enterprise client information and registration tracking...

Enterprise Client Information and Registration Tracking System (eCIRTS) Project

Communications Plan

Prepared by: Deanna Settergren, Organizational Change Manager

DOEA eCIRTS Communications Plan

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Table of Contents 1 Communications Plan ................................................................................................................................... 3

1.1 eCIRTS Project Overview .............................................................................................................................. 3 1.2 Communications Plan Introduction ............................................................................................................. 3 1.3 Document Purpose ...................................................................................................................................... 4 1.4 Communication Guidance ............................................................................................................................ 4 1.5 Preparing the Communications Plan ............................................................................................................ 4 1.6 Customizing the Communications Plan ........................................................................................................ 5

2 eCIRTS Project Communications Plan ............................................................................................................ 6

2.1 Step 1: Identify the Audience(s) .................................................................................................................. 6 2.1.1 Affected Groups by Function, Location, and Degree of Impact ............................................................... 6

2.2 Step 2: Identify the Key Messages and Timing ............................................................................................ 7 2.2.1 Key Messages Outline .............................................................................................................................. 7 2.2.2 Key Messages by Stakeholder Group ..................................................................................................... 12 2.2.3 Key Messages and Timing ...................................................................................................................... 14

2.3 Step 3: Content Packaging, Delivery Method, Frequency, and Sender ..................................................... 18 2.3.1 Audience: Executives ............................................................................................................................. 18 2.3.2 Audience: Mid-Level Managers and Supervisors .................................................................................. 19 2.3.3 Audience: Internal Stakeholders ........................................................................................................... 19 2.3.4 Audience: External Stakeholders ........................................................................................................... 20

2.4 Step 4: Prepare and Present Communications Plan .................................................................................. 20 2.4.1 Communication Risks ............................................................................................................................. 20 2.4.2 Communication Budget ......................................................................................................................... 20

3 Communications Plan Implementation ....................................................................................................... 21

3.1 Develop Communications Collateral .......................................................................................................... 21 3.2 Alignment with Other DOEA Strategic Initiatives ....................................................................................... 21 3.3 Measure Communication Effectiveness ..................................................................................................... 22

3.3.1 Communication Feedback Loops ........................................................................................................... 22 3.3.2 Communication Audit ............................................................................................................................ 22

APPENDIX A: eCIRTS Project Risk Assessment Grid ............................................................................................. 23

APPENDIX B: Customization Guidelines – Medium Risk ...................................................................................... 24

APPENDIX C: Communication Checklist .............................................................................................................. 26

APPENDIX D: Impact Assessment........................................................................................................................ 28


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1 Communications Plan 1.1 eCIRTS Project Overview The current technology used by the Department of Elder Affairs (DOEA) to record and track client information and services, the Client Information and Registration Tracking System (CIRTS), is more than 25 years old and uses an obsolete technology that is no longer supported.

Continuing to depend on antiquated technology reduces the stability, dependability, extensibility, and supportability of DOEA’s most critical line of business application. This, coupled with some non-standardized processes, has resulted in significant inefficiencies and stagnant productivity.

The implementation of a next generation CIRTS (eCIRTS) will allow DOEA to achieve its goals of standardizing and optimizing processes, improving client service documentation, enhancing client data management, and increasing staff efficiency and accountability.

1.2 Communications Plan Introduction The eCIRTS Communications Plan was developed for DOEA to employ the change management methodology developed by Prosci. The Prosci methodology requires that five plans be created to manage DOEA’s organizational change. The five plans developed to manage DOEA’s organizational change include the following:

1. Communications Plan; 2. Sponsor Roadmap; 3. Coaching Plan; 4. Resistance Management Plan; and 5. Training Plan.

Each of the above change management plans will help drive certain elements of the Prosci ADKAR® Model, including awareness, desire, knowledge, ability, and reinforcement. The Prosci methodology for managing individual change involves utilizing the ADKAR® Model as outlined in the diagram below.

Figure 1: Alignment of Change Management Plans with the ADKAR® Model


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1.3 Document Purpose

The eCIRTS Communications Plan is vital to transition employees, the Department, and our partners through the changes related to the eCIRTS Project. The eCIRTS Communications Plan will assist DOEA in realizing the desired organizational benefits and project objectives quickly and efficiently. The purpose of this document is to define a plan for effective communication regarding the eCIRTS Project and the changes it will introduce.

Using the Prosci ADKAR® model shown above, communication is essential for the change management phases of awareness, desire and reinforcement with opportunities for message reinforcement in the knowledge phase. The desired outcomes from this Communications Plan are to build the following:

• Awareness about the need for the change and the expected effect on the employees. The Primary Sponsor and the Sponsor Coalition will deliver the business awareness communications while supervisors and managers will deliver the individual awareness communications.

