**AN EMPLOYEE\'S GUIDE**

**TO**

**VIRTUAL RESOURCE SOLUTION**

\"Each executive agency shall establish a policy under which eligible
employees of the agency may participate in telecommuting to the maximum
extent possible without diminished employee performance. \"

Public Law 106-346, 359:

> 106th Congress

**INTRODUCTION**

Workplace trends are triggered by social movements and political
ideology, as well as by technical advances or changes. One such trend
that has been enthusiastically accepted by private industry and many
municipal organizations is the movement of workers out of the
traditional office environment and into an alternate work setting or
Telework environment. TIGTA calls our Telework program the Virtual
Resource Solution (VRS), primarily because we believe there is a need to
have the employee in the best location to complete the work; whether it
is the home or the customer location, or other location chosen by the
employee that is conducive to an optimal work environment.

VRS is an initiative to create a cutting edge organization that
leverages technology and forward looking management practices toward
achieving a goal of having a world of knowledge at our fingertips while
providing a more productive, efficient and flexible work environment for
our employees. As a first step in this evolutionary process, eligible
TIGTA employees have the ability to work from anyplace, and at any time,
while still meeting the business needs of the organization.

VRS or Telecommuting offers benefits to organizations such as the
opportunity to reduce costs, increase productivity, attract and retain
employees, and lower environmental pressures. It provides the venue for
attracting and retaining a skilled workforce and accommodating an
increasingly diverse workplace. However, we must also be aware that
there are some concerns, issues, problems and costs to VRS, such as
alienation of workers, performance evaluation, legal implications, and
span of control and responsibility.

This handbook strives to provide guidance on those issues that have an
impact on an employee\'s success while telecommuting. The Guide is meant
to be used in conjunction with input from the manager rather than a
stand alone \"how to\" book. Once telecommuting, the employee should
contact his/her manager with any questions or concerns.

**[POINTS OF CONTACT]{.underline}**

The following individuals are designated as points of contact for
questions you may have as you prepare to implement VRS.

For Personnel questions please contact:

Your Servicing Personnel Specialist

For Performance Management questions please contact:

Ray Bimbo - 914-304-1604

For Budget questions please contact:

Gordon Burns - 202-622-8072

Carolyn Smith - 202-622-6002

For IT questions please contact:

Richard Westfield - 202-927-7162

For General Program questions please contact:

Donna Leach - 202-927-5925

**EMPLOYEE\'S GUIDE TO VRS**

**Table of Contents**

Introduction page i

Points of Contact page ii

Table of Contents page iii

*Section l*

**Guidance**

The Benefits of VRS page 1

The Impact of VRS page 2

Security page 6

Equipment page 8

Issues for the Telecommuter page 9

VRS Self Assessment Instructions page 11

VRS Self Assessment page 12

From Office Worker to Teleworker page 13

The Appeals Process page 14

Training for VRS page 15

Getting Connected at High Speed page 16

Reimbursement for Telecommunication Expenses page 25

Purchasing Approved Incidentals page 27

Telecommuter\'s Work Products page 29

Leave and Attendance page 30

How to Work with Your Manager to Ensure Success page 32

Myths and Misperceptions page 33

*Section ll*

**Policy**

VRS Program Policy page 35

IT Use Policy page 42

IT Computer Password Policy page 49

*Section lll*

**Forms**

Application for Participation page 54

VRS Work Agreement page 55

Safety/Security Checklist page 60

Attachments page 62

Sample Public Voucher for Purchases & Services

Blank Public Voucher for Purchases & Services

Information Systems User Registration/Change Request

**THE BENEFITS** **of VRS**

The number of Teleworkers in the Washington, DC area has increased 65%
between 1996 and 1998, from 151,999 employees to 250,000. Teleworking,
also known as telecommuting, is defined as working from an alternate
worksite one or more days during the workweek. Teleworking extends the
workplace and enables productive work outside the traditional office
workplace. An increasing number of people are going to work by simply
turning on their computer or picking up the telephone. For the
teleworker, the benefits are many. Most workers report they get more
work done and are more satisfied with their jobs as a result of
telecommuting. The shortened commute decreases employee travel time,
decreases employee expenses and decreases employee stress while
enhancing the quality of work life and increasing the time for personal
enjoyment. Teleworkers also enjoy a greater degree of work-related
autonomy and responsibility.

VRS does not appear to be an isolated fad, but rather a transformation
of the workplace. This transformation is shaped by digital technology,
software based tools, and changes in the workforce. For best results,
Teleworking must be beneficial for the teleworker employee, co-workers
and manager, and the organization and its client. Listed below are some
of the benefits to businesses and their employees.

[Business Benefits:]{.underline}

-   Flexibility in location and time or work

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-   Increased productivity and work quality

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-   Increased collaboration

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-   Encouraged management for results

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-   Reduced real estate costs over the long term

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-   Improved ability to recruit and retain valued employees

> [Employee Benefits]{.underline}:

-   Increased productivity and work quality

-   Increased flexibility at work

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-   Reduced commuting stress and possibly cost

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-   Distraction-free environment

-   Improved morale

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-   Accommodation of work and family considerations.

However, there are many things that VRS is not.

-   VRS is not usually a full-time arrangement.

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-   VRS is not sending people home and never seeing or hearing from
    them.

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-   VRS is not a substitute for child or dependent care.

-   VRS is not a right, but a privilege.

While managers and supervisors have the final say in determining
eligibility, not everyone wants to participate or is suitable to
participate in VRS. Employees should assess their own suitability and
develop their own business plan for how they will accomplish their work
outside the traditional office environment. They need to look at how
they will communicate with co-workers, clients and managers. They also
need to look at the frequency of these communications. Remember the
goals are to increase productivity, increase customer satisfaction and
by attaining those first two goals, increase employee satisfaction.

**THE IMPACT OF VRS**

**It Sounds Good, But Is VRS For Me?**

Telecommuting is not for everyone. Before signing up for VRS, employees
and their managers need to consider the impact on each participant: the
employee, the manager, the co-worker and the customer. In addition the
employee participating in VRS needs to assess the impact and effect of
telecommuting on his/her family.

**[Employee Impact]{.underline}**

As previously mentioned, telecommuting offers numerous benefits to the
employee, including reduced stress and enhanced quality of work life. It
also raises certain concerns such as the isolation from co-workers. Many
telecommuters will not know the extent of their social needs until they
have been in the program for a short period of time. Some telecommuters
report initial feelings of loss of professional identity as well as
self-esteem, possibly because they missed the spontaneous supervision
and the reduced level of performance feedback by their managers.
Finally, some telecommuters perceive (either accurately or inaccurately)
that telecommuting will lead to reduced visibility with their managers
and, consequently, reduced opportunities for promotion and/or more
desirable job assignments. For these reasons, we suggest each
participant and manager undertake a trial period first, before
officially starting VRS.

There are likely to be changes in the frequency, spontaneity, mode
(telephone or e-mail as opposed to face-to-face conversations) and
length of typical work-related communications for new VRS participants.
Because of these changes, the effectiveness of communications becomes
much more important. Telecommuters may find that they have fewer but
more productive meetings than before teleworking. This makes meetings
more valuable and requires planning and preparation for participation in
necessary meetings.

To effectively resolve the \"out of sight, out of mind\" concerns, and
to achieve the quality of communications necessary for successful
telecommuting, open dialogue about these issues and joint planning
between the telecommuter and his/her manager must take place. Also, VRS
participant\'s schedules should be individually tailored to provide a
balance between work at the alternative work-site and work at the
official work-site. Generally, this arrangement should address the
participant\'s need for being informed about related projects,
advancement opportunities, and events that may occur in the office on
days that the employee spends telecommuting.

Telecommuting is a flexible program. The telecommuter should remain
flexible especially during the initial adjustment period. This
flexibility during the adjustment period will allow the telecommuter to
find the optimal arrangement for his/her personality and job
requirements. This will also enable the telecommuter to be responsive to
unexpected contingencies, which may require a change of schedule.

One other factor for the telecommuter to be wary of is overworking.
Because of the increased productivity experienced by the telecommuter,
some individuals may fall into the trap of working inordinately long
hours. Sometimes this is to prove to their managers and co-workers that
they are working hard on days they are telecommuting, or sometimes as a
sense of guilt about not being in the office. Being aware of this
possibility, reminding themselves of the full support for this program
by Senior TIGTA management, and ensuring regular breaks helps
telecommuters avoid the tendency to work long hours.

**[Impact on Co-Workers:]{.underline}**

Not only are the manager and telecommuter affected by a telecommuting
arrangement, but co-workers may be impacted as well. Co-workers may have
work assignments which involve the telecommuter or which may result in
workload changes due to the telecommuter\'s new location. Some
co-workers may feel resentment at not having been allowed to participate
and/or harbor preconceived misconceptions about telecommuting in
general. For example, some co-workers may believe that telecommuters do
not actually work on days they are telecommuting.

Preventing or overcoming co-worker concerns, misperceptions and/or
resentment is an important challenge for both the telecommuter and the
manager. To the extent possible, the telecommuter and the manager need
to include co-workers in the planning process, provide for open
communication between all parties, and keep co-workers informed of the
telecommuter\'s schedule and any changes that may occur in the
telecommuter\'s arrangements. The telecommuting arrangement should
provide for convenient means of communication between the telecommuter
and his/her co-workers. Telecommuters and their managers should also be
extremely careful not to over burden other employees in the office with
additional responsibilities such as faxing, copying or attending
meetings.

As part of their adjustment, it is common for co-workers to compensate
for telecommuters\' absence by increasing the frequency of
communications. This increase usually levels off after new routines and
patterns are established. Eventually, co-workers are likely to save
their messages and contact the telecommuter on a single occasion instead
of several times throughout the day. When a co-worker is nearby, a
problem or question may seem urgent enough to cross the hall to discuss
the issue immediately. When the employee is telecommuting and must be
reached by telephone or e-mail, some people begin to realize the issue
is not as important or the information is not needed immediately. The
physical separation caused by telecommuting can be enough to encourage
employees to reconsider the need to interrupt another co-worker and
recognize that issues initially deemed urgent can be resolved at a more
convenient time.

**[Impact on the Manager]{.underline}**

Perhaps the most significant impact of telecommuting is on the part of
the manager. Expectations and definitions of the role of manager are
undergoing scrutiny and change. We are moving out of the era dominated
by industrial and manufacturing philosophies. New roles, which are more
consistent with an information-based workforce, with flatter management
structures (fewer management layers) and markedly changed values and
attitudes toward working, are being espoused for today\'s managers.
Managers are expected to:

-   Act as facilitators as opposed to supervisors or bosses;

-   Push responsibility to the lowest practical level;

-   Manage by results as opposed to observations; and

-   Support worker efforts to achieve a more fulfilling balance between
    their work and family and/or other personal life needs.

While this new role is important in general for today\'s manager, it is
specifically recommended for managers of telecommuters. This type of
management is an essential component for a successful telecommuting
arrangement.

Some managers already embrace some or all aspects of this facilitative
management style. For such managers adjustment to telecommuting
arrangements should be simple. Other managers are receptive to adopting
this style of management; for them, the adjustment will be challenging
but not difficult.

The major challenge, however, will be for those managers who view these
new expectations with skepticism and disdain, and/or who think that
adoption of the new management role will hinder their ability to
accomplish their organizational missions and subject their organizations
to abuses. In most cases, these concerns are unnecessary and unfounded.

**[Impact on the Organization]{.underline}**

There are several significant ways in which telecommuting benefits
organizations. These include improved employee morale, improved ability
to recruit and retain employees, more effective management, improved job
performance, and reduced operating costs (in areas such as facilities,
facility maintenance, health and sick leave costs). To some extent,
however, the impact of telecommuting on organizations depends on the
culture of the organization, and especially on its receptivity to
change. Some organizations will implement telecommuting with minimal
effort, while others may experience difficulty. For those organizations,
proponents of telecommuting should be prepared to devote the time,
effort and understanding needed while the organization adjusts to the
new arrangements. As is true with individuals, organizations may need
time to adjust to these changes.

**[Impact on the Customers]{.underline}**

In addition to organizational, job and staff considerations, managers
and telecommuters need to consider the impact of telecommuting on their
customers. Internal and external customers have needs and requirements
that must be addressed in any telecommuting plans. Adjusting the
telecommuting arrangement so that it has a zero impact, or even a
positive impact on customer service is an important objective. The ideal
situation should allow the customer to continue receiving goods and/or
services while being totally unaware of the telecommuter\'s work
arrangement or site location.

