s&t partnership conference toolkit final

1

Introduction

The Naval S&T Strategy provides the starting point for effective communication alignment with Navy/Marine Corps strategic initiatives.

The 2008 S&T Partnership ConferenceS&T Partnership Conference and other engagement initiatives are key elements of ONR’s strategic communication approach aimed at reaching our organizational goals.

This toolkit is designed to provide you with the necessary tools to will facilitate successful engagement with stakeholders, at the conference, and throughout the year. Its use will:

– Align Leadership on Communication Goals– Ensure Consistency of Messaging– Position ONR Consistent with its Mission – Address Perceptions and Concerns

The ONR Corporate Strategic Communications (CSC) team will analyze success of communication initiatives in gaining informed support of ONR’s overarching strategic goals. They will adjust the communication approach, as required, to ensure objectives are met.

For additional assistance or guidance please contact the ONR Corporate Strategic Communications Director, Cathy Partusch, at 703.696.0345, 301.997.8133 or via email at [email protected].

About this Toolkit Table of Contents

Section 1 Introduction

Section 2ONR Communication

Approach

Section 3Message Map Overview

Section 4ONR Corporate Message

Maps & Fact Sheet

Overall S&T Partnership Conference Message Map

Sections 5-10Theme Message Maps &

Fact Sheets

2

Introduction (cont)

Through internal and third party communication assessments, anecdotal evidence indicates that ONR faces a reputational challenge. Negative perceptions can:

– Diminish critical stakeholder support for ONR’s budget

– Jeopardize warfighter’s confidence in ONR

– Reduce the pride of ONR members, and our S&T partners in their affiliation with ONR

– Increase the burden on ONR leadership to explain and defend our value added

– Negatively impact sustainment of the S&T workforce and ONR’s ability to recruit/retain the brightest minds

This Toolkit, in conjunction with this year’s conference, provides a focused communication strategy to dispel negative perceptions, position ONR as the Center for innovation; a global leader in S&T research; and the path to putting products in the fleet in response to long-term, naval strategic planning requirements.

Why a Toolkit? ONR’s Mission

“To plan, foster, and encourage scientific research in recognition of its paramount importance to future Naval power and national security.”

– Public Law 588 of 1946

3

Optimize the workforce

Aggressively Prosecute GWOT

Build Navy-USMC force for Tomorrow

Safeguard people and resources

Strengthen Ethics

Provide first-rate facilities

Sustain Current Readiness

Build a Fleet for Tomorrow

Develop 21st Century Leaders

CNR 2008/9 Key Objectives

SECNAV2008 Objectives

CNO2008 NSP Goals

Aligning to Strategic Guidance

“ONR serves the next generation warfighter, now”

Improve our internal processes to increase speed and efficiency and allow us to focus on enhancing core functions

Increase the speed and quantity of quality S&T that transitions to the acquisition programs and directly to the Fleet

Improve our ability to find and leverage international S&T into the DoN's programs, Integrate ONRG more effectively into core HQ programs

Establish ONR as a pre-eminent S&T organization, recognized both inside and outside the DoN, and seen as the place to go with good ideas and innovative concepts

4

ONR provides technological advantage for

America’s Naval forces

and our Allies

ONR Vision?

Articulate organization goalsDevelop a compelling visionIdentify the priorities/objectives to attain it

Mission “to plan, foster, and encourage scientific research in recognition of its paramount importance to future Naval power and national security.” – Public Law 588 of 1946

Articulating Organizational Guidance






5

COMMUNICATION PRIORITIES Execute a Communication Strategy to:

1. Dispel Myths Target misperceptions, internal and external, about the role/value of ONR in the continuum on S&T naval research

2. Communicate Performance Illustrate linkage between S&T Focus Areas and strategic guidance (Maritime Strategy, NSP).

3. Build Coalitions Improve Communications to broaden understanding/commitment to the S&T vision, and expand relations with ONR partners.

