Simplified Administrative
Services Project
Communications and
Stakeholder Enrollment
Training
October 6 & 8, 1998
We appreciate your involvement
in today’s session.
2
We will use an issues “parking
lot” throughout our training.
3
Our purpose for bringing you
together this afternoon is to...
 Provide information about the Simplified Administrative
Services Project, focusing on MARS Implementation
 Ensure that every agency is provided with tools to help
organize their communications strategies
 Provide a roadmap for getting information from the central
project team to you for distribution to affected employees
4
Level of Effort & Change
Why are we focusing on MARS?
Live
Operations*
Old
System
Closeout
KAPS Roll-Out
Prime Vendor
BIP
Pro Card Usage
Agency
Roll-Out
Activities
Best Value Procurement
Warehouse Optimization
Configuration
Custom Development
January
1998
End
User
Training
July
1998
Testing
January
1999
Budget
Preparation
Next Biennium
MARS
July
1999
January
2000
Time Line
* Budget * Accounting * Workflow * Materials Mgmt. * Ad Hoc Reporting
How will our afternoon be
structured?
We will focus on 3 activities critical to effective
communications planning.
Identifying
Administrative
Services
Stakeholders
Module 1
Conducting a
Communications
Audit
Module 2
Creating and
Implementing a
Communications
Plan
Module 3
We will consider these activities in the context of
Simplified Administrative Services, though you may find
them instructive for any significant change initiative.
6
Our goal today is to help you...
 Understand the timing and scope of the Simplified
Administrative Services Project
 Understand how to identify and analyze stakeholders in
your agency
 Know how to conduct a communications audit in your
agency
 Understand how to construct a communications plan for
your agency
 Launch your agency’s communications planning process
 Know whom to call with questions and issues
7
What expectations do you have
for the day?
8
How do central and agency
resource roles compare?
Central Resources
 Design and conduct
communications training
 Provide templates and tools to
agency communications staff
 Prepare communication updates
for use by agency contacts
 Conduct periodic feedback
sessions with agency
communication contacts
 Serve as a reference point for
agency questions and concerns
 Assist agencies with
communications “troubleshooting,”
as needed
Agency Resources
 Participate in training offerings; alert
central resources to training needs
 Spearhead efforts to develop agencyspecific communications plans
 Adapt materials for maximum agency
impact; create additional mechanisms, as
needed
 Encourage 2-way interaction between
stakeholders and communications team
members
 Assist agency with efforts to anticipate
and respond to stakeholder needs
 Conduct periodic feedback sessions with
agency staff
9
Special challenges to the Simplified
Administrative Services Project
 Translating redesign into day-to-day policies,
procedures, actions and words
 Winning the trust of those who will be affected by
change initiatives
 Dealing with some “ambiguity” during the system
development phase
 Keeping moving to maintain momentum and to
meet aggressive deadlines
10
You can help us to meet these
challenges, by...
 Taking “ownership” of Simplified Administrative Servicesrelated communications for your Agency Implementation
Team
 Keeping your Agency Implementation Team advised as
stakeholders are identified
 Sharing employee perceptions about MARS, BIP’s, and
related organizational changes with the Central Team
 Working with the Central Team as a creative, proactive
communicator and problem-solver!
11
MARS
Commonwealth of Kentucky
Management Administrative Reporting System
12
What is “MARS”?
“MARS” is an acronym for the
Management Administrative Reporting System
Management
Administrative
Reporting
System
13
Benefits expected as a result of
MARS include:
Several MARS benefits will be afforded a wide audience,
while other more “specific” gains will correspond to
specific business functions.
Broad benefits afforded the Commonwealth will include
the:
 Enhanced service delivery to customers and citizens
through the automation of certain manual processes;
 Enhanced management decision support capabilities; and
 Creation of a strong position for the Commonwealth to
utilize emerging technologies, such as electronic
commerce.
14
These benefits will extend to
numerous business functions.
