simplified administrative services project communications and stakeholder enrollment training...

Simplified Administrative Services Project

Communications and Stakeholder Enrollment TrainingOctober 6 & 8, 1998

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We appreciate your involvement in today’s session.

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We will use an issues “parking lot” throughout our training.

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Our purpose for bringing you together this afternoon is to...

Provide information about the Simplified Administrative Services Project, focusing on MARS Implementation

Ensure that every agency is provided with tools to help organize their communications strategies

Provide a roadmap for getting information from the central project team to you for distribution to affected employees

Why are we focusing on MARS?L

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JanuaryJanuary19981998

Time LineTime Line

JulyJuly19981998


JulyJuly19991999


Configuration Configuration Custom DevelopmentCustom Development

TestingTesting

Agency Agency Roll-OutRoll-OutActivitiesActivities

EndEnd User User

TrainingTraining

LiveLiveOperations*Operations*

Old Old System System CloseoutCloseout

Budget Budget Preparation Preparation

Next BienniumNext Biennium

* Budget * Accounting * Workflow * Materials Mgmt. * Ad Hoc Reporting* Budget * Accounting * Workflow * Materials Mgmt. * Ad Hoc Reporting

KAPS Roll-OutKAPS Roll-Out

Prime VendorPrime Vendor

Pro Card UsagePro Card Usage

Best Value ProcurementBest Value Procurement

Warehouse OptimizationWarehouse Optimization

BIPBIP

MARSMARS

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How will our afternoon be structured?

Identifying Administrative Services Stakeholders

Conducting a Communications Audit

Creating and Implementing a Communications Plan

We will consider these activities in the context of Simplified Administrative Services, though you may find them instructive for any significant change initiative.

Module 1

Module 2

Module 3

We will focus on 3 activities critical to effective communications planning.

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Our goal today is to help you...

Understand the timing and scope of the Simplified Administrative Services Project

Understand how to identify and analyze stakeholders in your agency

Know how to conduct a communications audit in your agency

Understand how to construct a communications plan for your agency

Launch your agency’s communications planning process

Know whom to call with questions and issues

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What expectations do you have for the day?

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How do central and agency resource roles compare?

Design and conduct communications training

Provide templates and tools to agency communications staff

Prepare communication updates for use by agency contacts

Conduct periodic feedback sessions with agency communication contacts

Serve as a reference point for agency questions and concerns

Assist agencies with communications “troubleshooting,” as needed

Participate in training offerings; alert central resources to training needs

Spearhead efforts to develop agency-specific communications plans

Adapt materials for maximum agency impact; create additional mechanisms, as needed

Encourage 2-way interaction between stakeholders and communications team members

Assist agency with efforts to anticipate and respond to stakeholder needs

Conduct periodic feedback sessions with agency staff

Central Resources Agency Resources

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Special challenges to the Simplified Administrative Services Project

Translating redesign into day-to-day policies, procedures, actions and words

Winning the trust of those who will be affected by change initiatives

Dealing with some “ambiguity” during the system development phase

Keeping moving to maintain momentum and to meet aggressive deadlines

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You can help us to meet these challenges, by...

Taking “ownership” of Simplified Administrative Services-related communications for your Agency Implementation Team

Keeping your Agency Implementation Team advised as stakeholders are identified

Sharing employee perceptions about MARS, BIP’s, and related organizational changes with the Central Team

Working with the Central Team as a creative, proactive communicator and problem-solver!

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MARSMARS

Management Administrative Reporting System

Commonwealth of Kentucky

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Management

Administrative

Reporting

System

What is “MARS”?

“MARS” is an acronym for the

Management Administrative Reporting System

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Benefits expected as a result of MARS include:

Several MARS benefits will be afforded a wide audience, while other more “specific” gains will correspond to specific business functions.

Broad benefits afforded the Commonwealth will include the:

Enhanced service delivery to customers and citizens through the automation of certain manual processes;

Enhanced management decision support capabilities; and

Creation of a strong position for the Commonwealth to utilize emerging technologies, such as electronic commerce.

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These benefits will extend to numerous business functions.