4. Lead the Vision Position ONR as “Sustaining the Edge” through leap-ahead technology. Highlight transition successes.

COMMUNICATION PRIORITIES Execute a Communication Strategy to:

1. Dispel Myths Target misperceptions, internal and external, about the role/value of ONR in the continuum on S&T naval research

2. Communicate Performance Illustrate linkage between S&T Focus Areas and strategic guidance (Maritime Strategy, NSP).

3. Build Coalitions Improve Communications to broaden understanding/commitment to the S&T vision, and expand relations with ONR partners.

4. Lead the Vision Position ONR as “Sustaining the Edge” through leap-ahead technology. Highlight transition successes.

Our Communication Priorities

Communicating our Vision and Strategic Priorities

Vision ONR provides technological advantage for America’s Naval forces and our Allies






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From 13 Investment Focus Areas to…

SIX S&T THEMES1. Dominating the Battle in the

Littorals 2. Dominating the

Electromagnetic Spectrum 3. Adaptable Autonomous

Systems 4. Next Generation Hull, Power

& Propulsion 5. Out-thinking & Out-adapting

the Enemy 6. Fighting at Hypervelocity &

Light Speed

SIX S&T THEMES1. Dominating the Battle in the

Littorals 2. Dominating the

Electromagnetic Spectrum 3. Adaptable Autonomous

Systems 4. Next Generation Hull, Power

& Propulsion 5. Out-thinking & Out-adapting

the Enemy 6. Fighting at Hypervelocity &

Light Speed

Communicating the S&T Plan

1. Power & Energy 2. Distributed Operations 3. Operational Environments 4. Naval Warrior Performance & Protection 5. Maritime Domain Awareness 6. Survivability & Self-Defense 7. Asymmetric & Irregular Warfare 8. Platform Mobility 9. Information, Analysis and Communication 10. Fleet/Force Sustainment 11. Power Projection 12. Affordability, Maintainability and Reliability 13. Assure Access and Hold at Risk

Future Force

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STRATEGIC COMMUNICATION TOOLS

Standard / Traditional Tools

5-PRONGAPPLICATION

• Change Communication Planning / Implementation

• Tactical Communication Planning

• Crisis Communication Planning

• Information Technology Capabilities (www)

• Video / Multi-Media Methodology

Corporate Communication Toolkit

8

Code 33

Code 31

INPs

Code 32

Code 30FNCs

BIZOPS

Independent effortsTraditional Comms “Inform”

Consolidated effort around Six ThemesStrategic Comms “Inform, Involve, Engage”

Traditional Strategic Approach

D&I

Code 34

Our Communication Goal

Code 35

Innovation Stew

ardsh

ip

of Res

ources

Future ForceCurre

nt

Readin

ess

S&T Workforce

External Audiences

ONR INTEGRATED

TEAM…ConsistentMessage

9

Communication ApproachSection 1

Tactical & Strategic Communications

SECTION 2

In This Section

Tactical & Strategic Communications

Communication Goals• Internal and External

Guide to Managing Communications

• Choosing the right Messages

• Choosing the right Messenger

• Choosing the right Channels

• Managing Feedback

Measuring Success

Traditional “Inform” – Example: Print material, multi-media messaging videos, newsletters,

email, etc.

Internal Objective Create awareness. Communicate priorities, status and tasks

External Objective Target stakeholders with information

Strategic “Inform, Involve, Engage” – Example: Information Exchange, as well as a variety of print material,

multi-media messaging/discussion videos, newsletters, email deployed within the framework of the strategic communication engagement process; supervisor/program manager communication network

Internal Objective Accountability, alignment of resources/ effort

External Objective Deepen stakeholders relations, target perceptions/beliefs; gain informed support

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Communications Goals

Internal Objectives

1) Build among ONR members awareness, knowledge and understanding of the mission, vision and S&T results

