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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... <ul><li>Provide information about the Simplified Administrat...
Why are we focusing on MARS? Level of Effort & Change January 1998 Time Line July 1998 January 1999 July 1999 January 2000...
How will our afternoon be structured? Identifying  Administrative Services Stakeholders Conducting a Communications Audit ...
Our goal today is to help you... <ul><li>Understand the timing and scope of the Simplified Administrative Services Project...
What expectations do you have for the day?
How do central and agency resource roles compare? <ul><li>Design and conduct communications training </li></ul><ul><li>Pro...
Special challenges to the Simplified Administrative Services Project <ul><li>Translating redesign into day-to-day policies...
You can help us to meet these challenges, by... <ul><li>Taking “ownership” of Simplified Administrative Services-related c...
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 dministrativ...
Benefits expected as a result of MARS include: <ul><li>Several MARS benefits will be afforded a wide audience, while other...
These benefits will extend to numerous business functions. <ul><li>Procurement </li></ul><ul><li>Accounts payable </li></u...
MARS is an  Enterprise-Wide System that will: <ul><li>Reduce Duplicate Data Entry </li></ul><ul><li>Reduce Reconciliation ...
Significant factors of MARS include: <ul><li>Replaces STARS & KAPS </li></ul><ul><li>Workgroup orientation </li></ul><ul><...
The MARS Development and Implementation Team includes:
How is the  MARS  system  being created? <ul><li>AMS is working closely with the Commonwealth staff  to customize and inte...
The  MARS  Software <ul><li>Advantage - Financial Management </li></ul><ul><li>Procurement Desktop - Procurement </li></ul...
Overview -  Financial Management <ul><li>General Ledger </li></ul><ul><li>Revenue Accounting/Accounts Receivable </li></ul...
Overview -  Procurement <ul><li>Solicitation, contract preparation & contract management </li></ul><ul><li>Requisition ent...
Overview -  Budgeting <ul><li>Supports each phase:  Formulation, review, publishing, and monitoring </li></ul><ul><li>Audi...
Overview - Reporting <ul><li>Standard reporting </li></ul><ul><li>Flexible inquiry, ad-hoc reports </li></ul><ul><li>Needs...
Travel  Management System <ul><li>WEB Based Authorization and Reimbursement request </li></ul><ul><li>Transportation Motor...
Post Implementation  Support Project  Planning Design, Configuration, Development Project Plan Central Agency Implementati...
Agency Implementation Plan Steps  9/98-7/99 <ul><li>Agency Liaison Support & Transition Management </li></ul><ul><li>Devel...
Agency Liaison Support & Transition Management <ul><li>October 1998 - July 1999  </li></ul><ul><li>Cross-agency Project Ma...
<ul><li>Agency Implementation Notebook </li></ul><ul><ul><li>Directs model agency implementation </li></ul></ul><ul><ul><l...
Agency System Implementation Planning <ul><li>November 1998 - May 1999 </li></ul><ul><li>Agency System Usage Analysis </li...
Agency Data Prep, Setup, & Loading 1/99-6/99 Consists of setup in the following categories: <ul><li>Security </li></ul><ul...
<ul><li>Upgrade Planning - 10/98-1/99 </li></ul><ul><li>Acquisition & Readiness - 10/98-3/99 </li></ul><ul><li>Certificati...
Questions?
Module 1 <ul><li>IDENTIFYING and ANALYZING YOUR AGENCY’S STAKEHOLDERS </li></ul>
This module is designed to... <ul><li>Explore the role of your agency’s Simplified Administrative Services stakeholders  <...
Why take a closer look at stakeholder groups? <ul><li>Stakeholders will play a big role in determining the ultimate succes...
How will a stakeholder focus help us in implementing Administrative Services?  Advocacy & Ownership Commitment and Action ...
Four primary activities, or “steps,” underscore a stakeholder focus. Addressing stakeholder concerns is an ongoing process...
Step 1 (part 1): Identify Administrative Services stakeholders inside of your agency. AIL Resource Information Available D...
<ul><li>Think about those individuals or groups -- suppliers, customers, and/or constituents, for example -- outside of yo...
Stakeholder Analysis - Template Step 2:  Analyze your agency’s stakeholder groups. Agency_Commun.xls; Stake_Analysis Works...
Step 2 (part 1): Complete descriptive information.  <ul><li>Insert the names of each of your agency’s stakeholders -- inte...
Step 2 (part 1 continued) <ul><li>Questions to consider include: </li></ul><ul><ul><ul><li>What prior communication has th...