• Desire through communications that convey the importance of the change, the positive and negative consequences for employees, and the improvements employees can expect as a result of the eCIRTS Project. Effective content and delivery mechanisms will generate employee buy-in and increase the project’s success.

• Reinforcement for sustaining the change. Communications following the project implementation will build support for the change and demonstrate the reasons for the change.

Utilizing the ADKAR® Model and communicating effectively with all affected groups significantly increases the probability of a successful project.

1.4 Communication Guidance Prosci studies show knowing the “who, what, and when” to communicate in a project can greatly affect the success of the project. Using Prosci studies as a best practices guideline, the Communication Plan will address each of the following five areas:

• Frequent Communication – Communicate at all levels; use a defined cadence for communications; include face-to-face meetings; raise awareness of how the eCIRTS Project relates to DOEA’s mission

• Targeted Communication Strategy – Use a succinct, consistent, and accurate set of core messages and incorporate core messages tailored to specific audiences into the eCIRTS Project Implementation plan

• Begin Communication Early – Connect with the project sponsor and begin in-person meetings earlier

• Support from Senior Leadership –Obtain more support and ownership from senior leaders • Dedicate People to Communication Activities – Assign expert resources to produce and

implement communications.

1.5 Preparing the Communications Plan The eCIRTS Communications Plan is the guide for the required communications concerning the project including audience, senders, key messages, timing, and delivery channels at all stages of the eCIRTS


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project lifecycle. The following structured approach was followed for creating the Communications Plan steps described in Section 2 of this document:

1. Identify the audience(s); 2. Identify key messages and timing; and 3. Determine content packaging, delivery method, frequency, and sender.

The communication plan for the eCIRTS Project and the changes it introduces results in the following desired outcomes:

1. Building awareness of the nature of the change, why a change is needed, and the risks of not changing;

2. Enabling “preferred senders” to interact with employees; 3. Formalizing feedback mechanisms and enabling two-way communication with employees; and 4. Publicly celebrating successes.

1.6 Customizing the Communications Plan The eCIRTS Project Risk Assessment in APPENDIX A was completed by the eCIRTS Project Sponsor, Project Management Team, and Organizational Change Manager to profile the size and type of change and the attributes of the affected organization and groups. As a result, the eCIRTS Project was profiled as a “medium” risk change. Therefore, the following approach to coaching is recommended:

Category Level Preferred senders Primary Sponsor, Executive Management, Managers

and Supervisors. Frequency Recurring communication, with a defined cadence,

with carefully crafted messages. Channel Face-to-face, followed by written communication to

reinforce the face-to-face messaging. Key Messages Focus on building awareness targeted to specific

audiences.

Table 1: eCIRTS Project Communications Approach

A summary of the Communications Plan customization guidelines for a medium risk change is shown in APPENDIX B of this document.


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2 eCIRTS Project Communications Plan 2.1 Step 1: Identify the Audience(s) The objective of this step is to identify the audiences with whom we will be communicating before, during, and after the change.

2.1.1 Affected Groups by Function, Location, and Degree of Impact Each group affected by the eCIRTS project is going to experience change differently. The eCIRTS Project Sponsor, Project Team, and Organizational Change Manager completed an Impact Assessment to define the groups affected by the project and the degree to which their positions will be affected. The groups were evaluated against 10 aspects of change, and each aspect was assigned a value from zero (0) to five (5), with zero being “no impact” and five (5) being “extremely high impact.” The complete results can be found in APPENDIX D. The following table shows the groups affected by the eCIRTS Project and the degree to which they are affected:

Affected Group Name

Description of Responsibilities Degree of

Impact (0-5) Region/PSA

CARES Comprehensive Assessment and Review for Long-Term Care Services (CARES) is Florida’s federally mandated pre-admission screening program for nursing home applicants. A registered nurse (RN) and/or assessor performs client assessments. A physician or registered nurse reviews each assessment to determine the level of care that is most appropriate for the applicant. The assessment identifies long-term care needs and establishes the appropriate level of care (medical eligibility for nursing facility care), and recommends the least restrictive, most appropriate placement.

0.8 • Region 1 – PSAs 1, 2A, 2B, 3A

• Region 2 – PSAs 3B, 4A, 4B, 7A, 7B

• Region 3 – PSAs 5, 6A, 6B, 8

• Region 4 – 9A, 9B, 10, 11

AAA/ADRC DOEA administers programs and services for elders across the state of Florida through 11 Area Agencies on Aging (AAAs) that operate as Aging and Disability Resource Centers (ADRCs). These ADRCs function as a single, coordinated system for information and access to community-based services for all Floridians seeking long-term care services. The ADRCs provide information and referral about state and federal benefits, as well as available local programs and services.

