha is going to get calledin by the president. everything's going to..." i had to get the administrator on the phonewith all the it folk, and just say, "it'll be ok. i'm willing to try this out." that'sthe part of "fail fast, fail fruitfully, fail

forward." the fail forward part is "see whereyour failure points are and course-adjust." we did a lot of this with senior executiveson their performance planning. really pushing them, and we would get, "what if we fail?" it's not about whether you fail or not fail.it's about what you did to course-adjust along the way. teleworkers are very much pushingsenior leaders on that notion, as well. i'm going off topic. our policy. all employees are immediatelyeligible for telework. we're saying everyone is eligible. managers must justify opt-outs.on our telework agreement, there's a question. "this employee's eligible? yes, no." if no,the manager has to justify why, and this part

is new, they have to put in a plan for whatwill make that employee telework-eligible at some particular point in time. i think there's a date. i forget, though.maybe '90? i don't remember. maybe not. i'm looking at my colleague, sue here, who's ourlabor relations expert. we're saying that everyone needs to be eligible. i personally believe, even a front-desk receptionistcould do it. you put your laptop there, you put a web-cam up. the person sees it, shesees that someone comes, you can send an im from home to someone. you can do it if youthink creatively about it, and push the envelope a bit.

we put in a greater definition how employeeslose eligibility. leverage collaborative technologies to manage presence and performance management.we'll talk about that in just a second. this one, i think, is the most interesting. there's no enterprise-wide standard schedule.on the telework agreement, every employee, not just senior leaders, have the abilityto have a variable schedule. or they can have the ability to be scheduled. if they're scheduled,that's fine, but the enterprise doesn't need to know that schedule. that schedule can staywithin the team. current telework agreement would say, "i teleworkevery monday and friday," let's say. that's great, but what if one monday, i need to bein the office? let the work drive it, not

necessarily a set schedule. that's where theflexibility and the communications and so forth come in. we are not asking folk to submita standard schedule. this is what we did. our two unions are afg and nefi. this is ourstrategy we've done with them. we hosted and facilitated collaborative pre-decisional meetings.the key word here is "facilitated." the [indecipherable 0:40:50] then drafted revised policy and trainingmodels based on inputs received. then we demonstrated to them, "we heard you,and this is where it is." provide a draft policy to union, and then we facilitate andnegotiate of the drafted policy to reach consensus on it. we did it with one, now we have todo it with the other.

we define consensus -- and this is the slidewe use with the unions -- as "we can live with the outcomes." no one's ever going tobe 100 percent happy, but the question is, can you live with it? can we move forward? again, "facilitated" is the key part. we cameto them with our initial ideas on where we're going, and then we asked them two basic questions.this was in our pre-decisional meetings. i facilitated them, and when i facilitate, i'mcompletely facilitating. i don't really have an opinion. it's challenging for me sometimes. "what are some current-state telework issueswe need to resolve?" get them down, get them fast and furious. here, i stated a few, andthen we just leave it blank. we just let them

tell us. this is where they can say, "thisis a problem, and this is a problem, and this is a problem." great. we've heard you. we'vecaptured it. but then the next part of the conversationis more important. "what are the negotiation team's pre-decisional telework policy recommendations?"what do you got for us? this may sound silly, but what we do is, the administrator callsit share-display knowledge capture. the whole thing, training all of us on it. it's this notion of "as people speak, we type,and it's clear up front on our screen." as people speak, we type. this demonstrates thatwe are listening, we're hearing, and we're capturing it. it's not just going somewhereon the side. it's really cool.

if you haven't done it, i encourage you touse this. use a screen. use a projector. we had all this data points. of course, the teleworkpmo took these data points to revise the policy, and come back to them. did we take it all,100 percent? no. but it definitely influenced the way we think and work. communication. i'm going to blast throughsome stuff. performance management. i want to hit this. we created a dashboard. the waymost agencies measure telework currently is they count their agreements. they count theschedules. we've got so many agreements and so many peopleon mondays, so many people on tuesdays, so many people on wednesday. that's a static,snapshot-in-time number. many agencies, i'm

assuming, also have a time and attendancesystem that has a telework code. we know we did. what we said was, "rather than using the staticagreements, which life happens, stuff changes, the work changes. why don't we just pull thedata directly from the time and attendance system?" we bought this off-the-shelf program. we worked with our cio's office, and now itpulls it every pay period. this dashboard is what we will be using to report back toopm. not the telework agreements. because there's no schedule in the telework agreement.on the bottom right there, it's also we have two metric points.