Procurement
Accounts payable
Cash receipts
Accounts receivable
Intra-governmental transactions
Budget preparation
Management reporting\decision support
15
MARS is an
Enterprise-Wide System that will:
Reduce Duplicate Data Entry
Reduce Reconciliation Between Systems
Require Fewer Systems to Maintain
Require More Reliance on the Vendor to
Maintain Software
Reduce the Number of Custom Interfaces to
Maintain
16
Significant factors of MARS include:
Replaces STARS & KAPS
Workgroup orientation
Will incorporate Web technology
Comprehensive audit trails
Comprehensive security
Performance Measurement
Graphical User Environment
17
The MARS Development and
Implementation Team includes:
Steering
Committee
Deloitte & Touche
Consulting
Project Director
Bonnie Howell
Engagement Manager
Bob Butler (AMS)
Peggy Meyer
MARS
Project Manager
Abdul Quayyum/ Rick Crosby
AMS Project Director/ Manager
Chris Clark
Deputy
Project Manager
Analysis & Design Team
Taylor Manley
Manager
Technical Team
Don Wigglesworth
Manager
Implementation Team
Larry Clarke
Manager
18
How is the MARS system
being created?
American Management Systems (AMS) is
the selected software provider.
 AMS is working closely with the Commonwealth
staff to customize and integrate existing
software products for a cohesive “MARS”
application that meets the Commonwealth’s
business needs
 AMS is the leading software vendor for State and
large Local Governments
 20 States currently use AMS software, including
Missouri, Illinois, Utah, and Massachusetts
19
The MARS Software
MARS software is an integrated package
consisting of
Advantage - Financial Management
Procurement Desktop - Procurement
BRASS - Budgeting
Management Reporting Database
Travel Management Systems
20
ADVANTAGE
Overview Financial Management
 General Ledger
 Revenue
Accounting/Accounts
Receivable
 Encumbrance/Expenditure Accounting
 Accounts Payable/Cash
Disbursements
 Budgeting
 Inventory Control
 Project Billing, Accounting
and Budgeting
 Cash Management
 Cost Accounting/
Allocation/Job Cost
Allocation
 Grant/Federal Aid
Management/Federal
Highway Billing
 Fixed Assets
21
Overview Procurement
Procurement Desktop
 Solicitation, contract preparation & contract
management
 Requisition entry, account code validation, & PO
printing
 Approval processing & receiving
 Non-catalog purchases
 Reference library & electronic catalog
 Commonwealth-wide profiles by entity, supplier,
commodity & project
 Milestone planning & tracking
22
Overview Budgeting
BRASS
Supports each phase: Formulation,
review, publishing, and monitoring
Audit trail of changes
“What-if” analysis & modeling
Salary & benefit forecasting
Flexible budget entry forms and budget
views
Crosstab data
Data consolidation
23
Overview Reporting
Reporting Database
Standard reporting
Flexible inquiry, ad-hoc reports
Needs of State agency/dept. users and
Legislature are priorities for 7/1/99
implementation
Reports/queries designed for analysts,
management, executives, and casual users
Facilitates viewing, distribution, archiving
24
Travel
Management System
Travel
WEB Based Authorization and
Reimbursement request
Transportation Motor Pool reservations
Create and store travel budget
Edit for KY specific policy
Workflow routing
Electronic Funds Transfer
25
MARS Implementation Schedule
1/98
Project
Planning
6/98
1/99
6/99
1/00
Project
Plan
Analysis
Design, Configuration, Development
System and Acceptance Testing
Software
Training
Ready
Central Agency Implementation
Policies and Procedures Documentation
Conversion
Cutover
Agency Implementation
MARS
Implementation
Post Implementation
Support
26
Agency Implementation Plan Steps
9/98-7/99
Agency Liaison Support & Transition
Management
Develop & Maintain Agency
Implementation Notebook & Checklists
Agency System Implementation
Planning
Agency Data Prep, Setup, & Loading
Hardware, Software, Netware Prep &
Certification
27
Agency Liaison Support &
Transition Management
October 1998 - July 1999
Cross-agency Project Management
 Information Clearinghouse
 Model Agency Implementation
Workplan
 Activities Coordination
 Related Agency Briefings - as
needed
28
Agency Implementation Notebook &
Checklists 9/98-7/99
Agency Implementation Notebook
Directs model agency implementation
Contains sections for inclusion of agency-specific materials
Will be released in 2 versions
version 1 - 9/98-11/98
version 2 - 11/98-2/99
Checklists
Act as the key agency implementation tracking tool
Will be developed for model agency implementation -agencies will customize as needed
29
Agency System Implementation
Planning
Model Agency Implementation Workplan
November 1998 - May 1999
• Agency System Usage Analysis
• Agency Custom Policies & Procedures
• Agency Custom Training
• Agency Conversion
• Agency Interfaces - Other
• Agency-specific Reporting
• Agency Security & Audit
• Agency-specific System Enhancements
• Agency Acceptance Test
• Agency Cutover Readiness Checklist
•Agency Communication Plan
•Agency Workforce Transition Plan
Agency-Specific Workplans
30
Agency Data Prep, Setup, & Loading
1/99-6/99
Consists of setup in the following categories:







Security
Chart of Accounts
Budget & Cash Control
Agency Crosswalks
Cost Allocation
Grants
Projects
 Project Billing
 Fixed Assets
 Inventory
 Vendor
 Commodity
 Procurement, Other
Travel
Workflow
31
HW, SW, NW Preparation &
Certification
Upgrade Planning - 10/98-1/99
Acquisition & Readiness - 10/983/99
Certification Program - 3/99-6/99
32
Questions?
