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  • 1. STATE OF WASHINGTON EMPLOYMENT SECURITY DEPARTMENT GO2WORKSOURCE.COM VERSION 7 IMPLEMENTATION PROJECT COMMUNICATION PLAN 05-27-04
  • 2. I. INTRODUCTION The purpose of the Go2WorkSource.com (VERSION 7) Communication Plan is to provide an overall framework for managing and coordinating the wide variety of communications that will directly or indirectly take place as part of the VERSION 7 Implementation Project. It addresses communicators, audiences, messages, communication channels, feedback mechanisms, and message timing and creates a mapping between all six. Such a framework will ensure that the VERSION 7 Implementation Project provides relevant, accurate, consistent information to the organization at all times. The Business Manager, Joe Racek, will develop the communication materials, support the delivery of communications, and measure and analyze the effectiveness of the Program Communication Plan. Actual delivery of many of the communication messages will be through designated “communicators” – presenting and facilitating briefing sessions, delivering communication locally, and soliciting local feedback. The resources required to develop communication materials and to support the delivery of communications will be included in the work plan. This plan includes the following elements:  Project Audiences  Communications Event Plan  Communication Calendar  Communication Formats  Communication Principles A significant number of project stakeholders are involved in this project. By effectively communicating with them, the project can accomplish its work with support and cooperation of each stakeholder group. 1
  • 3. II. PROJECT AUDIENCES This section contains a description of the various audiences that are covered in this Communication Plan. The following table identifies each audience and their vested interests and expectations. Audience Participants Stakeholder Interests Expectations Executive Janet Bloom  Project strategy  Project is well planned. Sponsors owners. Nelson Meyers  Project progresses as  Appropriate planned. Thomas Bynum deployment and use  Issues are raised quickly. of resources.  Policy is followed.  Project progression.  Policy development. Oversight Peggy Zimmerman  Project strategy.  Status reporting. Committee Ron Byington  Changes to business  Policy issue operations and policy. identification. Bob Miller  Implementation of  Project planning. VERSION 7.  Input in the review of  Project deliverables. project deliverables. Change Control Peggy Zimmerman  Management of  Status reports. Committee project scope. Paul Christopherson  Notification of variances from strategy and project Kathy Mertes charters. Tammy O’Neal  Accountability for project Gary Plendl resources. Ron Byington Julie LeClair Rachel Johnston ESD Information ESD Senior Leadership  Implementation of  Status reports. Technology VERSION 7  Notification of variances application. Steering from strategy and project Committee  Deployment of ESD charters. resources.  Accountability for project  Adherence to state resources. and agency technical standards. Internal and Service Providers that are  Impacts of VERSION  Status reports. External affected directly or indirectly 7 on business  Notification of changes in Stakeholders by VERSION 7 processes. policy. implementation. Included are Job Seekers, employers,  Implementation strategy. LEX, Policy groups, WorkSource Partners Regional Regional leadership who  Impacts of VERSION  Status reports. Management manage Labor Exchange 7 on business  Notification of changes in activities in local regions. processes. policy. 2
  • 4. Audience Participants Stakeholder Interests Expectations  Functionality of  Implementation strategy. VERSION 7  Notification of changes in application. strategy.  Impacts of implementation on business operations. Labor Exchange WorkSource local staff that  How the system will  Training. Staff will use the product in local work and the impact  Good responsive system. office. This includes both on them. state and partner staff.  Assistance in learning  Changes in business Central Office, Wagner new system. procedures and Peyser Program policies. Administration. Project Staff Staff assigned directly or  Clear direction and  Quality delegation. indirectly to work on the delegation of tasks.  Review and feedback on project.  Consistent quality deliverables. management. 3