ProcurementAccounts payableCash receiptsAccounts receivable Intra-governmental transactionsBudget preparationManagement reporting\decision support

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MARS is an Enterprise-Wide System that will:

Reduce Duplicate Data EntryReduce Reconciliation Between

SystemsRequire Fewer Systems to MaintainRequire More Reliance on the Vendor

to Maintain SoftwareReduce the Number of Custom

Interfaces to Maintain

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Significant factors of MARS include:

Replaces STARS & KAPSWorkgroup orientationWill incorporate Web technologyComprehensive audit trailsComprehensive securityPerformance MeasurementGraphical User Environment

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The MARS Development and Implementation Team includes:

D e lo itte & T o u cheC o n su lt ing

C h ris C la rkD e p u ty

P ro je c t M a n a g er

A n a lys is & D e s ig n T e amT a y lo r M a n ley

M a n a g er

T e ch n ica l T e amD o n W ig g le sw o rth

M a n a g er

Im p lem e n ta tio n T e amL a rry C la rke

M a n a g er

P e g g y M e yerM A RS

P ro je c t M a n a g er

P ro je c t D ire c to rB o n n ie H o w e ll

A b d u l Q u a yyum / R ick C ro sbyA M S P ro je c t D ire c to r/ M a n a g er

E n g a ge m en t M an a g erB o b B u tle r (A M S )

S te e ringC o m m ittee

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How is the MARSMARS system being created?

AMS is working closely with the Commonwealth staff to customize and integrate existing software products for a cohesive “MARS” application that meets the Commonwealth’s business needs

AMS is the leading software vendor for State and large Local Governments

20 States currently use AMS software, including Missouri, Illinois, Utah, and Massachusetts

American Management Systems (AMS) is the selected software provider.

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The MARSMARS Software

Advantage - Financial ManagementProcurement Desktop - ProcurementBRASS - BudgetingManagement Reporting DatabaseTravel Management Systems

MARS software is an integrated package consisting of

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Overview - Financial Management

General Ledger

Revenue Accounting/Accounts Receivable

Encumbrance/Expendi-ture Accounting

Accounts Payable/Cash Disbursements

Budgeting

Inventory Control

Project Billing, Accounting and Budgeting

Cash Management

Cost Accounting/ Allocation/Job Cost Allocation

Grant/Federal Aid Management/Federal Highway Billing

Fixed Assets

ADVANTAGEADVANTAGE

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Overview - Procurement

Solicitation, contract preparation & contract management

Requisition entry, account code validation, & PO printing

Approval processing & receiving

Non-catalog purchases

Reference library & electronic catalog

Commonwealth-wide profiles by entity, supplier, commodity & project

Milestone planning & tracking

Procurement DesktopProcurement Desktop

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Overview - Budgeting

Supports each phase: Formulation, review, publishing, and monitoring

Audit trail of changes“What-if” analysis & modelingSalary & benefit forecastingFlexible budget entry forms and

budget viewsCrosstab dataData consolidation

BRASSBRASS

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Overview -Reporting

Standard reportingFlexible inquiry, ad-hoc reportsNeeds of State agency/dept. users and

Legislature are priorities for 7/1/99 implementation

Reports/queries designed for analysts, management, executives, and casual users

Facilitates viewing, distribution, archiving

Reporting DatabaseReporting Database

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Travel Management System

WEB Based Authorization and Reimbursement request

Transportation Motor Pool reservations

Create and store travel budgetEdit for KY specific policyWorkflow routingElectronic Funds Transfer

TravelTravel

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Post Implementation Support

Post Implementation Support

Project PlanningProject Planning

Design, Configuration, DevelopmentDesign, Configuration, DevelopmentDesign, Configuration, DevelopmentDesign, Configuration, Development

Project Plan

Central Agency Implementation Policies and Procedures DocumentationConversion Cutover

1/981/98 6/986/98 1/991/99 6/996/99 1/001/00

System and Acceptance TestingSystem and Acceptance Testing

SoftwareReady TrainingTraining

AnalysisAnalysis

MARS Implementation Schedule

Agency ImplementationAgency Implementation MARSImplementation

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Agency Implementation Plan Steps 9/98-7/99

Agency Liaison Support & Transition Management

Develop & Maintain Agency Implementation Notebook & Checklists

Agency System Implementation Planning

Agency Data Prep, Setup, & LoadingHardware, Software, Netware Prep &

Certification

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Agency Liaison Support & Transition Management

October 1998 - July 1999

Cross-agency Project Management

Information Clearinghouse Model Agency Implementation Workplan

Activities Coordination Related Agency Briefings - as needed

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Agency Implementation Notebook Directs model agency implementation Contains sections for inclusion of agency-specific

materials Will be released in 2 versions

version 1 - 9/98-11/98 version 2 - 11/98-2/99

Checklists Act as the key agency implementation tracking tool Will be developed for model agency implementation --

agencies will customize as needed

Agency Implementation Notebook & Checklists 9/98-7/99

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Agency System Implementation Planning

