Communications and Stakeholder Enrollment Training PresentationPresentation Transcript
Simplified Administrative Services Project Communications and Stakeholder Enrollment Training October 6 & 8, 1998
We appreciate your involvement in today’s session.
We will use an issues “parking lot” throughout our training.
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? Level of Effort & Change January 1998 Time Line July 1998 January 1999 July 1999 January 2000 Configuration Custom Development Testing Agency Roll-Out Activities End User Training Live Operations* Old System Closeout Budget Preparation Next Biennium * Budget * Accounting * Workflow * Materials Mgmt. * Ad Hoc Reporting KAPS Roll-Out Prime Vendor Pro Card Usage Best Value Procurement Warehouse Optimization BIP MARS
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.
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
What expectations do you have for the day?
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
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
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!
MARS MARS Management Administrative Reporting System Commonwealth of Kentucky
What is “MARS”? “ MARS” is an acronym for the M anagement A dministrative R eporting S ystem M anagement A dministrative R eporting S ystem
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.
These benefits will extend to numerous business functions.
Management reportingdecision support
MARS is an Enterprise-Wide System that will:
Reduce Duplicate Data Entry
Reduce Reconciliation Between Systems
Require Fewer Systems to Maintain
Require More Reliance on the Vendor to Maintain Software
Reduce the Number of Custom Interfaces to Maintain
Significant factors of MARS include:
Replaces STARS & KAPS
Will incorporate Web technology
Comprehensive audit trails
Graphical User Environment
The MARS Development and Implementation Team includes:
How is the MARS 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.
The MARS Software
Advantage - Financial Management
Procurement Desktop - Procurement
BRASS - Budgeting
Management Reporting Database
Travel Management Systems
MARS software is an integrated package consisting of
Overview - Financial Management
Revenue Accounting/Accounts Receivable
Accounts Payable/Cash Disbursements
Project Billing, Accounting and Budgeting
Cost Accounting/ Allocation/Job Cost Allocation
Grant/Federal Aid Management/Federal Highway Billing
Requisition entry, account code validation, & PO printing
Approval processing & receiving
Reference library & electronic catalog
Commonwealth-wide profiles by entity, supplier, commodity & project
Milestone planning & tracking
Overview - Budgeting
Supports each phase: Formulation, review, publishing, and monitoring
Audit trail of changes
“ What-if” analysis & modeling
Salary & benefit forecasting
Flexible budget entry forms and budget views
Overview - Reporting
Flexible inquiry, ad-hoc reports
Needs 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
Travel Management System
WEB Based Authorization and Reimbursement request
Transportation Motor Pool reservations
Create and store travel budget
Edit for KY specific policy
Electronic Funds Transfer
Post Implementation Support Project Planning Design, Configuration, Development Project Plan Central Agency Implementation Policies and Procedures Documentation Conversion Cutover 1/98 6/98 1/99 6/99 1/00 System and Acceptance Testing Software Ready Training Analysis MARS Implementation Schedule Agency Implementation MARS Implementation
Model Agency Implementation Workplan Agency-Specific Workplans
Agency Data Prep, Setup, & Loading 1/99-6/99 Consists of setup in the following categories:
Chart of Accounts
Budget & Cash Control
Upgrade Planning - 10/98-1/99
Acquisition & Readiness - 10/98-3/99
Certification Program - 3/99-6/99
HW, SW, NW Preparation & Certification
IDENTIFYING and ANALYZING YOUR AGENCY’S STAKEHOLDERS
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
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.
How will a stakeholder focus help us in implementing Administrative Services? Advocacy & Ownership Commitment and Action Support & Buy-in Understanding Awareness Positive reinforcements, rewards Participation in teams, focus groups, reviews Focused discussions, workshops One-on-one communications, dept./staff meetings, education Printed publications, newsletters, voice-mail, informational meetings 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 affect them Desired Outcome Early in Implementation Simplified Administrative Services Implemented Institutionalized Internalized Stage of Enrollment
Four primary activities, or “steps,” underscore a stakeholder focus. Addressing stakeholder concerns is an ongoing process. Identify Action Planning Analyze Map
Step 1 (part 1): Identify Administrative Services stakeholders inside of your agency. AIL Resource Information Available Data reflecting your agency’s Administrative Services structure and functions Agency 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
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.
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?
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?
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?
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?
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.
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.
Step 3 (optional): Map stakeholder data. Stakeholder Mapping - Tool 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. How critical to success? Low High Low High How much effort to change? Maintain Confidence Woo & Win Monitor & Respond Keep Informed
What does this tool tell you, once it’s completed? Maintain Confidence Woo & Win Monitor & Respond Keep Informed These 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 How critical to success? 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.
Module 1 Review
CONDUCTING A COMMUNICATIONS AUDIT IN YOUR AGENCY
Module 2 is designed to...
Explain a process for conducting a communication audit
Share communication audit tools
Provide sample, completed communication audit tools
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
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
AGENCY “QUICK CHECK” EXERCISE
There are 2 primary tools that will help you with the audit, which involves 4 steps.
Communication Audit Template
Communication 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
Step 1: Document your agency’s existing communication vehicles.
Complete columns “A” - “H” of the Communication Audit Template.
Agency_Commun.xls; Commun_Audit Worksheet
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.
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.”
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:
e-mail or interoffice surveys
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.
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.
Agency_Commun.xls; Commun_Audit Worksheet
Step 4 (part 2) - Based on data collected, begin detailing “Proposed” vehicles.
Complete Columns “A” - “G” and Column “I” under “Proposed Communications Devices.”
Agency_Commun.xls; Commun_Audit Worksheet
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.
Module 2 Review
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
Prepare Communications Plan
Execute Communications Plan
Formal & Informal Communication Assessments
CREATING AN ADMINISTRATIVE SERVICES COMMUNICATIONS PLAN FOR YOUR AGENCY
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
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.
There is 1 primary tool used to support plan creation. Communications Plan - Template Agency_Commun.xls; Commun_Plan Worksheet
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.
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.
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.”
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.
Module 3 Review
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:
Updates to the Administrative Services Web Page
Updates to the MARS Project Intranet
It also details one-time communications, such as:
Transmission of MARS Project Plans
This Module “completes” the stakeholder focus addressed in Module 1. Identify Action Planning Analyze Map
AGENCY ACTION PLANNING
The purpose of this closing presentation is to...
Integrate what you’ve learned today
Provide suggestions for working with your Agency Implementation Lead
Develop an Action Plan for your agency
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
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 ???
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