Step 2 (part 3): Identify and assess anticipated impact areas. <ul><li>Indicate which project area(s) could impact each gr...
Step 2 (part 4): Decide whether groups require a special communications focus. <ul><li>Consider relative importance of eac...
Step 2 (part 5): Try to anticipate each group’s concerns. <ul><li>Record areas -- direct project concerns as well as “cult...
Did your analysis produce a high number of stakeholders? <ul><li>If so, you may find it helpful to group like stakeholders...
Step 3 (optional): Map stakeholder data. Stakeholder Mapping - Tool Purpose:   This tool is effective for gaining a broad ...
What does this tool tell you, once it’s completed? Maintain Confidence Woo & Win Monitor & Respond Keep Informed These sta...
Module 1 Review
Module 2 <ul><li>CONDUCTING A COMMUNICATIONS AUDIT IN YOUR AGENCY </li></ul>
Module 2 is designed to... <ul><li>Explain a process for conducting a communication audit </li></ul><ul><li>Share communic...
What is a communication audit? <ul><li>An evaluation of current communication vehicles and their effectiveness using tailo...
Why should our agency do a communication audit? <ul><li>Establish an understanding of existing communications vehicles  </...
<ul><li>AGENCY “QUICK CHECK” EXERCISE </li></ul>
There are 2 primary tools that will help you with the audit, which involves 4 steps. <ul><li>Communication Audit Template ...
Step 1: Document your agency’s existing communication vehicles. <ul><li>Complete columns “A” - “H” of the Communication Au...
Step 2: Tailor the Communication Needs Survey for your agency. <ul><li>Open the file Needs_sur.doc on your disk. </li></ul...
Step 2: Tailor the Communication Needs Survey for your agency. (continued) <ul><li>Specify names (in areas 1-5) of the age...
Step 3: Administer Communication Needs Survey to appropriate stakeholders. <ul><li>Work with your Agency Implementation Le...
Step 3: Administer survey to appropriate stakeholders (continued). <ul><li>A memo has been adapted for your use in relayin...
Step 4 (part 1) - Based on data collected, complete analysis of your agency’s existing communication vehicles.   <ul><li>C...
Step 4 (part 2) - Based on data collected, begin detailing “Proposed” vehicles. <ul><li>Complete Columns “A” - “G” and Col...
Step 4 (part 3): Identify resources required to establish additional communication vehicles and establish as feasible. <ul...
Module 2 Review
Tip: frequently assess effectiveness of communications.  <ul><li>The challenge of effective communication is remembering t...
<ul><li>BREAK </li></ul>
<ul><li>REALITY CHECK </li></ul>
Module 3 <ul><li>CREATING AN ADMINISTRATIVE SERVICES COMMUNICATIONS PLAN FOR YOUR AGENCY </li></ul>
This module is designed to... <ul><li>Explain a process for creating an Administrative Services Communication Plan for you...
What is an Administrative Services communication plan? <ul><li>A road map to guide future communications activity regardin...
There is 1 primary tool used to support plan creation. Communications Plan - Template Agency_Commun.xls; Commun_Plan Works...
Step 1: Determine your agency’s communications objectives for each stakeholder audience. <ul><li>Review your agency’s Stak...
Step 2: Decide what vehicles will advance your objectives. <ul><li>Review your completed Communications Audit. </li></ul><...
Step 3: Determine who will be responsible, what they’ll need to do, and when they’ll need to do it. <ul><li>Review resourc...
Step 4: Determine the frequency of this activity, and how you’ll get feedback. <ul><li>Consider whether it is desirable an...
Module 3 Review
The Central Team will provide much of the information you need. <ul><li>The spreadsheet, “Communications Activities Planne...
This Module “completes” the stakeholder focus addressed in Module 1. Identify Action Planning Analyze Map
<ul><li>AGENCY ACTION PLANNING </li></ul><ul><li>REVIEW </li></ul>
The purpose of this closing presentation is to... <ul><li>Integrate what you’ve learned today </li></ul><ul><li>Provide su...
So far we’ve learned about... <ul><li>The Simplified Administrative Services Project </li></ul><ul><li>Identifying, analyz...
Putting the pieces together…sequence? <ul><li>In what order should tasks be completed? </li></ul><ul><ul><li>Your agency C...
Putting the pieces together…timing?  <ul><li>Determining when tasks should be completed is up to each of you.  </li></ul><...
<ul><li>ACTION PLANNING EXERCISE </li></ul>
Where can you go for help? <ul><li>Agency Implementation Lead </li></ul><ul><li>Simplified Administrative Services Web Pag...