• Key Action: Establish and sustain an internal engagement process, such as the Information Exchange, to provide ONR members with routine and meaningful two-way communication

2) Train and equip ONR leadership with tactical and strategic communication tools/methods to enroll them as ambassadors to all other stakeholders

• Key Action: Sustain training initiated on “risk communication” principles to develop a base of understanding for the power and potential that a comprehensive communication strategy provides

3) Generate buy-in with ONR members for key CNR initiatives

• Key Action: Establish key internal communication mechanisms that enable feedback on change management issues recognizing that effective “Communication” is central to successful change initiatives

Internal Goal Inspire the workforce and engage them in CNR’s strategic objectives for the organization

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R O

BJE

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IVE

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Our Communications Goals

External Objectives

1) Position ONR as the destination for innovative ideas

• Key Action: Establish and sustain high profile actions that accurately position ONR as delivering S&T results (to the acquisition community and warfighter)

2) Position ONR as “serving the next generation warfighter, now”

• Key Action: Establish and sustain a strategic engagement process, such as the S&T Partnership Conference, to spark ongoing dialogue on future focus/activities for ONR and its stakeholders in the Naval Research Enterprise – establish the path to putting products in the fleet

3) Establish ONR in the S&T workforce as “a great place to work”

• Key Action: Activate an aggressive outreach program to ensure appropriate ONR placement in defense and S&T news coverage, and establish ONR as an accessible source-of-choice (thought leader) for comment and analysis on S&T issues and provide accessibility to key universities, laboratories and other stakeholders

OU

R O

BJE

CT

IVE

SExternal Goal ONR is recognized and acknowledged as “Leading the Vision” for the Navy’s future force

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Communication Approach

PHASE PURPOSE ACTION PERCEPTION FACTOR TIME FRAME COMMUNICATION PRINCIPLE

OneINFORM

(to increase awareness)

Provide access to information and leaders to promote trust

and increase the awareness of a change and the need for

change

Communicate CNR’s Vision and Strategy for realizing both S&T and organizational goals. Hold focus group discussions between:- CNR and supervisors - CNR and stakeholders

TRUST Promote awareness and interest. Providing opportunities for feedback promotes trust:- Reaching out to ONR internal leaders- Making ONR more accessible to stakeholders- Real people to talk to

Begin 30 March and

ongoing

Timely and adequate

information on change and

consequences help generate stakeholders’

understanding and need for dialogue

in uncertainty

TwoINVOLVE(to increase knowledge)

Provide information and

process feedback that benefits learning and

knowledge with stakeholders.

Broaden access to leaders.

Continue to deliver timely and activity-based information. Communicate opportunities for access to stakeholders to provide feedback and be included in guiding and influencing the execution and results of CNR’s strategies.

BENEFIT Interaction benefits participants by providing a chance to offer input and influence:- Opportunity to engage- Influence outcomes- Work with ONR and our partners for positive change

Begin 30 April and ongoing

*** Or as needed per

unique needs of each initiative

Acceptance of change increases in correlation with chance to voice concerns and receive honest, competent and empathetic feedback

ThreeENGAGE(to increase

understanding)

Expand Two-Way flow of

information to share control and

increase informed

support and action via greater understanding

Use multimedia and face-to-face Two-Way Communication to integrate information sharing into the operational flow to enhance execution of tactics/strategies

CONTROL Two-Way methods share control and help develop support:-Co-ownership of outcomes- Direct access to leadership- Voice in decision making process

Initiative dependent

*** As needed per unique

needs of each initiative

Continuous meaningful communication actively supports learning, progress and real change

Strategic Approach Targets Perception Factors of TRUST, BENEFIT & CONTROL

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With an understanding of the desired communication outcome, carefully consider


Guide to Managing Communication

• The right message content – People can process less information when stressed– Be Concise – Only three key messages at a time, with supporting facts– Be Clear – Strive for 6th – 8th grade reading level– Be Brief – Attention span is reduced