**[Impact on Personal Life/Families]{.underline}**

A majority of telecommuters report that telecommuting has had a positive
impact on the quality of their personal life. The benefits of decreased
stress, more personal time and greater job satisfaction can carry over
to the telecommuter\'s home life. Telecommuting may make it easier to
manage and schedule child and elder care arrangements. Experienced
telecommuters warn however, that telecommuting cannot become a
substitute for dependent care.

Finally, for the home-based telecommuters it is important that a
comfortable boundary, both physical and social, be maintained between
job activity and personal/family activity. The telecommuter must
establish a specific workspace that should not intrude into the rest of
the household and likewise, the rest of the household should not intrude
upon the workspace of the telecommuter. Since the telecommuter is closer
to home, family members may see this as an opportunity for the
telecommuter to assist with errands or other personal responsibilities.
The telecommuter must avoid allowing personal activity to intrude into
the work time and activity.

**SECURITY**

Security is an important aspect of telecommuting. Typically, alternative
worksites are not as secure as the main worksite or office. A high
degree of attention and/or adherence to security procedures, precautions
and issues at the alternative worksites is, therefore, required.

There are three main areas of security in which telecommuters should
focus attention. These areas are:

-   Personal - specifically safeguarding the telecommuter;

-   Information - specifically safeguarding confidential, private or
    classified information; and

-   Property - specifically safeguarding government and telecommuter
    property used in the course of doing business.

The objective of this section is to sensitize the telecommuter to
various security considerations. Adequate security is more than
hardware, software and passwords; it is also a mindset that leads to
common sense precautions. Everyone involved with the program should be
familiar with the array of security precautions and also who is
responsible for each. Telecommuters should know what actions must be
taken and take them when there is a breach in security. TIGTA\'s
policies and procedures should be readily available for all participants
before they begin telecommuting.

The telecommuter should use good judgement regarding personal security
at the alternative work site. For example, if the alternative worksite
is not the home, then the telecommuter should be aware of and
comfortable with the security at the alternative site.

**[Sensitive Information]{.underline}**

By following these rules, telecommuters can ensure protection for
sensitive information.

-   Telecommuters must use authorized storage facilities for storing
    sensitive materials.

-   Telecommuters should be careful not to walk off and leave sensitive
    material out in the open for anyone to view (including family
    members not authorized to view sensitive information).

-   Telecommuters should be conscientious about covering up sensitive
    information when approached by visitors.

-   Managers and telecommuters alike should ensure that sensitive
    information is removed from computer equipment before the equipment
    is sent for service.

-   Telecommuters should follow specified procedures for disposal,
    transfer or distribution of storage media, that contain or have
    contained sensitive materials.

-   Telecommuters should not rely upon software deletion commands such
    as remove, delete or erase, to fully remove files from the computer.
    Even though information may appear to be deleted, there is a
    possibility that it may be retrieved with the correct software.

-   Telecommuters should use passwords in conformance with the OIT
    policy on passwords contained in the policy section of this
    document.

**[Other Security Precautions]{.underline}**

The following are some general security precautions that telecommuters
should be aware of:

-   Program officials and/or telecommuters should ensure that anyone
    servicing the alternative work site is authorized to do so.

-   Managers must ensure that the designated workspace has adequate
    physical or environmental security measures in place to prevent
    unauthorized access. This can be accomplished by completing the
    Security/Safety Checklist.

-   Modem access to government computers presents special security
    concerns. Strict adherence to TIGTA IT security guidelines and
    policies is essential in all telecommuting environments.

**EQUIPMENT**

Make sure you understand TIGTA\'s policy on equipment. A copy of the
policy document is included under Section II of this document. You and
your supervisor will need to determine what equipment is necessary.
TIGTA will supply the telecommuter with a laptop and the necessary
software. Additional equipment will be supplied based on the level of
participation. Below are some points for the employee\'s information:

-   The employee is responsible for supplying all other equipment such
    as desk, chair, lighting, etc. The employee may want to check GSA
    surplus for any office equipment.

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-   The Help Desk can provide support for government owned equipment by
    telephone; otherwise the employee will need to return the equipment
    to the office for repairs. The Help Desk is not equiped nor staffed
    to make house calls.

Before you receive your equipment, you need to understand one more point
regarding liability:

-   If TIGTA equipment breaks down, the help desk will fix it, just as
    they would in the office. If, however, TIGTA equipment is damaged
    through the employee\'s negligence, the employee is responsible for
    the repair.

To protect against transporting software viruses to your computer,
consider the following measures:

-   Do not use borrowed software, nor non-TIGTA issued software.

-   Do not log onto private bulletin boards.

-   Scan disks and/or hard drives before or after each telecommuting
    session (if episodic) if not automatic when you log on.

**ISSUES FOR THE TELECOMMUTER**

The telecommuter needs to become aware of many issues. Some of them,
while applicable to the traditional office worker are sometimes taken
for granted. The following are items the teleworker needs to pay special
attention to when working at home or an alternative worksite.

-   [Maintaining Interaction and Relationships with
    Co-Workers]{.underline}

Staying in contact with co-workers can be very important. Regularly
scheduled days in the office each week may help maintain communication
between telecommuters and co-workers. Telecommuters should encourage
co-worker communication on telecommuting days; there should be no
attempt to hide or downplay participation in the telecommuting program.
Hiding the program can only serve to increase a co-workers feelings of
resentment. Finally, telecommuters should not become rigid and
entrenched in their telecommuting arrangements. Remaining flexible will
facilitate telecommuter accessibility and maintain a relationship with
the organization.

-   [Identifying Workload]{.underline}

Telecommuters often wonder how much of a workload they should take home
with them on telecommuting days. The answer is: more than you think you
can do. Most telecommuters are surprised by how much they can accomplish
when they don\'t have the interruptions, distractions and stress
associated with getting to and being in their office.

-   [Responding to Emergency Meetings and Crises on Telecommuting
    Days]{.underline}

To the extent possible go into the office for meetings, or arrange to
attend through teleconferencing. With a telecommuting program, managers
know where employees are and can usually reach them by telephone. Many
managers say that the planning that goes with telecommuting eliminates
some crises entirely.

-   [Employee Injury at the Alternative Worksite]{.underline}

Workers\' compensation rights apply to alternate worksites in the same
way they apply at the traditional office site. If you are injured on the
job, notify your manager immediately. As soon as possible complete the
CA-1 form and forward it to the IRS Workers\' Compensation Office in
Richmond VA. You may call 1-800-234-8323, for additional information.

-   [Emergency Closures on Telecommuting Days]{.underline}

A telecommuting employee may be affected by an emergency and may be
excused from work.

If the work is disrupted at the alternative worksite due to loss of
electricity, for example, the supervisor must be notified immediately.
After discussion with the employee, the supervisor will make the
determination as to whether: (1) any work can still be performed at the
alternate site; (2) administrative leave would be appropriate under the
circumstances; (3) the employee should proceed to the official worksite.
Another option is for the employee to request to use annual leave for
the remaining portion of the workday.

If the official duty station is closed after the workday begins, the
manager may excuse telecommuters if he/she cannot perform their work
because employees or systems at the official duty station are not
available. Remember the key factor is the telecommuter\'s ability to
perform the work, not whether the office is open or closed.

If, before the workday begins, there is an OPM announcement closing
Federal agencies, telecommuting employees are excused from duty without
loss of pay or charge to leave.

**VRS PARTICIPANT SELF-ASSESSMENT QUESTIONNAIRE**

**Instructions:**

The following questionnaire is to be used by employees to determine
their ability to be a successful teleworker. Employees should honestly
assess their potential for successful participation in TIGTA\'s Virtual
Resource Solution Program. Upon completion of the questionnaire, and if
the employee believes he or she can be a successful teleworker, he/she
should ask his/her manager for the application materials.

The manager will be completing a questionnaire on the employee\'s
likelihood of success in a virtual environment, and sharing his/her
observations with the employee. It would be a good idea for the employee
and the manager also to discuss the employee\'s self-assessment
questionnaire to ensure agreement. For those items where the employee
ranks himself/herself low, the employee should develop a development
plan to improve his/her rating before he/she meets with the manager. An
employee coming to a meeting prepared to discuss his/her needs is, in
itself, a way of demonstrating to the manager a certain level of
organizational ability. Again, this self-assessment is intended to
provide the employee insight into his/her potential for successfully
working at an alternative site. Completion of the Self-Assessment
Questionnaire is not mandatory for participation in VRS.

**VRS PARTICIPANT SELF-ASSESSMENT QUESTIONNAIRE**

**Name:**

**Position:**

**Grade:**

**Date Completed:**

[INSTRUCTIONS]{.underline}:

Place a check mark on the appropriate line. A rating of 5 means the
skill is at a high or excellent level, while a rating of 1 indicates a
low or poor level.

**[Teleworker Profile 5 4 3 2 1]{.underline}**

-   Self-disciplined - requires

> minimal supervision \_\_ \_\_ \_\_ \_\_ \_\_

-   Experience/skills - require

> minimal supervisory
>
> assistance \_\_ \_\_ \_\_ \_\_ \_\_

-   Past and current

> performance/productivity
>
> levels \_\_ \_\_ \_\_ \_\_ \_\_

-   Organizational skills \_\_ \_\_ \_\_ \_\_ \_\_

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-   Communication skills \_\_ \_\_ \_\_ \_\_ \_\_

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-   Relationship with peers \_\_ \_\_ \_\_ \_\_ \_\_

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-   Relationship with customers \_\_ \_\_ \_\_ \_\_ \_\_

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-   Ability to be flexible \_\_ \_\_ \_\_ \_\_ \_\_

**FROM OFFICE WORKER TO TELEWORKER**

Once you have determined you would like to telecommute, there are
several steps that you need to follow. The most important step is to
open a dialogue between you and your manager to iron out all the issues
surrounding teleworking.

After gaining your manager\'s approval to begin telecommuting there are
several steps you should complete before beginning to telework.

1.  Complete the Self-Assessment Questionnaire.

2.  Complete the application form and submit it to your manager.

3.  Encourage your manager to complete the Employee Assessment
    Questionnaire.

4.  Discuss the results of the Employee Assessment Questionnaire with
    your manager.

5.  Determine the parameters you will follow when you telecommute during
    the meeting with your manager.

6.  Reach agreement on hours of work, days out of the office, days in
    the office, etc.

7.  Complete the Program Work Agreement (Agreement) and the
    Safety/Security Checklist and submit them to your manager.

8.  If applicable, make arrangements for your high-speed
    telecommunication service to be installed.

9.  If applicable, complete the training course designed for the
    program.

10. While waiting for high-speed telecommunication service, begin a
    trial period under the parameters set forth in the Agreement.

11. Assess the outcome of the trial period and determine if any changes
    to the Agreement are necessary.

12. Once your telecommunications service is installed, you are on your
    way.

13. Enjoy your new stress-free work environment.

**THE APPEALS PROCESS**

You have submitted an application for participation in VRS and your
manager has determined you are not suited for working from a remote
environment. You have completed the assessment sheet and discussed it
with your manager, but the two of you cannot come to agreement. Now what
happens?

The manager has the final word on whether an employee can work from an
alternate worksite. The employee, however, does have appeal rights. The
following is the appeal process:

-   Meet a second time with your manager to try to reach agreement on
    the matter.

-   If agreement cannot be reached, you have the right to appeal your
    managers decision to the next level manager.

-   If you decide to appeal, submit the appeal in writing (e-mail is
    acceptable) to your manager within five (5) workdays from your
    initial meeting with him/her.

-   Your manager will schedule a meeting to be attended by you, your
    manager, and your second level manager.

-   Sufficient time will be allowed for the second level manager to
    listen to both points of view.

-   Bring to the meeting any documentation you have to support your
    position. Your manager will do the same.

-   Present your \"case\" to your second level manager. You will be
    given sufficient tome to do so.

-   Answer any questions posed by your first and second level managers.

-   The second level manager has a reasonable amount of time to make
    his/her decision.

-   The second level manager\'s decision is final.

**TRAINING FOR VRS**

Before embarking on a new initiative, it is important that participants
receive proper training. TIGTA has decided that all participants at the
expanded or full level of participation must avail themselves of the
stated training before entering a telework environment. The training
will be provided by a contractor, Management Services Inc., in a virtual
classroom environment.

