City Community College Change Process Communication Plan
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This document outlines a communication plan for City Community College to facilitate an organizational change to a new learning management system, CANVAS. The plan has four objectives: establish the need for change, describe CANVAS's impact, express structural and organizational changes, and provide continual progress updates. It identifies key stakeholders and justifies targeting them. Roles and responsibilities in the plan are defined. A three-phased framework is described to ramp up need, provide specifics, and celebrate. Communication forms and frequencies are outlined for each phase. Feedback will be gathered and used to adapt the plan.
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694C H A P T E RProgram Planning The Big Picture.docx
69
4
C H A P T E R
Program Planning:
The Big Picture
69
Key Terms: planning committee, program ownership, program desired outcome,
potential program provider, potential consumer, evidence-based or science-based
The coalition feels good about their needs assessment. What an in-
teresting process it was, and they discovered much that they did not
know. Clearly, however, respirator y-related health problems are on the
rise, and cigarette smoking is by far the major contributor. Now, they
have to decide what to do.
Health professionals have always planned programs to achieve desirable ends,
such as to impact health status and improve the quality of life. Over the years,
planning has become more systematized and, as a result, potentially more ef-
fective. The planning models developed to assist in this process include
Precede–Proceed, PATCH, Model for Health Education Planning (MHEP), and
Comprehensive Health Education Model (CHEM) (McKenzie & Smeltzer,
2001). Although the models differ, there does appear to be some consistency
in the literature regarding recommendations for going about the program plan-
ning process. Suggested steps for program planning and general planning
principles will be reviewed in this chapter. The planner may conduct the plan-
ning activities in an order that differs from the one presented here, or a num-
ber of the described activities of program planning may be conducted
simultaneously. The size and past experiences of the planning committee may
influence the steps for planning, along with the size and scope of the program
being planned and implemented.
69
17487_Hodges_ch4_69_86 6/11/04 10:07 AM Page 69
70 Chapter 4: Program Planning: The Big Picture
Program Planning Steps
Step 1: Review the Needs Assessment
It is suggested that the planners conduct a review of the needs assessment data
and the resulting decisions that have been made up to this point. This review
will help to determine if the most appropriate recommendations for the di-
rection and outcome of the program have been made to meet the needs of the
target population. It is possible for the planning committee to identify addi-
tional data that are useful to shaping the intervention, which were not undis-
covered or overlooked in the initial needs assessment process. A large amount
of data may have been collected as part of the needs assessment, but during a
review, a skillful planning committee can organize and synthesize the infor-
mation into a format that provides meaning and value, which may not have
been obvious during the initial examination of the data (Aspen Reference
Group, 2002).
Box 4.1 Action steps to establish or strengthen a coordinated school
health program.
At the school level At the district level
Source: Fetro, J. V. (1998). Implementing coordinated school health programs in local schools. In
Marx, E. & Wooley, S. F. (eds.), Health is academic: A guide to coordinated school health programs
(p. 21). New York: Teachers.
14Milestone 4Student’s NameUni
1
4
Milestone 4
Student’s Name
University Affiliation
Southern New Hampshire University
Milestone 4
Description of the Initiative Evaluation Plan
Initiative evaluation involves systematic mechanisms for gathering, reviewing, and utilizing information to answer questions concerning the initiative, policies, and programs, specifically about their effectiveness and efficiency. Initiative evaluation can entail both qualitative as well as qualitative techniques of social research. The initiative evaluation plan also contains the intended use of the evaluation outcomes for the program enhancement and decision making. The evaluation plan serves to clarify the initiative’s purpose and expected results (Dudley, 2020). The evaluation plan provides the direction that the monitoring should take based on the initiative priorities, the available resources, time, and skills required to complete the evaluation.
The initiative will have a well-documented plan to foster transparency as well as ensure that stakeholders are on a similar page with concerns about the purpose, use, and also the beneficiaries of the evaluation outcomes. Utilization of the evaluation outcomes is not a thing that can be wished when implementing an initiative. Instead, it must be planned, directed, and ensured to have intentions (Dudley, 2020). The evaluation plan for this initiative will have many benefits, including facilitating the capacity to establish strong connections with partners and stakeholders. The program is also essential for creating the initiative transparency to the stakeholders and decision-makers. The plan also serves as advocacy means for evaluation resources based on negotiated priorities. The procedure for evaluation initiative is also critical for helping in identifying whether there are enough intervention resources and time to realize the desired evaluation exercises and provide answers to prioritize evaluation questions.