the big grid on top, that's the amount ofhours people are putting in per pay period. the bottom center grid, that is measuringour vpn, virtual private network, and citrix. we have two entry points, citrix or vpn. wecan balance the two numbers, we think. but there's going to be some human error inthe hours put in, which is also a transformational change -- getting people responsible for theirown hours, the notion that your time may be flexible, it's a different topic -- and theactual usage of the vpn time and citrix time. we have to work on a formula, but probablya balance between those two. this is our performance place mat. this isjust a simple tool we threw out there. just in general, but we can really use it for telework.

i will assure that work is done. what is thework? is it the right work to do? [indecipherable 0:44:36] happens by this date, so that mycustomer or next person in the value chain will experience this benefit, which i willverify to be valuable by checking this way. simple, simple little tool that you can usefor telework. "i plan on telework tomorrow. this is whati plan on doing. i plan on doing this work, so that by tomorrow, you will see this effectand you experience this. this is how you'll know i'm successful." you could use it. it'sjust something we've put out there. the administrator loved it so much, she didone for herself, and then required her entire scs to do it for half-year reviews. it's partof their performance planning. just a little

tool. her thing was she wanted it graphically.she just threw that in there. it's not the formal performance measurementprocess, obviously, but it's a good way to have a little conversation on performance.i think it's fun, so i just wanted to throw it out there. we wrote a white paper. we'llsend that out afterwards. technology is where i want to end. technologyis a big piece of that. gsa is really pushing the envelope. gsa was the first agency, again,that back in the '90s to have internet access at every employee workstation, and the administratorwanted to continue that leadership, so we've moved to the cloud. we have google. with google, we have gchat,gvideo, gdocs, gsites, the whole nine yards,

all of which supports mobility and telework.you can easily pull up a video chat and so forth. we also have, which you can see thereon the right, the chats. we also have citrix soft-phones. your deskline will ring at your laptop anywhere in the world, or in the us, because you can'ttake your computer outside. you can make a call from san francisco, and it will be asif you're dialing from your 202 area code. the soft-phone supports video and can tieinto telepresence and so forth. a money-saving device is in our new building,one of the notions we're playing with is not buying desk phones. those phones are expensive.they're like mini-computers. you don't need them. just a headset.

i'm going to stop there. i have a video, buti'm not...last thing. the hoteling. hoteling is a big part of this. it's the other part.in our telework agreement, if you agree to telework, if you are teleworking more thantwo days a week, you do not have an assigned space. so, you will have to rely on the hotelingsoftware to find a space in our new system. that is the give-and-take, a negotiation pieceof it for our employees. we currently have it online and you can pullup. it pulls up map, shows you what's available. we use it for all our conference rooms. thebuilding platform hasn't really hit, but we're starting to use it. as we move to our 1800f, our new one, where we know we won't all fit if everyone showed up. we know it won'thappen. this will grow and be used.

skills development. we created some videosand stuff. there's some collateral, which we're going to distribute afterwards. i'mnot going to go through it here. with that, i'm going to stop. great. 10 minutes.we're good? all right. everyone still awake? sharon hall: we have a couple of questionsthat came in through email. someone asked about electronic signatures. can you speakto this issue in the current system software, that you're aware of that would support thiswhen teleworking? anthony: it is an issue. i know that lot ofpeople are working on it. [laughs] it is a barrier for some folk. i know, especiallyin the financial office, it's a serious barrier. there is a lot of work being done on it. idon't have a specific answer.

i know it's not solved. i don't know if, dr.adams, if you have any insights on that, in general? we hear it a lot. i know that people are lookingat it. but i would encourage folks that rely on that and feel that that's an essentialpart of their work, which it probably is, question yourself. "is it essential 100 percentof the time?" are there some days that you just have conference calls to do? that's agreat day to telework. or just some days that you have a report to write. sorry. not a realsolid answer. sharon: we have another question about thehoteling issue you just talked about. they were wondering how would they actually finda space? they see the software, but would