33
Module 1
IDENTIFYING and ANALYZING
YOUR AGENCY’S STAKEHOLDERS
34
This module is designed to...
Explore the role of your agency’s Simplified
Administrative Services stakeholders
Explain a process by which you will be able to
identify and analyze your agency’s
stakeholders
Provide the tools and templates to support
this process
35
Why take a closer look at
stakeholder groups?
Stakeholders will play a big role in determining the
ultimate success -- or failure -- of the Simplified
Administrative Services Project.
By definition, stakeholders may be described as
those persons or groups of persons who are:
1.) impacted by the implementation of Simplified
Administrative Services initiatives, and/or
2.) have a vested interest in the outcome of these
initiatives.
36
How will a stakeholder focus help us in
implementing Administrative Services?
Simplified
Administrative
Services
Implemented
Stage of Enrollment
Advocacy &
Ownership
Commitment and
Action
Support & Buy-in
Understanding
Awareness
Early in Implementation
37
Four primary activities, or “steps,”
underscore a stakeholder focus.
Identify
Analyze
Action
Planning
Map
Addressing stakeholder concerns is an ongoing
process.
38
Step 1 (part 1): Identify Administrative
Services stakeholders inside of your
agency.
Resource
AIL
Agency
Administrative
Services Index
Administrative
Services Activities
Dictionary
“Basic Definitions”
Information Available
Data reflecting your agency’s Administrative
Services structure and functions
Overview of the departments, divisions, and
branches in which Administrative Services
are performed
List and definition of Administrative
Services activities
Description of the scope of Administrative
Services initiatives
39
Step 1 (part 2): Identify Administrative
Services stakeholders outside of your
agency.
 Think about those individuals or groups -suppliers, customers, and/or constituents, for
example -- outside of your agency whom the
Administrative Services Project will either
involve or impact.
 Take a look at your rolodex; are there external
persons or groups who perform Administrative
Services functions for your agency?
 Include the names of these individuals with
those received from your Agency
Implementation Lead.
40
Step 2: Analyze your agency’s
stakeholder groups.
Stakeholder Analysis - Template
SIMPLIFIED ADMINISTRATIVE SERVICES
Stakeholder Analysis Template
Stakeholder Group
[Name of stakeholder being
analyzed]
Description
Project Area Nature and Timing of
Impact
Criticality to Amount of
(MARS,
Impact
Assessment
Project
Effort
BIP's, or
Success
Required to
All)
Change
[Data such as a list of key
leaders and corresponding
contact information; size and
location of the group;
observations re: group
culture]
[Project area
impacting the
group; may
require more than
one entry]
[Description of the
anticipated impact that
change will have on the
group's systems, processes,
and/or organization]
[Level of impact
expected for
group; low,
medium, or high]
[Degree to
which this group
will affect the
success of the
change process]
YOUR AGENCY DATA HERE!
Agency_Commun.xls; Stake_Analysis Worksheet
[The level of
effort required in
order for group
to change; low,
medium, or high]
Anticipated
Concerns
[Key concerns and
issues of the group
related to the change
process]
Step 2 (part 1): Complete
descriptive information.
SIMPLIFIED ADMINISTRATIVE SERVICES
Stakeholder Analysis Template
Stakeholder Group
Finance Cabinet, Office of
the Controller
Description
64 employees: Division of
Accounts, Division of Social
Security. Primary impact on
the Controller's Office and
the Division of Accounts.
M ajor changes in workflow
and some anticipated
reductions to FTE's.
