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Better Practice Checklist - 21. ICT Support for Telework

March 2005 (organisational details updated January 2008)

Introduction

In its report on organisational renewal within the Australian Public Service (APS), the Management Advisory Committee (MAC) noted 'Given wider societal demographic trends, the APS will face increased competition for new entrants into the labour market and pressures on the retention of skilled employees' (Management Advisory Committee, 2003, MAC Report 3 . Organisational Renewal , Commonwealth of Australia ). The report further stated that 'Increased flexibility in working patterns and arrangements will be an important part of the response to demographic changes, recognising life stage dynamics influencing workforce participation'.

Research indicates a growing global trend in employees adopting more flexible work practices. According to the American Interactive Consumer Survey, which has been conducted by Dieringer Research Group since 1995, 23.5 million US employees worked at home during business hours at least one day per month in 2003, up from 16.8 million in 2001. Gartner Dataquest estimated that in 2001, approximately 12.3 million people in Western Europe used telecommunications equipment to facilitate their work outside the traditional office setting. (Caroline Jones, 2001, Teleworking...Into the Future (Executive Summary) , Gartner Dataquest, ID Number: TELC-WW-EX-0147)

Teleworking can contribute to the achievement of work-life balance by giving people the option to work when and where best suits their circumstances. This can include allowing people to fit work around caring responsibilities, work away from office distractions, and fit heavy workloads around time spent with family and friends.

In addition to supporting employee preferences, Australian Government agencies are increasingly finding that they need to support mobile workforces, especially where services are being delivered in regional and remote areas. Service delivery and cost implications are driving agencies towards ensuring that transactions can be conducted in real time and in full, wherever the interaction is taking place.

Managing and maintaining ICT solutions that support flexible work practices in a secure manner is a challenge faced by many agencies. Emerging technology is creating new opportunities and many agencies are investing significantly in this area to meet this challenge.

Given the level of investment, the potential for growth in demand, the security implications and the impact on agencies' ICT environment, use of a structured approach to the support of telework has advantages. This checklist seeks to outline a broad approach to this support that reflects better practice in Australian Government agencies.

The checklist is for people that have a role in making decisions or providing recommendations on the purchase or development of ICT to support telework.

It should be noted that the checklist is not necessarily comprehensive, but draws on a range of issues raised by agencies involved in the Information and Communication Technology (ICT) Support for Flexible Work Practices Inter-departmental Committee. It has been published by the Australian Government Information Management Office (AGIMO), Department of Finance and Deregulartion as part of AGIMO's role of promoting better practice. Additional issues not covered by the checklist might need to be addressed, and agencies will need to consider these on a case-by-case basis.

Please note, in this checklist, the following terms and meanings are used:

Download PDF of Checklist 21 ICT Support for Telework [PDF Document - 52 KB]

Acknowledgments

This checklist is an output of the ICT Support for Telework Working Group. The ICT Support for Telework Working Group was convened by the Department of Family and Community Services in 2003, and concluded its work in 2004. The Working Group comprised representatives from the following agencies:

Checkpoint Summary

Assessment of Requirements

check box Ensure that business drivers rather than simply opportunities offered by emerging technology underpin decisions

check box Consider the needs of different types of users

check box Consider the flow-on costs of support for teleworkers

Security

check box Express security requirements in business terms

check box Make use of available resources

check box Be prepared to explore a variety of approaches and solutions

Connectivity and functionality

check box Consider appropriate communication technologies

check box Consider the limitations in functionality imposed by communications technologies

check box Be explicit with expectations of personal use

check box Actively monitor developments in teleworking systems

Equipment

check box Base equipment on user requirements

check box Consider limiting the range of different devices to be used for telework in order to limit support costs

check box Be aware of support and security issues if staff use their own equipment

Research and Development

check box Connect research and development on telework to the business drivers

check box Make contact with other agencies with similar business drivers

check box Seek outside advice where necessary

Assessment of Requirements

check box Ensure that business drivers rather than simply opportunities offered by emerging technology underpin decisions

Emerging technologies are enabling new opportunities for teleworking - but agencies may want to look carefully at the underlying business benefits when evaluating opportunities. There can be significant costs involved in meeting apparently simple requirements, especially where secure communication is required, and decisions based on business needs first and foremost may be more sustainable in the long term.

check box Consider the needs of different types of users

Once the business drivers are understood, agencies may consider what this means for individual users of technology, and the most appropriate solutions. Some examples of types of teleworkers that might be considered are:

Mobile employees: Includes managers who work in multiple locations - and use their laptop as their primary device - setting it up in hotels, offices, at home or on the road - and client support workers, dealing with clients outside the regular office environment. Agencies may need to pay close attention to the environment in which the worker is expected to operate, as this can range from another agency's office to a remote community, and may have a significant impact on the solution.