<ul><li>EVALUATIONS </li></ul>
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  • Transcript of "Communications and Stakeholder Enrollment Training Presentation"

    1. 1. Simplified Administrative Services Project Communications and Stakeholder Enrollment Training October 6 & 8, 1998
    2. 2. We appreciate your involvement in today’s session.
    3. 3. We will use an issues “parking lot” throughout our training.
    4. 4. Our purpose for bringing you together this afternoon is to... <ul><li>Provide information about the Simplified Administrative Services Project, focusing on MARS Implementation </li></ul><ul><li>Ensure that every agency is provided with tools to help organize their communications strategies </li></ul><ul><li>Provide a roadmap for getting information from the central project team to you for distribution to affected employees </li></ul>
    5. 5. 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
    6. 6. 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.
    7. 7. Our goal today is to help you... <ul><li>Understand the timing and scope of the Simplified Administrative Services Project </li></ul><ul><li>Understand how to identify and analyze stakeholders in your agency </li></ul><ul><li>Know how to conduct a communications audit in your agency </li></ul><ul><li>Understand how to construct a communications plan for your agency </li></ul><ul><li>Launch your agency’s communications planning process </li></ul><ul><li>Know whom to call with questions and issues </li></ul>
    8. 8. What expectations do you have for the day?
    9. 9. How do central and agency resource roles compare? <ul><li>Design and conduct communications training </li></ul><ul><li>Provide templates and tools to agency communications staff </li></ul><ul><li>Prepare communication updates for use by agency contacts </li></ul><ul><li>Conduct periodic feedback sessions with agency communication contacts </li></ul><ul><li>Serve as a reference point for agency questions and concerns </li></ul><ul><li>Assist agencies with communications “troubleshooting,” as needed </li></ul><ul><li>Participate in training offerings; alert central resources to training needs </li></ul><ul><li>Spearhead efforts to develop agency-specific communications plans </li></ul><ul><li>Adapt materials for maximum agency impact; create additional mechanisms, as needed </li></ul><ul><li>Encourage 2-way interaction between stakeholders and communications team members </li></ul><ul><li>Assist agency with efforts to anticipate and respond to stakeholder needs </li></ul><ul><li>Conduct periodic feedback sessions with agency staff </li></ul>Central Resources Agency Resources
    10. 10. Special challenges to the Simplified Administrative Services Project <ul><li>Translating redesign into day-to-day policies, procedures, actions and words </li></ul><ul><li>Winning the trust of those who will be affected by change initiatives </li></ul><ul><li>Dealing with some “ambiguity” during the system development phase </li></ul><ul><li>Keeping moving to maintain momentum and to meet aggressive deadlines </li></ul>
    11. 11. You can help us to meet these challenges, by... <ul><li>Taking “ownership” of Simplified Administrative Services-related communications for your Agency Implementation Team </li></ul><ul><li>Keeping your Agency Implementation Team advised as stakeholders are identified </li></ul><ul><li>Sharing employee perceptions about MARS, BIP’s, and related organizational changes with the Central Team </li></ul><ul><li>Working with the Central Team as a creative, proactive communicator and problem-solver! </li></ul>
    12. 12. MARS MARS Management Administrative Reporting System Commonwealth of Kentucky
    13. 13. 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
    14. 14. Benefits expected as a result of MARS include: <ul><li>Several MARS benefits will be afforded a wide audience, while other more “specific” gains will correspond to specific business functions. </li></ul><ul><li>Broad benefits afforded the Commonwealth will include the: </li></ul><ul><li>Enhanced service delivery to customers and citizens through the automation of certain manual processes; </li></ul><ul><li>Enhanced management decision support capabilities; and </li></ul><ul><li>Creation of a strong position for the Commonwealth to utilize emerging technologies, such as electronic commerce. </li></ul>
    15. 15. These benefits will extend to numerous business functions. <ul><li>Procurement </li></ul><ul><li>Accounts payable </li></ul><ul><li>Cash receipts </li></ul><ul><li>Accounts receivable </li></ul><ul><li>Intra-governmental transactions </li></ul><ul><li>Budget preparation </li></ul><ul><li>Management reportingdecision support </li></ul>
    16. 16. MARS is an Enterprise-Wide System that will: <ul><li>Reduce Duplicate Data Entry </li></ul><ul><li>Reduce Reconciliation Between Systems </li></ul><ul><li>Require Fewer Systems to Maintain </li></ul><ul><li>Require More Reliance on the Vendor to Maintain Software </li></ul><ul><li>Reduce the Number of Custom Interfaces to Maintain </li></ul>
    17. 17. Significant factors of MARS include: <ul><li>Replaces STARS & KAPS </li></ul><ul><li>Workgroup orientation </li></ul><ul><li>Will incorporate Web technology </li></ul><ul><li>Comprehensive audit trails </li></ul><ul><li>Comprehensive security </li></ul><ul><li>Performance Measurement </li></ul><ul><li>Graphical User Environment </li></ul>
    18. 18. The MARS Development and Implementation Team includes:
    19. 19. How is the MARS system being created? <ul><li>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 </li></ul><ul><li>AMS is the leading software vendor for State and large Local Governments </li></ul><ul><li>20 States currently use AMS software, including Missouri, Illinois, Utah, and Massachusetts </li></ul>American Management Systems (AMS) is the selected software provider.