• Limit presentations to 15 minutes or less• Answer questions in two minutes or less

– Avoid negatives – Emphasize what is true rather than deny what isn’t

• The right messenger – People seek trusted and credible sources when stressed– Be respectful of people’s concerns – a good listener– Be honest and open– Be competent in the message content

• The right channel – People expect a voice in decisions that affect them– Inform – Disseminate information to generate awareness and knowledge– Involve – Collect feedback to recognize how people respond to information– Engage – Emphasize two-way channels to establish dialogue to reach mutual understanding

• Anticipate questions – 95 percent can be determined and prepared for in advance – Assume they are challenging rather than information seeking– Structure responses for Message Maps provided in this Toolkit– Avoid offering information beyond the content of Message Maps

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Choosing the Right Messages

Section 1

This toolkit contains four key ONR Corporate messages. These messages provide the foundation for internal and external communication efforts to generate awareness, target misperceptions and properly position ONR in the media space.

ONR leadership is expected to embody the key messages in all stakeholder engagements to include internal and external presentations, interviews, meetings and program specific promotional materials.

Selecting the right messages … will ensure that the information is accurately received and processed

by the recipient. Key messages should be based on what the target audience most needs to know, most wants to know, and is most concerned about.

• Relevant - Ensure the information addresses both the needs of the organization AND the concerns of receiving stakeholders

• Specific - Be Clear, Concise, Brief and Positive. Use Key Messages of no more than 7-12 words.

When Choosing Message Content, it should be

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Choosing the Right Messenger

Section 1

• Credibility of the messenger is vital – a third party messenger is ideal• Identify a trusted Subject Matter Expert • Ensure accessibility of the messenger to all employees • Research shows first line supervisors are considered trusted/credible sources

of information to working level employees

• An individual who is trusted by a wide audience at all levels of the organization

• An individual who is credible and knowledgeable

• Someone deemed “accessible ” or approachable to employees

• Someone with a physical on-site presence

• Someone possessing good listening skills

• One who involves project leads, process owners and first line supervisors in the communication process

When Choosing the Right Messenger, Consider

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Choosing the Right Channels

Section 1

• Email• Print materials• Communiqués/Newsletters (i.e., CNR Direct Line, Message from the ED, Sustaining

the Edge)• All Hands meetings• Information Exchanges • Multi-media messaging• Supervisor/Program Manager Communication Network

• Stakeholder Level of Concern

• Low Tech Channel – Interpersonal, interactive

• High Tech Channel – Disseminate information through mass channels

When Choosing the Right Channel, Consider

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Managing Feedback

Section 1

• Provide timely responses to feedback

• Avoid letting feedback go unanswered

• Provide personal responses where appropriate

• Provide open responses where appropriate

• Link responses to credible, trusted sources

When Managing Feedback

Promote Collaboration Encourage Feedback Adjust communication based upon Feedback

Feedback Tools: Formal and Informal Surveys web-enabled responses - communication feedback cards - functional email boxes - face-to-face interaction

Feedback Mechanisms

Put In Place• Feedback links from CNR

Direct Line, Message from the Executive Director, ONR SUSTAINING THE EDGE, Information Exchanges

• email box to CSC

[email protected]

• Focus group discussions

• Electronic & hard-copy opinion surveys

• Question boxes (paper copies)

• Face to Face (in person/ online chat/VTC)

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Measuring Our Success

Section 1

Metrics will• Assess reliable data through formal/informal feedback mechanisms• Show to what extent messages are being received, embraced and acted upon• Promote communication course adjustments• Use a combination of informal/formal methods to validate communication effectiveness

Measurement Area Methods UsedLevel and Source of Awareness Intercept Interviews (using consistent Interview Guide)

Random telephone interviews

Level of Knowledge (determine Intercept Interviews for focused target groupsability to explain the issue) Focus Groups (professional facilitated)