Insert the names of each of your
agency’s stakeholders -- internal
and external -- into column “A.”
Enter a description of each group.
Questions to consider include:
What does this group know about EMPOWER Kentucky?
Have any members of this group been involved in EMPOWER?
What does this group know about the EMPOWER Kentucky
Administrative Services Project?
Are any of your agency’s employees assigned to the Administrative
Services project? If so, is this group aware of such participation?
42
Step 2 (part 1 continued)
Questions to consider include:
What prior communication has this group received from
EMPOWER Kentucky? Through the Communique?
What are the rumors circulating among this group?
What prior communication has this group received regarding
the Administrative Services project? From agency leaders?
From the Administrative Services Team?
Does this group have access the Administrative Services web
page information? Do they use it?
43
Step 2 (part 3): Identify and
assess anticipated impact areas.
SIMPLIFIED ADMINISTRATIVE SERVICES
Stakeholder Analysis Template
Project Area Nature and Timing of
Impact
(MARS,
Impact
Assessment
BIP's, or
All)
Indicate which project area(s)
could impact each group.
M ARS
Note how and when this
impact might occur, and its
relative strength.
Automated processes,
High
removal of pre-audit
(replaced by post-audit),
increased responsibility
pushed down to other
agencies, change in culture to
more advocacy. Expected
changes in reporting and
organizational structure.
Questions to consider include:
To date, has the Administrative Services project impacted anyone
in this group directly?
To date, has the EMPOWER project impacted this group directly?
What other changes, unrelated to EMPOWER, has this group
experienced in the recent past? Are there other changes
anticipated for this group?
44
Step 2 (part 4): Decide whether groups
require a special communications focus.
SIMPLIFIED ADMINISTRATIVE SERVICES
Stakeholder Analysis Template
Consider relative importance of each
group to meeting project goals.
Questions to consider include:
Does the stakeholder group have the
ability to affect the flow of information
about the project?
Do members of this group have the
ability to influence other stakeholder
groups?
Are members of this group, as a general
rule, willing to adapt to change?
Criticality to Amount of
Project
Effort
Success
Required to
Change
Extra High
M edium to High
45
Step 2 (part 5): Try to anticipate each
group’s concerns.
SIMPLIFIED ADMINISTRATIVE SERVICES
Stakeholder Analysis Template
Record areas -- direct project concerns as well
as “cultural” issues -- that may be particular
concerns to each group.
Some frequently cited stakeholder concerns include:
Will I still have a job?
Will I still be working here, i.e. with the same people,
in the same place?
Will my salary change?
Things are going fine now; why should we change it?
I don’t use a computer now and I don’t want to learn.
What’s in it for me?
This is just Frankfort again telling us what to do.
Anticipated
Concerns
Training,
understanding of new
system, definition of
future roles and
responsibilities.
46
Did your analysis produce a high
number of stakeholders?
If so, you may find it helpful to
group like stakeholders into
“audience” groups.
You can then target your
communications toward these larger
groups.
We have a tool available to assist
with this grouping process.
47
Step 3 (optional): Map stakeholder
data.
Stakeholder Mapping - Tool
Focus
High
How
critical to
success?
Low
Low
Maintain
Confidence
Woo &
Win
Monitor &
Respond
Keep
Informed
How much effort to change?
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.
Note: Internal as well as
external stakeholder should
be mapped.
High
48
What does this tool tell you, once
it’s completed?
High
How
critical to
success?
Maintain Confidence
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.
Monitor & Respond
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
Low they may have.
Low
Woo & Win
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.
Keep Informed
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.
How much effort to change?
High
49
Module 1 Review
50
Module 2
CONDUCTING A COMMUNICATIONS
AUDIT IN YOUR AGENCY
51
Module 2 is designed to...
Explain a process for conducting a
communication audit
Share communication audit tools
Provide sample, completed communication
audit tools
52
What is a communication audit?
An evaluation of current communication vehicles
and their effectiveness using tailored assessment
tools
An appraisal of the potential effectiveness of new
communication vehicles for Administrative
Services employees and other key stakeholders
An opportunity to understand what types of
messages stakeholders want to hear
53
Why should our agency do a
communication audit?
Establish an understanding of existing
communications vehicles
Ensure that critical communications
related to the project are reaching their
intended audience
Maximize the use of limited resources
54
AGENCY “QUICK CHECK” EXERCISE
55
There are 2 primary tools that will help you
with the audit, which involves 4 steps.