    20. 20. The MARS Software <ul><li>Advantage - Financial Management </li></ul><ul><li>Procurement Desktop - Procurement </li></ul><ul><li>BRASS - Budgeting </li></ul><ul><li>Management Reporting Database </li></ul><ul><li>Travel Management Systems </li></ul>MARS software is an integrated package consisting of
    21. 21. Overview - Financial Management <ul><li>General Ledger </li></ul><ul><li>Revenue Accounting/Accounts Receivable </li></ul><ul><li>Encumbrance/Expendi-ture Accounting </li></ul><ul><li>Accounts Payable/Cash Disbursements </li></ul><ul><li>Budgeting </li></ul><ul><li>Inventory Control </li></ul><ul><li>Project Billing, Accounting and Budgeting </li></ul><ul><li>Cash Management </li></ul><ul><li>Cost Accounting/ Allocation/Job Cost Allocation </li></ul><ul><li>Grant/Federal Aid Management/Federal Highway Billing </li></ul><ul><li>Fixed Assets </li></ul>ADVANTAGE
    22. 22. Overview - Procurement <ul><li>Solicitation, contract preparation & contract management </li></ul><ul><li>Requisition entry, account code validation, & PO printing </li></ul><ul><li>Approval processing & receiving </li></ul><ul><li>Non-catalog purchases </li></ul><ul><li>Reference library & electronic catalog </li></ul><ul><li>Commonwealth-wide profiles by entity, supplier, commodity & project </li></ul><ul><li>Milestone planning & tracking </li></ul>Procurement Desktop
    23. 23. Overview - Budgeting <ul><li>Supports each phase: Formulation, review, publishing, and monitoring </li></ul><ul><li>Audit trail of changes </li></ul><ul><li>“ What-if” analysis & modeling </li></ul><ul><li>Salary & benefit forecasting </li></ul><ul><li>Flexible budget entry forms and budget views </li></ul><ul><li>Crosstab data </li></ul><ul><li>Data consolidation </li></ul>BRASS
    24. 24. Overview - Reporting <ul><li>Standard reporting </li></ul><ul><li>Flexible inquiry, ad-hoc reports </li></ul><ul><li>Needs of State agency/dept. users and Legislature are priorities for 7/1/99 implementation </li></ul><ul><li>Reports/queries designed for analysts, management, executives, and casual users </li></ul><ul><li>Facilitates viewing, distribution, archiving </li></ul>Reporting Database
    25. 25. Travel Management System <ul><li>WEB Based Authorization and Reimbursement request </li></ul><ul><li>Transportation Motor Pool reservations </li></ul><ul><li>Create and store travel budget </li></ul><ul><li>Edit for KY specific policy </li></ul><ul><li>Workflow routing </li></ul><ul><li>Electronic Funds Transfer </li></ul>Travel
    26. 26. 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
    27. 27. Agency Implementation Plan Steps 9/98-7/99 <ul><li>Agency Liaison Support & Transition Management </li></ul><ul><li>Develop & Maintain Agency Implementation Notebook & Checklists </li></ul><ul><li>Agency System Implementation Planning </li></ul><ul><li>Agency Data Prep, Setup, & Loading </li></ul><ul><li>Hardware, Software, Netware Prep & Certification </li></ul>
    28. 28. Agency Liaison Support & Transition Management <ul><li>October 1998 - July 1999 </li></ul><ul><li>Cross-agency Project Management </li></ul><ul><li>Information Clearinghouse </li></ul><ul><li>Model Agency Implementation Workplan </li></ul><ul><li>Activities Coordination </li></ul><ul><li>Related Agency Briefings - as needed </li></ul>