Full-time teleworkers: Full-time teleworkers operate remotely from a fixed location. This could be either the teleworker's own home or a remote office. This scenario is distinguished by having a controlled environment and little need for portability of equipment.

Part-time teleworkers: Part-time teleworkers may spend part of their time working in a secure remote location and part of their time in the office. Agencies may wish to supply part-time teleworkers with a single, portable device to use in both locations to avoid synchronisation problems and reduce costs.

Day extenders: Day extenders may work a regular day in the office and then may log in from a secure home office to complete work that could not be fitted in to the normal day. Like part-time teleworkers day extenders may use a single device. Unlike part-timers, day extenders, especially senior executives, may have an expectation of support at any time, day or night.

Casual teleworkers: Casual teleworkers take advantage of teleworking to meet a short-term requirement. Casual teleworkers are unlikely to operate in a secure environment and probably will not use the same device they use at the office.

These are not necessarily exclusive categories. For example, it is likely that senior executives could be day extenders and also require mobile connectivity.

Agencies may also wish to note that users of assistive technology (such as screen readers and voice activation software) also need to be considered in any teleworking solution. Information on better practice in the provision of assistive technology is available in Better Practice Checklist 22 - Assistive Technology.

check box Consider the flow-on costs of support for teleworkers

The cost of supporting teleworking solutions flows beyond the provision of equipment and connectivity. Teleworkers may require different levels of support to regular office workers, and different teleworkers may have different requirements.

Genuine remote mobile workers may not be able to bring their devices in for regular software upgrades and may not have sufficient connective bandwidth for these upgrades to be completed remotely. Agencies may also consider the need to promote correct ergonomics and the potential OH&S risks associated with teleworking outside of the office in a potentially inappropriate environment.

Day extenders, particularly senior executives, may have strong expectations of technical support after hours and all teleworkers will want to have a clear idea of how and in what timeframe any problems will be resolved.

These issues and the associated costs may be particularly relevant when developing internal service level agreements or negotiating outsourcing contracts.

Security

check box Express security requirements in business terms

Consideration of security issues associated with ICT support for telework can commence early when looking at business drivers. Agencies may wish to start by establishing what security classification rating they require of their network and balance this against the business need for teleworking solutions. Each agency may consider the threats it may face as a result of supporting telework, and ICT areas need to communicate the costs involved in developing and implementing solutions to these security concerns. Formal frameworks are commercially available and may be of benefit to agencies working through this process for the first time.

Whether or not a formal framework is used, full consideration to all security risks involved in the development of each teleworking usage scenario is important.

check box Make use of available resources

The following resources are available to help agencies develop secure teleworking solutions:

Defence Signals Directorate (DSD) : DSD provides consultative services for agencies. This can be especially helpful where agencies are facing issues that are beyond the scope of other resources. www.dsd.gov.au

Infosec Registered Assessor Program (I-RAP) Assessors: I-RAP endorses and registers IT security assessors as competent to assess up to PROTECTED-level information security systems in accordance with Commonwealth information security standards and policy documents.

Registered assessors are endorsed to conduct specific information security assessments to Commonwealth best practice policy standards. Further information on I-RAP may be found at www.irap.securelink.com.au/guide.php 

The Evaluated Product List (EPL): DSD maintains the EPL to provide a range of information technology products that have been independently evaluated against international criteria. Where evaluated products are not available and where a business need exists for a particular solution, agencies should discuss their requirements with DSD. Further information on the EPL may be found at www.dsd.gov.au/infosec/evaluation_services/epl/epl.html  

Australian Government Information Technology Security Manual: Additional guidance is provided in the DSD Australian Government Information Technology Security Manual (also known as ACSI33), which can be found at www.dsd.gov.au/library/infosec/acsi33.html  

The Australian Government's Protective Security Manual (PSM): The PSM is issued by the Attorney-General's Department. It is the principal means for disseminating Australian Government protective security policies, principles, standards and procedures to be followed by all Australian Government agencies for the protection of official resources.

check box Be prepared to explore a variety of approaches and solutions

The support of telework is an emerging area and agencies may have genuine business needs that are not covered by existing frameworks. This need not be a barrier but in these circumstances additional work will be involved in informing decision-making.