November 1998 - May 1999• Agency System Usage Analysis• Agency Custom Policies & Procedures • Agency Custom Training• Agency Conversion• Agency Interfaces - Other• Agency-specific Reporting• Agency Security & Audit• Agency-specific System Enhancements• Agency Acceptance Test• Agency Cutover Readiness Checklist•Agency Communication Plan•Agency Workforce Transition Plan

Model Agency Implementation Workplan

Agency-Specific Workplans

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Agency Data Prep, Setup, & Loading 1/99-6/99

Consists of setup in the following categories:

Security Chart of Accounts Budget & Cash Control Agency Crosswalks Cost Allocation Grants Projects

Project Billing Fixed Assets Inventory Vendor Commodity Procurement, OtherTravelWorkflow

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Upgrade Planning - 10/98-1/99Acquisition & Readiness - 10/98-

3/99Certification Program - 3/99-6/99

HW, SW, NW Preparation & Certification

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Questions?

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Module 1

IDENTIFYING and ANALYZING YOUR AGENCY’S STAKEHOLDERS

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This module is designed to...

Explore the role of your agency’s Simplified Administrative Services stakeholders

Explain a process by which you will be able to identify and analyze your agency’s stakeholders

Provide the tools and templates to support this process

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Why take a closer look at stakeholder groups?

Stakeholders will play a big role in determining the ultimate success -- or failure -- of the Simplified Administrative Services Project.

By definition, stakeholders may be described as those persons or groups of persons who are:

1.) impacted by the implementation of Simplified Administrative Services initiatives, and/or

2.) have a vested interest in the outcome of these initiatives.

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Advocacy & Ownership

Commitment and Action

Support & Buy-in

Understanding

Awareness

Positive reinforcements,

rewards

Participation in teams, focus

groups, reviews

Focused discussions,

workshopsOne-on-one communications,

dept./staff meetings, educationPrinted publications, newsletters,

voice-mail, informational meetings

Common Mechanisms

Common Mechanisms

Successful implementation,

adoption

Invest resources and

personal time, lead others

Positive personal perception

and disposition toward change

Comprehension of nature, reasons

and intent of the change

Awareness that change will take

place and how it will a

ffect them

Desired Outcome

Desired Outcome

Early in ImplementationEarly in Implementation

Simplified Simplified Administrative Administrative

Services Services ImplementedImplemented

Institutionalized

Institutionalized Internalized

Internalized

Stage of EnrollmentStage of Enrollment

How will a stakeholder focus help us in implementing Administrative Services?

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Four primary activities, or “steps,” underscore a stakeholder focus.

Addressing stakeholder concerns is an ongoing process.

Identify

Action Planning

Analyze

Map

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Step 1 (part 1): Identify Administrative Services stakeholders inside of your agency.

AIL

Resource

Information AvailableData reflecting your agency’s

Administrative Services structure and functionsAgency

Administrative Services Index

Overview of the departments, divisions, and branches in which Administrative Services are performed

Administrative Services Activities Dictionary

List and definition of Administrative Services activities

“Basic Definitions”

Description of the scope of Administrative Services initiatives

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Think about those individuals or groups -- suppliers, customers, and/or constituents, for example -- outside of your agency whom the Administrative Services Project will either involve or impact.

Take a look at your rolodex; are there external persons or groups who perform Administrative Services functions for your agency?

Include the names of these individuals with those received from your Agency Implementation Lead.

Step 1 (part 2): Identify Administrative Services stakeholders outside of your agency.

Stakeholder Analysis - Template

Step 2: Analyze your agency’s stakeholder groups.

Agency_Commun.xls; Stake_Analysis Worksheet

SIMPLIFIED ADMINISTRATIVE SERVICESStakeholder Analysis Template

Stakeholder Group Description Project Area (MARS, BIP's, or

All)

Nature and Timing of Impact

Impact Assessment

Criticality to Project Success

Amount of Effort

Required to Change

Anticipated Concerns

[Name of stakeholder being analyzed]

[Data such as a list of key leaders and corresponding contact information; size and location of the group; observations re: group culture]

[Project area impacting the group; may require more than one entry]

[Description of the anticipated impact that change will have on the group's systems, processes, and/or organization]

[Level of impact expected for group; low, medium, or high]

[Degree to which this group will affect the success of the change process]

[The level of effort required in order for group to change; low, medium, or high]

[Key concerns and issues of the group related to the change process]

YOUR AGENCY DATA HERE!