    29. 29. <ul><li>Agency Implementation Notebook </li></ul><ul><ul><li>Directs model agency implementation </li></ul></ul><ul><ul><li>Contains sections for inclusion of agency-specific materials </li></ul></ul><ul><ul><li>Will be released in 2 versions </li></ul></ul><ul><ul><ul><li>version 1 - 9/98-11/98 </li></ul></ul></ul><ul><ul><ul><li>version 2 - 11/98-2/99 </li></ul></ul></ul><ul><li>Checklists </li></ul><ul><ul><li>Act as the key agency implementation tracking tool </li></ul></ul><ul><ul><li>Will be developed for model agency implementation -- agencies will customize as needed </li></ul></ul>Agency Implementation Notebook & Checklists 9/98-7/99
    30. 30. Agency System Implementation Planning <ul><li>November 1998 - May 1999 </li></ul><ul><li>Agency System Usage Analysis </li></ul><ul><li>Agency Custom Policies & Procedures </li></ul><ul><li>Agency Custom Training </li></ul><ul><li>Agency Conversion </li></ul><ul><li>Agency Interfaces - Other </li></ul><ul><li>Agency-specific Reporting </li></ul><ul><li>Agency Security & Audit </li></ul><ul><li>Agency-specific System Enhancements </li></ul><ul><li>Agency Acceptance Test </li></ul><ul><li>Agency Cutover Readiness Checklist </li></ul><ul><li>Agency Communication Plan </li></ul><ul><li>Agency Workforce Transition Plan </li></ul>Model Agency Implementation Workplan Agency-Specific Workplans
    31. 31. Agency Data Prep, Setup, & Loading 1/99-6/99 Consists of setup in the following categories: <ul><li>Security </li></ul><ul><li>Chart of Accounts </li></ul><ul><li>Budget & Cash Control </li></ul><ul><li>Agency Crosswalks </li></ul><ul><li>Cost Allocation </li></ul><ul><li>Grants </li></ul><ul><li>Projects </li></ul><ul><li>Project Billing </li></ul><ul><li>Fixed Assets </li></ul><ul><li>Inventory </li></ul><ul><li>Vendor </li></ul><ul><li>Commodity </li></ul><ul><li>Procurement, Other </li></ul><ul><li>Travel </li></ul><ul><li>Workflow </li></ul>
    32. 32. <ul><li>Upgrade Planning - 10/98-1/99 </li></ul><ul><li>Acquisition & Readiness - 10/98-3/99 </li></ul><ul><li>Certification Program - 3/99-6/99 </li></ul>HW, SW, NW Preparation & Certification
    33. 33. Questions?
    34. 34. Module 1 <ul><li>IDENTIFYING and ANALYZING YOUR AGENCY’S STAKEHOLDERS </li></ul>
    35. 35. This module is designed to... <ul><li>Explore the role of your agency’s Simplified Administrative Services stakeholders </li></ul><ul><li>Explain a process by which you will be able to identify and analyze your agency’s stakeholders </li></ul><ul><li>Provide the tools and templates to support this process </li></ul>
    36. 36. Why take a closer look at stakeholder groups? <ul><li>Stakeholders will play a big role in determining the ultimate success -- or failure -- of the Simplified Administrative Services Project. </li></ul><ul><li>By definition, stakeholders may be described as those persons or groups of persons who are: </li></ul><ul><li>1.) impacted by the implementation of Simplified Administrative Services initiatives, and/or </li></ul><ul><li>2.) have a vested interest in the outcome of these initiatives. </li></ul>
    37. 37. 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
    38. 38. Four primary activities, or “steps,” underscore a stakeholder focus. Addressing stakeholder concerns is an ongoing process. Identify Action Planning Analyze Map
    39. 39. 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
    40. 40. <ul><li>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. </li></ul><ul><li>Take a look at your rolodex; are there external persons or groups who perform Administrative Services functions for your agency? </li></ul><ul><li>Include the names of these individuals with those received from your Agency Implementation Lead. </li></ul>Step 1 (part 2): Identify Administrative Services stakeholders outside of your agency.