  • 5. III. COMMUNICATIONS EVENT PLAN The following table outlines the communication events that will occur to support the VERSION 7 Imple- mentation Project. Refer to Section V for suggested formats of communications and meetings. Feedback Event Communicator Audience Channel Timing Mechanism Project Business and Business and S Regularly Discussion Coordinator Technical Technical Project t Scheduled Meetings Project Staff Staff a Weekly t Meetings u s R e v i e w ( O r a l ) Status Reports Business  Executive  Written Monthly  Face-to- Manager Sponsors Reports Face Or As Technical  VERSION 7  Status Needed  Comments Manager Review on Reports  Project Oversight (Oral) Committee  ESD / ITSC  Regional Management  Internal and External Stakeholders Project Business Project Stakeholder Oral and Monthly Face-to-Face Oversight Manager Representatives Briefing Notes Meetings Tech Manager Change Control Business Project Stakeholder Oral and Monthly Face-to-Face Committee Manager Representatives Briefing Notes Meetings Tech Manager Regional Business Regional Managers Oral Briefing Quarterly Face-to-Face Managers Manager and Briefing – per Meetings Notes Kathy Mertes, have this meeting in 4
  • 6. Feedback Event Communicator Audience Channel Timing Mechanism the FALL VERSION 7 Business Local Service Newsletter Monthly E-Mail Question Implementation Manager Provider Staff Box Newsletter Regional Pre- Business  Regional Meeting Winter  E-Mail implementation Manager Managers 2004 Question Meetings Box  Local Service Program’s Provider Staff  Face-to- conference Face  Vets, etc. VERSION 7 Project – Post All interested Parties  Documents Begin in E-Mail Implementation Documents July 2004  Schedules Question Box Project Web Site  Status Reports  Newsletters User Training VERSION 7 Local Service Training One  E-Mail Trainers Provider Staff Sessions and month Question Materials prior to Box Implement  Face-to- ation Face VERSION 7 VERSION 7 All System Users User Manual One E-Mail Question Documentation Trainer month Box prior to Implement ation Status Project Groups Requesting Presentation Ad hoc Face-to-Face Presentations Managers Status Reports (e.g., ISB, Workforce Development Councils, etc.) 5
  • 7. IV. COMMUNICATION CALENDAR The following calendar identifies the communication events that will occur for each month of the project. The brackets indicate formal project deliverables. Month Communication Event May 2004  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report June 2004  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report  Regional Managers Meetings  Send brief news article to Morning News July 2004  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report  Monthly Newsletter Begins Aug 2004  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report  VERSION 7 Implementation Newsletter  Monthly Newsletter Sept 2004  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report  Interfaces Report  VERSION 7 Acceptance Test Results Report  Regional Managers Meetings  Data Conversion Report  Monthly Newsletter Oct 2004  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report  Regional Managers Meetings  Monthly Newsletter Nov 2004  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report  VERSION 7 Implementation Newsletter  Monthly Newsletter 6
  • 8. Month Communication Event Dec 2004  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report  Regional Managers Meetings  Monthly Newsletter  Article posted on website “What’s Up” Jan 2005  VERSION 7 Implementation Project Status Report  Monthly Newsletter  CHANGE CONTROL Status Report  Article posted on website “What’s Up” Feb 2005  VERSION 7 Implementation Project Status Report  CHANGE CONTROL Status Report  Regional Managers Meetings  Article posted on website “What’s Up” March 2005  VERSION 7 Implementation Newsletter 7
  • 9. V. COMMUNICATION FORMATS This section outlines the contents of key communications instruments and meetings.  Status Report and Status Presentations » Status Summary » Accomplishments Achieved » Project Plan Deviations » Schedule » Effort/Cost » Key Project/Policy Decisions » Significant Project Problems and Issues » Risk and Mitigation Plan  Project Oversight Committee » Review Minutes » Review Project Status » Discuss Project Problems and Issues » Review Policy Recommendations » Review Communication Plan  Regional Managers Meetings » Review Project Status » Review Key Policy/Project Decisions » Review Upcoming Project Activities » Provide Feedback Discussions for Regional Managers  VERSION 7 Implementation Project Newsletter » Project Status » Key Project/Policy Decisions » Frequently Asked Questions » Spotlight on VERSION 7 System Facets and Functions  Regional Pre-implementation Meeting » Review Implementation Plans » Review Implementation Roles and Responsibilities 8
  • 10. » Review Implementation Resources  User Training » VERSION 7 Application Training » Data Business Rules » Business Processes » Reports » System Policies and Procedures  VERSION 7 Documentation » Screen-by-Screen Documentation » Data Dictionary With Business Rules » Business Scenario Procedures » Reports » Systems Polices and Procedures » How to Get Help 9