1.7 Statewide


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Table 2: Audiences by Function and Location – eCIRTS Project

2.2 Step 2: Identify the Key Messages and Timing Key messages include the overarching project-level communications and messages to be customized based on the audience and phase of the project. The eCIRTS Communications Plan considers the importance of timing and key messages. The sections below provide recommendations for key messages and the associated timing needed to achieve the greatest impact.

2.2.1 Key Messages Outline The eCIRTS Project Team, Primary Sponsor, and Change Management (CM) Team created a master communications information package with key messages to be used throughout the eCIRTS Project. This package serves as the “library” of information to pull from when creating information packets

Lead Agencies Lead Agencies are subcontracted through the AAAs to provide services for the Community Care for the Elderly (CCE) Program. These services include adult day care, adult day health care, case management, case aide, chores, companionship, consumable medical supplies, counseling, escorts, emergency alert response, emergency home repair, home-delivered meals, home health aides, homemakers, home nursing, information and referral, legal assistance, material aid, medical therapeutic services, personal care, respite, shopping assistance, transportation, and other community-based services.

1.7 Statewide

OAA Providers Florida’s Older Americans Act (OAA) funds are allocated with local service providers to deliver the services to eligible individuals and their caregivers. These services include supportive services, congregate meals, home-delivered meals, preventive health services, national family caregiver support, senior community service employment, and elder abuse prevention.

1.7 Statewide

DOEA IT The DOEA Bureau of Information Technology provides application and technical support to both DOEA employees and private non-profit partners statewide, specifically the AAA Information Technology business units.

1.4 State Office

MCO Providers Management Care Organizations (MCOs) are responsible for assisting the clients in achieving the following: coordinating care, managing health costs, and establishing accountability for eligible Medicaid participants.

0.7 Statewide

Clients Individuals age 60 and older in the process of enrollment or currently enrolled with Medicaid, receiving community-based services, long-term care, or assistance.

0.1 Statewide


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customized for each affected group. The following table provides the message focus, key question(s) or concern(s), and a theme for each key message.

Message Focus Key Question or Concern Message Themes

About DOEA today Current situation and rationale for the change (issues or drivers for the need for change)

• Upgrade obsolete and no longer supported technology;

• Decrease system downtime; • Improve assessment data entry processing

times; • Improve mobility; • Increase efficiencies with and standardize

current business processes; • Reduce data redundancy and increase data

integrity; • Expand options for supported browser

versions; • Increase extensibility to meet the dynamic

demands required by the legislature and client needs; and

• Improve reporting and data presentation

What might happen if the change is not made?

• Stagnant or declining efficiency and productivity;

• Increased client backlog; • Reduced client support and access; • Increased system security risks; • Inability to implement new functionality to

account for new legislation; • Increased support costs; and • Additional disparate systems to address lack of

ability to upgrade or improve the current system


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Messages about the change

Vision of DOEA after the change takes place

• Standardized and optimized business processes;

• Improved client service; • Enhanced client data management and

document management; • Increased staff efficiency and accountability; • Improved mobility; • Reduced or eliminated data duplication; • Decrease in disparate systems; • Increased capacity to serve clients; • Reduced travel times for client visits; • Improved client application processing times; • Increased intradepartmental and interagency

communications; • Improved client self-service features; • Enhanced ability for providers to upload client

documentation; • New electronic signature functionality that

streamlines client processing times; • Improved offline capabilities for assessments

and screenings; and • Reduced reliance on paper

Scope of the change • Centralized data management system; • Optimized business processes for Information

and Referral, Client Intake, Workflows, Screenings, and Assessments;

• A centralized billing system; • A document management system; • Mobile access; and • Offline capabilities with auto-syncing

functionality.

Objectives for the change (what does success look like)

• Enhanced intradepartmental and interagency workflow functionality;

• Decreased client application data entry processing time;

• Elimination of duplicate data entry within disparate systems;

• Consolidated client central record; • Automated scheduling and travel route

mapping and optimization; • Improved data reporting and analytics; • Migration towards paperless processing; and • Increased abilities for staff efficiencies and

accountability


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Overall timeframe to implement the change

Design and development of the system is estimated to be complete within 24 months of the contract signature date

Alignment of the change with the DOEA Strategic Plan

• Provide improved client service • Increased staff efficiency • Enhanced data management and reporting

How big of a change is needed (how big is the gap)?

• Training on new standardized and optimized business processes for all stakeholders

• System training will be extensive to increase stakeholder ability to use the new system efficiently

• Current paper files will be scanned and saved electronically for the client central record

• Existing data will be cleaned and updated to ensure the new system is optimized

Who is the most affected and who is the least affected?

• The CARES and AAA/ADRC offices will be the primary affected groups with a new single system to continue their daily activities.

• Clients are the least affected group. They will gain the ability to have an online portal to check their waitlist status and an improved internet site to search for services available in their area.