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Step 2 (part 1): Complete descriptive information.


Insert the names of each of your agency’s stakeholders -- internal and external -- into column “A.”

Enter a description of each group. Questions to consider include:

What does this group know about EMPOWER Kentucky?Have any members of this group been involved in

EMPOWER?What does this group know about the EMPOWER Kentucky

Administrative Services Project?Are any of your agency’s employees assigned to the

Administrative Services project? If so, is this group aware of such participation?

Stakeholder Group Description

Finance Cabinet, Office of the Controller

64 employees: Division of Accounts, Division of Social Security. Primary impact on the Controller's Office and the Division of Accounts. Major changes in workflow and some anticipated reductions to FTE's.

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Step 2 (part 1 continued)

Questions to consider include:What prior communication has this group received

from EMPOWER Kentucky? Through the Communique?

What are the rumors circulating among this group?What prior communication has this group received

regarding the Administrative Services project? From agency leaders? From the Administrative Services Team?

Does this group have access the Administrative Services web page information? Do they use it?

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Step 2 (part 3): Identify and assess anticipated impact areas.


Indicate which project area(s) could impact each group.

Note how and when this impact might occur, and its relative strength.

Questions to consider include:To date, has the Administrative Services project

impacted anyone in this group directly?To date, has the EMPOWER project impacted this group

directly?What other changes, unrelated to EMPOWER, has this

group experienced in the recent past? Are there other changes anticipated for this group?

Project Area (MARS, BIP's, or

All)

Nature and Timing of Impact

Impact Assessment

MARS Automated processes, removal of pre-audit (replaced by post-audit), increased responsibility pushed down to other agencies, change in culture to more advocacy. Expected changes in reporting and organizational structure.

High

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Step 2 (part 4): Decide whether groups require a special communications focus.


Consider relative importance of each group to meeting project goals.Questions to consider include:Does the stakeholder group have

the ability to affect the flow of information about the project?

Do members of this group have the ability to influence other stakeholder groups?

Are members of this group, as a general rule, willing to adapt to change?

Criticality to Project Success

Amount of Effort

Required to Change

Extra High Medium to High

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Step 2 (part 5): Try to anticipate each group’s concerns.


Record areas -- direct project concerns as well as “cultural” issues -- that may be particular concerns to each group.

Some frequently cited stakeholder concerns include:

Will I still have a job?Will I still be working here, i.e. with the same

people, in the same place?Will my salary change?Things are going fine now; why should we

change it?I don’t use a computer now and I don’t want to

learn. What’s in it for me?This is just Frankfort again telling us what to

do.

Anticipated Concerns

Training, understanding of new system, definition of future roles and responsibilities.

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Did your analysis produce a high number of stakeholders?

If so, you may find it helpful to group like stakeholders into “audience” groups.

You can then target your communications toward these larger groups.

We have a tool available to assist with this grouping process.

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Howcritical tosuccess?

Low

High

Low HighHow much effort to change?

Maintain Confidence

Woo & Win

Monitor & Respond

Keep Informed

Stakeholder Mapping - Tool

Step 3 (optional): Map stakeholder data.

Purpose: This tool is effective for gaining a broad and rapid understanding of your agency’s stakeholders and the corresponding strategies to adopt. Its main objective is to maximize and focus communications efforts.

Note: Shifts in stakeholder position are anticipated -- and sought -- over time.

Focus

Note: Internal as well as external stakeholder should be mapped.

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What does this tool tell you, once it’s completed?

Maintain Confidence Woo & Win

Monitor & Respond Keep InformedThese stakeholders are informed, supportive of the project and are not highly critical to its success. Your agency needs to keep in touch with this group and respond to any questions they may have.

These stakeholders are neither strongly impacted by the implementation, nor critical to success. These stakeholders need to be informed as to overall progress to ensure that they remain in this category.

High

Low

Low High

Howcritical tosuccess?

How much effort to change?

These stakeholders are probably directly impacted by the project and are critical to its success. They need ongoing involvement and communication to gain and/or maintain their support.

These stakeholders are not yet strong supporters and are critical to successful implementation. They require focused, frequent communication and should be strongly encouraged to provide input.