Management Services Inc., a California based firm, was founded in 1995
to provide consulting and training services to technology companies
working with geographically dispersed project teams. Their research into
the area of distance communication led to the design and development of
revolutionary tools and techniques in the distance learning arena.

**Course Content**

-   *Overview of Telecommuting* - explaining the most common forms; key
    benefits, business objectives and elements of a successful telework
    arrangement.

-   *The Individual Telecommuter* - sets the expectations for a
    successful program; dealing with the fears of the telecommuter;
    understanding the myths and realities; and setting up a home office.

-   *Effective Distance Communication* - identification of the four key
    principles of effective distance communication.

-   *Managing Telecommuting* - explaining the role of the manager in a
    telecommuting environment and the importance of managing by
    objectives; measuring overall performance and useful techniques for
    team building.

**Availability and Delivery**

-   Employees telecommuting on an expanded and/or full-time basis and
    their managers are expected to complete the course.

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-   The training will be offered on-line in a virtual classroom
    environment.

-   Students have the flexibility to take the lesson anytime during the
    day.

-   The vendor will contact you several days before class begins to
    provide instructions for accessing the course.

-   Sessions will be limited to groups of 16 per session and will be
    coordinated through each functional training coordinator.

-   Training classes will take place beginning August 20 and run through

September 28, 2001.

-   Training will consist of approximately a 1-hour lesson per day over
    one workweek.

-   A Certificate of Completion will be provided to each participant
    upon successful completion of the training. This Certificate should
    be filed in the employee\'s Drop File.

GETTING CONNECTED AT HIGH SPEED

Broadband connection services provide high-speed data connections to the
Internet over telephone or cable. The TIGTA Virtual Private Network
(VPN) is accessed by users from home using, predominantly, a broadband
connection. There are three types of broadband connections approved for
use by TIGTA. All three have been tested and work. We recommend them in
the following order.

**DSL** - Digital Subscriber Line (DSL) high-speed Internet connection
that provides speed at varying levels. DSL service can be purchased from
your local telephone company or from several Internet Service Providers.

**Cable Modem** -- High-speed connection using your local cable
company\'s cable network.

**IDSL** -- Variation of DSL using slower speeds. It has been tested, is
reliable, but is more expensive than DSL because it requires the use of
a digital telephone line.

No other broadband services are approved for use by TIGTA employees
participating in VRS.

**Preferred Solutions and Research Tips**

Each employee needs to research in his or her area to determine which of
these broadband solutions is available. [We recommend a bandwidth
capacity of 256Kbps up and 768Kbps down for an optimal VRS experience.
The bare minimum bandwidth capacity that should ever be installed is
128Kbps up and 144Kbps down.]{.underline}

You should ask each vendor the following questions when you are looking
for broadband services:

1.  **Can I get your service at my residence?**

2.  **What upstream and downstream speeds can I get, and what are the
    associated costs?** (Remember we are looking for 256Kbps up and
    768Kbps down)

3.  **Can you provide me with a broadband modem with an Ethernet (RJ-45)
    interface?** ([The answer must be yes]{.underline}) Universal Serial
    Bus (USB) interface modems will not work.

4.  **Does your network support the IPSEC protocol?** ([The answer must
    be yes]{.underline}) You will not be able to connect to the TIGTA
    network unless your broadband service vendor supports the IPSEC
    protocol.

5.  **Do you have a self-installation kit for your service?** (Choose
    the self-installation kit, if it is available) Many providers now
    offer a self-installation kit for their broadband service. This
    means that all of the equipment and software necessary to install
    your broadband service will be shipped directly to your house. OIT
    personnel will assist you with the installation. This installation
    method can get your broadband service installed much quicker than
    waiting on a technician from your broadband service provider to
    perform the installation.

When you are finished researching and are ready to purchase broadband
services from a particular vendor, call the vendor and schedule the
installation. The installation scheduling will be dependent on the
vendor. Please schedule the installation between the hours of 8:00 AM to
5 PM, Eastern, on a normal workday, so that OIT can assist with the
installation. On the day of installation, the applicable checklist for
DSL, IDSL, or cable modem will be used to collect detailed information
necessary to perform your service installation.

TIGTA will reimburse the installation cost of the service and up to half
of the recurring charges if you are in expanded or full VRS modes.
**[You must get approval from Dan Devlin, Director, Strategic
Development, for recurring charges that will exceed \$100 per
month.]{.underline}**

Good places to start your research are with you local telephone company
for DSL and IDSL and with your local cable company for cable modem
service. You can also do research online at the DSL Reports web site at
[www.dslreports.com](http://www.dslreports.com/). The DSL Reports web
site also has lots of information on the different broadband services
that are available. Click on the \"Find Service\" link to see what kind
of DSL service is available in your area.

Your vendor will provide the hardware and software for the broadband
connection; however, the TIGTA IT staff will install software and make
any changes required on your government laptop computer.

**[DO NOT allow vendors to install software or change the settings on
these computers.]{.underline}**

**[DO NOT attempt to use a self-installation kit to install software or
change the settings on these computers without OIT
assistance.]{.underline}**

**TIMEFRAMES:**

It can take several weeks from the time you order your broadband
services to the time the vendor will actually arrive at your home for
the installation. This varies from vendor to vendor and by technology
type (DSL, cable modem, etc.) and geographical area.

After you have **scheduled the vendor installation**, please notify the
IT staff by completing a HELPDESK TICKET and include --

-   Name of vendor(s) and type of service

-   Date of scheduled installation at your home (and approximate time)

-   Telephone number of service provider technical support

The Helpdesk will determine if the VPN software is installed on your
desktop. If not, you will be asked to bring the unit into the office for
software installation.

NOTE: With the new laptops scheduled for deployment in late summer, the
VPN software will be pre-installed on everyone\'s desktop.

Request a digital certificate from the TIGTA IT Security Staff by
completing an electronic Form 5081 (attached). A digital certificate is
the electronic equivalent of a drivers license or government
credentials. The digital certificate is used by the VPN software as a
form of electronic identification on the TIGTA network. The VPN software
will not work without a valid, TIGTA-issue, digital certificate.

Once issued it is good for only 15 days.

To request your digital certificate, complete the following steps.

-   Complete the form and have immediate supervisor approve it

-   Transmit the form via email to Gino Talbot, IT Security Staff

The TIGTA Security staff will not issue your certificate until on or
after your actual installation date. **[One exception]{.underline}** -
If you are going to use the VPN for remote dial up access prior to the
installation of your broadband service, Form 5081 is required.

On the **day of vendor installation:**

-   Call the Helpdesk Hotline (1-877-570-5094) when the technician
    arrives

-   An OIT employee will help answer questions and fill out the
    appropriate checklist with the service provider technician.

-   You will be established as a Local Administrator on your laptop
    computer to assist in this installation over the telephone with an
    IT Staff administrator.

Attached are two information sheets, one for DSL and IDSL type
installations and one for cable modem. Please keep these information
sheets handy, as they need to be filled out on the day of installation.
Also note, that you will be assigned a TIGTA OIT POC to help you through
the installation process. That name will be provided prior to your
installation date.

Any questions, please contact the TIGTA Helpdesk.

CABLE MODEM INFORMATION SHEET

**FOR VPN BROADBAND USERS**

**NAME:
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

# VENDOR: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

# IP ADDRESSING: STATIC \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ DHCP \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**IF STATIC ADDRESSING:**

**IP ADDRESS:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**SUBNET MASK:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**DEFAULT GATEWAY: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**DNS SERVERS:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**MAKE & MODEL OF CABLE
MODEM:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**TECHNICAL SUPPORT PHONE NUMBER(S):
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ CLIENT NAME:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**DOMAIN NAME: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

DSL/IDSL INFORMATION SHEET

**FOR VPN BROADBAND USERS**

**NAME:
[\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_]{.underline}**

# TYPE OF SERVICE: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

# VENDOR: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

# IP ADDRESSING: STATIC \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ DHCP \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**IF STATIC ADDRESSING:**

**IP ADDRESS:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**SUBNET MASK:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**DEFAULT GATEWAY: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**DNS SERVERS:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**ISP:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**USERNAME:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**PASSWORD:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**PROTOCOL REQUIRED (other than TCP/IP):
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**TYPE & MODEL OF DSL/IDSL
MODEM:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**TECHNICAL SUPPORT PHONE NUMBER(S):
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

GLOSSARY OF TERMS

# Bandwidth

-   A general measurement that refers to the amount of information that
    can pass through a network circuit at any given time.

**Cable Modem**

-   A high-speed connection using your local cable company\'s network.

**DHCP**

-   Dynamic Host Control Protocol -- This technology automatically
    assigns Internet Protocol (IP) addresses to computers that are
    connected to a network. Computers use Internet Protocol addresses to
    send data between each other.

# Domain Name Server (DNS) Addresses

-   Domain Name Servers translate numeric IP addresses to easily
    remembered names. For example, the IP address 123.345.123.95 could
    be mapped on a DNS server to the web site named "MyWebSite.Com". It
    is obviously much easier to remember the name of a web site, rather
    than the numeric address.

**Downstream speed (download)**

-   The bandwidth capacity that is available to download something into
    your local computer.

**DSL**

-   Digital Subscriber Line (DSL) high-speed Internet connection that
    provides speed at varying levels. DSL service can be purchased from
    your local telephone company or from several Internet Service
    Providers. This technology uses telephone lines to transmit your
    data. The distance between your house and your telephone company\'s
    central office determines the speed of your connection. DSL is not
    available if your home is more than 18,000 feet from the telephone
    company central office. It has been tested and is reliable for the
    TIGTA VPN architecture.

# Ethernet Interface

-   A type of computer connection that is used to create a network of
    computers. This is the standard that TIGTA uses on our entire
    network. An Ethernet interface is also referred to as an RJ-45
    interface.

**IDSL**

-   A variation of DSL using lesser speeds (128Kbps up and 128Kbps
    down). This is the only kind of DSL service that is available once
    you start getting close to the 18,000 feet distance threshold. It
    has been tested and is reliable for the TIGTA VPN architecture.

**IPSEC Protocol**

-   A data transmission technology that allows data to pass securely
    between public and private networks, i.e., Internet and TIGTA VPN

**ISDN**

-   A digital telephone line connection that provides 128Kbps speed up
    and down. ISDN is an older technology that is being phased-out.

# Linksys Device

-   A device that connects your computer to your DSL or cable modem. OIT
    personnel will configure this device using information that is
    collected from your broadband services vendor.

**Microwave Satellite**

-   A wireless Internet connection that uses satellite-broadcasting
    equipment to transmit data.

**Point-to-Point Protocol over Ethernet (PPPoE)**

-   PPPoE (Point-to-Point Protocol over Ethernet) is a method that DSL
    providers use to limit access to their network to bona fide
    customers. Each customer is assigned a login and password to access
    the DSL network. In order for VRS personnel to activate their DSL
    service, the PPPoE protocol must be configured on the Linksys
    device.

**Private Network**

-   A network of private leased lines and computers that are dedicated
    for a particular organization's use. The general public does not
    have access to the network. The TIGTA network is a private network.

# 

# Public Network

-   A network that is open to the general public. Examples of public
    networks are the Internet, long distance telephone, local telephone,
    etc.

# Remote Access VPN

-   The VPN system that TIGTA uses which permits secure, encrypted
    connections between mobile or remote users and the corporate network
    via a third-party network, such as an Internet service provider.

**Static IP Addressing**

-   Some vendors elect to assign permanent, or static, IP addresses to
    the machines on their network, rather than administer these using
    DHCP. In this case, the vendor will provide 4 items, including the
    IP address assigned to your machine, a subnet mask for their
    network, default gateway for their network, and domain name server
    addresses.

**Universal Serial Bus (USB)**

-   A type of computer connection that is used to attach different kinds
    of peripheral devices, such as printers, modems, cd-writers, etc.
    USB interfaces are not supported on the TIGTA network.

**Upstream speed (upload)**

-   The bandwidth capacity available when you are sending information
    from your computer to the server.

# 

# Virtual Private Network 

-   Virtual Private Networks (VPN's) use advanced encryption technology
    to establish secure, end-to-end, private network connections over
    third-party networks, such as the Internet or extranets. VPN's
    provide the highest level of security using advanced encryption and
    authentication protocols that protect data from unauthorized access.
    A VPN allows mobile workers, telecommuters and day extenders to take
    advantage of high-speed, broadband connectivity, such as DSL and
    Cable, when gaining access to their corporate networks, providing
    workers significant flexibility and efficiency. VPN connections can
    also be established over dial up modem lines.

