Preparation for Stakeholder Analysis Paper

Do an analysis of stakeholders for telework policy:

• Who promotes telework policy and why
• Who stands to benefit from telework policy
• Who will bear some cost for telework implementatons

Stakeholders in general

• any group or individual who can affect or is affected by the achievement of the organization's objectives
  
• persons, groups, and organizations that I need to take into account - those with the power to change the course of the policy and those without power, but still affected
  

Telework stakeholders by role

• security staff who have concerns about the security of worker information on devices at remote locations (US DOPersonnel 2007 Telework Report challenges in message from director)
• Chief Human Capital Officers Council (US DOPersonnel 2007 Telework Report)
• telework as a human capital tool (US DOPersonnel 2007 Telework Report)
• emergency planning groups - pandemic planning, continuity of operations
  
• managers who have concerns about tracking and managing workers in remote locations
• issues identified in DOP 2007 report: human capital, emergency planning, and quality of life
• IT Budget people (see Figure 1 in DOP 2007 - barriers to telework)
• IT manufacturing, consulting, telecommunications providers
  
• State tax policy analysts (see multi-state taxation of telecommuters article)
• Homeshoring - see VIPdesk sponsor of the telework coalition who promotes telecommuting as a way to reduce the cost of employing workers in the US so the companies don't have to Off-shore their work - keep the work on-shore in home.
• See stakeholder list in California's telecommuting pilot project
  

CTPP definition of stakeholders
Primary "Those who are or can be immediately or directly affected by telecommuting."

• telecommuters themselves
• their direct supervisors
• their families and colleagues
• the organizations in which they work
• the organizations with which they work
• organized labor groups
• State government in general

Secondary "Those who have a broad or indirect interest in some of the impacts, such as air quality, energy use, zoning, the economy, management techniques, etc."

• communities in which telecommuters live and/or work
• various agencies of government at the local, state and national levels (in the U.S. as well as in other countries)
• manufacturers and the distribution channels for information technologies and office equipment
• the business community
• the research community
• consumer advocacy
• other special interest groups

Stakeholders - specific groups

• The Telework Coalition - telecommunications provides, companies that sell systems to help manage at-home workers.
• AlpineAccess (see TelCoa) seems to promote telework on the behalf of employees because AlpineAccess is based on a work-at-home model and can attract employees with better telework policies
• JALA - the people who defined the term telecommuting
  

Benefits

• improved moral - DOP 2007
• human capital - DOP 2007
• transportation - DOP 2007
• productivity - DOP 2007
• leave - DOP 2007
• real estate savings - DOP 2007

Stakeholder's and the reasons they give to continue telecommuting

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• Nicole Belson Goluboff, in the multi-state taxation article, offers these reasons why taxaton policy should change: "reduce real estate and energy costs, attract top talent from a nationwide applicant pool while lowering recruitment costs and reduce turnover costs."
• Goluboff considers these groups stakeholders: "stakeholders outside Congress, including telework, taxpayer, small business and homeowner advocates"
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Perspectives/narrowing

• look at different levels (or one) of government - city, regional, county, state, federal - stakeholder types (and individuals) will likely differ depending on level of government
  
• Here is another angle to the "problem domain" for telecommuting - Congress is considering legislation regulating taxation of telecommutes when they live and telecommute in one location, but have an employer in another state - states can tax them twice (sloan work and family research network) - the problem from this perspective is not how teleworking can contribute to solving traffic problems, or reducing gas consumption - it's about how to make tecommuting policy work in a fair way [multi-state taxation of telecommuters article]
  

Alternatives policy strategies for achieving telecommuting transportation goals of reducing VMT (Vehicle miles traveled)

• For Telework to provide significant vehicle travel reductions it must be implemented in conjunction with other TDM strategies that provide an incentive to reduce driving, such as Commute Financial Incentives, Road Pricing, Parking Pricing, Parking Management, Distance-Based Fees, Pay As You Drive Insurance and Fuel Tax Increases. (Victoria Transportation Policy Institute VTPI)
• Telework is often promoted by TDM Programs, Commute Trip Reduction programs and Transportation Management Associations. It is most effective at achieving TDM objectives if matched with disincentives to drive, including and supported by Commute Financial Incentives, Road Pricing, Parking Pricing, Parking Management, Distance-Based Fees, and Fuel Tax Increases.

Possible side-effects of telework

• increases in non-commute trips (VTPI) (do special errands they would have done on their commute)
  
• land use dispersion/increased sprawl (VTPI) (because they travel less to work they can move further away)
• additional home heating or cooling expenses

Downsides

• security
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Other links:

• Berkely report
• Victoria Transport Policy Institute report (references to studies and Puget Sound programs)
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