Communication Audit Template
Communication Needs Survey
These tools are:
• Located on your disk:
– Commun_audit is an Excel worksheet within
Agency_Commun.xls
– Needs_sur.doc is a Word document
• Tailored to Administrative Services issues
• Available in paper copy in your folders
56
Step 1: Document your agency’s
existing communication vehicles.
Complete columns “A” - “H” of the Communication Audit Template.
SIMPLIFIED ADMINISTRATIVE SERVICES
Communication Audit Template
Media Name
Media
Format
Frequency
Tone and Level of
Detail
Purpose
Target Audience
Critical Dates
Champion(s)
Relative or
Anticipated
Effectiveness
[What are the
deadlines
associated with the
release of this
material?
Review/approval
dates?]
[Who is "on
board" for
making sure
this device gets
released?
Editor,
Webmaster,
etc.]
[Completed after
the Communication
Needs Survey:
What are the
strengths of this
mechanism? What
are its relative
limitations? Is
there a way(s) to
make it more
effective than it is?]
Document Existing Communications Devices Here
[Specific name of
communication
device, such as a
newsletter title,
meeting title,
document title,
etc.]
[Physical
description:
is it a
newsletter?
Web page?
Bulletin
board?
Electronic
device?,
etc.]
[How often
is this
medium
issued? Is
it a monthly
newsletter?
A weekly
meeting?
Done on an
as-needed
basis?]
[How is this vehicle
presented? Is it
formal? Or is it more
conversational? Does
it give a high-level,
executive summary or
is it a fairly in-depth
and/or technical
analysis?]
[What is the apparent
intent of this device?
Does it aim to provide
specific information or a
summary overview? Is it
meant to generate
supporters? Is it a means
for sharing information?
Does it serve as a formal
record of proceedings?]
[Whom does this
device address?
Does it appeal to a
broad audience?
Or would it be of
interest to a small
number of
readers?]
Your Agency Data Here!
Agency_Commun.xls; Commun_Audit Worksheet
57
Step 2: Tailor the Communication
Needs Survey for your agency.
 Open the file
Needs_sur.doc on
your disk.
 Record your agency
name at the top of
the document.
 Record the areas
(1,2, 3, 4, and/or 5)
to which you would
like your recipient to
respond.
[Insert Agency Name]
Communications Needs
Survey Questions
Please respond to the questions in areas [designate here which of items 1 through 5, or all, you
would like him/her to complete] below, which reflect selected parts of the EMPOWER Kentucky
Administrative Services Project. A brief description of each project is provided (please see text
in italics after each heading).
NOTE: For any answer for which you don't have an opinion or the item referenced is not
applicable in your experience, please select "N/A."
1. Administrative Services Project
Needs_sur.doc
58
Step 2: Tailor the Communication Needs
Survey for your agency. (continued)
 Specify names
(in areas 1-5) of
the agency
communications
for which you
seek assessment
data in Question
B, “Information
Sources.”
B. Information Sources
Please identify the information sources that have contributed to this understanding and
your perspective on their quality.
Source of information
Quality and thoroughness of information
Excellent
__[INSERT AGENCY SOURCE]
__[INSERT AGENCY SOURCE]
__[INSERT AGENCY SOURCE]
__Admin. Services Web page
__EMPOWER SURGE
__Communiqué
__Department/Division/Branch mtg.
__Managers in my agency
__Admin. Services Team Members
__Training
__Colleagues in my agency
__Colleagues from other agencies
__Other ___________(please specify)
__Other ___________(please specify)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
2
2
2
2
2
2
2
2
2
2
2
2
2
Okay
3
3
3
3
3
3
3
3
3
3
3
3
3
3
4
4
4
4
4
4
4
4
4
4
4
4
4
4
Poor N/A
5
5
5
5
5
5
5
5
5
5
5
5
5
5
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Needs_sur.doc
59
Step 3: Administer Communication Needs
Survey to appropriate stakeholders.
 Work with your Agency Implementation Lead to target
organizational units and/or individuals.
 Determine whether you will seek feedback from all members
of the group(s); or, for large groups, whether a sample will
be used.
 Determine what format will be used for administering the
survey. Possible formats include:
focus groups,
e-mail or interoffice surveys
telephone interviews.