    41. 41. Stakeholder Analysis - Template Step 2: Analyze your agency’s stakeholder groups. Agency_Commun.xls; Stake_Analysis Worksheet
    42. 42. Step 2 (part 1): Complete descriptive information. <ul><li>Insert the names of each of your agency’s stakeholders -- internal and external -- into column “A.” </li></ul><ul><li>Enter a description of each group. </li></ul><ul><li>Questions to consider include: </li></ul><ul><ul><ul><li>What does this group know about EMPOWER Kentucky? </li></ul></ul></ul><ul><ul><ul><li>Have any members of this group been involved in EMPOWER? </li></ul></ul></ul><ul><ul><ul><li>What does this group know about the EMPOWER Kentucky Administrative Services Project? </li></ul></ul></ul><ul><ul><ul><li>Are any of your agency’s employees assigned to the Administrative Services project? If so, is this group aware of such participation? </li></ul></ul></ul>
    43. 43. Step 2 (part 1 continued) <ul><li>Questions to consider include: </li></ul><ul><ul><ul><li>What prior communication has this group received from EMPOWER Kentucky? Through the Communique? </li></ul></ul></ul><ul><ul><ul><li>What are the rumors circulating among this group? </li></ul></ul></ul><ul><ul><ul><li>What prior communication has this group received regarding the Administrative Services project? From agency leaders? From the Administrative Services Team? </li></ul></ul></ul><ul><ul><ul><li>Does this group have access the Administrative Services web page information? Do they use it? </li></ul></ul></ul>
    44. 44. Step 2 (part 3): Identify and assess anticipated impact areas. <ul><li>Indicate which project area(s) could impact each group. </li></ul><ul><li>Note how and when this impact might occur, and its relative strength. </li></ul><ul><li>Questions to consider include: </li></ul><ul><ul><ul><li>To date, has the Administrative Services project impacted anyone in this group directly? </li></ul></ul></ul><ul><ul><ul><li>To date, has the EMPOWER project impacted this group directly? </li></ul></ul></ul><ul><ul><ul><li>What other changes, unrelated to EMPOWER, has this group experienced in the recent past? Are there other changes anticipated for this group? </li></ul></ul></ul>
    45. 45. Step 2 (part 4): Decide whether groups require a special communications focus. <ul><li>Consider relative importance of each group to meeting project goals. </li></ul><ul><li>Questions to consider include: </li></ul><ul><ul><ul><li>Does the stakeholder group have the ability to affect the flow of information about the project? </li></ul></ul></ul><ul><ul><ul><li>Do members of this group have the ability to influence other stakeholder groups? </li></ul></ul></ul><ul><ul><ul><li>Are members of this group, as a general rule, willing to adapt to change? </li></ul></ul></ul>
    46. 46. Step 2 (part 5): Try to anticipate each group’s concerns. <ul><li>Record areas -- direct project concerns as well as “cultural” issues -- that may be particular concerns to each group. </li></ul><ul><li>Some frequently cited stakeholder concerns include: </li></ul><ul><ul><ul><li>Will I still have a job? </li></ul></ul></ul><ul><ul><ul><li>Will I still be working here, i.e. with the same people, in the same place? </li></ul></ul></ul><ul><ul><ul><li>Will my salary change? </li></ul></ul></ul><ul><ul><ul><li>Things are going fine now; why should we change it? </li></ul></ul></ul><ul><ul><ul><li>I don’t use a computer now and I don’t want to learn. What’s in it for me? </li></ul></ul></ul><ul><ul><ul><li>This is just Frankfort again telling us what to do. </li></ul></ul></ul>
    47. 47. Did your analysis produce a high number of stakeholders? <ul><li>If so, you may find it helpful to group like stakeholders into “audience” groups. </li></ul><ul><li>You can then target your communications toward these larger groups. </li></ul><ul><li>We have a tool available to assist with this grouping process. </li></ul>
    48. 48. 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
    49. 49. 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.