**REIMBURSEMENT FOR TELECOMMUNICATION EXPENSES**

The reimbursement procedures below are the same for everyone regardless
of the level of participation (Expanded or Full) in TIGTA\'s VRS
Program. Employees will be reimbursed at the conclusion of every
six-month period. The employee is responsible for immediately
discontinuing all services if he/she stops participating in the program.

Effective October 1, 2001, employees who were in the pilot program, who
plan to continue participating in the program (at the expanded or full
level) and are currently receiving DSL service will need to contact
their vendor and make arrangements to have the service charged to their
residence. Credit card holders, who are currently paying for the DSL
service with their small purchase card, should contact the vendor to
cancel the service. To avoid interruption of service, the credit card
holder and employee should coordinate their efforts.

**[Obtaining High Speed Data Installation / Service]{.underline}**

-   Contingent upon your home location, contact your local Cable Company
    or DSL provider to obtain high-speed data service.

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-   If you plan to obtain cable modem service, ask your cable company if
    they can provide you with a separate monthly statement just for the
    cable modem service. Not all companies will provide a separate
    billing.

**[Reimbursement for High Speed Data Installation /
Service]{.underline}**

**[(50% Reimbursement- Expanded or Full Participation)]{.underline}**

-   If your cable company has provided separate monthly billing or you
    chose to obtain DSL service, simply make copies of the bills and
    forward them as a package to the address shown on the next page
    every six months.

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-   If, however, your cable company has not provided separate monthly
    billings, you need to place a check mark next to the expense line
    item(s) on your bills that directly relate to the cable modem
    service. Make copies of the marked bills and forward them as a
    package to the address shown on the next page every six months.

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-   Complete SF 1034, \"Public Voucher for Purchases and Services,\" and
    include it with copies of the billing statements for reimbursement.
    The SF 1034 should be for reimbursement for the prior six months of
    service. A sample completed form for your reference, and a blank
    form from which additional copies can be made are found under the
    Forms section of this guide.

Mail Form 1034, with copies of the monthly billings, to the following
address:

> Treasury Inspector General for Tax Administration
>
> Attention: Carolyn Smith IG:MS:PI:F, Rm 700A
>
> 1125 15^th^ Street NW
>
> Washington, DC 20005

**[Second Phone Line Installation / Monthly Service /
Reimbursement]{.underline}**

**[(100% Reimbursement- Full Participation Only)]{.underline}**

-   Follow the same procedures as described above for obtaining cable
    modem service and receiving billing reimbursement.

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-   The bills for the prior six months are to be included on the same SF
    1034 as the DSL/Modem reimbursement requests and should cover the
    same period of time.

**PURCHASING APPROVED INCIDENTALS**

TIGTA will not provide an office suite of furniture for your home or
alternate work location. There are, however, a couple of items that will
be required, dependent upon the employee\'s level of participation.
Those items, with instructions for their purchase, are listed below.

**[Printer (Expanded or Full Participation Only)]{.underline}**

-   OIT will be responsible for the purchase of all printers for the VRS
    program. The printers will be delivered to the appropriate office
    location for employees to arrange transportation to their homes.

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-   Should assistance be needed in hooking up the printer to your
    laptop, contact an OIT representative by placing a Help Desk request
    for assistance.

**[Locking File Cabinet (Full Participation Only)]{.underline}**

-   For the purchase of a file cabinet, the maximum dollar allowance
    that TIGTA will provide is \$200.00.

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-   The cabinet specifications are as follows:

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-   Metal on all sides;

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-   Locks for all drawers;

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-   Stationary; (i.e. not on rollers or casters); and

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-   Black or neutral in color.

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-   The cabinets may be purchased at any local store or by supply
    catalog. Cabinets in the Corporate Express and Office Depot catalogs
    meet the above criteria.

-   Once a file cabinet is selected, the employee should contact his/her
    small purchase credit card holder and provide him/her with the
    information needed to make the purchase (catalog name, item number,
    page number, etc,).

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-   When placing the order, the cardholder should provide the clerk with
    the name of the person that will be picking up the cabinet.

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-   For **local purchases** (Staples, Wal-Mart, etc.) the employee is
    responsible for picking up the cabinet and any assembly, if
    required.

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-   For **catalogs** or stores that deliver, the cardholder should
    provide the employee\'s name and home address. There may be a small
    delivery fee.

Note: Corporate Express will only deliver to the order points currently
in place and will not deliver to an employee\'s home address. If using
Corporate Express, therefore, the employee will need to make the
necessary arrangements for picking up the cabinet.

-   Should the employee leave TIGTA or stop participating in the VRS
    program, for whatever reason, the employee must return the file
    cabinet to the nearest TIGTA office. These cabinets remain TIGTA
    property. They will be made available to other VRS participants as
    they enter the program.

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-   The accounting string on which to charge the cabinets is as follows:

> 01-0119-0390-8005-8005-18-3192

**TELECOMMUTER\'S WORK PRODUCTS**

Telecommuters often worry that managers and co-workers will think they
are not working as hard or being as productive as employees in the
office. Because of this perception, telecommuters will need to:

-   Be diligent in identifying measurable tasks and deadlines with their
    supervisors and meeting those deadlines.

-   Ensure that their work is discussed in staff meetings or other
    forums.

-   Communicate regularly with managers and co-workers.

-   Exercise diligence in progress reporting.

In some cases, telecommuters will need to refine their skills and
methods of progress reporting. Telecommuters\' work products and/or
detailed progress notes (either written or verbal) should be the
indicators that they are working according to agreed upon expectations.
Telecommuters will need to begin marketing their work.

Remember telecommuters and their managers should focus on the quality,
quantity and timeliness of the work products.

**LEAVE AND ATTENDANCE**

Employees should understand the procedures for requesting leave and
reporting their time and attendance. The information contained below is
to be used as a guide, and is in no way a substitute for the guidelines
developed in the TIGTA Operations Manual and applicable personnel policy
guidelines.

**Definitions:**

*Core Hours* - The hours during the workday that are within the tour of
duty during which the employee covered by a flexible work schedule must
be present for work or on approved leave. For TIGTA employees core hours
are 9:30 a.m. through 2:30 p.m.

*Compressed Work Schedule* (CWS) - An alternative work schedule
available to TIGTA employees. CWS available to TIGTA employees are 5/4/9
or 4/10.

*Full Time* *Tour of Duty* - The basic workweek for employees in a pay
status, to include holidays and/or leave.

*Part Time* *Work Schedule* - A scheduled tour of duty of 16 to 32 hours
per week.

*Sick Leave* - Leave used for when the employee is physically
incapacitated or unable to work in accordance with applicable TIGTA
policies, practices, laws and regulations.

*Tour of Duty* - The hours of a day (a daily tour of duty) and the days
of an administrative workweek (a weekly tour of duty) scheduled in
advance and during which an employee must perform work on a regular
recurring basis.

**Establishment of the Workweek:**

-   The administrative workweek for TIGTA is Sunday through Saturday,
    with the basic workweek being Monday through Friday.

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-   An employee\'s workweek need not be changed due to participation in
    VRS.

**Establishment of Work Schedules:**

-   The daily standard tour of duty for a full-time employee shall
    consist of 8 working hours, worked continuously except for an unpaid
    lunch period.

-   Participant work schedules must adhere to office work schedules
    (business hours) and core hours.

-   Adjustment of work schedules for educational purposes is authorized
    per regulations contained in the TIGTA Policy Manual on Leave and
    Attendance.

-   Assignments to standard tours of duty are to be recorded on the time
    sheet.

-   Adjustment to work schedules for religious observances will be in
    accordance with applicable TIGTA guidelines and policies.

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-   Compressed work schedules, at management\'s discretion, are
    available to participating employees.

**Leave:**

-   Leave should be requested and approved in accordance with existing
    policies, practices, laws and regulations.

-   Employee will use either a SF-71 or other approved document (for
    example e-mail message) to request leave.

-   Managers decide when annual leave may be taken, consistent with
    applicable rules, regulations and TIGTA policy. This decision is
    made considering the needs of TIGTA and the employee.

-   An employee requesting sick leave shall notify the manager as early
    as practicable, but no later than 9:30 a.m. on the day for which
    leave is requested.

-   Employees participating in VRS may be advanced sick leave in
    accordance with applicable regulations and TIGTA policy.

-   The granting of Leave Without Pay (LWOP) is a matter of management
    discretion.

-   Employees who are absent from duty without authorization are
    considered to be Absent Without Leave (AWOL) until leave is
    requested and a decision is made by the manager in accordance with
    applicable regulations and policies.

**Attendance:**

-   All employees, regardless of participation in VRS, shall use the
    standard Time and Attendance form (or what is currently being used
    in their function).

-   The Time and Attendance form shall be routed electronically to the
    manager with the employee\'s signature affixed in the appropriate
    area, or sent via facsimile to the manager for submission to the
    timekeeper.

-   For purposes of certifying time and attendance, the employee may use
    an electronic signature.

-   In lieu of an electronic signature for certification purposes, the
    transmission e-mail from the employee documenting the date, time and
    originator may be attached to the timesheet.

**HOW TO WORK WITH YOUR MANAGER TO ENSURE SUCCESS**

Telecommuting arrangements must include a written agreement between the
manager and the telecommuter, which outlines organizational policies and
logistics for telecommuting. This agreement will address, among other
matters, the time period for participating in the program, the official
and alternate duty stations, the hours of work, timekeeping procedures,
the work assignments and reporting requirements.

In addition to a work agreement, managers and telecommuters should
establish performance goals and objectives or progress reporting
procedures and associated expectations with specific timetables and
deadlines clearly spelled out before starting the telecommuting
arrangement. Any additional work procedures specific to the
telecommuter\'s office should also be spelled out. The level of detail
in these procedures and expectations depends on factors such as the
manager\'s style of supervision, the telecommuter\'s style of
communication, the job requirements and organizational needs.

Remember, telecommuting is not a right, but a privilege. It may be
terminated by either the employee or the manager at any time.

**MYTHS AND MISPERCEPTIONS**

Even after considering all the previously addressed issues, questions
and misperceptions about telecommuting may linger. The following are
some of the most commonly shared myths about telecommuting and the
responses to these misperceptions.

***MYTH \# 1 There is no way to judge if telecommuters are really
working. They could be taking the day off.***

The employee\'s completed work products or progress reports are the
indicators that he/she is working. Managers of telecommuters should
focus on the quality, quantity and timeliness of work products. Managers
should manage by results, rather than by observation. For those whose
results are difficult to define using traditional performance
measurements, performance expectations may be developed and refined
through systematic progress reporting by the telecommuter. The manager
and the employee should establish goals and objectives together.

***MYTH \# 2 Employees work less if they work unsupervised.***

Survey results show marked improvements in productivity, often because
employees have fewer distractions and interruptions and are less
stressed due to the absence of a commute to work. Employees who have
demonstrated their commitment to work at the traditional office
typically exhibit the same or a greater level of commitment at the
alternate work site. In fact, as opposed to working less, the reported
tendency is for telecommuters to work much more, sometimes to the point
of becoming a workaholic.

***MYTH \# 3 Social interaction cannot be maintained between
telecommuters and their colleagues.***

There are many techniques for overcoming feelings of isolation,
including telecommuting for only a portion of the workweek, core days in
the office and regular communication by telephone, voice mail or other
communications media. Telecommuters should be included in all scheduled
meetings and events and should receive all office correspondence.

***MYTH \# 4 I won\'t be able to reach my employees when I need them.
What if a crisis comes up?***

Managers can set the hours that employees are available by telephone or
require telecommuters to call in at specified times. As for crisis
situations, ask yourself: When a crisis happens now, is everyone
available? Some people are out sick, some are on travel and some are
off-site in meetings. With a successful telecommuting program, managers
know where employees are and can usually reach them by telephone. Many
managers say the planning that goes into telecommuting eliminates some
of the crisis management entirely.

***MYTH \# 5 Our office requires a relatively formal structure.
Telecommuting is too unstructured for such an environment.***

Telecommuting is flexible, but that does not equate to unstructured.
Managers often use a Telecommuter Agreement to spell out what is
expected of an employee, and supervisors and telecommuters agree on
tasks and due dates.