When developing the plan for evaluating the initiative targeting to promote health and wellbeing in the community, the key steps must be to develop an effective strategy. The key steps to be followed when creating the evaluation plan differ depending on the project type to be evaluated. The first step entails engaging the stakeholders. When finding the purpose of the evaluation procedures, it is crucial to determine its purpose and the stakeholders involved in the implementation process of the intervention. Identifying the purpose of the evaluation process and stakeholders involved is critical because the two components serve as the basis for evaluation planning, target, design, and comprehension of the outcomes. Stakeholders' engagement is necessary to enable the support of the evaluation process. Involving stakeholders in the evaluation process can have many advantages. Stakeholders comprise the people who use the evaluation outcomes, support and keep the initiative or those impacted by the intervention activities or evalu ...
14Milestone 4Student’s NameUni
1
4
Milestone 4
Student’s Name
University Affiliation
Southern New Hampshire University
Milestone 4
Description of the Initiative Evaluation Plan
Initiative evaluation involves systematic mechanisms for gathering, reviewing, and utilizing information to answer questions concerning the initiative, policies, and programs, specifically about their effectiveness and efficiency. Initiative evaluation can entail both qualitative as well as qualitative techniques of social research. The initiative evaluation plan also contains the intended use of the evaluation outcomes for the program enhancement and decision making. The evaluation plan serves to clarify the initiative’s purpose and expected results (Dudley, 2020). The evaluation plan provides the direction that the monitoring should take based on the initiative priorities, the available resources, time, and skills required to complete the evaluation.
The initiative will have a well-documented plan to foster transparency as well as ensure that stakeholders are on a similar page with concerns about the purpose, use, and also the beneficiaries of the evaluation outcomes. Utilization of the evaluation outcomes is not a thing that can be wished when implementing an initiative. Instead, it must be planned, directed, and ensured to have intentions (Dudley, 2020). The evaluation plan for this initiative will have many benefits, including facilitating the capacity to establish strong connections with partners and stakeholders. The program is also essential for creating the initiative transparency to the stakeholders and decision-makers. The plan also serves as advocacy means for evaluation resources based on negotiated priorities. The procedure for evaluation initiative is also critical for helping in identifying whether there are enough intervention resources and time to realize the desired evaluation exercises and provide answers to prioritize evaluation questions.
When developing the plan for evaluating the initiative targeting to promote health and wellbeing in the community, the key steps must be to develop an effective strategy. The key steps to be followed when creating the evaluation plan differ depending on the project type to be evaluated. The first step entails engaging the stakeholders. When finding the purpose of the evaluation procedures, it is crucial to determine its purpose and the stakeholders involved in the implementation process of the intervention. Identifying the purpose of the evaluation process and stakeholders involved is critical because the two components serve as the basis for evaluation planning, target, design, and comprehension of the outcomes. Stakeholders' engagement is necessary to enable the support of the evaluation process. Involving stakeholders in the evaluation process can have many advantages. Stakeholders comprise the people who use the evaluation outcomes, support and keep the initiative or those impacted by the intervention activities or evalu ...
Assessment in the Department of Mass Communications - Chang
Assessment in the Department of Mass Communications - ChangJackson State University Center for University Scholars
The document outlines the assessment plan for the Department of Mass Communications at Jackson State University to meet ACEJMC Accreditation Standard 9 regarding the assessment of student learning outcomes. It details both direct and indirect measures that will be used, including portfolio assessment, pre- and post-tests, surveys of alumni and graduating seniors, and reviews of student achievement data. The results will be used to improve the curriculum, instruction, and student learning in the department.Digital Money Maker Club – von Gunnar Kessler digital.
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
Communication plan
This communication plan outlines a 4 phase process for communicating organizational change: 1) Preapproval, 2) Creating need for change, 3) Midstream change communication, 4) Confirming success. Various technologies will be used including projectors, email, surveys, and video conferencing. Effectiveness will be tested using 360 degree feedback and comparing goals to accomplishments. Feedback will be generated through surveys, blogs, and assessments to enable continuous improvement. Negative responses will be addressed through open communication and using resistance as an opportunity for more communication. The plan aims to increase engagement, provide reassurance, and restore reputation through an experienced approach.