  • 11. VI. COMMUNICATION PRINCIPLES From program team experience and from communications best practices, a number of common principles emerge that should be followed to ensure successful communication. These have been used in defining the Program Communication Plan to support the VERSION 7 Implementation Project. They are described in the table below. Principle Reason Credibility Without a credible communication approach or credible communicators, individuals will simply not believe in the end goal. To Involve, Not Inform Promotes ownership of the program, feeling like necessary part of the program. Communicators Whom People If the staff does not trust or respect the communicators, the Trust/Respect messages “fall on deaf ears.” Visible Management Support Active management commitment gives credibility to com- munication. Must be seen to demonstrate support. Face-to-Face Communication Audience is involved; communication is two-way and provides a feedback mechanism. To Avoid Information “Overload” Too much information leads to confusion and irritation. Accurate and timely information is key. Consistent Messages Inconsistency loses credibility in the program. Without consistency, audiences are confused and frustrated about what to expect. To Repeat Messages and Vary The more ways a message can be communicated, the more likely Mechanisms it is to be internalized. Using different mechanisms ensures repetition without individuals “switching off.” To Create Demand: Ensures buy-in to the change. Encouraging team to pull for infor- mation, rather than management pushing it at them. Tailor Communication to Audience Makes information “real” to the audience. The audience members Needs: are more likely to listen if the information is pertinent to their current frame of reference. Give information that audience wants, not what you want to tell. Central Coordination Ensures consistent approach. Manage Expectations Encourages audience to believe in what you to tell them. Preparing shows you understand their needs. Listen and Act on Feedback Encourages support in the approach by being responsive to the needs of the audience. Ensure approach meets changing audience needs. The following outlines the approach to identifying the communication elements to support the VERSION 7 Implementation Project. 10
  • 12.  Audience Groups Audience groups for VERSION 7 Implementation Project can be broken down in a number of different ways: program team, program sponsors, internal stakeholders and external stake- holders. Clearly, most people belong to a number of potential audience groups, some of which overlap and/or have different concerns and priorities.  Timing of Communication Events See Communication Event Schedule for the timing of the communication events.  Communication and Feedback Channels Communication and feedback channels fall into three broad categories: face-to-face, paper- based and technology-based. Some will be more or less suitable for different audience groups and different communication objectives. » Face-to-Face (Primary Mechanism for Communication) - Presentations/briefings. - Brown bag sessions. - Workshops. - One-on-one discussions. » Paper-Based - Internal memoranda. - Communications questionnaire. - Desk aids. - Bulletin board. - Feedback forms. - Communication timetable. » Technology-Based - Video. - Electronic bulletin boards. - E-mail newsletter. - Web pages.  Communicators 11
  • 13. As important as the message is the deliverer of the message, or the “communicator.” It is important that the communicators have credibility with their audience, for the message they are delivering. It is also important that the communicators are supported and trained in communication skills.  Feedback and Measuring Effectiveness Feedback is key to ensuring the ongoing effectiveness of VERSION 7 Implementation Project communication. In addition to determining whether people feel communicators are doing a credible job, feedback will focus on obtaining the answers to a series of questions, for exam- ple, whether people: » Understand what the program will deliver. » Understand when the program will deliver specified capabilities. » Understand the progress of the program. » Understand the issues of the program. » Feel they have been involved in what is happening. » Feel they have had a chance to voice their opinions. » Feel their questions have been answered. » Believe in the program and “own” the program. By evaluating feedback, the Communication Plan can be adapted in order to meet the needs of the audience at any given point in time. This will enable continuous improvement for future communication. Face-to-face communication events (e.g., communication sessions, workshops, and management walkabouts) will provide an opportunity for the audience to give feedback directly to the communicators. Other channels will include physical feedback forms and an on-line bulletin board – a place where people can post feedback or ask questions. Details of the feedback received about VERSION 7 Implementation Project communication, together with any subsequent changes to the plan, will be given to program management at designated meetings. 12