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Module 1 Review

Module 1 OverviewIdentifying and Analyzing Your Agency's Administrative Services Stakeholders

Step # Step Description Tasks Resources/Tools Approximate Task

Duration1 Identify Stakeholder Groups Solicit data from your AIL;

review reference materialsAIL; project reference materials; AS Web page

2-8 hours

2 Analyze Stakeholder Groups Complete Simplified Administrative Services Stakeholder Analysis Template

Stake_analysis worksheet 3 hours - 2 days

3 Map Stakeholder Groups (optional)

Complete Simplified Administrative Services Stakeholder Map

Map_tool.doc 2-3 hours

4 Action Planning To be reviewed in Module 3 To be reviewed in Module 3 N/A

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Module 2

CONDUCTING A COMMUNICATIONS AUDIT IN YOUR AGENCY

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Module 2 is designed to...

Explain a process for conducting a communication audit

Share communication audit toolsProvide sample, completed

communication audit tools

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What is a communication audit?

An evaluation of current communication vehicles and their effectiveness using tailored assessment tools

An appraisal of the potential effectiveness of new communication vehicles for Administrative Services employees and other key stakeholders

An opportunity to understand what types of messages stakeholders want to hear

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Why should our agency do a communication audit?

Establish an understanding of existing communications vehicles

Ensure that critical communications related to the project are reaching their intended audience

Maximize the use of limited resources

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AGENCY “QUICK CHECK” EXERCISE

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There are 2 primary tools that will help you with the audit, which involves 4 steps.

Communication Audit TemplateCommunication Needs Survey

These tools are:• Located on your disk:

– Commun_audit is an Excel worksheet within Agency_Commun.xls

– Needs_sur.doc is a Word document

• Tailored to Administrative Services issues• Available in paper copy in your folders

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Step 1: Document your agency’s existing communication vehicles.

Complete columns “A” - “H” of the Communication Audit Template.

Agency_Commun.xls; Commun_Audit Worksheet

SIMPLIFIED ADMINISTRATIVE SERVICESCommunication Audit Template

Media Name Media Format

Frequency Tone and Level of Detail

Purpose Target Audience Critical Dates Champion(s) Relative or Anticipated

Effectiveness

Document Existing Communications Devices Here

[Specific name of communication device, such as a newsletter title, meeting title, document title, etc.]

[Physical description: is it a newsletter? Web page? Bulletin board? Electronic device?, etc.]

[How often is this medium issued? Is it a monthly newsletter? A weekly meeting? Done on an as-needed basis?]

[How is this vehicle presented? Is it formal? Or is it more conversational? Does it give a high-level, executive summary or is it a fairly in-depth and/or technical analysis?]

[What is the apparent intent of this device? Does it aim to provide specific information or a summary overview? Is it meant to generate supporters? Is it a means for sharing information? Does it serve as a formal record of proceedings?]

[Whom does this device address? Does it appeal to a broad audience? Or would it be of interest to a small number of readers?]

[What are the deadlines associated with the release of this material? Review/approval dates?]

[Who is "on board" for making sure this device gets released? Editor, Webmaster, etc.]

[Completed after the Communication Needs Survey: What are the strengths of this mechanism? What are its relative limitations? Is there a way(s) to make it more effective than it is?]

Your Agency Data Here!

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Step 2: Tailor the Communication Needs Survey for your agency.

Open the file Needs_sur.doc on your disk.

Record your agency name at the top of the document.

Record the areas (1,2, 3, 4, and/or 5) to which you would like your recipient to respond.

Needs_sur.doc

[Insert Agency Name]Communications Needs

Survey Questions

Please respond to the questions in areas [designate here which of items 1 through 5, or all, youwould like him/her to complete] below, which reflect selected parts of the EMPOWER KentuckyAdministrative Services Project. A brief description of each project is provided (please see textin italics after each heading).

NOTE: For any answer for which you don't have an opinion or the item referenced is notapplicable in your experience, please select "N/A."

1. Administrative Services Project

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Step 2: Tailor the Communication Needs Survey for your agency. (continued)

Specify names (in areas 1-5) of the agency communications for which you seek assessment data in Question B, “Information Sources.”

Needs_sur.doc

B. Information Sources

Please identify the information sources that have contributed to this understanding andyour perspective on their quality.