***MYTH \# 6 Telecommuting is a nice, simple solution for the issues my
organization faces.***

Any successful telecommuting program recognizes that telecommuting is
just one tool organizations and managers can use to help solve the
complex problems facing today\'s government organizations. Telecommuting
should not be seen as a panacea for social difficulties or as a dumping
ground for non-performers.

***MYTH \# 7 Supervisors should feel grateful to be able to participate
in a telecommuting program.***

Supervisors and managers often view telecommuting as a favor they can do
for their employees, without any consideration for the tremendous
benefits they gain from a telecommuting arrangement. In terms of
productivity, flexible work arrangements allow participants and their
organizations to take greater advantage of employee productivity peaks.

In fact, telecommuting should not be seen as a benefit or a reward, but
rather as one human resources work option. Making it appear as a benefit
or reward may have the effect of creating unnecessary resentment in the
office.

**TREASURY INSPECTOR GENERAL FOR TAX ADMINISTRATION**

**VIRTUAL RESOURCE SOLUTION**

**PROGRAM POLICY**

**[POLICY]{.underline}**

It is the policy of the Treasury Inspector General for Tax
Administration (TIGTA) to offer teleworking, also known as Virtual
Resource Solution (VRS), at an alternative worksite as an effective way
to meet TIGTA and employee needs.

**[APPLICABILITY]{.underline}**

This policy applies to all TIGTA employees whose annual performance
appraisal rate is \"Pass,\" are not in a temporary, trainee or
probationary period, and have executed a telework agreement.

**[DEFINITIONS]{.underline}**

*Alternative worksite* - The location where the employee may conduct
business, whether it be a home office or customer location.

*Designated office* - The employee\'s usual and customary work address,
also known as official post of duty or regular office.

*Episodic Participation -* Participation in VRS is dependent upon the
needs of the worker and the demands of the work. This is a task-based
arrangement. The employee works on a particular task from an alternate
worksite.

*Expanded Participation -* Employee participation in VRS for a majority
of the workweek, either 2 or 3 days per week under a set schedule.

*Full Participation -* The employee works full time (4 - 5 days per
week) at an alternative worksite, only coming into the office at the
request of his or her manager and for a specific purpose.

*Limited Participation -* The employee works 1 day per week at an
alternative worksite under a set schedule.

*Teleworking* - also called *Telecommuting* - The practice of working
from a remote workplace, such as the home, instead of commuting to a
designated office.

*Teleworking Schedule* - Teleworking is a flexible deployment of staff
to meet TIGTA and employee needs. Telework may occur on a regular
schedule (one or more set days each week) or on an episodic or
intermittent basis.

*Virtual Office* - Employees working in the field work from their
vehicle or various non-fixed locations. Communication with the
designated office is generally by telephone, laptop computer, fax
machine and/or other communication device.

**[EVALUATION CONSIDERATION]{.underline}**

The employee and his/her supervisor will work together to determine
whether it is appropriate for the employee to participate in a telework
arrangement. In making this determination, they shall consider the
following:

-   The employee\'s desire to telework;

-   The employee\'s characteristics, job knowledge, skills and work
    history;

-   The work to be performed;

-   The availability of tools necessary to successfully perform the
    work;

-   The security of Government information and equipment;

-   The ability to manage work hours and employee expenses; and

-   Scheduling issues.

**[TELEWORK AGREEMENT]{.underline}**

Teleworking is a management option, not an employee right. It is a
privilege extended to employees as a voluntary option with the clear
understanding that every job may not be appropriate for remote work.
This is a voluntary program for both TIGTA and the employee and may be
unilaterally terminated by either party.

A formal agreement must be signed by both parties prior to
participation. A copy of the agreement must be filed in the employee\'s
EPF, with a copy offered to the employee. The telework agreement covers
such items as the voluntary nature of the arrangement; if episodic
participation, the length of telework assignment; hours and days of duty
for each worksite; responsibilities for timekeeping, leave approval, and
requests for overtime and/or compensatory time; performance
requirements; and proper use and safeguard of Government property and
records. The manager should discuss requirements and expectations with
the employee prior to the approval of the agreement.

**[TRAINING]{.underline}**

Participants in VRS, their managers, and other involved staff must
participate in a specialized telework training program before the
participants can begin to work from alternate worksites. A Certificate
of Completion will be issued to the employee upon successfully
completing the class; a copy should be provided to the manager.

The training will be provided by a vendor who specializes in delivering
on-line or virtual classroom training and has subject expertise. The
basic training course will be approximately five (5) hours in duration,
including a 1-hour introductory lesson. The remaining four hours can be
taken at the student\'s discretion during a pre-scheduled timeframe.
Participants should expect to spend one hour per lesson and will have
the flexibility to take the lesson any time during the day. Instructors
will be available to monitor student discussions and assignments daily.

**[AUTHORIZED EXPENSES]{.underline}**

Executives or their designees are authorized to approve, following
established TIGTA procedures and guidelines, expenditures for
communication devices (to include charges for high speed
telecommunications or second phone line/phone), computer peripherals,
and office supplies needed by teleworkers at their alternate worksite
based on need and available funding. Specifically, the following
equipment and service expenditures are authorized based on the
employee\'s level of participation:

+-------------------------------+--------------------------------------+
| Episodic or limited           | No expenditure is authorized for     |
|                               | equipment, phone or high-            |
|                               |                                      |
|                               | speed Internet service.              |
+-------------------------------+--------------------------------------+
| Expanded                      | Printer\                             |
|                               | 50% of installation and monthly cost |
|                               | of high-speed Internet service       |
+-------------------------------+--------------------------------------+
| Full                          | Locking File Cabinet\                |
|                               | Second phone line (no cell phone)    |
|                               |                                      |
|                               | 100% of installation and monthly     |
|                               | phone service cost\                  |
|                               | Printer\                             |
|                               | 50% of the installation and monthly  |
|                               | cost of high-speed Internet service. |
+-------------------------------+--------------------------------------+

**[COMPUTER EQUIPMENT AND SOFTWARE]{.underline}**

Government-owned property may be used by employees in their private
residence consistent with the TIGTA Limited Personal Use Policy (TIGTA
#01-17). The Government retains ownership and control of equipment
provided the employee for use at the alternate worksite, and is
responsible for its maintenance, repair and replacement. However, the
employee may be held financially liable if the equipment is lost, stolen
or damaged because of the employee\'s (or the employee\'s family
member\'s) negligence, misuse or abuse. Transfer of the equipment and
software between the official duty station and the alternative worksite
is the responsibility of the employee.

**[TIME AND ATTENDANCE]{.underline}**

**General:**

Work time away from the office will vary depending upon individual
arrangements between employees and their supervisors. Supervisors and
employees should mutually agree on days the employee will be in the
designated office or official duty station. The frequency with which the
employee will check and respond to e-mail and voice mail messages should
be discussed and agreed upon prior to the employee's participation in
VRS.

Fixed work schedules should identify the days and times employees will
work in each work setting. Work schedules should be in compliance with
TIGTA policy to ensure that employees are available during core hours.
(Use of compressed work schedules is available consistent with TIGTA
policy and supervisory approval).

Employees and managers should ensure that work-at-home situations do not
adversely affect customers, clients and TIGTA mission goals. This policy
document does not void other TIGTA policies that set availability
standards.

**Leave:**

Annual leave, sick leave, leave without pay, or other leave options must
be requested and approved in accordance with existing TIGTA policy and
practices and applicable laws and regulations.

**Certification of Time and Attendance:**

Proper monitoring and certification of employee work time is essential
for the successful implementation of the VRS program. Supervisors shall
report time and attendance to ensure that employees are paid only for
work performed, and that absences from scheduled tours of duty are
accounted for correctly. Federal policies and procedures governing
certification of time and attendance require principle offices with
employees working at remote locations to provide reasonable assurance
that they are working when scheduled.

**Administrative Leave, Dismissals, Emergency Closings:**

Although a variety of circumstances may affect individual situations,
the principles governing administrative leave, dismissals and closings
remain the same for VRS participants and non-participants. The ability
to conduct work (and the nature of any impediments) whether at home or
at the office determines when an employee may be administratively
excused from duty. For example, if the employee is working at home and
the official duty station closes, the employee is expected to continue
working. However, if for any reason beyond the control of the employee
he/she cannot perform the work at home (such as a power failure or
natural disaster), the supervisor has the option of granting
administrative leave, consistent with TIGTA policy. When the employee
knows in advance of a situation that would preclude working at home, the
employee should schedule an alternate site, time in the office or leave.

**[FAIR LABOR STANDARDS ACT (FLSA)]{.underline}**

The existing rules in 5 U.S.C section 5542 and FLSA governing overtime
apply to VRS participants.

**Injuries, Continuation of Pay and Workers\' Compensation:**

VRS participants are covered by the Federal Employees Compensation Act
if injured in the course of actually performing official duties at the
regular office or alternative duty station.

**Pay:**

*Duty Station* - for pay purposes, the official duty station is the
employee\'s regular office and will not change with participation in
VRS.

*Special Salary Rates* - The employee\'s official duty station serves as
the basis for determining special salary rates and travel originations.

*Premium Pay* - The normal rules apply for night differential, Sunday
and holiday pay whether work is accomplished at the official duty
station or the alternative worksite. Official work schedules determine
employees' entitlement to premium pay.

**[FACILITIES]{.underline}**

**Home Office Space:**

VRS participants working at home must have a designated workspace or
workstation for performance of work. Requirements will vary depending on
the nature of the work and equipment provided. Failure to maintain a
safe work environment is grounds for terminating participation in the
program. Participants will be required to complete a home
safety/security checklist.

Unless otherwise agreed to, a minimum of 48 hours advance notice shall
be given before management may inspect the employee\'s home worksite.
Such inspections may be conducted at periodic intervals during the
employee\'s normal working hours to ensure proper maintenance and
operation of Government-owned property, to ensure compliance with the
Safety/Security Checklist and/or for other legitimate purposes.

**Home Utility Expenses:**

TIGTA will not pay home utility costs associated with working from home.
Combined savings to the employee resulting from reduced commuting,
meals, clothing, etc., expenses should offset any incidental increases
in home utility expenses. Exceptions apply only where the personal
expense directly benefits the Government, such as business-related long
distance telephone calls from the employee\'s personal telephone.

**Telephone Service:**

TIGTA will use appropriated funds to pay for all or part of the
telecommunication service charges depending upon the level of the
employee\'s participation in the program. Costs associated with the
installation of a second telephone line or high-speed telecommunications
service will be reimbursed according to the specifications cited earlier
under the section entitled \"Authorized Expenses.\"

**[COMPUTER SECURITY REQUIREMENTS]{.underline}**

Only hardware/software configurations provided by TIGTA\'s Office of
Information Technology (OIT) or approved by OIT (as in the case of
high-speed telecommunications) for the alternate worksite shall be
installed. Under no circumstances shall the employee be allowed to add
non-agency owned or unauthorized hardware or software to the
workstation. No personally owned computers or software shall be used for
processing classified or sensitive but unclassified information without
the approval of the OIT staff.

Additionally, employees shall comply with organizational security
procedures described in TIGTA\'s Information Technology Systems Security
Policy (ITSSP), and ensure adequate security measures are in place to
protect equipment from being accessed by unauthorized individuals. OIT
staff will ensure that all TIGTA equipment being used for this program
meets the security requirements for sensitive TIGTA IT systems described
in the ITSSP.

**[PRIVACY ACT AND SENSITIVE DATA]{.underline}**

Access to sensitive materials must be consistent with regulations on
Production or Disclosure of Information or Materials (34 CFR Parts 5 and
5b and FOIA and the Privacy Act 5 U.S.C sections 552 and 552a and 26
U.S.C section 6103). Employees participating in VRS agree to secure all
sensitive but unclassified material in a locked container (e.g., file
cabinet, brief case, etc.). Classified and highly sensitive material
(e.g., grand jury material) shall not be taken to an alternative
worksite.

**[DEPENDENT CARE COSTS]{.underline}**

This program is not intended to reduce dependent care costs or serve as
a substitute for child care, day care, elder care, or any other type of
dependent care. Employees are to treat work hours as if they were at
their official duty station giving full attention to their work duties.

