CAFOD SharePoint Intranet Case Study


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What happens if you make everyone in your orgaisation a publisher?
From Online Information 2010, case study of a SharePoint intranet implementation presented by Laura Jarque and Sam Marshall. Focuses on building emloyee engagement and organisation identity through open communication and internal communities.

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  • CAFOD is...I am...Sam will tell you a bit about himself.
  • We help organisations develop strategies to CommunicateCollaborateEffectively using intranets such as SharePoint.I was Unilever Intranet manager. What struck me working with CAFOD was how similar the challenges are about makign intranets relevant to employees, even though they’re v different kinds of organisation
  • [LJ] (3 mins)Let me introduce you to... 2 people who are central to today’s presentation.Mrs Rajani, from Sri Lanka, standing next to her CAFOD-funded well. CAFOD funded new homes, wells and toilets in Sri Lanka for those displaced by the 2004 tsunami.CAFOD supporter Bruce Wilson. Ran London Marathon this year and donated the money to CAFOD. 75% of our income comes directly from supporters.In 2004, if Brucewanted to know how his donation to the Tsunami appeal was being used, he’d ask his local CAFOD contact in our office in Liverpool or Middlesbrough or Plymouth. He or she might not know, so would phone a colleague in the main office in London. That person might be away from their desk so that would take a while. Then when they get the message, they might need to ring someone in Sri Lanka, who is out in the field doing project work. All in all, it could take a while for Bruce to get his answer, by which time he may have lost the motivation to keep supporting usThis presentation is about how we used our intranet to speed up the sharing of information, to keep our organisation competitive.The intranet project happened in 2008. In the previous few years, the organisation had been through major change: rapid expansion, new international offices, a major humanitarian crisis to respond to; a desire to feel like ‘one organisation’; demand for clearer leadership communication; demand for better peer-peer communication.We engaged Sam to help us look at the information, knowledge and communication needs that were emerging as a result of these changes. He helped us work out the differences between these areas and how to deliver what the organisation needed.Sam is going to tell you about how the project began and developed.
  • [SM] (1 mins)Our original intranet had existed for several years, but was seen by most staff as difficult to navigateunclear in it’s purposeoften irrelevant to those outside the head office.Being a charity, employees feel strongly about what they do. This mean it was particularly important that the approach was consultative and everyone felt they had a chance to be involved, even on Skype talking to Bolivia, Zimbabwe and Darfur.Hearing they don’t always have electricity let alone decent broadband puts things into perspective!We used a combination of focus groups, employee surveys and stakeholder interviews to talk about problems of communication, collaboration and access to services. We didn’t ask “What do you want from your intranet”, but focussed on challenges of sharing knowledge, finding the right people and keeping in touch with other parts of CAFOD.
  • [SM] (2 mins)We used an assessment Framework to visualise the strengths and weaknesses (solid line), and the insights we’d gathered from the study to work out where CAFOD needed to improve.CommunicationThe old site wasn’t’ seen as the place to go for news and updatesThe home page was a mix of CAFOD wide and things very local to the London officeengagement – the site was all one-way, and didn’t reflect the goal of being “one CAFOD”. Collaboration CAFOD had grown rapidly in the period before this work started. But their ways of working hadn’t scaled up to keep pace. People still relied on asking the person next to them for information, but that doesn’t work if your employees are 100’s of miles and several time zones apartsome groups were working well and we wanted to build on this early success. Process & Management, Strategy and Valueas with many SP intranets, these were an issue. There wasn’t much clarity about what the intranet was for, how it related to other channels or who should be working on it.
  • [LJ] (2 mins)This is our intranet now.Sam helped us develop a clear USP for our intranet. 2 key decisions we took were to brand the intranet, and to have everyone looking at the same homepage.Both these decisions were based on our objective of helping staff feel part of one organisation, whether they were in Birmingham, Nairobi or Bolivia.Staff working in our international offices have often worked for many international NGOs – Oxfam, Save the Children, Christian Aid. What we want is to inspire them to stay with CAFOD so that we keep their expertise. Our premise was that the clearer the brand, the more they would be reminded that it was CAFOD they were working for, not any INGO.We also wanted all staff to really realise the global reach of our work. The clocks top left are one way that we try to promote that message.I’d highlight two lessons we learnt during the launchA low key launch meant that we minimised the panic response – people thinking this was a whole new complex system they needed to be trained on. We wanted to position it as a regular part of comms in a large organisationUsing site owners, or local contacts, meant that people had someone in their team to ask for help.One thing we could have done better was to anticipate the reactions in different parts of the organisation, and mitigated problems that occurred. There was a clear geographical split in terms of how people reacted. Staff in the main office largely treated it as any other website and coped well; staff in international offices had some difficulties realising the value it added; staff in the small UK offices did see it as complicated and requiring training.
  • [LJ] (3 mins)We build a collective story together. Building a collective story helps our staff see where they fit into our complex work.We do this through staff generated news. Anyone can post news and it shows immediately on the news page. The IC team pick what goes on the home page. E-update.6-12 stories per week.80% readership.One thing we’d love to do is to enable comments on stories – SP 2010.
  • [LJ] (1 min)So, going back to Sam’s opening question about ‘what happens if you open your intranet up to all staff to post content?’, people usually say ‘crikey isn’t that pandemonium!’We haven’t found that problem.We’ve had 2 cases of disagreements over content in 2 years and our policy is that the person with the query and the story author must talk directly to resolve the issue.We haven’t had any cases of inappropriate content.Another concern was quality – we want stories, not updates. We used our print channel to model good writing.To recap, some of the lessons we learnt about building a collective story are:Cultural differences affects take up. Demonstrating what you want improves quality.Worries about unacceptable behaviour were unfounded.
  • [LJ] (1 min)We asked the leadership team what they wanted from the Intranet, and we asked staff what they wanted to hear more about from the leadership team.Leadership team – wanted visibilityStaff – wanted to be able to discern key messagesLeadership blog. Any member could post. Schedule of contributions.Didn’t work. In fact what they posted were memos. The pieces were far too polished and didn’t inspire comment of or debate.Learned to set up new leadership communication processes and practices separately from launching an intranet. Needed clear end date on experiment.Key messages. Not just about the intranet, but the posting them on Connect is an important way to demonstrate transparency.Works well, though there is more scope for better 2-way communication.
  • This slide shows 4 examples of cross-organisational working sites, or COWs.These have become a key business information tool.We use them for: Communities of Practice; Projects; Key business processes such as the communications about an emergency response; and for Social groups
  • [LJ] (2 mins)Going back to Bruce’s question at the beginning, about how his hard earned donation is being used, this COW has become very important. It means we can now give me more accurate information, more quickly. All staff can see a live feed of how much has been raised and how it is being spent. They can access press releases, interviews and Q&As.COWS work well at CAFOD because they answer a need to be able to aggregate information quickly and accurately.They allow us to tap into 2 way conversation online through discussion boards. We use these to generate debate on areas of our work – particularly our programme work where we want staff around the world to share expertise. The HIV team are particularly good at doing this with very focused, time bound and well moderated discussions.We encourage and celebrate good practice by having a prize for the owners – we call him the Toucan of Respect.
  • [LJ] (1 min)Lessons we have learned about collaboration are aroundOwnershipClear lifecycleClear responsibilities
  • [SM] (3 mins)[Team sites vs dept sites vs publishing]Workshop vsShowRoom
  • [LJ/SM] (3 mins)So, in conclusion, our intranet has played a big part in the improvement we have seen in our internal communication and collaboration. Being able to share news, and build a collective story, about our work in different parts of the organisation has contributed to us feeling more like one organisation.Messages from the leadership team are more easily distinguishable. Staff can easily access information about key corporate projects, such as our new strategic framework, Just One World.We are able to share expertise across the world on COWs, in particular on discussion boards.We are able to respond to supporters more quickly and more accurately about how their donations are being spent in our humanitarian response and development work.We have seen a significant improvement in our Staff Survey in the number of staff agreeing with the statement “I believe there is sufficient and effective communication between all staff regardless of location” . The number of staff agreeing rose by 19 percentage points between 2008 and 2010.Sam...Would it work in your organization?Big change was open publishing. Not constrained to a wiki but where it belongs in news and in collaboration spaces. * Fear of a riot but reality a wasteland * Often nobody feels responsible for contributing so it falls into disuseCAFODConnect works because: * People feel passionate about what they do. It’s a charity, so people are motivated * The design is built around communities – both on the content pages and within the COWs * Feels like taking part in a conversation, not submitting something to a system * CAFOD worked hard to create a PUBLISHER community too, who in turn keep the intranet alive at a local levelCOWs also work because They met a real and immediate needCAFOD have managed to find a balance between the more formally managed Intranet, with consistent branding, and the COWs which as you saw are more diverse, like the HIV or Bendy COW site. Giving this freedom can also increase a sense of ownership, like a ‘club’.I think any organisation can find similar situations where they can find these conditions and try it out.
  • CAFOD SharePoint Intranet Case Study