60
Step 3: Administer survey to appropriate
stakeholders (continued).
 A memo has been
adapted for your use
in relaying the
survey to recipients.
 Routing information
must be added.
 A few changes to
the body of the
document are
needed, too.
Memorandum
To:
[Survey Recipient/Group]
CC:
[Your AIL and/or any other appropriate agency staff]
From:
[Your Name]
Date:
10/07/98
Re:
[Simplified Administrative Services Project]
As you may know, I am serving as our agency's communications contact for the Simplified
Administrative Services Project, part of the EMPOWER Kentucky effort. At this time you
may not be very familiar with the Simplified Administrative Services Project, or even with
the details of EMPOWER Kentucky. My role as communications contact is to change that!
Doing so requires your help. Before I can share Administrative Services Project
information with you, I need to collect a little data. Learning from you -- what you already
know about the project, which sources of project information you find valuable, and which
additional sources of information you'd like to see implemented -- will help to guide my
efforts.
I hope that you will be willing to provide this information by completing the attached
survey. Specifically, I am looking to get your feedback regarding items (#?). [Sentence not
necessary if recipient is being asked to complete the entire survey.] Your responses will
help to make sure you get better information about Administrative Services and how the
project may impact you. At this time, you can find regularly updated information on the
Simplified Administrative Services Web page at http://state.adm.ky.us.
As you'll see on the survey, we are not asking for any names. Respondents will remain
anonymous. It should take you less than 10 minutes to complete the survey.
Please return completed surveys to me by [enter date]. [Provide details here about how to
get it to you.] Thank you, in advance, for your feedback.
Why_survey.doc
61
Step 4 (part 1) - Based on data collected,
complete analysis of your agency’s
existing communication vehicles.
Complete column “I” of the Communication Audit Template.
SIMPLIFIED ADMINISTRATIVE SERVICES
Communication Audit Template
Media Name
Media
Format
Frequency
Tone and Level of
Detail
Purpose
Target Audience
Critical Dates
Champion(s)
Relative or
Anticipated
Effectiveness
[What are the
deadlines
associated with the
release of this
material?
Review/approval
dates?]
[Who is "on
board" for
making sure
this device gets
released?
Editor,
Webmaster,
etc.]
[Completed after
the Communication
Needs Survey:
What are the
strengths of this
mechanism? What
are its relative
limitations? Is
there a way(s) to
make it more
effective than it is?]
Document Existing Communications Devices Here
[Specific name of
communication
device, such as a
newsletter title,
meeting title,
document title,
etc.]
[Physical
description:
is it a
newsletter?
Web page?
Bulletin
board?
Electronic
device?,
etc.]
[How often
is this
medium
issued? Is
it a monthly
newsletter?
A weekly
meeting?
Done on an
as-needed
basis?]
[How is this vehicle
presented? Is it
formal? Or is it more
conversational? Does
it give a high-level,
executive summary or
is it a fairly in-depth
and/or technical
analysis?]
[What is the apparent
intent of this device?
Does it aim to provide
specific information or a
summary overview? Is it
meant to generate
supporters? Is it a means
for sharing information?
Does it serve as a formal
record of proceedings?]
[Whom does this
device address?
Does it appeal to a
broad audience?
Or would it be of
interest to a small
number of
readers?]
Your Agency Data Here!
Agency_Commun.xls; Commun_Audit Worksheet
62
Step 4 (part 2) - Based on data collected,
begin detailing “Proposed” vehicles.
 Complete Columns “A” - “G” and Column “I” under “Proposed Communications
Devices.”
SIMPLIFIED ADMINISTRATIVE SERVICES
Communication Audit Template
Media Name
Media
Format
Frequency
Tone and Level of
Detail
Purpose
Target Audience
Critical Dates
Champion(s)
Relative or
Anticipated
Effectiveness
[What are the
deadlines
associated with the
release of this
material?
Review/approval
dates?]
[Who will be
charged with
making sure
that this
communication
s is
conducted?]
[At the time of its
being proposed:
What are the
anticipated benefits
that this type of
communications
will bring?]
Document Proposed Communications Devices Here
[What is the
proposed name
for this
communications
vehicle?]
[Physical
description
of
proposed
device]
[How often
would this
medium be
issued?]
[How would this device
be presented? If the
material is to be
published, what kind of
writing style would be
used? How in-depth
would it be?]
