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→Deploying Departmental Ridesharing in your organization!
4) '''User Guides''': Hey! Its the GC: we love user guides. Making new user guides can be a laborious process and feel unnecessary for something like Uber, so I've done you a solid and included the TC user guide at the bottom of the page which can be plagiarized at will ;-D
4) '''User Guides''': Hey! Its the GC: we love user guides. Making new user guides can be a laborious process and feel unnecessary for something like Uber, so I've done you a solid and included the TC user guide at the bottom of the page which can be plagiarized at will ;-D
A key tip for those looking to bring ride sharing to their department is to be persistent. Change is hard, especially for those that are comfortable with the status quo. Find your champion in senior management and then immediately start to work with finance. Corporate finance can be a good ally because departmental ridesharing goes a long way to lightening their workload, but they are also more likely to end an initiative if they feel their core responsibilities are being changed without their input. Otherwise, be prepared to hold a lot of hands with adopters. Those who are unfamiliar with the system with often avoid using it so as not to have to admit ignorance while others will condemn the system in order to have an excuse not to learn. These interactions can be trying but will be some of the most important for a successful deployment.
A key tip for those looking to bring ride sharing to their department is to be persistent. Change is hard, especially for those that are comfortable with the status quo. Find your champion in senior management and then immediately start to work with finance. Corporate finance can be a good ally because departmental ridesharing goes a long way to lightening their workload, but they are also more likely to end an initiative if they feel their core responsibilities are being changed without their input. Otherwise, be prepared to hold a lot of hands with late adopters of ridesharing. Those who are unfamiliar with the system with often avoid using it in a work context so as not to have to admit ignorance, which is not as bad as those that condemn the system in order to have an excuse not to learn. These interactions can be trying but addressing them well will be some of the most important for a successful deployment.
=== Addressing Concerns about Ridesharing ===
=== Addressing Concerns about Ridesharing ===
The most important observation is that the adoption of departmental ridesharing is never accompanied by the exclusion or elimination of alternatives and no public servants will be required to take a rideshare versus any other form of transportation. Departmental ridesharing is about providing more options to the GC and empowering public servants with all the available tools in an effort to help them to do their best work. All departmental rideshare pilots to date have kept legacy systems available in parallel with the adoption of ridesharing as an option, and while some individuials continue to prefer other transportation options and payment systems, there is a steadily growing enthusiasm for departmental ridesharing. It is also important to note that locking in to one system or another tends to stifle innovation and result in lower quality of service.
The most important observation is that the adoption of departmental ridesharing is never accompanied by the exclusion or elimination of alternatives and no public servants will be required to take a rideshare versus any other form of transportation. Departmental ridesharing is about providing more options to the GC and empowering public servants with all the available tools in an effort to help them to do their best work. All departmental rideshare pilots to date have kept legacy systems available in parallel with the adoption of ridesharing as an option, and while some individuials continue to prefer other transportation options and payment systems, there is a steadily growing enthusiasm for departmental ridesharing. It is also important to note that locking in to one system or another tends to stifle innovation and result in lower quality of service.
Some mistakenly claim that ridesharing companies skip out on huge amounts of taxes. This is because taxi companies have very expensive license plates that need to be paid for before being able to drive (often in the hundreds of thousands of dollars) ridesharing companies do not. The devil is in the details however. These licenses generally only represents a few hundred dollars in municipal taxes which can also be paid by riding sharing drivers. When a license is sold for hundreds of thousands of dollars, the money is given to the licenses' previous owner, not the municipal government. Drivers are obliged to pay the same taxes regardless of whether they free lance for a digital platform or are employed by a tax company, and the ridehailing platform companies are also obliged to pay corporate taxes like any other company.
=== Frequently Asked Questions (add your own "Q"s if you have them and I'll get back to you with an "A"!) ===
=== Frequently Asked Questions (add your own "Q"s if you have them and I'll get back to you with an "A"!) ===