**[TAX BENEFITS]{.underline}**

An employee who uses a portion of his or her home for the benefit of the
Government will be subject to current tax regulations and benefits.
However, employees should consult their tax advisors or the Internal
Revenue Service for information on Federal tax laws and interpretations
that address their specific circumstances.

**[EVALUATION]{.underline}**

Evaluation of this program is critical to determining the best means of
conducting an alternative work arrangement. To make this determination,
an evaluation of the program will be completed after six-months. This
evaluation will be comprised of the employees\' and supervisors\'
overall perceptions on the impact and benefits of the Telework
arrangement.

The success of the Telework program will be determined by assessing
whether goals are being met, levels of production and service to
customers remain stable or improve, and whether costs and other benefits
remain stable or decrease for the employee and TIGTA.

TIGTA \# 01-17

MEMORANDUM FOR ALL TIGTA EMPLOYEES

> ![](media/image1.png){width="1.6090277777777777in" height="0.28125in"}

FROM: David C. Williams

Inspector General

SUBJECT: Personal Use of Government Office Equipment Including
Information Technology

1\. PURPOSE. This memorandum defines acceptable personal use of
government office equipment, including information technology (IT) by
TIGTA employees.

2\. SCOPE. This memorandum applies to all functions within TIGTA. This
policy applies to all TIGTA employees, including detailees, temporary
employees, and interns performing work for TIGTA (hereafter called
employees), whether the employee is working in a government-designated
office, traveling, or working from home or other remote site on behalf
of TIGTA.

3\. POLICY. It is the policy of TIGTA to:

a\. allow employees the privilege to use government office equipment,
including IT, for non-government purposes when such use involves minimal
additional expense to the government and does not overburden any of
TIGTA's information resources;

b\. permit limited personal use to employees during non-work time for
reasonable duration and frequency of use;

c\. grant use that does not adversely affect the performance of official
duties or interfere with the mission or operation of the Agency; and

d\. authorize use that does not violate the Office of Government Ethics
(OGE) Standards of Ethical Conduct for Employees of the Executive Branch
found at 5 Code of Federal Regulations (CFR) Part 2635, the Supplemental
Standards of Ethical Conduct for Employees of the Treasury Department
found at 5 CFR Part 3101, the Department of the Treasury Employee Rules
of Conduct found at 31 CFR Part 0, and the TIGTA Operations Manual,
chapter (700)-30, Ethics.

The personal use of government office equipment including IT resources
requires responsible judgment, supervisory discretion and compliance
with applicable laws and regulations. See Appendix A for specific
guidance applicable to this policy. Employees must be aware of IT
security issues which are addressed in the Department of the Treasury
Security Manual, TD P 71-10

(http:/Intranet.cio.treas.gov/sites/cio/mag3/securityfs.htm), TIGTA
Operations Manual, chapter (500)-70, and other privacy concerns.

4\. DEFINITIONS.

a\. "Employee non-work time" means times when the employee is not
otherwise expected to be addressing official business. Employees may,
for example, use government office equipment during their own off-duty
hours such as before or after a workday (subject to local office hours),
lunch periods, authorized breaks, or weekends or holidays (if their duty
station is normally available at such times).

b\. "Government office equipment including IT" includes but is not
limited to: personal computers and related peripheral equipment and
software, library resources, telephone services, facsimile machines,
photocopiers, office supplies, Internet connectivity and access to
Internet services, and e-mail, but does not include the use of franked
or official envelopes, mailing labels, or endorsements authorized by
law.

c\. "IT" means any equipment or interconnected system or subsystem of
equipment that is used in the automatic acquisition, storage,
manipulation, management, movement control, display, switching,
interchange, transmission, or reception of data or information.

## d. "Minimal additional expense" means that an employee's limited personal use of government office equipment is limited to those situations where the government is already providing equipment or services and the employee's use of such equipment or services will not result in any additional expense to the government or the use will result in only normal wear and tear, or the use of small amounts of electricity, ink, toner or paper. Examples of minimal additional expenses include making a few photocopies, using a computer printer to print out a few pages of material, making occasional brief personal phone calls (consistent with Department of Treasury policy and 41 CFR § 101-35.201), infrequently sending personal e-mail messages, or limited use of the Internet for personal reasons.

e\. Limited personal use by employees during personal time is considered
an "authorized use" of government property as the term is used in the
Standards of Conduct for Employees of the Executive Branch (5 CFR §
2635.704(a)). Employees are specifically prohibited from the pursuit of
private commercial business activities or profit-making ventures using
the government's office equipment. The ban also includes employees'
using the government's office equipment to assist relatives, friends, or
other persons in such activities (e.g., employees may not operate or
participate in the operation of a business with the use of TIGTA
computers and Internet resources).

f\. "Privilege," in the context of this policy, means that TIGTA is
extending the opportunity to its employees to use government property
for limited personal use in an effort to create a more supportive work
environment. However, this policy does not create the right to use
government office equipment for non-government purposes. Nor does the
privilege extend to modifying the equipment used, including loading
personal software, copying existing software, or making configuration
changes. Specific exceptions may be necessary to accommodate staff
members with a valid need. Requests for such exceptions should be
directed to the employee's first level supervisor.

5\. RESPONSIBILITIES.

a\. The Assistant Inspector General for Information Technology (AIG-IT)
has TIGTA-wide responsibilities to manage IT, including IT security, and
to formulate TIGTA policies on IT. AIG-IT will disseminate additional
policy appropriate to this subject and provide, as necessary, assistance
to TIGTA functions in its implementation.

b\. Managers should ensure that employees are informed of appropriate
uses of government office equipment and information technology as a part
of their introductory training, orientation or the initial
implementation of this policy (See Appendix A -- Specific Guidance).

c\. Employees are accountable to follow rules and regulations and to be
responsible for their own personal and professional conduct. The OGE
Standards of Ethical Conduct states, "Employees shall put forth honest
effort in the performance of their duties." 5 CFR § 2635.101(b)(5). In
addition, the Office of Personnel Management (OPM), Employee
Responsibilities and Conduct, states, "An employee shall not engage in
criminal, infamous, dishonest, immoral, or notoriously disgraceful
conduct, or other conduct prejudicial to the Government." 5 CFR §
735.203.

6\. AUTHORITY.

a\. 5 CFR Part 2635, Office of Government Ethics, Standards of Ethical
Conduct for Employees of the Executive Branch

b\. 5 CFR Part 3101, Supplemental Standards of Ethical Conduct for
Employees of the Department of the Treasury

c\. 31 CFR Part 0, Department of the Treasury Employee Rules of Conduct

d\. 5 CFR Part 735, Office of Personnel Management, Employee
Responsibilities and Conduct

e\. Treasury Directive 87-04, Personal Use of Government Office
Equipment Including Information Technology, May 17, 2001

f\. TIGTA Operations Manual (700)-30, Ethics

7\. REFERENCES.

a.  5 CFR § 2635.101 (b)(5) and (9), Basic Obligation of Public Service

b.  5 CFR § 2635.702 (b), Appearance of Governmental Sanction

c.  5 CFR § 2635.704 (a) and (b)(1), Use of Government Property

d.  5 CFR § 2635.705, Use of Official Time

e.  5 CFR § 735.203, Conduct Prejudicial to the Government

f.  31 CFR § 0.213, General Conduct

g.  Federal CIO Council, Recommended Executive Branch Model
    Policy/Guidance on "Limited Personal Use" of Government Office
    Equipment including Information Technology, May 19, 1999

h.  41 CFR § 101-35.201 (FPMR)

i.  Office of Management and Budget (OMB) Circular A-130, Appendix III,
    "Security of Federal Automated Information Resources"

j.  TD P 71-10, Department of the [Treasury Security
    Manual](http://intranet.treas.gov/securitymanual/td71-10/default.asp)

k.  TD P 81-01, Department of the Treasury Information Technology (IT)
    Manual

l.  TIGTA Operations Manual, chapter (500)-70, Information Systems
    Security.

Appendix A

## 

## Specific Guidance

1.  Specific Provisions on the Limited Personal Use of Government
    Equipment and Information Technology

Under this policy, employees are authorized limited personal use of
government office equipment. This personal use must not result in loss
of employee productivity or interference with official duties. Moreover,
such use should incur only minimal additional expense to the government
in areas such as:

a.  communications infrastructure costs; e.g., telephone charges,
    telecommunications traffic, etc.;

b.  use of consumable products in limited amounts; e.g., paper, ink,
    toners, etc.;

c.  general wear and tear on equipment;

d.  minimal data storage on storage devices; and

e.  minimal transmission impacts with moderate e-mail message sizes with
    small attachments.

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2.  **Inappropriate Personal Uses**

Employees are expected to conduct themselves professionally in the
workplace and to refrain from using government office equipment for
activities that are inappropriate. Misuse or inappropriate personal use
of government office equipment includes but is not limited to:

a.  the creation, copying, transmission, or retransmission of greeting
    cards, video, sound or other large file attachments that can degrade
    the performance of the entire network. "Push" technology on the
    Internet and other continuous data streams would also degrade the
    performance of the entire network and be an inappropriate use;

b.  access to pornography or hacker sites opens TIGTA to unacceptable
    security risk and is considered an inappropriate use;

c.  using the government systems as a staging ground or platform to gain
    unauthorized access to other systems;

d.  the creation, copying, transmission, or retransmission of chain
    letters or other unauthorized mass mailings regardless of the
    subject matter;

e.  using government office equipment for activities that are illegal,
    inappropriate, or offensive to fellow employees or the public. Such
    activities include, but are not limited to: hate speech, or material
    that ridicules others on the basis of race, creed, religion, color,
    sex, disability, national origin, or sexual orientation;

f.  the creation, download, viewing, storage, copying, or transmission
    of sexually explicit or sexually oriented materials;

g.  the creation, download, viewing, storage, copying, or transmission
    of materials related to illegal gambling, illegal weapons, terrorist
    activities, and any other illegal activities or activities otherwise
    prohibited;

h.  downloading, copying, and/or playing of computer video games;

i.  use for commercial purposes or in support of "for-profit" activities
    or in support of other outside employment or business activity
    (e.g., consulting for pay, sales or administration of business
    transactions, sale of goods or services);

j.  engaging in any outside fund-raising activity, endorsing any product
    or service, participating in any lobbying activity, or engaging in
    any prohibited partisan political activity;

k.  use for posting government information to external news groups,
    bulletin boards or other public forums without authority. This
    includes any use that could create the perception that the
    communication was made in one's official capacity as a Federal
    Government employee, unless appropriate agency approval has been
    obtained;

l.  any use that could generate more than minimal additional expense to
    the government (e.g., subscribing to unofficial LISTSERV or other
    services which create a high volume of e-mail traffic); and

m.  the unauthorized acquisition, use, reproduction, transmission, or
    distributions of any controlled information including computer
    software and data, that includes privacy information, copyrighted,
    trademarked, or material with other intellectual property rights
    (beyond fair use), proprietary data, or export controlled software
    or data.

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3.  **Malicious Software**

All employees should remain alert to malicious software or messaging
often transmitted under the guise of a friendly greeting or joke in the
subject field of e-mail transmissions. Loading and/or executing any
foreign files or software on an individual workstation may result in
damage to personal computers or compromise the security of sensitive
government records. It is therefore imperative that employees exercise
appropriate caution in their electronic communications.

4.  **Proper Representation**

It is the responsibility of employees to ensure that they are not giving
the false impression that they are acting in an official capacity when
they are using government office equipment for non-government purposes.
If there is a reasonable expectation that such a personal use could be
interpreted to represent an official position, then an adequate
disclaimer must be used. One acceptable disclaimer is -- "*The content
of this message is mine personally and does not reflect the position of
the U.S. Government, the Department of the Treasury, or the Treasury
Inspector General for Tax Administration*."

The OGE Standards of Ethical Conduct states that "...an employee shall
not use or permit the use of his Government position or title or any
authority associated with his public office in a manner that could
reasonably be construed to imply that his agency or the Government
sanctions or endorses his personal activities." 5 CFR § 2635.702(b). In
addition, 5 CFR § 2635.704 concerning the use of government property, 5
CFR § 2635.705, Use of Official Time, and 31 CFR § 0.213 concerning
general conduct should be reviewed.