DSD can provide advice to agencies on appropriate treatment of risks. Agencies should also seek out other agencies with similar business drivers.

Connectivity and Functionality

check box Consider appropriate communication technologies

After business drivers and the usage scenario and security requirements are known, appropriate technologies that might be considered include:

PSTN
Short for Public Switched Telephone Network, which refers to the international telephone system based on copper wires carrying analog voice data. This is in contrast to newer telephone networks base on digital technologies, such as ISDN.

Characteristics: Near universal access, low cost, low speed.

ISDN
Abbreviation of integrated services digital network, an international communications standard for sending voice, video, and data over digital telephone lines or normal telephone wires.

Characteristics: Limited access from fixed points (broader than ADSL), medium speed, medium cost-technology likely to become obsolete.

ADSL/DSL
ADSL, sort for asymmetric digital subscriber line, is a new technology that allows more data to be sent over existing copper telephone lines.

Characteristics: Limited access from fixed points only, low-medium cost depending on speed, medium-high cost for high speed (depending of definition of high).

Satellite
Characteristics: Universal access from fixed points, high cost, high speed. Using a one-way link rather than a two-way link reduces cost and speed. A one-way link involves traffic flowing to the end user travelling over satellite, while traffic back to the server travels over slower land-based mechanisms.

CDMA 1X
CDMA, short for Code-Division Multiple Access, is a digital cellular technology that uses spread-spectrum techniques. Unlike competing systems, such as GSM, CDMA does not assign a specific frequency to each user. Instead, every channel uses the full available spectrum. CDMA 1X is new standard for this technology that allows for the higher speed required for third generation or 3G, wireless communication.

Characteristics: Coverage is limited to four metropolitan areas at this time, high cost, medium speed.

GSM/GPRS
GSM, short for Global System for Mobile Communications, is one of the leading digital cellular systems. GPRS, short for General Packet Radio Service, is a standard for wireless communications which runs at speeds up to 115 kilobits per second, compared with current GSM systems' 9.6 kilobits. GPRS, which supports a wide range of bandwidths, is an efficient use of limited bandwidth and is particularly suited for sending and receiving small bursts of data, such as e-mail and Web browsing, as well as large volumes of data.

Characteristics: Good coverage, high cost, low speed.

Wi-Fi Hotspots
Wi-Fi is short for wireless fidelity and is meant to be used generically when referring of any type of 802.11 network, whether 802.11b, 802.11a, dual-band, etc. The term is promulgated by the Wi-Fi Alliance. A Wi-Fi hotspot is specific geographic location in which an access point provides public wireless broadband network services to mobile visitors through a Wi-Fi wireless LAN. Hotspots are often located in heavily populated places such as airports, train stations, libraries, marinas, conventions centers and hotels. Hotspots typically have a short range of access.

Characteristics: Coverage in a limited number of places, low cost, high speed.

check box Consider the limitations in functionality imposed by communications technologies

Both security and bandwidth issues need to be considered when looking at the functionality to be provided by different communications technologies.

For example, when a usage scenario requires low speed communications technology, agencies may consider whether to restrict functionality at the user end, restrict the applications available, or potentially make applications available offline with file synchronisation.

Genuine mobile users will probably not operate in a secure environment and there are outstanding issues around wireless security and these two issues may encourage agencies to restrict functionality when this technology is used.

Casual home-based users may be using low speed communications technology in an unsecured environment (and potentially on an unsecured device) and this also needs to be considered when looking at the functionality provided.

check boxBe explicit with expectations of personal use

Similarly to the development of telephone and Internet use policies, agencies may wish to develop clear policies on the use of technologies provided for telework.

Agencies may also need to consider the personal financial liability or Fringe Benefits Tax implications of providing communications technology if personal use is permitted.

check box Actively monitor developments in teleworking systems

Technology to support teleworking is evolving rapidly and agencies can anticipate significant changes in demand patterns, driven by the wide availability of increasingly well-priced broadband, and developments in mobile/wireless technologies married to increasingly mature systems to take advantage of these technologies.