The basics of what is changing, how it will change, and when it will change, including what will not change

• The existing system will change completely; • Most business processes will change and

become standardized and optimized with the new system;

• Client records will be electronic and stored in one central location;

• Role-based access will be utilized instead of multiple logins for a single user;

• Workflow capabilities will be utilized for client documentation processing;

• All changes will be implemented with the system implementation; and

• The core job functions will continue to stay the same, but the system will change.

What do we know about the design of the change right now?

Design information will be identified and communicated once the vendor has been selected and the project progresses.

Details about the solution (process, technology, organizational changes, and job role changes)

Details about the solution will be identified and communicated once the vendor has been selected and the project progresses.


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Messages about how the change affects employees

The impact of the change on day-to-day activities of each employee

• Each employee will need to adjust to the look and feel of the new system and workflow automation features; and

• Essential job functions will remain the same.

“What’s in it for me?” from the employees’ perspective

• A more reliable, mobile-capable system with system automations;

• More timely details about providing services to clients;

• Improved offline capabilities; • Integrations with other State of Florida and

federal systems to automatically and seamlessly exchange information; and

• Client documentation routing to increase efficiency allowing staff to better manage and optimize their time.

Implications of the change on job security

• Migrating to a new and improved system is not anticipated to have an effect on employees’ job security.

Specific behaviors and activities expected from the employee, including support of the change

• Employees are expected to support the eCIRTS Project throughout its duration;

• Attending the training being provided as described in the eCIRTS Training Plan; and

• Attending the group and individual coaching sessions on how to deal with the change provided by the employees’ direct manager or supervisor.

Procedures for getting help during the change

• The Change Champion Network will be available to employees to assist them with getting help during and after the transition from the old system to the new one;

• The direct manager or supervisor will also be available to assist the employee through the change;

• On-demand trainings will be available for refreshers on how to use the new system features;

• DOEA Desktop Support will be available for troubleshooting and technical issues; and

• FAQs will be provided on the eCIRTS Project site for quick access by the employee.


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Ways to provide feedback • Feedback will be gathered through surveys sent out by the Project Team and Change Management Team;

• Feedback can be provided through emails to the eCIRTS Project inbox;

• Managers and supervisors will gather feedback from employees during their scheduled meetings; and

• Lessons Learned Sessions.

The expectation that change will happen and is not a choice

• Emphasize the change will move forward and coaching will be provided on how to deal with resistance to the change.

Status updates and progress reports

The schedule for the project overall

• The anticipated timeframe for the project is approximately 24 months

When will new information be available?

• At a minimum, a monthly communication will be sent to all of those affected by the project; and

• As the project progresses, the frequency of communication will increase as needed.

How will information be shared about the project?

• Project status updates will be provided periodically by the Project Sponsor, managers and supervisors, Project Team Members, and Change Champions through direct email communication;

• Postings on the eCIRTS project website; and • Mail-outs to clients as needed.

Major milestones and deliverables Major milestones and deliverables will be identified and communicated as the project progresses.

Key decision points Key decision points will be identified and communicated as the project progresses.

Early success stories Early success stories will be identified and communicated as the project progresses.

Table 3: eCIRTS Project Master Communications Content – Project-Specific

2.2.2 Key Messages by Stakeholder Group In addition to the above master communications content, information should be customized to align with the interests of each specific stakeholder group within each organization. The recommended messages for the target stakeholders are identified in the table below.


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Stakeholders Guiding Principles for Communication

with this Stakeholders Group Customized Message

for Each Audience Level Executives (Sponsor Coalition)

“Leading the Way to eCIRTS”

• Clearly articulate the objectives and scope.

• Focus on alignment with the strategic plan.

• Identify key decision points that Executives would be directly involved with or be informed of.

• Present the actions Executives need to take or decisions they need to make.

1. Value proposition (summary of project) 2. Expected actions 3. Business need 4. Objectives and scope 5. Proposed solution 6. Alternatives 7. Recommendations 8. Project Budget (if needed) 9. Schedule

Mid-level Managers and Supervisors

“Leading the Way to eCIRTS”

• Present the key messages you expect managers and supervisors to communicate to their employees.

• Keep managers and supervisors one-step ahead of their employees, thereby avoiding surprises.

• Focus on the scope of the change (what is in scope and what is out of scope).

• Be clear on the expected action you need from them to support the change.

1. Why is this change needed and how will this change affect other projects already underway?

2. Business case summary and details about the future state design

3. Messages that should be reinforced with employees by managers

4. Specific activities expected from managers and supervisors

5. Where managers and supervisors can get more information and assistance for employees

6. Sample presentations that managers and supervisors can use with their employees

7. Who is making the major decisions for the project?


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Stakeholders Guiding Principles for Communication

with this Stakeholders Group Customized Message

for Each Audience Level Internal Stakeholders

(AAAs, ADRCs, and Lead Agencies) “Working as One in eCIRTS”

• Focus on the impact of the change to the employee.