they do it the day before they telework, rightbefore they come in? how does that work? anthony: you can do it a couple differentways. there's a really nice interactive map and floor-plan schematic that pulls up. haveyou ever been to those parking lots that have red and green lights above each spot? it looksa lot like that -- on the virtual map, not in the actual office. you can only reserve a particular spot forthree weeks or a month, and then it doesn't let you go any further. same thing about howfar in advance you could go. there are some parameters around that, but you could do itthe night before. you could do it, i think, up to three weeksin advance. longer than three weeks in advance,

there's an advance period. let's say a month.i don't know. what i tend to do is put my spot up open forhoteling when i'm not there. if i'm going on a meeting for a week, i'll open my spotup. clean it up, tidy it up, and anyone could pop in. if they reserve it. sue? sue: people that are located in a particularfacility all have access to that software, and there are designated concierge peopleto help with booking for people who wouldn't otherwise have the access. the concept forthe headquarters, once it's renovated, is that they'll be constant concierge availability. anthony: yeah. there's a concierge piece tothis to help monitor it, make sure people

aren't taking advantage, or "i can't findmy spot" type of deal. one of the interesting things we learned was,we created...in our open space t here, those cubes are name tags with numbers. it's onthe same tag. the number of the cube, if you will, the space, and then the name. what ends up happening is you can't move...peoplewere taking their name, "today, i'm here." but then the number moved. we quickly learned it needs to be separate.the number needs to be firm, attached. people like to have their name where they are. it'sa comfort zone or whatever. they can move their name tent around. quick lesson learned.

audience member: do you have any occupationsthat you exclude from telework in your agency? i know you said the administrator, and mostpeople telework. are there any that are specifically excluded? anthony: did you want to address that one,sue? sue: yes. anthony: did you want to stand up? sue: no. anthony: no? [laughter]

anthony: ok. sue: we have some wage grade positions thatare excluded by the nature of their work. custodians at the white house really can'tdo their work remotely. neither can somebody who's a forklift operator in a depot withsupplies. there are certain times when there might beexclusions. like if somebody is conducting on the job training for somebody, it mightnot be appropriate for them to be able to work through telework. anthony: do you remember what the percentage?i think i heard a number once. sue: it's very low.

anthony: it's very low. like two to threepercent? yeah. sue: building managers are another positionthat's really not conducive to telework, because they have to be on-site to solve problemsin the buildings. audience member: tony, i have a question.telework can be a big cultural change. not just for managers, but for employees. howdid you deal with situations where managers, if they can't see the employee, how did youput their mind at ease on managing those employees remotely like that? on the flip side, whatabout employees that don't want to telework? anthony: yeah. it's not required, by any stretch.that's clear in our policy. you can't force anyone to telework. there's some stuff intheir about coop depending on what's going

on. the notion that the government never closes.the buildings never close from opm's perspective. the culture part is my favorite part of it.that line of sight management. i feed a person, therefore, i can hold them accountable. that's really where a lot of the conversationis happening with the performance planning managers. there's an interesting quote inhere. "telework doesn't create management problems, it reveals them." i have to be honest.the administrator and my rhetoric is pretty strong that way. this is managing the modernworkforce. you can not manage a modern workforce through line of sight management. the end,well, i'll start with that. with that harsh kind of rhetoric, moving forwardthen, we have developed and procured a very

specific manager's training that we're goingto roll out for all thirteen through scs. that is specific, so it's to be managers andcurrent managers that our hoteling software company also provides. we've partnered withthem. we've created a mandatory telework training that is primarily cultural in house to alsoaddress that as well. that's the big shift. it's about being clearabout the performance and the outcomes. when you're working remotely, the outcome is away to demonstrate what you're doing. do you want anything, sue? sue is our laborrelations expert and serves on the pmo. a true subject matter expert. sue: there's only one point that i think mightbe really helpful to people. that is that

there is an explicit presumption that themode for meetings, all meetings, is remote. anthony: did that make it in the policy, ordid that get cut? sue: it made it. anthony: it made it, good. let me talk toit. in the policy, it said that all meetings,that we have, have to have remote access. with google, it's completely easy. it's justabout putting out a bridge, and setting up webex, for example, so that people can callin, and pull up your webex to see the slides and follow along. or just pull up a groupchat right there from your laptop. the technology's there, now it's more about the behavioralshift.