FRIT 7331 School Library Strategic Management Plan Assignment
This document outlines the requirements for a three-part strategic management plan project for a school library media center. Part 1 involves analyzing the school community through describing its location, demographics, mission, and current media center. Part 2 requires assessing the media center's current facilities, services, and budget. Part 3 consists of surveying stakeholders, developing long-term goals and short-term objectives aligned with the school's mission, and creating an evaluation plan. The project aims to demonstrate skills in developing a strategic plan for a school library media program.
Final Project PresentationMentoring ProgramGroup Number AB.docx
Final Project Presentation
Mentoring Program
Group Number A/B/C etc
20 minutes per team.
Project Team
Names of all teams
Business Case & Charter Statement (2-3 slides)
A good business case is credible and compelling. It provides qualitative and quantitative cost-benefit analysis information.
Charter launches the project
Why the Program?
What are the benefits?
Program Life Cycle (details 2 slides)
Structure of the Program
5
Program Oversight and Governance
6
Program Oversight
Management Review
Financial Review
Senior Management
Program Steering
Committee
Program
Management Team
Project Stage Gate Reviews
Major Program Review
Program Management Plan Review
Project Stage Gate Reviews
Monthly Program Review
Describe the Key points from Report
Risks (3 risks max)
Budget – Estimated (or show that from MeisterPlan)
Communication etc
Project Overview
Role of projects
Milestones – MeisterPlan Reports
Boston University
MET AD 646 Program Management
Summer II 2019
YOUR LO
Program Plan Elements:
No One Goes Hungry
Alan Brou
Suhui Liu
Linrui Liu
Qizhen Li
07/24/2019
Final Version
Executive Summary
This report outlines our program on the topic about a charitable activity. As graduate students, our team members are also thinking about what we can do for the society. Fortunately, one of our team members was involved in a public welfare project several years ago, which was about collecting food and daily supplies for the poor. The serious phenomenon of poor community intrigued our program management team due to our connection with the concept.
To address this issue, our team decided to develop and launch a website that is designed to make our task easier. In order to operate and promote the website to be well known in the country or even in the world, we need to do some projects include fundraising, recruitment of volunteers, community service and marketing. This report will also take into consideration all risks that we may encounter during the program. We are confident that all those risks will be hedged using appropriate strategies.
Introduction to the Program Plan
In this report, you will find our initial summary of the following using the Smartsheet Templates:
Business Case
A good business case is credible and compelling. It provides qualitative and quantitative cost-benefit analysis information.
Program Master Calendar
Easily communicate milestones and important meetings across multiple projects. With the Program Master Calendar, it is easy to keep items up to date, share the latest schedule with stakeholders
Program Management Charter
A good charter not only establishes the scope, goals, and budget of the PMO, but also stimulates discussion.
Program Governance Structure
Documenting a program’s governance structure helps stakeholders understand the program's methodologies, frameworks and context for how decisions are made.
Program Milestones
This template can be used t ...
School District Implementation- Digital Education
This presentation outlines the process of implementation within a school district focusing on a digital learning 1:1 approach.
Scaling up ppt
This document provides information for districts implementing the Missouri Integrated Model (MIM) to expand implementation to additional buildings or grade levels (known as "scaling up"). It outlines two phases for scaling up - Exploration or Initial Implementation. Districts can submit scaling up plans for either phase. The plans should include details of the current and new buildings/grade levels, letters of commitment, a scaling up proposal and budget. Support of up to $10,000 is available for costs associated with attending trainings and meetings and addressing action plan items. Questions about the process can be directed to the listed DESE contacts.
Superintendent performance planning and review
The Board and Superintendent will implement the BCSTA's Performance Planning and Review model to evaluate the Superintendent's performance. The review will be related to goals and objectives set by the Board as well as the Superintendent's duties. Four goals are outlined: 1) enhancing technology use for teaching and learning; 2) attracting and retaining high-quality staff; 3) promoting the district's achievements; and 4) fostering support for early learning. Specific strategies are provided under each goal.
Aet 560 northwest community college communication plan
This document outlines a strategic communication plan for Northwest Valley Community College. The plan aims to increase student enrollment, provide quality education, and enhance awareness among employees. It identifies key target audiences, strategies, and metrics to measure the plan's effectiveness. The plan establishes common communication mediums and calls for presenting the plan to leadership to inform them and gain support for its implementation.