• Be clear about what you know and what you don’t know.

• Let employees know when additional information will be provided and what next steps are anticipated.

• Be clear on employees can provide feedback about the change.

1. Why is this change needed? 2. What might happen if a change is not

made? 3. Why is the change happening right now? 4. The expectation that the change will

happen and is not a choice 5. The impact of the change on the day-to-

day activities of each employee 6. ” What’s in it for me?” from the

employees’ perspective 7. Implications of the change on job security 8. Specific behaviors and activities expected

from employees (including support for the change)

9. What are the consequences of not changing and the benefits of supporting the change?

10. Procedures for getting help and assistance during the change

11. What if I disagree with the change? 12. Ways to provide feedback

External Stakeholders (Managed Care Organization providers, clients, etc.) “Working as One in eCIRTS”

• Be clear on how this change affects how they use services today and potential for assisting in the future.

• Focus on the timeline and when changes will be available.

• Be clear on how to provide feedback about the changes

1. Why is the change needed? 2. Why is the change happening now? 3. Process for getting assistance during the

change 4. Ways to provide feedback

Table 4: Message Principles and Guidelines by Audience

2.2.3 Key Messages and Timing The CM Team has created standard key messages with the corresponding Key Message Title described in the table below and saved on the eCIRTS Project SharePoint page. These key messages will be disseminated at specific times during the project. Each key message will change for its corresponding phase of the project (Initiation, Planning, Design, Implementation, and Operations and Maintenance) with the initial focus on how the change will affect each individual. The ability of each employee, including executives, mid-level managers/supervisors, and both internal and external stakeholders to absorb more information increases as they move past the initial awareness phase of the ADKAR® Model. The following table displays the audience, the recommended key message topic, and the key message title by project phase.

Phase Audience Key Message Topic Key Message Title Initiation Executive

Managers Roles and responsibilities Executive Message 1 Business reasons for change Executive Message 1


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Phase Audience Key Message Topic Key Message Title Expectations Executive Message 1

Mid-Level Managers and

Supervisors

Roles and responsibilities Manager Message 6 Business reasons for change Manager Message 6 Expectations Manager Message 6

Internal Stakeholders

Roles and responsibilities Internal Stakeholder Message 11

Business reasons for change Internal Stakeholder Message 11

Expectations Internal Stakeholder Message 11

External Stakeholders

Business reasons for change External Stakeholder Message 16

Proposed new features that affect them External Stakeholder Message 16

Timeline of events External Stakeholder Message 16

Planning Executives Status updates Executive Message 2 Timelines updates Executive Message 2 Impacts of the change Executive Message 2


Supervisors

Details about the change Manager Message 7

Identifying and managing resistance Manager Message 7

Key messages to pass to employees Manager Message 7

Impact of the change and how it relates to the manager

Manager Message 7


Details about the change Internal Stakeholder Message 12

Project status Internal Stakeholder Message 12

Who will be impacted Internal Stakeholder Message 12

The new processes Internal Stakeholder Message 12

What the change means for you Internal Stakeholder Message 12

Design Executives Status updates Executive Message 3 Timelines updates Executive Message 3 Impacts of the change Executive Message 3


Supervisors

Details about the change Manager Message 8

How support will be provided Manager Message 8 Key messages to pass to employees Manager Message 8


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Phase Audience Key Message Topic Key Message Title How to lead people through the change Manager Message 8 How the change is being implemented Manager Message 8 Timelines for changes Manager Message 8


Details about the change Internal Stakeholder Message 13

How support will be provided Internal Stakeholder Message 13

How the change is being implemented Internal Stakeholder Message 13

Timelines for changes Internal Stakeholder Message 13

Implementation Executives Status updates Executive Message 4 Timelines updates Executive Message 4 Impacts of the change Executive Message 4


Supervisors

Reinforce where to go for support Manager Message 9 Who to contact with concerns Manager Message 9 Progress and status updates Manager Message 9 What is being done to minimize risk Manager Message 9


Reinforce where to go for support Internal Stakeholder Message 14

Who to contact with concerns Internal Stakeholder Message 14

Progress and status updates Internal Stakeholder Message 14

What is being done to minimize risk Internal Stakeholder Message 14


New features that affect them External Stakeholder Message 17

Who to contact with feedback External Stakeholder Message 17

How to receive training on new features External Stakeholder Message 17

Operations and Maintenance

Executives Status updates Executive Message 5 Timelines updates Executive Message 5 Impacts of the change Executive Message 5


Supervisors

How to maintain the change Manager Message 10

Reinforcement of the change Manager Message 10

Project status and updates Manager Message 10


How to maintain the change Internal Stakeholder Message 15


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Phase Audience Key Message Topic Key Message Title