Random Surveys (electronic or print)

Understanding (determine Information Exchange (modified)attitudes/beliefs, level of support) Listening Posts

On-line ChatsWeb casts or similar discussions

Acceptance (considered an indirect Develop research effort for communication metricscommunication metric due to number Promotion/Retention rates (if applicable, i.e. People/ of outside variables) Diversity issues)

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Sample: S&T Partnership Conference Choosing the Right Messages

•ONR’s Current Research Opportunities•Communicating the CNR’s six themes

Choosing the Right Messenger(s)•Internal

CNR and ED Directorates – Drs Lawrence, Gruber & SchuetteDepartment Heads & Program Officers Program Management Staff

•External – 3rd Party Messengers/ValidatorsWarfighter Perspectives & Panel

Choosing the Right Channels•Conference structure

Plenary session presentationsInformation ExchangeCode Breakout RoomsCNR Challenge (in DOI Breakout Room)Pitch a Principal™ Exhibit HallFact Sheets

Managing Feedback & Measuring Success•Information Exchange Survey

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Message Map OverviewSection 2

Using Organizational MessagingSECTION 3

In This Section• Organizational

Messaging

• Diagram overview of ONR Corporate & S&T Partnership Conference Message Maps with detailed outline of Key Messages

• ONR Corporate Fact Sheet

Message Maps enhance message alignment and consistency. This section contains ONR messages important to communicate with all stakeholders (Internal and External)

1) Demonstrate respect for people’s concerns (particularly when a topic is a source of stress)2) State three Key Messages, 7-12 words each3) Repeat Key Message 1 and provide 2-3 supporting facts4) Repeat Key Message 2 and provide 2-3 supporting facts5) Repeat Key Message 3 and provide 2-3 supporting facts6) Repeat three Key Messages exactly as stated in step 27) Describe future actions to keep appropriate focus on the issues

UsingTHREE levels

of THREEbrings substance and credibility to your message

Organize Presentations/Communications – 15 minute limit

Responding to questions – 2 minute limit

1) Demonstrate respect for people’s concerns (particularly when a topic is a source of stress)2) Offer one Key Message (the Message Map element that most directly responds to concern)3) Provide 2-3 supporting facts4) Repeat Key Message exactly as in step 2 above 5) Describe future actions to keep appropriate focus on the issues

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Message Map OverviewSection 2

Message Map Circa 47 BC

Area of ConcernHow goes the war?

Key Message 1I came

SF1

The journey was long and hard

We traveled many days

Mountains were high

Valleys were deep

SF2

We suffered heavy loses

along the way

SF3

Despite the difficulties we arrived

in force

Many troops fell ill

Many were injured

Food and water grew

scarce

We had the necessary legionsWe had the necessary weaponsMorale was high

Key Message 3I conquered

SF1

We engaged

the enemy forthwith

We attacked at dawn

We had the element of surprise

We found them in disarray

SF2

Our legions fought bravely

SF3

The enemy is

destroyed

Our troops advanced steadily

They were fearless in battle

They were undaunted by greater numbers

Their troops have deserted

They have abandoned their weapons

The victory is ours

Key Message 2I saw

SF1

The enemy’s

armies were large

There were more troops than reported

Their numbers stretched to the horizon

More were arriving every day

SF2

They were well armed

and equipped

SF3

They were well

positioned

They had the newest weapons

Every man was fully armed

They were re-supplied daily

They occupied the high ground

They were fully fortified

They deployed advance observers

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ONR Corporate Message MapSection 2

Diagram Overview with Detailed Outline of Core Key Messages

Key Message 3ONR is the pre-eminent S&T destination for good ideas and innovative concepts