USER GUIDE M&E 2014 LENNY HIDAYAT
This document provides guidance on monitoring and evaluation for partnership-based programs. It discusses the importance of changing the mindset around M&E from merely justifying expenditures to a collaborative learning process. Donors are encouraged to make M&E a learning partnership rather than a performance test. Effective M&E requires a balanced mix of quantitative and qualitative methods. Numbers alone do not capture impact; seeking contributions to meaningful change is more important. Both donors and partner organizations must commit to supporting M&E throughout implementation and using findings to strengthen future work.
Unit II - Plan, Develop and Manage Operational Appoaches 1 F.pdf
The document discusses communicating work roles in operations. It begins by outlining the topics to be covered, including defining and sharing roles, ongoing communication, and additional strategies. Key points of each topic are then described in detail, such as developing clear job descriptions, using visual representations, and conducting regular team meetings to facilitate ongoing communication. Formal and informal communication channels are also discussed. The stages of developing an operational plan are outlined as identifying objectives and resources, developing the plan, and communicating the plan to stakeholders. Objectives and operational plans for both short and long-term goals are further differentiated.
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City Community College Change Process Communication Plan
- 1. City Community College Change Process Communication Plan Todd Stoker University of Phoenix AET 560 Facilitating Change Dr. Charity Jennings July 20, 2021
- 2. Establish the need for change to using the learning management system of CANVAS. The First Objective Describe the impact CANVAS will have on staff and students. The Second Objective Express structural processes and organizational changes that will occur. The Third Objective Communication Plan Objectives Provide continual progress updates throughout the change process. The Fourth Objective
- 3. The organizational change communication plan must strategically target stakeholders at CCC. Communication Plan Target Audience & Justification Target Audience Justification University Department Leadership Department leadership must be aligned with the vision of the change to ensure proper implementation. Instructional Staff Do to the critical nature of implementation of CANVAS instructional staff must be included in the communication plan at all levels. Students Understanding the implementation process, usage, usage expectations, and intentional feedback loops provides reasoning for targeting students. Community Partners External factors can promote or inhibit change so targeting community partners with the communication plan reduces potential barriers. Business Partners Business partners are essential in connecting students and staff in the business community and play an integral part in positive change.
- 4. Communication Plan Roles & Responsibilities Roles Responsibilities CCC Admin and Leadership Team Drive the vision and linking to change goals. Facilitate messages with content creator on communication team for distribution schedules Communication Content Creators Create marketable content for communication plan based on leadership vision and communication plan goals. Implementers Deliver designed communication content to respective audience within time frequencies. Tech Support Provide continued technological system and logistical support for communication plan delivery and execution. Communication Team Analysis feedback and adjust communication plan based on results.
- 5. • Vision Linking • Feedback Buy-in Phase One: Ramping up the need for change. Communication Plan Framework
- 6. Communication Plan Framework • Adoption • Implementation • Feedback and Adapt Phase Two: Targeted Specifics
- 7. • Celebrating wins • Identifying continued growth Communication Plan Framework Phase Three: Celebration and Continued Progress
- 8. Frequency and Forms of Communication Framework Phase Communication Form Frequency Phase One •Face to face •Social Media •Website based •Print (Newsletters/ Marketing) •Monthly •Daily •Daily •Monthly Phase Two •Face to face (Training) •Social Media •Website •Print •Monthly •Daily •Daily •Monthly Phase Three •Face to face •Social Media •Website •Blog •Print (Awards/ Announcements) •Monthly •Daily •Daily •Weekly •Monthly
- 9. Each phase of the communication plan will illicit feedback from stakeholders regarding communication plan specifics and objectives. Feedback As feedback is provided actionable steps will be taken to adapt the communication plan to better suit the needs of stakeholders. Flexible Adaptations Organizational change teams implementing CANVAS will analyze and discuss feedback about the communication plan. Analysis Communication Plan Evaluation
- 10. References Cawsey, T. F., Deszca, G., & Ingols, C. (2015). Organizational change (3rd ed.). SAGE Publications. Joffe, M., & Glynn, S. (2002). Facilitating Change and Empowering Employees. The Journal of Change Management, 2(4), 369– 379.