5.  **Privacy Expectations**

Employees do not have a right, nor should they have any reasonable
expectation, of privacy while using any government office equipment at
any time, including accessing the Internet or using e-mail. To the
extent that employees wish that their private activities remain private,
they should avoid using government office equipment such as their
computer, the Internet, or e-mail for such activities. By using
government office equipment, employees give their consent to disclosing
the contents of any files or information maintained using government
office equipment. In addition to access by TIGTA officials, data
maintained on government office equipment may be subject to discovery
and Freedom of Information Act requests.

By using government office equipment, consent to monitoring and
recording is implied with or without cause, including (but not limited
to) accessing the Internet or using e-mail. Any use of government
communications resources is made with the understanding that such use is
generally not secure, is not private, and is not anonymous.

6.  **Sanctions for Misuse**

Unauthorized or improper use may result in loss of use or limitations on
the use of the information technology resources, disciplinary or adverse
actions, termination, criminal penalties and/or the employee being held
financially liable for the cost of improper use.

TIGTA-IT INFORMATION SECURITY PASSWORD POLICY

Treasury Directive 71-10 (TDP 71-10) requires Treasury Bureau systems
utilize some form of user authentication (i.e., TIGTA currently uses
passwords for user authentication to all TIGTA systems). Your password
is your personal key to the TIGTA systems. This document specifies the
password policies set forth by TIGTA for implementation and compliance
by all TIGTA personnel. A [LOGIN]{.underline}, in conjunction with a
password, assists in determining accountability for all transactions.
Therefore, creating and maintaining an effective password methodology is
crucial in protecting TIGTA information assets.

The following is TIGTA password policy.

**P1: All TIGTA users' passwords must have at least [eight (8)
characters]{.underline} in length.**

*A Strong password helps to ensure that only authorized individuals
access your TIGTA computer systems. For more information in creating a
strong password, please see Password Guidelines*
[http://web.tigta.treas.gov/AISS_WEB/guidelines/policyindex.htm](http://web.tigta.treas.gov/)

***P2: All TIGTA passwords shall be changed every 90 days. Notification
for change shall [start 10 days]{.underline} prior to required changed
date. Users must not employ the same password more than once in a
twelve-month period.***

The fixed password change interval must be synchronized across all
computer and network platforms TIGTA wide.

***P3: Users with privileged user-IDs (Administrators) must never use
the same password twice in a twelve-month period and must change
passwords every 90 days.***

***P4: Users with privileged user-IDs (Administrators) must use their
unique administration password to perform [only]{.underline}
administrative duties such as configuring systems, loading applications,
etc.***

**P5: System administrators must have at least two user-IDs. One of
these user-IDs must provide privileged access and be logged; the other
must be a normal user-ID for the day-to-day work of an ordinary user**.

This policy is intended to separate the work of systems administrators
into two distinct categories, each of which has different access control
privilege needs. By segmenting the work of systems administrators, this
policy supports the notion of the need-to-know.

P6: All user-chosen passwords for computers and networks must be
difficult to guess.

*Words in a dictionary, derivatives of user-IDs, and common character
sequence such as \"123456\" must not be employed. Likewise, personal
details such as spouse\'s name, automobile license plate, social
security number, and birthday must not be used unless accompanied by
additional unrelated characters. User-chosen passwords must also not be
any part of speech. For example, proper names, geographical locations,
common acronyms, and slang must not be employed. For more information
see Password Guidelines*
[http://web.tigta.treas.gov/AISS_WEB/guidelines/policyindex.htm](http://web.tigta.treas.gov/)

**P7: Users are prohibited from constructing fixed passwords by
combining a set of characters that do not change, with a set of
characters that predictably change. Users must not construct passwords,
which are identical or substantially similar to passwords that they had
previously employed.**

*In these prohibited passwords, characters that change are typically
based on the month, a department, a project, or some other easily
guessed factor. For example, users must not employ passwords like
\"X34JAN\" in January, \"X34FEB\" in February, etc.*

**P8: All user-chosen passwords must contain at least 3 of the following
character types: UPPERCASE LETTER (A...Z), lowercase letter (a...z),
numerical (0-9), and/or non-alphanumeric characters (,\*%&!).**

*The use of control characters and other non-printing characters is
discouraged because they may inadvertently cause network transmission
problems or unintentionally invoke certain system utilities*.

**P9: The display and printing of passwords must be masked, suppressed,
or otherwise obscured so that unauthorized parties will not be able to
observe or subsequently recover them**.

*The intention behind this policy is to prevent passwords from falling
into the hands of unauthorized parties. This policy supports two secure
systems design principles: (1) each user should have a unique password
and user-ID, and (2) each user should have a password known only to that
user. Even the [security administrator/system administrator]{.underline}
should not know user passwords (with the temporary exception of a newly
issued or reissued password).*

P10: The initial passwords issued by an administrator must be valid only
for the involved user\'s first on-line session. At that time, the user
must be forced to choose another password before any other work can be
done.

*The intent of this policy is to make sure that only an involved
end-user knows his/her own password. This will in turn allow system
activity logged with a corresponding personal user-ID to be uniquely
attributable to a certain user.*

**P11: The user shall be allowed only five (5) unsuccessful attempts to
enter a password. After 5 attempts the user-ID must be either: (a)
suspended until reset by a system administrator, (b) temporarily
disabled for no less than three minutes, or (c) disconnected, if dial-up
or other external network connections are involved.**

One of the most frequently successful attack methods for gaining system
access is simple password guessing. Besides simple context-sensitive
guessing (knowing a bit about the user and the circumstances), attackers
can use password cracker programs to exhaustively go through words in
the dictionary.

**P12: When logging into any TIGTA network or data communications
system, if any part of the log-in sequence is incorrect, the user must
not be given specific feedback indicating the source of the problem.
Instead, the user must simply be informed that the entire log-in process
was incorrect**.

*Persons attempting to break into systems can use specific feedback
messages to determine what they are doing right, thereby narrowing the
number of different combinations they need to try.*

P13: TIGTA wide, all workstations including laptops, must be using some
type of screen-savers with fixed-password-based boot protection along
with a time-out- after-no-activity feature.

The intention is to prevent unauthorized persons from gaining access to
sensitive information stored within in the TIGTA systems using the
unattended workstation as the access vehicle.

P14: When the system is idle longer than ten (10) minutes, an automatic
blanking of the screen (with a password screen saver evoked) and a
suspension of the session shall occur. Re-establishment of the session
may take place only after the user has provided the proper password.

*The intention of this policy is to prevent unauthorized disclosure of
information and unauthorized system usage resulting from authorized
workers walking away from their desks without locking their
workstation.*

P15: Passwords must not be stored in readable form in: automatic log-in
scripts, hardcopy, software macros, terminal function keys, computers
without access control, or other locations where unauthorized persons
might discover or use them.

*The intention of this policy is to prevent readable passwords from
falling into the hands of unauthorized persons.*

**P16: Passwords or password files must always be encrypted when held in
storage for any significant period of time or when transmitted over
networks.**

This will prevent them from being disclosed to wiretappers, technical
staff who are reading systems logs, and other unauthorized parties.

P17: Passwords must never be hard-coded (i.e., incorporated) into any
software developed in-house or outsource.

To hardcode or incorporate a password into developed software requires
intervention by the developer to change the password. This leads to
inflexible security policy implementation that the user password be
known to only that user.

P18: Computer and communication systems must be designed, tested, and
controlled so as to prevent both the retrieval of and unauthorized use
of stored passwords, whether the passwords appear in encrypted or
unencrypted form.

The intention of this policy is to prevent unauthorized persons from
obtaining access to passwords that might then be used to gain
unauthorized system access.

P19: TIGTA application systems developers must consistently rely on the
password access controls provided by the TIGTA approved operating system
or a TIGTA approved access control package that enhances the operating
system. Developers [must not]{.underline} construct separate mechanisms
to collect passwords or user-IDs. Similarly, developers must not
construct or install other mechanisms to identify or authenticate the
identity of users without the advance permission of the TIGTA PRINCIPAL
ACCREDITING AUTHORITY or his/her designee.

*This policy is useful to achieve consistent access controls across
application systems. Generally speaking, operating systems and related
access control packages (e.g., IBM\'s RACF) have the strongest access
control mechanisms of any type of software.*

P20: TIGTA computer and communication systems access control must be
achieved via passwords, which are unique to each individual user. Access
control to files, databases, computers, and other system resources via
shared passwords (also called lockwords) is prohibited. Should a shared
password become necessary, a wavier request, accompanied a business need
justification, must be submitted to the TIGTA PRINCIPAL ACCREDITING
AUTHORITY for approval to waive this policy.

*The intention of this policy is to prevent systems administrators from
establishing access control privileges with a scheme that leads to
problems (specifically with lockwords rather than passwords).*

P21: All TIGTA internal network devices (e.g., routers, firewalls,
access control servers, etc.) must have unique passwords or other access
control mechanisms. Therefore, a compromise in the security of one
device will not automatically lead to a compromise in other devices.

*This policy is intended to prevent the discovery or unauthorized
disclosure of a network device fixed password from leading to
catastrophic damage. If unique, fixed passwords are used for each
device, then the damage could be restricted to that compromised device
only and what that device can do (perhaps capture other fixed passwords
flowing through it).*

**P22: All vendor-supplied default passwords must be changed before any
computer or communications system is connected to the TIGTA Enterprise
Architecture.**

One of the oldest, yet still most successful ways to break into systems
is to employ default vendor passwords. These default passwords are
typically strings such as \"sysadm,\" \"sysmanager," or "guest."

P23: To prevent the compromise of multiple systems, TIGTA system users
must use different passwords on each of the systems to which they have
been granted access (i.e. NT pswd., AIX pswd., IDRS pswd., etc.).

This policy prevents the users from putting \"all of their eggs in one
basket,\" thereby allowing unauthorized persons to gain access to a
variety of systems (LAN/WAN) rather than just the particular compromised
system.

P24: All system passwords must be promptly changed if they are suspected
of being disclosed, or known to have been disclosed, to unauthorized
parties.

P25: All multi-user computer systems with a fixed password as its
primary access control mechanism, must utilize a unique, strong password
for each system. The fixed password on all those systems must be changed
immediately after evidence of system compromise.

*This policy assumes that all users have their own unique user-IDs. If
the password in question has been disclosed to some other party, or if
this is only suspected, then the password must be immediately changed.
It is also assumed that the system technically allows users to change
their passwords, otherwise the system administrator must provide a
temporary password and the user must change the provided password
immediately. An example of a multi-user system is the application
servers that audit uses.*

P26: Passwords [must not]{.underline} be written down and left in a
place where unauthorized persons might discover them.

Many users don\'t think about these risks unless management alerts them
to the problems.

P27: [Regardless of the circumstances]{.underline}, system passwords
must never be shared or revealed to anyone other than the authorized
user.

*To do so makes the authorized user responsibility for actions taken by
the unauthorized user. If users need to share computer resident data,
they should use electronic mail, public directories on local area
network servers, and other approved mechanisms*.

***P28: All users must have their identity verified with a user-ID and
password\--or by other means which provide equal or greater
security\--prior to being permitted to remotely connect to TIGTA's
network.***

*The intent of this policy is to make sure that only authorized people
gain access to organizational networks.*

**Application for Participation in the Virtual Resource Solution
Program**

**And**

**Privacy Act Authorization**

I \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_, wish to participate in the
Telecommuting program, Mobile Office Concept, offered by the Treasury
Inspector General for Tax Administration (TIGTA). The specific telework
arrangement I am requesting is set forth below. I understand that when I
work from home or any other telecommuting location, that TIGTA must be
able to contact me during my normal hours of work. I further understand
that a requirement of my participation in this program is that
information relative to contacting me must be provided to the Bureau
designee on a voluntary basis. I understand that my personal (home)
electronic mail address and my personal (home or portable) telephone
number (s) is generally protected from public disclosure under the
Privacy Act of 1974, 5 U.S.C Section 552a (1994 & Supp. II 1996),
amended 1997, 5 U.S.C. Section 552a (West Supp. 1998).

To satisfy the requirements for participation in the telecommuting
program, I hereby authorize TIGTA to disclose my personal e-mail address
and personal telephone number(s) to my supervisors (immediate and
hierarchical), other TIGTA employees (as determined necessary by my
immediate supervisor) and to outside (non-TIGTA) persons (to be
determined by me before disclosure in conjunction with my supervisor)
which I have voluntarily provided to TIGTA for the sole and limited
purpose of telecommuting to conduct official business.