SF1We’re seeking partnerships to

find and leverage

international S&T into the

Navy

SF2We’re

searching the globe for the

best and brightest to

work with ONR

SF3ONR is striving

to become easier to do

business with

Key Message 1ONR is meeting the S&T needs of our

next-generation warfighter today

SF1Our mission

is to plan, foster and encourage

scientific research

Key Message 2ONR’s innovation brings technology

solutions to U.S. forces and our allies

SF1ONR was the

genesis of many

technologies supporting warfighters

today

SF2ONR is

conducting revolutionary

research for relevant

results

SF2ONR delivers

new technologies to

meet current warfighter

needs

SF3We’re seeking

to increase the speed

and quantity of quality

S&T transitions

SF3We want to

ensure that our forces

always have the

technological edge

We explore cutting edge of S&T; provide our forces technological advantageThrough S&T research we’re seeking “the next big thing”CNO says ONR will deliver that for Navy

The pace of innovation has accelerated Tomorrow is going to look very different from todayWe make continuous investment in new and innovative technologies

We’re helping Sailors & Marines be successful and surviveCTVBody armorAutonomous systems2nd Language Learning Virtual SchoolhouseOthers

Swamp Works seeks leap-ahead innovations in 1-3 yearsTechnology Solutions provides quick reaction to Fleet input with S&T solutions that meet today’s needs

Realistic virtual training systemsRobots for high risk environmentsUnderwater mine countermeasuresGPS validation/launch of the first GPS satellite (others)

IndustrySmall businessAcademia Navy and other government labsONR Global contacts and relationships around the world

Improve our internal processes Increase speed and efficiencyFocus on enhancing core functions

Cutting edge S&T emerging worldwide New perspectives/ approaches + S&T expertise = innovative results Recruiting best & brightest for benefit of U.S./Allies

Note Users are encouraged to substitute programs and systems with which they are most familiar.

80% of FNCs transition to acquisition programs36 FNCs to transition in FY08; 20 in FY09; 169 in progressQuality S&T programs:RATTLRS, EMRG LCS, Quik-Clot, REMUS Adv Weapons MaterialsCAMM, Silver Fox, others

IIT

Topic

What is ONR’s role in Science & Technology?

23

Key Message 1S&T Partnership Conference provides broad access to ONR

SF1Many

Program managers

will be present

Top priority with CNR

Free to all ONR staff

More opportunities to

participate throughout

conference

Key Message 3S&T Partnership Conference

surfaces new ideas, and strengthens relations with our stakeholders

Key Message 2S&T Partnership Conference

showcases ONR research & people

SF1Plenary room presentations will highlight

key ONR programs

Six S&T theme areas

Six programs per theme

36 programs featured

and PMs introduced

SF1Many more

ONR partners will be present

this year

The cost is 50% less

Record-breaking

1,200+ participants

New Pitch a Principal™

appt requests a success

SF2Four venues provide more opportunity

for PMs

Plenary rooms

Information Exchange

Code Breakout rooms

ONR Exhibit Hall booth

SF2Information Exchange booths will showcase

programs and PMs

Six booths support the

six S&T themes

72 programs featured

72+ fact sheets

PMs staff booths

SF2The

conference is a hub for

innovation

2007 CNR Challenge received over 100 inputs2008 CNR Challenge is revised and focused on research opportunities 10, $100K awards aligned to Code needs

SF3Participants

can meet with PMs at conference

Pitch a Principal™

provides opportunity for

appt.

Codes review requests

Codes schedule PMs

SF3Code

Breakouts feature Code-

specific research/PMs

One room per Code

12 programs specific to

research by that Code

Staffed by Code PMs

SF3The

conference expands our base of S&T

partners

It is valued by industry,

small business,

academia, etc.Research opportunities

are promotedNetworking is enabled

S&T Partnership Conference Message Map

Area of ConcernWhy is the S&T Partnership Conference Important?

Diagram Overview with Detailed Outline of Key Messages

s&t partnership conference toolkit final

Documents

strategic guidance onr

onr leadership

onr partners

rolevalue of onr

visionposition onr

st vision

allies onr vision

st research