Source of information Quality and thoroughness of information

Excellent Okay Poor N/A

__[INSERT AGENCY SOURCE] 1 2 3 4 5 N/A__[INSERT AGENCY SOURCE] 1 2 3 4 5 N/A__[INSERT AGENCY SOURCE] 1 2 3 4 5 N/A__Admin. Services Web page 1 2 3 4 5 N/A__EMPOWER SURGE 1 2 3 4 5 N/A__Communiqué 1 2 3 4 5 N/A__Department/Division/Branch mtg. 1 2 3 4 5 N/A__Managers in my agency 1 2 3 4 5 N/A__Admin. Services Team Members 1 2 3 4 5 N/A__Training 1 2 3 4 5 N/A__Colleagues in my agency 1 2 3 4 5 N/A__Colleagues from other agencies 1 2 3 4 5 N/A__Other ___________(please specify) 1 2 3 4 5 N/A__Other ___________(please specify) 1 2 3 4 5 N/A

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Step 3: Administer Communication Needs Survey to appropriate stakeholders.

Work with your Agency Implementation Lead to target organizational units and/or individuals.

Determine whether you will seek feedback from all members of the group(s); or, for large groups, whether a sample will be used.

Determine what format will be used for administering the survey. Possible formats include:

focus groups, e-mail or interoffice surveys telephone interviews.

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Step 3: Administer survey to appropriate stakeholders (continued).

A memo has been adapted for your use in relaying the survey to recipients.

Routing information must be added.

A few changes to the body of the document are needed, too.

Why_survey.doc

Memorandum

To: [Survey Recipient/Group]

CC: [Your AIL and/or any other appropriate agency staff]

From: [Your Name]

Date: 10/07/98

Re: [Simplified Administrative Services Project]

As you may know, I am serving as our agency's communications contact for the SimplifiedAdministrative Services Project, part of the EMPOWER Kentucky effort. At this time youmay not be very familiar with the Simplified Administrative Services Project, or even withthe details of EMPOWER Kentucky. My role as communications contact is to change that!

Doing so requires your help. Before I can share Administrative Services Projectinformation with you, I need to collect a little data. Learning from you -- what you alreadyknow about the project, which sources of project information you find valuable, and whichadditional sources of information you'd like to see implemented -- will help to guide myefforts.

I hope that you will be willing to provide this information by completing the attachedsurvey. Specifically, I am looking to get your feedback regarding items (#?). [Sentence notnecessary if recipient is being asked to complete the entire survey.] Your responses willhelp to make sure you get better information about Administrative Services and how theproject may impact you. At this time, you can find regularly updated information on theSimplified Administrative Services Web page at http://state.adm.ky.us.

As you'll see on the survey, we are not asking for any names. Respondents will remainanonymous. It should take you less than 10 minutes to complete the survey.

Please return completed surveys to me by [enter date]. [Provide details here about how toget it to you.] Thank you, in advance, for your feedback.

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Step 4 (part 1) - Based on data collected, complete analysis of your agency’s existing communication vehicles. Complete column “I” of the Communication Audit Template.






Effectiveness

Document Existing Communications Devices Here

[Specific name of communication device, such as a newsletter title, meeting title, document title, etc.]

[Physical description: is it a newsletter? Web page? Bulletin board? Electronic device?, etc.]

[How often is this medium issued? Is it a monthly newsletter? A weekly meeting? Done on an as-needed basis?]

[How is this vehicle presented? Is it formal? Or is it more conversational? Does it give a high-level, executive summary or is it a fairly in-depth and/or technical analysis?]

[What is the apparent intent of this device? Does it aim to provide specific information or a summary overview? Is it meant to generate supporters? Is it a means for sharing information? Does it serve as a formal record of proceedings?]

[Whom does this device address? Does it appeal to a broad audience? Or would it be of interest to a small number of readers?]


[Who is "on board" for making sure this device gets released? Editor, Webmaster, etc.]

[Completed after the Communication Needs Survey: What are the strengths of this mechanism? What are its relative limitations? Is there a way(s) to make it more effective than it is?]


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Step 4 (part 2) - Based on data collected, begin detailing “Proposed” vehicles.

Complete Columns “A” - “G” and Column “I” under “Proposed Communications Devices.”






Effectiveness

Document Proposed Communications Devices Here

[What is the proposed name for this communications vehicle?]

[Physical description of proposed device]

[How often would this medium be issued?]

[How would this device be presented? If the material is to be published, what kind of writing style would be used? How in-depth would it be?]

[What is this device intended to do? For example, if it is to fulfill a perceived communications lack?]

[Trying to engage whom? One group, or an audience of stakeholders, such as "Woo & Win," "Maintain Confidence," "Monitor & Respond," "Keep Informed"?]


[Who will be charged with making sure that this communications is conducted?]

[At the time of its being proposed: What are the anticipated benefits that this type of communications will bring?]


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Step 4 (part 3): Identify resources required to establish additional communication vehicles and establish as feasible.