    1. 1. Building organisational identity with social media:<br />The CAFOD Story<br />Laura Jarque - CAFOD<br />Sam Marshall - ClearBox<br />
    2. 2. CAFOD<br />Laura Jarque<br />The official overseas development and relief agency of the Catholic Church in England and Wales<br />A member of CARITAS International<br />UK registered charity<br />400 staff, worldwide<br />Internal Communications Manager at CAFOD<br />Internal communications strategy<br />Leadership communication<br />Staff engagement<br />
    3. 3. ClearBox<br />Sam Marshall<br />Intranet strategy<br />SharePoint strategy<br />Effective team collaboration<br />Director of ClearBox Consulting<br />Former global intranet manager at Unilever<br /><br />@sammarshall<br />
    4. 4. In the beginning<br />
    5. 5. Original intranet<br />
    6. 6. What we found<br />
    7. 7. The new intranet<br />CAFODconnect is our Intranet. The audience is the whole staff community. You will find news about what is happening in the organisation and all the support information you need to do your job. <br />
    8. 8. Building a collective story<br />
    9. 9. Building a collective story - What we learned<br />Worries about moderating and controlling content were unfounded.<br />A small investment in demonstrating the type and quality of copy we wanted made a big difference to the quality of content on the intranet.<br />The culture in some of our International offices in more hierarchical than in the UK, so staff will still seek sign off before posting, or be nervous about posting a story. <br />
    10. 10. Leadership Involvement<br />
    11. 11.
    12. 12. Collaboration<br />
    13. 13. Collaboration – What we learned<br />Every collaboration site needs a clearly identified owner.<br />Every site needs a clear life cycle and owners need to be held responsible for archiving old sites.<br />Owners need to understand the difference between sharing something for collaboration, and publishing it for wider consumption.<br />
    14. 14. Collaborating or Communicating? <br />Group Intranet<br />Every-<br />one<br />?<br />?<br />My Peers<br />DepartmentSite<br />?<br />?<br />X<br />Team collaboration sites<br />My Team<br />X<br />X<br />X<br />X<br />X<br />?<br />E-mail<br />C:<br />Me<br />
    15. 15. Conclusion<br />
    16. 16. ClearBox Consulting<br />Sam Marshall<br />Director <br /><br />Twitter: @sammarshall<br /><br />For more information<br />Laura Jarque<br />Internal Communications Manager<br /><br /> <br />