Reinforcement of the change Internal Stakeholder Message 15

Project status and updates Internal Stakeholder Message 15


How to receive additional training External Stakeholder Message 18

How this helps them achieve their goals External Stakeholder Message 18

How to contact with concerns and feedback

External Stakeholder Message 18

Table 5: Communication Structure: Key Messages by Project Phase


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2.3 Step 3: Content Packaging, Delivery Method, Frequency, and Sender The eCIRTS CM Team, working closely with the DOEA Communications Office, is responsible for preparing formal messages, validating delivery mechanisms, and building the detailed schedule for communication releases. In all cases, the content level is geared toward the audience using the detailed messages in Table 3 and the customized messages for each audience in Table 4 aligning with the project phases in Table 5.

The DOEA Communications Office will work with each affected group to align with existing channels for communication. Priority will be given to face-to-face communication opportunities including the following:

• Town hall meetings; • Leadership meetings; • Staff/department meetings; • Lunch and learns; and • One-on-one meetings.

The CM Team has listed which message(s) to send and when to each of the targeted audiences as shown in the tables below.

2.3.1 Audience: Executives

Timing Message

Title Delivery Mechanism Sender Frequency

Initiation Executive Message

1

Executive Team Meeting, Email, Kick-

off Meeting

Primary Project Sponsor

Month 1 (One Time)

Planning Executive Message

2

Executive Team Meeting, Email


Months 2-4 (Bi-Weekly)

Design Executive Message

3




Implementation Executive Message

4

Executive Team Meeting, Email,

Dashboards, Status Reports




Executive Message

5



Months 25-30 (Monthly)

Table 6: Communication Frequency for Executives


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2.3.2 Audience: Mid-Level Managers and Supervisors

Timing Message

Title Delivery Mechanism Sender Frequency

Initiation Manager Message

6

Kick-Off Meeting, Email, FAQs, Intranet

Site, Leadership Meetings

Primary Project Sponsor and Project

Manager

Month 1 (One-Time)

Planning Manager Message

7

Email, Intranet Site, Focus Groups,

Leadership Meetings

Primary Project Sponsor, Project

PM/CM Leads


Design Manager Message

8

Emails, Meetings, Trainings, Focus

Groups, Status Reports


PM/CM Leads

Months 5-15 (Weekly)

Implementation Manager Message

9

Dashboards, Emails, Intranet Site, Meetings,

Status Reports


PM/CM Leads

Months 16-24 (Weekly, then daily

at T-1 Week) Operations and Maintenance

Manager Message

10


Status Reports


PM/CM Leads


Table 7: Communication Frequency for Mid-Level Managers and Supervisors 2.3.3 Audience: Internal Stakeholders

Timing Message

Title Delivery mechanism Sender Frequency

Initiation Stakeholder Message

11

Kick-Off Meeting, Email, FAQs, Intranet

Site, Leadership Meetings

Primary Project Sponsor, CIO, Mid-

Level Managers

Month 1 (One-Time)

Planning Stakeholder Message

12

Emails, Focus Groups, Meetings, Surveys

Mid-Level Managers Project PM/CM

Leads


Design Stakeholder Message

13

Emails, Meetings, Trainings, Status

Reports, Focus Groups

Mid-Level Managers Project PM/CM

Leads


Implementation Stakeholder Message

14


Status Reports


PM/CM Leads, Mid-Level Managers

Months 16-24 (Weekly then Daily

at T-1 Week)


Stakeholder Message

15

Dashboards, Emails, Intranet Site, Help

Desk, Status Reports


PM/CM Leads, Mid-Level Managers


Table 8: Communication Frequency for Internal Stakeholders


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2.3.4 Audience: External Stakeholders

Timing Message

Title Delivery mechanism Sender Frequency

Initiation External Stakeholder

Message 16

Email, FAQs, Internet Site, Mail-outs

Primary Project Sponsor, CM Lead

Month 1 (One-Time)

Implementation External Stakeholder

Message 17

Emails, Internet Site, Mail-outs, Brochures


PM/CM Leads

Months 16-24 Every two months


External Stakeholder

Message 18

Emails, Internet Site, Mail-outs, Brochures

Primary Project Sponsor, Project PM/CM Leads

As needed based on feedback

Table 9: Communication Frequency for External Stakeholders 2.4 Step 4: Prepare and Present Communications Plan This Communications Plan will be reviewed and approved by the eCIRTS Project Sponsor, the Project Team, the Change Management Team, and the eCIRTS Steering Committee. Emphasis is placed on approving the audiences, content, timing, delivery, and medium of each communication. Once approved, the focus will shift to preparing each communication in a way that is honest, consistent, and transparent.