is anyone going around all meetings, no, butthat's part of the push. also modeling, i think modeling is a big piece. the administratoris in a cube. many of our senior leaders are in those glass offices. administrator is ina cube, the deputy is in a cube, chief of staff is in a cube, our chief people officeris in a cube. there are some other examples of that. leaders modeling the behavior. the administratordid that place card. she said, "this is what i've done, this is how i'm using it for myteam. here's a tool you can use." yes, madam. thank you. i loved you being here.both of you. i was like, reaction. i was ok. thank you. it was cool, helpful.

audience member: does this also require achange, before starting telework, for the entire group, in the thinking of clarifyingexpectations, for not only the people that are going on telework, but for everyone? itshouldn't be a change in practice, because someone is going on telework, to clarify theexpectations. and that management, by walking around, you can't continue to do that. allexpectations have to be clarified. correct? anthony: yeah. when i started, i think itwas slide two, it opens the window on these conversations. you can really have a conversationabout, what am i doing, what are my expectations. audience member: i guess what i'm saying isit should be a requirement for all managers, even before starting. and it's not just forthe people that are teleworking, it's with

the people that are going to stay in the office,because you don't want to set two separate standards. anthony: absolutely. that's the part that'sfascinating to me. to your point also. it's no different. managing a teleworker, the expectationsand outcome... audience member: should not be any different. anthony: how can it be any different? audience member: because of the expectationspiece. we typically don't set expectations, what are you going to do today, if you'rein the office. anthony: we are comforted by the fact thatwe see the person there. regardless, and let

me tell you i've got stories, of what they'redoing, we are comforted and report to say, i can say that the taxpayer's dollar is wellspent today, because person a is here. doesn't matter what they're doing. so, the real conversationis on performance and management, not telework. with the unions and the labor relations, that'san important part. one of the things we had to be really strong about, and sue can talkto this, is being really clear on what we're talking about here to move forward. we'retalking about telework. we're not fixing the entire performance management system. will telework open a dialog on performancemanaging just like we had here? absolutely. will telework open a conversation on worksite layout and furniture? absolutely, but

we're not going to solve that here, rightnow. we're talking just telework right now. right? ok. audience member: different topic. anthony: yes, how are we doing on time? oh,we're at time. we're ok? ok, good. audience member: the last quick question isas you go through this, whether or not you're going to post on some site or make availableto the agencies and bureaus kind of your lessons learned, especially with the thornier issues. anthony: yes, gsa.com/telework is not a hundredpercent yet, but it will be. we plan on pulling all this collateral information which we'regoing to email out -- our training module,

our policy, all there, in support of opm'swork as well. our sites will link to each other. that's the end state, but we have tohit go, first. we have to go first and we want to do it. this today was like, this is where we're going,this is what we're doing, we've done some of it, but we haven't hit the go button yet.the policy will hit the administrative desk on monday, there's still a little more negotiationto do, the training module will hit on november, and then we'll share it with everyone. sharon: we have one more quick question. anthony: sure.

audience member: it's sort of a compound question.number one, i presume that you are saying that your negotiated policy or your practiceis to allow the workers to telework up to five days a week? anthony: yep. we're not putting a limit, maximumor minimum. the work drives the need. audience member: the second part relates tohoteling. for the labor relations operation, how do you envision that working out withthe hoteling type system and the cube system? anthony: the short answer is that's hoteling,and a different topic. [laughs] not directly related to telework. right? sue: no. hoteling is captured within the teleworkpolicy.

anthony: oh, that's right, because we said... sue: we're negotiating hoteling with the teleworkpolicy. anthony: thank god, you're here, sue. thatnotion that if you telework more than two days a week, you have to hotel. sue: right. anthony: yeah. sorry, you're right. i would say that the presidents, and a lotof the work on reducing our physical footprint and collaborative work environment, thoseare the kind of carrots, if you will, to help support the negotiations.

ok, i'm going to go away now. thank you, all.appreciate it. tim: thank you, tony. thank you, alexis, andthank you, justin. we hope that you were able to take something away today and help youimplement telework at your agency. for those of you on the web, or even those here in theauditorium, if you think of any additional questions, please feel free to send them toplr@opm.gov, and we'll do our best to get you an answer as soon as possible. we strongly encourage you to complete theevaluation form. for those of you here in the auditorium, please complete them and leavethem with our staff at the back exit here. for those of you watching by webcast, pleaseemail your evaluation forms to plr@opm.gov.

we do ask and encourage you to submit thoseevaluation forms. they're very helpful for us as we plan future roundtable sessions.otherwise, thank you for joining us, and have a good day.