RAS (Remote Access Server) products can offer increasingly seamless, fast, and reliable access to LAN resources while CITRIX provides web-based remote access, reducing traffic between the remote user and the server on which the processing occurs. Virtual Private Network (VPN) technology permits secure communication over shared communications channels, and proprietary products are available that provide secure, wireless access to email, corporate data, phone, web and organiser features on a single hand-held device. There are significant developments in mobile phones - which have evolved from voice, to voicemail, to SMS, to MMS and WAP, and to current sophisticated devices that permit web access (and potentially then VPN access to office networks).

On-the-job communication issues are being addressed by the development of increasingly sophisticated collaborative tools that allow staff to work together on-line and in real time.

All the systems mentioned above are in current use within Australian Government agencies and agencies should monitor developments closely to ensure the best match of technology to business drivers.

Equipment

check box Base equipment on user requirements

Similarly to decisions regarding technology, business needs and requirements will largely determine decisions regarding equipment for teleworkers. In considering equipment, agencies may wish to consider the following:

Mobile employees: Mobile employees may require lightweight equipment that is simple to use on its own with the minimum functionality needed to get the job done. This could involve the use of handheld or tablet devices.

Full-time teleworkers: Full-time teleworkers may require a setup that is similar to the conventional office. This includes a full range of equipment such as printers/faxes/photocopiers and a fully ergonomic workstation. Device portability may not be a significant issue for this group.

Part-time teleworkers and day extenders: Agencies may decide for cost purposes that part-time teleworkers and day extenders should have a single machine that they can use at home and in the office. These teleworkers may value portability, but will be likely to dock a portable device rather than use a device on its own. Agencies may choose laptops with high screen quality, removing the need to have a separate screen at each docking point. This needs to be balanced against the requirement for long battery life if the machine is to be used in a genuine mobile mode.

Casual teleworkers: Like mobile teleworkers casual teleworkers may accept low connective speed and some limits to access to the office environment. Casual teleworkers may prefer either to use their own device or to use portable equipment that is simple to operate and can be set up in a short space of time.

check box Consider limiting the range of different devices to be used for telework in order to limit support cost

Each device included in an agency's portfolio of equipment can add to support costs. Where possible, agencies may limit the range of devices used to reduce costs. This needs to be balanced by careful reference to the business drivers and usage scenarios.

check box Be aware of support and security issues if staff use their own equipment

Agencies allowing staff to use their own equipment may find that this complicates support arrangements and may also have implications for productivity if genuine teleworkers are responsible for maintaining and repairing their own equipment.

In addition, there may be security implications if staff use their own equipment, especially if it is possible to store agency information on the equipment.

Research and Development

check box Connect research and development on telework to the business drivers

Research and development exercises to support telework may be particularly useful if they are aimed at meeting genuine business requirements rather than testing new technology. Agencies can support this by incorporating research and development projects into the managed portfolio of agency projects.

check box Make contact with other agencies with similar business drivers

Agencies looking at conducting research and development exercises may consider whether there are other agencies with similar business drivers that are engaged in similar exercises.

A good first point of contact is the Australian Government Information Management Office, Department of Finance and Administration.

check box Seek outside advice where necessary

Agencies engaged in unique research may wish to go outside the government sector to validate the scope of the research exercises and get additional input. Agencies that have outsourced their ICT support will have a natural source of information about industry developments through their outsourcer, but they may also wish to look more widely. Consultancy service providers can provide a useful starting point for validating the scope of exercises and identifying potential industry partners.

Other Better Practice Checklists

  1. Providing Forms Online
  2. Website Navigation
  3. Testing Websites with Users
  4. Use of Cookies in Online Services
  5. Providing an Online Sales Facility
  6. Use of Metadata for Web Resources
  7. Archiving Web Resources
  8. Managing Online Content
  9. Selecting a Content Management System
  10. Implementing a Content Management System
  11. Website Usage Monitoring and Evaluation
  12. Online Policy Consultation
  13. Knowledge Management
  14. Designing and Managing an Intranet
  15. Information Architecture for Websites
  16. Implementing an Effective Website Search Facility
  17. Spatial Data on the Internet
  18. Digitisation of Records
  19. Access and Equity Issues for Websites
  20. Marketing E-government
  21. ICT Support for Telework
  22. Assistive Technology for Employees of the Australian Government
  23. Decommissioning Government Websites
  24. ICT Asset Management
  25. Managing the Environmental Impact of ICT

Download PDF of Checklist 21 ICT Support for Telework [PDF Document - 52 KB]

Contact for information on this page: AGIMO Better Practice Team

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Last Modified: 25 September, 2008