New communications vehicles may require several resources -- time, access to a computer, and/or the assistance of additional staff.

You will need to find out which of these resources, and in what quantity, are available to assist with your agency’s Administrative Services communications program.

Review with your Agency Implementation Lead the proposed communications vehicles detailed in your Communications Audit.

Work with him or her to complete Column “H,” in which a “champion” or resource is listed for each mechanism. Conduct any follow-up needed to confirm the involvement of such resources.

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Module 2 Review

Module 2 OverviewConducting a Communications Audit


DurationOptional Read supplemental materials Review "The Communication

Audit: Your Road Map to Success," and/or "The Concept: Communications Strategies for Changing Times"

Paper copies provided in your folder

1 hour

1 Begin Communication Audit; describe current vehicles

Complete columns "A" through "H" under "Existing" on the Communication Audit Template.

Commun_audit.doc 6 hours

2 Tailor Communication Needs Survey for your agency

Enter agency name, response areas (1-5), and specific agency vehicles (B)

Needs_sur.doc 1 hour

3 Administer tailored Communication Needs Survey

Adapt letter for your use in issuing survey; execute in manner appropriate for your agency

Modified version of Why_survey.doc and Needs_sur.doc

10 days (includes turnaround time)

4 Complete Communication Audit; finalize "Current" and "Proposed" information

Complete column "I" under "Current"; columns "A" through "H" under "Proposed"

Commun_audit.doc 4 hours

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Tip: frequently assess effectiveness of communications.

The challenge of effective communication is remembering that communication is an ongoing 2-way process, not an outcome or event.

Consider Communication Requirements

Monitor Effectiveness

Implement

Create Message & Approach

New Event or Change

Goal

•Stakeholder Assessment•Communication Audit•Communication Survey

•Action Planning•Prepare Communications Plan

•Execute Communications Plan

•Formal & Informal Communication Assessments

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BREAK

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REALITY CHECK

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Module 3

CREATING AN ADMINISTRATIVE SERVICES COMMUNICATIONS PLAN

FOR YOUR AGENCY

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This module is designed to...

Explain a process for creating an Administrative Services Communication Plan for your agency

Provide a template and sample materials to support this process

“Complete” our view to the stakeholder enrollment process

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What is an Administrative Services communication plan?

A road map to guide future communications activity regarding the Administrative Services Project and its impacts for your agency.

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There is 1 primary tool used to support plan creation.

Communications Plan - Template

Agency_Commun.xls; Commun_Plan Worksheet

SIMPLIFIED ADMINISTRATIVE SERVICES PROJECTCommunications Plan

Communication Objective

Target Initiative

Audience Vehicle(s) Responsibility Preparations Timing Frequency, if Recurring

Feedback Mechanisms

[This area details the communication need you are trying to fulfill. What, from looking at your agency's Stakeholder Analysis as well as the results of your Communication Needs Survey, specific objectives do you want to accomplish? ]

[Does this item address MARS, BIP's, or all of AS?

[Which stakeholder is the focus of this objective? Are you focusing on a certain stakeholder "audience" -- Woo & Win, Maintain Confidence, etc. -- or focusing broadly, such as all employee groups?]

[Based upon your Communication Audit, with what vehicle might you best meet your objective? Executing this vehicle is your communications activity.]

[What resource(s) will be charged with meeting this communication objective? Are several people involved -- for example, someone to draft and then someone else to disseminate a newsletter?]

[What specific steps need to be taken to meet this objective? For example, if you are planning a meeting for a certain stakeholder group, who will handle the logistics? Development any needed materials?]

[When will this activity be accomplished? This could be the date a newsletter is issued, the date a meeting will take place, and/or the date by which a bulletin board will be updated?]

[Will this activity occur on a regular basis? Or is it a one-time occurrence?]

[What mechanisms exist -- or will be implemented -- to ensure that you can learn whether this activity actually met your objective?]

YOUR AGENCY DATA HERE!

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Step 1: Determine your agency’s communications objectives for each stakeholder audience.

Review your agency’s Stakeholder Analysis template.

Review the results of your agency’s Communications Needs Survey.

Use this information to complete columns “A” through “C” of your plan.


Keep employees throughout the Commonwealth informed about the Simplified Administrative Services Project; allow for easy adaptation by agency communication leads (ACL's) to meet agency communications needs.

All AS efforts

AIL's

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Step 2: Decide what vehicles will advance your objectives.

Review your completed Communications Audit.