Telework Arrangement Requested:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> Name

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Position/Office

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

Date

TREASURY INSPECTOR GENERAL FOR TAX ADMINISTRATION (TIGTA)

**VIRTUAL RESOURCE SOLUTION (VRS)**

**PROGRAM WORK AGREEMENT**

The following constitutes an agreement between:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_and

(Name of Employee)

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_of
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

(Supervisor) (Function)

on the terms and conditions of the VRS Program. The supervisor and
employee agree as follows:

A.  **Alternative Work Place Option:**

Episodic\_\_\_\_\_ Limited \_\_\_\_\_ Expanded\_\_\_\_\_ Full\_\_\_\_\_

# Voluntary Participation

Employee voluntarily agrees to work at the TIGTA-approved alternate
workplace indicated below and to follow all applicable policies and
procedures. Employee recognizes that telecommuting is not an employee
benefit but an alternative method approved by TIGTA to accomplish the
agency's mission and work objectives.

# Trial Period

> Employee and supervisor agree to try the arrangement for a period of
> 30 days unless otherwise changed by either party. The Trial period
> will begin \_\_\_\_\_\_\_ and end \_\_\_\_\_\_\_\_\_\_\_. This
> agreement may be renewed or extended at the end of the trial period.

# Salary and Benefits

TIGTA agrees that this arrangement is not a basis for changing the
employee's salary or benefits.

# Duty Station and Alternate Workplace

> Supervisor and employee agree that the employee remains at his/her
> current official duty station. The employee's approved alternate
> workplace is
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ All pay,
> leave, and travel entitlements are based on the official duty station.

B.  **Official Duties**

Unless otherwise instructed, employee agrees to perform official duties
only at the regular office/official duty station or TIGTA approved
alternative workplace. No business meetings will be conducted at the
employee\'s home worksite. Employee agrees not to conduct personal
business while in official duty status at the alternative workplace, for
example, caring for dependents or making home repairs.

C.  **Work Schedule and Tour of Duty**

Supervisor and employee agree the employee's tour of duty will be as
follows:

> Days \_\_\_\_\_\_\_ Hours \_\_\_\_\_\_\_ Location
> \_\_\_\_\_\_\_\_\_\_\_\_\_\_
>
> If the employee's work hours at the alternate worksite differ from
> those at the official duty station, please explain:

D.  **Time and Attendance**

Supervisor agrees to make sure the employee's timekeeper has a copy of
the employee's work schedule. The supervisor agrees to certify biweekly
the time and attendance for hours worked at the regular office and the
alternative worksite.

E.  **Leave**

Employee agrees to follow established office procedures for requesting
and obtaining approval of leave.

F.  **Overtime**

Employee agrees to work overtime only when approved by supervisor in
accordance with established office policies.

G.  **Equipment and Supplies**

## Employee agrees to protect any Government-owned equipment and to use the equipment for Government purposes. Personal use of Government-owned equipment will be consistent with TIGTA\'s Personnel Use Policy (TIGTA \# 01-17). TIGTA agrees to service and maintain any Government equipment issued to the employee. The Employee agrees to install, service, and maintain any personal equipment used. TIGTA agrees to provide the employee with all necessary office supplies, which can be obtained through established office policies and procedures.

H.  **Security**

> Employee agrees to follow all TIGTA security provisions described in
> TIGTA's Information Technology Systems Security Policy (Section 4.4.7
> addresses work-at-home). TIGTA will ensure that information technology
> equipment used to process sensitive but unclassified information meets
> the security requirements for sensitive TIGTA IT systems as presented
> in the Information Technology Systems Security Policy.

Employee agrees to secure all sensitive but unclassified material in a
locked container (e.g., file cabinet, brief case, etc.). Classified and
highly sensitive material (e.g., grand jury material) will not be taken
to an alternative workplace.

> **Employee\'s initials\_\_\_\_\_\_\_**

I.  **Liability**

The employee understands that TIGTA will not be liable for damages to
the employee's real or personal property while the employee is working
at the alternative work site, except to the extent the agency is held
liable by the Federal Tort Claims or the Military Personnel and Civilian
Employees Claims Act.

J.  **Work Area**

The employee agrees to provide a work area adequate for performance of
official duties.

K.  **Worksite Inspection**

The employee agrees to permit the manager, with a minimum of 48 hours
notice, to inspect the alternative workplace during the employee's
normal working hours to ensure proper maintenance of Government-owned
property and conformance with safety and security standards. Employees
working at home must complete a self-certification safety/security
checklist to ensure the safety/security of the employee and
Government-owned property at the alternate worksite.

L.  **Alternative Workplace Cost**

> The employee understands that TIGTA [will not be
> responsible]{.underline} for any operating costs that are associated
> with the use of his/her home as an alternative worksite.

M.  **Injury Compensation**

Employee understands that he/she is covered under the Federal Employee's
Compensation Act if injured in the course of actually performing
official duties at the regular office or the alternative duty station.
The employee agrees to notify the supervisor immediately of any accident
or injury that occurs at the alternative workplace and to complete any
required forms. The supervisor agrees to investigate such a report
immediately.

N.  **Work Assignments/Performance**

Employee agrees to complete all assigned work according to procedures
mutually agreed to by the employee and the supervisor. The employee
agrees to provide regular reports, if required by the supervisor, to
help judge performance. The employee understands that a decline in
performance may be grounds for terminating the alternative workplace
arrangement.

O.  **Disclosure**

Employees agree to protect TIGTA records from unauthorized disclosure or
damage and will comply with requirements of the Privacy Act of 1974,

5 U.S.C. section 552a, and I.R.C. section 6103, (confidentiality and
disclosure

of return and return information).

P.  **Standards of Conduct**

Employee agrees to be bound by TIGTA standards of conduct while working
at the alternative worksite.

Q.  **Cancellation**

TIGTA agrees to let the employee resume a regular schedule at the
official duty station after notice to the supervisor to terminate the
arrangement. Employee understands that TIGTA may unilaterally cancel the
VRS arrangement and instruct the employee to resume working at the
official duty station. TIGTA agrees to follow any applicable
administrative procedures.

R.  **Policy**

> The TIGTA VRS Program Policy supplements this agreement. Employee and
> supervisor agree to become familiar with and adhere to the policy, a
> copy of which is attached.

**\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

> **Employee's signature and date**

**\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**Supervisor's signature and date**

**Self-certification Safety and Security Checklist**

**for**

**Home-based Telecommuters**

**EMPLOYEE NAME:**
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**ORGANIZATION:** Treasury Inspector General for Tax Administration
(TIGTA)

**FUNCTION:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**ADDRESS:**
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**CITY/STATE:**
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

**HOME TELEPHONE:
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

**BUSINESS TELEPHONE:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_**

The following checklist is designed to assess the overall safety and
security of the employee\'s alternative workplace. The employee should
complete the self-certification checklist. Upon completion the employee
and his/her manager should both sign and date the checklist in the
applicable spaces provided. A copy of the checklist should be provided
to the employee, with the original maintained in the employee\'s Drop
File.

**Describe the designated work area in the alternate duty station:**

+------------------------------------------------------+-----------+---+---+---+
| **A. WORKPLACE ENVIRONMENT**                         |           |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 1\. Are temperature, noise, ventilation, and         | Yes\_\_   |   |   |   |
| lighting levels adequate for maintaining your normal | No        |   |   |   |
| level of job performance?                            | \_\_\_\_  |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 2\. Are all stairs with 4 or more steps equipped     | Yes       |   |   |   |
| with handrails?                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 3\. Are all circuit breakers and/or fuses in the     | Yes       |   |   |   |
| electrical panel labeled as to intended service?     | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 4\. Do circuit breakers clearly indicate if they are | Yes       |   |   |   |
| in the open or closed position?                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 5\. Are fire/smoke detectors installed and in proper | Yes       |   |   |   |
| working order?                                       | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 6\. Do doors have security locks?                    | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 7\. Is there an alarm/security system installed and  | Yes       |   |   |   |
| in working order?                                    | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 8\. Do windows (especially ground level) have        | Yes       |   |   |   |
| positive locking devices?                            | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 9\. Do you have adequate security in your home to    | Yes       |   |   |   |
| protect others from sensitive equipment (e.g.,       | \_\_\_ No |   |   |   |
| firearms, radios, pagers, telephones or other        | \_\_\_    |   |   |   |
| Government issued items)?                            |           |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 10\. Is all electrical equipment free of recognized  | Yes       |   |   |   |
| hazards that would cause physical harm (e.g., frayed | \_\_\_ No |   |   |   |
| wires, bare conductors, loose wires, flexible wires  | \_\_\_    |   |   |   |
| running through walls, exposed wires to the          |           |   |   |   |
| ceiling)?                                            |           |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 11\. Will the building\'s electrical system permit   | Yes       |   |   |   |
| the grounding of electrical equipment?               | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 12\. Are aisles, doorways, and corners free of       | Yes       |   |   |   |
| obstructions to permit visibility and movement?      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 13\. Are file cabinets and storage closets arranged  | Yes       |   |   |   |
| so drawers and doors do not open into walkways?      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 14\. Do chairs have any loose casters (wheels) and   | Yes       |   |   |   |
| are the rungs and legs of the chairs sturdy?         | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 15\. Are the phone lines, electrical cords, and      | Yes       |   |   |   |
| extension wires secured under a desk or alongside a  | \_\_\_ No |   |   |   |
| baseboard?                                           | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 16\. Is the office space neat, clean, and free of    | Yes       |   |   |   |
| excessive amounts of combustibles?                   | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 17\. Are floor surfaces clean, dry, level, and free  | Yes       |   |   |   |
| of worn or frayed seams?                             | \_\_\_    |   |   |   |
|                                                      | No\_\_\_  |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 18\. Are carpets well secured to the floor and free  | Yes       |   |   |   |
| of frayed or worn seams?                             | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 19\. Is there enough light for reading?              | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| **B. COMPUTER WORKSTATION (IF APPLICABLE)**          |           |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 1\. Is your chair adjustable?                        | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 2\. Do you know how to adjust your chair?            | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 3\. Is your back adequately supported by a backrest? | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 4\. Are your feet on the floor or fully supported by | Yes       |   |   |   |
| a footrest?                                          | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 5\. Are you satisfied with the placement of your VDT | Yes       |   |   |   |
| and keyboard?                                        | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 6\. Is it easy to read the text on your screen?      | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 7\. Do you need a document holder?                   | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 8\. Do you have enough leg room at your desk?        | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 9\. Is the VDT screen free from noticeable glare?    | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 10\. Is the top of the VDT screen at eye level?      | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 11\. Is there space to rest the arms while not       | Yes       |   |   |   |
| keying?                                              | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 12\. When keying, are your forearms close to         | Yes       |   |   |   |
| parallel with the floor?                             | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 13\. Are your wrists fairly straight when keying?    | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 14\. Are files containing sensitive information or   | []{.mark} |   |   |   |
| data able to be secured when not in use or in your   |           |   |   |   |
| possession?                                          | Yes       |   |   |   |
|                                                      | \_\_\_ No |   |   |   |
|                                                      | \_\_\_    |   |   |   |
+------------------------------------------------------+-----------+---+---+---+
| 15\. Will equipment, software, and magnetic media be | Yes       |   |   |   |
| protected from magnets,                              | \_\_\_ N0 |   |   |   |
|                                                      | \_\_\_    |   |   |   |
| liquids and other obvious hazards?                   |           |   |   |   |
+------------------------------------------------------+-----------+---+---+---+

Note: Not all the questions need to be answered yes; however, a
preponderance of the answers should be affirmative before an employee
can work at home. For those questions that have a negative response, the
manager will need to determine if a \"no\" for a particular question is
critical to the employee\'s performance of his/her job.

  --------------- --------------- ----------- ------- -------------------------
  **Employee                      **Date:**           
  Signature:**                                        

  **Manager                       **Date:**           **Approved:\
  Signature:**                                        Disapproved:**
  --------------- --------------- ----------- ------- -------------------------

The following forms are included for your information and use. The first
SF-1034, Public Voucher for Purchases and Services is a sample of what
should be contained in your submission for reimbursement for high-speed
telecommunication services. The subsequent SF-1034 is blank and may be
used for submitting your claim for reimbursement. The SF-5081,
Information Systems User Registration/Change Request should be completed
as specified in \"Getting Connected At High Speed\", page XX in this
document.

![](media/image1.wmf)![](media/image1.wmf)![](media/image1.wmf)