    50. 50. Module 1 Review
    51. 51. Module 2 <ul><li>CONDUCTING A COMMUNICATIONS AUDIT IN YOUR AGENCY </li></ul>
    52. 52. Module 2 is designed to... <ul><li>Explain a process for conducting a communication audit </li></ul><ul><li>Share communication audit tools </li></ul><ul><li>Provide sample, completed communication audit tools </li></ul>
    53. 53. What is a communication audit? <ul><li>An evaluation of current communication vehicles and their effectiveness using tailored assessment tools </li></ul><ul><li>An appraisal of the potential effectiveness of new communication vehicles for Administrative Services employees and other key stakeholders </li></ul><ul><li>An opportunity to understand what types of messages stakeholders want to hear </li></ul>
    54. 54. Why should our agency do a communication audit? <ul><li>Establish an understanding of existing communications vehicles </li></ul><ul><li>Ensure that critical communications related to the project are reaching their intended audience </li></ul><ul><li>Maximize the use of limited resources </li></ul>
    55. 55. <ul><li>AGENCY “QUICK CHECK” EXERCISE </li></ul>
    56. 56. There are 2 primary tools that will help you with the audit, which involves 4 steps. <ul><li>Communication Audit Template </li></ul><ul><li>Communication Needs Survey </li></ul><ul><ul><li>These tools are: </li></ul></ul><ul><ul><ul><ul><li>Located on your disk: </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Commun_audit is an Excel worksheet within Agency_Commun.xls </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Needs_sur.doc is a Word document </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Tailored to Administrative Services issues </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Available in paper copy in your folders </li></ul></ul></ul></ul>
    57. 57. Step 1: Document your agency’s existing communication vehicles. <ul><li>Complete columns “A” - “H” of the Communication Audit Template. </li></ul>Agency_Commun.xls; Commun_Audit Worksheet
    58. 58. Step 2: Tailor the Communication Needs Survey for your agency. <ul><li>Open the file Needs_sur.doc on your disk. </li></ul><ul><li>Record your agency name at the top of the document. </li></ul><ul><li>Record the areas (1,2, 3, 4, and/or 5) to which you would like your recipient to respond. </li></ul>Needs_sur.doc
    59. 59. Step 2: Tailor the Communication Needs Survey for your agency. (continued) <ul><li>Specify names (in areas 1-5) of the agency communications for which you seek assessment data in Question B, “Information Sources.” </li></ul>Needs_sur.doc
    60. 60. Step 3: Administer Communication Needs Survey to appropriate stakeholders. <ul><li>Work with your Agency Implementation Lead to target organizational units and/or individuals. </li></ul><ul><li>Determine whether you will seek feedback from all members of the group(s); or, for large groups, whether a sample will be used. </li></ul><ul><li>Determine what format will be used for administering the survey. Possible formats include: </li></ul><ul><ul><ul><li>focus groups, </li></ul></ul></ul><ul><ul><ul><li>e-mail or interoffice surveys </li></ul></ul></ul><ul><ul><ul><li>telephone interviews. </li></ul></ul></ul>
    61. 61. Step 3: Administer survey to appropriate stakeholders (continued). <ul><li>A memo has been adapted for your use in relaying the survey to recipients. </li></ul><ul><li>Routing information must be added. </li></ul><ul><li>A few changes to the body of the document are needed, too. </li></ul>Why_survey.doc
    62. 62. Step 4 (part 1) - Based on data collected, complete analysis of your agency’s existing communication vehicles. <ul><li>Complete column “I” of the Communication Audit Template. </li></ul>Agency_Commun.xls; Commun_Audit Worksheet
    63. 63. Step 4 (part 2) - Based on data collected, begin detailing “Proposed” vehicles. <ul><li>Complete Columns “A” - “G” and Column “I” under “Proposed Communications Devices.” </li></ul>Agency_Commun.xls; Commun_Audit Worksheet
    64. 64. Step 4 (part 3): Identify resources required to establish additional communication vehicles and establish as feasible. <ul><li>New communications vehicles may require several resources -- time, access to a computer, and/or the assistance of additional staff. </li></ul><ul><li>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. </li></ul><ul><li>Review with your Agency Implementation Lead the proposed communications vehicles detailed in your Communications Audit. </li></ul><ul><li>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. </li></ul>
    65. 65. Module 2 Review
    66. 66. Tip: frequently assess effectiveness of communications. <ul><li>The challenge of effective communication is remembering that communication is an ongoing 2-way process, not an outcome or event. </li></ul>Consider Communication Requirements Monitor Effectiveness Implement Create Message & Approach New Event or Change Goal <ul><li>Stakeholder Assessment </li></ul><ul><li>Communication Audit </li></ul><ul><li>Communication Survey </li></ul><ul><li>Action Planning </li></ul><ul><li>Prepare Communications Plan </li></ul><ul><li>Execute Communications Plan </li></ul><ul><li>Formal & Informal Communication Assessments </li></ul>
    67. 67. <ul><li>BREAK </li></ul>
    68. 68. <ul><li>REALITY CHECK </li></ul>