[What is this device
intended to do? For
example, if it is to fulfill a
perceived
communications lack?]
[Trying to engage
whom? One group,
or an audience of
stakeholders, such
as "Woo & Win,"
"Maintain
Confidence,"
"Monitor &
Respond," "Keep
Informed"?]
Your Agency Data Here!
Agency_Commun.xls; Commun_Audit Worksheet
63
Step 4 (part 3): Identify resources required
to establish additional communication
vehicles and establish as feasible.
 New communications vehicles may require several
resources -- time, access to a computer, and/or the
assistance of additional staff.
 You will need to find out which of these resources, and in
what quantity, are available to assist with your agency’s
Administrative Services communications program.
 Review with your Agency Implementation Lead the
proposed communications vehicles detailed in your
Communications Audit.
 Work with him or her to complete Column “H,” in which a
“champion” or resource is listed for each mechanism.
Conduct any follow-up needed to confirm the involvement
of such resources.
64
Module 2 Review
65
Tip: frequently assess
effectiveness of communications.
The challenge of effective communication is remembering
that communication is an ongoing 2-way process, not an
outcome or event.
Goal
Monitor
Effectiveness
Implement
New
Event or
Change
Consider
Communication
Requirements
•Stakeholder Assessment
•Communication Audit
•Communication Survey
Create
Message &
Approach
•Execute
Communications Plan
•Formal & Informal
Communication
Assessments
•Action Planning
•Prepare
Communications Plan
66
BREAK
67
REALITY CHECK
68
Module 3
CREATING AN ADMINISTRATIVE
SERVICES COMMUNICATIONS
PLAN FOR YOUR AGENCY
69
This module is designed to...
Explain a process for creating an
Administrative Services Communication
Plan for your agency
Provide a template and sample materials
to support this process
“Complete” our view to the stakeholder
enrollment process
70
What is an Administrative
Services communication plan?
A road map to guide
future communications
activity regarding the
Administrative Services
Project and its impacts
for your agency.
71
There is 1 primary tool used to
support plan creation.
Communications Plan - Template
SIMPLIFIED ADMINISTRATIVE SERVICES PROJECT
Communications Plan
Communication
Objective
[This area details
the communication
need you are trying
to fulfill. What,
from looking at
your agency's
Stakeholder
Analysis as well as
the results of your
Communication
Needs Survey,
specific objectives
do you want to
accomplish? ]
Target
Initiative
[Does this
item
address
MARS,
BIP's, or
all of AS?
Audience
[Which stakeholder
is the focus of this
objective? Are you
focusing on a
certain stakeholder
"audience" -- Woo
& Win, Maintain
Confidence, etc. -or focusing
broadly, such as all
employee groups?]
Vehicle(s)
[Based upon your
Communication
Audit, with what
vehicle might you
best meet your
objective?
Executing this
vehicle is your
communications
activity.]
Responsibility
Preparations
[What resource(s)
will be charged
with meeting this
communication
objective? Are
several people
involved -- for
example, someone
to draft and then
someone else to
disseminate a
newsletter?]
[What specific
steps need to be
taken to meet this
objective? For
example, if you are
planning a meeting
for a certain
stakeholder group,
who will handle the
logistics?
Development any
needed materials?]
Timing
Frequency, if
Recurring
[When will this
[Will this
activity be
activity occur
accomplished?
on a regular
This could be the basis? Or is it a
date a newsletter is one-time
issued, the date a occurrence?]
meeting will take
place, and/or the
date by which a
bulletin board will
be updated?]
Feedback
Mechanisms
[What mechanisms
exist -- or will be
implemented -- to
ensure that you
can learn whether
this activity
actually met your
objective?]
YOUR AGENCY DATA HERE!
Agency_Commun.xls; Commun_Plan Worksheet
72
Step 1: Determine your agency’s
communications objectives for each
stakeholder audience.
SIMPLIFIED ADMINISTRATIVE SERVICES PROJECT
Communications Plan
Keep employees
All AS
throughout the
efforts
Commonwealth
informed about the
Simplified
Administrative
Services Project;
allow for easy
adaptation by
agency
communication
leads (ACL's) to
meet agency
communications
needs.
AIL's
 Review your agency’s
Stakeholder Analysis template.
 Review the results of your
agency’s Communications
Needs Survey.
