The evolution of telework in the federal government: A cautionary tale

As a former GS-15 division chief with the Corps of Engineers, Mobile District, I retired on Sept. 30, 2020—a few months after the COVID-19 pandemic compelled federal agencies to close their doors. The sudden shift to remote work was unprecedented, and the Corps had to quickly expand its technological capabilities to support over 800 employees at the Mobile District’s main office. The pace at which these upgrades were implemented was remarkable.

I earned my Doctor of Education degree in 2011 from the University of West Florida, where I focused my dissertation on "The Effect of Organizational Culture on the Implementation of Telework in the Federal Government." My research, which examined the perceptions of senior leaders and staff employees in the Mobile District, revealed a clear divide: senior leadership expected employees to report to the office five days a week and expressed little interest in remote work arrangements—concerns centered on tracking productivity and verifying employees’ work hours. In contrast, staff overwhelmingly supported teleworking, citing measurable productivity improvements and the ability to track proactive outcomes. However, leadership’s stance was firm—if employees were physically present, their productivity was assumed.

Telework Under COVID-19: The Unexpected Productivity Surge

With the onset of the pandemic, total workplace isolation forced all employees to work remotely for nearly two years. Surprisingly, productivity within the Corps of Engineers, specifically the Mobile District, improved. In the Real Estate Division, where I served as senior chief, performance was easily tracked across multiple branches and sections. Tangible outputs—such as lease renewals, alterations, lease payments, and military lease agreements—provided measurable benchmarks. The primary driver of this productivity boost? With fewer office distractions and highly motivated employees, it was found to be difficult for them to detach from their laptops while working from home.

During the COVID-19 pandemic, multiple reports highlighted how remote work improved productivity among federal employees:

• A Government Accountability Office (GAO) report found that telework allowed federal agencies to maintain operations and serve the public effectively. Some agencies reported that telework hours accounted for more than 80% of total work time during the pandemic.
• The Bureau of Labor Statistics (BLS) analyzed productivity trends across industries and discovered that remote work was positively linked to total factor productivity (TFP) growth from 2019 to 2021.
• The Office of Personnel Management (OPM) reported that federal employees who teleworked at least three days a week experienced higher engagement scores and contributed to cost savings in real estate and energy.

These findings suggest that teleworking was not only feasible but also beneficial for productivity during the pandemic.

However, when the time came to return to the office, staff resistance was substantial, mainly due to empirical data showing higher productivity while working remotely. Many employees believed that telework had transformed into a right rather than just a temporary emergency measure. This shift in perspective posed serious challenges, especially concerning government buildings, which continued to incur costs even while remaining empty.

The Financial Reality of Remote Work

The federal government owns numerous office buildings and leases space from private landlords; regardless of occupancy, rent must still be paid. In our case, the Mobile District operated from a GSA-owned facility, with an annual rent of approximately $2.7 million. While employees worked remotely, businesses reliant on federal workers struggled, with many failing to reopen due to decreased foot traffic and reduced sales. The unintended consequence of extended teleworking was a workforce that became increasingly dependent on remote arrangements—so much so that agencies began competing for employees by offering fully remote positions. Some employees even left the Mobile District for jobs as distant as Sacramento, Calif.,, while continuing to reside in Mobile.

The Push to Return: A Political and Economic Issue

When President Trump took office, he swiftly moved to reinstate traditional work arrangements, warning federal employees to return to their duty stations or face termination. For the executive branch, the issue was clear: taxpayers were funding millions of dollars in rent for empty office buildings while agencies struggled to justify ongoing teleworking policies. Had federal offices gradually returned to pre-pandemic telework levels—allowing for occasional remote work rather than full-time arrangements, the transition would have been smoother, and employees could have retained some flexibility.

The mayor of Washington, D.C., home to many federal agencies, expressed concern over the loss of tax revenue caused by vacant government buildings. D.C. Mayor Muriel Bowser has expressed worries about empty federal buildings on multiple occasions. In her third-term inauguration speech on Jan. 2, 2023, she urged the Biden administration to either bring federal employees back to the office or repurpose vacant office spaces for housing. Additionally, reports indicate that federal agency headquarters were operating at only 25% capacity in early 2023, exacerbating the issue.

For instance, nobody was buying breakfast or lunch. This situation highlighted a broader reality: extreme measures, such as 100% remote work, come with consequences, especially when taxpayers continue to bear the cost of unused office spaces.

Finding the balance between flexibility and responsibility

In hindsight, the federal government’s extended reliance on telework was excessive. While remote work offers undeniable benefits, it must be implemented strategically—not as an entitlement but as a balanced option that supports productivity and fiscal responsibility. Moving forward, federal agencies must find a balance that accommodates both workplace efficiency and taxpayer interests.

Willie L. Patterson III, is a part-time professor at the University of South Alabama and Alabama A&M University.