    69. 69. Module 3 <ul><li>CREATING AN ADMINISTRATIVE SERVICES COMMUNICATIONS PLAN FOR YOUR AGENCY </li></ul>
    70. 70. This module is designed to... <ul><li>Explain a process for creating an Administrative Services Communication Plan for your agency </li></ul><ul><li>Provide a template and sample materials to support this process </li></ul><ul><li>“Complete” our view to the stakeholder enrollment process </li></ul>
    71. 71. What is an Administrative Services communication plan? <ul><li>A road map to guide future communications activity regarding the Administrative Services Project and its impacts for your agency. </li></ul>
    72. 72. There is 1 primary tool used to support plan creation. Communications Plan - Template Agency_Commun.xls; Commun_Plan Worksheet
    73. 73. Step 1: Determine your agency’s communications objectives for each stakeholder audience. <ul><li>Review your agency’s Stakeholder Analysis template. </li></ul><ul><li>Review the results of your agency’s Communications Needs Survey. </li></ul><ul><li>Use this information to complete columns “A” through “C” of your plan. </li></ul>
    74. 74. Step 2: Decide what vehicles will advance your objectives. <ul><li>Review your completed Communications Audit. </li></ul><ul><li>Consider vehicles already existing, as well as those you proposed. </li></ul><ul><li>Determine the best “match” to meet each objective. </li></ul><ul><li>Use this information to complete column “D” on your plan. </li></ul>
    75. 75. Step 3: Determine who will be responsible, what they’ll need to do, and when they’ll need to do it. <ul><li>Review resources identified as part of your Communications Audit. </li></ul><ul><li>Determine what steps must be completed prior to each activity. </li></ul><ul><li>Use this information to complete columns “E, ” “F,” and “G.” </li></ul>
    76. 76. Step 4: Determine the frequency of this activity, and how you’ll get feedback. <ul><li>Consider whether it is desirable and/or feasible for activities to occur more than once. </li></ul><ul><li>Consider how the audience for each activity will able to convey their impressions, questions, or concerns. </li></ul><ul><li>Decisions may be recorded in columns “H” and “I” to complete planning activities. </li></ul>
    77. 77. Module 3 Review
    78. 78. The Central Team will provide much of the information you need. <ul><li>The spreadsheet, “Communications Activities Planned by the Central Team” reveals what communications you can expect from us during the months of October and November. </li></ul><ul><li>This spreadsheet targets a number of recurring communications devices, such as: </li></ul><ul><ul><li>Newsletters </li></ul></ul><ul><ul><li>Manager’s Messages </li></ul></ul><ul><ul><li>Electronic mail </li></ul></ul><ul><ul><li>Updates to the Administrative Services Web Page </li></ul></ul><ul><ul><li>Updates to the MARS Project Intranet </li></ul></ul><ul><li>It also details one-time communications, such as: </li></ul><ul><ul><li>Special Meetings </li></ul></ul><ul><ul><li>Transmission of MARS Project Plans </li></ul></ul>
    79. 79. This Module “completes” the stakeholder focus addressed in Module 1. Identify Action Planning Analyze Map
    80. 80. <ul><li>AGENCY ACTION PLANNING </li></ul><ul><li>REVIEW </li></ul>
    81. 81. The purpose of this closing presentation is to... <ul><li>Integrate what you’ve learned today </li></ul><ul><li>Provide suggestions for working with your Agency Implementation Lead </li></ul><ul><li>Develop an Action Plan for your agency </li></ul>
    82. 82. So far we’ve learned about... <ul><li>The Simplified Administrative Services Project </li></ul><ul><li>Identifying, analyzing, and mapping agency stakeholders </li></ul><ul><li>Conducting a Communications Audit with the help of a Communication Needs Survey </li></ul><ul><li>Creating an Administrative Services Action Plan for your agency </li></ul><ul><li>Collecting stakeholder feedback - formal and informal methods </li></ul>
    83. 83. Putting the pieces together…sequence? <ul><li>In what order should tasks be completed? </li></ul><ul><ul><li>Your agency Communications Plan must be done last, as it is informed by your stakeholder analysis and communications audit. </li></ul></ul><ul><ul><li>You do have some flexibility regarding the order in which your stakeholder analysis or your communications audit are completed. </li></ul></ul><ul><ul><li>Does one of these items appeal to you as a more comfortable “starting point”? Let that guide where you start. </li></ul></ul>1, 2, 3 ???
    84. 84. Putting the pieces together…timing? <ul><li>Determining when tasks should be completed is up to each of you. </li></ul><ul><li>Shooting for November may work to your advantage, however, since that way you will: </li></ul><ul><ul><li>have a strategy in place to adapt and disseminate Central Team Communications at the time they intensify, </li></ul></ul><ul><ul><li>benefit from the communications focus group tentatively scheduled for mid-November, and </li></ul></ul><ul><ul><li>be ready prior to the fall and winter holidays. </li></ul></ul>
    85. 85. <ul><li>ACTION PLANNING EXERCISE </li></ul>
    86. 86. Where can you go for help? <ul><li>Agency Implementation Lead </li></ul><ul><li>Simplified Administrative Services Web Page </li></ul><ul><li>Central Team Contacts </li></ul>
    87. 87. <ul><li>EVALUATIONS </li></ul>
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