Consider vehicles already existing, as well as those you proposed.

Determine the best “match” to meet each objective.

Use this information to complete column “D” on your plan.


Vehicle(s)

"Contact" Newsletter; AS Web Page; e-mail

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Step 3: Determine who will be responsible, what they’ll need to do, and when they’ll need to do it.

Review resources identified as part of your Communications Audit.

Determine what steps must be completed prior to each activity.

Use this information to complete columns “E, ” “F,” and “G.”


Julie Bouchard responsible for drafting "Contact" and working with AS Web Page resources to post; agency resources to make appropriate dissemination plans. Gail Prewitt for final approvals.

Julie Bouchard to work with other Administrative Services Project resources to draft. Rhonda Edwards to provide information regarding MARS; Connie Camden to provide information regarding BIP's.

12/98 for next issue

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Step 4: Determine the frequency of this activity, and how you’ll get feedback.

Consider whether it is desirable and/or feasible for activities to occur more than once.

Consider how the audience for each activity will able to convey their impressions, questions, or concerns.

Decisions may be recorded in columns “H” and “I” to complete planning activities.


Frequency, if Recurring

Feedback Mechanisms

Every other month

AS Web Page "Feedback" button; telephone number(s) and e-mail addresses to be provided on the messages as well.

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Module 3 Review

Module 3 OverviewCreating an Administrative Services Communication Plan for Your Agency


Duration1 Determine your agency's

communications objectives for stakeholder groups

Review the materials you completed in Module 1 and 2; complete columns "A-C" on Communication Plan

Completed Stakeholder Analysis & Needs Survey, Commun_Plan

4-8 hours (and ongoing)

2 Decide what vehicles will advance your objectives

Review the materials completed in Module 2; complete column "D" on Communication Plan

Completed Communications Audit, Commun_Plan

1 hour

3 Determine champions of activities

Review Module 2 materials, complete columns "E, F, and G" on Communication Plan


2 - 8 hours

4 Decide whether activities will recur; identify feedback loops

Review Module 2 materials, complete columns "H" and "I" on Communication Plan


1 - 4 hours

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The Central Team will provide much of the information you need.

The spreadsheet, “Communications Activities Planned by the Central Team” reveals what communications you can expect from us during the months of October and November.

This spreadsheet targets a number of recurring communications devices, such as: Newsletters Manager’s Messages Electronic mail Updates to the Administrative Services Web Page Updates to the MARS Project Intranet

It also details one-time communications, such as: Special Meetings Transmission of MARS Project Plans

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This Module “completes” the stakeholder focus addressed in Module 1.

Identify

Action Planning

Analyze

Map

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AGENCY ACTION PLANNINGREVIEW

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The purpose of this closing presentation is to...

Integrate what you’ve learned todayProvide suggestions for working with

your Agency Implementation LeadDevelop an Action Plan for your

agency

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So far we’ve learned about...

The Simplified Administrative Services Project Identifying, analyzing, and mapping agency

stakeholders Conducting a Communications Audit with the

help of a Communication Needs Survey Creating an Administrative Services Action Plan

for your agency Collecting stakeholder feedback - formal and

informal methods

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Putting the pieces together…sequence?

In what order should tasks be completed? Your agency Communications Plan must be

done last, as it is informed by your stakeholder analysis and communications audit.

You do have some flexibility regarding the order in which your stakeholder analysis or your communications audit are completed.

Does one of these items appeal to you as a more comfortable “starting point”? Let that guide where you start.

1, 2, 3 ???

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Putting the pieces together…timing?

Determining when tasks should be completed is up to each of you.

Shooting for November may work to your advantage, however, since that way you will: have a strategy in place to adapt and

disseminate Central Team Communications at the time they intensify,

benefit from the communications focus group tentatively scheduled for mid-November, and

be ready prior to the fall and winter holidays.

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ACTION PLANNING EXERCISE

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Where can you go for help?

Agency Implementation LeadSimplified Administrative Services Web PageCentral Team Contacts

Today's PresentersName Electronic Mail Address Phone Number

Gail Prewitt [email protected] 564-4240Larry Clarke [email protected] 564-1238 ext. 4415Julie Bouchard [email protected] 564-1238 ext. 4404Christina Dorfhuber [email protected] 564-9596

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EVALUATIONS

simplified administrative services project communications and stakeholder enrollment training...

Documents

agency zunderstand

agency questions

agency zknow

agency zlaunch

communications audit

communications troubleshooting

maximum agency impact

agency resource roles