 Use this information to
complete columns “A” through
“C” of your plan.
73
Step 2: Decide what vehicles will
advance your objectives.
SIMPLIFIED ADMINISTRATIVE SERVICES PROJECT
Communications Plan
Vehicle(s)
"Contact"
Newsletter; AS
Web Page; e-mail
 Review your completed
Communications Audit.
 Consider vehicles already
existing, as well as those
you proposed.
 Determine the best “match”
to meet each objective.
 Use this information to
complete column “D” on
your plan.
74
Step 3: Determine who will be responsible,
what they’ll need to do, and when they’ll
need to do it.
SIMPLIFIED ADMINISTRATIVE SERVICES PROJECT
Communications Plan
 Review resources
identified as part of
your Communications
Audit.
 Determine what steps
must be completed prior
to each activity.
 Use this information to
complete columns “E, ”
“F,” and “G.”
Julie Bouchard
responsible for
drafting "Contact"
and working with
AS Web Page
resources to post;
agency resources
to make appropriate
dissemination
plans. Gail Prewitt
for final approvals.
Julie Bouchard to 12/98 for next issue
work with other
Administrative
Services Project
resources to draft.
Rhonda Edwards to
provide information
regarding MARS;
Connie Camden to
provide information
regarding BIP's.
75
Step 4: Determine the frequency of this
activity, and how you’ll get feedback.
SIMPLIFIED ADMINISTRATIVE SERVICES PROJECT
Communications Plan
 Consider whether it is desirable
and/or feasible for activities to occur
more than once.
 Consider how the audience for each
activity will able to convey their
impressions, questions, or concerns.
 Decisions may be recorded in
columns “H” and “I” to complete
planning activities.
Frequency, if
Feedback
Recurring
Mechanisms
Every other
AS Web Page
month
"Feedback"
button; telephone
number(s) and email addresses to
be provided on the
messages as well.
76
Module 3 Review
77
The Central Team will provide
much of the information you need.
 The spreadsheet, “Communications Activities Planned by the
Central Team” reveals what communications you can expect from
us during the months of October and November.
 This spreadsheet targets a number of recurring communications
devices, such as:
 Newsletters
 Manager’s Messages
 Electronic mail
 Updates to the Administrative Services Web Page
 Updates to the MARS Project Intranet
 It also details one-time communications, such as:
 Special Meetings
 Transmission of MARS Project Plans
78
This Module “completes” the stakeholder
focus addressed in Module 1.
Identify
Action
Planning
Analyze
Map
79
AGENCY ACTION PLANNING
REVIEW
80
The purpose of this closing
presentation is to...
Integrate what you’ve learned today
Provide suggestions for working with your
Agency Implementation Lead
Develop an Action Plan for your agency
81
So far we’ve learned about...
 The Simplified Administrative Services Project
 Identifying, analyzing, and mapping agency stakeholders
 Conducting a Communications Audit with the help of a
Communication Needs Survey
 Creating an Administrative Services Action Plan for your
agency
 Collecting stakeholder feedback - formal and informal
methods
82
Putting the pieces
together…sequence?
1, 2, 3 ???
In what order should tasks be completed?
Your agency Communications Plan must be done
last, as it is informed by your stakeholder analysis
and communications audit.
You do have some flexibility regarding the order in
which your stakeholder analysis or your
communications audit are completed.
Does one of these items appeal to you as a more
comfortable “starting point”? Let that guide where
you start.
83
Putting the pieces
together…timing?
Determining when tasks should be completed
is up to each of you.
Shooting for November may work to your
advantage, however, since that way you will:
have a strategy in place to adapt and disseminate
Central Team Communications at the time they
intensify,
benefit from the communications focus group
tentatively scheduled for mid-November, and
be ready prior to the fall and winter holidays.
84
ACTION PLANNING EXERCISE
85
Where can you go for help?
Agency Implementation Lead
Simplified Administrative Services Web Page
Central Team Contacts
Today's Presenters
Name
Gail Prewitt
Larry Clarke
Julie Bouchard
Christina Dorfhuber
Electronic Mail Address
gprewitt@mail.state.ky.us
larry.clarke@mail.state.ky.us
jbouchard@mail.state.ky.us
cdorfhuber@mail.state.ky.us
Phone Number
564-4240
564-1238 ext. 4415
564-1238 ext. 4404
564-9596
86
EVALUATIONS
87