2.4.1 Communication Risks A Risk, Action Item, Issues, Decision, and Lessons Learned (RAIDL) Log will be created as part of the formal project management activities for the eCIRTS Project. This log will capture any project-related risks, including those related to communication, organizational change management, and workforce transition.

2.4.2 Communication Budget Working with the DOEA Budget Office and the Communications Office, a detailed Communications Plan budget will be prepared after the Communications Plan is approved. The Communications Plan budget provides the necessary financial resources to support the OCM and work force transition (WFT) communication effort for the eCIRTS Project. The following budget items were identified to support eCIRTS:

• Client mail-outs to ensure clients are aware of the changes occurring within DOEA and its partner organizations;

• Brochures to hand out within the AAA/ADRCs to increase awareness about the project and its initiatives for those impacted by the eCIRTS Project;

• Desk Guides for quick reference on the new eCIRTS System;


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• Banners to be utilized during external meetings and trainings to increase awareness on the eCIRTS Project; and

• Miscellaneous communications material.

3 Communications Plan Implementation 3.1 Develop Communications Collateral Each of the Step 3 plans is supported by additional communications collateral that may include the following:

1. eCIRTS Project communication SharePoint page – key messages, calendar of events, contacts, discussion groups, FAQs;

2. Executive-level presentations and timed talking points; 3. Mid-Manager-level presentations and timed talking points; 4. Newsletter articles – Department-wide and functional area electronic newsletters; 5. Recorded webcasts (for each audience and timed for each phase of the project); and 6. eCIRTS social media handles and hashtags; 7. Recognition packages /celebration events.

3.2 Alignment with Other DOEA Strategic Initiatives Current strategic initiatives which could have an impact the eCIRTS Project will be completed prior to the initiation of the eCIRTS Project. Any strategic initiatives that may arise during the eCIRTS Project will be tracked in the table below.

Strategic Initiatives Description

Table 10: DOEA Strategic Initiatives

The eCIRTS project’s Primary Sponsor will work with the Organizational Change Manager and Project Manager to coordinate communication events, activities, and timing with DOEA’s other strategic projects where possible to minimize employee change saturation and potential collisions with other organizational changes happening at the same time for the affected groups.


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3.3 Measure Communication Effectiveness

3.3.1 Communication Feedback Loops Implementing feedback loops throughout the project will help determine if the communication is effective and driving the desired behavior, consistent with the details of change, and needed to realize the project’s objectives. This feedback process provides the CM Team the agility to adjust messaging and mediums as needed. The eCIRTS CM and Project Teams will work with the Primary Sponsor, the Sponsor Coalition, and the Change Champions identified in each of the audience groups to establish and support feedback mechanisms throughout the project.

Feedback from employees will be gathered using the following methods:

• Surveys; • Memos; • Emails; • One-on-one coaching; • Lessons learned sessions; • Website discussion threads; and • In-person feedback forums.

Using the gathered feedback, the CM team will refine the developed key communication messages to address the needs of those affected by the eCIRTS Project.

3.3.2 Communication Audit To ensure best practices are executed as defined in the Communications Plan, the CM Team will utilize the Communication Checklist (APPENDIX C) as an audit tool to ensure that future communications are effective and reaching the appropriate target audience. Using APPENDIX C as guidance, the CM Team will create surveys to send to those directly affected by the eCIRTS Project to garner feedback on the current communication effort. The CM Team will utilize the results from the surveys to update any future communication to reflect the necessary changes. The CM Team will also host frequent meetings with the Change Champions to confirm the key messages being sent are consistent with those set forth in this Communication Plan. This will assist the communication effort to stay relevant regarding the eCIRTS Project and what is happening within DOEA and those groups affected by the eCIRTS Project.


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APPENDIX A: eCIRTS Project Risk Assessment Grid The DOEA eCIRTS Project Team, Organizational Change Manager, and Project Sponsor completed a Change Characteristics and Organizational Attributes Assessment to determine the overall size of the change for the eCIRTS Project. This information is essential to properly scale the change management efforts and plans for the eCIRTS Project. The information provided out of this assessment determines the overall project risk as shown in the diagram below.


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APPENDIX B: Customization Guidelines – Medium Risk Based on the information provided in Appendix A, this eCIRTS project was classified as a Medium Risk, Radical Change. The following table displays the best practice for customizing the Change Management Plans as appropriate for this level of project.

Category

Medium Risk

Preferred Sender • The Primary Sponsor, Sponsor Coalition Members, and Executive Leaders need to communicate the specific effects of the change on their employees and share the “what’s in it for me?” messages.

• Managers and supervisors need to communicate the specific effects of the change on their employees and share the “what’s in it for me?” message.

Cadence • Formal, managed, and adjusted as necessary • Occasional Primary Sponsor messages updating and elaborating on

progress at key milestones of project and/or with new information and continued reinforcement of “awareness” messaging

• Frequent project updates communicated to Managers and Supervisors • As necessary, messaging from Managers and Supervisors to employees

on specific effects to their teams Key Messages • Initial messaging from Primary Sponsor needs to be focused on

Awareness - Why this change happening? Why now? What is the risk of not changing? This includes current versus future state, organizational expectations of employee throughout the change, and how this change will feel different from other changes because of applied change management.

• Initial messaging from a Manager or Supervisor needs to be focused on awareness and should reinforce key elements that help increase awareness and desire for the individual - How this change will affect them as an individual, what’s in it for you, direct effect on day-to-day work, timeline, etc.

• Ongoing messages to groups more highly affected should come from Managers and Supervisors and be focused on key information related to their specific needs/impact

• Where to go for additional information and support • Targeted to specific audiences - See Best Practice Report (key messages

by audience)


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Category

Medium Risk

Recommended Channels

• Face-to-face followed by written communication reinforcing the face-to-face messaging

• Audio and video (interview format with the Primary Sponsor and Sponsor Coalition members) with customer testimonials and success stories

• Utilize regularly scheduled meetings and events (for example, staff meetings, huddles, skip level reviews)

• Public forums (for example, quarterly all hands meetings)


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APPENDIX C: Communication Checklist As the eCIRTS Project progresses through the project phases, communications will be reviewed and updated to reflect any new information. The following checklist allows the CM Team the ability to ask the appropriate questions needed to ensure that the communication is effective and complete.

Are you using the preferred senders to deliver communications in your organization? Benchmarking research shows that employees prefer to hear messages from two people in the organization – the person at the top of the change (for messages about the organization and reasons for the change) and their immediate supervisor (for messages about the personal impact of the change).

Are you answering the questions “why is the change happening” and “what is the risk of not changing”? When individuals learn of change, their first question is “why is this happening?” – whether personal or professional change. Senior leaders tend to focus on the “vision” of the future state, and project teams tend to focus on sharing their great new idea. Your first communications should be focused on why the change is happening. Remember to continue to reinforce the “why” throughout the entire project, especially if significant time lapses between the first communication and start of the implementation.

Are you answering the question “what’s in it for me?” Making a change is a personal choice, no matter what senior leaders believe. Communication about change must resonate. To be effective, communications must get at what I, as an employee, care about and value. To gain my support, you must provide a compelling case for how I will be better off or what I get out of engaging in the change. Answer – “what’s in it for me?” – early and often in communications.

Are you resisting the urge to have communications come from the project team or project leaders? Employees prefer to hear messages from two sources in the organization - the Project Sponsor and Managers and Supervisors - neither of which is the project leader. One of the biggest and most common mistakes you can make is to have a project team sending all of the communications.

Are you using face-to-face communication? Face-to-face communication was identified as the most effective form of communication. While it is more time intensive, do not underestimate the value that face-to-face communication creates.

Are you repeating key messages 5 to 7 times? It is important to repeat key messages multiple times. The first time you announce a change to employees, they are often wondering how it will affect them and are not focusing on the details of what you are communicating about. Repeating key messages is important to ensure that what you want to get across is being heard by employees. Share messages more often than you think you need to.

Are you creating opportunities for two-way communication? You need to craft and plan for two-way communications. Give employees the opportunity to share their concerns, provide feedback, and ask questions. Two-way communications create buy-in and provide answers in real-time.

Are you preparing communicators to deliver effective communications and have the necessary conversations? One of your key roles will be to prepare the preferred senders of change messages (typically your senior leaders, managers, and supervisors). This includes sharing with them the important messages that need to be delivered, creating alignment between different senders and planning the delivery sequence. It also includes educating them on how to deliver key messages.


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Are you finding effective ways to reach your audience? A holistic communications plan uses numerous channels to reach employees. Be creative in how you communicate and gather feedback from employees.

Are you using assessment tools to evaluate the effectiveness of communication messages? Communications cannot be viewed as an activity that is planned, delivered, and then checked off the list of work to be done. You must find ways to ensure that employees are hearing and interpreting the messages you are trying to send. Assessment tools will help you identify when you haven’t communicated effectively or when the message is misinterpreted so you can continue to correct and refine your communications.

APPENDIX D: Impact Assessment Each group will experience change differently. Because the individuals within each group are the unit of change, we have defined what change means to each group. Better understanding of how each group is impacted allows for a better place to prioritize and customize the support provided for successful change management. The Impact Assessment evaluates the identified groups on 10 different job aspects and provides a score of zero (0), or “no impact,” to five (5), or “extremely high impact.” The Project Team, Project Sponsor, and Organizational Change Manager completed this analysis prior to the beginning of this project to ensure proper customization of the project plans.

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